University of Iowa Webmail:Planning for enterprise services based onopen source softwareDecember 6, 2004
Overview Background Implementation Evaluation Conclusions Q&A
Background Captaris WebMail discontinued Follow-on product more expensive,unnecessary features Primary usage: Travelin...
Selection Process Selection team identified alternatives Hands-on evaluation where possible Other schools Products in ...
Horde IMP Web application suite E-mail, contact manager, calendar,portal, task list, notepad, etc. University of Pennsy...
Implementation Plan Mix of open and closed source Use closed source mainly to leverageexisting infrastructure Minimal c...
Open Source Components Red Hat Enterprise Linux 3 AS Apache HTTP Server 1.3.x PHP 4.x Horde IMP, Turba up-imapproxy ...
Closed Source Components IBM LDAP Directory Server Oracle Database Server User preferences Personal address books AIX...
Local IMP Modifications LDAP directory integration Default display name Default reply-to address Login screen design ...
Oracle DatabaseServer LDAP Serverhttp(s)oci8`POP/IMAPServers(Blue)imapWeb ServerssmtpUserOutbound SMTPServerskrb5Active Di...
Hardware 3 IBM xSeries 335 servers Early hardware problems Minimized hardware vendors (IBMRS/6000 and pSeries AIX serve...
Administration Highly-skilled team Proactively monitor critical servicesusing open source, vendor-neutraltools (Spong, C...
Implementation Challenges Mixing open and closed source (e.g.,PHP and Oracle) Sizing/scaling, impact on othersystems up...
Evaluation — Current State 3M requests/day 24K active users No further hardware issues Some performance issues (mainly...
Success Factors Management support Preview installation Formal project management Hardware vendor relationship Vendor...
The Bottom Line Support costs: External costs(licensing,contracts, etc.) Internal costs (stafftime, lostproductivity) ...
The Bottom Line Reality:Commercialsoftware doesn’talways deliver Switch to opensource: Internal costs maydecrease, orin...
Benefits Decreased operating costs (licensing,software support) Able to meet unique integrationrequirements Easy to add...
Ongoing Challenges Mixing open and closed source Simplest when based on commonlibraries and standard protocols (e.g.,ima...
Conclusions Significant savings possible by cuttingexternal licensing/support costs Mitigate effects on internal costs:...
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University of Iowa Webmail

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Presented at the University of Iowa Open Source Day on December 6, 2004.

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Transcript of "University of Iowa Webmail"

  1. 1. University of Iowa Webmail:Planning for enterprise services based onopen source softwareDecember 6, 2004
  2. 2. Overview Background Implementation Evaluation Conclusions Q&A
  3. 3. Background Captaris WebMail discontinued Follow-on product more expensive,unnecessary features Primary usage: Traveling faculty/staff Home users Students in campus buildings Requirements: IMAP mailbox access Comparable features
  4. 4. Selection Process Selection team identified alternatives Hands-on evaluation where possible Other schools Products in use Evaluation reports Selected IMP from the Horde Projecthttp://www.horde.org/
  5. 5. Horde IMP Web application suite E-mail, contact manager, calendar,portal, task list, notepad, etc. University of Pennsylvania reporthttp://www.upenn.edu/computing/eval/2002/webmail/ Other schools using IMP: MIT Purdue University Tulane University University of Michigan
  6. 6. Implementation Plan Mix of open and closed source Use closed source mainly to leverageexisting infrastructure Minimal changes to IMP source Use extended testing/pilot phases Gradual deployment Batch migrate personal address booksfrom Captaris WebMail to IMP
  7. 7. Open Source Components Red Hat Enterprise Linux 3 AS Apache HTTP Server 1.3.x PHP 4.x Horde IMP, Turba up-imapproxy Sendmail
  8. 8. Closed Source Components IBM LDAP Directory Server Oracle Database Server User preferences Personal address books AIX IMAP Servers Microsoft Active Directory IBM Network Dispatcher Load balancing, fail-over
  9. 9. Local IMP Modifications LDAP directory integration Default display name Default reply-to address Login screen design After initial deployment: Quota display Outlook address book export
  10. 10. Oracle DatabaseServer LDAP Serverhttp(s)oci8`POP/IMAPServers(Blue)imapWeb ServerssmtpUserOutbound SMTPServerskrb5Active DirectoryServersNetwork FileServersnfsNetworkDispatcherServersldapOpen SourceClosed Source
  11. 11. Hardware 3 IBM xSeries 335 servers Early hardware problems Minimized hardware vendors (IBMRS/6000 and pSeries AIX servers) Little value from vendor’s cross-platform hardware management tools Greater value from existingrelationship and knowledge
  12. 12. Administration Highly-skilled team Proactively monitor critical servicesusing open source, vendor-neutraltools (Spong, Cricket) Centralized, vendor-neutralconfiguration management (depot) Immediately test and apply securitypatches Review and apply other patches asneeded
  13. 13. Implementation Challenges Mixing open and closed source (e.g.,PHP and Oracle) Sizing/scaling, impact on othersystems up-imapproxy in early development Captaris refused to release WebMailaddress book structure Early hardware problems Difficulty proving hardware vs. softwareproblem
  14. 14. Evaluation — Current State 3M requests/day 24K active users No further hardware issues Some performance issues (mainlyimpact on other systems, esp. NFS)
  15. 15. Success Factors Management support Preview installation Formal project management Hardware vendor relationship Vendor-neutral managementinfrastructure already in place Minimal changes to source Gradual deployment In-house technical expertise
  16. 16. The Bottom Line Support costs: External costs(licensing,contracts, etc.) Internal costs (stafftime, lostproductivity) Commercialsoftware promisesto lower internalcosts in exchangefor higher externalcosts Closed SourceExternalCostsInternalCosts
  17. 17. The Bottom Line Reality:Commercialsoftware doesn’talways deliver Switch to opensource: Internal costs maydecrease, orincrease onlyslightly External costs maydecreasesignificantly ClosedSourceOpenSourceExternalCostsInternalCosts
  18. 18. Benefits Decreased operating costs (licensing,software support) Able to meet unique integrationrequirements Easy to add, modify features Display Blue quotas Outlook address book export
  19. 19. Ongoing Challenges Mixing open and closed source Simplest when based on commonlibraries and standard protocols (e.g.,imap and ldap) More difficult when using closed sourcelibraries and proprietary protocols (e.g.,Oracle) Sizing/scaling Planning for performance Predicting impact of changes to currentenvironment
  20. 20. Conclusions Significant savings possible by cuttingexternal licensing/support costs Mitigate effects on internal costs: Local technical support expertise Use proven technology (applications,libraries, protocols) Minimize changes to source Allow learning and discovery time Anticipate potential risks

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