Lotusphere Id601 - Understanding the marketplace advantages for IBM Lotus solutions


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In this session, we'll examine the marketplace for collaboration, highlighting where the industry is going and how IBM is innovating in this space. We'll then help to define the trends forming and highlight Lotus capabilities and their advantages. In addition, we'll discuss how IBM is positioned in the marketplace, discussing best practices, real-world experiences, and considerations customers should make when looking at these solutions. You'll learn how customers are examining the real costs involved in deploying these solutions in their organization. Come and hear the reasons why Lotus solutions are the choice of tens of thousands of customers worldwide.

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Lotusphere Id601 - Understanding the marketplace advantages for IBM Lotus solutions

  2. 2. Understanding the Marketplace Advantages for IBM Lotus Solutions Ed Brill Paul Culpepper ID601 ®
  3. 3. Business Drivers and the Evolution of Communication & Collaboration Software  Business are focused on top line growth:  Creating cultures of innovation  Optimizing global talent  Organic Organizational optimization  People have a basic need to share, socialize and communicate ideas.  Collaboration Software helps us:  Express and exchange ideas  Share information  Communicate more effectively  Collaboration Software provides ready access to:  Information (data)  Expertise (people)  Education (growth)
  4. 4. Innovation is the best opportunity to create sustainable growth and profitability Methods to Achieve Revenue Growth Innovation through Collaboration  Innovation is the best opportunity for sustainable growth  Gains are can be more profitable and sustainable  Sustainable Differentiation Brand permission Organic Acquisitions  Acquisitions can be long and drawn out, requiring significant Organic methods provide necessary but incremental growth business and technical decisions taking away from growth focus  Gains are often hard-won and therefore not always profitable  Acquisitions can also have a negative impact: takeovers have  Successes are easily copied making gains short-lived destroyed more than $200 billion in shareholder value in the US  Already more than accounted for in stock valuations over the past 20 years quot;Innovation is viewed as a multi-dimensional concept, which goes beyond technological innovation to encompass… new means of distribution, marketing or design. Innovation is… an omnipresent driver for growth.quot; – Erk ki Liik anen, EU Commissioner for Enterprise and Information Society “Constant reinvention is the central necessity at GE... W e’re all just a moment away from commodity hell.” – Jeffrey Immelt, Chairman and CEO, GE Revenues 88% Partial Eighty-four percent of CEOs mak ing innovation a List Earnings/profit margins 79% priority report it has changed the way they do Efficiency of ow n organization 78% business or affected their company's financial performance in a number of important areas . Number of customers 76% SmartPros, 2005 SmartPros, 2005
  5. 5. 2008 IBM HorizonWatch Trends List IT Technology Trends General Trends  Green Data Center  Economic Uncertainty  Virtualization 2.0  Greening/Climate Change  Cloud Computing  Globally Integrated Enterprise  Software as a Service  Business Architecture  Web2.0 Mashups  Emerging Markets  Information Management  The Increasing Power of the  Semantic Web Consumer  SOA  Social Networking  The Security Imperative  3D / Virtual Worlds  Emerging Country Provisioning  Viral Marketing Platform  Mobility is Poised for the Next  Embedded Data Intelligence Phase  Unified Communications  Prediction Markets (wisdom  Speech Technology of crowds)  Surface Computing 5
  6. 6. Perceived Business Value Varies with the Technology Source: Forrester June 2007 US Web 2.0 Online Survey
  7. 7. Employees bring Web 2.0 tools into the office Source: Forrester June 2007 US Web 2.0 Online Survey
  8. 8. Connections, relationships and shared context are all needed to ensure successful collaboration and knowledge sharing Social Capital describes the underlying cultural elements that promote effective collaboration. Understanding the dynamics of the social capital in an organization, across value chains, etc. provides the most important “tools” to enabling effective collaboration. Connections The ties between people and between organizations Shared Relations Context The interpersonal dynamics The common understanding between individuals and of language and events organizations Source: Nahapiet, J. & Ghoshal, S. (1998)
  9. 9. Continuum of Communications and Collaboration Collaborative Reasoning Video/Audio Synchronous E-meetings Real-Time Communication Data Visualization Collaboration Blogs, Mashups / wikis, Dashboards Audio forums conferencing Social networking Team work E-mail, environments, calendaring content libraries Asynchronous Voice messaging Web applications Richness of communications Text Rich Media & Semantic Web
  10. 10. Then and Now ®
  11. 11. Business circumstances drive imperatives to change Evolving business climate ed d rst ts ate rat s rke e to all gr bu eg k a on e tF Int wor Int e l m tanc wth le ati ion rke bb ly rp ris ita y et o all d s al luc gr oli bu Ma ap es o b ue N lob Ente tc Re st in ns ec ch ck Gl al h Te Co G R o Tig St e inv V Cost Cutting Top Line Growth 2005 1995 2010 2000 2013 1990 Era of Process Optimization Era of Innovation et s r ss on e ail ern P .0 e erv re M e ati bil ER b2 sin CR Int a ory -m S nic Mo ftw e We nt -bu / s e o ds mu up Th e Cli S e orl ons l sh cia ng om Ma mi Wi So dC 3D ulat Ga fie i Sim Un Evolving Technology enablers Ubiquitous High Speed Wireless Networking
  12. 12. Technology and Human Factors Driving Change Richness of communication and content Written Audio/ Video 3D Graphical Visualization Presentations word Podcasting Digital Photos Internet Efficiency of delivery and reach of audience. Pony Mail Instant Web Portals & Social e-mail Express service Messaging Conferencing Dashboards Software Evolution of tools Pen & Word Office Blogs/ Graphics Collaborative Typewriter editors Paper Processing Suites Wikis tools
  13. 13. Building on your current investment - adaptive desktops
  14. 14. Rich, context sensitive communications
  15. 15. Rich interactive virtual teaming
  16. 16. Rich Media/ User Created Content
  17. 17. Enterprise Mashups Quick and intuitive assembly of enterprise data
  18. 18. Advantages of Lotus software solutions ®
  19. 19. Product strategy and roadmap  Lotus has a track record of regular product releases. Lotus Notes and Domino 8 have addressed many of the previous UI discussions around competitive products such as Outlook and provides a security-rich, reliable, and flexible infrastructure.  IBM has standardized on an open client architecture based on Eclipse and Lotus Expeditor to provide our customers a consistent, web services- based infrastructure.  In 2007, Lotus has released a complete set of new or updated collaboration products, including Lotus Sametime 7.5/8 and Lotus Notes 8 based on Eclipse, Lotus Quickr, and Lotus Connections.  IBM is one of the strategic leaders in SOA and continues drive this open standard, services approach in its Lotus product portfolio.  The flexibility of IBM’s collaborative services approach within these software components allows customers to invest in driving innovation to help improve company results with software investment protection.
  20. 20. Product integration  IBM’s strategy is to focus on a set of collaborative services to provide current and future integration with our customer’s investments.  IBM’s component-based software development strategy allows rapid flexibility and adoption of new technologies based on a tiered upgrade deployment model versus ‘rip and replace’  The Lotus product portfolio such as Lotus Sametime, Lotus Notes, Lotus Connections, and Lotus Quickr integrates with current and previous versions of Lotus products, as well as Microsoft Office products and operating systems.  Lotus Notes 8 can be a “desktop of the future”, with contextual integration of other Lotus products (Sametime, Quickr, Activities, etc.), providing a seamless user experience
  21. 21. Open standards  IBM strategy includes responsible use of open source technology, and of active participation in standards and communities (ex. Eclipse, Apache – including Derby and Geronimo, Linux, SyncML, OSGi, WSRP, JCP - JSRs 168, 116, 32, and 170, OASIS, W3C, WS- I, XForms, Dojo).  Vendor-neutral standards and open document formats can help governments to serve constituencies better, and organizations to interoperate with customers and partners more effectively.  IBM is highly committed to driving open standards. Lotus Symphony, which also ships with Notes 8, already supports ability to read and write in Open Document Format (ISO and OASIS standard).  IBM is a member of the OpenOffice.org community and is contributing code and expertise.
  22. 22. Flexibility and choice  Choice at the server:  hardware, operating system, mix-and-match  Choice at the client:  The IBM Lotus open client solution offers server managed client capabilities with choice of operating system, including Linux, Windows, and Macintosh. (http://www.ibm.com/lotus/openclient)  Supporting a thin or rich client approach  Supporting a client UI, web UI, or portal UI  Choice in mobility  Choice in version deployments  Example: Today, Notes 6.5, 7, and 8 are supported, and all will be supported when 8.5 ships later in 2008 – four releases simultaneously supported and interoperable
  23. 23. Innovation  IBM continues to innovate with advanced capabilities such as activity-centric computing, and role-based orchestration of business processes while continuing to provide flexibility and choice to the customer.  IBM provides a stable collaborative development platform to help reduce the need to rewrite applications over time, but to leverage current investments.  IBM invents the future, with more patents per year than any other IT vendor  IBM Lotus research is investigating how visualizations will help with data and information processing in the next wave of social computing
  24. 24. End-to-end solution  Only IBM can provide complete solutions – hardware, software, services, outsourcing, hosting, financing, and lifecycle management  IBM business partners can also implement complete solutions, or augment existing environments  More about IBM’s Applications on Demand:  IBM AoD provides a predictable cost structure and pay-as-you-go application management and infrastructure services that help speed clients’ returns on investment by: 1. Reducing up-front project costs, by eliminating the need to purchase hardware or train new staff 2. Removing operational staffing needs by leveraging IBM’s extensive skill base. 3. Eliminating the complexity of IT and compliance by using Applications on Demand integrated and certified infrastructure, processes and skills. 4. Improving budgeting and planning by having a consistent and predictable costs for services.  Available in the US, Canada, portions of western Europe
  25. 25. Competitive Discussions ®
  26. 26. What About Customers Evaluating Migrations…  From ID602, “Recipes from the kitchen of a collaboration bake- off”:  The cost for an organization to replace their entire collaboration infrastructure is high while the new value returned to the business is low. It is truly “change for the sake of change”.  The industry average to migrate just email is US$300 per user (and in some cases has been reported to be up to US$500-600 per user [Ovum, February 2007]).  The cost to migrate collaboration applications – Has anyone done it? $1 Out $1 In
  27. 27. Product strategy and roadmap questions  What does it take to migrate to Exchange 2007 from current versions of Exchange? What is the coexistence strategy? Can a migration be rolled back?  How many organizations have deployed Vista and Office 2007?  How many enterprise (>10,000 users) deployments of MOSS 2007 exist today?  What are the product dependencies to deploy a full MS collaboration solution?  When will Microsoft provide web service gateway which will improve the ability to deliver Service Oriented Architectures (SOA)?  What is MS approach to open standards and contributions to open source?  What is the 2-3 year roadmap of Exchange? Of MOSS 2007?
  28. 28. IBM is a market share leader across business productivity solutions Category IBM Products IBM Position (source) • Grew revenue share in ICE category in 2006 compared to a decline in MS revenue share (IDC, Worldw ide Integrated Enterprise e-Mail Lotus Notes/ Collaborative Environments 2006 quot;Vendor Shares: New Opportunities Are Shaking the ICE“ Doc # 207999, Mark Levitt, and ICE Domino August 2007) (Integrated • #2 in w orldwide total software revenue for email/Calendaring in 2006 (Gartner, Market Share: Enterprise E-Mail and Collaboration Calendaring Softw are, Worldwide, 2004-2006, Tom Eid 27 July 2007) Environment) • Placed in the Leaders’ Quadrant in 2007 Magic Quadrant for Horizontal Portal Products (Gartner, Magic Quadrant for Portal WebSphere Horizontal Portal Products, 2007 21 September 2007) Portal, Workplace • “IBM leads the EPS market for the fifth consecutive year, with 2006 license and maintenance revenue of $284 Web Content million.”(IDC #207534 Worldwide Enterprise Portal Software 2007.2011 Forecast Update an d 2006 Vendor Shares: Solid Management Growth Ahead Fueled by Mashing Up the Portal w ith New Web 2.0 Collaboration and Development • AMR research Study (2006) showed WebSphere Portal as the primary portal vendor to support Executive Dashboards (49%), customer self-service (47%), employee self-service (41%), and Partner self-service (34%) • IBM is in the Leaders’ Magic Quadrant for 2007 (Gartner, Magic Quadrant for Business Process Management Suites, Janelle Business Process WebSphere B. Hill, Michele Cantara, Eric Deitert, Marc Kerremans 14 December 2007) Management • IBM is the leader in BPMS in Worldwide revenue from 2004-2006 and 2006 Growth (IDC, Worldwide Business Process Management Suites 2007-2011 and 2006 Vendor Shares, Doc # 207954, August 2007, Maureen Fleming, Jeff Silverstein) • IBM is placed as a leader for Unified Communications for 2007 (10/30/07 The Forrester Wave™: Enterprise Instant IM / Web Conf / Lotus Sametime Messaging, Q4 2007) Unified Comms • Placed in Leader’s Quadrant in 2007 Magic Quadrant for ECM. (Gartner, Magic Quadrant for Enterprise Content ECM FileNet/CM Management 2007, 9/21/07 ) Lotus Connections • “IBM/Lotus moving out front w ith Connections and Microsoft as a fast follower”( Josh Holbrook, Yankee Group, Social Software NetworkWorld Lotus, Microsoft jostle to land social networking customers,quot; John Fontana, June 19, 2007) • quot;There are a lot of viral sites out there, and many of the people who use MySpace or Facebook live in those w orlds,quot; she said. quot;Technologies like Lotus Connections are going to be very important in bringing these technologies into the enterprise.quot; Boston Globe article (4/11/07) The MarketScope is copyrighted 2007 by Gartner, Inc. and is reused with perm ission. The MarketScope is an evaluation of a marketplace at and for a specific time period. It depicts Gartner's analysis of how certain vendors measure against criteria for that marketplace, as defined by Gartner. Gartner does not endorse any vendor, product or service depicted in the MarketScope, and does not advise technology users to select only those vendors with the highest rating. Gartner disclaims all warranties, express or implied, with respect to this research, including any warranties of merchantability or fitness for a particular purpose. The Gartner Magic Quadrants are copyrighted 2006 and 2007 by Gartner, Inc., and are reused with perm ission. The Magic Quadrant is a graphical representation of a marketplace at and for a specific time period. It depicts Gartner’s analysis of how certain vendors measure against criteria for that marketplace, as defined by Gartner. Gartner does not endorse any vendor, product or service depicted in the Magic Quadrant, and does not advise technology users to select only those vendors placed in the “Leaders” quadrant. The Magic Quadrant is intended solely as a research tool, and is not meant to be a specific guide to action. Gartner disclaims all warranties, express or implied, with respect to this research, including any warranties of m erchantability or fitness for a particular purpose.
  29. 29. Lotus Notes Advantages Lotus Notes Microsoft Outlook  Robust inbox management Inbox management?   Flexible user experience “What-you-see-is-what-you-get!”   Extensible platform based on open Limited extensibility  standards E-mail client only   Single, unified work environment including Reduced offline capability  productivity editors Windows only support   Best-of-breed offline support  Windows, Linux, Mac support
  30. 30. Understanding Microsoft Exchange 2007 Interdependencies CAL Want e-mail req’d CAL retention/ req’d SharePoint SharePoint MOM compliance? Server 2007 Server 2007 2005 PRE-REQ TIE-IN Want monitoring of e-mail environment? Want online TIE-IN presence, IM/ CAL req’d CAL chat? req’d Exchange OCS Office SQL Server Server 2007 2007 2007 PRE-REQ TIE-IN PRE-REQ 2005 PRE-REQ TIE-IN PRE-REQ PRE-REQ CAL req’d Antigen Active Subscriptions Directory Want anti-virus, -spam, 64-bit HW upgrade -malware protection? CALs needed: 6 RECOMMENDED (Windows server, Exchange, Exchange Enterprise, SharePoint, Live Comm. Server, M OM ) 64-bit HW upgrade *IBM Internal Study: CPO Analysis, June 2006 based on Microsoft public information www.microsoft.com
  31. 31. Ferris Research – Exchange 2007 survey Source: - Ferris Research, Exchange 2007 Implementation Issues, December 2007 Used with permission
  32. 32. eWeek Strategic Partner: Exchange Equals Profits  “Within the land of IT, nothing is a bigger pain to own, manage and run than Microsoft Exchange. Everywhere you go customers have horror stories about the installation, maintenance and, above all, uptime of their Microsoft Exchange implementations. And worse yet, they will all tell you they are paying top dollar for the privilege because the expertise needed to successfully run a Microsoft Exchange server is some of the most expensive in the IT labor pool.” http://www.esp.eweek.com/c/a/Archive/Exchange-Equals-Profits/ September 6, 2007
  33. 33. Lotus Symphony Editors: Intuitive to Use What is ODF ? Why ODF ?  Choice, freedom of action, cost  XML-based open specification effectiveness, access to innovation,  Standard for document content and greater control over the use of your format documents and the intellectual property contained therein.  Developed by OASIS. Certified and approved by ISO. Adopted by many.  Full, out of the box robust set of This will provide future protection Editors included for free within the against proprietary vendor formats in Lotus Notes client (can be the future. provisioned through roles).  Meets the common features for  Unleashes a tremendous potential for openness and usability technological innovation to promote  Gives you the most choices for organizational productivity and interoperability and “future-proofing” creativity. your information.  Reduce licensing costs  Prevent against future proprietary lock-in And more options than ever…..
  34. 34. Understanding Interdependencies for Microsoft Office 2007 CAL CAL Windows Exchange OCS req’d req’d SharePoint Server 2007 2007 Services v3 Want to view all e-mail, voicemail, Want to share Want to and fax from a documents and communicate and single in-box? collaborate with share information TIE-IN TIE-IN TIE-IN colleagues? in realtime? Want to submit a Want to enforce CAL form to kick-off a regulatory compliance req’d Office 2007 BizTalk SharePoint business process? for documents? Professional Server 200x Server 2007 TIE-IN TIE-IN Plus TIE-IN TIE-IN CAL req’d Rights Want to attempt Integration Services SQL Want access to Management document access corporate data to Server Analysis Services Services protection and perform analysis 2005 viewing rights? Reporting Services and reporting tasks? Tie-ins to servers triggers chain reaction downstream of even more pre-reqs
  35. 35. Understanding Interdependencies MS Office SharePoint Server CAL CAL req’d Want to apply policies req’d SharePoint Rights Mgmt to protect sensitive Want monitoring Enterprise information ? of Portal Server 2007 Services MOM 2005 Applications environment? Want to connect to SAP, DBs & other enterprise INCLUDED TIE-IN TIE-IN systems? CAL Office 2007 req’d TIE-IN Want to initiate a business WSS v3 process flow? Web BizTalk Server Enterprise SharePoint Browser TIE-IN Applications 200x PRE-REQ Server 2007 TIE-IN CAL Windows req’d Mobile TIE-IN PRE-REQ TIE-IN CAL PRE-REQ CAL req’d CAL req’d req’d Integration Services SQL OCS Antigen for Want anti-virus, Server spyware, malware 2007 Analysis Services SharePoint .NET protection? 2005 Reporting Services Framework 3.0 *IBM Internal Study: CPO Analysis, June 2006 based on Microsoft public information www.microsoft.com
  36. 36. CMS Watch, “Twelve predictions for 2008”  “SharePoint will continue to grow at viral rates as a low cost, low touch, document collaboration system. But in 2008 we will see the start of a noticeable backlash, particularly among larger enterprises.  The backlash will be two-fold. First larger enterprises will exhibit major compliance and litigation discovery issues across numerous unmanaged and unaccountable SharePoint locations. You will also see a backlash against sizable development costs and times to build maintainable applications in the MOSS environment. With the more complex SharePoint projects struggling to launch, customers are realizing a disconnect between Redmond's heavy promotion and the realities of a product that is significantly less out-of-the-box than most expect.” http://www.cmswatch.com/Feature/172-2008-Predictions December 18, 2007
  37. 37. Desktop Cost Reduction Potential The difference the CFO will see Lotus Desktop with Open MS Desktop Technology Stack Standards New Lotus Notes 8 Microsoft $83 Outlook 2007 - Real-time Collab Microsoft Office $31 $139 - Messaging Comms CAL Enterprise CALs - Collaboration Microsoft SMS $41 Sharepoint and Exchange - Basic Doc Man. CAL - Office Productivity Microsoft $67 $35 Editors (Compatible with Exchange CAL MS Office files and ODF) Potential Desktop Microsoft - Mobile Access (Push $144 $94 $75 Cost Reduction SharePoint CAL Email) - Composite Apps Microsoft Office $369 -SQL Integration (DB2) Linux Options Windows -SAP Integration $187 ($0 with no support) Desktop Upgrade $50 SUSE Windows Server $179 Redhat $29 Windows Upg, CAL Or Linux, or MAC $187 Windows Desktop SQL Server $162 CAL 70% - 90% Potential Saving Desktop is Approx US Desktop is Approx US $194 - $323 RRP $1063* RRP (*excluding Enterprise CALS) Note: All prices are approximate RRP prices in US$. All MS prices are open select prices
  38. 38. Two Very Different Visions of Collaboration *SQL Server Required
  39. 39. IBM® Lotus® Notes® and Domino®: 20 Years of Leadership in the Collaboration Space  IBM® Lotus® Notes® and Domino® has 20 years of leadership in the collaboration space  Over 130M licenses of Lotus Notes and Domino have been sold worldwide  Over 46,000 companies around the world use Lotus Notes and Domino  Lotus Notes and Domino has seen twelve consecutive quarters of year-to-year growth from 4Q04 through 3Q07 FORTUNE Global 500: More than half of the global 100 corporations use Lotus Notes and Domino  8 of the top 10 insurance corporations  8 of the top 10 banks  4 of the top 5 consumer products corporations  7 of the top 10 electronics corporations  8 of the top 12 pharmaceutical corporations  9 of the top 12 telecommunications corporations Sources: FORTUNE 500, April 30, 2007; FORTUNE Global 500, July 24, 2006.
  40. 40. Thank You ed_brill@us.ibm.com / www.edbrill.com paul_culpepper@us.ibm.com ®
  41. 41. Legal Disclaimers © IBM Corporation 2007. All Rights Reserved.  The information contained in this publication is provided for informational purposes only. While efforts were made  to verify the completeness and accuracy of the information contained in this publication, it is provided AS IS without warranty of any kind, express or implied. In addition, this information is based on IBM’s current product plans and strategy, which are subject to change by IBM without notice. IBM shall not be responsible for any damages arising out of the use of, or otherwise related to, this publication or any other materials. Nothing contained in this publication is intended to, nor shall have the effect of, creating any warranties or representations from IBM or its suppliers or licensors, or altering the terms and conditions of the applicable license agreement governing the use of IBM software. References in this presentation to IBM products, programs, or services do not imply that they will be available in all countries  in which IBM operates. Product release dates and/or capabilities referenced in this presentation may change at any time at IBM’s sole discretion based on market opportunities or other factors, and are not intended to be a commitment to future product or feature availability in any way. Nothing contained in these materials is intended to, nor shall have the effect of, stating or implying that any activities undertaken by you will result in any specific sales, revenue growth or other results.  IBM, the IBM logo, Lotus, Lotus Notes, Notes, Domino, Quickr, Sametime, WebSphere, UC2, PartnerWorld and Lotusphere are trademarks of International Business Machines Corporation in the United States, other countries, or both. Java and all Java-based trademarks are trademarks of Sun Microsystems, Inc. in the United States, other countries, or both.  Microsoft and Windows are trademarks of Microsoft Corporation in the United States, other countries, or both.  Intel, Intel Centrino, Celeron, Intel Xeon, Intel SpeedStep, Itanium, and Pentium are trademarks  or registered trademarks of Intel Corporation or its subsidiaries in the United States and other countries.  Linux is a registered trademark of Linus Torvalds in the United States, other countries, or both.  Other company, product, or service names may be trademarks or service marks of others. All references to Renovations, Zeta Bank or Acme refer to a fictitious company and are used for illustration purposes only. 
  42. 42. Backup and additional material ®
  43. 43. Analysts weigh in – Osterman: quot;Exchange 2007 is a big jump“ - BACKUP “….Still, even at a serious quot;discount,quot; users contemplating an upgrade to Exchange 2007 appear to be in for a world of hurt. Of those surveyed, 67 percent indicated that they intend to make an investment in e-mail servers, either for upgrades or migration to a new e-mail server sometime this year. 70 percent are concerned or extremely concerned about the complexity of the Microsoft Exchange migration effort. 69 percent are concerned about the amount of time the Exchange migration will take. 59 percent of organizations indicated that messaging storage growth is a serious or very serious problem. 48 percent of companies have NOT allocated budget to meet e-discovery or compliance requirements. [This is surprising given the importance of compliance.] The cost is non-trivial. Osterman Research has built a cost model that demonstrates the cost of migrating to Exchange 2007 for a 5,000-seat organization can be as high as $244 per user. Even when amortized over a three- year period, the average cost of an Exchange 2007 migration can be $6.79 per seat per month for a 5,000-seat organization.” Osterman: Email survey says: quot;Exchange 2007 is a big jump“, June 12, 2007
  44. 44. The Difference IT Sees Total cost of acquisition is only part of the picture, resources required for architecting, deploying, supporting and updating each platform should be understood Lotus required Products MS required Products  Purchase Acquire your preferred OS Licenses for Domino Servers  Purchase Windows 2003 Server Licenses to Deploy AD 2003  Purchase Lotus Domino server licenses  Purchase Windows Server 2003 CAL for all registered users or devices  Purchase Lotus Notes CAL’s  Purchase Windows Exchange 2007 Server Licenses  Purchase Acquire your preferred OS Licenses for Sametime Server  Purchase Windows Exchange 2007 Server CAL (Enterprise CAL)  Purchase Acquire Lotus Quickr for Doc & Team collaboration  Purchase Windows Server 2003 Licenses for Exchange 2003 Servers  Purchase Microsoft Office Communications Server 2007  Purchase Microsoft Office Communications Server 2007 CAL (Enterprise CAL)  Purchase Windows XP Professional or Windows Vista  Purchase Office 2007 Professional  Purchase Windows SQL Server (per CPU or per user)  Purchase Windows 2003 Server Licenses for SQL Servers  Purchase Microsoft Office SharePoint Server (MOSS) CAL  Purchase Windows 2003 Server Licenses for MOSS Servers  Deploy Lotus Domino Servers  Deploy Windows Active Directory 2003 (typically 12-18 months)  Deploy Lotus Sametime Servers  Deploy Windows XP Professional or Vista Professional  Deploy Lotus Notes client  Deploy Office 2007 Professional  Deploy Windows Internet Explorer (with current SP)  Deploy Windows Office Communicator  Deploy Windows Exchange Server 2007 Architecture  Deploy Windows SQL Server Architecture  Deploy Microsoft Office Communications Server 2007  Deploy Windows SharePoint Services Server  Deploy Microsoft Office SharePoint Server  Migrate any Public Folder like apps to Domino  Migrate Applications to Sharepoint? Infopath? ,Net? Groove?  Migrate Users to Lotus Domino Architecture  Migrate Users to Microsoft Architecture  Migrate User Data to Domino  Migrate User Data to Exchange
  45. 45. Questions to ask Microsoft ®
  46. 46. Product strategy and roadmap  What does it take to migrate to Vista from older versions of Windows?  What does it take to migrate to Exchange 2007 from current versions of Exchange?  How many organizations have deployed Vista and Office 2007?  How many enterprise (>10,000 users) deployments of MOSS 2007 exist today?  What is Microsoft’s strategy for forms capability? Is there support for XForms?  What is the 2-3 year roadmap of MOSS 2007?  What is Microsoft’s SaaS / cloud strategy?
  47. 47. Product integration and dependencies  To gain the full functionality of Microsoft’s solution, how much of Office 2007 will customers be required to deploy?  What SQL requirements are needed for an enterprise deployment of MOSS 2007? For other Office products?  Will 64bit servers be required/recommended to run Exchange 2007, OCS 2007, and MOSS 2007? What will that do to my cost case?  What is the track record for upgrading/migrating applications in SharePoint? What investment protection do I have with applications I build on MOSS now? What is the future roadmap for application development?  How will Office 2007 users be able to inter-operate with old versions of their documents?  How will distribution and configuration of the Outlook 2007 client on PCs be handled? Will Outlook 2007 be deployed independent of the rest of the Office 2007 or will the customer be required to upgrade their entire suite?  End User product dependencies (Office dependency for MOSS) may create end user pressure for additional migrations. How much is the global cost for a total migration to MS environment? What is the 2-3 year roadmap for this environment – will there be an upgrade path or rip and replace?  What does it take to upgrade Exchange Server 2007 deployed on Windows Server 2003 to Windows Server 2008?
  48. 48. Open standards, flexibility, and choice  What is Microsoft’s approach to open standards? Why is there such a push for OpenXML versus support for ODF for example?  Does Microsoft contribute to open source? Give examples?  What are MS plans for future contributions to open source?  Which platforms, other than Windows, do Microsoft products provide complete support?  What is Microsoft’s SOA strategy?  Why did Microsoft end support for certain document formats in an Office service pack?
  49. 49. Strategies to help reduce cost  Why should I pay for Software Assurance?  Why can’t I just purchase the required number of licenses rather than buy Core CAL? Why do I have to pay for Core CAL when we have not deployed all of the servers (Windows, Sharepoint Portal, Exchange, and Systems Management Server)?  What is the Enterprise CAL Suite? What are the cost implications?  Do I pay for desktop operating system upgrades in the Microsoft Enterprise Agreement when I have already paid for it when I purchased the hardware, as part of the OEM agreement?  Are enterprise CALs for Office Communications Server and Office Communicator client software included in the price?  Are enterprise CALs for Exchange included in the price?
  50. 50. Innovation  What are Microsoft’s plans to provide full ECM capabilities?  Is Microsoft considering changes to the document-centric paradigm for doing work?  Can I take MOSS 2007 based portal offline? Cost and effort required?  Plans for providing federated policy management support across SharePoint libraries, digital asset management support, and transactional content process support in MOSS 2007?