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University of Iowa Webmail:
Planning for enterprise services based on
open source software
December 6, 2004
Overview
 Background
 Implementation
 Evaluation
 Conclusions
 Q&A
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
Selection Process
 Selection team identified alternatives
 Hands-on evaluation where possible
 Other schools
 Products in use
 Evaluation reports
 Selected IMP from the Horde Project
http://www.horde.org/
Horde IMP
 Web application suite
 E-mail, contact manager, calendar,
portal, task list, notepad, etc.
 University of Pennsylvania report
http://www.upenn.edu/computing/eval/2002/webmail/
 Other schools using IMP:
 MIT
 Purdue University
 Tulane University
 University of Michigan
Implementation Plan
 Mix of open and closed source
 Use closed source mainly to leverage
existing infrastructure
 Minimal changes to IMP source
 Use extended testing/pilot phases
 Gradual deployment
 Batch migrate personal address books
from Captaris WebMail to IMP
Open Source Components
 Red Hat Enterprise Linux 3 AS
 Apache HTTP Server 1.3.x
 PHP 4.x
 Horde IMP, Turba
 up-imapproxy
 Sendmail
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
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
Oracle Database
Server LDAP Server
http(s)
oci8
`
POP/IMAP
Servers
(Blue)
imap
Web Servers
smtp
User
Outbound SMTP
Servers
krb5
Active Directory
Servers
Network File
Servers
nfs
Network
Dispatcher
Servers
ldap
Open Source
Closed Source
Hardware
 3 IBM xSeries 335 servers
 Early hardware problems
 Minimized hardware vendors (IBM
RS/6000 and pSeries AIX servers)
 Little value from vendor’s cross-
platform hardware management tools
 Greater value from existing
relationship and knowledge
Administration
 Highly-skilled team
 Proactively monitor critical services
using open source, vendor-neutral
tools (Spong, Cricket)
 Centralized, vendor-neutral
configuration management (depot)
 Immediately test and apply security
patches
 Review and apply other patches as
needed
Implementation Challenges
 Mixing open and closed source (e.g.,
PHP and Oracle)
 Sizing/scaling, impact on other
systems
 up-imapproxy in early development
 Captaris refused to release WebMail
address book structure
 Early hardware problems
 Difficulty proving hardware vs. software
problem
Evaluation — Current State
 3M requests/day
 24K active users
 No further hardware issues
 Some performance issues (mainly
impact on other systems, esp. NFS)
Success Factors
 Management support
 Preview installation
 Formal project management
 Hardware vendor relationship
 Vendor-neutral management
infrastructure already in place
 Minimal changes to source
 Gradual deployment
 In-house technical expertise
The Bottom Line
 Support costs:
 External costs
(licensing,
contracts, etc.)
 Internal costs (staff
time, lost
productivity)
 Commercial
software promises
to lower internal
costs in exchange
for higher external
costs Closed Source
External
Costs
Internal
Costs
The Bottom Line
 Reality:
Commercial
software doesn’t
always deliver
 Switch to open
source:
 Internal costs may
decrease, or
increase only
slightly
 External costs may
decrease
significantly Closed
Source
Open
Source
External
Costs
Internal
Costs
Benefits
 Decreased operating costs (licensing,
software support)
 Able to meet unique integration
requirements
 Easy to add, modify features
 Display Blue quotas
 Outlook address book export
Ongoing Challenges
 Mixing open and closed source
 Simplest when based on common
libraries and standard protocols (e.g.,
imap and ldap)
 More difficult when using closed source
libraries and proprietary protocols (e.g.,
Oracle)
 Sizing/scaling
 Planning for performance
 Predicting impact of changes to current
environment
Conclusions
 Significant savings possible by cutting
external 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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University of Iowa Webmail

  • 1. University of Iowa Webmail: Planning for enterprise services based on open source software December 6, 2004
  • 2. Overview  Background  Implementation  Evaluation  Conclusions  Q&A
  • 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. Selection Process  Selection team identified alternatives  Hands-on evaluation where possible  Other schools  Products in use  Evaluation reports  Selected IMP from the Horde Project http://www.horde.org/
  • 5. Horde IMP  Web application suite  E-mail, contact manager, calendar, portal, task list, notepad, etc.  University of Pennsylvania report http://www.upenn.edu/computing/eval/2002/webmail/  Other schools using IMP:  MIT  Purdue University  Tulane University  University of Michigan
  • 6. Implementation Plan  Mix of open and closed source  Use closed source mainly to leverage existing infrastructure  Minimal changes to IMP source  Use extended testing/pilot phases  Gradual deployment  Batch migrate personal address books from Captaris WebMail to IMP
  • 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. 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. 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. Oracle Database Server LDAP Server http(s) oci8 ` POP/IMAP Servers (Blue) imap Web Servers smtp User Outbound SMTP Servers krb5 Active Directory Servers Network File Servers nfs Network Dispatcher Servers ldap Open Source Closed Source
  • 11. Hardware  3 IBM xSeries 335 servers  Early hardware problems  Minimized hardware vendors (IBM RS/6000 and pSeries AIX servers)  Little value from vendor’s cross- platform hardware management tools  Greater value from existing relationship and knowledge
  • 12. Administration  Highly-skilled team  Proactively monitor critical services using open source, vendor-neutral tools (Spong, Cricket)  Centralized, vendor-neutral configuration management (depot)  Immediately test and apply security patches  Review and apply other patches as needed
  • 13. Implementation Challenges  Mixing open and closed source (e.g., PHP and Oracle)  Sizing/scaling, impact on other systems  up-imapproxy in early development  Captaris refused to release WebMail address book structure  Early hardware problems  Difficulty proving hardware vs. software problem
  • 14. Evaluation — Current State  3M requests/day  24K active users  No further hardware issues  Some performance issues (mainly impact on other systems, esp. NFS)
  • 15. Success Factors  Management support  Preview installation  Formal project management  Hardware vendor relationship  Vendor-neutral management infrastructure already in place  Minimal changes to source  Gradual deployment  In-house technical expertise
  • 16. The Bottom Line  Support costs:  External costs (licensing, contracts, etc.)  Internal costs (staff time, lost productivity)  Commercial software promises to lower internal costs in exchange for higher external costs Closed Source External Costs Internal Costs
  • 17. The Bottom Line  Reality: Commercial software doesn’t always deliver  Switch to open source:  Internal costs may decrease, or increase only slightly  External costs may decrease significantly Closed Source Open Source External Costs Internal Costs
  • 18. Benefits  Decreased operating costs (licensing, software support)  Able to meet unique integration requirements  Easy to add, modify features  Display Blue quotas  Outlook address book export
  • 19. Ongoing Challenges  Mixing open and closed source  Simplest when based on common libraries and standard protocols (e.g., imap and ldap)  More difficult when using closed source libraries and proprietary protocols (e.g., Oracle)  Sizing/scaling  Planning for performance  Predicting impact of changes to current environment
  • 20. Conclusions  Significant savings possible by cutting external 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