Special Supplement to

Sponsored by

May 2003

Best Practices in Enterprise Portals

Andy Moore . . . . . . . . . . . . . . . . . . . . . . 2 Tear Down That WallOne of these days, when the business technology textbooks look back on the adoption ofportals during the “cautious days of the early 21st Century,” much will be attributed toour primitive and tentative efforts to get our hands around the converging technologiesupon which information management relies. I’ll bet you that the technologies we nowthink are so whiz-bang will sound awfully quaint. But. . . .

Ellen Reilly, Fujitsu Consulting . . . . . . . 4 Portal Best Practices: It’s Time to Wake Up—Again!“After nearly two years of dreamy infatuation with the corporate portal, the enterpriseis waking up. Many companies that bought into portals as the killer application forknowledge management have found themselves instead with solutions that don’t comeclose to delivering the expected functions or performance.”That quote appeared in print in October, 2000. So what has changed as we move into2003? The answer, unfortunately, is “not much. . . .”

Peter J. Auditore, Hummingbird . . . . . 6 The Enterprise Information Portal Market: Evolution and CommoditizationThe enterprise information portal market segment has undergone rapid consolidationover the past several years, and according to Gartner Group it is no longer a viablemarket segment that can support a sustainable business model. Nearly all so-calledpure play portal vendors have been acquired, and/or are nearly out of business. . . .

7 Global Law Firm Meets Client Service ChallengeEven though its client list reads like a who’s who of the Fortune 500, the legal firm ofDickstein Shapiro Morin & Oshinsky knows it can’t simply rest on its laurels. Instead, thefirm has continually looked to improve the ways it delivers legal solutions to its clients. . . .

8 Conoco Drills into Hummingbird PortalConoco Limited, a fully integrated energy company, is involved in every aspect of the oiland natural gas industry, including worldwide exploration, production, transportation,marketing, refining and power. With ventures in more than 40 countries, Conoco has a richhistory of proven technological expertise and superior project management. . . .

Lou Andreozzi, LexisNexis. . . . . . . . . . . 9 Law Firms Join Portal TrendLegal technology has historically developed at a slower pace than the technologyindustry as a whole. Highly concerned about the security of posting documents online,the legal industry has been slower than other industries to adopt e-mail, utilize theInternet and employ Web-based technology tools to increase workplace proficiency. But that is changing. . . .

Shari Shore, Computer Associates . . . . . 10 Enterprise Portals As Executive Early Warning SystemsYou should congratulate yourself. You were one of the smart ones. You recognized the value of an enterprise portal immediately, and you’ve standardized on an enterprise-wide portal for all of your employees and business partners. Everyone logs into their personalized workspace for access to all of the data, content, systemsand applications they need. You’ve done everything you can possibly do with a portal ... right? . . .

Billy Ho, Sybase . . . . . . . . . . . . . . . . . . . 11 Portal: A Doorway to Worldwide DOD ProcurementThe Standard Procurement System (SPS), operated by the Joint Program ManagementOffice (JPMO) of the Department of Defense (DOD), is an automated information system designed to support procurement functions for all Defense procurement organizations. It was designed to replace dozens of legacy systems. . . .

all parties for the blonde. It’s the satisfactionof self-interest that drives markets, saidSmith, and everything for him was a zero-sum game. The only way to win was thatsomeone else had to lose.

But Nash argued that, in a balanced andsuccessful system, it is a far more effectivestrategy to approach one of the brunettes.Here’s why: If all five men went for theblonde, four would lose. The brunetteswould then spurn the four for overlookingthem as second-best. In Smith’s zero-sumeconomy, there’s only one “winner,” and amess of unhappy youngsters. But in Nash’sworldview of enlightened self-interest andequilibrium, everyone dances.

The Dis-Equilibrium of the Portal Market

Nash would have an absolute conniptionover the enterprise portal market of today,because it represents everything about a bal-anced equilibrium AND a zero-sum game. Onone hand, there are implementers who viewthe portal as the ultimate dance floor, whereeverybody shares space and everybody’shappy. On the other hand, the solutionsproviders are rapidly disappearing as they areabsorbed or defeated by a small number ofmagnificent powers. I’ll be surprised if there’sa so-called “pure-play” portal vendor stillstanding by the end of this year.

The analysts have (naturally) created aterm for what’s happening in the portal mar-ket. It’s the emergence of what they call the“Smart Enterprise Suite” and you’ll be hear-ing a lot about it, under a variety of names, incoming months. According to Gartner, thisnew type of suite product “covers the needsfor content management, knowledge manage-ment and collaboration inside and between

enterprises.”After all, reasons Gartner, “previ-ous examples of aggregation of functionalityinto suites have created dominant product cat-egories: ‘office suites’ collected what wereoriginally independent personal-productivitytools; and ‘enterprise resource planningsuites’grew from manufacturing planning andfinance systems, and now cover a wide rangeof business application functionality. In theworkplace area, groupware products combinemessaging, scheduling and some basic docu-ment-sharing functions.

“By 2004,” concludes the Gartnerresearch, “smart enterprise suites will emergeas an aggregation of the functionality offeredtoday by portals, team collaboration supportand content management.”

It’s into this market of fewer and fewersuppliers who control more and more of theIT landscape that today’s content manage-ment vendors, systems integrators andimplementers now cautiously tread. And Isay cautiously, because now is NOT a goodtime to bet the farm on a decision that willinfluence your every business process deci-sion for perhaps decades to come.

One example of an organization thatunderstands the dynamics of this is FujitsuConsulting. Formerly a loosely knit collec-tion of independent consulting and integra-tion firms (such as Amdahl, DMR in Canadaand ICL in the UK) that Fujitsu hadacquired over time, Fujitsu Consulting wasformed last April to put a branding umbrel-la over its global consulting business. Theyreckon that pulling all the disparate Fujitsu“franchises” (wireless, servers, PCs, scan-ning products, software, etc.) into a singleglobal behemoth will take them through thisera of consolidation better than a loose col-lection of non-branded entities.

Ellen Reilly runs the content manage-ment practice in the U.S. for FujitsuConsulting. Ellen sees it simply: “Fujitsusells laptops, tablets and PCs into organiza-tions. Obviously, it’s not just a hardware

Special Supplement to

Tear Down That Wall

One of these days, when the business tech-nology textbooks look back on the adoptionof portals during the “cautious days of theearly 21st Century,” much will be attributedto our primitive and tentative efforts to getour hands around the converging technolo-gies upon which information managementrelies. I’ll bet you that the technologies wenow think are so whiz-bang will sound aw-fully quaint. But what will certainly be thelegacy of this time is the sweeping effect ofconsolidation of the marketplace.

I’m probably the last person in Americato have seen the Academy Award winningfilm “A Beautiful Mind,” but I just saw itlast night. In a strangely dreamlikesequence, it dramatizes the moment thatNobel Prize winning John Nash arrives athis famous theory of market equilibrium, asweeping new view which has since beenapplied to explain everything from tradenegotiations to evolutionary selection togame theory.

Nash studied interactive decision-mak-ing, where the outcome for each participantor “player” depends on the actions of all. Ifyou are a player in such a game, whenchoosing your course of action or “strategy”you must take into account the choices ofothers. But in thinking about their choices,you must recognize that they are thinkingabout yours, and in turn trying to take intoaccount your thinking about their thinking,and so on.

The way it’s illustrated in the film is this:Five women walk into a bar in Princeton, fourpretty brunettes and one magnificent blonde.Naturally, all the men focused on the blonde.

Nash realized that was a mistake. AdamSmith, the father of the common capitalisticeconomic theory of the time, would havepredicted—and encouraged—the pursuit by

May 2003S2

Andy Moore has heldsenior editorial andpublishing positions formore than 25 years. As atechnology writer andeditor, Moore speaks withdozens of seniorexecutives and industryexperts each month. Inhis role as EditorialDirector for the SpecialtyPublishing Group, Mooreoversees the

contributions to the series as well as conducting marketresearch for future topics of interest for the series.

In addition to the various Specialty Group projects, Mooreis an editorial consultant and has most recently acted asKMWorld’s editor-in-chief.

Andy Moore

By Andy Moore, Editorial Director, KMWorld Specialty Publishing Group

“Now is NOT a good time to bet the farm.”

Special Supplement to May 2003 S3

sale; there are the applications that run onthose. Fujitsu owns 60% of the scannermarket, so there’s a lot of imaging businessgoing on. And we’re out there selling con-tent management solutions and portals,too—our challenge is finding out how allthose fit together.” And, by the way, sheadds, “they do.”

The way they do that is to address not theimmediate hardware of software require-ments of the customer. Any warehouse jobbercould do that. Today’s vendors and customersalike need to find the commonality of the BigPicture and try to redefine individual businessprocess solutions as part of a strategic, long-term performance-enhancing effort.

This is by no means a new theme, ifyou’ve been reading these papers. But aswe’ve been writing here, saying it and doingit are two different things, especially in try-ing times such as these.

There’s an undeniable “forest for thetrees” conflict that Ellen and her troops atFujitsu face. There are many organizationsthat take the approach of “solve the businessproblem first, then worry about the big pic-ture later.” But there are also the largerorganizations that pick the enterprise portalfirst, then look downstream to ask, “What doI want to build with this?”

It’s a hard lesson to swallow, but the factis that those who are choosing to go “plat-form first, solutions second”—a “next-gen-eration enlightened view” if you will—arehaving an exceptionally hard time gettingthose deals done. And it’s mainly becausethey can’t make the ROI argument thatsticks. “Unless,” says Ellen, “you have aChief Knowledge Management Officer, or aCIO who really understands that it’s an infra-structure play.” What you want is a commonarchitecture to solve all your problemsthroughout the enterprise, but that’s a hardersale today.

Learning the LessonIt’s a hard, lesson, yes, but an essential

one, says Peter Auditore, VP U.S. Marketing,Hummingbird USA. “Organizations shouldavoid becoming like a country-western song,where they have built portals to nowherewhere nobody can find anything. This hasbeen the case with many enterprise portalimplementations over the past severalyears...they failed to deploy portals that opti-mize and change business processes.”

This is one of the goals of successful por-tal implementations. The other goal is a farmore maintenance-oriented one. Users justwant to fix the problem caused by uncoordi-nated attempts to deploy business solutions.And that problem has worsened in recentyears: “You’ve got lots of organizations thathave multiple platforms, and want to imple-ment an enterprise content management orportals strategy, but they also want to take

advantage of the economics of managing oneplatform,” explains Ellen.

According to Peter at Hummingbird,these are the customers who have failed tosee the forest for the trees: “Build the infor-mation management system first around thebusiness process and THEN evolve the por-tal infrastructure around it to deliver clearbusiness value and ROI,” Peter says.

The example Peter often uses is basicdocument management. Customers aroundthe world want to implement some kind ofportal strategy to “share knowledge” or “cre-ate collaborative spaces” or whatever. Andyet when Peter asks whether they have anykind of overall document management strat-egy in place beyond their legal department,the answer is usually no.

It’s this disconnect in the market—thelack of the most basic foundation across theenterprise while individual business applica-tions take all the attention—that has createdan opportunity that only the most well-round-ed vendors have been able to act upon.

Peter writes about the emergence ofenterprise suites in his article elsewhere inthis paper. His message is pretty basic: thetwo facets of IT—the applications and theinfrastructure—are inextricably linked. Andit’s only the largest and most powerful ven-dors who can bring the best of both worlds.So, the re-definition of content managementand portals as the key driving force behindinformation management (remember lastmonth’s message?) puts the suppliers ofECM who also have a major play in theinfrastructural market at the head of theclass. And the way to become one of thosetriple threats—a combination document,content and portal management provider—isto tear down the artificial walls that separatethose functions.

As both Ellen and Peter point out,though, it’s one thing to offer all that func-tionality in one “suite” or from one vendor,but it’s quite another to convince the buying

public that all their IT decisions need to be“big” decisions. In today’s environment, cus-tomers cannot be blamed for reacting on amuch more modest scale. This dynamic—vendors thinking big and customers thinkingsmall—has slowed IT deployment andresulted in the demise of many of the mar-ket’s smaller, less “global” players.

An Ever-Shrinking Market?

Will the convergence of content and appli-cation management within the portal or thesuite or whatever you call it lead to a marketdominated by a small number of large, well-armed vendors? I suppose it could. There hasbeen a cycle of “consolidation” and “shake-out” for as long as I can remember. But Inoticed that last month’s KMWorld BuyersGuide was no smaller than any from last year.The names of the players might change overtime, but the show must go on. ❚

Andy Moore is a 25-year publishing professional, editor and writerwho concentrates on business process improvement through document and content management. As a publication editor, Mooremost recently was editor-in-chief and co-publisher of KMWorldMagazine.Moore now acts as a contract editorial consultant and con-ference designer.

As Editorial Director for the Specialty Publishing Group, Moore acts aschair for the “KMWorld Best Practices White Papers,” the “EMediaInnovation” series and the “EContent Leadership” series, overseeingeditorial content,conducting market research and writing the openingessays for each of the white papers in the series.

Moore has been fortunate enough to cover emerging areas of appliedtechnology for much of his career, ranging from telecom and net-working through to information management. In this role, he hasbeen pleased to witness first-hand the decade’s most significant busi-ness and organizational revolution:the drive to leverage organization-al knowledge assets (documents, records, information and objectrepositories) to improve performance and improve lives.

Moore is based in Camden, Maine, and can be reached at andymoore@adelphia.net.

“The two facets of

IT—the applications and

the infrastructure—are

inextricably linked.”

Special Supplement to May 2003S4

way that a data warehouse differs from adatabase that supports order management.The task of inventorying and organizing alarge body of structured, semi-structured,and unstructured content is daunting.Configuring the portal to provide effectiveaccess while enforcing needed securityadds additional complexity, and the cre-ation of a refresh and retire process thatensures timeliness and accuracy of the con-tent is a major effort in its own right.

Start with an Appropriate Project TypeA good place to start is to identify the

types of portal projects. This usually dic-tates the logical project phases. The P4project model (Diagram 2) recognizes fourproject types: Prototype, Pilot, Pathfinder,and Production.

As shown, prototypes are good whenthe organization has little experiencewith the basic concepts and technologiesinvolved, and needs the opportunity forbasic experimentation. Pilot projectsattempt to develop approaches that are can-didates for production implementation.Typically, an “easy” knowledge domain isselected so that the project can focus on the mechanics of the processes and tech-nologies. Pathfinder projects validate anapproach using real-case scenarios thatrepresent typical rather than worst casescenarios, and involve users from the oper-ational environment. Production projects,obviously, are expected to roll out perma-nent new knowledge capabilities to theorganization at large.

Recognize that Standard IT “Best Practices” Do Apply

In all phases, large EIP or EKP projectshave a lot in common with other complexinformation technology projects. Yet all toooften, organizations fail to recognize thatlessons learned and “best practices” frominformation technology projects also applyto portal projects.

Information technology best practices areproven in many organizations across manyindustry sectors, including government andnot-for-profit enterprises. Many of thesesame best practices, which fall into the fol-lowing categories, should be applied tomajor portal projects:◆ Alignment with organizational objectives;◆ Scope control;◆ Measurement;◆ Not forgetting the “how”;◆ Planning for maintenance; and◆ Looking ahead.

While adopting best practices cannotguarantee success, ignoring best practicesbody of knowledge can significantly raisethe odds of failure.

Alignment with OrganizationalObjectives

Before embarking on an EIP/EKP proj-ect, ask the obvious: What is our organiza-tion trying to accomplish and how will anEIP/EKP help to achieve those objectives?Many sophisticated organizations in NorthAmerica, such as Coca-Cola and AT&T,are using portfolio management tech-niques2 to ensure that information technol-ogy resources and spending are alignedwith overall organizational objectives.

Portfolio management techniques helpdefine exactly what problems an EIP/EKPproject will address, help to place EIP/EKPinitiatives in the context of other strategicprograms under consideration, and makesure that those problems are the ones impor-tant to the organization.

Portal Best Practices:It’s Time to Wake Up—Again!

“After nearly two years of dreamy infat-uation with the corporate portal, the enter-prise is waking up. Many companies thatbought into portals as the killer applicationfor knowledge management have foundthemselves instead with solutions that don’tcome close to delivering the expected func-tions or performance.”

Many readers will recognize that quote—itappeared in print in October, 2000. So whathas changed as we move into 2003? The an-swer, unfortunately, is “not much.”

A Gartner Research study in October,20021 offers the following profile of portalexperience in Diagram 1 below.

Clearly, many portal projects still end upas shelfware, underutilized, or have onlymodest success. The reasons, we believe, aretwofold: (1) organizations have been slow torecognize the difference between simple“portals” and full-blown enterprise informa-tion portals (EIPs) or enterprise knowledgeportals (EKPs), and (2) that the same bestpractices learned on large information tech-nology projects can and should be applied toEIP/EKP projects.

Don’t Get FooledThe physical task of setting up a portal

is not very difficult or expensive. Manyorganizations have prepared Web sites thatallow employees to review a database ofcompany policies, or that allow purchasersto check a database listing products andstock on hand. However, an EIP or EKP isa different thing altogether, much in the

As the President andChief Executive Officerof Fujitsu Consulting,Michael J. Poehnerprovides strategicdirection to a $900million managementand technologyconsulting businesswith more than 70offices worldwide.Fujitsu Consulting is theglobal consulting arm

outside Japan of Fujitsu Ltd., the third largest ITservices group in the world, providing measurable,results-oriented information technology services andbusiness solutions to the Fortune 1000 and smallercompanies.

Michael J. Poehner

By Ellen Reilly, Fujitsu Consulting

Catastrophic failure Has a negative impact exceeding the costof the portal

Less than 1%

“Shelfware” Its impact is limited to the cost of the portaland opportunity cost

20% to 25%

“Teflon” portal Is underutilized; often not visibly a failure 30% to 35%

Modest success Met all goals, is well-utilized, but is notalways acknowledged

35% to 40%

Visible success Everyone knows it was successful 5% to 10%

Resounding success Exceeding even the highest expectations Less than 1%

Type of Failure or Success Description Estimated Frequency

Source: Gartner Research

Diagram 1

Several researchers have emphasized theneed for executive support as a necessarycondition for EIP/EKP success. Support atthe executive level is important, but it isinsufficient in itself. The sponsoring execu-tive must be provided with the informationshe or he requires in order to make theinvestment case.

Scope ControlAn EIP/EKP cannot be all things to all

users. If your organization is in the middle ofan effort that is trying to construct a “oneportal per western hemisphere” environment,stop. Be like DuPont:

DuPont estimates up to $66 million insavings from the first phase of its portal for its550-person sales and marketing unit.3

DuPont identified the scope of its portaleffort and managed the features and infor-mation that would be made available in aseries of phases. This approach to controllingthe scope of the project provided a measuredbenefit and has led to similar initiatives inother areas.

A valuable technique that can be appliedto determining the scope of the portal effortis the “Use Case” approach to understandingthe system and its use. It defines what theportal needs to do in order to affect the tasksand how the tasks will change when the por-tal is in place, and findings are used to estab-lish measurements for portal effectiveness.

MeasurementThe importance of measurement is

emphasized over and over in systems work.Six-Sigma, ISO 9002, and the SEI Maturitymodels all point to measurement as a manda-tory feature of any successful organization.Yet when it comes to measurement, too manyEIP/EKP efforts take the “Field of Dreams”approach: i.e., build it and they will come.

If organizations do not measure the factorsthat define success, how can anybody know ifthe effort was a success? The time to establishthe measures of success is at the beginning,

when organizational alignment is being con-sidered. Success must be organizational suc-cess if it is going to be relevant.

Not Forgetting the “How”In his study on Portal Pitfalls4, Craig Roth

of META Group recommends: “Conduct aninfrastructure impact assessment. This shouldbe performed after features have been inven-toried, but before selecting a portal product.The assessment should cover all infrastructureservices that the portal will depend on but notprovide itself: authentication and single sign-on, directory access, content/document man-agement, workflow, enterprise applicationintegration, collaboration, and search.”

An EIP or EKP is not a Philosopher’sStone that magically turns the dross of datainto the gold of valuable information with-out effort. The work to be done is the basic“blocking and tackling” of software devel-opment. It has been shown over and over inenterprise application integration, electron-ic commerce, and portal projects that asmuch as 80% of the cost and difficulty asso-ciated with implementation are due to twoprimary factors:◆ The complexity of hooking up the exist-

ing infrastructure components, includingapplications and middleware; and

◆ Problems with data quality and consistency.It is essential to employ best practices in

planning efforts and spend sufficient timein examining the various relevant factorsbefore choosing portal tools or announcingtarget dates.

Planning for MaintenanceEighty percent of the cost of software

over its useful life is incurred after the prod-uct is initially deployed. There will be animpact on the Help Desk when the EIP/EKPbecomes available. Resources, technologyand time must be budgeted to handle changerequests, which will start appearing withinhours of deployment. A real education pro-gram will need to be in place to ensure that

organizational benefits are realized.Compared to many operational support sys-tems, maintaining and managing the portalrequires a significant expansion of the dimen-sions that must be tracked and controlled. Theinformation and its sources in the EIP may befar more varied in format and content than thedata typically handled by invoicing or inven-tory systems (which may themselves besources for the portal). The impact on usersmay be greater as they do more self-defini-tion of their job functions.

Best practices exist for the maintenanceof complex information technology envi-ronments. These are fully applicable to EIPor EKP projects. Why not take advantageof that knowledge to fully harvest theexpected value from a portal initiative?

Looking AheadMany of us look at portals as the tool that

will deliver the promised benefits. We have alot invested and committed to this proposi-tion. However, there is a danger that we haveput on some blinders. It is possible to see“Web services” on the horizon. If we consid-er, for example, IBM’s vision for computingin the future and its offering of services ondemand, what does that do to our currentthinking about portals? Will we need todevelop them or “own” them?

The practice of keeping eyes open, oflooking ahead, is also part of the knowledgeand best practices that have been gained overyears of information technology activity.

Why Not Benefit from KnowledgeManagement Practices?

Ironically, being in the business of knowl-edge management and knowing when to ben-efit from our own expertise do not seem to gohand in hand. We cannot afford to discountand ignore a proven body of knowledge—information technology best practices—thatcan provide valuable assistance to us. It maybe time to just stop the rush towards getting aportal in place, and to apply some of theknowledge we have at our disposal. By recog-nizing the true nature of EIPs and EKPs ascomplex information technology projects, andapplying information technology best prac-tices, all of our portal projects can end up as“visible” or even “resounding successes”—exceeding even the highest expectations. ❚

1. “Management Update: Six Ways That Portal Projects Can Fail orSucceed;” Gartner Group, IGG-10092002-03; R. Vales, D. Gootzit, G.Phifer; 9 October 2002.

2. For information on IT Portfolio Management, see “The InformationParadox” by John Thorp (McGraw-Hill, February 1999).

3.“Unifying the Extended Enterprise”, Chris Grejtak, E-Vision Reportfrom Broadvision, Inc.

4.“Top 10 portal pitfalls—and how to avoid them,”Craig Roth, METAGroup, May 2002 Special Report on Portals. Keep in mind that theseresults span a wide range of portals.

Special Supplement to May 2003 S5

Diagram 2

and they don’t deliver a clear ROI and busi-ness value outside of consolidating HR infor-mation and multiple disparate intranets.

They have become like a sad country-western song—“Portals to Nowhere”—where users cannot find vitally relevant infor-mation pertinent to their business process or

organizational initiatives. Invariably, I haveencountered this situation again and again inall vertical market segments—especially theU.S. federal government, where IT and busi-ness unit managers attempt to streamline andoptimize business processes to gain competi-tive advantage and clear ROI, but do not havean information management system(DM/RM/KM) in place.

Smart Enterprise Suites andApplication Platform Suites

Gartner Group analysts have recentlyidentified two significant trends in the rapidlyevolving portal market: Smart EnterpriseSuite (SES), and Application Platform Suites(APS). These new approaches for deployingvarious types of enterprise portals represent amajor divergence in the portal market and aredriving its commoditization. Few vendorstoday, however, are in a position to provide aseamlessly integrated suite of applicationsthat deliver on the concept of the SES.Hummingbird was the industry’s first vendorto recognize this emerging trend and is deliv-ering on the promise of an SES today with theHummingbird Enterprise integrated enter-prise information management system.

Some basic components of a SmartEnterprise Suite:◆ Portal;◆ Document/Content and Records man-

agement;◆ KM or information retrieval (IR);◆ Taxonomy, indexing and metadata man-

agement tools;◆ Collaboration;◆ Workflow; and◆ Business Intelligence Analytical Tools.

Application Platform Suites

The application platform suite is having amajor impact on the portal market world-wide, and could be considered a major dis-ruptive technology. Application server plat-forms such as BEA’s WebLogic and IBM’sWebSphere are bundling in portal services(and in some cases, content management) asfeatures of their J2EE servers. Unlike theSES, which is a suite of higher-level applica-tions in the organization, the APS representsa significant challenge to IT and business unitmanagers because of the integration issuesand the heritage of this product area.

Portals and Collaborative E-Commerce

Organizations are now deploying enter-prise portals to optimize business processes,and to facilitate new business models such ascollaborative e-commerce. Law firms in par-ticular are just beginning to leverage theirportal infrastructure and information man-agement systems to enable collaborative e-commerce by deploying secure electronicdeal rooms to virtual employees and busi-ness partners for conducting mergers andacquisitions.

Enterprise information portals are per-haps today’s most important enterprise appli-cation integration technology, and will con-tinue to evolve as an enabling technology tofacilitate many advanced aspects of informa-tion sharing and knowledge management.B2E, B2B, B2S and B2C portals are rapidlyevolving to meet the needs of the virtualenterprise and are delivering on the promiseof information utopia. Organizations that donot have a well-designed or well-managedenterprise information management systemin place will have difficulties gaining com-petitive advantage in the next wave of e-com-merce. The Hummingbird Enterprise deliverson the SES promise and many organizationstoday are leveraging it to their competitiveadvantage. ❚

Hummingbird Ltd.is a global enterprise software company employing1300 people in nearly 40 offices around the world. HummingbirdEnterprise™ creates a 360° view of content with products that areboth modular and interoperable, including Business Intelligence, DataIntegration, Portal, and Document Management. Please visit:www.hummingbird.com

Special Supplement to

The Enterprise Information Portal Market:

Evolution andCommoditization

The enterprise information portal marketsegment has undergone rapid consolidationover the past several years, and according toGartner Group it is no longer a viable mar-ket segment that can support a sustainablebusiness model. Nearly all so-called pureplay portal vendors have been acquired,and/or are nearly out of business. Com-moditization of this technology market seg-ment was perhaps one of the fastest and mostbrutal in the history of the software industry,primarily driven by two factors: a severe eco-nomic downturn, and the entry of large ven-dors such as IBM, SAP and Oracle provid-ing portal services as a feature or componentof application servers.

In the early stages of the portal market,many pure-play portals vendors found them-selves competing not against each other, butagainst in-house IT departments. Many ITprofessionals leveraged their infrastructure’sbuilt-in Internet technologies, aggregatingdisparate intranets and ubiquitous URLs tocreate (in a sense) an intranet on steroids: thebusiness-to-employee (B2E) portal. Someorganizations have rapidly evolved to sup-port cascading B2E portals by business unitor department, and have quickly leveragedthat success into business-to-business, busi-ness-to-customer and business-to-supplierportals. Law firms, for example, on thebleeding edge of portal technology adoptionhave perceived direct business value from notonly empowering their virtual workforces,but providing instant gratification for theircustomers through a B2C portal.

Portals To NowhereOver the course of 2002 I presented to

600 organizations, and only 42 indicated thatthey had a document management systembeyond their legal department. In the firstthree months of 2003, I have presented to315 companies in three countries, and onlyeight of these organizations had DM systemsin place to optimize their business processes.Many of these organizations had deployedB2E portals without an integrated informa-tion management (DM/RM/KM) system,

May 2003S6

By Peter J. Auditore, Vice President U.S. Marketing, Hummingbird USA

“Commoditization ofthis segment was

perhaps the fastest andmost brutal in the historyof the software industry.”

Special Supplement to May 2003 S7

Even though its client list reads like awho’s who of the Fortune 500, the legal firmof Dickstein Shapiro Morin & Oshinskyknows it can’t simply rest on its laurels.Instead, the firm has continually looked toimprove the ways it delivers legal solutionsto its clients, a strategy in which electronicinformation management systems alreadyplayed a big part.

“What we produce for our clients is theknowledge and wisdom that lives in ourattorneys’ heads,” says Keith Berkland,applications development manager forDickstein Shapiro. “If we can shorten theknowledge-transfer process and share ourexperience, it makes all of our attorneysmore productive and provides a valuableservice to our clients.”

In the mid-1990s, the law firm investedin electronic document management bydeploying a Hummingbird solution. Its ITinfrastructure technology was rated number9 out of 132 firms around the country andthe strategy helped Dickstein Shapiroremain as one of the top 15 law firms in theWashington, DC, area. The firm has a globe-spanning list of clients including AT&T,Hitachi, Oracle, NEC and Raytheon, just toname a few.

“Our early IT work involved linking peo-ple’s knowledge to electronic data reposito-ries of knowledge,” Berkland said. “It’s beenhighly successful inside the firm and thebedrock of our IT efforts over the past eightyears.”

Share More Information with More People

But in 1999, an internal technologyteam consisting of attorneys, researchersand technical staff started looking for waysto build upon its successful IT operations, tobring even more knowledge-sharing andcohesiveness to its organization. Moving toWeb-based technologies, Berkland says,was a natural progression.

“We started looking at portal technolo-gy to bring all of our knowledge manage-ment technology together in a more mean-ingful way,” Berkland says. “And a Web-based platform provided a perfect learningenvironment for our attorneys.”

Specifically, the law firm was lookingfor a software solution that would help itshare data not only on a wider internalbasis, but with outside entities as well, arequirement that demands a flexible, scala-ble and secure solution.

Gathering its attorneys’ knowledge andexperience into portals, Berkland says, wasan elegant solution, since it provided a singlepoint of access for data, documents, process-es and applications that could be accessedsecurely from any location with simply a Web

browser. The thin-client structure also gavemore freedom to the administrators, who did-n’t have to worry about whether or not exter-nal users had up-to-date client software, sinceall they needed for access was a browser andpassword.

“The most compelling reason for a por-tal structure is the ability to publish infor-mation to an outside audience,” Berklandsays. “With access to a portal, our clientscan see and consume their information in asecure environment.”

While many Web and portal packagesexist in the marketplace today, Berklandknew that the product Dickstein Shapiro waslooking for had to be open and scalable tosupport future growth. In addition, the solu-tion had to integrate seamlessly with its cur-rent business-specific third-party knowledgeapplications for discrete legal functions, forall its practice areas, especially corporate andlitigation.

Given the existing investment in the ear-lier version of the Hummingbird documentmanagement infrastructure, Hummingbirdwas a logical vendor for Dickstein Shapiro toconsider when the law firm went looking fora portal solution.

With the Hummingbird knowledgemanagement solution, Dickstein Shapirowas able to pull all of its unstructured datainto focus with search, categorization andretrieval capabilities. “Being able to searchthrough multiple sources and pulling backone result was one of the things manage-ment liked most about the Hummingbirdsolution,” Berkland says.

The scalable engine in HummingbirdEnterprise gave Dickstein Shapiro confi-dence that the company wouldn’t outgrow itssoftware. Additionally, the Web-based inter-face and advanced security features in thenew Hummingbird document managementtechnology provided the backbone for thelaw firm’s plans to allow clients to securelyaccess their own data, without adding anadministrative burden on Dickstein Shapiro’stechnical staff.

The portal then provided the solid plat-form to seamlessly integrate the firm’s otherapplications and data, enabling DicksteinShapiro to create a Web-based arena whereits clients and attorneys could more efficient-ly share data and communicate.

“The Webtop application for externalaccess was the main feature we were looking for,” Berkland says. “With theHummingbird Portal software we are ableto make the system available to people onthe outside, looking in.”

Results: Moving Forward, FasterWith more than 800 Dickstein Shapiro

employees at multiple sites using the tech-

nology, the law firm is delivering better col-laborative opportunities both internally andexternally, according to Berkland.

“Knowledge transfer is very difficult inany environment,” he says. “Getting knowl-edge passed from a senior partner to a youngattorney costs time, effort and money for us asa firm, as well as for our clients.”

Berkland says the Dickstein Shapiroattorneys are now able to quickly tap intothe software’s power, finding new ways tostructure searches and reports to betterserve the clients’ needs.

“We try to give our people tools andtechnologies that are so easy they can usethem without having to think about them,”Berkland says

By opening up the information via theHummingbird Portal, they can also navi-gate the typical legal snowstorm of faxesand e-mails that swirl around any negotia-tion, Berkland says.

“E-mail is great, but it isn’t the only waywe communicate and collaborate on projects.We have clients all over the world who mayneed to review contracts or respond to litiga-tion requests. The portal allows them to con-sume their knowledge and respond torequests on their schedule,” Berkland says.“Clients should be able to access their infor-mation when they want to and the portal andWeb publishing tools from Hummingbirdallow us to do that.” ❚

Global Law Firm Meets Client Service Challenge

Industry: LegalOrganization: Dickstein Shapiro Morin &Oshinsky LLPThe Challenge:◆ Wanted to streamline knowledge transfer

process from experienced partners to newattorneys;

◆ Needed Web access to a personalized,secure document management system, forboth internal users and external clients; and

◆ Needed scalable, extensible, and open docu-ment collaboration platform to integrate cus-tom line of business applications.

Hummingbird Solution:◆ Document Management, Knowledge

Management and Portal.Key Benefits:◆ Easier internal access to documents, from

any client;◆ External client access to document-based

knowledge assets via HummingbirdPortal and.Hummingbird DM;

◆ Scalability to support future customizationvia open protocols;

◆ Minimal training and high adoption rateswith straightforward Web-based interface;and

◆ Full lifecycle requirements for information.

Application NotesApplication Notes

Special Supplement to May 2003S8

Information Management System (EIMS, notto be confused with Hummingbird’s acronymEIMS—Enterprise Information ManagementSystem), which provides Conoco the abilityto launch SAP from Hummingbird Portal,search SAP from within the portal and presentthe SAP result set within the portal screens.The solution also allows Conoco employeesto seamlessly populate Hummingbird DMlook up tables with data from SAP and searchHummingbird DM repositories from withinSAP. Hummingbird DM is a multitier docu-ment management solution that brokers com-munications between Hummingbird docu-ment management clients and back-end infor-mation stores such as document repositoriesand SQL servers.

The new EIMS improves employee pro-ductivity by extending the scope of engi-neering data that is available from the ERPsystem beyond a simple database record.This empowers users to make more effectivedecisions, and reduces the time spent tryingto correlate various types of unstructuredcontent with records in the SAP system.

Put simply, users do not know—or needto know—whether engineering informationis coming from the document managementsystem or SAP; they just get timely access toall relevant information through a singleinterface. The solution from Hummingbirdwas comprehensive and flexible enough to

meet both a tactical mandate of upgrading anaging document management system, aswell as furthering the corporate-wide initia-tive of moving the entire business to a thin-client environment. ❚

Conoco Drills into Hummingbird Portal

Conoco Limited, a fully integrated energycompany, is involved in every aspect of theoil and natural gas industry, including world-wide exploration, production, transportation,marketing, refining and power. With ven-tures in more than 40 countries, Conoco hasa rich history of proven technologicalexpertise and superior project management,and is recognized worldwide for its innova-tive approach to deepwater exploration andproduction challenges and high-grade petro-leum coke upgrading technology.

Conoco’s Humber Refinery, located on a480-acre site at South Killingholme, England,is the most advanced refinery in Europe and amodel of how to respond to challenging andconstantly changing market conditions.

The Humber refinery initially set out insearch of a document management system inan effort to upgrade a legacy system that hadbeen installed nearly 10 years ago. The oldsystem was not able to meet the refinery’srequirement of a single source for engineer-ing data. In addition, the refinery sought toreduce its large number of custom databases,and so reduce the high costs involved in main-taining them. Finally, the proposed solutionhad to meet Conoco’s corporate strategy ofmoving to a thin-client environment.

Partnering for SuccessHummingbird partner CadCapture, a

British system integrator with a longstandingrelationship with the Humber Refinery, rec-ommended a solution based on HummingbirdPortal. Hummingbird Portal provides Conocowith a common front-end view to a variety ofapplications used within Conoco and meetsthe objective of providing a unified interfacethrough which users can view, search andwork on documents in all repositories.Particular priority was placed on the ability tosearch and access SAP-related content resid-ing in the document management systemdirectly from the ERP application.

“It has become increasingly evidentthat a data management strategy is funda-mental to the efficiency of our business,”said Vic Collins, EIMS project leader ofConoco Limited. “We are confident thatthe Hummingbird solution proposed byCad-Capture will enable the effective con-trol of the plant during its operational lifeand help us to implement strict changecontrol procedures.”

Conoco’s Engineering InformationManagement System

The result of the Hummingbird Portalimplementation was an Engineering

About Hummingbird Portal

Hummingbird Portal enables organizations to deliver on the promise of EnterpriseInformation Portals (EIP) by providing a comprehensive set of features and function-ality to rapidly deploy secure, web-based workspaces that provide a “360° View ofEnterprise Content.”

As organizations move forward with their e-Business initiatives, it is imperative thatthey not only consider the integrity, scalability and openness of the solution, but also theability to leverage existing IT infrastructure investments within the new model. Being ableto seamlessly integrate mission-critical legacy applications, enterprise business packages,customer relationship management solutions, custom applications and other vital systemswithout extensive programming and architectural changes is of real benefit.

Hummingbird Portal is an ideal solution for organizations looking for a solid platformfor building e-Business solutions while leveraging and rejuvenating existing investmentsin enterprise knowledge assets, business systems and applications. Hummingbird takesadvantage of its experience and proven solutions for content and document management,business intelligence, host access, network connectivity, collaboration, and data integra-tion to integrate demand-driven functionality and create a fully customizable workspacethat provides users with the tools needed to access, extract, analyze, share and act on theinformation they need.

Industry: Petrochemical Organization: Conoco LimitedThe Challenge:◆ Conoco needed to replace an aging docu-

ment management system that didn’t meetcurrent requirements;

◆ The company sought a solution that wouldreduce costs and human resources expendedon maintaining numerous databases; and

◆ New corporate policy embraced a move to athin-client environment

Hummingbird Solution:◆ Portal, Document Management.Key Benefits:◆ Integration with SAP gives Conoco

employees the ability to search and accessSAP content residing in the document man-agement system directly from the ERP appli-cation; and

◆ Timely access to all relevant informationthrough a single interface.

Application Notes

Special Supplement to May 2003 S9

begun deploying enterprise-wide portals andsimilar knowledge management solutions. Asof last year, 38% of the 200 largest law firmshad already implemented portal technol-ogy, according to the 2002 AmLaw Techannual survey, with more expected in thefuture.

Components of a Legal PortalJust as every law firm has a unique culture

and practice, they also each have specializedknowledge management needs. To be suc-cessful within the law firm realm, portals mustbe flexible and customizable and address thediscrete workflow needs of legal profession-

als, while meeting client and enterprisedemands. They must provide legal profes-sionals a convenient and easy-to-navigate“one stop shop” for simultaneously searchingthe firm’s intranet and online legal researchsystem, the Internet, and internal documents,memos and databases.

To deliver a quality portal offering to thelegal community, LexisNexis has teamedwith leading portal provider PlumtreeSoftware to offer the first portal technologydeveloped exclusively for law firms.Plumtree Software’s technologies empowerorganizations to create an open, enterprise-wide Web environment for users to interactwith applications, find information and worktogether. Plumtree’s independence and itsWeb services architecture allow its solutionsto span rival platforms and systems, maxi-mizing customers’ return on their existingtechnology investments.

The Future of Legal PortalsWhile there are few comprehensive stud-

ies on the scope of portal deployments inlegal environments, it is expected that, likedeployments in corporate environments,they will increase over the next several years.According to a Goldman Sachs January2003 IT Spending Survey “enterprise portalsoftware” is one of the “highest priorities”for the “greatest spending increases over thenext 12 months” in corporations. Like cor-porations, law firms will continue to invest inenterprise portal software and embrace Webservices to create newfound levels of pro-ductivity. And LexisNexis will continue topartner with its customers to provide cus-tomized tools for success. ❚

LexisNexis™ is a global leader in comprehensive and authoritative legal,news and business information and tailored applications. Its onlineservices combine searchable access to over four billion documents fromthousands of sources. For more information, visit www.lexisnexis.com,email newsales@lexisnexis.com or contact a customer service repre-sentative at 1.800.543.6862.

Law Firms Join Portal Trend

Legal technology has historically developedat a slower pace than the technology industryas a whole. Highly concerned about the secu-rity of posting documents online, the legal in-dustry has been slower than other industriesto adopt e-mail, utilize the Internet and em-ploy Web-based technology tools to increaseworkplace proficiency.

But that is changing. According to theMETA Group, 90 percent of companies aregoing to deploy an enterprise-wide portal inthe next few years in an effort to loweremployee support costs and increase profits.As a result, more and more law firms are rec-ognizing the difference technology has madein the businesses of their clients and have

Lou Andreozzi isPresident and CEO ofLexisNexis NorthAmerican LegalMarkets.He isresponsible for all of thecompany’s products andservices marketed tolegal professionals inNorth America,including theLexisNexis™ TotalResearch System,

Shepard’s® Citations,Matthew Bender® treatises,andMichie™ indexed and annotated statutes.He also servesas Global Officer,Marketing and Technology,for theLexisNexis Group,the global legal business of ReedElsevier plc.Previously,Andreozzi served as President andCEO of Martindale-Hubbell, the leading biographicalpublisher for the U.S.legal profession.

Lou AndreozziBy Lou Andreozzi, President and CEO, LexisNexis, North American Legal Markets

Leveraging Internal and External Legal Knowledge

Schnader Harrison Segal & Lewis, LLP, a national full-service law firmserving international and national clients, was the first law firm to deploy theLexisNexis Portal as its primary knowledge management tool.

“A portal was the framework we needed to allow us to build a technologyand information infrastructure for Schnader” said Bobbi Cross, director,Research and Information Resources. “It allowed us to bring together internalattorney work product and external research resources. It brought together mul-tiple desktop applications and became our central practice management tool.”

Schnader was especially excited by the portal’s exclusive one-search capa-bility. “It is an enormous productivity enhancer to be able to search simulta-neously for documents on our intranet, extranet, the Internet and theLexisNexis service,” said Ralph G. Wellington, chairman of Schnader.

The most recent firm to deploy the legal portal is Milbank, Tweed, Hadley& McCloy, LLP, a global, full-service law firm. “The Plumtree portal, pow-ered by LexisNexis, has saved our attorneys, paralegals and administrativestaff significant hours of valuable time. We now have much more effectiveaccess to and use of the information universe inside and outside the firm. Thishas allowed us to dramatically increase our efficiency which, in turn, increas-es our productivity and profitability,” said Alirio Gomez, director of Library& Information Services and Milbank Research Portal project manager.

“Milbank is a knowledge-intensive organization,” explained Gomez. “Ourmarket position depends on the quality and quantity of knowledge resultingfrom transactional work with clients. It is critical that our portal be customizedto allow us to integrate and organize in-house and outside informationresources for the most efficient attorney/client access.”

Special Supplement to May 2003S10

They pick up the phone—because the per-son who has the answer is somewhere in ITor IS, and the answer is decidedly not avail-able in any portlet in any EnterpriseInformation Portal (EIP) that this executivecan access. Or, if it is buried somewherewithin the content of the EIP, it certainlycan’t be found quickly or easily.

In working with thousands of execu-tives at Global 2000 organizations in vir-tually all industries, we have integratedour dashboard technology with our portaltechnology to define a new Best Practicein Enterprise Portals: creating portal-based executive dashboards. These dash-boards not only provide an easy-to-under-

stand visual representation of businessmetrics and key performance indicators(KPIs), but also function as early warningsystems to enable corrective action thatcan prevent small concerns from becom-ing huge crises.

Our architecture enables implementa-tion of these dashboards with an amazinglyfast time-to-value, both in terms of initialdeployment and ongoing business value.For example:◆ A customer in the shipping industry was

able to create an executive dashboard,from plan to deployment, in 9 businessdays;

◆ Employees at a large manufacturing com-pany are now able to get customized reportsin 2-3 minutes instead of hours or days;

◆ A telecommunications provider is able toprocess orders 30 times faster than before;

◆ A large transportation provider improvedfrom #10 in on-time performance to #1;

◆ An insurance company saved over $3 mil-lion (U.S.) per year by detecting fraudu-lent claims.These cost and time savings are due to

the ability of our architecture to leverage thesame interface that the executives are alreadyfamiliar with; to access the same applica-tions, systems and data sources that the por-tal is already integrated with, and to provideprebuilt interfaces to the most commonly-requested KPIs and business metrics.

The combination of the familiar portalinterface and the visual graphics provideexecutives, or any business decision mak-ers, with an easy-to-interpret view of thehealth of their business—along with animmediate indication of any problem areas,or areas of concern. ❚

For more information about how CA’s CleverPath™ solutions candeliver executive dashboards, visit http://www.ca.com/cleverpath

Enterprise Portals AsExecutive Early Warning Systems

You should congratulate yourself. Youwere one of the smart ones. You recognizedthe value of an enterprise portal immedi-ately, and you’ve standardized on an enter-prise-wide portal for all of your employeesand business partners. Everyone comes inevery morning and logs into their personal-ized workspace for access to all of the data,content, systems, and applications that theyneed to do their job. You’ve done everythingyou can possibly do with a portal, right?Maybe not.

Ever notice what almost all executivesdo when asked a question about the healthof their business? Or about sales or produc-tion or shipments last month or last year?

Shari Shore has morethan 20 yearsexperience in thesoftware industry,includingmanagementpositions inengineering, sales,training, and productand brand marketing.Her articles have beenpublished in DM

Review, Portals Magazine and KMWorld. She iscurrently CleverPath™ Brand Marketing Director atComputer Associates. In this role, she is responsible fordefining the direction, vision, and internal andexternal positioning and messaging for the solutionsthat comprise the CleverPath brand. She welcomesfeedback at shari.shore@ca.com.

Shari Shore

By Shari Shore, Brand Marketing Director, Computer Associates

The graphs and colors displayed in these portlets provide immediate visual information on the status of the business.For example, in the top left portlet, projects in red-light status are very behind schedule, while those in green-light status are on schedule.

Special Supplement to May 2003 S11

mation across the DOD enterprise,” explainsGino Magnifico, Deputy Program Managerfor SPS.

Given SPS’ geographic scope and largeuser base, however, it has been a challenge tokeep users and local procurement specialistsfully informed about the system as it relatesspecifically to their jobs. It has also been dif-ficult for SPS’ program managers to gatherthe information they need to maximize theeffectiveness and the ROI of the system.

To address these challenges, the seniorSPS Program Manager decided to create aCenter of Excellence—an online resourcewhere end-users, procurement specialists andsenior management alike could go to retrievethe most up-to-date information on the system,training opportunities, system upgrade sched-ules and usage patterns and trends. The solu-tion chosen to create this Center forExcellence was Sybase Enterprise Portal.

Single Role-Based Doorway to SPS“As you can imagine,” says Magnifico,

“trying to standardize a business processacross all of the DOD services is a largechange-management challenge, because each

service component has unique military mis-sions and unique business challenges. TheSybase Enterprise Portal is enabling us toaccomplish this task by providing a single-role-based doorway into the SPS, both forend-users and our senior leaders. It is also thedoorway to the Center of Excellence so thatfunctional users across the system can get theinformation they need to set up a contract,obtain current information on the SPS pro-gram, get software fixes and information onforthcoming system upgrades and onlinetraining to improve their SPS skills.

“Our goal for the portals is one-stop shop-ping for SPS,” Magnifico explains. “Whenyou log onto the portal, you can access anyelement of SPS from basic program informa-tion such as deployment schedules to detailed‘how-to’ advice such as ‘tips and tricks’ with-out having to move from one login to another.”

Direct Reach To the DesktopPreviously, whenever the JPMO needed

to communicate programmatic informationabout SPS to the field, it would have to bedisseminated via hard copy, e-mail, face-to-face visits to various sites or user confer-ences. “Invariably, when we visited sites totalk about the program and its capabilities,”says Magnifico, “individual users wouldcome up to us and ask why they hadn’t heardabout any of this before, even when much ofthe information had been out there formonths. The portal gives us day-in, day-outreach down to the individuals users’ desktopsand that’s a great advantage, which also pro-vides us a real return on investment.”

“We can hold a conference and maybeseveral hundred people will attend, saysMagnifico, “but with the portal we will beable to communicate with all 23,000 users atonce. That’s a big difference.” ❚

Portal: A Doorway toWorldwide DOD Procurement

The Standard Procurement System (SPS),operated by the Joint Program ManagementOffice (JPMO) of the Department ofDefense (DOD), is an automated informa-tion system designed to support procure-ment functions, from requirements defini-tion through to contract completion andcloseout, for all Defense procurementorganizations. It was designed to replacedozens of legacy systems, plus numerousmanual procurement processes across thevarious DOD organizations.

To date, SPS has been deployed to morethan 23,000 users at 360+ sites using SybaseAdaptive Server Enterprise and PowerBuilderproducts. When fully implemented, morethan 43,000 users at more than 900 Defenseprocurement sites will be using this system.

One-Stop Shopping for DOD“Our goal in creating SPS was to replace

approximately 80 different, non-standardprocurement systems with one standard sys-tem, provide a technical solutions to persist-ent financial management problems andestablish a foundation for the electronicinterchange of procurement-related infor-

Billy Ho is senior vicepresident and generalmanager of the e-Business Division atSybase, Inc, the unitresponsible forintegration software,application servers andenterprise portalproducts. With morethan 20 years ofexperience intechnology product

development and management, Mr. Ho is a member ofthe executive leadership team that steers thecorporation. Prior to assuming general management ofthe eBusiness division, Mr. Ho led product developmentand helped build Sybase’s first enterprise portal.

Mr. Ho joined Sybase in 1997 after working in seniortechnical positions at Unisys and Pyramid Technologies,which later became part of Siemens, A.G. He wasinstrumental in the development of SMP Unix at Unisysand also personally led the MPP single system imageUnix development there.

Billy HoBy Billy Ho, Senior Vice President & General Manager, e-Business Division, Sybase, Inc

Sybase’s new Enterprise Portal 5.0 makesportal projects viable by reducing the time andcost of deployments. Sybase’s integrated solutionaddresses the full portal lifecycle includingdevelopment, maintenance, and deployment.

Developing and Deploying a PortalPortal Studio is a completely web-based tool

for portal development and deployment. A point-and-click interface lets you quickly and intuitivelydevelop, maintain and deploy portals and portlets.You can:

Build portlets without programming: Constructportlets from a variety of sources—JSPs, XMLfeeds, HTML elements, databases, or webservices—without writing any code. A one-clickcapture feature automatically parses a web pageinto selectable components and lets you grab asmuch of the page surrounding your selection asdesired.

Convert existing applications into portlets:Wrap existing web applications such as standard

JSPs into portlets, eliminating the need to rewriteapplications using proprietary development kitsor portal APIs.

Use advanced layout and organizational tools:Organize portlets into pages and package themfor deployment to end users. Create and managea hierarchical catalog of all portlets that ispublished for users.

Manage workflow and versioning: Manageportlets (and other objects such as catalogs)through their entire life cycle with built in workflowand support for a hierarchical approval chain.Track changes to portlets throughout developmentand maintenance.

Search and filter: Efficiently search hundredsor even thousands of portlets to find and viewthe ones you want.

One Click Hot Deployment: Deploy completeportal or individual portlets with a point andclick interface without having to manuallycopy files or restart the portal.

About Sybase Enterprise Portal 5.0

www.infotoday.com

Produced by:

KMWorld MagazineSpecialty Publishing Group

For information on participating in the next white paper in the “Best Practices” series. contact:paul_rosenlund@kmworld.com or kathy_rogals@kmworld.com • 207.338.9870

Kathryn Rogals Paul Rosenlund Andy Moore207-338-9870 207-338-9870 207-236-0331kathy_rogals@kmworld.com paul_rosenlund@kmworld.com andymoore@adelphia.net

For more information on the companies who contributed to this white paper, visit their Web site or contact them directly:

www.kmworld.com

LexisNexis9443 Springboro PikeP.O. Box 933Dayton OH 45342

PH: 800.227.4908FAX: 937.865.1583E-mail: newsales@lexisnexis.comWeb: http://www.lexisnexis.com

Computer AssociatesOne Computer Associates PlazaIslandia NY 11749

PH: 631.342.6000Product Information: 800.225.5224FAX: 516.342.5329E-mail: cainfo@ca.comWeb: http://www.ca.com

Fujitsu Consulting333 Thornall StreetEdison NJ 08837

PH: 800.882.3212 or 732.549.4100FAX: 732.549.2375E-mail: ellen.reilly@consulting.fujitsu.comWeb: http://www.consulting.fujitsu.com

Hummingbird Ltd.1 Sparks AvenueToronto Ontario M2H 2W1

PH: 877.FLY.HUMMFAX: 416.496.2207E-mail: getinfo@hummingbird.comWeb: http://www.hummingbird.com

Sybase, IncOne Sybase DriveDublin, CA 94568

PH: 925.236.5000Web: http://www.sybase.com