malaysian public sector open source software (oss) programme - brr report - phase ii benefit...

MALAYSIAN PUBLIC SECTOR OPEN SOURCE SOFTWARE (OSS)

PROGRAMME

PHASE IIBENEFIT REALISATION REPORT (BRR)

MALAYSIAN PUBLIC SECTOR OPEN SOURCE SOFTWARE PROGRAMMEPHASE II BENEFIT REALISATION REPORT

COPYRIGHT

The Government of Malaysia retains the copyright of this document.

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ABBREVIATIONS

Abbreviation DescriptionBRR Benefit Realisation Report

CTP Certified Training Provider

FSF Free Software Foundation

GDP Gross Domestic Product (an economic measurement of a nation's productivity)

HRDF Human Resource Development Fund

INTAN National Institute of Public Administration / Institut Tadbiran Awam Negara

IPP Industry Participation Plan Dialogue

JPA Public Services Department / Jabatan Perkhidmatan Awam

KPI Key Performance Indicator

KRA Key Result Area

MAMPU Malaysian Administrative Modernisation and Management Planning Unit

MLVK National Vocational Training Council / Majlis Latihan Vokasional Kebangsaan

MOE Ministry of Education / Kementerian Pendidikan

MOF Ministry of Finance / Kementerian Kewangan

MOH Ministry of Health / Kementerian Kesihatan

MOHR Ministry of Human Resources / Kementerian Sumber Manusia

MyGOSSCON Malaysian Government Open Source Software Conference

NKRA National Key Result Area

OIPDC OSS IPTA / Polytechnic Development Committee

OSCC Open Source Competency Centre

OSS Open Source Software

PI Performance Indicator

SPA Public Services Commission Malaysia / Suruhanjaya Perkhidmatan Awam

UKM Universiti Kebangsaan Malaysia

UNDESA United Nations Department of Economic and Social Affairs

UniMAP Universiti Malaysia Perlis

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TABLE OF CONTENTS

CHAPTER 1:EXECUTIVE SUMMARY.................................................................................1

1.1 OSS Adoption and Implementation ...........................................................................2 1.2 Open Source Competency Centre (OSCC)...............................................................3 1.3 Collaborative Strategies..............................................................................................5 1.4 Outlook and Way Forward..........................................................................................6

CHAPTER 2:BACKGROUND INFORMATION ..................................................................12

2.1 Malaysian Public Sector OSS Programme...............................................................13 2.2 Open Source Software (OSS)..................................................................................13 2.3 OSS Master Plan......................................................................................................14

2.3.1 The OSS Vision.................................................................................................15 2.3.2 The OSS Objectives..........................................................................................15 2.3.3 The Solution Areas............................................................................................16 2.3.4 The Enabling Environment ...............................................................................16 2.3.5 The Implementation Phases..............................................................................16 2.3.6 Strategic Thrusts...............................................................................................17 2.3.7 OSS Programme Governance..........................................................................17 2.3.8 Phase II Strategies............................................................................................19

2.4 Open Source Competency Centre (OSCC).............................................................21 2.5 OSS Master Plan Targets.........................................................................................22 2.6 Collaboration.............................................................................................................25 2.7 Benefit Realisation Formulation Methodology..........................................................26

2.7.1 NATIONAL KPI INITIATIVE ..............................................................................26 2.7.2 National KPI Cluster Template..........................................................................28 2.7.3 MAMPU's KPI Cluster.......................................................................................29 2.7.4 MAMPU's STAR Rating.....................................................................................30 2.7.5 MAMPU's KPI Formulation Model.....................................................................32

2.8 OSS Programme KPI Formulation Model ...............................................................33 2.8.1 OSS Programme Tactical Key Performance Indicators (KPIs).........................34 2.8.2 OSS Programme Operational Performance Indicators (PI)..............................35

CHAPTER 3:BENEFITS REALISED THROUGH OSS ADOPTION ..................................38

3.1 Public Sector OSS Adoption.....................................................................................40 3.2 OSS Adoption Cost Savings.....................................................................................44 3.3 OSS CASE STUDY PERFORMANCE INDICATORS..............................................47

3.3.1 OSS Case Study Implementations....................................................................50 3.4 Impact of OSS on National Competitiveness...........................................................54

3.4.1 Brookings Institute E-Government Performance..............................................55 3.4.2 United Nation's Global E-Government..............................................................56 3.4.3 Georgia Tech / Red Hat Open Source Index.....................................................58

3.5 OSS Master Plan Targets.........................................................................................61 3.5.1 Target 1: 80% of IT personnel are OSS trained and reskilled...........................63 3.5.2 Target 2: 5% of IT personnel trained are OSCC certified..................................64

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3.5.3 Target 3: Achieve recognition of certification by International Body..................64 3.5.4 Target 4: 30% of Institutes of Higher Learning participate in OSCC Certified Training Provider Programme.....................................................................................65 3.5.5 Target 5: 100% district coverage with at least one school at each district adopting OSS..............................................................................................................65 3.5.6 Target 6, 7, 8: Implementation..........................................................................66 3.5.7 Target 9: 50% of local IT vendors are providing OSS services.........................67

CHAPTER 4:OPEN SOURCE COMPETENCY CENTRE (OSCC)....................................68

4.1 Promotion & Awareness...........................................................................................69 4.1.1 MyGOSSCON Programmes..............................................................................74 4.1.2 OSS Opportunity Workshops............................................................................76 4.1.3 Public Acknowledgement..................................................................................79

4.2 Certification Body......................................................................................................83 4.2.1 Certified Training Provider (CTP) Programme..................................................84

4.3 Communication & Collaboration...............................................................................86 4.3.1 Industry Participation Plan (IPP) Workshop......................................................88 4.3.2 Collaboration with K-Perak and K-Ekonomi......................................................90 4.3.3 Panel of OSCC Products Service Providers.....................................................91 4.3.4 Collaboration with Chinese Chambers of Commerce and Industry..................93

4.4 Policies / Guidelines.................................................................................................94 4.4.1 Importance of MyGIFOSS.................................................................................95

4.5 Training.....................................................................................................................97 4.6 Knowledge Bank.......................................................................................................99

4.6.1 Mailing Lists Subscription ...............................................................................101 4.7 Research & Development.......................................................................................101

4.7.1 Benchmarking Reports....................................................................................105 4.8 Technical Support ..................................................................................................107

4.8.1 OSCC Assisted Implementation at Agencies..................................................110 4.8.2 OSCC Mirror Services.....................................................................................111

CHAPTER 5: COLLABORATION ON STRATEGIC THRUSTS........................................112

5.1 ST 3 Train and Develop Human Resource to Support OSS Implementation.114 5.1.1 Key Observations and Way Forward...............................................................118

5.2 ST4 Promote Creativity And Innovativeness Via R & D To Harness Competitiveness............................................................................................................120

5.2.1 Key Observations and Way Forward...............................................................121 5.3 ST6 Provide Incentives to Prosper the Development of OSS Solutions.........123

5.3.1 Key Observations and Way Forward...............................................................126 5.4 ST7 Optimise Resources By Encouraging Smart Partnership With Relevant Organisations.................................................................................................................126

5.4.1 Key Observations and Way Forward...............................................................129 CHAPTER 6:KEY OBSERVATIONS AND WAY FORWARD............................................130

6.1 Building Upon Successful OSS Implementations for Moving Up The e-Government Value Chain....................................................................................................................130

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6.2 Using OSS As A Cost Efficient Approach for Providing Web Application Services 131 6.3 Increasing geographic dispersion of OSS implementation sites............................132 6.4 Use of OSS in shared or outsourced services.......................................................133 6.5 Increasing competency within the agencies towards in-house OSS implementation.......................................................................................................................................134 6.6 Strategic Engagement on OSS Product Development .........................................135 6.7 Continuous Re-Emphasis on Policy and Practice .................................................136 6.8 Realignment of Strategic Thrust Activities Towards Focused Programs................136 6.9 Conclusion..............................................................................................................139

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Index of TablesTable 1: OSS Master Plan Target Achievements...................................................................1Table 2: Agencies OSS Adoption and Implementation..........................................................2Table 3: OSS Master Plan Targets for Increasing OSS Competencies.................................4Table 4: OSS Master Plan Targets on Collaborative Strategies............................................5Table 5: OSS Master Plan Targets.......................................................................................24Table 6: National KPI Cluster...............................................................................................28Table 7: MAMPU's KPI.........................................................................................................29Table 8: Relation Between Evaluation Criteria and MAMPU Star Rating............................31Table 9: OSS Programme Tactical Key KPI.........................................................................34Table 10: OSS Programme Performaqnce Indicators.........................................................37Table 11: OSS Programme Key Performance Indicators....................................................39Table 12: OSS Master Plan Targets Related to OSS Adoption...........................................41Table 13: OSS Adoption and Implementation According to Federal and State Agencies.. .41Table 14: Number of OSS Implementations by Solution Areas...........................................42Table 15: Number of Agencies Adopting OSS by Solution Type.........................................43Table 16: OSS Adoption, Implementation and Cost Savings...............................................45Table 17: Estimated Cost Savings.......................................................................................46Table 18: Average Rating Expectations...............................................................................48Table 19: OSS Case Study Submissions.............................................................................50Table 20: OSS Key Factors Brought about by OSS Programme........................................51Table 21: Increasing Number of In-house Developments....................................................53Table 22: Malaysia ranking on selected national competitiveness studies.........................54Table 23: United Nations E-Government Readiness: Top 20 Web Measurement Index.....56Table 24: Red Hat Open Source Top 30 Rankings..............................................................59Table 25: OSS Master Plan Target Achievement.................................................................62Table 26: Promotion and Awareness Activities....................................................................71Table 27: Attendance at yearly MyGOSSCON events.........................................................74Table 28: MyGOSSCON Collaboration................................................................................75Table 29: OSS Opportunity Workshops Participant.............................................................77Table 30: Certification Programmes for 2008......................................................................83Table 31: Certification Courses for 2009..............................................................................84Table 32: IPTA Appointment for CTP...................................................................................85Table 33: Communication and Collaboration Activities........................................................86Table 34: Phase II - IPP Workshops....................................................................................88Table 35: Number of OSCC Course Participants.................................................................97Table 36: Phase II Total Training by Type............................................................................98Table 37: Analysis of Training Evaluation by Attendees (2009)...........................................98Table 38: Evaluation Rating for OSCC Products...............................................................102Table 39: OSCC Products Agency Accumulative Adoption in Phase II.............................104Table 40: Year-to-Year New Requests Tickets...................................................................107Table 41: Year-to-Year Total Number of Tickets Processed.............................................108Table 42: Year-to-Year Total Number of Tickets by Category............................................108

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Table 43: Example of request solved on-site.....................................................................109Table 44: Example of requests solved via phone..............................................................109Table 45: Number of OSCC Assisted Implementation at Agencies...................................110Table 46: OSS Solutions on OSCC Mirror Service............................................................111Table 47: ST3 Action Plans and its Status Update.............................................................117Table 48: ST3 Key Observations and The Way Forward...................................................119Table 49: ST4 Action Plans and its Status Update............................................................120Table 50: ST4 Key Observations and the Way Forward....................................................123Table 51: ST6 Action Plans and its Status Update............................................................125Table 52: ST6 Key Observations and The Way Forward...................................................126Table 53: ST7 Action Plans and its Status Update............................................................128Table 54: ST7 Key Observations and The Way Forward...................................................129Table 55: Web Measure Index Functionality......................................................................131Table 56: Estimated Proprietary License Cost (RM)..........................................................132Table 57: Strategic Thrusts - Incomplete Status................................................................137

Index of FiguresFigure 1: OSS Master Plan Framework...............................................................................15Figure 2: OSS Programme Governance..............................................................................18Figure 3: Phase II Strategies...............................................................................................19Figure 4: OSCC Functional Services...................................................................................21Figure 5: Smart Partnership Model......................................................................................25Figure 6: MAMPU KPI Formulation Model...........................................................................32Figure 7: OSS KPI Model.....................................................................................................33Figure 8: Cumulative Number of Agencies Adopting OSS..................................................40Figure 9: Number of Agencies Implementing OSCC Products............................................43Figure 10: Red Hat-Georgia Tech Open Source Index Map................................................58Figure 11: OSCC Functional Areas......................................................................................69Figure 12: Participants of IPP Workshop 2009....................................................................88Figure 13: OSCC Products Implementation by Date.........................................................104Figure 14: MyGOSSCON 2009 Feedback on OSCC Products Usage.............................105Figure 15: Strategic Thrusts and respective lead and participating agencies...................112

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CHAPTER 1:EXECUTIVE SUMMARYThis Benefit Realisation Report (BRR) provides a quantifiable measure and

analysis of the benefits realised from the Malaysian Public Sector Open Source

Software (OSS) Programme carried out through the OSS Master Plan and the

Open Source Competency Centre (OSCC) during the interim stage for Phase II

(Accelerated Adoption).

On 19th June 2002, the Government of Malaysia made the decision to

encourage the adoption and implementation of OSS in the public sector. The

OSS Master Plan was launched outlining the long term road map to achieve the

OSS vision and objectives. It consists of three (3) implementation phases:

Phase I (Laying Foundation and Early Adoption); Phase II (Accelerated

Adoption); and Phase III (Self-Reliance).

During this Phase II, the OSS Programme was able to accelerate OSS adoption

to 95% of Public Sector agencies through increased competency, resulting in

solutions for enhanced provision of e-government services and deriving

cumulative total cost savings of RM 188.39 million. Table 1 summarises the OSS

Master Plan targets and achievements.

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Phase II Performance Indicators Target AchievedPercentage of agencies adopting OSS solutions 100% 95%

Percentage of agencies using OSS back-end infrastructure 80% 87%

Percentage of agencies using OSS desktop solutions 30% 66%

Percentage of IT Personnel who are OSS trained and re-skilled 80% 140%

Percentage of IT Personnel trained are OSCC certified 5% 6%

Achieve recognition of certification by an International Body 100% 100%

Percentage of IPTA participating in OSCC Certified Training Program 30% 35%

Percentage district coverage with at least one school at each district adopting OSS

100% 58%

Percentage of local IT vendors providing OSS services 50% 53%

Table 1: OSS Master Plan Target Achievements

1.1 OSS Adoption and Implementation This Phase II of the OSS Master Plan was successful in accelerating the

percentage of Public Sector agencies adopting OSS from 18% in Phase I to the

95% at the end of Phase II. The majority of these agencies implemented OSS

solutions for back-end infrastructure and desktops as summarised in Table 2.

No. Phase II Performance Indicators

Baseline Phase IIachieved

(1)

% Phase IIexpanded

(2)

%

1. Percentage of agencies adopting OSS solutions

724 691 95% 794 110%

2. Percentage of agencies using OSS back-end infrastructure

724 629 87% 713 98%

3. Percentage of agencies using OSS desktop solutions

724 475 66% 561 77%

Table 2: Agencies OSS Adoption and Implementation

The Phase II targets are measured on the achieved target and achieved

expanded groups against the baseline figures. The achieved target group

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depicts the achievements within the defined target coverage while the achieved

expanded group illustrates the achievements beyond the defined target

coverage. All baseline figures for the targets are based on status in beginning of

Phase II in 2007.

The accelerated OSS adoption and implementation have benefited the

Government in two (2) key result areas:

1. Enhancing Malaysia's competitiveness for e-government web services

where Malaysia's ranking has improved to 17th position from the 35th

position in 2003 as ranked by the United Nation's Web Assessment Index

which was explicitly credited to the websites of three ministries (the

Ministry of Finance, Ministry of Human Resource, and Social Welfare

Department) who are all using OSS solutions for the website.; and

2. Reducing imports as a result of foreign proprietary licensing which is

estimated at RM188.39 million since the start of this OSS Programme,

and at the same time encouraging local ICT value added services (where

the percentage of local IT vendors offering OSS has increased to 53%),

and reducing the digital divide (such as in the case of using OSS for the

Orang Asli community in the K-Perak initiative).

Based on 65 OSS case study submissions the main factors most cited for

implementing OSS are cost (92%), software features (66%), choice of software

usage (63%) and security (62%). These factors serve OSS well for deploying to

mass usage, such as portals for general public community, as well as,

collaborative tools for its employees.

Such freedom of usage for mass target audience provides Public Sector

agencies opportunities for achieving the national agenda on reducing digital

divide and increasing the growth of a knowledge based society.

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1.2 Open Source Competency Centre (OSCC)OSCC is actively engaged in creating awareness, promotions, and enhancing

competencies to push for the accelerated adoption of OSS. It has been

successful in meeting all three targets related to training and certification (refer

to Table 3), even though the number of IT personnel have almost doubled since

the start of Phase II.



(1)

% Phase IIexpanded

(2)

%

1. Percentage of IT Personnel who are OSS trained and re-skilled

2502 3493 140% 4277 171%

2. Percentage of IT Personnel trained are OSCC certified

855 47 6% 74 9%

3. Achieve recognition of certification by an International Body

1 1 100% 1 100%

Table 3: OSS Master Plan Targets for Increasing OSS Competencies

The highlight of OSCC has been the annual Malaysian Government Open

Source Software Conference (MyGOSSCON) that have been held in the years

2007, 2008 and 2009 that have created an avenue for the public sector,

business and developer communities locally and from abroad to interact and

network on current OSS trends and advancements.

To date OSCC has developed five (5) OSS products that have accounted for

310 OSS implementations and resulting in total cost savings of RM10.77 million

on foreign proprietary software licensing. Of these OSCC products, MyMeeting

won the 2008 Anugerah Inovasi Perkhidmatan Awam (AIPA) award.

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Besides the OSCC products, the OSCC have also published four (4) guidelines

and 12 benchmark reports which contributes towards enriching the OSCC

Knowledge Bank as a reference centre for OSS implementation in the public

sector. This in combination with the training activities have resulted in a higher

percentage of agencies implementing OSS solutions through in-house expertise.

The OSCC have also been a key driver for collaborative programs which

includes the Certified Training Provider program with IPTA, and a Panel of

OSCC Products Services Providers for the business community.

1.3 Collaborative StrategiesFor this Phase II, three (3) new targets have been set on collaborative strategies

with the aim of nurturing the OSS ecosystem so that the longer term goal for

self-sustenance can be achieved. At this interim stage, collaborative strategies

for achieving all three targets have been initiated through the Strategic Thrusts.

The current performance is tabulated in Table 4.



(1)

% Phase IIexpanded

(2)

%

1. Percentage of IPTA participating in OSCC Certified Training Program

20 7 35% 7 35%

2. Percentage district coverage with at least one school at each district adopting OSS

142 83 58% 83 58%

3. Percentage of local IT vendors providing OSS services

500 266 53% 266 53%

Table 4: OSS Master Plan Targets on Collaborative Strategies

The Certified Training Provider program has seen the appointment 7 IPTA by the

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OSCC to provide training to public and private sector personnel with the

objective of extending the reach of OSCC beyond its geographical boundaries.

The MOE has led a phased expansion roll-out of the Enhanced Learning

Management System (ELMS), to 50 schools, with intent of eventually

implementing it for all 10,000 schools.

This OSS Programme has also been the catalyst for the establishment of the e-

Market Place, formation of a Panel of OSCC Products Service Providers, and

the Industry Participation Plan, besides other collaborative events. This is aimed

at spurring the growth of the local ICT industry, as well as, the OSS user and

developer communities.

MAMPU has not only encouraged public sector to adopt OSS, but has also

made an effort to collaborate with business community. This is in line with the

Government's effort in building a strong partnership with the local ICT Industry to

a more integrated and enhanced public sector delivery system.

With the initiation of such programs, the agencies leading and participating in

the Strategic Thrusts can focus on specific outcomes and objectives. This will

require a realignment of the present Strategic Thrust activities to be more

concerted within those programs.

1.4 Outlook and Way ForwardThis Phase II of the OSS Programme Accelerated Adoption have successfully

delivered on its key result areas, and established key collaborative strategies

that is expected to nourish the OSS ecosystem towards self-sustenance. The

growing trend for OSS implementations is expected to continue and these will

require new tactical strategies moving forward.

This BRR noted eight (8) key observations which has the potential of extending

further the benefits already realised. Moving forward, this OSS Programme can

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focus on continuous improvements to replicate and leverage on the successes

achieved, so as to achieve the larger OSS objectives on growing the OSS

industry, community and knowledge based society.

a) Building upon successful OSS implementations for moving up the e-Government value chain

The United Nation raised Malaysia's Web Assessment Index to 17 out of

a total 192 countries (previously ranked 35 in 2003) and was explicitly

credited to the websites of three ministries (the Ministry of Finance,

Ministry of Human Resource, and Social Welfare Department) who are all

using OSS solutions for the website.

This evidence of OSS as an enabler of excellence is further reinforced

when 5 Government websites that are using OSS solutions (the Ministry

of Finance, Prime Minister's Department, MAMPU, Minerals and

Geoscience Department, and Ministry of Housing and Local Government)

were among seven (7) websites that received the full five (5) stars under

the 2009 Malaysia Government Portals and Websites Assessment.

With OSS, there are opportunities that the OSS solution used in these

successful implementations can be modified to enhance additional

functionalities, redistributed and it's usage promoted to other agencies.

This will further enhance Malaysia's national competitiveness ranking with

respect to government web application services, as well as addressing

the objective for achieving a knowledge based society.

b) Using OSS as a cost efficient approach for providing web

application services

Usage and development of OSS solutions have become increasingly

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sophisticated particularly for OSS content management and database

systems becoming popular building blocks for developing web based

applications and portals. Using OSS for rapid deployment of web based

applications is estimated to benefit the Government by RM280,489 for

each implementation in respect of reduced imports on foreign proprietary

software licensing. These cost savings is the factor most quoted by

agencies for adopting OSS.

Estimated cost savings, such as the above, should be included as a part

on financial considerations in the OSCC published guidelines besides the

technical guides. This will greatly assist Government agencies in the

selection of cost-effective solutions that are fit for purpose. The cost

savings can be used to further support local ICT companies in value-

adding innovative OSS solutions and nurturing the growth of local ICT

industry.

c) Increasing geographic dispersion of OSS implementation sites

This Phase II of the OSS Programme has witnessed the accelerated OSS

implementation across federal and state agencies, thereby dispersing

geographically across the nation. Collaborative strategies to bridge the

physical geographic dispersion that have been initiated are the Panel of

OSCC MAMPU Product Service Providers, OSS modules for INTAN

EPSA online learning, Certified Training Provider program, and OSS

IPTA / Polytechnic Development Committee (OIPDC).

Moving forward, this OSS Programme can focus on activities for enriching

collaborations with the IPTA and business community as a means of

bridging the geographical dispersion of agencies adopting OSS. This can

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be achieved by leveraging on distance learning, continuous proficiency

education, and service providers to enlarge the capacity for human

resource development and nurturing the growth of the OSS user and

developer communities.

d) Use of OSS in shared or outsourced services

OSS is becoming the solution of choice for the larger agencies, such as

the state governments of Johor and Terengganu, to consolidate and

provide shared services across the agencies without having to increase

the infrastructure and manpower in the smaller agencies. The OSCC itself

have already set-up an Advanced Virtualisation Facility (AVF) that can be

suitable for use in such consolidated services.

Moving forward, the promotion and awareness content can add on about

using OSS for providing shared or outsourced services through

consolidation of ICT infrastructure, facilities and manpower. This will

provide an affordable opportunity for agencies with limited ICT resources

to offer it's own government web application services, and also reducing

costs for the public sector as a whole.

e) Increasing competency within the agencies towards in-house

OSS implementation

Based on the submissions received for the 2008 and 2009 OSS Case

Study Awards, only 20% cited vendor involvement in the implementation

reflecting the increasing competency towards in-house OSS

implementations. This is expected as a result in increased use of OSS for

enhancing the delivery of e-government services particularly in

government to community (G2C) and government to employee (G2E)

type of services.

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This requires the continuous research and development of standards

and best practices to guide and monitor the deployment, operations

and maintenance of OSS implementations, further strengthening OSS

competencies for in-house development and implementation.

f) Strategic Engagement on OSS Product Development

Based on observation, the greatest potential of adoption came from

follow-up action, such as the follow up meetings subsequent the the

MyGOSSCON conferences. Major areas of interest are issue

management and problem-solving for fine-tuning the OSS

implementations to the differentiated context between agencies.

This can be addressed by enhancing collaborative strategic

engagement of the user and developer communities for specific OSS

product development and technology transfer. This will contribute

positively towards increasing the growth of the the local OSS user and

developer community towards the knowledge based society.

g) Continuous re-emphasis on policy and practice

The present training module places much emphasis on products and

very little on collaborative OSS development practices. The training

would need to involve topics such as OSS community culture or give

the attendees a refresher on the OSS Master Plan, role of OSCC and

the published policies as part of the standard training module.

There is still a need for awareness and all avenues be it via casual

activity such as training should be used. The message of OSS

requires a bottom-up word-of-mouth campaign and continuity that is

vital for self-reliance and a knowledge based society.

h) Realignment of strategic thrust activities towards focused

programs

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The Strategic Thrusts (ST) initiatives were intended to garner

commitment and support from key Government agencies to realise

the OSS Vision through establishing the required enabling

environments as outlined in the OSS Framework. Based on the

implementation of Strategic Thrusts activities in Phase II, there is

reasonable progress in ST3 and ST6 but only slow progress in ST4

and ST7. The key difference observed was lack of priority, focus and

continuity of efforts by the lead and participating agencies of ST4 and

ST7, which has hampered the relevant activities with long delays and

poor monitoring.

In order to revitalise the ST initiative, an overall review of the present

model and approach is needed in order to identify and rectify all

weaknesses and shortcomings. The new model and approach should

be developed together with the lead and participating agencies to get

the agencies commitment and buy-in to push ahead with the ST

initiative. The new model should also be tabled and endorsed by

GITIC to obtain visibility and monitoring from the highest level ICT

committee in the Government.

With the new model and approach, it is expected the spirit of the ST

initiatives as envisioned in the Public Sector OSS Master Plan can be

revived with strong vigour and commitment from all lead and

participating agencies. This will help to re-energise and strengthen the

elements of the enabling environment that are vital for the continued

success and sustainability of the Public Sector OSS Programme.

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CHAPTER 2:BACKGROUND INFORMATION

The Benefit Realisation Report (BRR) is aimed at quantifying and analysing

the benefits realised from the accomplishments and activities carried out

through the Malaysian Public Sector OSS Master Plan and by the Open

Source Competency Centre (OSCC) during Phase II (Accelerated Adoption).

This document is organised as follows:

Chapter 1 : Executive Summary

Chapter 2 : Background Information

Chapter 3 : OSS Adoption and Implementation

Chapter 4 : Open Source Competency Centre

Chapter 5 : Collaborative Strategies

Chapter 6 : Key Observations and Way Forward

The intended audience of this document is the Malaysian Administrative

Modernisation and Management Planning Unit (MAMPU) of the Prime

Minister's Department. This document is intended to assist MAMPU in its

strategic assessment in achieving the objectives of the OSS Master Plan

and Phase II targets.

This document may also be made accessible to Public Sector agencies and

the general public, as a published reference on the benefits realised and the

strategies and activities implemented to realise those benefits.

This BRR has been formulated based on the MAMPU Key Performance

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Indicator Formulation Model where the key benefits realised are provided

due consideration with respect to the impact on national key result areas on

national competitiveness and national income.

2.1 Malaysian Public Sector OSS ProgrammeSubsequent to the decision made by the Government of Malaysia (GOM) on

19th June 2002 to encourage the adoption and implementation of OSS in the

Public Sector, the Malaysian Public Sector Open Source Software Master

Plan was launched to encourage and guide the Public Sector to adopt,

develop and pervasively use Open Source Software (OSS).

The Master Plan outlined a long term road map to achieve the OSS vision

and objectives. The road map comprises three phases of implementation, of

which Phase 1, which focused on Laying Foundation and Early Adoption, has

been successfully completed in 2006. The project entered into Phase II of

Accelerated Adoption in 2007 for a period of between three (3) to five (5)

years before commencement of Phase III of the implementation. In Phase III

it is envisaged that the Public Sector agencies would be adequately

competent to implement and support OSS solutions with minimal assistance

from OSCC.

In conjunction with the launching, the OSCC MAMPU was established as a

national reference centre to lead and support OSS implementation in the

Public Sector. The OSCC organises and conducts various activities through

8 dedicated functional services. It also works in collaboration with research

and development institutions, the business industry and the OSS community

as a catalyst for enhancing the enabling environment towards a self-

sustaining OSS ecosystem.

2.2 Open Source Software (OSS)Open Source Software (OSS) are computer software programs that allows

the rights of use, modification and redistribution of the software. It is a

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collaborative software development model that encourages participation from

the general OSS community to further enhance and support the development

of the software, while still respecting the individual copyright ownership of the

software program. Almost all OSS software programs and source codes are

made available for free over the internet.

There are three general advantages for adopting OSS:

1. Making OSS software programs freely available for any user,

organisation or purpose

2. Allowing OSS software programs to be modified for any purpose by any

user or organisation

3. Allowing OSS software programs to be redistributed to any other user

or organisation for any purpose

2.3 OSS Master PlanThe OSS Master Plan provides the framework which guides the strategic

direction, planning and execution of this OSS Programme. The following

Figure 1 illustrates the components within the OSS Master Plan Framework :

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Figure 1: OSS Master Plan Framework


2.3.1 The OSS VisionThe OSS Vision is to create and enhance value using OSS within the Public

Sector ICT framework in providing efficient, secure and quality services. The

Public Sector ICT vision, which presides above this, is to deliver efficient and

quality service through the use of ICT.

2.3.2 The OSS ObjectivesThe OSS vision is achieved through the following 8 objectives:

Increase freedom of choice of software usage

Increase interoperability

Increase growth of local ICT industry

Increase growth of OSS user and developer community

Increase growth of knowledge-based society

Reduce digital divide

Reduce total cost of ownership

Reduce vendor lock-in

2.3.3 The Solution AreasIdentifies the 6 OSS solutions areas across the IT value chain that can be

implemented in the Public Sector which includes Desktop, Infrastructure,

Application Solutions, Distributed Enterprise, Clustering and Workload

Consolidation.

2.3.4 The Enabling Environment Factors within the ICT environment that will have an impact on OSS related

initiatives, and this consist of policy & legislation, people & culture, incentives

Page xv


& funding, leadership & coordination, as well as, infrastructure and research

& development.

2.3.5 The Implementation PhasesThe Implementation Phases provide the roadmap for the Public Sector over

the short, medium and long term:

Phase I (2 years) : Laying the foundation and Early Adoption

Phase II (3 5 years) : Accelerated Adoption

Phase III (5th year onwards) : Self-Reliance

This BRR document is concerned with the interim period of the present

Phase II of the implementation.

2.3.6 Strategic ThrustsThe Strategic Thrusts were defined and developed to support the OSS

Master Plan execution. There are seven (7) Strategic Thrusts identified and

led by various Lead Agencies and supported by several Participating

Agencies.

Strategic Thrust 1 : Develop OSS Technical Implementation Plan for

the Public Sector (Lead: MAMPU)

Strategic Thrust 2 : Entrust a Governing Body to Champion, Monitor

and Drive the OSS Implementation (Lead: MAMPU)

Strategic Thrust 3 : Train and Develop Human Resource to Support

OSS Implementation (Lead: MOE)

Strategic Thrust 4 : Promote Creativity and Innovativeness via R&D

to Harness Competitiveness (Lead: MOHE)

Page xvi


Strategic Thrust 5 : Continuous Development of Policies and Legal

Direction to Encourage Utilisation and Production of OSS (Lead:

Attorney General Chambers)

Strategic Thrust 6 : Provide Incentives to Prosper the Development

of OSS Solutions (Lead: MAMPU)

Strategic Thrust 7 : Optimise Resources by Encouraging Smart

Partnerships with Relevant Organisations (Lead: MOSTI)

2.3.7 OSS Programme GovernanceThe OSS Programme governance is headed by the OSS Steering

Committee which is chaired by the Director-General of MAMPU and

members selected from key relevant agencies. This OSS Steering committee

provides direction and monitors the overall progress. It is assisted by five (5)

other committees and this is illustrated in Figure 2 below.

OSS Project Management Committee provides direction and executive

insight to project issues, risks and change management. Its members are

Project Directors, Project Managers and Team Leaders.

The OSS Strategic Thrust Committee is to guide and monitor the execution

Page xvii

Figure 2: OSS Programme Governance


of the strategic thrust. Its members consist of representatives of the

respective lead agencies.

The OSS Pilot Project Committee reports on the progress of the OSS Pilot

Projects. The members represent the agencies that were involved in the Pilot

Project.

OSS ICT IPTA Committee monitors and reports on the OSS implementations

for ICT labs in the IPTAs. The members are heads of ICT centres in the

universities.

OSS IPTA/Polytechnic Development Committee formulate and incorporate

OSS syllabus in education, teaching, research and development as well as

support OSS activities and programmes within and among

IPTAs/Polytechnics.

2.3.8 Phase II StrategiesIn Phase II, a new set of strategies were formulated to address the OSS

Master Plan and also work towards accelerating OSS adoption among Public

Sector agencies. The strategies were designed to ensure continuity of the

achievements and activities of Phase I as well as charting new directions and

activities for Phase II. There are nine (9) strategies which are categorised

according to three main themes. The following Figure 3 illustrates the themes

and strategies:

Page xviii


Page xix


Theme 1 : SUSTAIN : perpetuate the success of Phase I

achievements by continuing and enhancing the previous initiatives :

Strategy 1: Continuity of previous initiatives

Strategy 2: Review, enhance and accelerate OSCC activities

Theme 2: CATALYSE : establishing essential services and

infrastructure that can rapidly accelerate the OSS adoption in the

Public Sector :

Strategy 3: Recognise Open Source competency

Strategy 4: Support Open Source personnel development

Strategy 5: Facilitate accessibility to Open Source resources

Theme 3: ACCELERATE : execution of Phase II plans with the aim

of accelerating OSS adoption :

Strategy 6: Accelerate OSS implementation in Public Sector

Strategy 7: Enhance OSS community collaboration facilities

Strategy 8: Stimulate the economy of the Open Source

industry

Page xx

Figure 3: Phase II Strategies


Strategy 9: Formulate effective incentive, award and

recognition

Page xxi


2.4 Open Source Competency Centre (OSCC)Within this OSS Programme, OSCC MAMPU was established as the single

point of reference for support and guidance in the implementation of OSS in

the public sector. The OSCC comprise of eight (8) functional services which

are described in the following Figure 4.

For this Phase II of the OSS Programme, two (2) functional services were

introduced, namely Certification Body, as well as, Communication and

Collaboration, in addition to the 6 functional services that were retained from

Phase I. The eight (8) functional services are:

1. Promotion & Awareness

Page xxii

Figure 4: OSCC Functional Services


2. Training

3. Technical Support

4. Knowledge Bank

5. Policies & Guidelines

6. Research & Development

7. Certification Body

8. Communication & Collaboration

The OSCC also collaborates with other Public Sector agencies, the research

and development institutions, the business industry, and the larger OSS

community to fulfil the objectives of the OSS Master Plan, and towards

establishing an OSS ecosystem that will be able to sustain Phase III of the

OSS Programme for Self-Reliance.

2.5 OSS Master Plan TargetsFor each Implementation Phase, there are targets that are identified in the

OSS Master Plan. The targets that have been formulated cover several key

areas. The targets for Phase I and Phase II are outlined in Table 5 below:

Page xxiii


Key Areas Phase I Target(Laying

Foundation and Early Adoption)

Phase II Target(Accelerated Adoption)

Phase II Baseline

Awareness 100% of CIOs and IT Personnel are OSS literate

No longer applicable as previous target has been achieved and supported by continuous programs

-

Re-skilling/ Human Capital Development

60% of IT Personnel are OSS trained

80% of IT personnel are OSS trained and re-skilled

2502

10% of IT Personnel are OSS certified

5% of IT personnel trained are OSCC certified

855

20% of teachers responsible for School IT Labs are OSS trained

Superseded with Phase II target on 100% district coverage with at least one school at each district adopting OSS where training will be provided to teachers

-

Achieve recognition of certification by International Body

1

Education 40% of Institutions of Higher Education utilise OSS education and teaching tools

30% of Institutes of Higher Learning participate in OSCC Certified Training Provider Programme

20

20% of School IT Labs utilise OSS education and teaching tools

Superseded with Phase II target on 100% district coverage with at least one school at each district adopting OSS

-

Page xxiv


Key Areas Phase I Target(Laying

Foundation and Early Adoption)

Phase II Target(Accelerated Adoption)

Phase II Baseline

Implementation

20% of School IT Labs have OSS installed (e.g. office productivity)

100% district coverage with at least one school at each district adopting OSS

142

100% of agencies adopting OSS solutions

724

60% of web servers (software) use OSS

No longer applicable as target was achieved in Phase I

-

30% of office infrastructure (email, DNS, Proxy) use OSS

80% of agencies using OSS back-end infrastructure

724

30% of desktop solutions (e.g. web browser, email reader) use OSS

30% of agencies using OSS desktop solutions

724

Procurement 60% of all new servers (hardware) procured are able to run open source operating systems

No longer applicable as almost all server hardware currently support OSS

-

Collaboration (none defined) 50% of local IT vendors are providing OSS services

500

Table 5: OSS Master Plan Targets

Page xxv


2.6 CollaborationTo achieve self reliance and sustainability of the OSS ecosystem, the

demand and supply of OSS must meet. The Public Sector representing one

of the major user community needs to engage with the business community

that supply OSS as well as the Research and Development community that

supports the OSS adoption. The following Figure 5 illustrates the Smart

Partnership Model.

Two approaches are used to address the collaboration strategies:

1. Strategic Thrust where selected Public Sector agencies lead and

participate in pre-defined strategic areas.

Page xxvi

Figure 5: Smart Partnership Model


2. Dialogues and Programs facilitated by the OSCC among

organisations in the Public Sector, business, as well as, research

and development communities within broad areas of common

interest.

2.7 Benefit Realisation Formulation MethodologyThe identification of the Benefit Realisation measurements uses a top down

approach based on the Phase II OSS Master Plan Vision and Objectives

which is then mapped on to present Government's initiative on Key

Performance Indicators (KPIs) for the administration and the civil service,

specifically for MAMPU.

This methodology was adopted as it provides continuation for the OSS

Master Plan while providing a relevancy in light of the new administrative

perspective for the KPI initiative.

Based on the above a matrix of the performance indicators is produced to

reveal the interdependency and provides priority to the performance

indicators in the new perspective. These performance indicators are then

further expanded to include specific targets and methods of measurement.

2.7.1 NATIONAL KPI INITIATIVE In 2009, the Prime Minister announced the implementation of a KPI initiative

for the Public Sector administration and civil service. The KPIs formulated

are required to fulfil the following attributes:

Result Oriented : KPIs must be aligned to reflect the mission and

mandate of the agency.

Relevancy : The principle of relevancy establishes a logical and valid

relationship between the selected KPIs and the results the agency is

expected to deliver in its strategic plan.

Page xxvii


Consistency : KPIs should be reviewed periodically to ensure they

remain relevant to the agency's mission.

Measurability : Underscores the need to link desired results to

quantifiable performance targets.

Integration : KPIs must be developed within a strategic framework.

Page xxviii


2.7.2 National KPI Cluster TemplateThe national KPIs for the top tier management of Public Sector agencies

have been identified, organised in three clusters and specified in terms of

weighting. The following Table 6 presents the KPIs and clusters.

Cluster Performance Dimension

Weighting Key Performance Indicators

Generic for the Whole Civil Service

National Competitiveness

10.00% Growth Rate for Gross Domestic Product (GDP)

10.00% National Competitiveness Index

Agency Specific

Efficiency and Effectiveness in the Delivery of Public Services

20.00% Treasury Strategic KPI

20.00% Strategic KPI for Advisory Quality Services and Client Charter Index

Administration and Accountability

10.00% Jabatan Audit Negara Accountability Index

10.00% MAMPU Star Rating

Personal Effectiveness

Civil Service Transformation Leadership

10.00% Leadership Competency Assessment

10.00% Performance Oriented Environment: Organisational Personnel Satisfaction Index

Table 6: National KPI Cluster

For the purpose of this BRR, only the first two clusters (Generic for the

Whole Civil Service and Agency Specific) are considered as the performance

indicators for this OSS Programme can only be measured at the programme

level, rather than at the individual personal level.

Page xxix


2.7.3 MAMPU's KPI ClusterFor MAMPU, KPIs for the top tier management have been further

established based on the above KPI attributes and KPI cluster template. The

following Table 7 outlines KPIs for MAMPU as an organisation:

Cluster KPI DefinitionGeneric for the Whole Civil Service

Growth Rate for Gross Domestic Product (GDP)

This KPI refers to the national economy growth rate

National Competitiveness Index

Refers to the national level of competitiveness as compared to other nations

Agency Specific MAMPU Star Rating Refers to the Star Rating which are awarded by MAMPU

Outreach Program Refers to quality advisory services to agencies at the Federal and State levels

E-Government Refers to achieving a ranking in the top 10 positions of e-Government implementation by the Brookings Institute

Client Charter Compliance

Refers to the compliance to the client charter to ensure every work process is done efficiently, effectively and in accordance to the standards and procedures defined

Client Satisfaction Index

Refers to the level of client satisfaction over the service provided based on the client charter

Jabatan Audit Negara Accountability Index

Refers to the accountability index by Jabatan Audit Negara that is meant to simplify the objective measurement of quality on financial management

Table 7: MAMPU's KPI

Page xxx


Of the nine (9) MAMPU KPIs, only the first eight (8) can be measured in this

BRR, as the team does not have access to the financial management to

provide a measurable index.

2.7.4 MAMPU's STAR RatingFor the purpose of this BRR, MAMPU's STAR Rating for ICT Management is

used as a reference for identifying the broad generic evaluation rating criteria

for evaluating OSS products and implementations. The relation between the

evaluation rating criteria and Star Rating for ICT Management is listed in

Table 8.

Evaluation Criteria STAR Rating

Description ReferenceWeigh

tGovernanceIs there management governance in the OSS project team ?

Is there governance of web site / portal at the agency level ?

A.5.3.a.i. 0.3

MonitoringAre decisions by the OSS project team documented and monitored ?

Are meeting decisions monitored ?

A.5.3.a.ii. 0.1

ControlAre changes to the OSS project documented and controlled ?

Are formal materials that are to be uploaded to the internet checked and verified ?

A.5.3.a.iii. 0.1

SpecificationAre specifications of the OSS project features documented ?

How much of the web site / portal that was developed fulfil basic mandatory features ?

A.5.3.b.i. 0.2

On-line ServicesIs the OSS project providing an online service ?

Is the agency providing online services ?

A.5.3.b.ii. 0.2

Page xxxi


Evaluation Criteria STAR Rating

Description ReferenceWeigh

tRatingIs there an external rating of the OSS project ?

State the result / position that was obtained for web site / portal rating.

A.5.3.b.iii 0.1

UsageIs monitoring for the usage of the OSS project done ?

Is monitoring for the usage of the application done ?

A.5.4.i 0.1

SupportDoes the OSS project provide online forum / dialogue / discussion for use by the end user ?

Does the agency provide online forum / dialogue / discussion for use by the agency staff ?

A.5.4.iii 0.5

Total Weight 1.6

Table 8: Relation Between Evaluation Criteria and MAMPU Star Rating

The evaluation criteria uses a broader definition than the STAR Rating

criteria description (Attached as APPENDIX 10). This is to cater for the

various types of OSS solution areas.

Page xxxii


2.7.5 MAMPU's KPI Formulation ModelTo assist in the measurement within the organisation, MAMPU has produced

a model to assist in identifying the KPI at the program level. The following

Figure 6 illustrates MAMPU's KPI Formulation Model.

The above KPI Model is used to provide an overall model for prioritisation of

the KPIs that are to be identified for this OSS Programme.

Page xxxiii

Figure 6: MAMPU KPI Formulation Model


2.8 OSS Programme KPI Formulation Model The OSS Programme KPI Model has been adapted from the above MAMPU

KPIs and the MAMPU KPI Formulation Model. This model provides an

overview of the interdependency, hierarchy and prioritisation for the

formulation of key performance indicators (KPIs) and performance indicators

(PIs). The following Figure 7 illustrates the model.

This BRR will be measuring the performance indicators at the tactical and

operational levels based on the following:

Tactical : Measure effectiveness of programmes based on the cluster

for the whole civil service key performance indicators.

Operational : Measure efficiency of programs based on the cluster for

agency specific performance indicators.

Page xxxiv

Figure 7: OSS KPI Model


2.8.1 OSS Programme Tactical Key Performance Indicators (KPIs)The identification for the Tactical KPIs is relatively simple as the two most

anticipated indicators from the OSS Programme also correspond to the two

top-tier KPIs.

Generic KPIs OSS Programme KPIsGDP Growth OSS Cost Savings which is calculated based on the

savings of using OSS instead of proprietary foreign software licensing. This has the impact of increasing GDP through the reduction of imports. Over the longer term this can be translated into the increased investment and increased export of services by the local ICT industry.

OSS Programme KPI : Total cost of ownership savings on foreign

proprietary software licensing

OSS Programme Objectives :1. Increase growth of local ICT industry2. Increase growth of OSS user and developer community3. Reduce total cost of ownership4. Reduce vendor lock-in

National Competitiveness Index

OSS Adoption which counts the number of OSS adoptions which has the impact of enhancing the value for providing efficient and quality public service delivery. Over the longer term, this can be translated into facilitating the development of a knowledge-based society.

OSS Programme KPI : Number of agencies adopting OSS Number of OSS implementations

OSS Programme Objectives : 1. Increase freedom of choice of software usage2. Increase interoperability3. Increase growth of knowledge-based society4. Reduce the digital divide

Table 9: OSS Programme Tactical Key KPI

Page xxxv


Only two (2) KPIs are proposed for the top-tier tactical level. Both of these

provide the biggest 'bang-for-the-buck' and satisfy the criteria on the generic

civil service KPI and the KPI attributes.

2.8.2 OSS Programme Operational Performance Indicators (PI)Performance indicators for the various key activities conducted by the OSS

Programme have been realigned to MAMPU's agency specific KPIs. The

purpose is to have an objective method of assessment and provide

quantifiable contribution from the OSS Programme towards MAMPU's KPI

measures.

Page xxxvi


PI OSS Programme PIProduct Rating Rating for OSS product which will be based on broad

definitions as per the Star Rating formula. This will be used to assess the following activities:

OSCC Products (Chapter 4) OSS Case Study Submissions (Chapter 3)

OSS Programme PI Product Rating marks

OSS Programme Objectives Increase freedom of choice of software usage Increase interoperability

Outreach Program

Refers to quality advisory services to agencies at the Federal and State levels. The results of key activities as defined in the OSS Programme Targets which are measured as a percentage of the whole target audience will be used to assess the following activities:

OSS Master Plan Targets (Chapter 3) OSS Strategic Thrusts (Chapter 5)

OSS Programme PIs (OSS Master Plan Targets) 80% of IT personnel are OSS trained and re-skilled 5% of IT personnel trained are OSCC certified Achieve recognition of certification by International

Body 30% of Institutes of Higher Learning participate in

OSCC Certified Training Provider Program 100% district coverage with at least one school at

each district adopting OSS 100% of agencies adopting OSS solutions 80% of agencies using OSS back-end infrastructure 30% of agencies using OSS desktop solutions 50% of local IT vendors are providing OSS services

OSS Programme Objectives Increase growth of local ICT industry Increase growth of OSS user and developer

community

Client Charter Refers to the compliance to the client charter to ensure

Page xxxvii


PI OSS Programme PICompliance every work process is done efficiently, effectively and in

accordance to the standards and procedures defined. This will be measured by cumulative time-series frequency of services provided through the following activities:

OSCC Functional Services (Chapter 4)

OSS Programme PI Number of participants in OSCC activities Number of service deliveries in OSCC activities

OSS Programme Objectives Reduce total cost of ownership Reduce vendor lock-in

Client Satisfaction Index

Refers to the level of client satisfaction with the service provided based on the client charter. This will be measured based on feedback forms collected from the following activities:

OSCC Functional Services (Chapter 4)

OSS Programme PI Feedback ranking from participants in OSCC

activities

OSS Programme Objectives Reduce total cost of ownership Reduce vendor lock-in

Table 10: OSS Programme Performance Indicators

A total of 13 performance indicators have been proposed which are aligned

to MAMPU's agency specific KPIs. This approach is to underline the 'walk-

the-talk' approach. More importantly, it introduces external benchmarking

whereby the results from the OSS Programme can be compared to others.

Page xxxviii


CHAPTER 3:BENEFITS REALISED THROUGH OSS ADOPTION

For the purpose of this BRR, OSS adoption is measured by the number of

agencies adopting OSS and by the number of OSS implementations. While

the former measures the reach of OSS within the Public Sector, the later

measures the richness of OSS solutions implemented within the agencies

adopting OSS.

There are two key benefits for agencies to adopt OSS:

1. OSS computer software programs are freely available through the

internet, thereby reducing software licensing cost and providing

options for internal or localised implementation and support

services. This has an impact on the national GDP as it reduces the

outflow of national income arising from the expenditure on importing

foreign software licenses.

2. OSS computer software programs can be modified and redistributed

to fit the purpose of use for the agency, thereby enriching the

delivery of public sector services through ICT. This will enhance the

national competitiveness in terms of use of ICT, particularly with

respect to e-government services.

Phase II of the implementation road map aims to achieve Accelerated

Adoption for OSS. Table 11 quantifies the success of Phase II having

increased the number of agencies adopting OSS by 427.5% and the number

of OSS implementations by 533.7%.

Page xxxix


Key Performance Indicators Phase ICumulative

Phase IICumulative

PercentageChange

1.National Competitiveness1. Number of Agencies Adopting OSS2. Number of OSS Implementations

2.Gross Domestic Product 1. Cost savings on foreign proprietary

licensing (RM million)

131380

10.61

6912,408

188.39

427.5%533.7%

1,675.1%

Table 11: OSS Programme Key Performance Indicators

During Phase II, an additional 560 (427.5%) Public Sector agencies reported

adopting OSS, bringing the total to 691 (95%) of 724 agencies. The 691

agencies accounts for all Public Sector agencies with some form of e-

government services (the lowest denominator being a website).

This marks an increase of 2,664% since beginning Phase I (Laying

Foundation and Early Adoption) in 2004. The key benefit has been in

increasing computing services within the Public Sector particularly with the

general initiatives for e-government services as a strategy for increasing

national competitiveness. The factor most quoted by agencies for adopting

OSS in such initiatives is cost savings.

The total cost savings reported are estimated to be RM177.78 million over

the interim duration of Phase II (Phase I : RM10.61 million). This includes

direct cost savings on foreign proprietary software licensing (RM117 million),

as well as indirect savings on reduced foreign proprietary software licensing

(RM60 million) as a result of competition from alternative OSS solutions.

Page xl


3.1 Public Sector OSS Adoption691 Public Sector agencies have reported adopting OSS, which represents

95% of the 724 Public Sector agencies. The 691 agencies accounts for all

Public Sector agencies with some form of e-government services (the lowest

denominator being a website). This total number is an increase of 427.5%

from the 131 agencies prior to commencement of Phase II in 2007. Figure 8

illustrates the overall annual trend of OSS adoption which has more than

doubled in the years 2008 and 2009.

Within these OSS adoptions, the number of agencies adopting OSS for

back-end infrastructure and desktop solutions have achieved the OSS

Master Plan targets respectively. The following Table 12 compares the OSS

Master Plan targets related to OSS adoption against the actual number of

adoptions.

Page xli

Figure 8: Cumulative Number of Agencies Adopting OSS

2003

2004

2005

2006

2007

2008

2009

0

100

200

300

400

500

600

700

25 51 92 131 163

354

691

Number of Agencies Adopting OSS by Year

Year

Num

ber

of A

gen

cy


Measure of Adoption Target ActualNumber Percent Number Percent

Agencies Adopting OSS 724 100 691 95

Agencies Using Back-End Infrastructure

580 80 629 87

Agencies Using OSS Desktop Solutions

218 30 475 66

Table 12: OSS Master Plan Targets Related to OSS Adoption

The shortfall on the number of agencies adopting OSS numbers 33 from a

total 724 Public Sector agencies. Of these number 1 is a Federal

Government agency, while the remaining 32 are State Government

agencies. These agencies have limited ICT facilities and are dependent on

shared resources from other agencies, particularly for web and email

services. The OSCC have conducted workshops for these agencies to

identify OSS solutions that are best able to address the limitation on ICT

facilities.

Besides having a higher percentage of OSS Adoption, Federal Government

agencies also have a higher ratio of OSS implementation per agency. The

following Table 13 summarises the number of OSS adoption and

implementations according to Federal and State Government agencies.

OSS Adoption and Implementation Federal Govt.

State Govt.

Total

Number of agencies adopting OSS 226 465 691

Number of agencies yet to adopt OSS 1 32 33

Total number of agencies 227 497 724

Number of OSS implementations 947 1461 2408

Average ratio of OSS implementations to agencies adopting OSS

3.4 3 3.5

Table 13: OSS Adoption and Implementation According to Federal and State Agencies

Page xlii


The top three (3) OSS solution areas implemented are Infrastructure (47%),

Desktop (30%) and Application (15%) respectively from the total number of

OSS solutions implemented. Table 14 depicts the number of OSS solution

area implementations that were reported by the agencies.

Infrastructure solutions remain the area most adopted, as it is mainly

implemented on back-end servers by the respective ICT units and has little

effect on the end-user computing experience. Desktop solutions account for

a high percentage due to the total number of OSS desktop solutions

available and the population of client desktops. The detailed list of OSS

implementations are attached as Appendix 7 of this BRR document.

Page xliii

Table 14: Number of OSS Implementations by Solution Areas

OSS Solution Desktop Application Total

721 1134 361 82 29 81 2408

Infra-structure

Workload Consolidation

High Performance Computing

Distributed Enterprise

Number of Implementations


The five (5) OSCC products have contributed 310 (12.9%) implementations

to the total number of 2,408 OSS implementations. The three most popular

products (MySpamGuard, MySurfGuard and MyNetWatch) are all

infrastructure solutions that provide benefits of security and administration

over Internet access. Figure 9 details OSCC products and number of

implementations.

Within specific OSS solutions, web servers lead the way with 609

implementing agencies, followed by MySQL & PHP (294) and Content

Management Systems (240). These three (3) are related to providing on-line

web content or services. Table 15 summarises the number of implementing

agencies for the more popular OSS solutions.

This reflects the increasing use of the Internet as an important medium for

the delivery of content and services to the general public. The Internet

Page xliv

OSS Solutions

Linux Desktop

Linux Server

Sweb Server

MySQL & PHP

Mail Server

Firewall CMS Others

Number of

Agencies

101 187 609 294 113 117 240 87

Table 15: Number of Agencies Adopting OSS by Solution Type

Figure 9: Number of Agencies Implementing OSCC Products

91

8064

35

40

MySpamGuardMySurfGuardMyNetWatchMyWorkSpaceMyMeeting


provides round-the-clock availability, remote access, and minimal computing

requirements. With the rapid rise in Internet availability from new mobile and

Wimax providers, and the possible coverage, quality and price improvements

arising from market competition, the demand for more public sector services

through the Internet is also expected to rise. To meet this rapid rise in

demand, it is also probable that more agencies would look towards OSS

solutions as the platform for rapid application development.

The number of such OSS solutions has already reached a significant level

whereby the agencies could share the expertise gained and reduce the time

to deployment which would otherwise have included the annual budget

application and allocation processes.

3.2 OSS Adoption Cost SavingsThe total estimated cost savings based on OSS adoptions reported by the

Public Sector agencies for Phase II is RM177,781,307 (Phase I :

RM10,613,000) representing an increase of 1,677% in cumulative cost

savings. The average cost savings for each OSS implementation has also

increased by 180% to RM78,200 in Phase II from RM27,900 in Phase I. The

increase in average cost savings is due to the implementation of OSS

solutions to replace or as alternative to expensive foreign proprietary

software for the enterprise such as databases and web applications. Table

16 summarises the total and average cost savings.

Page xlv


OSS Adoption, Implementation and Cost Savings

Phase I(cumulative

)

Phase II(cumulative)

Percent Change

Number of agencies adopting OSS 131 691 427%

Number of OSS implementations 380 2408 534%

Cost Savings (RM million) 10.6 188.4 1677%

Average cost savings per OSS Implementation (RM 000)

27.9 78.2 180%

Table 16: OSS Adoption, Implementation and Cost Savings

Table 17 provides detailed account of the estimated cost savings based on

the OSS solution implemented.

OSS Solutions Number of Installations

Proprietary Licensing

CostTotal (RM)

OSCC Products

MySpamGuard 91 20,989 1,909,999

MySurfGuard 80 6,118 489,440

MyNetWatch 64 14,700 940,800

MyWorkSpace 35 40,943 1,433,005

MyMeeting 40 150,000 6,000,000

10,773,244

OSS Solutions

OpenOffice.org 29,683 950 28,198,850

Linux Desktop 101 38,105 3,848,555

Linux Server 187 14,113 2,639,082

Web server 609 6,864 4,180,115

Database 294 70,317 20,673,289

Mail Server 113 27,042 3,055,712

Firewall 117 27,042 3,163,879

Content management System 240 120,411 28,898,738

Proxy Server 8 16,761 134,088

CRM 13 10,359 134,661

Zimbra 9 27,042 243,375

DNS 16 14,113 225,804

Page xlvi


OSS Solutions Number of Installations

Proprietary Licensing

CostTotal (RM)

Group ware 41 27,042 1,108,710

96,504,858

OSS Projects

MOH : MOH Cube 5,349,658

MOH : Sistem 3PK 325,380

AMDI, USM : Koha 1,303,500

MOHE : Sistem eMAS 2,500,000

SUK Perak: : Infra 900,000

10,378,538

Total OSS Direct Cost Savings 117,656,639

Reduction in foreign proprietary software licensing cost 60,124,667

TOTAL COST SAVINGS 177,781,307

Table 17: Estimated Cost Savings

The cost savings is estimated based on the following key assumptions:

1. OSS software is used as a substitute instead of foreign proprietary

software (the alternatives to the OSS solutions are listed in

APPENDIX 4);

2. OSS software is fit for the purpose which assumes equivalent

software features and support services to foreign proprietary

software; and

3. Only the cost of foreign proprietary software license is taken into

account which assumes the cost of deployment and maintenance is

equal.

4. As foreign proprietary software licensing is based on the number of

client installations, a conservative estimate of 100 clients is used for

each implementation

Page xlvii


Included in this cost savings estimate is an amount of RM60,124,667 which

the Ministry of Higher Education (MOHE) has reported as their estimated

cost savings based on an agreement to a package sum of RM10 million for

licensing proprietary Microsoft software products to institutions under the

Ministry. This is in part attributed to the more competitive software market as

a result of the increase in OSS adoption in the Public Sector.

Besides the above reduction in foreign proprietary software licensing cost,

the top three cost savings are for content management systems

(RM28,898,738), OpenOffice.org (RM28,198,850) and databases

(RM20,673,289). On a global scale there are many instances of using OSS

database and content management systems as the building blocks for web

based applications and portals. With the increased demand for such

systems, there are still many potential opportunities for further cost savings.

3.3 OSS CASE STUDY PERFORMANCE INDICATORSIn 2008 and 2009, MyGOSSCON was the backdrop for the introduction of an

annual OSS Case Study Award for Public Sector agencies to showcase and

share their OSS implementation experiences. A total of 65 submissions were

received, where for each case study, the implementation was evaluated

based on innovation, impact, quality and knowledge sharing.

For the purpose of this BRR report, a review was done to rate the OSS case

study submission against relevant Evaluation Rating criteria. The objective of

this review was to have a snapshot whether the OSS implementations would

have assisted the agencies in improving the quality of public sector service

delivery. Table 18 summarises the average rating scores that an agency

would have expected to score based on the OSS case study submission.

Evaluation Criteria Weight Federal State IPTAStat

Body Total

Submissions 16 20 24 5 65

Evaluation Rating 1.6 0.94 1.13 0.92 0.86 0.99

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MALAYSIAN PUBLIC SECTOR OPEN SOURCE SOFTWARE PROGRAMMEPHASE II BE

malaysian public sector open source software (oss) programme - brr report - phase ii benefit...

Documents

oss adoption

oss vision

oss objectives

oss master plan

economic measurement

executive summary

background information

collaborative strategies