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Transcript of MALAYSIAN PUBLIC SECTOR OPEN SOURCE SOFTWARE (OSS) PROGRAMME - BRR Report - PHASE II BENEFIT...
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MALAYSIAN PUBLIC SECTOR OPEN SOURCE SOFTWARE (OSS)
PROGRAMME
PHASE IIBENEFIT REALISATION REPORT (BRR)
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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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MALAYSIAN PUBLIC SECTOR OPEN SOURCE SOFTWARE PROGRAMMEPHASE II BENEFIT REALISATION REPORT
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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MALAYSIAN PUBLIC SECTOR OPEN SOURCE SOFTWARE PROGRAMMEPHASE II BENEFIT REALISATION REPORT
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.
No. Phase II Performance Indicators
Baseline Phase IIachieved
(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.
No. Phase II Performance Indicators
Baseline Phase IIachieved
(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
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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
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& 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)
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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
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Figure 2: OSS Programme Governance
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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:
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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
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Figure 3: Phase II Strategies
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Strategy 9: Formulate effective incentive, award and
recognition
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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
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Figure 4: OSCC Functional Services
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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:
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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
-
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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
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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.
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Figure 5: Smart Partnership Model
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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.
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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.
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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.
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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
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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
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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.
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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.
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Figure 6: MAMPU KPI Formulation Model
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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.
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Figure 7: OSS KPI Model
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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
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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.
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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
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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.
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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%.
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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.
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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.
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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
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MALAYSIAN PUBLIC SECTOR OPEN SOURCE SOFTWARE PROGRAMMEPHASE II BENEFIT REALISATION REPORT
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
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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.
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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
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MALAYSIAN PUBLIC SECTOR OPEN SOURCE SOFTWARE PROGRAMMEPHASE II BENEFIT REALISATION REPORT
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
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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
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MALAYSIAN PUBLIC SECTOR OPEN SOURCE SOFTWARE PROGRAMMEPHASE II BENEFIT REALISATION REPORT
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.
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MALAYSIAN PUBLIC SECTOR OPEN SOURCE SOFTWARE PROGRAMMEPHASE II BENEFIT REALISATION REPORT
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
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MALAYSIAN PUBLIC SECTOR OPEN SOURCE SOFTWARE PROGRAMMEPHASE II BENEFIT REALISATION REPORT
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
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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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