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Lotus Notes TransitionWhite Paper
February 2008
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Contents
Executive Summary .......................................................................................................................... 3
Case Study 1: Fast ............................................................................................................................. 5
Migration Phases ............................................................................................................................................................. 5
Detailed Tasks and Roles ............................................................................................................................................. 8
Costs ..................................................................................................................................................................................... 9
Summary .......................................................................................................................................................................... 11
Case Study 2: Steady ....................................................................................................................... 12
Migration Phases .......................................................................................................................................................... 12
Detailed Tasks and Roles .......................................................................................................................................... 14
Costs .................................................................................................................................................................................. 16
Summary .......................................................................................................................................................................... 18
Conclusion ....................................................................................................................................... 20
Binary Tree ....................................................................................................................................... 21
Appendix A: Methodologies Reference ....................................................................................... 22
Transition Cost Estimator .......................................................................................................................................... 22
Application Analysis Envisioning Process ........................................................................................................... 22
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Executive SummaryThis white paper is intended primarily for current IBM Lotus Notesand Dominocustomers who
want to know the process steps and associated costs involved in transitioning their current
communication and collaboration infrastructure to the Microsoftplatform. In this white paper,
we have outlined two disparate case studies from customers who have made this transition in the
past two years. These organizations present very different transition approaches that showcase
how the steps and costs involved in a Lotus Notes migration project can vary based on correlated
criteria.
The first case study presents the experiences of a services company, Company A, which had
technologically-savvy users and a well-managed IT environment that provided for a very rapid
transition. After several weeks of planning, Company A migrated their 5,000 users e-mail
accounts and data during a single weekend. On Friday afternoon, users were sending e-mail with
Lotus Notes; by Monday morning, they were using Microsoft Office Outlookand Microsoft
Exchange Server.
In the second case study, Company B, a retail and wholesale company, had 10,000 users and a
more complex IT environment. Due to corporate acquisition, they had a heterogeneous
infrastructure that included Lotus Notes and Domino as well as Exchange seats, and they had
multiple Active Directoryservices with overlapping domain names. Additionally, their users skills
were very diverse. To ease the transition, Company B decided to include a year of coexistence
while gradually migrating users in work groups and training them to maintain productivity. Table
1 shows the time and cost for both migrations.
Table 1 Overview of Timeline and Costs for Company A and Company B Migrations
Company A: Fast Migration
Duration Total Cost* Number of Users Cost per User
13 weeks $228,171 5,000 $46
Company B: Steady Migration
Duration Total Cost* Number of Users Cost per User
15 months $1,458,088 10,000 $146
*Note: Both customers outlined in this document had previously purchased Microsoft Office, so the software pricing above
includes only Exchange Server licenses and Binary Tree migration and coexistence products.
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Both customers experienced very positive transitions to the Microsoft platform. However, the
duration of their migration projects and the level of effort needed by their teams were extremely
different based on their transition criteria. This white paper describes the different approaches indetail to assist current IBM Lotus Notes and Domino customers in planning for migration.
For confidentiality, we have used fictitious company names. However, the timelines, costs, and
results presented in this white paper are from real transitions from IBM Lotus Notes and Domino
to the Microsoft platform. When calculating software costs, we included only Binary Tree products
and Exchange Server licenses, as both companies had already purchased Microsoft Office 2003
licenses. Rather than reiterate existing methodologies, this paper focuses on actual decisions,
tasks, timing, and results. For applicable transition methodologies, see Appendix A: Methodology
References.
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Case Study 1: FastCompany A is a professional services company with over 5,000 employees in more than 500
offices worldwide. They used Lotus Notes and Domino for e-mail, including local replicas, but they
had no Web access to e-mail. Company A also used Lotus Notes for basic discussion applications.
Company As aging Lotus Notes e-mail solution no longer met the needs of their growing mobile
workforce; 85% of Company As employees are mobile most of the time, and they needed a more
seamless solution for e-mail and calendaring with the parent company and subsidiaries. Company
A also wanted to move their applications to more flexible and user-friendly Web-based interfaces
and to enable anytime/anywhere access to e-mail. Additionally, new employees were more
familiar with Microsoft products, which integrate with third-party products more easily.
Company As IT department evaluated alternate solutions and determined that maintaining Lotus
Notes and Domino would become increasingly more complex. Lotus Notes developers were
becoming more scarce and expensive, and they determined that Lotus Notes was not scalable or
flexible enough for their current needs. Company A had simply outgrown their existing Lotus
Notes platform capabilities.
Migration Phases
Company As migration was completed in the following phases:
Analysis
Planning
Pilot
Execution
Analysis (3 weeks)
Company As IT department started the transition process by analyzing their migration approach.
To create a complete team that would manage the migration, they enlisted outside resources,
including a migration architect, a migration engineer, and a migration project manager from
Binary Tree. The migration architect had an in-depth understanding of the migration process,
alternatives, and source and target environments. The migration engineer had a goodunderstanding of these as well, plus the migration technology and tools that would be needed for
a successful project. The project manager pulled all parties and documentation together, while
Company A managed all purchasing, facilities, and end-user communication.
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First, the migration team examined Company As users, messaging, and application usage. They
decided that they wanted to migrate the user community very quickly for the following reasons:
Avoid coexistence
1
Avoid managing two different messaging environments
Save software licensing costs
Use Microsoft Office Outlookthat was already licensed and installed on desktops or
could be easily pre-installed
Accommodate the majority of power users who could handle a rapid migration
Company A and the migration team elected to transition all 5,000 e-mail users during a single
weekend and wait to rebuild or migrate applications. Eventually, they would migrate applications
to the Microsoft platform using Microsoft Office SharePoint and Microsoft .NET.
A key component to Company As migration approach was selecting the right tool to facilitate the
actual migration. Their key considerations were achieving the highest degree of data fidelity,
migration throughput, and migration workstation management. Since the migration would
require a large migration environment (30 machines) and take place over a single weekend,
Company A needed to select a tool that would migrate messaging and calendaring data quickly
while providing the highest level of data fidelity to ensure positive experiences for end users.
The migration process also needed to be easy to manage. Managing 30 independent
workstations processing user data would require multiple migration administrators, while having a
central migration console would allow greater control and oversight of the environment andwould require only two administrators. Customer A evaluated the free tools available from
Microsoft as well as the three leading vendor migration solutions. Company A selected Binary
Tree's CMT Universal (now named CMT for Exchange) because the workload distribution
facilitated by CMT Universal outperformed the multi-threading capabilities of other tools, and
CMT Universal achieved better fidelity and overall throughput.
1Coexistence solutions at the time were not as good as they are today.
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Planning (3 weeks)
The migration team started planning the transition by determining the migration lab
requirements. Migration throughput can vary from 1.5GB/hour to 10GB/hour depending onnumerous variables, including the following:
Availability and performance of source servers
Availability and performance of target servers
Network speeds to source and target servers
Contents of source mail files (number of messages tends to have a greater impact
than message size, and calendar entries tend to take longer to migrate than mail)
Workstation parameters, such as memory and CPU
The team decided to use 30 workstations: 25 for true data migration, two to manage the process,
and three hot spares. For workstations, the team chose mid-range laptops less than five years old.Although higher-end workstations can increase throughput and lower-end PCs would be cheaper,
Company A needed to balance costs and logistics, particularly physical space to house
workstations. The team used two management workstations due to availability of staff.
Designing and building the Exchange environment normally requires two to three weeks. To
facilitate Company As rapid transition, the Exchange environment was fully created and hardened
before the migration.
Pilot (1 week)
During the pilot, the team analyzed specific throughput. In the pilot phase, the team used actualdata, unlike a proof of concept (POC), which tests feasibility (including data fidelity) and can
include data copies and VPCs. In the pilot, the team migrated 20 representative users. Migrating
only the IT users is not representative of the actual transition; therefore, Company A selected a
range of users, including business, mobile, management, and executive users from different
offices.
The team conducted the pilot during one week and completed it six weeks before the actual
migration weekend. They used Binary Trees CMT Universal (also known as CMT for Exchange) to
migrate messaging and calendaring data. The team discovered that they could not migrate all
data with their 30 workstations in one pass, and they could not use additional workstations due tologistics constraints. To provide the most seamless transition possible for users, Company A and
the migration team decided to schedule two stages for the actual migration. In the first stage, the
team would migrate data older than one month; in the second stage, they would migrate all
remaining data.
Company As users are primarily power users, so extensive training materials were not necessary.
Instead, the team used the communications module of Enterprise Migration Manager, a
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component of CMT Universal, to create documentation during the pilot and distribute quick
reference cards and links to Web-based training modules weeks before the actual migration.
To prepare for the execution phase, the migration team tested pre-configured, user-triggered
scripts available in CMT Universal to prepare user mail files. They also tested existing mail-enabled
applications.
Execution (1 month)
During the first two weeks of the migration execution phase, the migration team prepared for and
migrated data older than one month. In the third week, the team prepared users by asking them
to initiate scripts that would do the following:
Decrypt encrypted e-mail
Merge Personal Address Book into a mail file, which allows the migration engine toaccess and migrate this data centrally and eliminates the need to distribute an end-
user migration tool to access local data
For the final stage of the transition, two migration engineers and the project manager performed
the remaining e-mail migration over a weekend with no serious data fidelity issues. On Monday,
users were accessing their migrated e-mail, calendar, contacts, tasks, folders, and attachments
within Outlook. The project team resolved all migration issues over the next week, so the
transition was considered successfully completed one week after the second stage of the
migration execution phase.
For a month after migration, approximately 3% of users required additional support from
Company As help desk. Company As applications were migrated separately. Most of these
applications were rudimentary discussion databases, which were easily migrated to Microsoft
Office SharePoint.
Detailed Tasks and Roles
Company As migration required 1,083 hours over three months and involved the following roles,
as shown in Figure 1:
Internal project manager Two mid-level IT managers
Exchange administrator
External project manager
Senior technical architect
Two migration engineers
Figure 1 Hours per Phase by Role, Company A Migration
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Costs
The total cost of Company As migration was $228,171. That amount includes costs for internal
and external support, training, software, and hardware, as shown in Figure 2.
Figure 2 Migration Costs by Category for Company A Migration
Table 2 shows a more detailed breakdown of the migration costs by phase.
0
50
100
150
200
250
300
350
Internal ProjectManager
Mid-level ITManagers
ExchangeAdministrator
ExternalProject
Manager
SeniorTechnicalArchitect
MigrationEngineers
Execution
Pilot
Planning
Analysis
Internal IT
External Professional Services
End User Training
Hardware/Infrastructure Costs
Software Costs
333
250
17
83
267
133
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Table 2 Detailed Costs per Phase for Company A Migration
Internal IT Costs
Analysis Planning Pilot Execution Total Hours Total Cost
Project Manager $6,250 $6,250 $6,250 $6,250 333 $25,000
Mid-level IT
Managers (2)
$10,000 $10,000 $5,000 $5,000 500 $30,000
Exchange Admin $416 $417 $0 $0 17 $833
Total $55,833
External IT Costs
Analysis Planning Pilot Execution Total Hours Total Cost
Project Manager $0 $0 $7291 $7291 83 $14,582
Senior TechnicalArchitect
$0 $0 $26,666 $26,667 267 $53,333
Migration Engineers
(2)
$0 $0 $10,000 $10,000 133 $20,000
Total $87,917
End User Training Costs
Duration Total Cost
Administrators 3 days $3,000
Executives & Assistants 93 hours $11,625
Other Users (Web-based Training) 2 hours $3,000
Total $17,625
Software Costs*
Cost per License Total Cost
Microsoft Exchange Server 2003 $3,974 $15,896
Binary Tree CMT Universal, 5,000 User License $40,000
Total $55,896
Hardware Costs
Quantity Total Cost
Mail Servers 2 $4,000Client Access and Microsoft Outlook Web Access Servers 2 $4,000
SMTP Gateway 1 $2,000
Disk Space 2TB $900
Total $10,900
*Note: Both customers outlined in this document had previously purchased Microsoft Office programs, so the software
pricing includes only Exchange Server licenses and Binary Tree transition tool products.
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Summary
Company As transition from Lotus Notes and Domino is a great example of a very rapid
transition. Although this approach is not usually recommended, Company A wanted to avoid
coexistence, and their unique environment and the high percentage of power users enabled a fast
transition. By preparing well for their migration, Company A demonstrated that a large transition
can be done quickly and smoothly.
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Case Study 2: SteadyCompany B is a large retailer with over 50,000 employees across the United States. Company B
had 10,000 Lotus Notes and Domino users, and they added 40,000 Microsoft Exchange users
through acquisition. This merger was the driving force to transition Lotus Notes users to the
Microsoft platform.
Company Bs users included standard office workers and mobile workers who split their time
between 10 and 20 stores. These groups of users were less technically-savvy and not readily
adaptive to new software products. However, Company Bs IT department knew that all of their
users took e-mail very seriously. Some users were not going to easily accept changes to their e-
mail, and Company Bs mobile Blackberryusers were particularly sensitive to modifications and
service disruptions.
Company Bs acquisition also presented complex environment challenges. The two merging
companies had two network domains of the same name (CORP and RETAIL), which created Active
Directory merging complications. Despite the IT departments recommendation to merge Active
Directory environments first, political pressures prevailed; as a result, the Lotus Notes migration
was scheduled prior to the Active Directory migration.
Migration Phases
Company Bs migration was completed in the following phases:
Planning and design
Testing and pilots
Production deployment
Planning and Design (3 months)
Company Bs IT department led their transition. Microsoft provided some assistance in building
their new Exchange infrastructure, and Binary Tree had one migration engineer onsite full-time for
a year. Because their internal IT groups, including Domino, Exchange, Active Directory,
Networking, Support, and Application Development, needed to work together for a successful
transition, Company B informed them of the transition and let them determine if they should beexcluded. Then, all departments were informed of progress throughout the planning process.
Company Bs complex Active Directory environment, and the decision to migrate e-mail before
effectively merging Active Directory, presented a major challenge. Company B had to plan for a
seamless integration of Exchange and three separate Active Directory forests at the same time.
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To mitigate user reaction to the transition, Company B created a strong, layered communication
plan. They knew that many users would not read every document they received, so Company B
provided information about the migration through e-mail, portals, newsletters, and physical signsat building sites.
Company B associated ancillary servers, such as BlackBerry Enterprise Servers and Audio and
Video/Content servers, with Exchange. Additionally, Company B needed to plan for long-term
coexistence between all Domino and Exchange environments for e-mail and calendaring. To
ensure seamless interoperability between Lotus Notes/Domino users and Exchange users,
Company B implemented CMT for Coexistence from Binary Tree.
To minimize user impact, Company B selected several pilot groups to represent different user
types and prepared for questions and issues from each group. Company B also prepared pilot
users to provide feedback on the process, documentation, and data integrity and to test the
coexistence functionality.
When Company B was choosing migration tools, they considered two factors: migration process
management capabilities and customer support throughout the project. Because Company B
estimated that their migration would last longer than a year, they needed to ensure that they
could access support immediately if they needed it. Company B chose Binary Tree's CMT
Universal (now named CMT for Exchange) because it exceeded their requirements for features
and functions. Additionally, Company Bs previous experiences with Binary Trees support assured
them that any issues would be resolved without disrupting the migration schedule.
Testing and Pilot (2 months)
Using multiple pilot groups for the migration was critical to streamlining the migration process
and mitigating end-user issues. For two months, Company B conducted twelve pilots. They tested
their processes and documentation, and they discovered that 50% of their users did not read their
notifications about preparing for the migration. Company B sent e-mail messages to users that
contained buttons to initiate automated tasks; however, many users did not click the buttons, so
Company B modified the scripts to launch automatically when users opened the e-mail message.
Even then, Company B had to send the e-mail message three times to launch all migration scripts.
During the pilots, Company B tested their High Availability and Disaster Recovery plans when they
would have little to no impact on users. Then, Company B worked with their pilot users to identify
questions and issues and address them proactively.
While a seamless integration was critical for Company B, their environment was extremely
complex and would require several layers of coexistence. As a result, they consulted coexistence
experts to explain their coexistence options and help set user expectations.
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To fully understand the impact of migration, Company B started slowly and gradually ramped up
migrations every night. They expected the help desk to be overwhelmed during the migration
process, so Company B hired temporary workers who understood e-mail systems and migrationsto take help desk calls and help users in the offices.
Production Deployment (1 year)
Company B employed five full-time people for the production deployment phase, and a
migration expert from Binary Tree performed the migrations overnight. According to a Company
B employee, we could not have done it without Binary Tree.
Follow up and Support (ongoing)
Company Bs users required follow up and support throughout the migration process. For
example, several users did not process local data and called the help desk to ask why their e-mailcontacts were not migrated. To handle these cases, Company B established a process for re-
migrating contacts. They also provided additional support to executives and their assistants, as
accessing and processing other peoples e-mail and calendar entries in Outlook is very different
than Lotus Notes.
Detailed Tasks and Roles
Company Bs migration required 13,533 hours over 14 months and involved internal and external
roles. Internal roles included the following, as detailed in Figure 3:
Internal project manager
Technical team lead for Domino administration
Training facilitator
Domino administrator
Exchange IT administrator
Active Directory team lead
Eight Exchange technical administrators
Ten helpdesk support roles
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Figure 3 Hours per Phase by Internal Role, Company B Migration
External roles included the following, as detailed in Figure 4:
Senior technical migration architect
Migration engineer
Senior technical infrastructure architect
Senior migration analyst and planner
0
1000
2000
3000
4000
5000
6000
7000
Production Deployment
Testing and Pilot
Planning and Design
20002333
250 200
817
350
1333
6250
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Figure 4 Hours by Phase per Role, Company B Migration
Costs
The total cost for Company Bs migration was $1,458,088. That amount included costs for internal
and external IT and professional services, training, software, and hardware, as shown in Figure 5.
Figure 5 Migration Costs by Category for Company B Migration
0
200
400
600
800
1000
1200
1400
Senior TechnicalMigration Architect
Migration Engineer Senior TechnicalInfrastructure
Architect
Senior MigrationAnalyst and
Planner
Production Deployment
Testing and Pilot
Planning and Design
Internal IT
External Professional Services
End User Training
Hardware/Infrastructure Costs
Software Costs
1333
1000
100
167
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Table 3 shows a more detailed cost breakdown by phase.
Table 3 Cost by Role for Company B Migration
Internal IT Costs
Planning and
Design
Testing and
Deployment
Production
Deployment
Total Hours Total Cost
Project Manager $12,500 $12,500 $75,000 2,000 $100,000
Technical Team Lead
for Domino
Administration
$38,889 $38,889 $38,889 2,333 $116,667
Training Facilitator $12,500 $0 $0 250 $12,500
Domino
Administrator
$3,333 $3,333 $3,333 200 $10,000
Exchange
Administrator
$13,611 $13,611 $13,611 817 $40,833
Active Directory Team
Lead
$8,750 $5,833 $2,917 350 $17,500
Exchange Technical
Administrators (8)
$6,666 $13,333 $46,668 1,333 $66,667
Help Desk Support
(10)
$0 $80,000 $232,500 6,250 $312,500
Total $676,667
External IT Costs
Planning and
Design
Testing and
Deployment
Production
Deployment
Total Hours Total Cost
Senior Technical
Migration Architect
$72,917 $29,166 $131,250 1,333 $233,333
Migration
Processing and
Troubleshooting
$43,750 $29,167 $102,083 1,000 $175,000
Senior Technical
Infrastructure
Analyst
$9,250 $6,167 $3,083 100 $18,500
Senior Migration
Analyst and Planner
$33,333 $0 $0 167 $33,333
Total $460,167
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End User Training Costs
Duration Total Cost
Administrators 5 days $5,000Developers, Architects, and Power Users 0 hours $0
Executives (Office Visits for 50 Executives) 100 hours $12,500
Administrative Assistants (100) 300 hours $37,500
Other Users (Web-based Training) 2 hours $3,000
Total $58,000
Software Costs*
Cost per License Total Cost
Exchange Server 2003 $3,974 $83,454
Binary Tree CMT for Coexistence, Binary Tree CMT Universal
10,000 User License
$103,965
Total $187,419
Hardware Costs
Quantity Total Cost
Clustered Blades for Mail Servers (with SAN Storage) 17 $68,800
Clustered Client Access Servers 2 $5,000
Outlook Web Access Servers 2 $6,000
BES Servers for Blackberry Gateways 2 $4,000
F5 Data Switches 3 $66,000
Disk space 4.9TBs $30,000
Total $179,800
*Note: Both customers outlined in this document had previously purchased Microsoft Office programs, so the software
pricing includes only Exchange Server licenses and Binary Tree transition tool products.
Summary
Company B estimated that the migration would last between one and two years. However, their
estimate was not based on appropriate planning; to stay on schedule, they incurred additional,
unexpected costs.
Migration of Company Bs applications was outside the scope of this project. However, during
Company Bs migration, many of their Domino applications broke. SMTP is the protocol used to
transfer outbound messages from Notes to Exchange. When applications or users sent embedded
buttons, embedded forms, or any other Notes elements, those elements were stripped out when
they were received by Outlook users. To prevent broken applications, Binary Tree now offers a
component to CMT for Coexistence called Zero Touch Application Remediation (ZApp). This
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optional component allows all mail-enabled applications to function without modification;
however, organizations should always consider the application environment in the planning and
decision phases.
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ConclusionThis white paper outlined two different migration approaches. Company A had the
heterogeneous environment and savvy user base required to pursue a fast transition. With
adequate planning and preparation, Company A was able to literally complete their transition
over a single weekend.
In contrast, Company B had a more complex environment and diverse user base. As a result,
Company B chose a more conservative approach to migration with a period of coexistence.
Company Bs experience with broken applications demonstrates that organizations should always
consider applicationseven when transitioning the messaging platform.
As demonstrated by these case studies, successful migrations require organizations to plan for
the transition appropriately. Additionally, they should analyze and understand their environment,
user capabilities, resource constraints, messaging infrastructure, and application inventory.
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Binary TreeBinary Tree is an industry leader in messaging and collaboration analysis, coexistence, and
migration. Founded in 1993 and headquartered in the New York metropolitan area, Binary Tree
has employees and offices across the United States and business partner representation on every
continent. Binary Tree is a Microsoft Gold Partner, an IBM Premier Partner, and a Google
Enterprise Professional Partner with deep skills in Lotus Notes, Microsoft Exchange Server,
Microsoft Office SharePoint, and Google Apps.
Binary Tree's extensive experience with IBM and Microsoft technologies has made us the go-to
partner for all things Lotus, Exchange, and SharePoint related. From messaging and application
assessments, to complex integration and coexistence, to seamless migration, we have serviced
over 4,000 customers and 10,000,000 users over the last 15 years establishing a stellar track
record for customer satisfaction and solution innovation. Our staff of highly trained, certified, and
knowledgeable field consultants deliver projects on time and on budget continuously exceeding
customer expectations while minimized the business risk and pain associated with large-scale
changes to a corporate messaging and collaboration environment.
Website: www.binarytree.com
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Appendix A: Methodologies Reference
Transition Cost Estimator
The Transition Cost Estimator will help you discover accurate costs associated with transitioning
from a current Lotus environment to a Microsoft environment. It consists of a spreadsheet and
guidance document. The tool will provide information accurate enough for initial evaluation, but
should not be substituted for a complete site assessment when the migration process begins. The
tool covers all transition cost components, and it is very powerful in helping understand the cost
breakdown.
Use the Transition Cost Estimator to collect information about transition costs and to provide a
cost estimate for transitioning from Lotus Notes to Microsoft platform. This information can then
feed the Microsoft Business Value Analyzer to provide more accurate transition costs. The
Transition Cost Estimator can also be used as a standalone tool. The Transition Cost Estimator is
not intended to provide a final cost estimate; instead, it will provide approximate estimates during
the initial transition planning processes.
Application Analysis Envisioning Process
The Application Analysis Envisioning Process (AAEP) for Lotus Domino applications provides you
with a process for identifying, classifying, and measuring the complexity of an enterprises LotusNotes and Domino applications. This new methodology is part of the Notes Transition Framework
(NTF) that describes the end-to-end process of transitioning investments in Lotus Notes and
Domino to a more Microsoft-centric platform. AAEP helps you better understand your current
application environment. The primary goals of this process are to encourage a standard approach
that you can use to define application migration recommendations, more accurately estimate
migration costs and timelines, and thereby reduce obstacles for platform transition.
To download a copy of AAEP, please reference this link on the Microsoft public website:
Application Analysis Envisioning Process
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