Finding the Balance: Centralized and Distributed IT Models Case Study: Princeton University IMAP and Exchange Mail Services Dan Oberst CSG
IMAP Mail Services Situation circa 1996: IBM Mainframe Mail (PUCC/RIC ) Unix-based: Terminal (ucb mail/pine/elm/mush) POP Service (Eudora) Novell-based Pegasus Mail Departmental and Personal Mail Servers: Unix - POP/ucb mail NeXTs, Macs, etc. Central support service for sendmail configs
IMAP 1997 Testing, IMAP/LDAP implementation 1998 July 14 th Production rollout IMAP-enabled the campus Huge data integration & implementation issues Lesson: Avoid Bastille Day! Ultimate Success 1999 Pegasus, IBM Mail phased out End of sendmail config support Departments encouraged to use central service
Move to Central IMAP Uphill struggle: as O 2 (prolonged outages not healthy) Software issues delayed server upgrade Ultimate success: Features worth it (attachments, lookups) Ongoing communications efforts essential SPAM blacklist, disasters brought in holdouts Dept. conversions STILL happening Electrical Engineering Molecular Biology - ?2004 CS – Never?
Central IMAP Success “No longer interesting” to depts. Software matures Economies of scale: Servers Redundant/failover Lower support/user costs Software updates: Virus/SPAM filtering Staffing depth Vendor support
Central Exchange Service There go my people. I must follow them, for I am their leader. -- M. Ghandi In August 2001, 5 departments request that OIT run a centralized Exchange Server Windows 2000 conversion was being planned Combined W2K/AD/Exchange Project launched OIT agreed to fund initial hardware Funding model to recover staff costs “Value Added $7.50/mailbox/month Ongoing hardware covered through migration
Exchange HUGE success: OIT gained credibility Broader support for W2K/AD conversion Few domains, separate forests (e.g. CS) Fees seen as reasonable Users get integrated calendar features Support costs are higher than IMAP Current usage ~700 mailboxes Hired Exchange admin (staff are happy) New services (e.g. Issues – outages; MS Support costs
Exchange WIN-WIN Departments didn’t want to roll their own OIT didn’t want to have to bail them out Funding model was viewed as equitable Hard to justify with central IT dollars Depts. covered marginal cost of service Overall cost to university was less Depts. perceive improved productivity Central IT viewed as supportive and flexible