Consolidating ICT blueprint

for both MPB & NSTP

1
Consolidating ICT blueprint for
both MPB & NSTP
MEDIA PRIMA NSTP

• ICT People • ICT People

• ICT Infrastructure • ICT Infrastructure
• Applications • Applications
• ICT Governance •ICT Governance

2
Consolidating ICT blueprint for
both MPB & NSTP

•ICT People
•ICT Infrastructure
•Applications
•ICT Governance

3
4
 Future State ICT Environment: People
CIO
•Provide leadership, policies/guideline/SLA Admin & Secretarial
•Overlook staff training & development needs
•Support CIO functions
•Handle dept admin matters

Planning Govern. & Service Mgt Application/Software Management Support and Operation
•Define strategic directions for IT & •Management and development of •Management of network, hardware
manage IT services and governance software and application systems and IT security

Govern. & Svc Mgt Planning and R&D
• IT Policy & guidelines •R&D on new tech
• QA, SLA, Compliance •IT related training
• Proj, Change, Vendor, • DRP
& Procurement Mgt • Relationship mgt
Support Systems
Network & Comm. Helpdesk / Support Security/Multimed.
•Manage network, arch •1st level support •Manage IT security
•Manage email, internet •Hardware •Manage multimedia
•Backup & recovery •OA s/ware, Ent. portals systems
•Manage DRP site •Desktop computing •Identity management
Core Systems

Database /Mktg Admin Systems Advertising , Edit Pre-press/circ/log MPB Core Apps
•Database support •Human Resources
•Advertising* •Pre-press
•Datawarehouse/BI •Finance •…..
•Editorial •Circulation
•CRM, KM, Risk Mgt •Inventory
•NIB* •Logistic
• Edu. Syst & e-learning •Procurement

Legends * Core Applications which can be shared

 Consolidating ICT blueprint for
both MPB & NSTP

• ICT People
•Planning, Governance and Service Management
•Support and Operation
•Network and Communication
•Help Desk Support
•DC & DRP
•Application/Software Management
•Support & Core system

6
Consolidating ICT blueprint for
both MPB & NSTP

•ICT Infrastructure
•Consolidation of Data Centres
•Deploy Enterprise System Management
Tool/Network Management System
•Physical & Logical IT Security

7
Consolidating ICT blueprint for
both MPB & NSTP

•Applications
•Support
•Data Warehouse and BI System
•Integrated Financial Management System
•Integrated Advertising System
•Integrated Human Resource Management
System
•Core
•TERA(Editorial)
•Pre Press
•Circulation
•Logistic

8
Consolidating ICT blueprint for
both MPB & NSTP

•ICT Governance
•ICT governance framework
•Policies and Procedures

9
 Impact
• ICT People
• Help Desk
• Extended support hours to the entire group
• Minimise unanswered call
• Optimisation of resources
• Reduce operation cost
• Better response time
• ICT Infrastructure
• Optimisation of resources
• Cost efficiency

10
 Impact
• Planning Governance & Service Management
• Comprehensive ICT policies and Procedures for the
group
• Better ICT services delivery and monitoring
• Effective ICT steering committee
• Standardization of the ICT Project Management,
Framework, guideline and practices
• Proper ICT Vendor Management
• Consolidation of Data Centre
• DC – enhance physical security such as CCTV,
Security Door( Biometric) and fire rated partition and
tampered glass

11
 Potential Issues

• May require additional resources from outside

• Movement of people and equipments

12
Group B

13
Centralised procurement 

of Adobe and Microsoft

software
 Current licenses

Microsoft Office
• MS Office 2000, 100 users
• MS Office 2003, 200 users
• MS Office 2007, 100 users

Purchase of licenses for earlier version done using MS

Select
 Current licenses

Adobe Indesign
• Indesign CS3, Win (54) Mac (45)
• Indesign CS4, Win (5) Mac (4)
• Indesign CS5, Win (7) Mac (6)
Indesign CS license was purchased under MPB Adobe
Cumulative Licensing Program (CLP).
 Recommendations

• Adobe - No change. The Group is already under

Adobe Cumulative Licensing Program (CLP). 
• Open Office for non power users of Microsoft
Office to reduce cost.
• Standardisation of versions for Microsoft Office
(Volume Licensing Pack to be at Media Prima for
economy of scale)
Common IT Call Centre

Help Desk
 Existing NSTP Strength

• Coverage 24 x 7 
• Balai Berita and branch offices 
• 22 experienced support staff that includes:
o 4 Engineers
o 17 Support Executives
 Area of coverage

• User workstation (OS related, Hardware)

• Network infrastructure
• Servers (OS, hardware, maintenance and
utilities)
• Editorial applications
• Press-Press application
• Advertising application
• Internet related application (email, proxies,
security, Antivirus, malware)
 Recommendations

• Complement support coverage of MPB and visa versa

• Shared services
o consolidation of call centre
o call centre solutions and infrastructure
o human resources
• VOIP implementation to reduce call charges
• Standard Service Level Agreement (SLA)
 Impact

• Extended support hours to the entire Group

• Minimise unanswered calls from absence of support people
• Optimisation of resources
• Reduce operational cost
• Better response time
 Issues

• Existing call centre is unable to accommodate increase in

scope of work (insufficient work space) 
• Re-training (if there is a change in the solutions - software
and hardware)
Rationalize ISP Infrastructure
 Existing NSTP setup

• HQ, 4 Regional Printing Plant (RPP) and 2 branches

connected via TM Metro-e
o 20 mbps (Bangsar)
o 8 mbps (Shah Alam)
o 4 mbps (Ajil, Prai, Senai, Penang and JB)
• 16 branches connected via 2mbps VPN (TM Streamyx
SDSL)  
• Co-location at Jaring IDC (3 load balancers, 28 public
web servers, 1 DNS server  )
• Dedicated leased lines (TM 6 mbps, Time 10 mbps,
Jaring 512 kbps)
 Recommendations

• Consolidation of data centres

o sharing of network infra
o sharing of support resources
• Connectivity between NSTP and MPB 
• Common infrastructure at branches
• Renegotiate better rates from Telcos 
• Use of co-location at ISP IDC (where feasible) 
 Impact

• Cost efficiency due to consolidation

o communications line
o hardware (router, switches)
• Optimisation of  resources
o human
o system 
o software
o hardware
• Virtually connect both NSTP and MPB
 
 
 
 Issues

• Cost consideration
• Tech transfer and retraining
Standardisation of Group
Messaging System
Microsoft Exchange 2010 or Lotus Notes
 Current NSTP configuration

• Lotus Domino 8.5

• Email + scheduling + instant messaging
• Annual Maintenance cost RM 70K
• Existing user license covers 2053 web clients, 50 Notes
clients
• Additional RM190 per user
 Recommendation

• Adopt single directory services for the Group email

• Deploy common collaboration solution(People Connect,
Google apps, Lotus Live)
• Evaluate potential use of cloud computing  or open source
solutions
 Impact

• Cost efficiency due to economy of scale

• Less people to support due to standardisation (same
technology and skills set)
• Ease of technology integration
 
 Issues

• Retraining to enable change 

• Cost (if operating from different location)
o communications line / network infrastructure
o investment for the solutions (licensing, hardware)
o on-site manpower
Standardisation of Office
Productivity Software
MS Office / Open Office
 Current NSTP usage

• Grouping of users to two:

o Back office users (Power users)
o Editorial users (non-power users)
• MS Office 2003 for most Back office users (Finance,
Circulation, ADV)
• Open Office for others (editorial, some back office
users)
 Recommendations

• Encourage Group to look at Open Office for non-power

users
• Standardization of formats - pdf for non editable
documents; .doc .xls .ppt for other editable documents
• Explore Open Office features compared to MS Office 
 
NSTP embarked on using Open Office for 700 editorial users and
saved about RM 1.2 million in license charges
 Impact

• Segregation of Office Suites would help cut cost

 Issues

• Retraining 
Group C

39
Business Intelligence & Data
Warehousing

Applications
• Business Intelligence & Data Warehousing

• Human Resource System

• Financial System
 Recommendations
• BI and Data Warehousing;
• Define requirements of MPB and NSTP
• Prepare RFP and call for proposal
• Evaluate and determine common solutions

• Business applications
• Consolidate HRMS to common servers
• Evaluate financial management system (soon ?)
• Review potential use of other common systems
– Advertising
– Editorial
– Archival
• Review maintenance contracts of common system
 Impact

• Save on maintenance cost and supports

• Faster consolidation of group accounts

• Ease management of human capital

• Allow sharing of business intelligence

• Enable business process improvement

 Potential Issues

• Buy-in by all affected parties

• More customization of application software to cater for

diverse requirements
Common Applications, Data Warehouse and
Business Intelligence Application

1.Human Resource
2.Financial Management
3.Advertising
4.Editorial
5.Archival (NIB)
6.Business Intelligence
 Common Applications, Data Warehouse and
Business Intelligence Application
Application System Software Database Description

1. Human Resource HCMSUnified, ESS, & MS SQL 2005 • HCMSUnified - Employee Profile,
PaywinUnified Leave, Claim, Loan & Benefit,
Recruitment & Manpower Planning,
Training & Career Planning, etc
• ESS - E-Profile, E-Leave, E-Claim,
E-Appraisal, E-Training
2. Financial Management Oracle E-Business Suite Oracle 11g • Oracle Financials (General Ledger,
F.Assets, Cash Management,
Payables, Receivables, Purchasing,
Inventory)
• Oracle Self Service (iExpense,
iReceivables, iProcument)
3. Advertising Atex - Enterprise Oracle 10g • Advertisement Booking, Billing,
Contract management, Copy
Tracking, Pagination, Competitor
Monitoring, Classified Ad Online
booking
4. Editorial TERA GN 3 MS SQL 2000 • Content Management
 Common Applications, Data Warehouse and
Business Intelligence Application
Application System Software Database Description

5. Archival News & Image Bank Oracle 10g • Text Archive, Pages Archive, Images
(NIB) Archive

6. Business Intelligence • To prepare request for proposal (RFP)

Thanks
Sekian

48
49
50