SKELTA DOCUMENT AND RECORDS MANAGEMENT SOLUTIONS

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SKELTA DOCUMENT AND RECORDS MANAGEMENT SOLUTIONS
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COMPANY DETAILS

• Morse PLC is UK's leading supplier of secure
  information management solutions and business
  consultancy services for good governance and
  compliance

Name Morse PLC Place Leeds,
UK Industry Document and Records
Management Solutions
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PROBLEM STATEMENT

• Morse provides a suite of software products and
  services for documents and electronic record
  management.
• As a part of its suite of Content Management
  Services, the company also provides an
  out-of-the-box content management solution to
  help users produce, maintain and control complex
  websites.
• The Company's product management cycle was six
  months and they released a new version every six
  months with actual development time being three
  months.
• The Company needed to build workflow
  functionality into the product in the next
  version in the short span of three months.

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PRIMARY REQUIREMENTS

• Morse identified the following as essential
  criteria for the proposed solution
• Implementation time
• Allow implementation of the workflow feature
  set required within three months of coding time
  with the resources allocated to this feature
• Customizability
• Allow extensive customization by technical
  resources within the company at minimal costs and
  time
• Seamless integration
• Provide for a seamless, invisible integration
  with the existing product

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SECONDARY REQUIREMENTS

• Morse identified the following as features that
  it would like the proposed solution to have.
• Technology
• A preference for the solution to be built on
  Microsoft .NET technology since the Company's
  products were built on the same platform
• Integration
• Integration with other Microsoft solutions such
  as InfoPath and SharePoint

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MORSE BACKGROUND

• Morse is a leader in the document and electronic
  record management solutions business in the
  United Kingdom. The Company provided both
  technical consultancy services and off-the-shelf
  products.
• The Company's product is being used extensively
  by public sector and government organizations
  that traditionally need to publish vast amount of
  information on their website.
• The Company makes continual efforts at product
  improvements and releases a new version every six
  months.

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MORSE BACKGROUND

• Although the standard features in the product met
  most of the customer's core requirements, the
  Company also delivered extended functionality
  requests by customization.
• The source of most customization requests lay in
  the variations in business processes followed by
  each client. The Product Managers increasingly
  felt the need for building workflows into the
  product to increase the power of the application
  and offer more flexibility to end-users. Workflow
  automation was therefore given top priority in
  the roadmap for the next version.

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THE PROBLEMS

• Morse had a half-yearly release cycle. The actual
  time for coding was a maximum of two months.
  Besides workflow automation, the roadmap also had
  a few other high-priority items that had to be
  included in that version.
• The company operated on a total staff strength of
  about fifty but this included all divisions.
• The Product Managers drew up an initial list of
  requirements for workflow automation. The time
  estimate for implementing, testing and
  documenting this set of functionality came to
  four man-years. The company's technical team did
  not have enough technical staff to build the
  requirements in three or four months.

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THE PROBLEMS

• Initially, the Product Managers pared the
  workflow functionality list to the bare minimum.
  A month went by in development of these features.
  
• But the Product Managers were none too happy with
  the resultant prototype. The workflow features
  were basic, even primitive. They were also rigid
  and couldn't be easily customized by end users.
• The Company's customer base consisted of large
  organizations, especially those from the public
  sector. They would expect more sophisticated
  features.

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THE SOLUTION

• Considering the time and resource crunch, the
  Product Managers decided that it was more
  sensible to purchase a workflow component or
  plug-in that was already available. The Company
  opted for Skelta Workflow .NET Developer Edition.
• Skelta Workflow .NET was a perfect fit. Skelta
  provided a completely embeddable workflow engine
  that they could quickly integrate into their
  application.
• It's framework offered wide scope for
  customization. Most importantly, it could mesh
  invisibly into the existing application without
  standing out as a third-party component.
• The ROI was significantly augmented by Skelta's
  affordable pricing..

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KEY DECISION FACTORS

• Morse chose Skelta Workflow .NET Developer
  Edition. The key factors
• influencing this decision were
• Skelta's embeddable engine that allows for rapid
  integration with any software application or
  product
• Skelta's SDK and technical design that allow
  extensive customization
• Skelta's seamless integration with customizable
  HTML templates that completely hide the use of
  Skelta as a third party component
• F e a t u r e s t h a t a l l o w e n d - u s
  e r customizations of embedded workflows

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THE EXECUTION

• Morse deployed three resources for integrating
  Skelta with their product.
• Customization was required to a certain extent to
  cater to specific areas of
• integration. The time taken to understand the
  technical documentation, add custom code and to
  integrate was three weeks a total of nine man
  weeks. Skelta provided email, chat and online
  support during the implementation.
• Morse had achieved in nine weeks what would
  otherwise have taken four man years a net
  savings in time of forty-six man months.

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THE RESULT (ROI)

• Morses savings in terms of development time was
  41 man months.
• The ROI considering the company's average pay for
  a development engineer, worked out to 850, or
  8.5 times their investment in Skelta and the
  costs of implementation.

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SKELTA
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