Project and Change Project and Change ManagementManagement
Pune February 2012
DimensionsDimensions Nationally important financial institution Permits trading for about 14 hours daily, 6 days a
week About 20,000 traders
Represent about 600,000 investors Large warehousing capacity
About 400 warehouses 3 M tons capacity
Business RequirementsBusiness Requirements
Core systems uptime 99.99% Subsidiary systems uptime 99.5% OpEx budgets controlled with 10% Regulatory changes to be implemented with
zero schedule variance
TechnologyTechnology Open network
Multiple media Multiple service providers 1100 dedicated links+ Internet
About 400 servers/network devices Culture of outsourcing, Multiple service
partners
RisksRisks
HardwareNetworkApplicationsPeople
Risks MitigationRisks Mitigation
Avoidance ReductionSharing Retention
Risk ManagementRisk Management
No single point of failure Main server- Fault tolerant All other servers in HA clusters Storage subsystems All network devices and links in multiples At least two persons on every task
(Primary/Secondary)
ContainmentContainment Formal Change Management process for all
components H/W, N/W, Applications
In house QC Development outsourced
Regression testing Market-wide testing
“mock” trading sessions
Change ManagementChange Management
Plan for development Plan for test Plan for regression test Ensure that ALL paths in deployment are tested
Network Security WAN
Plan for roll back
Datacenter shiftingDatacenter shifting Once in a lifetime project Basic principles remain the same: Plan Components
Plan Fallback plan Abort
Short execution duration Long planning cycle
Issues (1)Issues (1) Time window
Saturday 5.00 PM to Monday 7.00 AM Strategy
Lift and shift Time Build and cutover Costs
Verification with all stake holders External and internal APIs
Issues (2)Issues (2)
Data migration Validation
Network – LAN and WAN IP addresses
Regulatory issues Zero downtime Secondary site
HowHow Strong project management
Contracted project manager Detailed planning
Up to 15 minutes Up to Patch Cable and power cords
Physical logistics Route Weather
Partners integral part of process Detailed checklists
Risks Retained!Risks Retained!
People, people, people Humans get tired Humans have conflicts Humans require nourishment Humans also break down
Murphy is alive and well
Key Activities – NCDEX Key Activities – NCDEX MoveMove
Other Servers
-Application-Others
Devices-Security-Firewall
-Rtr/s & Sw/s
Stratus Server-NSEIT
PurchaseOrders
WAN-MTNL-TATA-MUX
Air Condit-ioning
Vendors &Service Providers
Power-UPS
-Power Panel-DG Set
Rack-Server
-DC Network
SANLAN-Cabling-Switches-Patch Panel
Desktops-Power Points-Data Points
7/03UPS/DG/PowerTested
29/02DatacomLink Tested
11/02ReleaseOf all PurchaseOrders
20/02DatacomCablingCompleted
10/03Clean Data CentreReady
4/02PMO Starts
Timelines – NCDEX MoveTimelines – NCDEX Move
20/03Shifting of Data Centre
15/03Trading Platform Testing
31/03HandoverOf PremiseTo NSE
8/02 SubmitMTNL App Form
11/02Tata TelecomProjectPlan
Success FactorsSuccess Factors
Domain Knowledge of team Fruits of Success Costs of failure
Project Manager Single Objective Could afford to push
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