Bank of New York Mellon
Data Centre Special Assignment of the Year 2013
Collaborating with BNY Mellon, PTS embarked on an aggressive 18-month initiative to ensure the delivery of: -
17 Flawless migration events of 200 business applications, on time and on budget without disruption to the business
A new Data Centre environment to allow BNY Mellon to deliver the highest level of service to its customers
Reduction of risk within the Data Centre portfolio
A successful blueprint to use for subsequent Data Centre migrations
At the 2013 DatacentreDynamics EMEA Awards Ceremony, the project won 'Data Centre Special Assignment team of the Year.
“PTS Consulting Group was instrumental in the successful completion of BNY Mellon’s EMA Data Centre transformation programme. PTS maintained an excellent level of communication with our business throughout the programme to ensure that all operations and work streams were aligned with our overall programme objectives.
The eighteen months that we allocated for the project was very ambitious, but with help from the pts team, we achieved our targets and now have a state of the art data centre environment, fully aligning technology with our future business needs. We needed the ‘a-team’ for this project and, with PTS, we got it. Winning the ‘Data Centre special assignment of the year’ award is a fitting testament to this remarkable team effort..”
Trevor Green | Data Centre Programme Manager, Bank of New York Mellon
Data Centre Migration Strategy & Plan
An assessment of the existing applications and IT support infrastructure helped to define the most appropriate strategy to transition the new Data Centre.
A two-pronged information gathering exercise – top‐down and bottom‐up – allowed the team to understand the hardware, infrastructure, operating systems, applications, services, interdependencies and business ownership. Detailed planning meetings were arranged with the individual application stakeholders, support teams and business partners. This resulted in a comprehensive analysis of the business’s current hardware and application environment, providing an overarching view of the IT Landscape from which to develop a migration plan.
PTS defined high-level migration options for the transition of these application components and analysed the migration options for each application and business area according to their associated impacts on Time, Quality and Risk elements. The migration options were communicated and agreed with business partners through further refinement, identifying and highlighting any risks requiring mitigation associated with each option.
Equipped with the detailed information gathered during the planning phase and through further consultation with impacted business partners and applications owners the team developed an ambitious Migration Strategy that looked to facilitate an approach which presented minimal risk and impact to the business. This resulted in the creation of migration event groups which logically grouped application interdependencies and relationships. A migration plan and strategy was agreed with impacted business partners and technology teams that would form the foundation of the migration execution stage.
Migration Event Planning and Execution
Structured around the key disciplines of technical migration, strategy and planning, the team communicated with business partners throughout the implementation stage of the physical build out.
A governance model with a centralised Project Management Office oversaw communication, measurement and management reporting, and progress tracking across workstreams. This approach allowed the migration team to consistently interface and engage with business partners when making and implementing recommendations. Stakeholders then had a better understanding of the activities which needed to be undertaken and could provide feed-back to encourage buy-in from the organisations as a whole.
Implementation involved 17 migration events, each with a unique migration team comprising a cross section of the overall programme team, including a migration manager, technical teams, business testers and a governance manager. Each event consisted of a four-week iterative, collaborative cycle with business partners and hosting workshops to agree on the steps for the next execution. An agile methodology was adopted using daily team scrums to track the progress of the concurrent migration events.
A Run Book was produced for each migration and used as a management tool to coordinate the resources and activities. The migration event execution was choreographed through a command centre, a centralised point of control from which the migration management team could operate, and through which all involved parties could communicate, allowing for a rapid response for incident management and control.