Transcript Conversion and Cutover, the New Project Backbone

Conversion and Cut-over,
The New Project Backbone
San Antonio
August 16, 2000
Daniel D. Darche
Introduction
Key Concepts
 Traditional Methodology
 Current Directions
 Case Study
 A New Methodology
 Questions

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Key Concept - Cut over

Cut over is the migration of the business from the way
things are done to the way things will be done.
– The management of the change - cut over
– The roll out of the system - implementation
– Rarely an event but a window - needs a plan
New system scope &
release strategy.
Operations
Today
New System
Cut over
Implementation
Operations
Tomorrow
Identify key business events and cycles.
Tip: Map business events to the schedule
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Key Concept - Conversion
 The
migration and manipulation of data from the
legacy system(s) to the destination system
 Conversion encompasses:
–
–
–
the clean up of data in preparation for migration
the manipulation of data migrated from legacy data
model to destination data model
the verification of the migration performed
Tip: Conversion is not programming it is analysis
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Key Concept - Data

Data is the true currency of the information age and
the real key value to the business

Data forms the content of the business, it is an asset.
The application is the process, it is a methodology.

The conversion of data walks a thin line between
maximizing the value of the data through
completeness and making the exercise uneconomical,
technically unfeasible, or the resultant data muddled
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Key Concept - Data
Tip: When considering legacy data; identify data which:
– can be left behind, finding an alternate preservation scheme
– can be migrated economically and meaningfully
– or, is an artifact of the new system
Data that is left behind
(lost or archived)
New data that did not previously
exist in the legacy database
Target
Source
Legacy data being
converted
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Key Concept - Continuity
 The
plan that answers the following type of
questions:
–
–
–
–
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How will the business survive the system?
How will the new system be used?
Can we assure uninterrupted operation?
How will customer service be affected?
Are legacy systems going to be used in future?
Tip: Every aspect of implementation should
consider your people
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Key Concept - Retirement
 The
shut down of legacy systems and the
management of data which is not converted
 Retirement is affected by legal and operational
issues
 Delayed retirement can affect the ROI on a project
by increased operational costs
Tip: Consider retirement early in planning and be
ruthless
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Traditional Methodologies
 Traditionally
there are two types of IS projects with
two delivery methodologies
 Project types:
–
–
Custom: a solution is developed from scratch for the
client
Ready Made: commercial off the shelf (COTS), a
solution is developed using or extending a COTS
product
TIP: I have available a COTS selection checklist
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Traditional Methodologies
 Methodologies:
–
–
Linear: a step by step solution where steps are
completed before the next step is started
Iterative: a cyclical methodology where iterative
executions of steps leads to successive
approximations of the end solution
Tip: Both Iterative and COTS provide project
bracketing, use one or the other, that is,
COTS\Linear or Custom\Iterative
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Traditional Methodologies
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Current Directions

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Industry switch to COTS solutions for choice
methodology
These COTS solutions range from packages with full
functionality, to toolkits
Toolkits:
–
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closer to custom, providing a quick start project
reduces development and implementation risk
conversion challenges similar to custom as the target data
model not fully defined
100% fit of a COTS solution is 100% implementation
project - rare event
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Current Directions

COTS increases the role of Implementation Services:
– Custom:
• 70% Development (Design, Build, Test)
• 30% Implementation
– Toolkit
• 60% Development (Develop, Custom extend, Configure)
• 40% Implementation
– Ready Made (COTS)
• 30% Development (Custom extend, Configure)
• 70% Implementation (Fit and business change issues)
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Current Directions

Sc
op
e
n
io
rs
ve
on
C
El
ec
tro
n
Sy ic D
st
em eliv
er
y
C
on
tin
ui
ty
Data

ion
olut
SS
COT
y
lit
na
tio
nc
Fu
Bus
ine
Ree ss Proc
gine
e
erin ss
g
Feature Based
Solution
n
ive
r
D
y n
g
lo io
no olut
h
c S
Te

Projects are becoming data centric
Regardless of the solution
methodology, the key to the business
is the data
Once the solution methodology is
determined, the methodology and
data combine to influence:
– the scope of the project
– the functionality of the solution
– the conversion\cut over management
–
necessary
the continuity issues to the business
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Current Directions
Project
Cut over management is becoming
a central consideration to projects
 Users, clients, the technology
(application and hardware), and
the data must all be considered in
the transition
 Business cycles and events are an
essential consideration when
planning a project

nt
U
lie
se
r
C
People
Conversion
Cut Over
gy
lo
D
at
a
no
ch
Te
Product
Tip: Create a plan to minimize the negative
effect of this core consideration
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Current Directions - Success
Metrics
 The
application’s suitability to problem
 Data preservation and migration
 Limited operational impact of cut over supporting
business process & decisions
 Increased operational efficiency
 The ability to mine data for information
(warehousing)
Tip: Focus is shifting to data preservation and
operational survivability
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Case Study - Description
 British
Columbia’s Ministry of Finance’s CTB21
project to integrate the provincial consumption tax
systems
 52
legacy systems on legacy technologies,
operating for 20 years, to be migrated into one
consolidated tax system
 The
resultant system would incorporate a
connection to provincial financials and Web
taxpayer submission
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Case Study – Project
Considerations
Project size a function of functionality (pipeline) and
business (tax types) not budget
 Time pressures:
– Year 2000
– Project end date
 An inordinate number of legacy systems to be
consolidated.
 Very large volume of historical data existed, and the
business would accept no loss
 Mandated continuity of business
 Significant user base (300+)
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Case Study - Technology
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Client-Server - Windows NT, MTS, Oracle, and UNIX.
Custom build using configurable COTS toolkit -GenTax®
– quick start, lower project risk
COTS toolkit was component based:
– allowed phased roll out
– allowed use of components in conversion development
Tip: COTS solutions can reduce risk and effort but be
prepared for changes to requirements
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Case Study - Before

The organization was significantly systemized prior to this
project
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Very large volume of legacy data existed (20 years, millions
of returns, etc)
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The systems were on a variety of platforms, using various
technologies, and tracking a variety of data
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Data was often in two places and was frequently
contradictory
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Case Study - Implementation
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First implementations were Y2K sensitive systems
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Full functionality was rolled out by tax type,
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Business was historically organized by function
Conversion was developed concurrently and implemented
at the same time as roll out (sometimes partially)
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Case Study - Lesson Learned
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No data model
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Retirement missed as a deliverable
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piece of work that was added to the project
revealed some problems in the roll out schedule
Roll out of application driven by product development
–
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the absence of a data model caused a duplication of effort
roll out should have been in context of data migration and
business continuity
Legacy data is often contradictory
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Case Study - Lesson Learned
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Application not rigidly specified
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made inter-stream communication difficult and caused rewrites on
the concurrent conversion development
‘Silver Bullet’
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never underestimate the effort that is involved in making a COTS
solution fit (function of maturity)
users must understand that the solution is an evolution of
requirements.
Assessment: conversion and cut over was successful
but was more painful than necessary
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Case Study - Tips

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 Don’t
proceed without specifications and a
data model, it will cost more in the end
 Don’t
underestimate the work involved in a
package solution, there is either work in
‘fitting’ the package or ‘fitting’ the business
 Consider
the business cycles and events
when planning and executing the project, a
solid understanding is required
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A New Methodology

Current directions are influencing traditional
methodologies
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A new methodology is emerging which sandwiches
traditional linear or iterative methodologies between
conversion and cut over streams
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The following is a diagrammatic presentation of the
linear method
Tip: an iterative version is also available
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A New Methodology
Data\Business Centric Development Model
Analysis
Focus
Conversion
Dry Run
Analysis of Existing
Analysis of To Be
Technical Design
Development
EXECUTION
Business QA
Fit
ERD
Old Data
Information
Design - Requirements
Business
Objects
Data Model
Design Specifications
Development
Focus
Test Data
Production
Data and
Roll-out
Anchor
Development
- Determine standards
- Identify resources (developers)
Requirements
and Fit of
COTS
Testing
Quality
Assurance\
Implementation
Services
Focus
As Is
Hidden Rules
Development
Order and
Plan
Implementation
Results
Analysis of To Be
- determine deliverables
Analysis of Old Business Systems
Post
Implementation
Plan
Rollout
Plan
Rollout Impact Study
Plan Refinement and User Management
Client Buy In
Ÿ
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Continuity Plan
Retirement
Legal issues
Verification
Wind Dow n
Legacy Access
Cut Over
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A New Methodology - Steps
(Conversion)
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The Analysis of Existing
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Analysis of the existing systems and processes
Verifies the ‘Fit’ of the system requirements to the COTS solution
Provides input into the Design Specifications
Analysis of the To Be
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Using the specifications of the system determine the target
schema
Analysis of Existing
Fit
ERD
Analysis of To Be
Old Data
Information Data
Model
Design - Requirements
Design - Specifications
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A New Methodology - Steps
(Conversion)
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The Technical Design
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Design the translation of the data, mapping
Utilize the system’s components to affect the translation,
conversion application
Determine the scope of the translation, data migrated and
retirement
Development
Technical Design
Development
Business
Objects
Development
- Determine standards
- Identify resources (developers)
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A New Methodology - Steps
(Conversion)
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Dry Runs & Business QA
– Proves the conversion is feasible and correct
– Provides real data to the system development and testing
– Allows the users verification time, as there is usually no verification
time during execution
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Execution (can be time consuming)
Tip: Post-conversion clean up is a fact of life!
Dry Run
EXECUTION
Business QA
Test Data
Testing
Production Data and Rollout Anchor
Implementation
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A New Methodology Deliverables (Conversion)
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Legacy ERD and Data Model
Translation design and documentation
Dry run test data delivery to development
Legacy system retirement inventory
Production data and the Roll Out anchor
Tip: Provide translation design for cross stream review
early
Tip: Converted data is useful for User Integrated Testing
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A New Methodology - Steps
(Cut over)
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Analysis of Old Business Systems
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Allows the creation of new system requirements
Provides the basis for a fit analysis of the COTS solution
Provides as-is hidden rules for the system specifications,
quick start for analysis
Design - Requirements
Design - Specifications
Requirements
and Fit of
COTS
As Is
Hidden Rules
Analysis of Old Business Systems
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A New Methodology - Steps
(Cut over)
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Analysis of To Be
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Determine the deliverables coming from the new system
Determine the business cycles and events that will be in effect
Create a development order and plan sensitive to the users and
event of the business
Conduct an analysis of the effect of the system to be
implemented on the business
Plan Refinement and User Expectation Management
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Constantly refine the plan to minimize cut over effect on the
Development
users and clients
- Determine standards
- Identify resources (developers)
Development Order
and Plan
Rollout Impact
Study
Analysis of To Be
- determine deliverables
Plan Refinement and User Management
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A New Methodology - Steps
(Cut over)
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Client Buy In
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Testing results verify the product is working
A roll out plan verifies the implementation is possible and maps
how implementation will be achieved
Post implementation planning
Testing
Implementation
Rollout
Results Plan
Client Buy In
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Post Implementation
Plan
Continuity Plan
Retirement
Legal issues
Verification
Wind Down
Legacy Access
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A New Methodology Deliverables (Cut Over)
 Roll
Out Impact Study
 Roll Out Plan
 Post Implementation Plan (includes):
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Continuity Plan
System Retirement Plan (considering both legal and
access issues)
Tip: A continuity plan should consider wind up of new
system, wind down of legacy systems, business
operations, and the system’s clients
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Sierra Systems

Experience with new
technologies, new business
models, the industrial-strength
methods, and the “heavy lifting”
associated with the back-office
processing systems that keep
your business running smoothly

We’ve been doing this for over
30 years, and we have the track
record of successful on time, on
budget projects and delighted
clients to prove it
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Questions
 Your
questions are welcome as time permits
 I have the materials alluded to available, please
chase me down after this presentation
 I will be available after this presentation for any
further clarification or information:
–
–
in person today,
by email [email protected]
THANK YOU
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