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project management case study overview

Project: Project Piper

Author: Ian Macpherson, Project Director

Page 2Project Review

customer profile

> Founded in 1971

> Acquired in 1999 by *******

> Leading specialist Financial Services and Investment Bank

> customer business includes equity research, specialist sales to

institutional investors, sales trading, and a variety of capital raising

and capital management services.

> Key markets are in banking and insurance organisations

> Offices in London, Tokyo, Hong Kong, New York, Boston &

Hartford

> Merger with ******* in Sep 07

Page 3Project Review

project business drivers

> early 2006: management buyout from parent company - ********

> legal separation in June 2006

> $USD1m for each month that they maintained inter-company

agreement

> parallel charges for lease agreements on new & old office premises

Swiss Re Tower, London

View from client offices, Manhattan

Page 4Project Review

how PM supported the business drivers

> focus on risk and issue management

> established consistent project office to manage end to end from

initial engagement through to design and final implementation

> close management of resource utilisation

> established executive level interface between the customer &

Orange

Page 5Project Review

critical success factors

> Minimal impact to the client business & trading systems

> Transition of UK and Asia by end of 2006 (8 months)

> Transition of New York in January 2007

> Minimal use of parent company resource / infrastructure services

Page 6Project Review

project overview

> Design, procure, stage and install the technology infrastructure to

support the clients global operation

> 12 workstreams, split by deliverable

> Network connections into 12 locations (8 x customer)

> Partnership with Avaya, Etrali and Pasporte & Level3 (via FT)

> All the client would add to their new IT infrastructure was their data

Page 7Project Review

key challenge

To deliver on target, we had to parallel task the deployment along side the low

level design work.

> Activity forecasting - was a complex activity. We introduced a 5 stage

model for progress measurement to simplify this.

> Technical issues – where design assumptions proved incorrect, we would

make recommendations in the form of an impact assessment covering the

solution, the time scales and any associated cost / resource considerations.

> Resource planning – we engaged the team full time on the deployment and

tracked utilisation via weekly project timesheets, signed off by the client.

We provided regular forecasts on actual versus forecasted effort.

Page 8Project Review

responsibilities

> client

- manage interface into their business via the IT Programme team

- sign-off design and FSA compliance

- software and applications

- building infrastructure – electrical / cabling / Hvac

- market data feeds – Reuters, Bloomberg, Pershing etc.

> Orange

- infrastructure design and sign-off of all 3rd party technical activities

- interface with the clients contracted suppliers

- global logistics and installation activities.

- development of managed service wrap / SLAs etc

Page 9Project Review

work breakdown structure (1/2)

3rd PartiesOrangeFPK

Project Piper (1/2)

Applications

RB - USTP

RB - ETP

E-Expense

MS GP Dynamics

Factset

FIX

Selectica

Internet / Intranet

Audio Visual BCP Data Centre Trading LAN

LEVEL

3

LAN

WLAN

MAN

L2

L1

Wave Hoot

Video Conf

Audio Conf Voice Recording

Voice

Dealer Board

Desktop PC

Voice Dial Plans

Transition Plan

Systems

LAN

PSTN - DDI

Dial Plan

Dealer Voice (Sys)

Voice Recording

Dealer Board

Market Data Feed

Cabling

Build

HVAC

User Patching

Design

Hosting

Page 10Project Review

work breakdown structure (2/2)

Orange

Active Directory

AV (Desktop)

AV (Email)

Servers

Desktop

Laptops

DHCP/DNS

Printers/P-Servers

Secure My Device

SAN

S/W Dist & Inventory

Data Migration

Software & LicencesFPK

Project Piper (2/2)

Messaging Mobility Security/Monitor Systems Telecoms WAN

LEVEL

3

Blackberry

BES

Remote Access

IPSec

Managed Auth

xDSL

WiFi Hotspot

Firewalls

IPS

RADIUS

NMS

WebVision

Proxy

Content filtering

IPT PSTN - DDI

Voice Blast

Voice Recording

IPT

Blast Voice Mail

Extension Mobility

Soft Phone

Fax

SMS

Unified Messaging

Intranet

Internet

Swiss Re Gateway

L1

L2

Anti-Spam

Email

Notes => Exchange

Instant Messaging

Archiving

Compliance

Page 11Project Review

project team structure

-

Executive Project Sponsor – Andrew McFadzen

Project Director – Ian MacphersonProject Management

Technical Design Authority – Andy ShuttlewoodSolution Design

Commercial & Finance

Account Director – Paul Warren / Commercial Management – Andrew Calderbank

Workstream LANWANTelecomsDealer Board / Voice Recording

SecurityEmailDesktop / Systems

Audio Visual

Niall Macleod

Bob Darby (DAR)Mike Severn (deputy)

Phil Lucas Farouq Taj Bogdan Dragus

Simon JonesConsultant

Keith Hayes (Etrali – UK)Steve Epstein (Etrali – US)

Orange – Andy GoffAvaya – Peter Evans

Orange – Adrian SteeleAlan Philipps

Workstream PM

Paul Reeves

Bob Darby / Mike Severn Avaya – Stuart Finlay Mohamed Khattab

Simon Jones

Technical Deployment

ITSOJ Summers / D Frankland

Osama Ismaeel

Caroline QuirkeOrder Preparation

Jessica Snapes – Logistics & Field Scheduling, inventroy managementProject Coordination

Simon Jones

Patrick D’Souza – Operational support, help desk & process InterlocksService Management

Page 12Project Review

project governance

> weekly face to face management review

> weekly whole project team meetings

> Risk management plan

> shared action register with priorities and owners

> Regular executive team briefings

> Clear roles and responsibilities for each workstream

> resource tracking & weekly timesheets

regular high-level

reporting

Page 13Project Review

project management methodology

> Customised methodology utilising strengths of both Orange & the

clients tools and processes

> Primary attention to risks and issues impacting the critical path

> Scope management via a strict change control process

> Central document library with version control

> Formalised reviews against the business case at key milestones

Action register

RACI chart

Page 14Project Review

Progress tracking

FPK, Project Piper - Delivery Schedule

Site Name Delivered Configured Operational Integrated Transition25 Copthall Ave 01-Dec 05-Dec 06-Dec 09-Dec 09-Dec30 St. Mary Axe 13-Nov 20-Nov 01-Dec 09-Dec 09-DecICM Wapping 04-Dec 05-Dec 06-Dec 08-Dec 09-DecArchway House 27-Nov 05-Dec 08-Dec 15-Dec 09-DecHong Kong 02-Dec 05-Dec 07-Dec 09-Dec 09-DecTokyo 01-Dec 05-Dec 06-Dec 08-Dec 08-Dec85 10th Avenue 20-Dec 10-Jan 10-Jan 13-Jan 15-Jan420 5th Avenue 03-Jan 06-Jan 08-Jan 14-Jan 15-Jan111 8th Avenue 05-Dec 11-Dec 07-Jan 22-Dec 08-DecSwiss Re New York 21-Dec 28-Dec 01-Jan 13-Jan 15-JanHartford 07-Jan 10-Jan 12-Jan 14-Jan 15-JanBoston 07-Feb 09-Feb 11-Feb 15-Feb 15-Feb

OVERALL SUMMARY

Detailed status rolled up into

overall summary

> we tracked 5 key stages for each workstream at all sites

Page 15Project Review

change control

> critical element of the project as services were ordered against the

high level design

> we introduced a central change library & weekly change control

meetings

> 39 change controls logged

> changes tracked from order creation though to final deployment

Change Register

Change Request Library

Page 16Project Review

risk management

> Orange ‘owned’ the project risk register and reviewed jointly with

the client on a weekly basis. Always the objective was to develop

mitigation and contingency plans.

> at key milestones we conducted formal project reviews

encompassing risk assessment and executive briefings

> our risk register interfaced with the clients overall business risk

register

Risk register

Output from Risk

Assessment

Page 17Project Review

project successes

> We designed and built the entire IT infrastructure in just 8 months.

Industry experts suggested that it would take 18.

> we won 3 additional workstreams – Systems, Desktop and Email

> keynote speech from the clients CIO at European Sales Kick-Off & Connect

Final testing in NY

First day of trading in Manhatten offices

Page 18Project Review

in summary

> we were completely transparent with issue & risk management> we established key control processes from project initiation> we had a well structured task force with clear interlocks into the client> we had a highly mobile team committed to success> we adapted quickly to changing requirements> we relied on the people rather than the process

Orange Project Team (London)

Winner of the 2007 World Communications Awards – Best Project Management