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