en whitepaper m3

8/10/2019 En Whitepaper M3

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whitepaper

M3 Migration

ManagementMethod


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M3Method and MMS

Migration Management Method: a summary Introduction Many transitions and corresponding migrations prove to be highly complex. By using a structuredmethod this complexity can be managed, both in duration as in expenses. The method described inthis white paper (including its corresponding, support system: the MMS) has proven itself during largeand complex transitions and migrations.

A complex ICT migration means a renewal and standardisation of the technical infrastructure inlarge organisations with a multitude of work processes. One of the fundamental features of sucha migration is that it often collides with several technical environments, environments which arenot (fully) integrated in the service organisation and arrears of maintenance. This is the reason amigration is often accompanied by purging prior to or during the migration. Examples are a reductionof applications or server consolidation. Furthermore the service management needs to be set up orimproved in order to align demand and supply in the service area.

ApproachThe approach used is a project based method which is characterised by a large operational part, theMigration Management, in which repetition and an systematic approach are center staged. Throughthis systematic approach the migration will be manageable, controllable and predictable. The originof this method derives from the division of the customers business organisation in manageable parts(chunks). Examples are divisions based on function or on geographical location. These chunks needto have a logical connection with each other in terms of users, software, data and location within (apart of) the business. Each chunk faces the above mentioned systematic approach with fixed reviewmoments in which the migration maturity is tested. This is a rigid process in which run times arefixated to reach high levels of controllability and predictability.

By using this method the emphasis is not on planning the migration of, for example, a workstation or

application, but on managing, controlling and monitoring the preparation.


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By focussing on smaller units (chunk) and on preparation, issues are detected and solved in an earlystage making the migration (implementation) run (almost) flawlessly. The dependabilities are clearand controllable.

The implementation is thus reduced to a logistical process and can be executed in ever increasing

amounts of units. In previous experiences we started with 100 workstations in one week and endedwith 3,500 workstations in one weekend. Improving the management of this process also resultsin better cost management. The decisions regarding applications, exceptions etc are made prior tothe start and the run times are fixed (6 to 12 week per chunk). This prevents financial surprises orbudget overspending at the end.

Detailed approachFocus = CustomerCrucial in the method is the active involvement of the business. The business needs to seek out keyplayers who are actively participating and thus become a part of the total migration. This is a basicprinciple: without sufficient rooting in the organisation the migration (transition) is doomed to fail.Furthermore, only the business knows the true extent of the use and value of the IT equipment,users, contact information etc. This is done on an operational level by forming a hybrid project team


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consisting of a migration manager, business project manager and key players within a definedchunk who join forces to go through all the required steps together. These steps are the inventory,preparation, internal communication within the chunk or business unit and finally the implementa-tion. The role of the migration manager is pivotal in the migration process. He is the link between thecustomers business as mentioned above, and the industry ,or parties involved, in the migrationprocess.

This level of cooperation also needs to be secured on a higher level. Thats why there is a monthlyadvisory board on business unit level in which the migration manager and the project manager reportthe progress of the different chunks that make up the total business unit. On the level of seniormanagement the progress of the entire migration (comprising of all business units) is discussed. Thisbottom up structure is pivotal in completing the migration successfully. After the migration thesemeetings are often continued to discuss the future use of IT.

Start of inventoryThe start of the project or the migration, after initiating the project management structure, consistsof fine tuning of the review templates and migration tooling. Review templates are checklists in whichall - to the migration relevant affairs are being documented and formally tested. These templates arethen customised with the different roles, job titles and departments within the customer organisation.Starting point is the denomination of roles used within the organisation. In reality this nomenclatureneeds to be checked for accuracy and completeness. After this the inventory phase starts to map thecurrent AS-IS situation. Because the next steps of the process work with fixed run times, it is veryimportant this is done correctly and as complete as possible. The CMDB and the level to which its

Figure: illustration of the submigration activities


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updated are essential for the remainder of the process. As mentioned before, this inventory is done bya migration manager and his counterpart (project manager) in the business. The tooling developed byMigration Match itself, the MMS, is used extensively.

Examples of the affairs that need to be inventoried are: The final user and his current hardware. Applications in use (with all specifications like serial numbers, supplier, platform etc) or, as a

derivative, the matching of old applications against a standard list. Names of people who know these applications in the old infrastructure and are (possibly) capable of

transferring these to the new environment. Shared data (users, user groups, project directories etc.) Used methods of phoning in. Used secondary equipment. Used service management processes.

This phase is also used to match the targets of the project with the expectations of the business unit.It is also the moment at which the internal information strategy is devised. Experienced users oftenregard a spokesperson from the own organisation as familiar and pleasant. Furthermore, in thisphase the organisation is informed about the method, scope, distribution of activities and there is afirst, global planning.

Readiness-Review: is there a good, general image?The run time of the inventory phase is not fixed. From previous experiences we know that its durationis largely dependent on the quality of the information gathered during the inventory. When the projectteams are formed on the business side and a logical division of chunks has been completed, aReadiness Review is performed. The quality level and the completeness of the data gathered duringthe inventory is being reviewed. In effect this means the completion of the checklists with applicationsfrom the AS-IS situation, the division of chunks within the determined business unit and knowledgeof possible bottlenecks. There are representatives of all disciplines present at the Readiness Review.This results in a high level of knowledge of specific characteristics and issues regarding the business

unit concerned.


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Start of the systematic process: intake reviewWhen the Readiness Review on a chunk level has been successfully finalised, each chunk undergoesan individual intake-Review. This is the first step crossing the threshold of a tightly time boxedprocess. The chunk is assigned a week number making it clear when specific migration matters (i.e.the applications used) need to be addressed by the industry. Next to that possible alterations that mayinfluence the migration are documented for every chunk. Examples are relocations, reorganisationsetc. There is also an onsite review of the fysical layout of the location to make an assessment of thelogistics around the migration.

The first steps of the intake comprise of a clear division in chunks. This means that it is discernibleper chunk which data still needs to be collected before the migration. In this stage of the processit is a good idea to make employees of the defined chunk responsible for the completion of metainformation, for example secretariats or section managers. They are locally known by a lot ofcolleagues. They can also be made responsible for keeping the migration information up to date inlater stages of the process.

The migration manager and the project manager on the business side prepare the chunks IntakeReview and give the definitive image of all to the migration relevant matters in the migration tool:the Migration Management System (MMS). They also report the physical layout of the location. Theinformation that is required to successfully perform an Intake Review guarantees that the process

Figure: illustration of the submigration activities


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(industry/factory) can continue without the need of additional data from the business. When theIntake Review is completed successfully the further review moments are planned and the inventoriedapplications are handed over to the application migration department.

The completion of the Intake Review is the formal start of the phase Migration Preparation which isdivided in sub migrations. The following areas are defined:

Application Migration (usually back-end applications which are locally hosted and might need to becentralised require a lot of attention)

Data Migration (especially data structure, group and project directories) Hardware Migration (in cooperation with the business organisation regarding the acquisition of new

assets and design of the new work station concept) Network Migration (possible adaptations of the physical/logical network with regard to the WAN/LAN

construction) Service Management Migration (to examine if an adjustment of the service levels in the new situation

is desirable or necessary.) User Migration (matching users with application licenses, data, hardware and service levels)

Preparation finished? Go/No-go !The migration preparation phase ends with a Go/No-Go review of a chunk. This review is toestablish if all the preparations for a successful implementation have been completed. The followinginformation needs to be clear: identification of users, the current and future location of data, authori-sations, matching of users with (future) hardware and applications, possible adjustments to thephysical and logical network, all details regarding the changes of workstations and the completion ofthe desired actions regarding the Service Management Migration. When all of these criteria are metthe GO is given and the implementation can be planned. At this point in time it is also known whichusers and applications will possibly not be part of the migration. For example, the so-called exoticapplications that remain in service because they contain historical data that needs to be consultedperiodically.


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Preparation and freeze periodAfter all the preparations have been completed and verified in the Review, the actual implementa-tion can be planned. The level of communication towards the users is now intensified. After all, theyneed to be made familiar with the forthcoming changes. Examples of communication are posters,login instructions, labels when a change of hardware is involved etc. This is also the start of a freezeperiod in which users cannot move location, modify hardware or software etc. The duration of thisphase is three weeks and it is characterised by the final preparation before the roll-out. Examples arethe planning of (data) conversions, logistical planning and arranging hardware migration. Ultimately afinal test is executed.

Implementation review: on the eve ofThe implementation preparation phase ends with an Implementation Review. This establishes if allthe operational preconditions are met to start the implementation without problems. For example,the need of (extra) support of the service organisation. It is also established if the chunk needs to beplaced in a political or complex context. When this is the case it gets extra attention in this Review. Itis pivotal that both representatives of the migration project as the service organisation are present atthis Review because this implementation means the actual connecting or disconnecting of the serviceorganisation.

Roll-out or roll-inNow it is time for the implementation. This phase takes a maximum of one week. It is mainly thelogistical exercise and the management after the implementation that take up time this week. The

actual implementation is usually done in one day or weekend. The migration manager is on site to jointly lead the implementation with the business project manager and to provide communicationon the progress. This way the actual migration is made visible to the senior staff involved (seniormanagement) next to the activities of the implementation. Often the term used for the implementationis roll-out but it can also be a roll-in depending on the perspective used.

Embedding and dischargeAfter the roll-out the result of the migration is embedded and the migration completed. Important inthis stage is that the old infrastructure can be shut down if the new situation functions properly (front


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and backend etc.) reducing costs in the end. This requires a good understanding with the existingservice organisation.

This phase ends with a Discharge Review which declares that the chunk has been successfullymigrated and documents if there are issues left to be solved. Next to that the existing service organi -sation needs to formally take over the management of the chunk. When the new situation functionsas required the client grants the discharge, signs the discharge form and formally takes over. Whenthere are still issues to be solved or actions to be planned these are scheduled. A new DischargeReview then needs to be scheduled too.

Building bridgesThe migration manager forms the link between the customers business and the factory/industry (thetransition project). These project managers have extensive experience in migrations and have beentrained in the migration method mentioned earlier. They play an important role in the communica-tion between the demand and supply side. The migration manager is responsible for setting up a

project team on the business side in cooperation with a representative from (a part of) the business.Together all the affairs concerning the migration are being inventoried using customised checklists.Furthermore the business dynamics regarding the chunk are determined (e.g. a quarterly closure ofthe books, a business project, a relocation etc). This leads to a joint decision as to how the migrationactivities least impact the existing business processes.

During the migration preparation phase all the preparations are done by the migration managerand the project team together. This phase consists of the inventory of applications (preparation ofapplication intake by the industry/factory), inventory of users (accounts, physical location, telephonenumbers etc), inventory of hardware (which PC, secondary equipment etc), implementation planning,implementation method and the follow up care. In cooperation with the business all these data arebundled and formally arranged in a project plan on chunk level (detailed migration planning andscenario). The migration manager is responsible for the correct recording of all these data in thesystem that supports the migration (MMS).

The migration manager represents the business during the implementation phase. The detailedmigration plan clearly defines all the responsibilities in the different situations but the migration


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manager is always at hand for the client. The parties involved are informed on last minute changes bythe migration manager. He also reports on the progress. During the migration issues are solved in thedaily work situation whenever possible. Otherwise they are handled by the defined parties. This waythe migration manager keeps an overview of all the issues involved in the operational migration.The business and the existing service organisation discuss the exceptions on a daily basis and createan issue list. The migration manager follows up on these issues and decides how they need to be dealtwith after the migration. When the migration is completed the migration manager and the businesssign the discharge document: this is a list of all the unsolved issues and defines who is responsible forthem. The migration manager follows up on the list and keeps reporting to the business until all theissues are dealt with.


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Description of the MMS The complete migration support systemThe migration method is supported by the Migration Management System (MMS). This is a web basedsystem in which all the information regarding the migration is documented. The MMS is customisedwith the nomenclature of the clients organisation. This means the input of the existing roles, functiontitles, department titles etc. When migrating, not only IT related data is vital, also the information

regarding users, locations, opening hours etc. needs to be documented. These data are managementoutside of the IT domain. Therefore the process starts with downloading known data sources likethe HR system, the CMDB, the AD etc. During the next step the migration manager and chunksrepresentative verify the data gathered during the inventory. Additions and choices are made whereneeded. After the inventory this up to date overview is easily maintained. This prevents surprises fromhappening during the implementation, e.g. users who get a different role or leave the organisation.

Naturally, information concerning the applications in use and the workflow in case of packaging isdocumented in the MMS. This provides insight in the progress of the chunks applications portfolioto the migration manager and his counterpart. Furthermore, the MMS generates several (standard)reports that give a clear view of the quality and of the progress. This provides an image of the progressof the entire migration as well as of the individual chunk. The latter serves as input for the Reviewmoments when the migration manager discusses and justifies the status of the chunk. By clusteringand enriching all information in one central location, misunderstandings or arguments regardinglists belong to the past.

Finally, the MMS is completely equipped to support the implementation from the Go/No-Go momentin both technical and process related ways towards both the roll out party, migration and issue groupsas well as the existing service organisation. The combination of the M3 method, experienced migrationmanagers and MMS forms the key to a successful migration.


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Operational MMSImplementationPrior to using the MMS there is an implementation process consisting of the following steps:

1. The technical and applicative design of MMS;2. Performing of an impact analysis to map the desired adaptations in cooperation with the client;3. Functional design based on the requirements of the customer organisation;4. Executing a technical and functional acceptation test before version 1.0;5. Drafting the SLA.

Services and management as per SLAAfter the approval of version 1.0 the service and management period starts automatically. This periodcontains the following activities:

1. Technical and application management;2. Functional and quality management in MMS for users, migration managers as well as the

implementation and management party;3. Customising the:

Input instructions for MMS MMS training

4. Educating MMS users5. Performing RFCs if required.


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Migration Match: attention and drivePutting ICT affairs in order, an important condition to be able to work well. Nevertheless day to day life ismore unstable. Especially in large organisations, the ICT environment often gets cluttered. The situationbecomes unclear, the management costs unnecessary high and the business will start to feel more and more

restricted in its productivity.

Migration Match will put an end to this clutter. While paying attention to your type of business, we will makean inventory, clear double entries and supply a controlled migration, a new clear ICT- situation is handedover to the control organisation.

We are in charge of the project, we involve the customers organisation in every phase and divide the projectin controllable chunks. This way we reduce the complexity to a human level. A proven method, that provides

an extremely efficient flow. The result: immediate savings, a clear ICT environment, lower costs of controland satisfied employees.

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