ACDC - Moving Data Centres across

ContinentsContinentsThird Annual Business Continuity Summit 2009

Venue – Chifley at Lennons, Brisbane

24 – 26 March 2009

Outline

● Group Background

● Why move Data Centres?

● Case Study – Moving a Data Centre

● Key Learnings for Business Continuity & Disaster Recovery● Key Learnings for Business Continuity & Disaster Recovery

● Nearly a year on

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Group Background

● Skandia - provides retail investors with superannuation and investment products

through its leading platform, used by licensed financial advisers. Established in

Australia in 2001 and acquired by the Old Mutual Group in February, 2006.

● Intech - asset management business, providing institutional and corporate clients

through multi-manager investment strategies. Established in 1989 and acquired by through multi-manager investment strategies. Established in 1989 and acquired by

the Old Mutual Group in November, 2006.

● March 2009 both Skandia and Intech acquired by IOOF

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Why move Data Centres - Historical

● Skandia Global Data Centre support – Europe, Latin America, Asia

● Date Centre history

USA (Shelton)

Australia(Sydney)

Sweden (Stockholm /

Gothenburg)

Germany(Berlin)

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AustralianConsolidatedData Centre

ITT

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Why move Data Centres?

● Increased Efficiency – speeds, latency

● Improved Service Levels

● Enhanced Business Continuity and Disaster Recovery● Mission Critical Systems recovery

● Cold � Warm � Hot

● Access and local

● Control and improvements

● Future Cost savings

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Case Study – Moving a Data Centre

● Preparation

● Structure, Risks

● Build

● Logistics

● Testing● Testing

● Implementation

● Post Activities

● Ongoing

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Preparation● Business Case

● Vendor selection

● Contracts

● Support

● Skills and visibility

● Budgets

● Group Policies – Security, Offshoring

● Allow for lag times – main cause contract sign up and vendor selection

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Structure

Project Sponsor (General

Manager)

Project Owner

(Head of IT)

Program Director

Project Manager (Production site)

Program Director(External Consultant)

Infrastructure(IT Service

Delivery Manager)

Change Management,

Logistics & Testing(IT Risk & QC

Manager)

(Production site)

Project Manager (Managed Services) - Offshore

Project Manager (DR site)

Application Development &

Support(IT System Dev

Manager)

TEAMS – build, test, implement, data, business, processes, procedures, communication, RISK

BUSINESS

Global(Sweden Project

Manager)

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Main High Level Risks

Risk Mitigation

Impaired Service after Go-Live � Extensive planning and testing

� Experience with ITT project

� Go/No Go points with clear decision � Go/No Go points with clear decision

criteria

Delays to Go-Live � Contingency weekend in May

Cost Over-runs � Business case fully aligned with

contract

� Scope clearly defined

Supplier Poor Performance � Due diligence

� Service level guarantees

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Build - considerations

● Bring servers from overseas?

● Leasing / Owning?

● Licensing

● Costing

● Getting information from Sweden and Berlin on builds● Getting information from Sweden and Berlin on builds

● Resources – local, Global, Vendors

● Management – local, Global, Vendors

● Contracts

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Build - cont● Systems

● Like for like – reduce risks

● Racks, network, telecomms, links, hardware, GBICS, switches

● Prod and DR / UAT - sync

● Firewalls, IP Addresses

● Backup routines, processes, offsite storage

● Reuse from previous experience

● Licences – major cost

● Prioritise – use latest BIA

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Logistics● Flight Tracker

● track flights on a live basis

http://www.flightstats.com/go/FlightTracker/trackFlight.do

● track airport conditions use

http://www.flightstats.com/go/Airport/delays.do

● Be careful – this is a major task and takes a lot of planning and time● Be careful – this is a major task and takes a lot of planning and time

● Is a High Risk Activity

● Allow for visas, travel, delays

● Get an Admin person

● Centralise access – Portal

● E-mail etiquette – gets out of hand

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Vendors

● Third Party Vendor relationships● sign off roles and responsibilities

● clarity – what to deliver and when

● skill sets and who getting – ask for CVs, do interviews � means allow for in

project time frame

● have clear escalation points and processes● have clear escalation points and processes

● have back ups in all roles

● allow time for visas, processing, new culture of offshore staff coming onsite

● know where further third parties will be required and mitigate

● treat as part of your team – positive and negative

● SLAs, penalties, rewards

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Testing

● Multiple cycles – Pre, Dry Run, Go Live, Post

● Security – external party

● Load

● Robustness● Robustness

● Failure tests

● Integrated Systems – main issues

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Implementation

● Change Management

● Check Points

● “Health Checks” – external or SME

● Great for BCP and DR● Contact details (Call Tree) updated

● Education / Awareness for staff

● BCP Voicemail activated

● Crisis Management Team on standby

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Case Study - Post Activities

● Domain Name System (DNS) changes – 24 hours to propagate

● Client Services – checklist and Q&A

● Internal Support – 2 week warranty period

● Clean Up● Clean Up

● Decommission systems

● CELEBRATE with all parties

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Case Study - Ongoing

● Due Diligence – both ways

● On site support (1 staff member based in Sydney)

● Maintain relations

● Future planning

● Contract renewals● Contract renewals

● Compliance and Audits

● APRA – keep due diligence, contracts

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Key Learnings

● Scope must be identified and signed - off

● Risk Assessment and mitigation at ALL stages

● Support is critical – ALL parties

● Great time to put your BCP and DR into practice

● Test – allow ample time and resourcing for various cycles

● Third Party Vendor relationships are vital

● Reuse – technology, documentation

● Keep track of all issues and resolutions

● Costs do add up (Licensing)

● Communicate, communicate, communicate, communicate

● Buffer – especially time for contracts

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● Timely escalation and resolution (allow for lags with Third Parties)

● Use Global leverage - skills, systems, documentation

● Documentation – future, reduces key personnel risk, Compliance

● Follow set processes and procedures

● Use Technology to it’s advantage

Key Learnings - cont

● Hand over period is important

● Manage expectations – yours, teams, organisation, third parties

● PIR critical

● Teamwork – work on morale

● Hard and a lot of effort

● Have fun

● LEARN

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• Scope• Support• Risk Assessment

• Contracts• Test• Culture• Structure

PEOPLE PEOPLE

BCM

• Contracts• R & R• Vendor Relationships

• Build• Logistics• Technology

• Test• Implementation• Awareness• Post Activities• PIR

• Structure• Documentation• Reuse• Global• People

PEOPLEPEOPLE

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Contact

Amardeep Singh

IT Risk and Quality Control Manager

Skandia and Intech

Mob: 0405-760-168

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