Brent Digital Media BDMCC Ltd
BDMCC Ltd 
 Brent Digital Media 

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Tape Storage Management

Functionality

1.     

1.1.    Description/objective of the project.

There is no current hardware resource available to increase capacity of backup infrastructure to cater for current growth or future project requirements.  The number of backups being taken, plus the increased volume of data being required to maintain is causing excess stress on our infrastructure and our ability to recover the data in a disaster.

This project will provide the means to increase our current capacity, reduce the amount of failed backups, separate TSM data from production data to minimise risk, and provide the building blocks for an autonomous TSM infrastructure capable of providing more resilient BCP capabilities.

The project will reduce the amount of administration it currently takes to manipulate the environment in order to continue to keep backups running.

The project will reduce the resource overhead to monitor 2 separate TSM servers at different software levels.

Reduce the complexity of BCP recovery due to the differing levels and the complexity of the current setup.

1.2.    What is included in the scope of the project?

Purchase of stand alone Intel servers for the TSM server to reside and provide resiliency at that level.

Move TSM data to it's own disk subsystem to minimise risk and provide means for faster HA capabilities locally.

Standardise the LTO drive estate so all drives are LT04 which will also increase speed of backup and restore to/from tape.

Segregation and migration of TSM data residing in the same disk subsystem as production data.

Vendor management of ‘Silverstring’ who are being engaged to provide services for design and implementation of the solution.

1.3.    What is specifically excluded?

Review of the BCP levels supported.

Additional capacity as direct project requirement.

1.4.    List existing systems that this project will need to interface to or could impact.

All current infrastructure backup schedules and potentially restoration of data throughout the project may be impacted during migration.

2. Project Priority and benefits case

2.     

2.1.    Priority: What is the level of support in the business for starting/completing this project? Are they seeing this as a strategic top priority or just a “nice to have, what is the current Road Map priority ranking?”

The road map priority is 2.

This is a strategic must have to ensure Disaster Recovery for the future.

 

2.2.    Critical Driving Factor, will this project be focused on:
- A key delivery date where scope can flex to suit the date the project must be delivered?
- Delivering a specific set of requirements regardless of delivery date?
- Focused on minimising cost?

The critical path of this project is focus on the final delivery of the new infrastructure readiness for utilisation.

 

2.3.    Can or will the Project be split into distinct business functional phases for delivery?

No.

 

2.4.    How is this project affected by the business calendar or IS change control embargos?

Careful planning will ensure there is minimal impact during embargos surrounding peak periods, to assure availability of backup and restoration of data throughout.

 

2.5.    Is the project strategic for both the Business and IS, please provide details?

The project is Tactical for IS to ensure continued high availability of BCP capability, and strategic for business assurance during the event of Disaster Recovery.

 

2.6.    Benefits: Quantify and assess the benefits this project will achieve including any negative impact of not delivering this project? (i.e. Sales growth x%, legislative…)

If this project does not deliver the business will reach capacity of the existing system and prevent business assurance of continuity in the event of Disaster.

By segregating the backup data from production we provide additional assurance of recovery in the event of a production SAN failure.

By reducing the administration overhead we provide additional assurance of support for projects.

A saving will be achieved in maintenance for the current VTL (Virtual tape Library) hardware which will become redundant.

A reduction in time and effort, directly increasing efficiency when in BCP mode.

 

 

2.7.    Confirm the outline benefits rationale and that it has been discussed and agreed in principle with both the relevant Finance representative and main Business Sponsor.

Business Continuity Capacity Assurance

 

2.8.    What are the Success Criteria in Business Terms?

New TSM Capacity available for use

 

3. Project Setup

3.     

3.1.    Who are the likely main stakeholders for this project?

Mark Hotham

Martin Draper

 

3.2.    Is a Project Steering Group needed and who is likely to be on it (including Systems representatives) and who would be the Chairperson?

No.

 

3.3.    What is the likely frequency that this steering group will meet?

N/A

 

3.4.    Identify if appropriate, internal support teams or external parties that need to be involved.

Internal support teams:

Production Services Infrastructure Support

External Parties:

Silverstring

 


 

4. Project Organisation:

4.     

4.1.    Project Manager:  Who is responsible for running the project to time and budget on the IS side and is a dedicated Project Manager required?

The dedicated infrastructure PM will be Brent Westbrook

 

4.2.    Design Authority: (if needed) who has been nominated as Subject Matter Experts?

Bill Wyse (internal)

Silverstring (External)

4.3.    Business Analyst:  Who is responsible for detailing and achieving sign-off for the Business Requirements? (including Business Process diagrams)

Project Manager

 

4.4.    Development Manager(s): Detail responsibility for delivery of unit tested code and handover to the Support team?

Mark Hotham

 

4.5.    Who is responsible for Testing? Will this be tested by the User Acceptance testing team, BA team or independently by externals, i.e. IBM?

Bill Wyse (internal)

Silverstring (External)

 

4.6.     Implementation – Who will sign off production readiness for the system?

Mark Hotham

 

4.7.    Detail the main stakeholders roles and any key other IS roles not detailed above. 

As principal supplier to the business for infrastructure assurance, Mark Hotham is also the customer to this project. As sign off for the implementation he is responsible for assuring the success to the business.

 

4.8.    Identify the person to be accountable for the Benefits Review – for more complex or larger projects this person should be at Controller level. They must review how benefits will be measured to ensure accuracy and also they must ensure the review takes place. 

Mark Hotham on behalf of Martin Draper, Production Services Controller.

5.  Key Milestones and costs

5.     

5.1.    Forecast the duration of the Project Definition stage which must tie up with the milestone dates provided to question 5.4 and the expected date you will seek Gateway 2 approval.

Ten weeks to 14/11/2012

 

5.2.    Forecast cost of the Project Definition stage based on not exceeding more than 15% of Roadmap forecast / Capital plan.

£20K

 

5.3.    Forecast cost of the whole project, to nearest £10k, or £100k, for larger projects, no need to break down by team. Use the Roadmap forecast if no more accurate view is available.

 

5.4.    Identify which standard PDLC milestone documentation will be used and for any deviations please identify why, i.e. replacing with a third party supplier document.

Document

Use

Delete üorû

F/C milestone

date

If not standard use as per comment below, explain why, i.e  using third party supplier documentation

PID

 

13/11/2012

Required for all projects

RACI

 

13/11/2012

Required for all projects, re summary tab on milestones and gateways, when presenting to the governance meeting

BRD

û

 

Is there any application development functionality being added or changed? If yes, a BRD MUST be produced to detail any changes however minor.

HLD

û

 

Are there any Business Process, Application, Interface, Data , Hardware or Technical Architecture principles changes. If yes an HLD MUST be produced

NFR

û

 

Are there any changes to SLA’s, maintenance routines or contracts,  information support teams in Production need to be aware of , impact to DR or BCP, training to end users, etc. If yes an NFR MUST be used produced.

CER

ü

30/08/2012

MUST be used unless the project is being funded by revenue or by an existing approved CER

FRS

û

 

MUST be used for any application development changes however minor, if a BRD has been produced

TEST STRATEGY

û

 

MUST be used for any application development project which is using the Application Test team

SDS

û

 

MUST be used for any application development changes however minor, if a BRD has been produced

SKD

û

 

MUST be used for detailing support changes re any application development changes, if a BRD has been produced

For any non application development project where the BRD, FRS and SDS will not be used as indicated above, the minimum is still an HLD and NFR. Alternatively for very very small projects complete appendix (a)  at the back of the PID providing any information required by Production Services, instead of completing a full HLD and NFR.

Any deviation from the normal PDLC documentation processes must be approved as part of the PID sign off and being given Gateway 1 approval at the PDLC weekly governance meeting.

6. Signoff

 

 

 

Sign off that the Project Initiation meetings were held & all points within the document have been completed.

Project Sponsor

Name

Martin Draper

Signature

Business Systems Controller/Head Of

Name

Martin Draper

Signature