This document provides an overview of North American DCS Solutions' backup project. It discusses the goals of providing reliable system backups and focuses on restoration. Current status shows that 70% of requests are last minute and 8% are emergencies, showing a lack of planning. Improvements include implementing project management tools, training project managers, and increasing structured work over time. The project aims to increase automation and fixes like validity checks and notifications to improve the backup process.
4. Current Status
‘Lack
of planning on your end
necessitates an emergency on mine.’
– 70% request a resource for ‘next week’
– 8% are in ‘Emergency’ mode
– 7% have planned ahead
5. Improvements
Tools
–
–
–
–
–
2 years ago, no project management
1.5 years ago, Excel spreadsheet
1 year ago TRM, PAR, SRM to PTD
Consistent, improved reporting
New tools in September
PMs
– OJT training
– Structured training
Steady
increase in work
6. Automation / Fixes
TRM checks validity of Project
TRM sends out ‘end of project’ email
PM closes out request
TRM assigns PAR code
PAR notifies of holes
Justification for ‘emergencies’
Better usage tracking
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7. Project Manager’s Job
If everything goes perfectly, I have no
work to do.
- AKA “I will always have plenty of work to do.”
Notes de l'éditeur
The backup groups has an average of 300 projects in the air at any time.
Typical month (4 weeks) below.
Capacity is how many hours are assigned compared to how many hours are available.
Project initiation 25%
PM requires help in entering TRM (2%)
When project comes in verify cross impact, project end date (20% incorrect)
Tracking new requests with Team Lead
PAR management
“Emergency escalation 5%
Validation of emergency
cost of not meeting time dates
Alternate plans
Re-prioritizing current queue
- Blips on T-SPAN
Execution 10%
(Team leads manage engineers)
Escalation point
Peacemaker
Project Closure 25%
Contact PM and engineer on closure week
Validation
Extend engagement (20%-40% require extension)
Extended project require re-verification.
Project Audit as requested.
Planning 25%
Weekly Reports
PAR tracking
-Team Reports
Load Forecasting
Maintenance 10%
OTHER: (0% - 50%)
Special Projects
Data Center cycle (1BOP example)
Internal Project coordinating multiple teams
Any Project that requires resources interacting with backup resources.
Tools:
2 Years ago.
Assignment to projects was by who yelled the loudest.
18 months ago we implemented an excel based system.
Engineers were assigned to the life of the project
- No load leveling
- No idea when a project began or end
- Group was unable to charge out their time.
1 year ago we were given tools
Training LOB PMs
Throughout we have had a steady increase in work
By the end of 2006
Increased team loads
7x24 operation
Worldwide staffing
A lot of my work can be automated.
So far, for every automation there has been extra work.
Increased accountability
Audits
Increased number of projects
The list shows some of the ways that I feel the group can be improved.
What ideas do you have?