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Project Overview
North American DCS Solutions

North America Backups
John Napier
Project Goals
 Provide

system Backups
 Every project needs a Backup
 “No one cares about backup, they
only care about restores”
– Mike Walker
Description
 Project

Initiation 25%=>

 Project

Execution

 Project

Closure 25%=>

10% =>

% time spent on standard backup projects
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
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
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
____________________
____________________
____________________
____________________
Project Manager’s Job
 If everything goes perfectly, I have no

work to do.
- AKA “I will always have plenty of work to do.”

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JP Morgan North American Remote to Core Justification

Notes de l'éditeur

  1. 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.
  2. 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
  3. 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.
  4. 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
  5. 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?