whitepaper

M3
Migration
Management
Method
M3Method and MMS
Migration Management Method: a summary

Introduction
Many transitions and corresponding migrations prove to be highly complex. By using a structured
method this complexity can be managed, both in duration as in expenses. The method described in
this white paper (including its corresponding, support system: the MMS) has proven itself during large
and complex transitions and migrations.
A complex ICT migration means a renewal and standardisation of the technical infrastructure in
large organisations with a multitude of work processes. One of the fundamental features of such
a migration is that it often collides with several technical environments, environments which are
not (fully) integrated in the service organisation and arrears of maintenance. This is the reason a
migration is often accompanied by purging prior to or during the migration. Examples are a reduction
of applications or server consolidation. Furthermore the service management needs to be set up or
improved in order to align demand and supply in the service area.


Approach
The approach used is a project based method which is characterised by a large operational part, the
Migration Management, in which repetition and an systematic approach are center staged. Through
this systematic approach the migration will be manageable, controllable and predictable. The origin
of 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 need
to have a logical connection with each other in terms of users, software, data and location within (a
part of) the business. Each chunk faces the above mentioned systematic approach with fixed review
moments in which the migration maturity is tested. This is a rigid process in which run times are
fixated 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.
M3Method and MMS
By focussing on smaller units (chunk) and on preparation, issues are detected and solved in an early
stage making the migration (implementation) run (almost) flawlessly. The dependabilities are clear
and 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 ended
with 3,500 workstations in one weekend. Improving the management of this process also results
in better cost management. The decisions regarding applications, exceptions etc are made prior to
the start and the run times are fixed (6 to 12 week per chunk). This prevents financial surprises or
budget overspending at the end.

Detailed approach
Focus = Customer
Crucial in the method is the active involvement of the business. The business needs to seek out key
players who are actively participating and thus become a part of the total migration. This is a basic
principle: 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
M3Method and MMS
consisting of a migration manager, business project manager and key players within a defined
chunk 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 the
customers business as mentioned above, and the industry ,or parties involved, in the migration
process.
This level of cooperation also needs to be secured on a higher level. Thats why there is a monthly
advisory board on business unit level in which the migration manager and the project manager report
the progress of the different chunks that make up the total business unit. On the level of senior
management the progress of the entire migration (comprising of all business units) is discussed. This
bottom up structure is pivotal in completing the migration successfully. After the migration these
meetings are often continued to discuss the future use of IT.


Start of inventory
The start of the project or the migration, after initiating the project management structure, consists
of fine tuning of the review templates and migration tooling. Review templates are checklists in which
all - to the migration relevant affairs are being documented and formally tested. These templates are
then 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 nomenclature
needs to be checked for accuracy and completeness. After this the inventory phase starts to map the
current AS-IS situation. Because the next steps of the process work with fixed run times, it is very
important this is done correctly and as complete as possible. The CMDB and the level to which its
Figure: illustration of the submigration activities
M3Method and MMS
updated are essential for the remainder of the process. As mentioned before, this inventory is done by
a migration manager and his counterpart (project manager) in the business. The tooling developed by
Migration 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 often
regard a spokesperson from the own organisation as familiar and pleasant. Furthermore, in this
phase the organisation is informed about the method, scope, distribution of activities and there is a
first, 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 duration
is largely dependent on the quality of the information gathered during the inventory. When the project
teams are formed on the business side and a logical division of chunks has been completed, a
Readiness Review is performed. The quality level and the completeness of the data gathered during
the inventory is being reviewed. In effect this means the completion of the checklists with applications
from the AS-IS situation, the division of chunks within the determined business unit and knowledge
of 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.
M3Method and MMS
Start of the systematic process: intake review
When the Readiness Review on a chunk level has been successfully finalised, each chunk undergoes
an individual intake-Review. This is the first step crossing the threshold of a tightly time boxed
process. 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 may
influence the migration are documented for every chunk. Examples are relocations, reorganisations
etc. There is also an onsite review of the fysical layout of the location to make an assessment of the
logistics around the migration.
The first steps of the intake comprise of a clear division in chunks. This means that it is discernible
per chunk which data still needs to be collected before the migration. In this stage of the process
it is a good idea to make employees of the defined chunk responsible for the completion of meta
information, for example secretariats or section managers. They are locally known by a lot of
colleagues. They can also be made responsible for keeping the migration information up to date in
later stages of the process.
The migration manager and the project manager on the business side prepare the chunks Intake
Review 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. The
information that is required to successfully perform an Intake Review guarantees that the process
Figure: illustration of the submigration activities
M3Method and MMS
(industry/factory) can continue without the need of additional data from the business. When the
Intake Review is completed successfully the further review moments are planned and the inventoried
applications are handed over to the application migration department.
The completion of the Intake Review is the formal start of the phase Migration Preparation which is
divided in sub migrations. The following areas are defined:
Application Migration (usually back-end applications which are locally hosted and might need to be
centralised 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 to
establish if all the preparations for a successful implementation have been completed. The following
information 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 the
physical and logical network, all details regarding the changes of workstations and the completion of
the desired actions regarding the Service Management Migration. When all of these criteria are met
the GO is given and the implementation can be planned. At this point in time it is also known which
users and applications will possibly not be part of the migration. For example, the so-called exotic
applications that remain in service because they contain historical data that needs to be consulted
periodically.
M3Method and MMS
Preparation and freeze period
After 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, they
need 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 freeze
period in which users cannot move location, modify hardware or software etc. The duration of this
phase is three weeks and it is characterised by the final preparation before the roll-out. Examples are
the planning of (data) conversions, logistical planning and arranging hardware migration. Ultimately a
final test is executed.

Implementation review: on the eve of
The implementation preparation phase ends with an Implementation Review. This establishes if all
the 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 be
placed in a political or complex context. When this is the case it gets extra attention in this Review. It
is pivotal that both representatives of the migration project as the service organisation are present at
this Review because this implementation means the actual connecting or disconnecting of the service
organisation.
Roll-out or roll-in
Now it is time for the implementation. This phase takes a maximum of one week. It is mainly the
logistical 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 communication
on the progress. This way the actual migration is made visible to the senior staff involved (senior
management) next to the activities of the implementation. Often the term used for the implementation
is roll-out but it can also be a roll-in depending on the perspective used.

Embedding and discharge
After the roll-out the result of the migration is embedded and the migration completed. Important in
this stage is that the old infrastructure can be shut down if the new situation functions properly (front
M3Method and MMS
and backend etc.) reducing costs in the end. This requires a good understanding with the existing
service organisation.
This phase ends with a Discharge Review which declares that the chunk has been successfully
migrated 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 functions
as required the client grants the discharge, signs the discharge form and formally takes over. When
there are still issues to be solved or actions to be planned these are scheduled. A new Discharge
Review then needs to be scheduled too.

Building bridges
The migration manager forms the link between the customers business and the factory/industry (the
transition project). These project managers have extensive experience in migrations and have been
trained 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 of
the books, a business project, a relocation etc). This leads to a joint decision as to how the migration
activities least impact the existing business processes.
During the migration preparation phase all the preparations are done by the migration manager
and the project team together. This phase consists of the inventory of applications (preparation of
application intake by the industry/factory), inventory of users (accounts, physical location, telephone
numbers 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 are
bundled and formally arranged in a project plan on chunk level (detailed migration planning and
scenario). The migration manager is responsible for the correct recording of all these data in the
system that supports the migration (MMS).
The migration manager represents the business during the implementation phase. The detailed
migration 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 by
the migration manager. He also reports on the progress. During the migration issues are solved in the
daily work situation whenever possible. Otherwise they are handled by the defined parties. This way
the 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 create
an issue list. The migration manager follows up on these issues and decides how they need to be dealt
with after the migration. When the migration is completed the migration manager and the business
sign the discharge document: this is a list of all the unsolved issues and defines who is responsible for
them. The migration manager follows up on the list and keeps reporting to the business until all the
issues are dealt with.
M3Method and MMS
Description of the MMS

The complete migration support system
The migration method is supported by the Migration Management System (MMS). This is a web based
system in which all the information regarding the migration is documented. The MMS is customised
with the nomenclature of the clients organisation. This means the input of the existing roles, function
titles, 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 management
outside of the IT domain. Therefore the process starts with downloading known data sources like
the HR system, the CMDB, the AD etc. During the next step the migration manager and chunks
representative verify the data gathered during the inventory. Additions and choices are made where
needed. After the inventory this up to date overview is easily maintained. This prevents surprises from
happening 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 is
documented in the MMS. This provides insight in the progress of the chunks applications portfolio
to 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 progress
of the entire migration as well as of the individual chunk. The latter serves as input for the Review
moments when the migration manager discusses and justifies the status of the chunk. By clustering
and enriching all information in one central location, misunderstandings or arguments regarding
lists belong to the past.
Finally, the MMS is completely equipped to support the implementation from the Go/No-Go moment
in both technical and process related ways towards both the roll out party, migration and issue groups
as well as the existing service organisation. The combination of the M3 method, experienced migration
managers and MMS forms the key to a successful migration.
M3Method and MMS
Operational MMS
Implementation
Prior 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 SLA
After the approval of version 1.0 the service and management period starts automatically. This period
contains 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 users
5. Performing RFCs if required.
M3Method and MMS
Migration Match: attention and drive
Putting ICT affairs in order, an important condition to be able to work well. Nevertheless day to day life is
more unstable. Especially in large organisations, the ICT environment often gets cluttered. The situation
becomes 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 make
an inventory, clear double entries and supply a controlled migration, a new clear ICT- situation is handed
over to the control organisation.
We are in charge of the project, we involve the customers organisation in every phase and divide the project
in 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 control
and satisfied employees.
Rouboslaan 34
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T 0031 (0)71 - 560 1270
F 0031 (0)71 - 560 1280
www.migrationmatch.nl
info@migrationmatch.nl