Case Studies

IBM Logo

IBM Canada

Data Center Management

Over a six-year engagement, IBM assigned a Tri-Paragon Senior Consultant to manage the day-to-day activities of a national telecommunications carrier’s five Data Center locations.

These activities included:

  • Working closely with the facility personnel at all sites.
  • Ensuring all documentation was up to date (elevation diagrams and inventory).
  • Assign placement of all new hardware installations.
  • Manage and approve all vendor cabling.
  • Design methods of consolidation.
  • Manage all internal Data Center moves.
Move Client’s 10,000 sq/ft Non-Production Data Center

Tri-Paragon Inc. was engaged to design and manage the move of an IBM client’s Non-Production Data Center. We managed the complete end-to-end move which involved; 78 full server cabinets consisting of over 400 physical servers, 2 large virtual backup environments, as well as 42 storage and converged infrastructure cabinets. To complete this, we had to:

  • Obtain the current-state configurations of all servers to be moved, network cabling and power requirements from the source location.
  • Design the floor layout of the newly built target location for all hardware, including; network infrastructure, network cabling and power cabling requirements.
  • Develop transportation plan taking into consideration the 250km distance between source and target locations.
  • Identify all risks that may affect the move and develop mitigations.
  • Work through the “move plan” with all application owners and system administrators.

During the actual move once everything was shut down, specialized teams disconnected all the cabinets in a pre-planned move sequence. Once disconnected, cabinets were moved to the loading dock, loaded onto moving vans and once loading was completed, the truck would leave for the target location. Five trucks were used and rotated to complete 21 loads.

As each truck arrived at the target location, they were unloaded and the hardware was taken to the raised floor, placed in the pre-determined spots and cabled.

From the initial start, the first servers were brought online in 2 days and everything was up and running within 6 days (additional time was given for validation). Over 300 people played a part in this successful Data Center move.

Move Production Data Center

IBM’s client requested IBM to do an expedited move of over 150 Production applications consisting of 187 physical servers and 382 virtual servers from an outsourced Data Center to an in-house managed Data Center. The physical servers included; large AIX environments, Windows servers, and a couple of large backup environments. Tri-Paragon’s consultant was engaged to assist with the overall planning and specifically responsible for all physical moves. Planning and execution was all done in 3 ½ months. Data migrations were done during the week with the final sync during the move each weekend. As requested by the client, the moves took place over 10 consecutive weekends and were completed on schedule.

Move QA/Test Environment from Production to Non-Production Data Center

Challenge – IBM’s client wanted to move their major QA / Test environment out of their primary Production Data Center to their Non-Production / DR Data Center. Tri-Paragon was engaged to manage the overall move. The major challenge faced was the time given from when the move was approved until the move had to take place; it was only 35 days. The environment was only available to be offline at a specific time in the year and if it was not moved then, it could not be moved for another year.

The move consisted of 144 physical servers and 26Tb of data. To complete this, we had to:

  • Get the current state of all servers to be moved, network cabling and power requirements from the source location.
  • Develop transportation plan.
  • Identify all risks that may affect the move and develop mitigations.
  • Work through move plan with all application owners and system administrators.

The physical move was performed over a week and completed successfully. However, there were a few challenges with the storage migration and a new approach had to be applied. Even with the challenge, the overall move and migration was completed in the timeframe allotted and to the customer’s satisfaction.

Data Center Builds

Challenge 1 – IBM’s client required additional space urgently to house rapidly growing and new production applications. Tri-Paragon’s consultant managed the overall build in a new IBM “level 3” facility, which included:

  • Planning
    • Designing floor layout for the initial build of 50 server cabinets plus storage.
    • Ordering all cabinetry.
    • Working with architects to order various hardware (AIX, Windows and Storage).
    • Work with client on network architecture and hardware requirements.
    • Work with cabling vendor on requirements and design.
  • Infrastructure Build
    • Installation of server cabinets
    • installation of power
    • installation of network cabling
  • Compute Infrastructure Build
    • network hardware installed and test
    • servers installed and initial OS build completed
    • storage installed and initial builds completed

Once these steps were completed the facility was turned over to the client to utilize.

A second build took place at this facility of an additional 30 server cabinets with Tri-Paragon’s consultant managing it as well.

Challenge 2 – IBM’s client had moved into a new IBM Data Center from another location but required an additional 5,000 sq/ft to be prepared for use. Tri-Paragon’s consultant was engaged to manage this requirement. This build consisted of:

  • Planning
    • Designing floor layout for the initial build of 50 server cabinets plus storage.
    • Ordering all cabinetry.
    • Work with client on network architecture and hardware requirements.
    • Work with cabling vendor on requirements and design.
  • Infrastructure Build
    • Installation of server cabinets.
    • Installation of power.
    • Installation of network cabling.
  • Compute Infrastructure Build
    • Network hardware installed and test.

Once the infrastructure was in place, it was turned over to the client.

Move Client’s 5,000 sq/ft Non-Production Data Center

IBM was required to move a client’s Data Center from an outsourced location to a newly built IBM Data Center. Tri-Paragon was engaged to manage this move and after a complete inventory was taken, it was determined that there were some production applications running at the site. IBM assigned two Tri-Paragon Senior Program Mangers, one to manage the production moves to a Production Data Center and one for the Non-Production / DR move.

All production had to be moved first. There were 20 production applications on 124 servers that were migrated and/or moved over a six-week period on weekends during allotted outages. Some applications were migrated form one site to the other.

To accomplish this, the receiving environments had to be built first, then working with the systems and storage administrators and application owners, the migrations were planned and moved. A similar method was used for the physical moves which required additional teams, such as; cabling vendor and movers.

While the Production moves and migrations were taking place, the Non-Production / DR move was being planned. This move included 58 server cabinets (~ 300 physical servers), 19 storage device cabinets, and the complete network environment. Steps included;

  • Obtain current-state information of all servers to be moved, including network cabling and power requirements from the source location.
  • Design the floor layout of the newly built target location for all hardware, including network infrastructure, network cabling and power cabling requirements.
  • To reduce costs, the above design had to layout the server cabinets in a similar fashion as they were at the source location as all in-row network cabling came with the cabinets.
  • Develop transportation plan.
  • Identify all risks that may affect the move and develop mitigations.
  • Work through move plan with all application owners and system administrators.
  • Pre-build all network head-ends and install all fibre cabling under the raised floor.

During the actual move once everything was shut down, specialized teams disconnected all the cabinets in a pre-planned sequence. Once disconnected, cabinets were moved to the loading dock, loaded onto moving vans and once loading was completed, the truck would leave for the target location.

Two trucks were used and rotated to complete 16 loads. As each truck arrived at the target location, they were unloaded and the hardware was taken to the raised floor, placed in the pre-determined spots and cabled.

From the initial start, the first servers were brought online in 2 days and everything was up and running within 3 days. Additional time was given for validation which took another 2 days. It took a total of 5 days from the start of shut down until turned over to the users, and 240 people had a part in this very successful Data Center move.

Move Development Environment

Challenge: IBM’s client required urgent power relief from its Production Data Center. A decision was made to move a major development environment from the Production Data Center to an IBM Data Center. Tri-Paragon’s consultant was engaged to fulfill this requirement. The move required a build, as well, prior to the move and was accomplished as follows:

  • Planning
    • Designing floor layout for the initial build of 30 server cabinets plus storage.
    • Ordering all cabinetry.
    • Work with client on network architecture and hardware requirements.
    • Work with cabling vendor on requirements and design as well as specifics on the move.
    • Work with system administrators and application owners to plan the physical move.
  • Infrastructure Build
    • Installation of server cabinets.
    • Installation of power.
    • Installation of network cabling.
  • Network Infrastructure Build
    • Network hardware installed and test.

The move took place over 3 weekends and each move consisted of approximately 80 servers.

  • Data was pre-migrated.
  • Applications and servers shut down.
  • Servers un-racked, moved and re-racked at target location.
  • Servers reattached to storage and validated.

Upon completion of the 3rd weekend, the director of the development environment at a management status meeting said “The moves were totally transparent to the end users”.

Data Center Decommissioning

Over a six-year engagement with IBM, Tri-Paragon was assigned to decommission 4 Data Centers. This process included; removing all network cabling, removal of all cabinets, head-end infrastructure and power WIPs from under the raised floor.


BMO Logo

BMO Financial Group

Anti-Money Laundering Project

Requirement: Due to the Anti-Money Laundering (AML) legislation that went into effect globally after the September 11, 2001 attacks, Bank of Montreal (BMO), amongst most major financial and non-financial institutions, were required to implement a combination of processes, specialized technology solutions, and to use various services and tools to ascertain a customer’s identity and monitor transactions for suspicious activity.

Key Benefits: 1) protect BMO against operational and reputational risk and loses, 2) comply with regulators, and 3) mitigate acts of money laundering and terrorist financing by monitoring persons of interest and their transaction behavior, through technology solutions and business processes, and subsequently reporting to FINTRAC of all alerts generated through the monitoring activities.

Scope: The current, enhanced AML Program is a multi-year (2007 through 2011 / 2012) and enterprise-wide initiative that includes all three banking pillars of BMO; Capital Markets (CM), Personal & Commercial (P&C), and Private Client Group (PCG).

Tri-Paragon’s role was that of Senior Project Manager for a portion of the AML overall project. Responsibilities included;

Project Budget: $12,000,000 CAD

  • Management of 30 resources which included; various development and delivery teams and software vendor resources.
  • Manage all development and delivery activities associated to the AML projects for, Watch List Management / Name Matching for the Capital Markets and
  • Private Client Group of business and Transaction Monitoring for Capital Markets (CM), Personal & Commercial (P&C), and Private Client Group (PCG).
  • Manage vendor relationship and vendor project specific activities.
  • Execute standard practices, such as; manage budget, schedule, and project resources, status updates and meetings, issue, change, and risk management, etc…
  • Project governed by Capability Maturity Model Integration (CMMI) Level 4.

RBC

RBC Financial Group

RBC had an urgent need to replace the current DOS user interfaces and related business logic with industry standard technology due to technological obsolescence and the potential risk of decommissioning of Operating Systems support by Microsoft .

The scope for the DOS Migration Program encompassed 34 DOS applications including 12 mission critical applications. In order to migrate DOS applications efficiently, offshore vendor(s) in India had been engaged to build approximately 75% of the DOS applications to compress the time to market and achieve savings by labour arbitrage.

A reverse engineering approach for software such as; Realia COBOL, EZVU and DSML was adopted to replace the current user interfaces to a WebSphere Application Server (WAS) platform. The deliverables of the DOS Migration Program is to provide the same business functionalities that existed in DOS, under new technology.

Tri-Paragon provided a Senior Project Manager who assumed the following areas of responsibility for :

Wave 1A
  • Budget of $1,150,000 CAD
  • Business Client Relationship Management System (BCRMS
  • Credit Monitoring System (CMS)
  • Term Investment System (TIS)
Wave 2
  • Budget of $810,000 CAD
  • Canadian On-Line Teller System (COLT)
  • Demand Deposit Accounts (DDA)
  • Heavily engaged with offshore partner (both offshore and onsite teams)
  • Plan for and build required internal project team structure for each application
  • Project schedule managed by offshore partner
  • Schedule and manage requirements sessions, comprised of; AS-IS review sessions, Prototype working and review sessions, Business Requirements
  • Document and Use Case review sessions, Test Strategy planning and review sessions
  • Execute other required standard practices, such as; status updates and meetings, issue management, change management, risk management, etc…
  • Program was governed by Capability Maturity Model (CMM) Level 2 (RBC) and CMM Level 5 (offshore partner) practices.

TD Bank

TD Bank Financial Group

To mitigate escalating fraud levels and create new revenue opportunities, there is a global movement towards Smart Cards (CHIP). TD Bank Financial Group (TDBFG) has been active in industry development through its efforts in the Canadian CHIP Migration Program and the VISA Canada CHIP Advisory Committee. These efforts are focused on creating the infrastructure needed for a profitable national deployment.

CHIP is a technology platform, not a product. The implementation of CHIP infrastructure will allow TDBFG to implement new applications, products, services and security measures in ways and with features not possible using magnetic strip technology.

Tri-Paragon was engaged to provide a Senior Project Manager as this project was already underway and needed someone to get things moving more aggressively due to delays in various activities. Main responsibilities included:

The ongoing development and completion of the Project Charter, prepare, attend and present in various meetings (weekly business / technology meetings, weekly business meetings, monthly senior management committee meetings, quarterly executive steering committee meetings), project monitoring and tracking, governance planning, resource planning, issue, risk and change management, budget tracking, business acceptance test planning, prepare and maintain project road maps, manage overall milestone plan, participated in various vendor meetings, and participate in various activities and meetings at the SmartCard Program level.


Ricoh

Ricoh Canada Inc.

“Your efforts have ensured that Ricoh has a system capable of supplying our strategic objective of being the most web-enabled company to do business with in our industry" - Paul Johnson, Sr. V.P.

Tri-Paragon provided a number of solutions for Ricoh Canada Inc. The following are a few of the major accomplishments.

ERP

Tri-Paragon was hired to assist in the selection of and manage the implementation of an ERP System. This $15m project also required major customization and had a hard finish date that was met and within budget.

Sales Automation

Challenge – Ricoh required a solution to automate their sales process. At the time the existing process required upwards of 17 forms to be filled out manually when making a sale to a customer. Tri-Paragon was hired to do the planning, management, execution and delivery of a web-based Sales Automation solution that provides Ricoh Canada nation-wide sales team with the ability to enter orders on-line via the Internet and/or Intranet through use of electronic forms. The key objectives of this initiative are to reduce redundancy, errors and time to process by introducing a transaction-based solution with business rules and integrated workflows, thereby automating the old methods of manual processing of all sales related hand-written forms, consisting of various lease contracts, trade-up / buy-out requests, equipment demo, removal and relocation requests, service loaner and exchange requests, delivery and installation receipts, etc. Overall responsibilities consisted of confirming and finalizing business requirements, determining project approach, technical and application architecture direction, integration and security strategy with Baan ERP system, Pricing system (MAPP) and Ricoh’s Enterprise Portal system, building a project team, planning, managing and monitoring project budget, resources and overall project status, in addition to review, assessment and planning of ongoing change requests.

Portal

Challenge – Ricoh wanted to be “easier to do business with” for their customers. Tri-Paragon sourced and implemented a world leading Portal solution that allowed customers to view Service orders, Service History, Contract details, Sales orders to name a few things. Each Portal solution was completely customized to have the look and feel of that customer.

Infrastructure

Challenge – Ricoh had hardware in multiple locations and an unstable National network. Tri-Paragon managed a major corporate move and data centre merge. This involved all aspects, construction, wiring, ordering furniture etc., over 250 employees were moved affecting 4 locations. We also managed multiple Branch location moves. The Data Centre involved moving equipment from three different locations into one. The new Data Centre was a Carrier grade facility. We also researched network solutions and moved Ricoh to fibre across the country saving money and improving performance considerably.

Global Print Solution

Challenge – Ricoh had a requirement to supply a Global customer with print solution for invoicing and statements. Tri-Paragon designed, developed and implemented a Global solution for outsourced print on demand. This applications functionality included, receiving secure data from 11 different countries to a central location for processing. At the central locations this data was stored by location and then processed daily depending on other documents. The processing involved the creation of forms, populating the forms with the stored data and merging those documents with other received documents. The final step was to the transfer the documents to 4 different print facilities (1 in North America and 3 in Europe) for printing.


Ricoh Document Management

Ricoh Document Management

Tri-Paragon was initially contracted by RDM to optimize its Stellent implementation, and more recently to develop an upgraded Order Management System (OMS) that simplified the document ordering process for customers and streamlined RDM’s back-end processes. Tri-Paragon became a key RDM partner, not only creating internal solutions, but actively working with RDM to implement external instances of Stellent Content Management that reflect specific customer requirements, including customizing the look and feel of the Stellent interface.

Variable Print on Demand / Order Management System

Challenge – Ricoh Document Management (RDM) required a new Order Management System (OMS) but also wanted to allow customers to manage and maintain their own content (documents, forms, books, stationary etc) in a Content Management System on line remotely. This application was to simplify the document ordering process for RDM’s customers and streamline RDM’s back-end processes. Tri-Paragon designed, developed and implemented a web-based OMS which was customer specific and was integrated with both the Content Management System and RDM’s ERP manufacturing system. This web-based application allowed customers to, log into a site that had the complete look and feel of their company, manage their own group of users, apply certain business rules for ordering by user, manage their own content (documents, books, forms, stationary etc.) and order these items for printing.

Variable Print on Demand

Challenge – Ricoh Document Management wished to allow customers such as Universities and Colleges, Professors and Students, the ability to up load documents, select material and binding solutions and print, either locally or at RDM. Tri-Paragon created a web-based application that allowed the end user to up load a document, select the; type of paper, colour of paper, inserts (if required), covers, method of binding (if required) and number of copies. Then once satisfied submit the request for printing. On line inquiries were also created to follow the manufacturing process to print and shipping if necessary.


Enbridge

Enbridge Inc.

Tri-Paragon was instrumental in making the Y2K Program for us and several other Enbridge Energy Distribution companies an unequivocal success” - Terry Pasher, Director – Corporate Y2K Program.

Tri-Paragon provided consulting services as the Corporate Year 2000 Program Manager for Enbridge Consumers Gas and Affiliate Companies consisting of St. Lawrence Gas Company Inc., Niagara Gas Transmission Limited, Consumersfirst Ltd. (now Enbridge Home Services), JP Haynes Inc., Cornwall Electric and Enbridge Pennsylvania Inc. The overall year 2000 inventory was comprised of over 4,000 technology assets, which consisted of IT infrastructure technology, business applications, systems software and technology, network technology, gas distribution technology and various field technology. The Corporate Year 2000 Program was comprised of 150 dedicated human resources and at peak times with 200+ resources. The projected budget forecast for the program was $26.4 million and upon program completion, actual costs expended were $22.3 million. Projects were divided into critical and non-critical (high, medium and low) priority projects with a total of 110 critical and 171 non-critical projects. The program inventory consisted of 3900+ unique technology assets (field and IT assets) for Y2K assessment and preparedness.

Tri-Paragon's allocated resource demonstrated our ability to manage a large, extremely complex project by employing some very commendable strengths and attributes – organizational skills, thoroughness, dedication, flexibility and patience. A job well done!” - Dwight A. Willet, General Manager and VP – Information Technology.


St. Joseph's Health Care

St. Joseph’s Health Care / London Health Sciences Centre

(SJHC/LHSC) created an Integrated Content Library (ICL) utilizing the Stellent Content Management suite for use throughout the executive levels of their regional Healthcare Network. It had been so successful that expansion to many other departments was planned. Tri-Paragon provided specific services consisting of project management, implementation of Stellent’s most current version of the Content Management system, expansion of the ICL, enhancements, knowledge transfer and post implementation support.


York Region District School Board

York Region District School Board

York Region District School Board (YRDSB) has been utilizing a much older version of Stellent’s Content Management solutions for a couple of years and wished to have it upgraded. Tri-Paragon’s services consisted initially of environment assessment, requirements planning, project estimates, and presentation of Services Proposal. Once approval was given we proceeded with project management, upgrade, conversion, enhancement and post implementation support activities.


United Way Toronto

United Way of Greater Toronto

“Thanks for all your advice and assistance on our systems issues … we are moving ahead, in large part due to the help you have provided.” - Anne Gordon, President. Tri-Paragon provided systems consulting services consisting of vendor evaluation, vendor recommendation, assessment of hardware and infrastructure environments to meet capacity and performance requirements, and the provision of a final report on findings and recommendations.


Sony Canada

Sony of Canada Ltd.

Tri-Paragon provided us with professional expertise to accomplish our content management objectives. We fully expect to be calling on them again to assist us with our many future requirements” - Doug Green, Manager – Business Systems. Sony of Canada Limited required Stellent Content Management system to integrate with their SAP ERP.

Tri-Paragon was hired in order to accomplish the following unique functions:

  • Extract invoice / statement related data from SAP R/3 to build temporary file with required metadata fields.
  • Process that temp file on a daily basis through Stellent Batch Loader and check content into Content Server
  • Push PDF Invoices to the Extranet site through Content Publisher’s Scheduler
  • Send an e-mail, after the daily batch load, to each of their customers with invoice(s) and/or statement attached. (The unique feature here is that if there are multiple invoices for a given customer in one day, the invoices are merged into one-single PDF file and then attached to the e-mail for notification and distribution)
  • Single sign-on between multiple web sites (in this case for Internet, Intranet and Extranet) and Stellent, including synchronization of User Account information between the web sites
  • Suppress password change in Stellent Content Server (unless Administrator) for Extranet server (Customers)

University Health Network

University Health Network

University Health Network in Toronto (UHN) has been utilizing Stellent’s solutions for several years, primarily with Stellent Content Management for PDF content linked to the intranet and public internet sites. Tri-Paragon provided specific services consisting of assessment & alignment, project management, implementation of various enhancements, knowledge transfer and post implementation support. In December 2006 Oracle acquired Stellent, Inc., a global provider of enterprise content management (ECM) software solutions. Stellent's best-of-breed ECM solutions encompass Document and Records Management, Web Content Management, Digital Asset Management, Imaging and Business Process Management, and Risk and Compliance. Stellent's products are rated as a leader by independent technology analyst firms including Gartner Group, Forrester Research, and IDC and have won a number of awards from leading technology and developer publications. The acquisition of Stellent complements and extends Oracle's existing content management solution portfolio. The combination of Oracle and Stellent offers customers secure, reliable, and highly scalable content management solutions that meet the day-to-day needs of all users across the enterprise, while also delivering sophisticated ECM capabilities to professional users.