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Implats Cloud Journey
- 1. Vision | Traction| Results
- 2. Implats’ Journey tothe Cloud Discussion Session Case Study CIO Mining Africa Summit May 2016 Vision | Traction | Results
- 3. Overview • Introduction • Howthe Cloud Journey Started • Building the Strategy • Our Process and Timeline • Outcomes • Why it Succeeded • Learnings / Guidance
- 4. About Implats Adapting toMarket Dynamics
- 5. Implats at aGlance • Business is mining, refining and marketing of platinum group metals (PGMs), as well as nickel, copper and cobalt. • Mining, concentrating and smelting operations at Rustenburg. • Base metal and precious metal refining operations at Springs. • Mining and concentrating operations at Marula. • Mining and concentrating operations at Selous, Zimbabwe. • Group produced 1.27Moz of platinum (approximately 75% of global primary platinum supply). • Employs approximately 57,000 people (including contractors) across its operations. • A very successful and well run company. • History of successful IT projects, good governance, conservative approach, low cost operation.
- 6. The Changing Market •Overall demand for PGMs is still strong in an uncertain global market. • Vehicle and emissions. Probable absolute growth in vehicle sales. Tepid growth in developed countries. • Focussed effort in China and India for jewellery. • Industrial growth 3 to 4%. • Labour challenges and safety issues affecting production. • Changing political dynamics (Zimbabwe). • Continued supply challenges in South Africa. • Reduced capital investment (preservation) amidst commodities turmoil. • “Overly bearish” sentiment generally. • Prices to remain low until fundamentals improve.
- 7. About estrat We're aleading IT consulting practice providing strategic advisory and expert services relating to IT applications, infrastructure, and cloud. We provide "change" and "transformation“ services as we help our clients tackle their big decisions, standing with them each step of the way to achieve their end goals. We manage our clients’ risk, help them to wisely invest their money, ensuring that their projects are implemented properly first time and deliver sustainable business value. Headquartered in Perth, Western Australia we also have staff in South Africa and the United Kingdom. We have a LOT of experience in Africa.
- 8. What We HaveDone Over the past 16 years estrat has: • Written more than 30 IT strategies • Managed over 50 programmes • Overseen $500M worth of projects for our customers • Worked in more than 18 countries • Created strategies and designs recognised by companies as diverse as Gartner, VMware and Amazon Web Services (AWS). Our clients include; AngloGold Ashanti, Barrick Gold, Horizon Power, Impala Platinum, Leighton, Ok Tedi Mining, News Limited, RCR Tomlinson, Rio Tinto and the West Australian Government. We deliver complete transformation programs, technical upgrades, platform implementations, organisational redesigns, outsourcing contracts, hosting and cloud architectures, and end to end IT strategies.
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- 10. Some History Implats asthe Model Low Cost IT Operation
- 11. IT Timeline 2002 20042006 2008 2010 2012 2014 2016 “Rebangwe” Infrastructure Refresh and SAP Implementation Outsource Change 2018 Virtualisation SAP Evolution Asset Sweating WAN Upgrade “Cloud Hosting”, O365 and Managed Services Transformation Cyclical Infrastructure (CAPEX) Refreshes Hardware / Software Disaster Recovery 1.0
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- 13. Legacy Infrastructure Environment SOEBuilding Blocks Microsoft, VMware, Cisco, Dell, EMC, NetBackup, Telkom, IS, Zscaler Data Centres 8 (all on-premise) Servers +- 250 Storage +- 200Tb (excl. DR) Mailboxes +- 4,500 SAP Users +- 2,300 WAN Telkom / Internet Solutions Internet Internet Solutions
- 14. How Did theNew Journey Start?
- 15. In 2013… Cloud market maturity “Jurassicto Joystick” mantra Shadow IT emerging Escalating organisational challenges Strategy and adoption framework Feasibility Study
- 16. •Integrity of thestructures was eroding through age and at limit despite virtualisation. •Significant portions of the server / storage / data protection environments were coming out of warranty. •Higher level IT skills scarcity (backup/server/SAN etc). •Data storage demands were growing exponentially, and data protection was overly complex. •Applications / systems not then administered by BIIS were be brought into scope. •Disaster recovery required refresh and expansion. •Labour unrest resulted in lock-out with high likelihood of further escalation. Tactical Issues •Overriding desire to build an IT strategy to: •Match the next phase of business growth / change. •Exploit advantages of new technology and ‘consumption’ offerings. •Maintain Implats’ ‘low cost’ operating model. •Requirement to align with new CAPEX preservation strategy. •Need to find alternative to imminent unpalatable CAPEX refresh. •Simplification of IT support desired. •Scalable platform needed for forecast digital evolution (OT, IOT) Strategic Drivers
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- 18. Strategy Roadmap • Firstly,realising a strategy was necessary. • Market assessment. • Paper research. • Industry / peer practice and trends. • IS trends generally. • Recent projects. • Re-look at Implats environment for: • Candidate use-cases. • High level work-load characteristics (performance, availability, business criticality, interfaces). • Readiness Assessment. • Establishing bone-fide drivers. • Preliminary “End-State” posture and Business Case
- 19. Iterative Strategy Framework Business Alignment People& Organisation Operations & Processes Architecture & Platform Security Contract & Vendor Management C. How We Get There D. What We Need To Do To Make It Happen A. Where We Are Now B. Where We Want To Be
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- 21. Simple Rules thatKept Us Grounded • Strategic alignment with business strategy. • Continuing to keep it (real) simple / no bells and whistles. • OPEX focus – capital avoidance. • Strong industry support. • Don’t lead the pack. • Bringing people along for the journey. • Being paranoid about the detail. • Keeping users at the forefront of all our thinking.
- 22. Our Process andTimeline
- 23. Timeline 2013 2014 20152016 Preliminary Feasibility Study O365 Pilot RFI Stakeholder Buy In RFP Managed Services Transition Site Infrastructure Upgrades Cloud Hosting Implementation O365 Migration SAP Testing SAP Go-Live Business Case
- 24. Governance • Formal Steercom. •“Stage Gate” process. • Exec buy in and mandate. • Stakeholder buy-in. • Procurement involvement and rigour. • Legal / contract engagement. • Program and Risk Management.
- 25. Scope • O365. • Cloudhosting. • Cloud security. • Site infrastructure. • Enterprise data protection and disaster recovery. • Application migration including full SAP solution landscape. • SAP (PROD) virtualisation. • WAN / Internet. • Yammer. • Full infrastructure outsource contract. • Organisational restructure.
- 26. What the SolutionLooks Like Springs Pretoria Illovo Marula Public Cloud Private CloudRustenburg MetroLAN Remote Branch Office servers Mine Specific Workloads Remote Branch Office servers Refinery Specific Workloads Remote Branch Office servers Office Specific Workloads Remote Branch Office servers Mine Specific Workloads Remote Branch Office servers Office Specific Workloads Dev, Test, QA, Prod SAP, Hospital system and other workloads Disaster recovery Enterprise Backup
- 27. Technical Solution Elements ElementSolution Cloud Hosting Dimension Data MCP (Private and Public) – vBlock, VMware, Microsoft Site Converged Infrastructure Dell / EMC Disaster Recovery / Replication DoubleTake Application Migration DoubleTake Enterprise Data Protection NetBackup Email and Unified Communications Microsoft Office 365 Network Telkom and IS
- 28. What We LookedFor In Partners • Capability (technical, commercial, operational). • Deep pockets, authentic cloud strategy, and financial stability. • Integration capability. • Security. • Agility. • Three happy customers. • Technology direction. • "Enterprise“ focus. • Affinity with Implats’ technology stack. • Contract sophistication.
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- 30. What We Achieved •Vastly superior agility. • Demonstrably superior performance. • Faultless SAP migration. • Budget predictability. • Greatly reduced Site footprint. • Disaster Recovery step change. • De-risking for unrest achieved. • Platform for growth and flexibility. • Great acceptance by users and applications teams.
- 31. And, Why itSucceeded… • A great team, including partners. • Exec buy in from all organisations. • Sticking to our original principles. • Transparent and robust communication. • An integrated program across all areas of infrastructure, applications and organizational elements. • Experience. • Clever use of social tools. • Accomplished project management.
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- 33. Looking Back… • Understandingapplication characteristics is critical. • A highly experienced technical and project management team is also vital. • Visibility of WAN and key infrastructure elements needs to be in place up front. • Desktop ‘hygiene’ is important for O365 as is appropriate internet capacity and availability.
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- 35. Opportunities Ahead forImplats • Greater use of automation to drive efficiencies and lower support costs. • Further reduction in site infrastructure footprint. • Platform and processes in place to support IOT / OT / industrial internet applications. • Unified Communications and Mobility are on the near horizon and will benefit from project experience.
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- 37. From “the Trenches” •Take people on the journey with you (applications, exec etc) and expect resistance. • Do the science but make a start. • Understand the business case and be clear about the real drivers. • Consider the holistic design. • Consider issues of data sovereignty. • Engage contract experts. • Contemplate the strategic opportunities (OT, IOT, data analytics).
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