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We at CtrlS have invested a lot of time and effort in creating a fault tolerant datacenter which can guarantee an uptime of 99.995%, the highest in datacenter industry.
A telecommunications giant in the USA. The world's largest IT service provider. A manufacturing conglomerate from the middle-east. India's biggest bank. A young hosting company with big plans. CtrlS provides them all with a safe, reliable datacenter platform.
Total protection, the highest uptime in the industry and significant savings are just some of the ways we impact their bottom line. Our corporate philosophy of Complete Ownership, fault-proof infrastructure and Six Zone SecurityTM make up the CtrlS promise.
With over 20,000 racks planned across India, CtrlS is India’s first Tier IV Datacenter and the preferred choice of corporate houses both large and small.
We at CtrlS have invested a lot of time and effort in creating a fault tolerant datacenter which can guarantee an uptime of 99.995%, the highest in datacenter industry.
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manpower, subcontractor, overhead cost, and general condition. Material is the main component in construction projects. Therefore,
if the material management is not properly managed it will create a project cost variance. Project cost can be controlled by taking
corrective actions towards the cost variance. Therefore a methodology is used to diagnose and evaluate the procurement process
involved in material management and launch a continuous improvement was developed and applied. A thorough study was carried
out along with study of cases, surveys and interviews to professionals involved in this area. As a result, a methodology for diagnosis
and improvement was proposed and tested in selected projects. The results obtained show that the main problem of procurement is
related to schedule delays and lack of specified quality for the project. To prevent this situation it is often necessary to dedicate
important resources like money, personnel, time, etc. To monitor and control the process. A great potential for improvement was
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It is based on the method of customer development by steve blank but focuses mainly on how to do interviews the right way.
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6. Founded
1906
Focus
Areas
Over
$7.5
billion
in
opera2ons
across
three
key
markets:
•
Commercial
Buildings
•
Civil
•
Heavy
Industrial
Personnel
4,400
full-‐2me
professional
and
administra2ve
staff
More
than
10,000
hourly
trades
people
Loca2ons
30+
loca2ons
around
the
world
6
11. PCL
Connects
Evolu2on
+
over
80
publishers
v2.0
• SharePoint
2003
• Custom
Development
11
12.
13. 2004
v2.0
• SharePoint
2003
• Custom
Development
2011
v3.0
• SharePoint
2010
• Custom
Development
• FAST
Search
14. EXECUTIVE ENGAGEMENT
14
“The
mission
of
PCL
Connects
is
to
provide
an
authorita.ve,
comprehensive,
and
collabora.ve
one-‐stop
des4na4on
for
.mely
and
accurate
informa.on
in
a
way
that
is
easy-‐to-‐
find,
secure,
and
customized
so
that
employees
have
access
to
the
informa4on
and
knowledge
they
need
to
help
them
work
more
produc4vely
and
develop
stronger
connec4ons
with
their
peers.”
19. FINDABILITY CHALLENGES
19
Search
Sucks!
Is
there
a
way
to
provide
comments
on
content?
There’s
too
much
informa;on
I
can’t
find
anything!
Our
naviga;on
is
confusing
50%
70%
73%
98%
20. TOP 5 BUSINESS CHALLENGES
LESSONS LEARNED AND BEST PRACTICES
21. LESSON #1
It
is
hard
to
maintain
a
decentralized
publishing
model
with
a
highly
customized
intranet
• Too
sophis2cated
-‐
Heavy
reliance
on
good
publishing/applica2on
of
metadata
to
make
the
site
work
• AZri2on
in
publisher
pool
21
22. SOLUTION
• Central
publishing
service
• Iden2fy
and
select
stronger
publishers,
and
promote
the
importance
of
the
skillsets
they
offer
• Leverage
SharePoint
automated
features
for
publishing
to
make
the
publishing
process
easier
(auto
expiry)
22
23. LESSON #2
Change
management
and
adop;on
is
a
big
job
• Had
a
robust
adop2on
and
change
management
plan
for
roll-‐out
• Enthusiasm
for
suppor2ng
the
intranet
started
to
fade
a^er
the
launch
• Lacking
district
advocates
in
senior
leadership
posi2ons
• True
advocates/evangelists
are
hard
to
find
23
24. SOLUTION
Ongoing
Internal
Marke;ng
and
Promo;ons
• Ongoing
promo2on
to
exec
group
and
stakeholders
of
Connects
as
a
viable
and
cri2cal
business
tool
• Regular
internal
blogs
• Friday
Digest
• New-‐hire
onboarding
(screencasts)
24
25. LESSON #3
Develop
a
clear
development
process
for:
• bug
fixes
• ongoing
enhancements
25
26. SOLUTION
Solu;on
Delivery
Framework
• Long-‐term
look
ahead
plan
for
development
with
• Approvals
• formal
budget,
• accountability,
and
• priori2za2on
process
• Internal
workflow
process
for
with
documenta2on
• Dedicated
resources
for
maintenance,
basic
enhancements,
and
major
ini2a2ves
26
28. SOLUTION
• Create
a
living
a
governance
document
• Define
key
stakeholders
• Have
a
single
execu2ve
authority
to
make
final
decisions
• Solu2on
Delivery
Framework
allows
for
agile
response
to
issues
as
they
arise
28
29. LESSON #5
Be
prepared
for
friendly
fire
• Culture
of
“self-‐appointed”
informa2on
architects
29
31. SUMMARY OF LESSONS
LEARNED
1. Have
a
core
group
of
skilled
publishers
AND
a
centralized
publishing
service
2. Never
stop
the
change
management/adop2on
process
3. Have
a
process
and
team
devoted
to
the
ongoing
evolu2on
of
your
intranet
(Solu2on
Delivery
Framework)
4. Have
an
ac2ve
execu2ve
sponsor
in
addi2on
to
a
governance
document
5. Assign
an
“Intranet
Lead”
to
be
the
point
of
contact
with
internal
stakeholders
31
32. QUESTIONS?
32
Darcy
Belanger
Manager,
Digital
Communica2ons
PCL
Construc2on
dbelanger@pcl.com
@darcybelanger
Rebecca
Ma
Digital
Communica2ons
Specialist
PCL
Construc2on
rlma@pcl.com
@becksy21