The document provides an overview of Project Piper, which involved designing and building the IT infrastructure to support a financial services company's global operations over 8 months. Key aspects included transitioning offices in the UK, Asia, and New York on schedule while minimizing disruption. Through close risk management, resource tracking, and adapting to changes, the project was delivered successfully and on an accelerated timeline.

1. 1
project management case
study overview
Project: Project Piper
Author: Ian Macpherson, Project Director

2. Page 2Project Review
customer profile
> Founded in 1971
> Acquired in 1999 by *******
> Leading specialist Financial Services and Investment Bank
> customer business includes equity research, specialist sales to
institutional investors, sales trading, and a variety of capital raising
and capital management services.
> Key markets are in banking and insurance organisations
> Offices in London, Tokyo, Hong Kong, New York, Boston &
Hartford
> Merger with ******* in Sep 07

3. Page 3Project Review
project business drivers
> early 2006: management buyout from parent company - ********
> legal separation in June 2006
> $USD1m for each month that they maintained inter-company
agreement
> parallel charges for lease agreements on new & old office premises
Swiss Re Tower,
London
View from client
offices, Manhattan

4. Page 4Project Review
how PM supported the business drivers
> focus on risk and issue management
> established consistent project office to manage end to end from
initial engagement through to design and final implementation
> close management of resource utilisation
> established executive level interface between the customer &
Orange

5. Page 5Project Review
critical success factors
> Minimal impact to the client business & trading systems
> Transition of UK and Asia by end of 2006 (8 months)
> Transition of New York in January 2007
> Minimal use of parent company resource / infrastructure services

6. Page 6Project Review
project overview
> Design, procure, stage and install the technology infrastructure to
support the clients global operation
> 12 workstreams, split by deliverable
> Network connections into 12 locations (8 x customer)
> Partnership with Avaya, Etrali and Pasporte & Level3 (via FT)
> All the client would add to their new IT infrastructure was their data

7. Page 7Project Review
key challenge
To deliver on target, we had to parallel task the deployment along side the low
level design work.
> Activity forecasting - was a complex activity. We introduced a 5 stage
model for progress measurement to simplify this.
> Technical issues – where design assumptions proved incorrect, we would
make recommendations in the form of an impact assessment covering the
solution, the time scales and any associated cost / resource considerations.
> Resource planning – we engaged the team full time on the deployment and
tracked utilisation via weekly project timesheets, signed off by the client.
We provided regular forecasts on actual versus forecasted effort.

8. Page 8Project Review
responsibilities
> client
- manage interface into their business via the IT Programme team
- sign-off design and FSA compliance
- software and applications
- building infrastructure – electrical / cabling / Hvac
- market data feeds – Reuters, Bloomberg, Pershing etc.
> Orange
- infrastructure design and sign-off of all 3rd
party technical activities
- interface with the clients contracted suppliers
- global logistics and installation activities.
- development of managed service wrap / SLAs etc

9. Page 9Project Review
work breakdown structure (1/2)
3rd
PartiesOrangeFPK
Project Piper (1/2)
Applications
RB - USTP
RB - ETP
E-Expense
MS GP Dynamics
Factset
FIX
Selectica
Internet / Intranet
Audio Visual BCP Data Centre Trading LAN
L
E
V
E
L
3
LAN
WLAN
MAN
L2
L1
Wave Hoot
Video Conf
Audio Conf Voice Recording
Voice
Dealer Board
Desktop PC
Voice Dial Plans
Transition Plan
Systems
LAN
PSTN - DDI
Dial Plan
Dealer Voice (Sys)
Voice Recording
Dealer Board
Market Data Feed
Cabling
Build
HVAC
User Patching
Design
Hosting

10. Page 10Project Review
work breakdown structure (2/2)
Orange
Active Directory
AV (Desktop)
AV (Email)
Servers
Desktop
Laptops
DHCP/DNS
Printers/P-Servers
Secure My Device
SAN
S/W Dist & Inventory
Data Migration
Software & LicencesFPK
Project Piper (2/2)
Messaging Mobility Security/Monitor Systems Telecoms WAN
L
E
V
E
L
3
Blackberry
BES
Remote Access
IPSec
Managed Auth
xDSL
WiFi Hotspot
Firewalls
IPS
RADIUS
NMS
WebVision
Proxy
Content filtering
IPT PSTN - DDI
Voice Blast
Voice Recording
IPT
Blast Voice Mail
Extension Mobility
Soft Phone
Fax
SMS
Unified Messaging
Intranet
Internet
Swiss Re Gateway
L1
L2
Anti-Spam
Email
Notes => Exchange
Instant Messaging
Archiving
Compliance

11. Page 11Project Review
project team structure
-
Executive Project Sponsor – Andrew McFadzen
Project Director – Ian MacphersonProject
Management
Technical Design Authority – Andy ShuttlewoodSolution
Design
Commercial
& Finance
Account Director – Paul Warren / Commercial Management – Andrew Calderbank
Workstream LANWANTelecomsDealer Board / Voice
Recording
SecurityEmailDesktop /
Systems
Audio
Visual
Niall
Macleod
Bob Darby (DAR)
Mike Severn (deputy)
Phil Lucas Farouq Taj Bogdan
Dragus
Simon JonesConsultant
Keith Hayes (Etrali – UK)
Steve Epstein (Etrali – US)
Orange – Andy Goff
Avaya – Peter Evans
Orange – Adrian SteeleAlan
Philipps
Workstream
PM
Paul
Reeves
Bob Darby / Mike Severn Avaya – Stuart Finlay Mohamed
Khattab
Simon
Jones
Technical
Deployment
ITSOJ Summers / D
Frankland
Osama
Ismaeel
Caroline QuirkeOrder
Preparation
Jessica Snapes – Logistics & Field Scheduling, inventroy managementProject
Coordination
Simon
Jones
Patrick D’Souza – Operational support, help desk & process InterlocksService
Management

12. Page 12Project Review
project governance
> weekly face to face management review
> weekly whole project team meetings
> Risk management plan
> shared action register with priorities and owners
> Regular executive team briefings
> Clear roles and responsibilities for each workstream
> resource tracking & weekly timesheets
regular high-
level
reporting

13. Page 13Project Review
project management methodology
> Customised methodology utilising strengths of both Orange & the
clients tools and processes
> Primary attention to risks and issues impacting the critical path
> Scope management via a strict change control process
> Central document library with version control
> Formalised reviews against the business case at key milestones
Action
register
RACI chart

14. Page 14Project Review
Progress tracking
FPK, Project Piper - Delivery Schedule
Site Name Delivered Configured Operational Integrated Transition
25 Copthall Ave 01-Dec 05-Dec 06-Dec 09-Dec 09-Dec
30 St. Mary Axe 13-Nov 20-Nov 01-Dec 09-Dec 09-Dec
ICM Wapping 04-Dec 05-Dec 06-Dec 08-Dec 09-Dec
Archway House 27-Nov 05-Dec 08-Dec 15-Dec 09-Dec
Hong Kong 02-Dec 05-Dec 07-Dec 09-Dec 09-Dec
Tokyo 01-Dec 05-Dec 06-Dec 08-Dec 08-Dec
85 10th Avenue 20-Dec 10-Jan 10-Jan 13-Jan 15-Jan
420 5th Avenue 03-Jan 06-Jan 08-Jan 14-Jan 15-Jan
111 8th Avenue 05-Dec 11-Dec 07-Jan 22-Dec 08-Dec
Swiss Re New York 21-Dec 28-Dec 01-Jan 13-Jan 15-Jan
Hartford 07-Jan 10-Jan 12-Jan 14-Jan 15-Jan
Boston 07-Feb 09-Feb 11-Feb 15-Feb 15-Feb
OVERALL SUMMARY
Detailed status
rolled up into
overall summary
> we tracked 5 key stages for each workstream at all sites

15. Page 15Project Review
change control
> critical element of the project as services were ordered against the
high level design
> we introduced a central change library & weekly change control
meetings
> 39 change controls logged
> changes tracked from order creation though to final deployment
Change
Register
Change
Request Library

16. Page 16Project Review
risk management
> Orange ‘owned’ the project risk register and reviewed jointly with
the client on a weekly basis. Always the objective was to develop
mitigation and contingency plans.
> at key milestones we conducted formal project reviews
encompassing risk assessment and executive briefings
> our risk register interfaced with the clients overall business risk
register
Risk register
Output from
Risk
Assessment

17. Page 17Project Review
project successes
> We designed and built the entire IT infrastructure in just 8 months.
Industry experts suggested that it would take 18.
> we won 3 additional workstreams – Systems, Desktop and Email
> keynote speech from the clients CIO at European Sales Kick-Off &
Connect
Final testing in NY
First day of trading in
Manhatten offices

18. Page 18Project Review
in summary
> we were completely transparent with issue & risk management
> we established key control processes from project initiation
> we had a well structured task force with clear interlocks into the client
> we had a highly mobile team committed to success
> we adapted quickly to changing requirements
> we relied on the people rather than the process
Orange Project
Team (London)
Winner of the 2007 World
Communications Awards –
Best Project Management