Proven track record delivering on time & within budget

AirWalk Consulting Deliver Time Critical Integration Programme

The Client

The client is a UK based financial institution covering every facet of Banking from Investment to Retail operations.

The Challenge

Driven by market forces following the 2007 financial crisis, the client scoped a business led programme to integrate a newly divested business with its own.

In late 2011, driven by Executive concerns about progress on the overall programme coupled with an independent external review, the client engaged AirWalk Consulting to undertake a specific Technology review of the programme.

The output from this review, along with the review’s recommendations for addressing identified challenges were accepted by the client, and AirWalk Consulting were engaged to undertake the remediation activity and to manage all of the required technology deliveries for the term of the programme.

This included acceleration of the delivery by leading re-scoping, re-planning and subsequent delivery against a redefined set of targets with the key objective of ensuring the new business was fully integrated into the target environment by a pre-defined date. With a landscape of over 1300 staff and associated applications to be integrated, significantly diverse and unique requirements, complex data and user migrations and a new building to be re-fitted, AirWalk were required to re-construct and mobilise a programme that was able to run at scale to meet the timescales, in conjunction with handling significant numbers of niche technical requirements and dependencies on external providers.

The Project

  • Design and build the technology programme structure, its projects and work packages, along with the operating model it would use.
  • Re-scope and re-set the technology programme deliverables in line with agreed objectives, and gain approval to proceed from the organisation’s most senior governance forum
  • Recruit the required delivery team, utilizing predominantly internal technical capability, complimented with experienced external management experience
  • Design and develop programme processes, toolsets and artifacts to provide direction and control
  • Conduct all relevant procurement, adhering to stringent procurement legislation
  • Design and deliver all new technical components including relevant security tests
  • Define and implement new Service Management processes and procedures
  • Conduct detailed business unit engagement and analysis to define detailed user level requirements
  • Deliver newly built or amended applications, with full integration testing
  • Scale all core supporting infrastructure and systems to receive and support the newly integrated workforce
  • Complete a technology re-fit of a newly acquired building to house the c1300 migrating users
  • Design, test and execute the data migration approach for user, client and system data
  • Design and operate migration event management processes, and post migration support

Results

  • Complete integration of the two organisations on time and on budget
  • Technology fit-out of new 7 floor office building completed and operational
  • New technology introduction completed successfully, setting new standards for the client
  • All Migration events undertaken without impact to business operations
  • No Data related issues encountered
  • Complete the IT Service Desk transformation to enable effective service provision for the enlarged organisation

AirWalk Consulting Deliver Time Critical Desktop Refresh Programme

The Client

The client is a UK based financial institution covering every facet of Banking from Investment to Retail operations.

The Challenge

Driven by a need to upgrade an ageing desktop estate, in January 2011 the client scoped their desktop refresh programme to deliver a significant end user computing transformation in conjunction with upgrading the client operating system software.

In May 2013, following the Microsoft announcement of the end of extended support date for Windows XP, and with the whole client estate still to remediate, the client engaged AirWalk to assist with the acceleration of the programme by leading the re-scoping, re-planning and subsequent delivery against a redefined set of objectives with the key objective of ensuring Windows XP was fully removed from the organisation before it became unsupported.

With a landscape of over 2000 applications, significantly diverse and unique requirements, and over 3500 in-scope devices, AirWalk Consulting constructed, costed and mobilised a programme that was able to run at scale to meet the timescales, in conjunction with handling significant numbers of niche technical requirements.

The Project

  • Re-scoped the programme in line with re-defined objectives, produced business case and gained approval to proceed from the organisation’s most senior governance forum
  • Defined the requisite delivery capability, assessed the incumbent delivery team, augmented and adjusted it to ensure maximum chance of success
  • Re-engaged with the client’s key business contacts and reset scope / delivery expectations and established the key programme governance forums
  • Designed and developed programme processes, toolsets and artefacts to ensure robust and repeatable operations – providing single source of programme data, MI and reporting
  • Conducted all relevant procurement
  • Constructed client build factory, associated procedures and controls
  • Designed and delivered all new technical components including relevant CESG compliant security tests
  • Defined and implemented relevant Service Management processes and procedures
  • Conducted detailed business unit engagement and analysis to define detailed user level requirements
  • Completed remediation, testing and release of circa 1500 applications, in addition to discovery and remediation of all End User Computing developed applications
  • Refreshed the entire client estate including business continuity sites
  • Securely decommissioned all legacy hardware

Results

  • Programme completed in 11 months achieving all objectives on time and under budget
  • Application estate rationalised by 30%, remediated and packaged for Windows 7
  • Refresh and standardisation of all client hardware and workstation peripherals delivering significant energy savings across the organisation
  • Implementation of enhanced security suite including privileged user access controls
  • Defined and implemented standardised workstation specification enabling the organisation to further exploit office space optimisation opportunities
  • Delivered enhanced asset management processes in conjunction with a base lined asset register
  • Transformed the remote access solution enabling enhanced business continuity solutions and more effective remote working capabilities

AirWalk Consulting Deliver Service Management & Stabilisation Programme

The Client

The client was a large financial institution based in mainland Europe, offering retail, private and commercial banking around the globe, with focus on large corporate customers.

The Challenge

Following a consortium take over of a Global Payments Bank based in Mainland Europe, the client alongside its consortium partners scoped a business led programme to deliver the separation of the newly acquired organisation.

In late 2007, driven by the financial crisis, customer complaints, falling service levels and rising incident volumes the consortium leadership raised concerns that the instability of the technology service being provided via the outsourced technology partners was impacting both the customer base of the payments bank and the ability to successfully perform any technology separation activities on an unstable platform.

The client requested instigation of a service stabilisation programme to operate on behalf of the consortium with the objective to improve levels of customer service in excess of committed SLA’s and to stabilise the service in order that large-scale business and technology separation events could take place with minimal impact to customers.

This included taking over full control of the service management relationships with the outsourced technology providers, taking control of the payment banks internal service management team, and re-shaping of all processes, procedures and control functions to achieve the desired outcomes.

With a complex landscape of payments applications, three outsourced technology service providers, customers in every country around the world, payment processing of over €200 billion per day, and to meet the committed separation timescales, an experienced service and recovery management team had to be constructed.

The Project

  • Identify and recruit a strong service and recovery management team to re-locate from the UK to Mainland Europe for the term of the engagement
  • Take line management control of the existing service management team, and re-train
  • Design and implement a centralised 24x7x365 service management function for a global service
  • Implement a programme of stabilisation and maintenance for all production support operations
  • Manage and improve the contractual performance of outsourced technology service providers
  • Define and embed a “service first” culture within the organisation
  • Design and implement new service management and service assurance processes and artefacts to provide measurable MI, direction and control
  • Conduct detailed business unit engagement and analysis to shape initiatives and deliver customer focused improvements
  • Managing audit, risk and compliance issues within the prevailing countries’ governance controls
  • Create the strategy for “Day 2” support operations post separation activities and transition to that model
  • Manage financial performance against the operating budget of €400M Per Annum
  • Design and operate migration event management processes and post migration support

Results

  • Service availability of Payment and Tradesystems improved by 74% within first three months
  • Customer impacting critical incidents reduced from 26 per month to 1 per month
  • New processes and procedures implemented to support the “service first” culture
  • Outsourced technology providers fully embedded in the Service Management process chain, and operating in excess of contractual agreements
  • Overall availability of service for customers sustained at 99.8% in advance of business and technology separation events
  • All separation events executed on schedule and supported by the service management team
  • Service management transitioned to “Day 2” support model, post separation

Contact Information

Postal Address

  • AirWalk Consulting Limited
  • Warnford Court
  • 29 Throgmorton Street
  • London
  • EC2N 2AT

© 2016 - AirWalk Consulting Limited, all rights reserved.
info@airwalkconsulting.com | Designed by Oliver Edwards mail@oliveredwards.info