Case study of Coca-Cola project: complete a risk plan, risk form and risk log for that particular project of the company

Assessment description

This assessment requires you to study the case study of Coca-Cola project (provided

below) and complete a risk plan, risk form and risk log for that particular project of

the company. Use templates provided in Appendix 1 to complete your tasks.

 

Task Specifications:

 You must submit risk plan, risk form and risk log

 All risks need to be relevant and identified from the case study, reasonable

assumptions can be made

 Extra rows can be added to the template

 Assessment tasks need to be documented in MS Word file.

Case Study:

 

 

 

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Coca-Cola Amatil’s journey: Lotus Notes to BPOS

Beverage giant moves 8000 employees to Microsoft’s hosted Business Productivity

Online Suite

Jenna Pitcher (CIO), 27 August, 2010 09:34

Beverage company Coca-Cola Amatil (CCA) is halfway through the massive task of

migrating its over 8000 employees from Lotus Notes to Microsoft’s hosted Business

Productivity Online Suite, the company revealed in a presentation at Microsoft’s

Tech.Ed conference on the Gold Coast this week.

The project kicked off in March and is halfway through, according to technology

services manager, Steven Meek. Each employee will receive a 5GB email account, up

from 300MB. Some 69 Lotus Notes servers and 700 BlackBerrys will also be factored

into the equation, along with new acquisitions.

“We’ve made a lot of acquisitions — seven or eight companies over six years,” Meek

told the audience. “That was extremely challenging — we were continually

migrating people across and some companies [we] acquired were running odd

systems.

“It was kind of funny; some of the companies were using Exchange, then we moved

them to Lotus Notes and now we are moving them back again. Recent acquisitions

who were still on Exchange were relatively easy — it was just Exchange to Exchange

migration.”

The beverage giant’s team is half way through the rollout, which is happening

incrementally. Meek’s team doesn’t just have to deal with technical challenges,

however; senior levels have also put the pressure on.

Meek’s chief information officer was asked by the CEO, for example, whether the

migration could happen in two weeks. The team considered it, but the time frame

was not feasible.

“We’ve done about 4200 employees, which is about 600GB of email and five and half

million emails and calendar entries,” Meeks said of the project’s current state.

The data migration — documents, email and notes — was successful for most users

but some were not so lucky.

“But it was quite simple to get across and tell them that it was coming. But of course

some of them were quite happy not to have email,” Meek joked.

 

 

 

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The team brought every user’s email history over from Lotus Notes across to the

cloud, a shift which changed the dynamic entirely.

“Even though we were moving to Outlook, we lost a lot of calendar integration,”

Meek said. The project team used a master user list to keep employees from falling

though the cracks and track staff deployment location and the number of

BlackBerrys in the field.

It was also important to have a quality directory, with the effort to upload the Lotus

data and reconcile different sources of truth together being “significant”. Many dead

accounts were found in the migration — for example, employees who had left the

company years ago.

Meek explained there was only very basic information in the staff directory — so

part of the challenge was to chase down the details, enter that data in and get it

right.

“We had to put in significant effort into reconciling user accounts in with that

directory account and getting that data right. With moving into the cloud, there were

some discrepancies, some people were getting other peoples email,” he said.

Significant other issues such infrastructure and network hurdles were also

encountered.

“Network capacity planning — so that was really about, ‘yes, have we got enough

bandwidth to put all that data up into the cloud at the rate we wanted?'” Meek said.

“And then when it’s up there and the user logs on, do we have the bandwidth to get

that to come back again?

“One thing we did miss was our DNS. We didn’t really take into account the fact that

there were session counts on the firewalls,” he said “We had a 4000 firewall limit so

we reached a point where we were really stopped in our tracks — there something

like 30,000 sessions on that firewall. So we did some more work with Telstra to add

in some more capacity.”

Meek encourages other enterprises that are looking at a similar migration to think

about bandwidth and think about the actual capacity of the infrastructure. “We also

had a bit of our challenge with quality of service policies with our network because

of all the big cross traffic of our network and cell traffic,” he said.

 

 

 

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“Another problem that seems obvious in hindsight was installation of software.

Software deployment was a challenge, we really should have deployed software

earlier. They were deploying and not all of the software was on the desktops.”

The team kicked off the project in March. To learn as much as they could, the IT

department of 180 people jumped right in first in May to test out the software on

themselves.

The company also had non-IT ‘change champions’ across its business who

volunteered to help champion the new technology. These champions were coached

by the IT department and let out to cut through the negative talk about the change.

The next step was executive-level migration to ensure senior level buy-in. The

executives were migrated first to placate their employees with the news that they

had already gone through the migration.

To keep the help desk from backing up with calls, floor walkers were deployed

across sites. Their job was to walk around and help staff with any problems they

encountered — a more personable approach than contacting the help desk.

On a SharePoint-based intranet, the company also produced a lot of user help

content that included a guide, a FAQ and to let employees know that the change was

to “move forward with the times”.

The next step will be the finalisation of the rollout — as well as the implementation

of Microsoft’s Office Communication Server, which will facilitate video calling, to be

bedded in next year.

 

Source:

http://www.cio.com.au/article/358555/coca-

cola_amatil_journey_lotus_notes_bpos/?fp=4&fpid=16 Copyright CIO, used here

for educational purposes only.

 

 

 

 

Appendix 1:

 

 

 

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Risk assessment matrix

 

Risk plan

This template is used to record identified risks associated with the project, analyse

the impact and determine resultant action to be taken.

Risk Likelihood (H/M/L)

Impac t (H/M/ L)

Risk response (Contingency strategies)

Responsibili ty

 

 

 

 

 

 

 

 

 

Risk form

Identified risks from the project are logged on a risk form:

 

 

 

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PROJECT DETAILS

Project Name:

RISK DETAILS

Risk/s ID: …………….

Risk/s description:

Risk/s likelihood:

Risk/s impact:

RISK MITIGATION

Recommended preventative actions: Recommended contingent actions:

Stakeholders

1.

2.

3.

APPROVAL DETAILS

Supporting documentation (List): 1

 

 

 

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2. Signature: _______________________ Date: ___/___/____ Title: _______________________

 

 

 

 

 

 

 

 

 

 

 

 

 

 

 

 

 

 

 

 

 

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Risk log

On this template, all issues are treated as risks. They should be recorded when they arise, assigned a number and responsibility,

and a recovery strategy or alternate path agreed, acted upon and recorded when closed.

Number Issue/risk Priority

(rank

as to

impact)

Agreed

management

strategy

Responsibility

(manage)

Stakeholders Communication

Plan

Monitoring

Plan