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Diaxion use DevOps, Operational Excellence and Continuous Delivery programs to complete an IT transformation for a large Insurance Company

Diaxion use DevOps, Operational Excellence and Continuous Delivery programs to complete an IT transformation for a large Insurance Company

Overview

Our client is one of the largest private mortgage
insurers, serving lenders throughout the world including
Australia, the United States, and Puerto Rico.
They help families to achieve home ownership sooner by making affordable low-down-payment mortgages a reality.

The Challenge

Our client was undertaking an IT transformation to enable the business strategy. This transformation needed to break the legacy operating model that was tied to decades of processes and controls.

The current model saw resilience and code quality issues in production, operational service management stagnation, and was unable to keep pace with an always on, rapidly changing modern digital world.

Our client was encountering market share challenges from new digital only entrants who offered products much quicker with more flexibility. Unsure how to best start and then focus the IT transformation journey, Diaxion was engaged to discover, analyse the current state, and identify an overarching transformation program to meet the defined target state.

The Solution

Diaxion approached this engagement with a business enablement and benefits perspective, working from a cradle (request) to grave (request completion and service termination) experience model. Through the running of various workshops Diaxion sought to understand what the business transformation needed from an IT perspective and looked to optimise that service and its process to ensure that it was available as quickly, automatically and predictably as possible.  Critically, the service needed to provide all offerings in a consumable context to the requestor so that no further request or human action was required prior to the requestor being able to utilise it.  For each business value chain associated with the key problem areas Diaxion analysed the value chain for optimisation, identifying typical handoffs, failures, system integrations and process controls along the business value chain that could be optimised across the design, build and run aspects of the business service.  From there a set of business goals were defined for the program to achieve as business benefits.  Three programs were identified:

  1. DevOps- identify the maturity level of DevOps desired to be achieved, utilising infrastructure as code and orchestration to provide consistent infrastructure delivery, operations and security compliance in a rapid automated fashion
  2. Operational Excellence – release, change process optimisation and rapid code deployment, along with improved operational reporting and ITSM practices
  3. Continuous Delivery – enabling the development and quality assurance team to work utilising continuous testing, broader testing types within Agile teams with development pipeline improvements, and smaller more agile development and release cycles

The Outcome

The foundation outcomes have been achieved to enable the first generation of the transformation.  Next steps on the journey have been defined and agreed, with the client continuing their own utilising the core team that Diaxion had worked with to champion and lead the transformation journey.

The foundation technology and concepts have been completed; an ongoing journey focused more on the People and Process transformation across the IT operation is now under way.

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Diaxion helps a leading food products company migrate to a new Citrix environment

Diaxion helps a leading food products company migrate to a new Citrix environment

Overview

One of Australia’s largest food products companies, with an operating model that fosters autonomy in its business units, was challenged with high support overhead and security risks from an ageing Citrix environment. Working with Diaxion to design, build and migrate to a new, secure and stable environment, the company was able to reduce IT management overhead and risk.

The Challenge

Our client is one of the largest consumer products companies in Australia. It makes some of the country’s favourite and most innovative food products with a diverse range of leading brands. With a vision to provide the best home for a growing family of safe, well led businesses, the organisation ensures that each brand has the autonomy to develop their own identity and culture.

To fulfil the promise of an operating model that encourages entrepreneurial spirit, ownership and autonomy, the company needed to improve productivity and work agility. This meant addressing an ageing Citrix environment and operating system that was nearing end-of-life vendor support and needed replacing.

Diaxion had a thorough understanding of the company’s Citrix environment, having managed a number of projects in recent years, including a review of the environment with recommendations for improvement. Some of these were adopted by the client and Diaxion was subsequently asked to help implement a holistic plan to address the limitations of the Citrix environment. This would mean creating a secure, stable and supportable Citrix platform, and migrating compatible applications to the new environment. By simplifying the application environment, complexity and support overhead could be reduced.

The Solution

In collaboration with our client, project phases of Pre-Migration, and Migration and Handover were defined. Rather than a big bang cutover, the approach was to provision the new Citrix FlexCast Management Architecture (FMA) infrastructure and deliver published applications incrementally over the migration period. To support the phased migration, old Citrix ICA and new Citrix FMA were setup side by side by integrating Storefront, NetScaler, Citrix receiver and supporting RDS licensing services. The FMA environment was commissioned and integrated to the existing environment, before compatible applications were migrated to delivery groups. An assessment was conducted of all components and the compatibility with the new environment.

Business application owners were notified of the project scope and the estimated timelines for the go-live date. Migration was scheduled by business load for each location, and applications that would not run on the new environment were identified within the first two months of the project. With a critical supply chain application involved, Diaxion was required to do advanced planning and schedule after-hours migration windows with roll back plans.
As-built documentation was given to the client to maintain the production environment and highlight disaster recovery considerations for the new Citrix environment.

The Outcome

By creating and migrating to a new Citrix environment, our client was able to decommission old infrastructure, redundant applications and end of life operating systems. This reduced the IT management overhead and the risk profile for the organisation. The number of calls to the service desk concerning the applications and Citrix reduced significantly.

During the COVID-19 lockdown the new environment was able to scale up quickly to enable the rapid implementation of a work from home business continuity initiative. The number of users increased ten-fold from the remote working program.
Diaxion was able to deliver the migration without any unscheduled outages or business interruption to any of our client’s warehouses or factories.

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Government Consultancy for Secondary Data Recovery Centre

Government Consultancy for Secondary Data Recovery Centre

Overview

A Federal Government agency needed to undertake a review of its data centre strategy for its secondary site. The strategy included various migration options and associated cost models. The organisation selected Diaxion to review the strategy, options, independent cost model creation and ensure alignment with the business strategy and operational priorities.

The Challenge

Diaxion’s Data Centre Migration Methodology comprises four phases: PMO,  Migration Discovery and Analysis, Detailed Migration Planning, and Migration. The project was initiated using the Discovery and Analysis phase, which commenced with a review of the Data Centre Strategy as background. A discovery meeting was then undertaken to understand the background and work completed to date, answer the questions from the initial strategy review, review the guiding principles, assumptions and financial input, and assess the business strategy. This included a walk-through of the data centre strategy document.

Diaxion then conducted a detailed review of the strategy document, followed by additional clarification workshops with key personnel representing disaster recovery and risk, physical and ICT security, property, data centre facilities, cloud, and capital refresh. What followed was an independent creation of the strategy document and associated cost models, leveraging Diaxion’s  experience from prior engagements and industry standards.

A key component of this included the building of an approach to Protected Public cloud adoption, an associated cost model and timeline. Public cloud considering both sovereign providers and major International providers. Requests for additional information were consolidated, before Diaxion undertook a comprehensive analysis of options and cost models to support the strategy.

The Solution

Diaxion’s engagement followed a phased approach of Discovery, Analysis, Plan, and Exercise. In the Discovery phase, Diaxion undertook the work by reviewing documentation and conducting workshops. The initial  documentation requested covered various areas including current DR and BCP, recent Business Impact Assessment (BIA), DR charter, Crisis Management Plan, last DR and BCP exercises, and supporting documentation such as sequencing, system recovery, and service tiering.

After reviewing the documentation, Diaxion conducted workshops to confirm the desired target state for both DR and BCP, and to understand or confirm  current gaps. Diaxion also brought samples of different DR strategies, plans and runbook formats from previous engagements to facilitate alignment to the style best suited to the organisation. The workshops were held with key stakeholders across the business including risk and crisis managers, BIA process manager, operations manager, service owner, and solution design lead.

In the Analysis phase, Diaxion analysed capability gaps and determined how they could be best resolved; be that through technology, process improvement, 3rd party requirements, or people capability and capacity. Diaxion then identified an appropriate DR framework for the client and assessed them against it by considering how the framework would integrate into the existing Crisis Management Plan, the DR charter and triggers to be catered for, and the DR calendar. Diaxion also considered initial socialisation and ongoing project life cycle integration, training and testing for re-establishment, and how to test and mature the DR capability over a two year period.

The Plan phase saw Diaxion use the findings from the Analysis phase to create and update our client’s DR documentation. These documents included an overall DR strategy and plan, DR plans for each application and service, and a DR runbook. While the client was responsible for the construction of the plans and a further set of applications, Diaxion provided the supporting framework, explanation, oversight, assistance, and quality assurance review of one. Diaxion took a collaborative approach to review all documents, provide feedback and ensure consistency.
The final phase was run as a walk-through of the DR plans, where all relevant teams needed to confirm that the DR plans aligned sufficiently with the requirements and could realistically be implemented in the case of a disaster scenario. There were two review cycles which aimed to detect any technical or non-technical issues or concerns, and to inform the final DR documentation.

The Outcome

Diaxion developed a comprehensive data centre strategy for the client that reflected the needs and expectations of their business, operational objectives and service levels, geography and sustainability goals, and the impact of cloud on the current data centre. The deliverables included a detailed findings report, a migration strategy with considerations for alternative data centre providers, sovereignty and Public cloud. Diaxion also prepared a business case that included the cost of establishment, migration, operation. After a walk-through with the client to obtain final feedback and input, the strategy

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Robust DR and BCP Assessment for Leading Australian Mutual Organisation

Robust DR and BCP Assessment for Leading Australian Mutual Organisation

Overview

A large Australian Mutual organisation needed to assess
the current state of its Disaster Recovery and ICT Business Continuity Planning practices as part of a significant business transformation program.

Diaxion was asked to conduct the assessment and provide a framework and oversight to support the development of a robust DR plan that could be implemented in the case of a
disaster scenario.

The Challenge

Our client is one of the largest Mutual organisations in Australia with a purpose to improve people’s lives by addressing their needs in the areas of mobility, home and leisure. The organisation’s strategy aims to grow its membership base, deliver more products and services, and make membership more meaningful and relevant.

In support of its strategy, our client was undertaking a transformation program resulting in the consolidation and modernisation of many of its business systems resulting in a single member view. This included a migration of some systems to the cloud leveraging heavily SalesForce and Mulesoft, other cloud services and on-premise system integration. As the transformed state neared completion, the organisation needed to re-establish and uplift the Disaster Recovery (DR) and ICT Business Continuity Planning (BCP) practices within the IT operation. Our client needed a better understanding of current and desired capability to inform a re-enablement roadmap and to enable DR for the top two tiers of applications. This would be followed by a DR tabletop exercise.

In order to prepare for this, Diaxion was asked to assess the current state of the DR and ICT BCP practices and standards. This involved the definition and review of standards and processes to be uplifted to meet the desired target state of DR maturity. Diaxion was also to lead the construction of the DR plans for the business-critical applications.

The Solution

Diaxion’s engagement followed a phased approach of Discovery, Analysis, Plan, and Exercise. In the Discovery phase, Diaxion undertook the work by reviewing documentation and conducting workshops. The initial documentation requested covered various areas including current DR and BCP, recent Business Impact Assessment (BIA), DR charter, Crisis Management Plan, last DR and BCP exercises, and supporting documentation such as sequencing, system recovery, and service tiering.

After reviewing the documentation, Diaxion conducted workshops to confirm the desired target state for both DR and BCP, and to understand or confirm current gaps. Diaxion also brought samples of different DR strategies, plans and runbook formats from previous engagements to facilitate alignment to the style best suited to the organisation. The workshops were held with key stakeholders across the business including risk and crisis managers, BIA process manager, operations manager, service owner, and solution design lead.

In the Analysis phase, Diaxion analysed capability gaps and determined how they could be best resolved; be that through technology, process improvement, 3rd party requirements, or people capability and capacity.  Diaxion then identified an appropriate DR framework for the client and assessed them against it by considering how the framework would integrate into the existing Crisis Management Plan, the DR charter and triggers to be catered for, and the DR calendar. Diaxion also considered initial socialisation and ongoing project life cycle integration, training and testing for re-establishment, and how to test and mature the DR capability over a two year period.

The Plan phase saw Diaxion use the findings from the Analysis phase to create and update our client’s DR documentation. These documents included an overall DR strategy and plan, DR plans for each application and service, and a DR runbook. While the client was responsible for the construction of the plans and a further set of applications, Diaxion provided the supporting framework, explanation, oversight, assistance, and quality assurance review of one. Diaxion took a collaborative approach to review all documents, provide feedback and ensure consistency.

The final phase was run as a walk-through of the DR plans, where all relevant teams needed to confirm that the DR plans aligned sufficiently with the requirements and could realistically be implemented in the case of a disaster scenario. There were two review cycles which aimed to detect any technical or non-technical issues or concerns, and to inform the final DR documentation.

The Outcome

The engagement provided the organisation with a set of realistic and achievable DR documentation and plans for business-critical and supporting services. Architectural and other gaps were clearly identified and prioritised  with Diaxion providing recommended remediation. This will enable the organisation to adequately resource for DR and successfully test and maintain the DR processes.

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Target State Resilience Assessment for a Large Mutual Organisation

Target State Resilience Assessment for a Large Mutual Organisation

Overview

A large Australian member organisation needed to assess the resilience of the target state for a significant business transformation program. 

Diaxion was asked to conduct the assessment with the aim of identifying improvements and areas of risk, focus and validation. Key findings and prioritised recommendations were presented to and accepted by the organisation.

The Challenge

Our client is one of the largest Mutual organisations in Australia with a purpose to improve people’s lives by addressing their needs in the areas of mobility, home and leisure. The organisation’s strategy aims to grow its membership base, deliver more products and services, and make membership more meaningful and relevant.

In support of its strategy, our client was undertaking a transformation program resulting in the consolidation and modernisation of many of its business systems resulting in a single member view. This included a migration of some systems to the cloud leveraging heavily Salesforce and MuleSoft, other cloud services and on-premise system integration. The program was at advanced stages of its rollout and the organisation wanted to assess the resilience of the target state to identify improvements and areas of focus or validation to ensure that the company’s risk profile was improved.

Based on its proven cloud, architectural and resilience experience, Diaxion was asked to undertake a high-level assessment of the solution architecture and its integration to on-premise systems. Diaxion was also asked to assess SaaS and PaaS elements within the context of the business services they enabled, as well as integration to other services being delivered.

The Solution

Diaxion’s engagement followed a phased approach of Discovery, Analyse and Optimise. In the Discovery phase, Diaxion undertook the work by reviewing documentation and conducting workshops. The initial documentation requested covered various areas including business services, solution design and architecture, recovery processes, delivery channels and infrastructure, data flows, testing strategy and concurrency mapping, BIA, network architecture, operational processes and root cause analysis for previous outages.

After reviewing the documentation, Diaxion conducted workshops to validate the information provided, discover missing information or data points, and subsequently complete the Discovery phase of the engagement.

The workshops were held with key stakeholders across the business including the Operations Manager, transformation program solution architects and lead developers, Network Architect, Cloud and Infrastructure Manager, application SME’s, and Disaster Recovery representatives. At the completion of the workshops, Diaxion undertook further discovery as required, before providing our client with an informal preliminary assessment.

In the Analyse phase, Diaxion conducted analysis on the information and data gathered to identify areas for further investigation or concern and highlight missing information. Findings were subsequently documented followed by recommendations for the organisation to achieve its desired resilience improvement outcomes. A scored risk rating was defined for each finding.

The Optimise phase saw Diaxion developing a presentation that documented all findings and recommendations. After our client reviewed the presentation, Diaxion conducted a walk-through to discuss the content and gather feedback. The document was then updated and resubmitted for acceptance.

The Outcome

The final presentation delivered by Diaxion outlined the key findings and recommendations covering technical and non-technical areas. It included a heat map of the issues and risks, a set of recommendations to detect, prevent or mitigate the risks, suggested prioritisation for the recommendations, and the estimated time required for implementation.

A new program stream used by the client to assess, mitigate or remediate any of the findings prior to completion of a major phase was created to run in parallel to the roll out. This enabled the board and senior executives to have confidence that the large transformation program also resulted in an improvement of the organisation’s services resilience and risk profile.

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Azure Governance and Framework Setup for Large Not-For-Profit Organisation

Azure Governance and Framework Setup for Large Not-For-Profit Organisation

Overview

A large not-for-profit needed to undergo a digital transformation to take advantage of key technology. The transformation focused on a Microsoft Azure framework covering areas such as security, governance and billing. The organisation selected Diaxion to design and provision a public cloud foundation utilising a cloud governance model.

The Challenge

Our client is a large not for profit currently undergoing a digital transformation with technology playing an increasingly key part of the transformation. They have set out to establish a cloud ready enterprise scaffold for an Azure governance and framework set up that covers common shared services, security, logging, billing, tagging and governance. The organisation needed help from a consulting partner with extensive experience in governance, cloud control mechanisms, hybrid, and public cloud specific to Microsoft Azure. Diaxion’s long history of public cloud  architecture and DevOps transformation, our ability to translate business requirements to solutions, our true vendor independence, and technical capability put us in a strong position to deliver a public cloud foundation that is controlled by a defined cloud governance model.

The Solution

The organisation engaged Diaxion in a multi prong approach to achieve their goals. Diaxion worked with the technology teams to assist with design and provision for a public cloud foundation capability using the Microsoft Azure public cloud whilst also working with the key IT stakeholders and business teams to define the requirements of the cloud governance model. 

Microsoft Azure was selected as it matched closely with current inhouse skills and existing licensing and aligned the cloud strategy to the business strategy. Diaxion’s long-established phased methodology of Discovery, Analyse and Design and Implementation was used. This allowed our team to understand the business requirements for the governance controls and the technology components for the Azure foundation deployment which were accomplished through a series of workshops with key stakeholders. Diaxion used our deep understanding of public cloud, governance and automation / DevOps to provide our client with a cloud governance model with specific recommendations on process implementation as well as a high-level design of the public cloud environment, along with a plan for the implementation and handover to the operational teams.

The Outcome

Diaxion configured the Microsoft Azure enrolment to align to the business requirements as outlined in the Discovery phase as the organisation had specific business applications that were externally facing. 

By understanding these requirements and how they aligned to the governance recommendations, Diaxion were able to deploy and configure Microsoft Azure in a fit for purpose manner allowing the proper use of technology whilst maintaining good governance around risk management, security policies and overall cloud principles.  

Utilising the defined cloud governance model, the application and infrastructure teams now had the governance and the technical ability to develop their applications quickly in a controlled, secure manner using technology that would not have otherwise been available to them without significant capital investment. Diaxion had a strong focus throughout the life of the engagement on transition to BAU activities which would follow the governance principles defined in the cloud model. 

Diaxion ensured that the operational teams involved in the day to day management of the platform were heavily involved in the Design and Delivery phases to ensure they had the capability to perform the operational tasks required of them to support the platform going forward.

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Review and Design of Enterprise Architecture Documents

Review and Design of Enterprise Architecture Documents

Overview

Our client is a large not for profit undergoing a digital transformation to take advantage of key technology.

The business needed some architectural guidance to ensure they maintained architecture governance, security and privacy.

Diaxion’s proven methodology, industry knowledge and extensive experience were used to complete this engagement.

The Challenge

Our client is a large not for profit organisation who is undergoing a digital transformation. Technology plays an increasingly key part of this transformation. They made the transition from paper to digital documents several years ago, but the advances in technology along with the needs and expectations of contributors and consumers, have meant that traditional digital documents no longer meet those needs. The organisation also wants to offer a new experience to consumers of their products. This has meant the business taking on new systems, tools and technology, especially SaaS products in a short space of time which has overwhelmed IT’s ability to absorb and identify overall implications.
Our client required help and guidance for the following areas:

  •  Provide business leaders with self-directed guidance that allows the business to proceed while maintaining security and privacy needs,
  • Overall enterprise architecture definition and guidance for IT to help prevent projects from making decisions on the fly without considering the rest of the organisation and,
  • An approach and help in defining technology and program standards. Diaxion was chosen to help define the architecture and technology targets for the
    organisation in support of the digital transformation as,
  • The organisation did not have the skills or experience in enterprise architecture and architecture trade-offs,
  • The IT organisation was stretched to capacity by the large amount of work that was defined as part of the transformation.

The engagement allowed our client to take the business architecture and identify functions/capabilities that support it from a technology standpoint and link the existing applications to the functions/capabilities. Key recommendations were made as to overlaps or extending applications beyond their expected capability.

The Solution

Diaxion approached the engagement with a structured two (2) stage methodology. The first stage covering

  • The assessment of the current state

  • Definition of IT principles to support the target state

  • Preparation of practical roadmap options

  • Identification and scope of enterprise architecture artefacts

And the second stage covering

  • Production of enterprise architecture artefacts

  • Update and clarification of road map to reflect best option for our client

  • Walkthrough artefacts with key stakeholders

Diaxion performed a review of existing documentation, completed workshops with stakeholders and familiarised ourselves with the business and technology landscape. We then took the output of the discovery, used the information and our knowledge of the wider IT market and industry trends to perform an analysis both with and without our client. This analysis was able to identify gaps, issues and themes from the discovery phase and form the foundation for the delivery of architecture artefacts.

Diaxion proceeded with an options phase that produced the initial artefacts including a set of IT principles for the organisation, roadmap options for the way forward and a high-level current state capability assessment.

The Outcome

The engagement allowed our client to take the business architecture and identify functions/capabilities that support it from a technology standpoint and link the existing applications to the functions/capabilities. Key recommendations were made as to overlaps or extending applications beyond their expected capability.

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Federal Government Consultancy Advice for Secondary Data Recovery Centre

Federal Government Consultancy Advice for Secondary Data Recovery Centre

Overview

A Federal Government agency needed to undertake a review of its data centre strategy for its secondary site. The strategy included various migration options and associated cost models. The organisation selected Diaxion to review the strategy, options, independent cost model creation and ensure alignment with the business strategy and operational priorities.

The Challenge

Diaxion’s Data Centre Migration Methodology comprises four phases: PMO, Migration Discovery and Analysis, Detailed Migration Planning, and Migration. The project was initiated using the Discovery and Analysis phase, which commenced with a review of the Data Centre Strategy as background. A discovery meeting was then undertaken to understand the background and work completed to date, answer the questions from the initial strategy review, review the guiding principles, assumptions and financial input, and assess the business strategy. This included a walk-through of the data centre strategy document.
Diaxion then conducted a detailed review of the strategy document, followed by additional clarification workshops with key personnel representing disaster recovery and risk, physical and ICT security, property, data centre facilities, cloud, and capital refresh. What followed was an independent creation of the strategy document and associated cost models, leveraging Diaxion’s experience from prior engagements and industry standards.

A key component of this included the building of an approach to Protected Public cloud adoption, an associated cost model and timeline. Public cloud considering both sovereign providers and major International providers. Requests for additional information were consolidated, before Diaxion undertook a comprehensive analysis of options and cost models to support the strategy.

The Solution

Diaxion’s engagement followed a phased approach of Discovery, Analysis, Plan, and Exercise. In the Discovery phase, Diaxion undertook the work by reviewing documentation and conducting workshops. The initial  documentation requested covered various areas including current DR and BCP, recent Business Impact Assessment (BIA), DR charter, Crisis Management Plan, last DR and BCP exercises, and supporting documentation such as sequencing, system recovery, and service tiering.

After reviewing the documentation, Diaxion conducted workshops to confirm the desired target state for both DR and BCP, and to understand or confirm current gaps. Diaxion also brought samples of different DR strategies, plans and runbook formats from previous engagements to facilitate alignment to the style best suited to the organisation. The workshops were held with key stakeholders across the business including risk and crisis managers, BIA process manager, operations manager, service owner, and solution design lead.

In the Analysis phase, Diaxion analysed capability gaps and determined how they could be best resolved; be that through technology, process improvement, 3rd party requirements, or people capability and capacity.  Diaxion then identified an appropriate DR framework for the client and assessed them against it by considering how the framework would integrate into the existing Crisis Management Plan, the DR charter and triggers to be catered for, and the DR calendar. Diaxion also considered initial socialisation and ongoing project life cycle integration, training and testing for re-establishment, and how to test and mature the DR capability over a two year period.

The Plan phase saw Diaxion use the findings from the Analysis phase to create and update our client’s DR documentation. These documents included an overall DR strategy and plan, DR plans for each application and service, and a DR runbook. While the client was responsible for the construction of the plans and a further set of applications, Diaxion provided the supporting framework, explanation, oversight, assistance, and quality assurance review of one. Diaxion took a collaborative approach to review all documents, provide feedback and ensure consistency.
The final phase was run as a walk-through of the DR plans, where all relevant teams needed to confirm that the DR plans aligned sufficiently with the requirements and could realistically be implemented in the case of a disaster scenario. There were two review cycles which aimed to detect any technical or non-technical issues or concerns, and to inform the final DR documentation.

The Outcome

Diaxion developed a comprehensive data centre strategy for the client that reflected the needs and expectations of their business, operational objectives and service levels, geography and sustainability goals, and the impact of cloud on the current data centre. The deliverables included a detailed findings report, a migration strategy with considerations for alternative data centre providers, sovereignty and Public cloud. Diaxion also prepared a business case that included the cost of establishment, migration, operation. After a walk-through with the client to obtain final feedback and input, the strategy document was handed over to our client for Government endorsement and execution.

Our client ultimately secured endorsement of funding for the execution of the strategy to enable the establishment and migration, leading to achieving the Government’s strategic outcomes.

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Puppet: the world at your fingers

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IT Strategy – Governance

With the many compliance initiatives and increasing factual and anecdotal stories of technology projects spinning out of control, IT can no longer be a ‘black-box’ where all decision making is referred to, and the sole property of the IT specialists. All company stakeholders, including the board, C-level executives and relevant departments, must be involved in the decision making process to minimise risk and advance surety and security across their IT infrastructure. Therefore having a clear and concise understanding of the necessary internal controls and governance is a must.

Diaxion understand that establishing effective governance mechanisms is more than the establishment of internal committees. Ultimately, governance must ensure totally transparent decision making and relevant accountability chains exist. This is best achieved through the establishment of robust and thorough governance processes, structures and mechanisms to ensure the right people are receiving the right information within the right time frames.