Legacy Overhaul to Complete Transformation
Delivered advanced BI & Analytics capabilities as a business-managed application for the Capital Market’s Analytics division of a Tier 1 Bank. It entailed an architecture upgrade, technology modernization and process streamlining/re-engineering delivered through lean project management and development.
Challenge
The business capability was enduring the degrading effects of legacy architecture, technology and process infrastructure of their reporting and analytics function. The legacy architecture comprised multiple manual and automated input data feeds from various sources, mechanisms and formats, which were then passed through various manual and semi-automated manipulations, filtering, extractions and standardization on different systems, both legacy (SAS, JCL, spreadsheets, etc.) and RDBMS. The department was faced with rising maintenance costs and the end-of-life support for technology. The situation limited the department's ability to increase data sources and improve its analytics capabilities.
The goal was to remediate the overall situation. The only basis available for a strategy definition, project plan and cost estimation was the number of mainframe files (artifacts in SAS and JCL).
Approach
- Recommended a delivery strategy that is a sequence of multiple agile projects where each project is an independent SDLC and PMLC, and the project outcome is fed as input to the next project.
- Recommended one technology tool as the replacement to the legacy system/processes, considering the corporate IT's policies (architecture and vendor), the department's human resource capabilities and the projected ongoing maintenance costs.
- Designed and deployed the new technology architecture, streamlining the pathways from data ingestion, validation and error reporting, data cleansing, transformation, aggregations and funnelling to the analytics stage. Applied standards, patterns and best practices.
- Created roles, security and access for the department's utilization to efficiently manage scaling up resources.
- Ran the project with lean onboarding policies, standardized reviews and project management reporting that enabled efficient resource expansion/contraction as needed.
Outcome & Impact
- The Client achieved its business objectives. The department's dependencies on the legacy systems and corporate technology resources were decommissioned. The department achieved greater flexibility and capabilities to introduce new data sources and enhance its analytics and reporting.
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