gpm pd - case study 1 - gpm network pd final 090408

8/8/2019 Gpm Pd - Case Study 1 - Gpm Network Pd Final 090408

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ABC Company

Network Migration

Project Definition

01SEP2008

Version Number: 1.0

Accepted By:

ABC Company CSC

Name: Customer Project Manager Name Name: CSC Project Manager Name

Title: Title:

Date: Date:Signature: Signature:

Computer Sciences Corporation. All rights reserved. This document is a proprietary product of Computer Sciences Corporation and, assuch, any unauthorized use, disclosure or reproduction of this publication or portions thereof in any form, without written permission fromComputer Sciences Corporation, is strictly prohibited


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01SEP2008 NETWORK MIGRATION PROJECT DEFINITION VERSION 1.0

Amendment History

Version DateChangeRequestNumber

Approved by Change Request Details

Computer Sciences Corporation. All rights reserved. This document is a proprietary product of Computer Sciences Corporation and, assuch, any unauthorized use, disclosure or reproduction of this publication or portions thereof in any form, without written permission fromComputer Sciences Corporation, is strictly prohibited


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Table of Contents

1.0 Background 1

2.0 Objectives 2

2.1 ABC Company Business Objectives 2

2.2 Project Objectives 2

2.3 Triple Constraint Prioritization 2

3.0 Scope 4

3.1 Process 5

3.2 Organization 53.3 Location 5

3.4 Data 6

3.5 Application 6

3.6 Technology 7

4.0 Solution Approach 8

4.1 Solution Approach Overview 8

4.2 Project Activities 9

5.0 Project Management Approach 14

5.1 Management Approach Overview 14

5.2 Agreed-Upon Baseline 14

5.3 Process to Monitor Progress 15

5.4 Means of Communication 15

5.5 Approach for Dealing with Issues 15

5.6 Project Change Control Procedure 16

5.7 Acceptance of Deliverables 17

6.0 Deliverables 18

7.0 Risks 19

8.0 Constraints 20

9.0 Assumptions 21

10.0 Project Roles and Responsibilities 23

11.0 Equipment and Facility Needs 25

Computer Sciences Corporation. All rights reserved. This document is a proprietary product of Computer Sciences Corporation and, assuch, any unauthorized use, disclosure or reproduction of this publication or portions thereof in any form, without written permission fromComputer Sciences Corporation, is strictly prohibited.


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12.0 Project Completion Criteria 26

13.0 Appendix A Glossary of Terms 27

14.0 Appendix B Tier 1 Tier 5 Process Sites 28



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01SEP2008 NETWORK MIGRATION PROJECT DEFINITION VERSION:1.0

1.0 Background

In 2004 ABC Company entered into a relationship with CSC to outsource its IT infrastructure as away to cut costs and increase return on assets while freeing resources to support critical businessinitiatives.

To meet ABC Companys needs CSC intends to provide a globally integrated solution that isstandardized, reliable and scalable. As ABC Companys future business success relies on its ITenvironment, CSC intends to implement a solid IT foundation capable of supporting new andemerging technologies to drive ABC Companys business. ABC Companys infrastructure will betransformed by:

Implementing a new, integrated voice and data network within 24 months

Centralizing mainframe and selected midrange platforms into targeted global data centers

Installing an asset management capability

Replacing or upgrading desktop devices to a standard operating environment (SOE) within24 months

To minimize the impact of managing a large number of interdependent projects, the ABC CompanyTransformation Program will be organized and managed by Technical Towers.

This project will transform their existing network infrastructure (ATM/Frame Relay) into a sharedservice network model. CSC will implement MPLS-based network design for connectivity to supportsites globally. This architecture will interconnect ABC Company business locations, CSC DataCenters, and ABC Company Data Centers globally.


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2.0 Objectives

2.1 ABC Company Business Objectives

ABC Companys business objectives, as outlined in the RFP, for outsourcing its IT infrastructurefall into three (3) main categories:

1. Direct Cost

Vary cost to match changing business needs

Service levels that match business requirements

Leverage the technology curve as a means to manage cost

2. Process Impact

Provide catalyst for standardization of processes/tools (e.g., help desks, desktopconfigurations, data centers) and compliance

Provide a stable and reliable IT environment (modern e-mail environment, predictive

maintenance, robust disaster recovery and security)

Ability to consistently achieve regulatory compliance

3. Strategic

Allow asset portfolio management (appropriate capital management)

Flexibility to add or divest businesses

2.2 Project Objectives

Define the architecture associated with the implementation of the specific environmentswithin this project

Test all components of the new environments

Install upgraded, standardized infrastructure to provide more robust network capability

Update existing ATM/Frame relay sites to the new shared MPLS infrastructure

2.3 Triple Constraint Prioritization

This prioritization will drive the manner in which the project is managed, the way Changes ofScope will be handled, and the approach to resolving issues. These approaches are describedin Section 5Project Management Approach.

ABC Company has defined the following project prioritization:

[Budget] is the priority

1. Budget is fixed and cannot be increased. For this project to be successful, it mustdeliver something that works without exceeding the budget.

2. Schedule is somewhat flexible, but must be as close to the original plan as possible.

Computer Sciences Corporation. All rights reserved. This document is a proprietary product of Computer Sciences Corporationand, as such, any unauthorized use, disclosure or reproduction of this publication or portions thereof in any form, without writtenpermission from Computer Sciences Corporation, is strictly prohibited.

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3. Scope is the most flexible constraint. If necessary to stay within budget, somebusiness requirements may be deferred or simplified. Adjusting scope, or product,will be the primary mechanism for adapting to project changes, given that the first twoconstraints have very little flexibility.


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3.0 Scope

To create significant, effective change, this project must look at the enterprise from a number ofperspectives. As a basis for defining the project scope, the Catalyst SM methodology looks atbusiness changes from six perspectives, known as the Catalyst SM Domains of Change. The six

are divided as follows and include: The three areas related to business scope:

Process Scope

Addresses what the enterprise does, how it does it, in what sequence it does it,what rules it follows, and what type of results it obtains.

Organization Scope

Focuses on the people within the enterprise: their culture, their capabilities, theirroles, their team structures, and their organizational units. It also addresses thesupport that makes organization change possible.

Location Scope

Documents where the enterprise does business, both in terms of geographic

location types and in terms of specific physical facilities at specific locations.

The three areas related to technical scope:

Data Scope

Addresses the content, structure, relationships, and business data rules surroundingthe information that the enterprise retains permanently.

Application Scope

Describes specific business software applications.

Technology Scope

Describes the hardware, system software, communication components, anddevelopment tools required by the new system and the project.

Each of the Domains of Change is explained in the text below along with the specific scope forthis Project.

Any areas not specifically identified as in scope are assumed to be out of scope. Specificitems listed as out of scope are presented for clarity.


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3.1 Process

The Process Scope addresses what the enterprise does and how it does it. Change in theProcess Scope drives change in all of the other Domains of Change.

In Scope

WAN Network Engineering process (design, diagram, documentation, tool implementation and updates)

Vendor Management

Network Management Center process

Out of Scope

Any processes that are not identified as in scope are out of scope.

Billing systems to support individuals who will access the new network remotely (WAN/PIP, Voice) are notpart of this project

ABC Companys current in-flight projects

3.2 Organization

The Organization Scope deals with the people in the enterprise, their culture, their capabilities,their roles, their team structures, and their organizational units.

In Scope

AT&T staff at Redditch & Frankfurt approximately 12 individuals

CSC Data Center staff at Chesterfield and Maidstone approximately 10 individuals

Out of Scope

Any organizations that are not identified as in scope are out of scope.

3.3 Location

The Location Scope addresses where the enterprise does business, both in terms of locationtypes and specific physical facilities at a specific location.

In Scope

AT&T sites at Redditch & Frankfurt

CSC Data Centers at Chesterfield and Maidstone

Out of Scope

Any locations that are not identified as in scope are out of scope.


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3.4 Data

The Data Scope addresses the content, structure, relationships, and business data rulessurrounding the information that the enterprise uses to support its business processes andsystems.

In Scope

WAN: inventory, diagram and documentation

LAN: inventory, diagram and documentation

Data Center LAN supporting operations, diagrams and documentation

Current circuit inventory (approximately 1000)

Current IP addresses (approximately 1000)

Current IP DNS names (approximately 1000)

3rd party access information

IPT assessment of small business sites

Out of Scope

Any data that is not identified as in scope are out of scope.

3.5 Application

The Application Scope deals with the capabilities, structure, and conversions of systems, data,and the user interfaces that will be provided to or modified for the business users.

In Scope

WAN Global Network Monitoring standard tools:

- SMARTS Rel 4.2 InCharge SAM, Service Assurance Manager - Network event management,performance data collection & network inventory collection tool

- NetEISS Rel 6.3 Network Engineering Information Support System Identification, collection andreconciliation of hardware and software system and device component and version data

- Concord eHealth Rel 1.5 Optimization of network traffic, system traffic and response time via tuning,monitoring and capacity planning tools

- MADCAT Rel 2.2 MAC Detection & Categorization eInventory tool

Check Point Provider-1

Deployment of tool sets to support WAN Transformation

Telecommunication Expense Management (TEM) solution


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Out of Scope

Any applications that are not identified as in scope are out of scope.

Reconfiguration of static IP addresses for applications

3.6 TechnologyThe Technology Scope addresses the hardware, system software, and communicationscomponents used to support the enterprise.

In Scope

Standardized WAN environment including: Routers, switches, data centers LAN, and IP backbone forall in-scope sites

Standardized LAN design for data centers in support of server operations to include media access

Site physical routers and switches required for WAN and NMC connectivity

Architecture of IP networkNetwork device operating environment and management software

Internet access

Demarc extensions

WAN access and circuits for in-scope Tier 1 - 5 sites

DMZ establishments for 1) Inet, 2) CSC Management Tools and 3) 3rd Party Connectivity

Current PBX inventory (ports, port allocation, addresses, phone numbers of associated devices)

Web Hosting DMZ establishment

Out of Scope

Any technologies that are not identified as in scope are out of scope.

LAN refresh

3rd party hardware (AT&T and other vendors)


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4.0 Solution Approach

4.1 Solution Approach OverviewThis project will transform the existing ABC Company network infrastructure (ATM/Frame

Relay) into a shared service network model. CSC will implement MPLS-based networkdesign for connectivity to all supported sites globally. This architecture will interconnect ABC

Company business locations, CSC Data Centers, and ABC Company Data Centers globally.

To facilitate MPLS infrastructure, CSC has classified various sites into tiers, from Tier 1 at

the highest level to Tier 5 at the lowest level. Tier 1 to Tier 3 sites are scheduled for direct

connection to the new MPLS network; Tier 4 and Tier 5 sites will be connected via the most

appropriate network technology using secure IP (IPSec) tunnels to secure data over the

transport.

ABC Company and CSC will adopt multiple levels of services to align with business

requirements. Refer to Appendix B for Tier site description and locations.

CSC will perform the network infrastructure project through the following stages:

Project Initiation

Create the initial project definition, estimate, and project plan for the work necessaryto complete the project

Discovery


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Tier 4 & 5 Sites(Desktop Site

Type A)

Tier 3 Sites(Desktop Site

Type B)


Type C)


Type D)

SalesOffice

Small-Office/

Warehouse

LargeBuilding

LargeCampus

LocationClassification Support Service

GMC monitoring; engineers deployed at key locations

Engineering functions centralized and leveragedacross regions

Dedicated support staff composed of CSC and keypartners

GMC monitoring

CSC leverages engineering/vendor support teams

CSC technicians/engineers dispatched

GMC monitoring

CSC leverages engineering/vendor support

Dispatch leveraged CSC technicians/engineersor key partners

GMC monitoring GMC diagnosis of faults/performance issues

Leverage CSC engineering team within region for designactivities

Dispatch to suppliers; CSC to manage through toresolution


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Perform a complete inventory of the hardware and environmentals at the AT&T sitesand the CSC Data Center sites

Review hardware requirements for each AT&T and CSC Data Center site

Prepare final site diagram and site schematic for each AT&T and CSC Data Centersite

Design Document global AT&T and global CSC procedures

Determine hardware requirements for each AT&T and CSC Data Center site

Develop a future state Physical Technical Model (PTM) for each AT&T andCSC Data Center site

Standardize and develop Network Diagrams, including LAN and WAN layouts, andthe store in the CSC tool NetEISS

Procurement

Initiate purchase requests as required to procure circuits and hardware for AT&Tand CSC sites

Monitor all requests through completion Deployment

Conduct testing at AT&T and CSC sites

Deploy WAN Infrastructure and circuits to ABC Company and CSC data centers

Run & Maintain

Transition support to CSC run and maintain organization

4.2 Project Activities

Activity Description/Purpose Associated Work ProductsResponsibleOrganization

Project Initiation

Engage InitiationStage Resources

Staff project team and identifystakeholders

Project contact list, org charts,project distribution list

CSC

Conduct ProjectKickoff

Schedule project kickoff todiscuss Network Migrationstrategy

Meeting schedules CSC

Perform ProjectPlanning

Create the initial projectdefinition, estimate, andproject schedule for the worknecessary to complete project

Draft project definition, draftproject schedule, projectestimate and project calendar

CSC


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Discovery

Validate Circuitsand Infrastructureat AT&T sites

Validate Circuits andInfrastructure at Redditch andFrankfurt AT&T sites

Validate Circuits andInfrastructure at AT&T sites

Validate CircuitsandInfrastructure atAT&T sites

ValidateInfrastructure atCSC Data CenterSites

Perform a complete inventory

ofChesterfield andMaidstone CSC DataCenters

List of key contacts

Demarc location - dual entry,carrier support, backhaul circuit

Inventory of current raised floor

space availability

Inventory of server farm spacerequirements

Definition of backup solutionspace requirements

List of current circuits toprovision

Inventory of currentenvironmentals

CSC/ABCCompany/AT&T


Design

CreateDocumentation forglobal AT&Tprocedures

Generate and finalize a formaland approved architecturedesign before implementinginto production

Test plans

Communication plan

Migration Firewall Ruleset Plan

Network Assessment Plan

Approval Process Metrics Plan

CSC/ABCCompany


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Create AT&T sitesdesign

Generate design for AT&Tsites

Inventory of space andhardware requirements

Routing configuration solution

plan

VLAN solution plan

IP address solution plan

Site architecture design

CSC/ABCCompany/AT&T

CreateDocumentation forglobal CSCprocedures

Generate and finalize a formaland approved architecturedesign before implementinginto production

Test plans

Communication plan

Migration Firewall Ruleset Plan

Network Assessment Plan

Proxy Services Migration Plan

DNS Services Migration Plan

Business Partner CircuitMigration Plan

Approval Process Metrics Plan

CSC/ABCCompany

Create CSC DataCenter facilitydesign

Generate design for CSCData Centers

Inventory of space andhardware requirements

Routing configuration solution

plan

VLAN solution plan

IP address solution plan

Site architecture design

CSC/ABCCompany


Procurement

Procure Circuits and

Hardware AT&T sites

Obtain hardware,

software, and networkfacilities.

Circuit and equipment

orders

CSC Project Manager


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Procure Circuits andHardware CSC sites

Obtain hardware,software, and networkfacilities.

Circuit and equipmentorders

Core support

hardware/software

Infrastructure wiring

Core Demarc and IGNhorizontal cabling tocore infrastructure,server farm andmainframe

CSC Project Manager


Deployment

Conduct testing at AT&Tand CSC sites

Perform necessarytesting to verify that thehardware performswithin the agreed uponperformance measures.

Set up, configured andtested hardware

Update NetEISS withasset information(Network inventories,Network diagrams, LANdiagrams)

CSC/ABCCompany/AT&T

Deploy WANInfrastructure andcircuits to ABCCompany and CSC data

centers

Populate WANinfrastructure to bothABC Company andCSC data center

Finalize site engineeringand design

Define Network

EquipmentInstall equipment

Install circuits and burn-in

Establish connectivityand test

CSC/AT&T


Turnover to Run and Maintain

Turnover to Run andMaintain

Perform handoverprocedure

Completed financialreports

Completed post projectdocumentation

CSC


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Management and Coordination

Manage project Provide overall Projectdirection and strategy to

meet ABC Companysgoals

Project Status Reports

Issue logs

Risk logs

Change control logs

CSC Project Manager


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5.0 Project Management Approach

5.1 Management Approach Overview

CSC and ABC Company are jointly responsible for project management and providing the

necessary resources to the project. Our joint management objectives are focused on tightlymonitoring, controlling, and balancing the projects three key constraints: Scope (or Product),Budget, and Schedule. To be effective in achieving this primary management objective, wemust establish:

An agreed-upon baseline.

A process to monitor progress.

A clear means of communication.

An open approach for dealing with issues.

An objective project change control procedure.

A process to recognize and manage risks.

An approach for accepting project deliverables.

A definition of what constitutes project completion.

5.2 Agreed-Upon Baseline

This Project Definition is the foundation or baseline for all the key project management activitieson the project. It identifies the work activities that will be tracked, defines the boundaries forscope control, identifies responsibilities, and clarifies many of the areas where issues can arisethat need to be managed.

The Project Definition is then used as the basis for creating a detailed project schedule for allthe work activities to be performed on the project. Every activity will have an estimate of workeffort. All project team members, from CSC and ABC Company, will be assigned these activitiesand this will determine the cost of the activity based on the cost of the individual team membersassigned to it.

Once all the activities are allocated to team members, the project schedule is leveled andloaded against the calendar. This completed schedule represents the baseline schedule. Thisschedule will provide the key milestone dates to track schedule progress.

The summation of all activity costs from the baselined project schedule, plus expenses, plus thecosts of purchased items like hardware, software, and other services, will represent the budgetthat the CSC / ABC Company management team will track.


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5.3 Process to Monitor Progress

The detailed project schedule is the key vehicle for measuring progress. The specific activitiesthat each team member works on, and their progress against completing those activities, arethe only objective measure of where the project stands against the schedule and budget. Tocapture this information every team member, both CSC and ABC Company, will record and

report their actual hours spent on project activities against the budgeted time in the projectschedule. In addition, each team member will provide estimates of the effort remaining onactivities that have not been completed.

This information will be recorded on a weekly time sheet and given to the appropriate manageralong with a status report that provides a brief description of work accomplished,issues/problems, and planned work. The management team will determine where the projectstands versus the schedule and budget by analysis of this information.

5.4 Means of Communication

Because CSC and ABC Company are responsible for managing this project, it is imperative thatwe use a formal process to ensure timely and accurate communication between the

organizations. There are two key vehicles for providing this communication: a weekly statusreport and a weekly status meeting.

As mentioned earlier, all team members will report progress and status weekly. Thisinformation, and the analysis of it, will be summarized into a project status report for ABCCompany and CSC Management. This report contains the following information:

Significant Problems/Actions Taken.

Progress Summary Schedule status.

Accomplishments.

Planned Accomplishments.

Risks and Status.

Issues and Status (discussed later).

The weekly project status meeting will be used to review the project status and open issues inthe status report. The CSC and ABC Company management team must be committed to havingthis meeting and making it effective. The keys to making the meetings worthwhile are:

Have the meetings often enough so that timely information is available.

Focus the meeting on major issues or areas where management action or intervention isrequired.

Make sure that the information provided is accurate and objective.

5.5 Approach for Dealing with IssuesEvery project has issues that hinder progress. It is important to ensure that these issues areidentified and resolved quickly by the right person. The first step in effectively dealing with theseissues is to make the entire team aware of the importance of identifying issues and gettingproper resolution. We will then use the following procedure to ensure that the issues are visiblytracked:


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Identify issues. When the project begins, we will start identifying any issues that couldhinder our ability to meet the objectives of the project. Issues can be identified byanyone involved with the project.

Document the issue. The person who identifies the issue must document it.

Assign responsibility for resolving issues. The CSC / ABC Company management

team will determine the appropriate individual who will be responsible for resolving eachissue. The responsible person must be an individual who has the knowledge andauthority to make decisions regarding the issue. The management team will also assigna priority to the issue.

Monitor and control progress. All issues will be tracked on an issues log that will bemaintained to formally track the status and resolution of the issues.

Report progress on issue resolution. As mentioned earlier, the issues log will be apart of the weekly status report and discussed in the weekly status meeting.

Communicate issue resolution. The issues log and documented resolutions of issueswill be made available to all team members.

We are assuming that all issues and decisions will be resolved or made within 2 business days

from the date the issue is identified. Failure to meet this time constraint may cause a change ofscope request.

5.6 Project Change Control Procedure

The Project Change Control Procedure is a crucial mechanism that can affect the success orfailure of this project. This process is the primary vehicle for containing scope and ensuring thatmanagement has the opportunity to make timely trade-offs between the three key projectvariables of cost, time and scope. It is imperative that potential changes are identified early,documented carefully, and resolved at the appropriate levels of responsibility.

Changes are broadly defined as work activities or work products not originally planned for as

defined by this Project Definition. More specifically, changes will include: Any scope items not listed in this Project Definition (Section 3).

Participation in activities not previously included in this Project Definitions list of workactivities (Section 4).

Provision or development of deliverables not included in this Project Definition (Section6.0).

A change in responsibilities, as defined in this Project Definition (Sections 4, 6, or 10)between CSC and ABC Company, including reallocation of project staffing.

Any rework of completed activities or accepted deliverables.

Investigative work to determine the impact of major changes.

Impact caused by a change in the assumptions defined in this Project Definition. Impact of any risk items defined in this Project Definition.

Delays or rework caused by items identified in this Project Definition as ABC Companyresponsibilities or activities.

Delays created by customers request to change the schedule requested or caused bycustomers inability to meet its commitments.

Delays caused by a change in previously agreed-upon acceptance criteria.


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6.0 Deliverables

Deliverable DescriptionResponsible

OrganizationAcceptance Criteria

Physical TechnologyModel

The purpose of the PhysicalTechnology Model is todetail the architectureassociated with theimplementation of thespecific environments withinthis project.

CSC CSC and ABC CompanyNetworks Manager sign-off

Test Plans Test plans will be developedfor AT&T Data Center sites.

AT&T CSC and ABC CompanyNetworks Manager sign-off

Test Plans Test plans will be developed

for CSC Data Center sites.

CSC CSC and ABC Company

Networks Manager sign-off

Installed hardware Hardware equipment andcircuit/backout will beinstalled and tested at AT&Tsites Data Centers


Installed hardware Hardware equipment andcircuit/backout will beinstalled and tested at CSCData Centers


Deployed Infrastructure The infrastructure has beendeployed and is running in

the production environment


Deployed Infrastructure The infrastructure has beendeployed and is running inthe production environment



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7.0 Risks

The following is the projects initial risk assessment. An ongoing Risk Register is maintained andevaluated throughout the course of the project. Not all risks can be mitigated and may have apotential impact on the projects schedule, budget, and/or ability to deliver in-scope items. It is

the responsibility of both CSC and ABC Company to assist in mitigating risks associated to theproject.

Initial Risks Potential Effect on ProjectProbableImpact Risk Mitigation Strategy

Data on the in-scopesites is not accurate(incomplete site list)

Cost and schedule affected byrevisions after solution defined

High Validate existingdocuments as part ofdiscovery

Circuit vendors meeting

schedules

Late provisioning of

communication services mayimpact cost, schedule, and quality

High Manage to schedule with

appropriate lead times fororders. Escalateexceptions early

Delivery of circuits Late circuit installations will delayschedule and generate additionallabor cost

High Manage to schedule withappropriate lead times fororders. Escalateexceptions early

LAN/WAN equipmentsuppliers delaydeliveries

Late equipment delaysinstallation that in turn delaysservice deployment may impactcost, schedule, and quality

High Manage to schedule withappropriate lead times fororders. Escalateexceptions early

Facility availability andaccess

Will delay project and jeopardizedelivery schedules and budgets

Medium Week by week review of project plan to reviewdetailed resourcerequirements for 60 daylook ahead


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8.0 Constraints


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Constraints Impact

ABC Company established

change control cycles, businessunit cycles

Schedule

Some sites will not havesufficient environmentals for dataequipment and this will not bedetermined until installation teamarrives on site during discovery

Will require remediation and schedule changes

Existing cabling specification arenot capable of implementingWAN/PIP

Schedule, cost and quality

There are certain parts of the

world where, due to legislation,IPT delivered in this manner isnot allowed

Schedule and process impact if not identified

prior to baseline


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9.0 Assumptions

Project Assumptions are those expectations upon which the Project path forward is based andwhich, if proven incorrect, result in a significant Project Issue that could invalidate the ProjectBudget Estimates, Schedules and Approach. An invalidated Project Assumption will usually

result in processing of a Change Request to the Project.

GENERAL ASSUMPTIONS

1. Necessary approvals will be received in a timely manner

2. CSC and ABC Companystaff will be provided a weekly task turnaround documentwhich identifies their work to be performed and they will update the turnarounddocument with their actual hours spent and estimated time remaining on a weeklybasis.

3. Accessibility to in-scope 3rd party equipment will be made available

BUSINESS ASSUMPTIONS

1. CSC and ABC Company will work with communications team to communicate to endusers regarding change in service per the project plan.

ORGANIZATION ASSUMPTIONS

1. ABC Company will secure resources to work with CSCs technical team on approvingthe solution and supporting on site testing and deployment

2. 3rd party vendors to provide necessary support to meet MSA

3. CSC will have on-site access to any existing ABC Company or 3rd partymanagement and defined personnel per the project plan.

4. Regular communication with team members to relay answers to queries or issues toidentify any forthcoming problems.

5. ABC Company counterpart will be identified and available as required to assist withproject needs

6. ARM assigned at the beginning of transformation

LOCATION ASSUMPTIONS

1. Facility requirements will be available at ABC Company

APPLICATION ASSUMPTIONS

1. All applications are identified, catalogued and made available to CSC

2. All applications are identified, catalogued and made available to CSC

DATA ASSUMPTIONS

1. Traffic statistics provided during discovery phase are accurate will be validated withcustomer during discovery implementation

2. Equipment list will be provided with make, model, count and location

3. The existing applications, processes and tools will be retained until migration per theproject plan.

4. CSC will have access to current ABC Company operational metric targets.


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5. CSC will have access to current operational reporting and performance statisticalinformation per the project plan.

TECHNOLOGY ASSUMPTIONS

1. Current switches and routers are compatible for MPLS implementation

2. Customer LANs are compatible for MPLS implementation

3. IP addressing information is available

4. Existing LAN cabling are in compliance with CSC standard with likelihood of somesites not being standard

5. CSC will have voice and data connectivity to the ABC Company environment per theproject plan.

6. Network infrastructure (voice and data) for each site will need to be in place beforethe service can migrate to the CSSC.

7. CSC will require full co-operation of ABC Company to understand current networkinfrastructure

8. The existing applications, processes and tools will be retained until migration per theproject plan.


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10.0 Project Roles and Responsibilities

Role ResponsibilitiesTime

RequiredResponsible

Party

Project Sponsor Provide strategic direction and issueresolution

Assist with obtaining resources

Help plan, shape and monitor progress onissues

Balance project priorities with othercompany priorities

FT ABC

ABC CompanySubject MatterExperts

Provide in-depth knowledge of ABCCompany networks, business usage, andconfiguration to develop overall solution

Provide input to test strategies and plans

FT ABC

CSC SubjectMatter Experts

Provide solution design assistance forconsistency and standardization

FT CSC

Project Manager Accountable for successful projectcompletion

Provides overall Project direction,objectives and strategy to meet ABCCompany goals; communication andalignment of the Project with other ABCCompany initiatives

Communicates Project status and resolvesissues with ABC Company ProjectManagers/Executives

Resolves resource conflicts and majorissues with other ABC Company projectsand groups

Manages the Project schedule, budget andscope changes that impact prioragreements with the ABC Company

Manages project level risks and issues.

FT CSC


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Role ResponsibilitiesTime

RequiredResponsible

Party

Lead Architect Responsible for end to end solutionimplementation.

Responsible for logical and physical designof the solutions for the project.

Provides overall coordination of thetechnology model to insure proper fit withinthe business solution.

Provides guidance and direction to theengineering resources on the team.

Acts as liaison between the Project and theABC Company Architecture StandardsBoard.

FT CSC

Program Control Provides Program office support to theProject

Responsible for the developing andenforcing of internal processes

Responsible for schedule management(account integration), and facilitateschange management

Provides the standards around which theProject operates

FT CSC

Data CenterManagers

Overall responsibility for ManagedComputing Services for CSC Data Centers

Overall financial responsibility for the

Project

PT CSC

Account Team Account team will provide direct on sitesupport and will accept transformednetwork into production operations

PT CSC

3rd party vendorsat in-scope sites

Knowledge transfer, training, access to allin-scope facilities

PT 3rd partyvendors


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11.0 Equipment and Facility Needs Access to ABC Company facilities in scope to work on network and WAN/LAN

connectivity.

Office type workspace for use while on site at both ABC Company and CSC offices anddata centers.

Acceptable access between both CSC and ABC Companys networks.

Access to equipment, data, services and information at all ABC Company in-scope sites,as appropriate to complete all approved program and projects

All appropriate access to systems as defined as in-scope in this document for thepurposes of performing approved activities, subject to ABC Companys policy

ABC Company to provide necessary storage space to secure equipment that will be pre-shipped to in-scope sites


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12.0 Project Completion Criteria

This project is considered complete when project deliverables listed in Section 6.0 have beencompleted and accepted by the customer based on the Deliverable Acceptance Criteria.


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13.0 Appendix A Glossary of Terms

Term/Acronym Description

ARM Account Relationship Manager

ATM Asynchronous Transfer ModeCSC Computer Sciences Corporation

DNS Domain Naming Structure

DSL Digital Subscriber Line

EMEA Europe Middle East & Africa

GIS Global Infrastructure Services

IGN Internet Global Network

IP Internet Protocol

ISDN Integrated Services Digital Network

LAN Local Area Network

LTM Logical Technical Model

MPLS Multi-protocol Layer Service

MSA Master Service Agreement

NA North AmericaNES Network Engineering Services

NMC Network Monitoring Center

POC Point of Contact

PTM Physical Technical Model

SLA Service Level Agreement

RFP Request For Proposal

SMARTS System Management ARTS

SOE Standard Operating Environment

WAN Wide Area Network


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14.0 Appendix B Tier 1 Tier 5 Process Sites

C:\Documents andSettings\J ohn R. Cis

C t S i C ti All i ht d Thi d t i i t d t f C t S i C ti