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- P.O. Box 427
- Toronto, ON, Canada M5X 1E3
- (416) 865-3392
- info@triparagon.com
Case Studies
Microsoft Windows Server 2008 and Windows Server 2008 R2 are approaching the end of their support lifecycle. This means that as of January 14, 2020, there will be no free security updates on-premises, non-security updates, free support options, and no online technical content updates.
As a result, our client who wishes to remain anonymous and for whom we manage all their data centre transactions (adds, moves, changes, deletes and cable plant) requested that we manage the migration of their Windows 2008 and Windows 2008 R2 to Windows 2016 or Windows 2019 dependent on the results of the assessment we had undertaken. As part of the assessment, we determined that 40% of their Windows servers were no longer required and could be decommissioned by the end of the year subsequent to the migration.
We also determined that several applications were incapable of being run on Windows 2016 or Windows 2019 without major changes to the applications. However, they were supported on Windows 2012. For these applications, the approach chosen was to perform in-place updates to the operating system using Microsoft utilities. For all other applications moving either to Windows 2016 or Windows 2019, new VM’s were built; the applications migrated and upgraded where necessary.
A financial investment company who wishes to remain anonymous engaged Tri-Paragon Inc. to manage the relocation of all servers and storage from two (2) data centres and move them into two new data centres. We were responsible for planning, managing, and executing 19 virtual migrations to converged infrastructure as well as the physical server and storage moves. These migrations/moves comprised of all environments, including disaster recovery, development, user acceptance testing, and a critical production environment.
Once migrations and moves were completed, Tri-Paragon Inc. was allocated the overall responsibility to decommission both prior data centre locations. This included audit records, planning, executing and shutting down all remaining equipment, proper destruction of disks, and removal of all hardware, cabling, and cabinets. The work was completed within budget and on schedule.
One of the most difficult projects that faces an information technology (IT) department is the consolidation of 2 or more data centres. Often the scope of such a project is tremendous and crosses many boundaries of expertise. Lack of planning, extended time frames, and budget overruns challenge many mainframe consolidations. Tri-Paragon Inc. is engaged by a financial services software vendor to manage the consolidation of 2 of their mainframe data centres.
The primary advantages of using Tri-Paragon Inc. to manage the consolidation are the combined years of mainframe experience available within our vast knowledge base and our ability to provide continuous support before, during, and after the consolidation process. Utilizing our knowledge base and defined methodologies, we quickly identify key risk areas and their mitigation strategies. We have the project planning tools and experience to further organize the detailed planning efforts and assist with the selection of the most suitable approach in collaboration with the client.
Requirement: Due to the Anti-Money Laundering (AML) legislation that went into effect globally after the September 11, 2001 attacks, the Bank of Montreal (BMO), amongst most major financial and non-financial institutions, were required to implement a combination of processes, specialized technology solutions, and to use various services and tools to ascertain a customer’s identity and monitor transactions for suspicious activity.
Key Benefits: 1) protect BMO against operational and reputational risk and losses, 2) comply with regulators, and 3) mitigate acts of money laundering and terrorist financing by monitoring persons of interest and their transaction behavior, through technology solutions and business processes, and subsequently reporting to FINTRAC of all alerts generated through the monitoring activities.
Scope: The AML Program was a multi-year (2007 through 2011 / 2012) and enterprise-wide initiative that comprised of all three banking pillars of BMO: Capital Markets (CM), Personal & Commercial (P&C), and Private Client Group (PCG).
Tri-Paragon Inc.’s role was that of senior project manager for a portion of the AML overall project. Responsibilities included;
Project Budget: $12,000,000 CAD
Management of 30 resources comprised of development and delivery teams and software vendor resources.
Manage all development and delivery activities for the AML projects, Watch List Management / Name Matching for the Capital Markets and Private Client Group and Transaction Monitoring for Capital Markets (CM), Personal & Commercial (P&C), and Private Client Group (PCG).
Manage vendor relationship and vendor project-specific activities.
Execute standard practices, such as manage budget, schedule, and project resources, status updates and meetings, issue, change, and risk management.
Project governed by Capability Maturity Model Integration (CMMI).
RBC had an urgent need to replace the current DOS user interfaces and related business logic with industry-standard technology due to technological obsolescence and the potential risk of decommissioning of operating systems support by Microsoft.
The scope for the DOS Migration Program encompassed 34 DOS applications, including 12 mission-critical applications. In order to migrate DOS applications efficiently, offshore vendor(s) in India had been engaged to build approximately 75% of the DOS applications to compress the time to market and achieve savings by labour arbitrage.
A reverse engineering approach for software, such as Realia COBOL, EZVU, and DSML, was adopted to replace the current user interfaces with a WebSphere Application Server (WAS) platform. The deliverable of the DOS Migration Program is to provide the same business functionalities that existed in DOS under new technology.
Tri-Paragon Inc. provided a senior project manager who assumed the following areas of responsibility for:
To mitigate escalating fraud levels and create new revenue opportunities, there is a global movement towards Smart Cards (CHIP). TD Bank Financial Group (TDBFG) has been active in industry development through its efforts in the Canadian CHIP Migration Program and the VISA Canada CHIP Advisory Committee. These efforts are focused on creating the infrastructure needed for a profitable national deployment.
CHIP is a technology platform, not a product. The implementation of CHIP infrastructure will allow TDBFG to implement new applications, products, services, and security measures in ways and with features not possible using magnetic stripe technology.
Tri-Paragon Inc. was engaged to provide a senior project manager as this project was already underway and needed someone to get things moving more aggressively due to delays in various activities. Main responsibilities included:
The ongoing development and completion of the project charter, prepare, attend and present in various meetings (weekly business and technology meetings, monthly senior management committee meetings, and quarterly executive steering committee meetings), project monitoring and tracking, governance planning, resource planning, issue, risk and change management, budget tracking, business acceptance test planning, prepare and maintain project road maps, manage overall milestone plan, participate in various vendor meetings, and participate in various activities and meetings at the SmartCard Program level.
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