Brent Digital Media BDMCC Ltd

 Brent Digital Media 

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Workload Automation



1.1.    Description/objective of the project.

We have traditionally relied on manual processing controls to manage the overnight and weekend workloads on our mainframes. In recent years we have moved away from processing on primarily i-series (as/400) equipment to an environment with a much broader range of platforms and applications running business critical workload.

The Manual and bespoke methods currently employed to manage non i-Series requirements are prone to human error, and the lack of automation available is increasingly causing risk to Service Levels, and our ability to recover cleanly from any disruptions in normal processing. During a series of Proofs Of Concept exercises, a product that offers the required management capability across our varied estate has been identified, CONTROL-M from BMC Software.


1.2.    What is included in the scope of the project?

Migration activity only:

  1. This project will cover software purchase, maintenance, and consultancy costs from the CONTROL-M vendor BMC, together with Hardware costs to cover the Live, Hot standby and Test virtual environments including TSM backup costs and additions to the BCP contracts with IBM
  2. Internal development costs are also included, to cover maintenance work to change the submission processes for AP, CODA, DCC, Bridal, DW and HR batch runs. Skills Transfer from KTSL to the internal support team.


1.3.    What is specifically excluded?

Engagement of other projects with the Control-M operations team


1.4.    List existing systems that this project will need to interface to or could impact.

All current infrastructures may be impacted during migration on a case by case basis as historic jobs are migrated.

2. Project Priority and benefits case


2.1.    Priority: What is the level of support in the business for starting/completing this project? Are they seeing this as a strategic top priority or just a “nice to have, what is the current Road Map priority ranking?”

The road map priority is 2.

This is a strategic must have to ensure centralised management of scheduled tasks under operational management.


2.2.    Critical Driving Factor, will this project be focused on:
- A key delivery date where scope can flex to suit the date the project must be delivered?
- Delivering a specific set of requirements regardless of delivery date?
- Focused on minimising cost?

Realisation of savings and soft benefits to operations management.


2.3.    Can or will the Project be split into distinct business functional phases for delivery?

Yes. The project will be delivered in the following phases:

  • Phase 1 –
    • Migrate all Robot jobs to CTM
    • Migrate all Robot REX jobs to CTM
  • Phase 2 –
    • Migrate all ATA and HR jobs to CTM scheduler
  • Phase 3 –
    • Replace DW, ODI, MDM, AIM, PHM and TR schedule’s with CTM scheduler
  • Phase 4 –
    • Automation of Sales Files
  • Phase 5 –
    • Discovery of Unmonitored Workload in our Estate



2.4.    How is this project affected by the business calendar or IS change control embargos?

Careful planning will ensure there is minimal impact during embargos surrounding peak periods.


2.5.    Is the project strategic for both the Business and IS, please provide details?

Tactical for IS to eliminate manual processes. Business strategic to provide accurate and timely processing.


2.6.    Benefits: Quantify and assess the benefits this project will achieve including any negative impact of not delivering this project? (i.e. Sales growth x%, legislative…)

Eliminate manual processes and potential subsequent errors.

Automation of processes to provide seamless processing.

Improve control of processes.

Reduce time between dependent processes.

Failure to implement WLA will potentially increase errors as more processes are added.

Provide standardised toolset and approach for all new scheduling requirements/


2.7.    Confirm the outline benefits rationale and that it has been discussed and agreed in principle with both the relevant Finance representative and main Business Sponsor.

Outline benefits rationale has been agreed in principal with the business sponsor Martin Draper.


2.8.    What are the Success Criteria in Business Terms?

Seamless, controlled processes that require little (if any) manual intervention. Improved visibility of success/failure of processes.




Project Setup


3.1.    Who are the likely main stakeholders for this project?

Mark Hotham

Martin Draper

Kevin Stevens


3.2.    Is a Project Steering Group needed and who is likely to be on it (including Systems representatives) and who would be the Chairperson?



3.3.    What is the likely frequency that this steering group will meet?



3.4.    Identify if appropriate, internal support teams or external parties that need to be involved.

Kevin Stevens, Dan Lawrence

KTSL (Control-M) – Phil Smart



4. Project Organisation:


4.1.    Project Manager:  Who is responsible for running the project to time and budget on the IS side and is a dedicated Project Manager required?

The dedicated infrastructure PM will be Brent Westbrook


4.2.    Design Authority: (if needed) who has been nominated as Subject Matter Experts?

External Consultancy ‘KTSL’


4.3.    Business Analyst:  Who is responsible for detailing and achieving sign-off for the Business Requirements? (including Business Process diagrams)

Project Manager


4.4.    Development Manager(s): Detail responsibility for delivery of unit tested code and handover to the Support team?

Kevin Stevens


4.5.    Who is responsible for Testing? Will this be tested by the User Acceptance testing team, BA team or independently by externals, i.e. IBM?

Dan Lawrence


4.6.     Implementation – Who will sign off production readiness for the system?

Kevin Stevens


4.7.    Detail the main stakeholders roles and any key other IS roles not detailed above. 

As principal supplier to the business for infrastructure assurance, Mark Hotham is also the customer to this project. As sign off for the implementation he is responsible for assuring the success to the business.


4.8.    Identify the person to be accountable for the Benefits Review – for more complex or larger projects this person should be at Controller level. They must review how benefits will be measured to ensure accuracy and also they must ensure the review takes place. 

Mark Hotham on behalf of Martin Draper, Production Services Controller.

 Key Milestones and costs


5.1.    Forecast the duration of the Project Definition stage which must tie up with the milestone dates provided to question 5.4 and the expected date you will seek Gateway 2 approval.

24 weeks to 14/11/2012


5.2.    Forecast cost of the Project Definition stage based on not exceeding more than 15% of Roadmap forecast / Capital plan.



5.3.    Forecast cost of the whole project, to nearest £10k, or £100k, for larger projects, no need to break down by team. Use the Roadmap forecast if no more accurate view is available.



5.4.    Identify which standard PDLC milestone documentation will be used and for any deviations please identify why, i.e. replacing with a third party supplier document.



Delete üorû

F/C milestone


If not standard use as per comment below, explain why, i.e  using third party supplier documentation




Required for all projects




Required for all projects, re summary tab on milestones and gateways, when presenting to the governance meeting




Is there any application development functionality being added or changed? If yes, a BRD MUST be produced to detail any changes however minor.




Are there any Business Process, Application, Interface, Data , Hardware or Technical Architecture principles changes. If yes an HLD MUST be produced




Are there any changes to SLA’s, maintenance routines or contracts,  information support teams in Production need to be aware of , impact to DR or BCP, training to end users, etc. If yes an NFR MUST be used produced.




MUST be used unless the project is being funded by revenue or by an existing approved CER




MUST be used for any application development changes however minor, if a BRD has been produced




MUST be used for any application development project which is using the Application Test team




MUST be used for any application development changes however minor, if a BRD has been produced




MUST be used for detailing support changes re any application development changes, if a BRD has been produced



6. Signoff




Sign off that the Project Initiation meetings were held & all points within the document have been completed.

Project Sponsor


Martin Draper


Business Systems Controller/Head Of


Martin Draper