by clicking on the page. A slider will appear, allowing you to adjust your zoom level. Return to the original size by clicking on the page again.
the page around when zoomed in by dragging it.
the zoom using the slider on the top right.
by clicking on the zoomed-in page.
by entering text in the search field and click on "In This Issue" or "All Issues" to search the current issue or the archive of back issues respectively.
by clicking on thumbnails to select pages, and then press the print button.
this publication and page.
displays a table of sections with thumbnails and descriptions.
displays thumbnails of every page in the issue. Click on a page to jump.
allows you to browse through every available issue.
FCW : September 30, 2014
Commentary | MITEN MARFATIA Legacy systems are a thorn in the side of every business IT depart- ment, whether due to an increased vulnerability to malware attacks or the fact that three-quarters of a typical IT department s budget is spent maintaining those old sys- tems. Although modernization is an important step in overcoming those challenges, even carefully planned and well- nanced modernization projects can and do fail. A successful modernization effort requires all stakeholders --- the cli- ent, senior leaders, project man- ager, subject-matter experts and technical staff --- to work together to ensure that the end result ful lls the project objectives. 1. Client. The client is the obvi- ous starting point of any project because he or she determines the budget, time frame and resources available to the modernization team. However, often overlooked is the client s role in providing a clear, well-de ned goal for the moderniza- tion effort. At the same time, the client must hold the modernization team accountable to both time and budget constraints, usually by creat- ing a review team and insisting on a xed cost for the effort expended. 2. Senior leaders. Nontechnical decision-makers within the client business are another often over- looked but crucial element of a successful modernization effort. Although not necessarily technical experts, senior leaders --- such as the chief nancial of cer, CEO or even line-of-business managers --- are integral to holding the modern- ization team accountable and serve as authorities in providing resources and making the nal call on a proj- ect s fate. Their expertise is also essential to ensuring that modern- ization efforts adhere to the client s needs and overall project goal. 3. Project manager. Bridging the gap between the decision-makers and the modernization team is the project manager. As with the senior leaders, the project manager s tech- nical expertise is of secondary con- cern because his or her true value is the ability to guide the moderniza- tion process through its phases and keep the effort on schedule. That means helping the team see the big picture and understand when a project component must be delayed to avoid derailing the entire effort. 4. Subject-matter experts. Of course, a modernization effort would not be possible without the expertise of subject-matter experts. Technical staff work in close col- laboration with those experts to ensure that the modernization team understands the processes performed by the legacy applica- tion and can identify the purpose of accumulated business rules whose meaning is often lost through years of revisions. Subject-matter experts also ensure that the team is adher- ing to the project vision as de ned by the client and senior leaders. 5. Technical staff. The technical staff ful lls the nal role in a mod- ernization program. As the bulk of the modernization team, such professionals must analyze and update the code within the param- eters de ned by the subject-matter experts, the project manager and senior leaders. At the same time, the technical manager must be aware of each team member s strengths and expertise to ensure that tasks are delegated in the most ef cient and effective way possible. One more element of a suc- cessful modernization effort is a customizable tool that automates the extraction of embedded infor- mation from legacy applications, allows subject-matter experts to clean and optimize the extracted details, and generates modern code that meets the client s requirements. With the right team, the pro- cess of documenting legacy code, extracting and optimizing business rules, and transitioning to a new platform are easily surmountable challenges. The best starting point is identifying expert team members and choosing an automation tool. ■ 5 players you need on your modernization team The chance of failure on high-stakes modernization projects can be avoided if you have the right people and processes in place Nontechnical decision-makers are integral to holding the modernization team accountable and serve as authorities in providing resources. MITEN MARFATIA is CEO of EvolveWare. 10 September 30, 2014 FCW.COM
September 15, 2014