Scenario 1 – Manufacturing

Release 3 and the changes to the surrounding environment were successfully implemented this past weekend.  This was a huge undertaking and I thought you might be interested in some of the statistics:

In total there are 22 million lines of code, of which 11 million are new.  The surrounding systems that underwent change make up another 12 million lines of code.  These changes involved over 6,500 programs and a large number of old systems were retired.

The conversion process was amazingly well done:  Only ONE line item out of 742 thousand deliveries failed to convert, and $10.68 out of a $2.4 billion backlog was not reconciled.  Both of these are better than Six Sigma performance.

The planning and coordination was well handled, encompassing more than a thousand specific steps.  A well-orchestrated plan resulted in around-the-clock support and progress in concert with excellent client collaboration and contribution.  There was tremendous effort in both preparation and during the implementation to accomplish this outcome.

I wish to convey my gratitude and appreciation to you for your perseverance, effort, teamwork, and the superb results these produced.  Together with the clients, we have taken a large step in improving our capability to support our customers and upgrade our legacy systems.  Well Done!

Scenario 2 – Banking

At a bank in Boise, Idaho, the customer was interested in licensing the Gladstone software.  They had an enormous amount of statistics about previous conversions.  They were tasked to determine how much savings the Gladstone software would produce.  After almost a week of effort, they determined that they could not come up with a number.  Because each conversion is different, they could determine that if the customer was coming from a Unisys platform, for example, then the software would save them time in producing compatible files, if the conversion was to include loans then it would save them time in find out of balance loans, etc., etc., etc.

In conclusion, they determined that they did not know exactly how much savings would be found, but they knew that it would definitely improved their quality, reduce their time, and reduce their manpower effort.

Scenario 3 – Banking

At a bank in North Carolina, they asked us to perform one of their conversions.  I suggested that they call IBM because we had started a relationship with IBM where they would perform the conversions.  The customer called IBM and IBM ended up performing 13 conversions for the customer.  The customer then obtained the Gladstone software and started performing the conversions themselves.  They have subsequently performed 7 conversions on their own.

Scenario 4 – Banking

At a bank in California and then Arizona, the bank was making acquisitions to grow the bank and we were asked to perform the conversions.  We ended up doing 15 of them for the bank and some of them were at the same time as the next scenario.

Scenario 5 – Banking

At a bank in Arizona, the bank was built through acquiring banks in other states.  At the point that they were in 13 states and were running 16 sets of software, they decided that they need to convert to one standard set of software.  We were brought in and first performed analysis of every file we could find.  This accomplished several things.  One was while we were building this repository of information, we found that we had to search for the correct definitions of the files.  We also discovered that we had to search for data files because we would discover that we were missing data, therefore where was it?  We also were able to discover features and functions of the source system so that the developers that were modifying the new target system would not miss.

On the validation side they had allocated 6 months to validate the element “Product Code.”  This was because it was being created based on the values n 6 different elements and there were approximately 450 combinations that might be possible.   They were going to “Spot Check.”  We developed a procedure that reduced this validation to 2 weeks and they were able to validate 100% of the records.   

Scenario 6 – Banking

IBM was to perform a conversion in Connecticut.  It was at the time of the failed Savings and Loan fiasco.  The rule was that if you bought a Savings and Loan you could not leave it alone.  You had to convert it to your system in 90 days.  The individual in charge said, “I can put a lot of people on it, but I can’t get it done in 90 days.”  He heard that we were working on Long Island at another bank.  He contacted us and I told him to bring a file definition and a data file.  His group of about 8 people arrived at 9:00 AM.  I handed off the definition and data file to my people and we proceeded to have a meeting to discuss how we did conversions.  We explained our methodology built around a 13 week conversion timeline.  At noon we broke for lunch and I handed them the data analysis of the file that they had brought.  After lunch they said, “Why don’t you go ahead and do the conversion.  You are already farther along than we are.”

Scenario 7 – Utility

In Portugal we were asked to assist in the conversion from an ADABAS database to SAP.  It was an interesting group.  I was from the US.  The customer was Portuguese.  There were four contractors from Brazil.  The people doing the load were from Germany.  The project manager was from Denmark.  We had our meetings in English.   One of the challenges was the time frame to do the conversion.  Our software is designed for worse case.  Source is on platform A.  Conversion is to take place on platform B.  Target is on platform C.  Our software is generated with flat file reads and writes.  In this case the source and conversion were both on the same platform, while the target was on a different platform.  We would not have the time to perform an “Unload” and then do the conversion, so we took out the flat file read and substituted a “Call” to the Adabas, thus eliminating the “Unload.”