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Felicia Bianchi Jay Flanagan

Migrating Emory University and Emory Healthcare to Microsoft Exchange 2007 OR pulling our hair out is really a better overall task. Felicia Bianchi Jay Flanagan. Agenda. Introductions Why to Migrate Challenges / Stories Number of Users Migrated Project Management Technical Architecture

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Felicia Bianchi Jay Flanagan

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  1. Migrating Emory University and Emory Healthcare to Microsoft Exchange 2007OR pulling our hair out is really a better overall task Felicia Bianchi Jay Flanagan

  2. Agenda • Introductions • Why to Migrate • Challenges / Stories • Number of Users Migrated • Project Management • Technical Architecture • Lessons Learned • Summary Review

  3. Introductions • Emory University was founded by the Methodist Church in 1836. It is recognized internationally as an inquiry-driven, ethically engaged, and diverse community whose members work collaboratively for positive transformation in the world through courageous leadership in teaching, research, scholarship, health care, and social action. Approximately 12,000 undergraduate and graduate students are enrolled at Emory. • Jay Flanagan, CISSP – University Technology Services; Senior Manager of the Messaging Team, which includes Email, Paging and Trunk Radio. • Felicia Bianchi, PMP – University Technology Services; Project Manager in the Project Management Office

  4. Where We Were • Multiple Email Systems • GroupWise (Emory Healthcare) • Exchange 2003 • Eagle (IMAP-Based System) • Department-Supported Email • Multiple Calendaring Systems • Clinical Faculty • On both Healthcare & and University Email

  5. Why Change? • Business decision • Budget decision • Central email/calendaring system for all users • Ability for more collaborationbetween groups, schools, departments

  6. Challenges:Positive Stories • All old data was moved • On EHC weekend of migration, stations were staffed and available to users • PDA’s, Outlook, Archiving • Managing the Emory.edu and EHC.org environments • Setting up PDA users – Blackberry / Goodlink • Interaction between EHC IS and University UTS

  7. Challenges:Negative Stories • Size of team • Top heavy on University personnel initially • Once EHC got fully involved, had multiple resources • Numbers and size of folders for GroupWise users

  8. Numbers • > 23,000 accounts migrated • Accounts • 13,000: GroupWise • 3,000: Exchange 2003 • > 3,000: Meeting Maker • > 300: FMD Users • > 250: Carter Center Users • Email Volume • > 13 terabytes: GroupWise • > 5 terabytes: Exchange 2003

  9. Migration

  10. Migration Order • Exchange 2003 Users • GroupWise Users • Meeting Maker Users • Departments / Schools by request • Move current users in batches into Exchange • Importance of the Local Support community • Ongoing • Move all new users to Exchange per request

  11. Migration Process “Dial Tone”: Move everyone into Exchange then migrate the data All other EHC mailboxes migrated All Archives Migrated February Day one Day two Day Three Day four • Prepare VDT environment. Gather information on PDA’s • EHC live on the new Exchange 2007 system. • Healthcare senior leaders • mailboxes migrated • All other EHC mailboxes migrated • Archives Migrated Senior Leader Migration Clinical Faculty Migration 25 days 14 Days Milestone Consecutive timeline Preparation time

  12. Project Management Needs • Formal Project Management essential for completion • Project Manager with IT background • Clear Roles defined

  13. Initial Project Management • Initial Project Manager role not defined • Without a Project Manager • Unstable team • Unstable schedule • Unstable budget • Expectations not clear • No project change management

  14. Project Management: August • Hey, so do you want to take on some more work? • What changed: • Internal PM worked with support and buy-in from OIT CIO, EHC CIO ….. • Executive Support and buy-in • Executive Committee • Steering Committee • Team

  15. Project Management Process • Gain formal sign-off on project documents • Implement formal communication plan • Recruit stakeholders from other IT areas • Rework training plan to include all levels of staff • Manage risk and issues with accountability • Submit all changes to executive committee

  16. Local IT Support • School of Medicine technical support and all other local support teams • Buy-in • Help with migrations and client installs

  17. Communication and Training • Presentations & seminars • 32 at all hours/days/campuses • Web FAQs • Training local support in the applications and migration process • Tip Sheets • Online training • Special training for Clinical Admin Assistants

  18. Enterprise Exchange 2007

  19. Blackberry Architecture

  20. Active Directory Layout Two separate ADs for EHC and EU

  21. Archiving

  22. Lessons Learned • Executive buy-in from the beginning is critical • Local support buy-in • Internal Project Manager key • Extensive migration process and timeline planning • Consult with MS for best practices to gain full support for any issues that arise • Consultant for GroupWise migrations was an expert in migrations and Microsoft Exchange

  23. Summary • Planning, Planning and more Planning • Executive and Local Support buy-in • Adapting; changes to current environment • Next Steps • Technical Adoption Program (TAP) continues • Exchange 2010

  24. Q & A

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