PUNE, INDIA: What happens when a CIO decides to change the IT curtains? Is it as easy as that? Well, you can only wish so. 

But nevertheless, there are ways to ensure that the decision does not cause any reverse damage and everything goes smooth and seamless.

The market today is rife with new techniques like pilots, screen scraping, legacy wrapping, automated migration, packaged replacement etc.

Modernization in addition is touted by many as an effective way of pulling the old plugs out.

It involves re-inking a legacy system from scratch to create a functionally equivalent information system based on modern software techniques and hardware. This is popularly called the ‘cold turkey’ approach. But this should be taken only if low maintenance costs, proper documentation of old system, patience for long development time and cost-benefit balance is assured of.

Alternatively, one can go for an approach with specific milestones throughout the long-term project, where a CIO can monitor progress as each piece moves on to the target system.

One can also try out screen scrapers that may deliver Web access on the current legacy platform while being non-intrusive and adding graphical user interface to character-based mainframe and minicomputer applications. Else take a shot at Enterprise Application Integration (EAI) frameworks provided by companies such as SeeBeyond Technology, Tibco, Vitria, and WebMethods.

Then there are pilots.

Pilots apparently, are coming on in a big way afresh.

Raghuvir Singh Sohal, manager-MIS, Bajaj Auto, selected VMware and went ahead crediting the decision largely to a pilot taken by Shro Systems. "This was an exhaustive POC (Proof of Concept) to demonstrate the benefits we could achieve with virtualization."

The pilot, as he shares with CIOL, was very very useful. "Before deciding on virtualization, we were slightly hesitant. With the POC we came to know of the hardware status as well as performance impact of the prospective deployment."

As to the approach of taking a proper pilot before deploying virtualization Sohal answers, “It was a very useful mode. Because when we first decided on virtualization, we were slightly hesitant. With the initial try-out, we came to know what hardware resources we are getting into and we could also gauge the real performance impact taking into account the heavy load and dedicated RAM factors.”

Commenting on the relevance of pilots in today’s switch-over projects Anirudh Shrotriya, director, Shro Systems, a player associated with many implementations, says, “They existed before also, but they were more about short demos or POCs from other customers. Now both customers and the pilots are getting redefined."

He cites examples of Kirloskar, Thermax, and a host of SMB customers who have taken proper pilots before an IT deployment and gone properly through the 'how-to-do' rounds.

As to data-related strategies, one can go for new ways like avoid insufficient testing prior to actual data migration, lack of reconciliation, poor design of the new system etc. Focus is required on data quality, data amount, data complexity,  user diversity, context mapping, adequate talk between old and new systems and synchronisation.

One has to make sure with the implementation partners that once you are in the middle of a series of migrations you are not gagged by unforeseen data glitches, planning snafus, and other chaos while a switch-over deadline is waiting right in front of your system.

But all that comes after one takes a switch-off-legacy decision.

What about all that confusion that prevails before that? There are many inhibitions and user-related issues on one hand while there many are ‘follow-the-herd’  or ‘vendor-push-pressure’ on the other hand. It’s important that a CIO does not let the razor cut him bad.

Ask Sohal how he makes his choices and decisions and he replies, “My focus is on management of information systems and I always emphasize on whether a real business need is being satisfied or not.”

Vendor push is inevitable but one has to be smart as a CIO. This is a little tip from Ajit Sathe, head, Sales, APAC, Quinnox Consultancy that offers IT lifecycle solutions, including packaged implementations and product development services covering ERP, SCM and CRM.

He feels that no IT investment should be taken just for the heck of it.

“CIOs must take a coherent call on any decision concerning legacy IT. Balanced approach has been and will remain the key. It should not be a knee-jerk reaction. All the more, when taken, the decision should be programmed well,” stresses Sathe.

Talking about the pressures of technology’s pace of aging, he feels that the scenario would be one of a mixed bag flavour always. “No matter how much inroads a new technology or concept makes, be it distributed computing, hybrid computing, Green IT,  cloud computing etc, there would be no sweeping changes. The customer environment won’t be impacted suddenly.” Sathe opines.

Now who takes the responsibility of managing a smooth transition?

Well it’s a shared scenario again. As experts like Sathe point out, it’s not just between the vendor and the CIO or the implementation partner but also between end users and other customers. “Every one has to be equally responsible at the end of the day.”

Legacy systems or any other existing IT infrastructure, they need a fresh look every two to three years now, advises G Muthukrishnan, chief manager-IT, Madras Cements. “Be up to date with technology.”

Everything said and done, the decision would be on individual circumstances and unique precincts of a CIO. And even when you decide to cut over to a new non-legacy IT, be brave. As Sathe says it well, “Do not shy away from the big move. Change, no matter how scary, is crucial and do it when the right time arrives. Change management is a big role in itself in such decisions related to legacy IT, but do it well.”