IS Directors are looking to substantially reduce the costs of their information system (infrastructures and applications), handle its obsolescence and ensure its renovation in order to achieve their digital transformation and respond to new demands. To achieve this, IS Directors must factor in the specific characteristics of their software environment, and standardise and automate the modernisation processes through complex renovation, reconstruction, conversion or migration programmes, or through the choice to decommission certain assets.

Tackling IS modernisation from all angles

We have a tried and tested methodological approach for each project and our offer can be applied to all four areas of modernisation for the IS:

  • Downsizing the operating system: e.g. switching from a mainframe to a distributed system such as Unix (OS, language, UI, DBMS, scheduler).
  • Automated language conversion: e.g. switching from one automatic programming solution to another or another common language, or from a Customer/Server language to a Java or .NET platform.
  • Data migration from a DBMS:  this could involve migration to another more recent version or another DBMS, to an ERP or to a market software package through functional migration, merging databases and auditing and improving the reliability of data.
  • Functional remodelling: through applied reverse engineering in UML, MDA and SOA or the regeneration of reverse-documented models in Java or .NET.

A tried and tested methodology

The technology implemented in our migration operations uses a database sustained by specialised analysers for each language and type of object and operated by translation and generation workshops. It ensures the complete traceability of the modernisation process and supplies progress and management reports via its interfaces.

The stages of the project are:

  • A study stage
    • An inventory of objects to migrate which forms the knowledge base of the repository
    • A detailed migration study to make the technical and organisational choices
    • A launch and prototyping phase to prepare and configure the platforms and tools through the processing of a pilot batch (prototype)
  • A standardisation stage
    • Division of the task into batches to enable the most costly tasks to be conducted in parallel, optimise the use of resources and guarantee the advancement of the project in line with quality and time commitments.
    • Transformation of the source application into a tested target application (non-regression) in specific environments with the data derived from the IS, enabling an automated comparison of the source/target results achieved: data, tables, files, conditions, implementation reports, screens, etc.
  • A commissioning phase
    • Installation of the production environment and implementation of the new application
    • Data migration for user tests before the final swing

Our methodology produces lossless performance and functionality, and applies to the four standardised and equipped service lines: change of language, system conversion, the technical migration of DBMS and the functional migration of data.

Procedures to increase the chances of success

Finally, our approach entails a batch of specific deliverables at each stage in the process: an evaluation report to draw up the inventory of objects and dictionary of data; a transformation guide to establish the transformation rules, test strategy, allotment and schedule; a commented source code for the modified object, in accord with the project's standards, and an approved executable; and a NRT and simulation file highlighting the scenarios, test cases and test coverage.

Key figures

  • Forty automatically migratable languages
  • Centre of Expertise with 25 consultants and experts in IS migration
  • Four standardised and equipped service lines

Linked articles

Inetum supports French student solidarity fund and will pursue its commitment to the new generation by recruiting 400 students and young graduates in 2021
Inetum supports French student solidarity fund and will pursue its commitment to the new…

For several years already Inetum (formely Gfi) has been mobilized to employ young people. The group has now announced that it will be recruiting 400 students and young graduates in 2021. At the same time, the IT services company is maintaining partnerships developed around the country with universities and grandes écoles in the scope of its Campus by Inetum programme. The group will also support Fonds de Solidarité Des Etudiants (FSDE), a solidarity initiative from students to collect donations from companies and individuals and hand these out to students who have the most need thereof, to help them study and live in decent conditions.

Jean-François Penciolelli joins Inetum as Executive Vice-President and Head of Public Sector and Healthcare.
Jean-François Penciolelli joins Inetum as Executive Vice-President and Head of Public Sector and …

Jean-François Penciolelli, expert in IT management, sales development and strategic consulting for over 25 years, has been appointed as Executive Vice-President and Head of the Public Sector and Healthcare Division at Inetum. This appointment affirms the IT services company’s intention to develop and consolidate its existing business in the public sector and healthcare amidst the Covid-19 pandemic that has accelerated teleworking practices and paperless services to citizens.

Employees and managers agree on the need to accelerate the digitalisation of their companies, but differ on the goals
Employees and managers agree on the need to accelerate the digitalisation of their companies,…

The survey reveals that even if digital transformation is already under way and seen as fundamental to the upheavals caused by the health crisis, it is not yet a reality in all organisations. However, it is seen as a motivating perspective, a necessary adjustment, and a source of benefits for all stakeholders, including employees. While the health crisis is reshuffling the cards in many sectors, bringing to the fore those that have managed to get digitalised early and adapt fast, it is time for organisations to look at the opportunities and obstacles that this digital acceleration brings. For Inetum, it shows the urgency of harnessing digital flow to make it a real driver of the impact that organisations can have on the economy and on society.

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