Enterprise IT
Modernization
A Comprehensive
Solution Approach
White Paper
Copyright ©2003 BluePhoenix Solutions
Enterprise IT Modernization
White Paper
October 2003
USA Headquarters
BluePhoenix Solutions USA, Inc.
8000 Regency Parkway
Cary, NC 27511
United States
Tel +1 919 380 5100
Fax +1 919 380 5111
European Headquarters
BluePhoenix Solutions
Vlierwerf 7B
4704 SB Roosendaal
The Netherlands
Tel +31 (0) 165 399 401
Fax +31 (0) 165 396 308
Internet: http://www.bluephoenixsolutions.com
Copyright © 1987–2003 BluePhoenix Solutions
All rights reserved.
BluePhoenix is a trademark of BluePhoenix Solutions. All other product and company names mentioned
herein are for identification purposes only and are the property of, and may be trademarks of, their
respective owners.
BluePhoenix Solutions has made every effort to ensure that the information contained in this document is
accurate; however, there are no representations or warranties regarding this information, including
warranties of merchantability or fitness for a particular purpose. BluePhoenix Solutions assumes no
responsibility for errors or omissions that may occur in this document. The information in this document is
subject to change without prior notice and does not represent a commitment by BluePhoenix Solutions or
its representatives.
Certain statements made in this document may constitute "forward looking statements. Forward looking
statements provide current expectations of future events based on certain assumptions and include any
statement that does not directly relate to any historical or current fact. Words such as "anticipates,"
"believes," "expects,“ "estimates,“ "intends," "plans," "projects," and similar expressions, may identify
such forward looking statements.
Future plans for products may be discussed in this document. BluePhoenix Solutions does not guarantee
that any work discussed herein will be initiated or completed. Nothing in this document should be taken as
an absolute direction of the company, but rather as plans that the company may or may not pursue in the
future. BluePhoenix Solutions has made every effort to ensure that the information contained in this
document is accurate; however, there are no representations or warranties regarding this information,
including warranties of merchantability or fitness for a particular purpose. BluePhoenix Solutions assumes
no responsibility for errors or omissions that may occur in this document. The information in this document
is subject to change without prior notice and does not represent a commitment by BluePhoenix Solutions
or its representatives.
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Page 2 of 19
Contents
1. Enterprise IT Modernization in Today’s World ..........................................4
Keeping the CIO Awake at Night ...........................................................................5
Enterprise IT Modernization Redefined .................................................................6
2. The Business Case for EIM ..................................................................................7
What's Driving Enterprise IT Modernization? ......................................................7
Evolution versus Revolution ....................................................................................8
EIM – Accelerated Evolution ...................................................................................9
3. The Modernization Process ...............................................................................10
Phase I – Understanding........................................................................................11
The Right Method for the Right Environment ....................................................12
Phase II – Implementation....................................................................................13
The Benefits of Automation in EIM ......................................................................14
Choosing the Right Modernization Solution .......................................................15
Phase III: Ongoing Maintenance ..........................................................................16
About BluePhoenix ....................................................................................................18
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1. Enterprise IT Modernization in Today’s
World
In the information age, IT systems are a core part of enterprise infrastructure
- as mission-critical to business continuity and operation as any building,
office, warehouse, or other asset.
Without IT, business simply doesn't
happen.
Keeping IT systems running efficiently demands that IT staff constantly
revisit, improve, and streamline processes in existing and legacy systems,
maintaining zero-downtime on a routine basis. However, the status quo is
often insufficient to meet evolving business demands, and IT is called upon to
develop new applications and expand the functionality of existing applications
to meet new challenges.
In the rapidly-changing world of platforms, languages, and computing
environments, enterprise systems may be physically located on different
continents, and share data from hundreds of sources. Bringing all these
systems in line with organizational goals, and keeping them performing
according to modern business standards – these are the challenges that keep
CIOs and IT managers awake at night.
This paper reviews the issues related to modernizing enterprise IT systems
and presents a unique end-to-end approach to this most complex of IT
challenges: Enterprise IT Modernization (EIM).
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Jim lay awake at night. It was hard to get a good night’s sleep these days. Last
week, Jane, the company’s CEO, had summoned him to a meeting together with the
COO to discuss the impact of the upcoming merger on the company’s IT systems. As
CIO, Jim knew that consolidating the disparate IT systems was a huge task. But Jane
had asked him to take advantage of this opportunity and plan for a complete review
of their legacy IT systems in order to determine the systems’ future.
“We have some very expensive systems that have been running non-stop since the
early 80’s,” Jane had pointed out. “Don’t you think it’s time to modernize at least
part of them? Jim knew exactly what Jane was referring to. Many of the company’s
systems were slow and expensive to maintain. Built in the old days on a monolithic
platform, all those patches and workarounds his Cobol team - now a scarce and
expensive resource – had added over the years have made the system complicated
to understand and difficult to maintain or expand.
Maybe Jane was right. With the merger in motion and the CFO’s need for web-based
billing capabilities, now might be a good time to modernize. Maintenance costs have
skyrocketed over the past year, and the Board has been demanding substantial
budget cuts lately. “If I at least knew exactly what programs and components were
running in our system I would be able to write up a proposal”, he thought, wide
awake.
Keeping the CIO Awake at Night
More and more top management teams, CIOs, division and business unit
heads, IT managers and MIS managers recognize the need for an integrated,
comprehensive complete-solution approach to IT Modernization.
A number of forces are driving companies to determine the most efficient and
cost-effective way to modernize their IT systems, applications and data
structures. However, the overriding impetus for EIM in tough economic times
is simply the need to easily address changing business demands in order to
maintain a competitive edge.
CIOs understand that EIM can significantly reduce costs through the
implementation of more efficient, standardized IT systems that lower
maintenance and HR costs. These modernized systems also guarantee shorter
time-to-market, easier application integration, consolidation of subsystems
and ability to expand functionality while preserving corporate business
knowledge. Their ROI is measured not only directly within the IT budget but
throughout the organization.
However, CIOs also understand that modernizing mission-critical systems has
the potential to become one of the IT department’s most daunting and
complex tasks. Most in-house IT teams include highly skilled developers, but
lack modernization experience. The paths to application modernization are
many and varied - from migration to redevelopment. The paths to data
migration range from restructuring to complete database redesign. And the
tools for accomplishing these tasks are as varied as the platforms available.
It is this complexity, this vast sea of modernization choices, each with its own
potentially serious business consequences, that keeps CIOs awake at night.
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Enterprise IT Modernization Redefined
\Mod`ern*i*za"tion\, n. …making modern in appearance or behavior… the act
or process of causing to conform to modern way thinking or acting (Webster's
Unabridged Dictionary)
The growing importance of Enterprise IT Modernization has brought on a
plethora of terms that often confuse rather than simplify the various issues
involved.
The popular myth states that “Legacy Systems” are essentially old and
cumbersome, run on archaic hardware, and continue to be used only because
the costs and risks involved in replacing or redesigning them are so high.
While this may be true in many cases, such a definition is too narrow and
open to subjective interpretation. For example, there are one, two- or threeyear-old "Legacy Applications". These applications are in production – but
their successors are already under development.
A more accurate definition, better suited to the real world of IT Modernization,
regards all IT applications that are in production as “Legacy Systems,”
regardless of their platform, their programming language or the date at which
they were put into production. As a recent Business Week article put it:
“What’s the definition of a legacy application? Answer: One that works.”
Since Legacy Systems include all production systems and their associated
data, Enterprise IT Modernization is, simply put, the process of ensuring that
Legacy Systems fully meet the enterprise’s present requirements and current
technology’s needs.
Viewing EIM as a constantly evolving, ongoing process – a kind of large-scale
never-ending maintenance operation – defuses the threatening nature of EIM
projects.
By redefining EIM, it becomes more accessible, and more
realistically achievable.
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2. The Business Case for EIM
What's Driving Enterprise IT Modernization?
The consideration currently given to IT Modernization is a direct reflection of
today's business climate. Businesses require cutting-edge IT systems in order
to stay ahead in a dynamic marketplace, which is characterized by rapid
change, globalization, economies of scale, increasing competition and
diminishing margins.
While EIM can be viewed, as discussed above, as a basic and ongoing need of
every IT system more often than not, the decision to launch a
modernization initiative surfaces at critical junctions for the organization.
Examples of the considerations that are driving management to engage in an
EIM project include:
Lower profitability - requires operating cost reductions and
downsizing.
Mergers and acquisitions – may require system and data
consolidation.
Disaster Planning and Recovery – requires preparing the
system and planning ahead to minimize damage, or re-building
or restoring data and systems.
Outsourcing or subcontracting – may require changes in
infrastructure, processes, and business models.
Introduction of new standards (such as the Euro) or
modification of existing standards (such as the expansion
of UPC codes) - require transformation of fields, processing
rules, form and report formats.
Introduction of new business models, including web-based
services - requires enhanced legacy systems connectivity.
New
corporate
facilities,
infrastructure,
internal
organizational, or business processes –
require
corresponding reorganization of IT structures and the
introduction of new computing environments and systems.
The need for better system performance and enhanced
functionality - prompts application re-engineering and new
application development to streamline and simplify IT
processes.
Data consolidation and/or broadening of data accessibility –
necessitates the adoption of new communications and
performance techniques.
New markets or customer segments – require new applications,
communications and data needs.
CIOs understand and demand the need for periodical and ongoing IT
Modernization efforts as a cost-effective measure to extend the ROI of
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existing IT investments. In order to achieve efficiency, the cost of modernizing
must be weighed against the alternatives: not modernizing at all or
completely replacing IT systems.
Evolution versus Revolution
Evolution
Enterprise IT systems are always growing and evolving. Additional modules
are added, systems are integrated, connectivity improved. The advantage of
system evolution is that core business logic and processes are retained,
preserving a significant investment of time and money.
However, in the context of the evolutionary mindset, IT managers are inclined
to adopt “if it ain’t broke – don’t fix it” attitude to modernization projects, or
rationalize that the cost of modernization is higher than the cost of doing
nothing.
There are actually many significant costs associated with “doing nothing”.
System maintenance, HR costs, and patch-development have been shown to
grow over time, leading to increased direct IT costs. Even more important are
the indirect IT costs that result from an organization’s inability to respond
quickly to market demands due to sluggish IT response.
Taken together, the direct and indirect costs of "doing nothing" easily
significantly outweigh the benefits. In fact, this type of mindset can often
result in a tremendously expensive “do-or-die” EIM project, due to lack of
foresight and pressing business imperatives.
Revolution
Under pressure to meet changing business demands, enterprises also consider
revolutionary modernization methods - replacing legacy systems, rebuilding
new custom applications, or buying packaged software to fulfill mission-critical
functions.
There are advantages to revolution – most notably the fact that the end
product is usually the most technologically advanced.
Of course, this
assumes no development delays for organizational or technical reasons. It is
not surprising that many a large development project has gone on so long as
to become outdated technologically before it is launched.
The major disadvantage of revolution is that it often involves the loss of years
of accumulated application business logic – an often unacceptable sacrifice in
difficult economic times.
Additionally, although legacy applications are frequently large, monolithic and
difficult to modify - they do work. And taking them out of production or
completely replacing them can mean costly system downtime coupled with the
necessary reengineering of operational and business processes. Such changes
tend to be enormously costly, often prohibitively so.
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EIM – Accelerated Evolution
EIM represents the Golden Path between evolution and revolution. With EIM,
the value of legacy IT investments is extended through a combination of
migration to new IT environments, code re-use and specific transformations
that serve as cost-effective alternatives to overall replacement. Reimplementing applications on new platforms reduces operational costs, and at
the same time provides access to the valuable added functionality of new
technologies.
Modernization is a comprehensive, cost-effective and safe way to preserve
legacy investments, while simultaneously avoiding the costs of maintaining
legacy systems in their current state and the business impact of switching to
an entirely new environment.
As a rule, modernizing systems to suit ongoing needs costs a fraction of the
cost of implementing a new comparable system, with minimal businessinterruption risk. Overall, industry analysts concur that EIM can lead to 2040% percent reduction in costs due to more efficient utilization of modern
technology, and lower manpower requirements.
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3. The Modernization Process
The rigorous complexity of enterprise-level
demands a structured, experienced approach.
IT
modernization
projects
When facing the challenges of moving entire mission-critical environments which support crucial business processes and have far-reaching business
repercussions – the key to success is generally the right combination of
proven tools, skilled manpower, cautious application of a proven methodology,
and persistence.
To this end, it is helpful to approach EIM in phases:

Phase I - Understanding: gaining a birds-eye view of the
interoperation, interrelationships, and interdependencies of the IT
environment, for the most effective analysis of all the potential IT
impacts of the different types of proposed change.

Phase II - Implementation: Implementing the modernization
project can include any combination of the following:
1. Transformation:
 Data field adjustments
 System standardization
2. Migration:
 Platform Migrations
 Language Migrations
 Data Migrations
3. Development
 System and Application Re-Engineering
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Phase I – Understanding
In interconnected, complex and distributed enterprise IT environments, the
essential first step on the road to efficient and cost-effective modernization is
understanding. Only with an in-depth examination of the interoperation,
interrelationships, and interdependencies of current systems can CIO's and
their team members effectively analyze all the potential IT impacts of
proposed change.
Only with a comprehensive, birds-eye view of their
organization’s IT environment can they make confident, informed decisions.
For example, programmers and system analysts need to understand the
functionality and the structure of existing legacy application code. However,
the code is often written in archaic languages, with messy or indecipherable
structure and insufficient documentation. This makes understanding legacy
systems a difficult task, especially in that:

Business logic, data structure controls, user interface and system
management code are often mixed and impossible to tell apart;

Confidence levels regarding the functionality of specific application
software is low - programmers can’t be sure that particular code
performs a specific task;

Relationships and interactions between different parts of the system
are vague or completely unknown;

Questionable or seemingly redundant portions of code or data
structures cannot be readily disposed of for fear that their removal
might cause a malfunction or other unknown impact.
Recently, automated tools have been developed that automatically conduct a
complete inventory survey of the source system, examining system
interoperations, interrelationships, and interdependencies, and identifying,
classifying, and mapping all relevant components.
Missing items and
redundant items are also reported.
The resulting detailed reports contain the information that IT management
requires to both understand formerly incomprehensible legacy systems, and
to make informed decisions about the next steps in modernization. This
information includes:

Software and data structure component inventory

System-wide mapping of operational activity

Interaction and relationships between legacy software components

Impact analysis of different EIM options and actions being considered
The understanding process aggregates all information accumulated,
presenting it in an easily-understandable format. The ultimate outcome of the
process is to enable CIOs to make informed decisions on how to proceed with
their EIM projects – minimizing risk and maximizing results and ROI.
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The Right Method for the Right Environment
The information resulting from the understanding phase allows managers to
learn the strengths and weaknesses of existing IT systems. As a result of the
understanding process, CIOs and IT managers are able to consider the
different modernization options: Migration, Transformation, and ReEngineering - or the combination of these three that best suits their
enterprise.
In addition to the information from the understanding phase, a number of
factors will influence the decision. The first of these is the quality of the
legacy application. “Quality” in this context should be assessed in terms of
parameters such as:

Current effectiveness - measured by amount and type of errors
generated, number of workarounds, level of support needed;

Stability of core business rules - will the application logic stay much the
same in the medium-term?
There is an underlying assumption in legacy transformation that the current
software asset is a valuable one. If the business model is expected to change
then this assumption may not be valid. At the same time, legacy code is often
the only repository of business logic in the enterprise. Thus, even when
"starting from scratch" by re-engineering, there will be a need to re-construct
and document this organizational asset.
The issue of legacy system functionality is another consideration that must
be taken into account when deciding which modernization method to apply.
Functionality - how closely the application is to functionality requirements - is
typically related to the stage of the legacy lifecycle. In the earlier stages, a
legacy application will likely map more closely to functionality requirements,
even though the platform may be obsolete. With time, business needs vary
and diversify, and functionality gaps occur in the legacy application.
Other considerations to take into account when deciding which method to
adopt include:

Level of functionality changes required in the new application.

Extent of integration necessary with future software packages.

Operational costs of existing application "as is."

Strategic business/technical needs (such as need to migrate to Java or
.NET).

Ease of integration of new access methods and UIs (such as
adding web access).

Amount and type of human resources needed to maintain or
amend applications on existing platform.

Compliance of legacy system with new standards or regulatory
demands.
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Phase II – Implementation
As discussed above, IT Managers and modernization experts consider a
number of options for modernizing all or part of a legacy system. These
options can be broadly divided into three categories:
Migrations
Migration describes the process of transferring software from a legacy
environment (DBMS, Platform, Language, etc.) to a newer, more
modern computing environment. Migrations can be relatively simple or
very complex, depending on the structure, size, complexity and
functionality of the legacy application or data source. State-of-the-art
advanced migration tools enable semi- and fully-automated migration
of legacy applications, languages, data structures and their data.
Transformations
IT transformations are those changes and modifications in software
structure, function or resulting outputs that are required by regulatory
changes and new business requirements (such as moving to a new
currency system or numbering convention). Such requirements
typically necessitate enterprise-wide application transformations. In
other cases, consolidating separate servers and standardizing on
enterprise-wide conventions require similar transformations and field
adjustments. Without these, legacy systems might be rendered
obsolete or inadequate.
Transformations, too, involve highly-complex and precise handling of
existing application code and system functionality.
Advanced,
specialized transformation tools allow such mission-critical, crossplatform, enterprise-wide change to be accomplished rapidly and
automatically, with minimal risk and maximum enduser transparency.
Re-Engineering and Development
Depending on quality and type of legacy system, EIM experts often
decide to restructure or re-engineer parts of existing software systems,
or develop new applications. Based on the understanding gained during
the first phase of the EIM project, companies are able to extend ROI by
re-using elements of existing applications.
Modernization-related re-engineering and development first captures
the organization’s mission-specific business logic (enterprise
requirements, workflow, structure, procedures, rules and regulations,
etc.), Then, based on this extracted business logic, re-engineering and
new code development commences.
Throughout the process,
development strives to ensure portability, upgradability, object or
object-like structuring and future-proof reusability in the new or
renewed code.
Enterprise decision-makers, knowledgeable in the organization’s
current business processes, can choose re-organization, restructuring
and re-engineering of the legacy IT environment as the appropriate
way to modernize, implemented through incremental re-development.
Consequently, new technologies can be added, using technologyBluePhoenix Solutions – Enterprise IT Modernization White Paper
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independent development environments, resulting in new or renewed
code built directly on the structure and functionality of existing
systems and applications.
The Benefits of Automation in EIM
In the past, many IT Modernization projects were rejected by CFOs and senior
management due to the financial burden they put on the enterprise, in
addition to the high risk of failure. Over time, as substantial automation of
EIM has become feasible, modernization has become an economically
attractive option compared with completely rewriting or replacing legacy
applications and data structures.
Today’s quality automated modernization tools cover all aspects of EIM
process, automating labor-intensive and resource-intensive portions of the
projects, while leaving key decisions in the hands of the experts.
Highperformance, flexible and proven EIM tools are specially engineered for
enterprise-level projects, and are implemented using a specially-developed
and tested methodology.
A number of variables and factors play a part in considering the feasibility of
using automated EIM tools:
Schedules
Modernization projects, as with any major IT undertaking, have the
potential of turning into prolonged undertakings. Although beginning
the project by thoroughly understanding the legacy system and
planning ahead can give an accurate forecast of expected project
duration, there are often external deadlines and business requirements
that put pressure on the IT department to shorten the project or even
abandon it, if it seems it will take too long. Automation tools
substantially lower overall project completion time, while positively
affecting quality of results.
Budgets
By their very nature, modernization efforts require resource-intensive
management and implementation expertise. Using automation tools
allows for optimization of expert team time allocation and management
- getting them where they are most needed in planning, setting up
and managing the modernization tasks.
Available Expert Resources
The specific expertise required for a modernization project is not
always readily available when and where needed. Automation requires
fewer legacy system and migration experts to carry out the same tasks
that previously required large expert teams.
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Complexity of Legacy Applications
Today’s automated modernization tools also assist project managers in
both understanding and simplifying complex modernization projects.
Since many legacy systems were built piece by piece over the years,
they are often difficult – if not impossible - to navigate and understand
manually.
Choosing the Right Modernization Solution
EIM solutions have become a major focus in the enterprise IT management
world. Large vendors and niche players are today offering everything from
consulting and need analysis, through tools and methodologies, all the way to
turnkey modernization solutions. When selecting a vendor or a solution there
are a number of factors that should be central to the decision.
First and foremost is the provider’s expertise and track record.
Modernization is not equivalent to regular application programming or system
integration. Modernization providers should be able to demonstrate
considerable successful modernization experience with organizations of all
sizes, in different sectors, and across the globe. The experience brought into
the project by the modernization provider will directly affect the project's
positive outcome. Ideally, an expert modernization provider will be able to
contribute to all stages of planning, understanding and implementing the
modernization project.
It is also important to look for the best tools of the trade. Automated
modernization tools should provide true automation – requiring minimal
manual intervention. At the same time, the tools should not be overautomated – and should still leave room for especially sensitive processes to
by handled manually, as per the organization's preference. The best tools
available today offer the functions and capabilities that ensure timely,
accurate and cost-effective completion of the project, whether the legacy
system is deployed on a mainframe or a distributed computing platform.
Some other key functions and capabilities to look for in a migration tool
include:





Refresh capability
Repository building ability
Extensive customization and full flexibility
Real-time and off-line modes
Ability to scale to large projects
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Phase III: Ongoing Maintenance
Jim was wrapping up another day at the office and heading home in time to play with
the kids before it got dark. Since completing the major modernization project last
week, he was in a great mood. Jane, the new CEO of the merged company, had
called him in to her office to commend him on the job well done. “You’re up for a
raise”, she revealed to him. The final phases of the merger had been completed,
including his IT modernization project. It had been a long process, some 8 months in
total.
“We’re having dinner with friends this evening”, he thought to himself. It was easy to
keep up the good humor these days. He now had a clear picture of what was running
on his system. That itself provided for a great deal of peace of mind. And now that
he’d gotten rid of most of the old, high maintenance components, he knew he could
stay within budget for a long time. He deserved that raise.
The cost savings gained from the modernization project were substantial. But before
sending the contracted modernization experts home he asked them to do one last
thing: to set up a mechanism for ongoing tracking and warehousing of the merged
company’s IT system components. A large, complex and dynamic system like that
just HAS to be tracked. He was confident that the next time Jane suggested they
look into adding a new IT component or modernizing an old one, he wasn’t going to
have to lose even one minute of sleep over it. He would have a head start, no matter
what the challenge.
Although EIM is often viewed as a one-time endeavor, this "snapshot
perspective" is incompatible with today's dynamic IT reality.
Beyond the initial impact analysis conducted in the Understanding phase of
modernization, it is important for companies to maintain a continuously
updated IT data repository. Observation over time facilitates more effective
understanding, management, and maintenance of complex IT environments,
giving IT Managers and CIOs the “bigger picture” they need for reengineering
and adaptation to new technologies.
This IT data repository – equivalent to a data warehouse – should consolidate
strategic system information gathered by the Understanding tool, allow for the
addition of other operational data, and be housed in a comprehensive metadata repository. IT executives can then use the warehouse’s powerful and
dynamic capabilities to update complementary information, run ad hoc
personal queries, and generate customized, in-depth reports.
The advantages of conducting continuous IT warehousing include:





Reduction of ongoing maintenance costs
Delivery of accurate and complete IT project estimates (for outsourcing
or in-house budgeting)
Improving the delivery time and quality of routine, occasional or
ongoing application changes
Dealing with knowledgeable developer turnover
Supporting application consolidation initiatives in a timely and ongoing
manner
BluePhoenix Solutions – Enterprise IT Modernization White Paper
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

Continuously enabling application performance optimization
Rapidly responding to production problems and changing enterprise
requirements.
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About BluePhoenix
BluePhoenix excels at providing end-to-end solutions focused on extending
the ROI of IT Investments. We provide IT Managers and CIO’s with the
knowledge they need to:

Understand complex IT environments

Manage existing IT assets efficiently

Consolidate IT infrastructure

Reuse components and business rules

Reduce mission-critical project risk

Adapt to regulatory changes
Whether an enterprise has decided to buy, build, or rewrite their existing IT
systems, BluePhoenix delivers cost effective solutions for Understanding,
Migration, Transformation, and Development:

Enterprise IT Understanding – providing a birds-eye view of
the interoperation, interrelationships, and interdependencies of
the IT environment, for the most effective analysis of all the
potential IT impacts of proposed change.

Enterprise IT Migration - automated migrations of legacy
applications, platforms, languages and data, leaving companies
with absolutely no reliance on proprietary technology.

Enterprise IT Transformation - enterprise-wide application
transformations required by ongoing regulatory changes and
new business requirements, allowing companies to extend the
life of their IT systems.

Enterprise IT Development - a technology-independent
environment, enabling companies to efficiently mine and rewrite their existing applications, and incrementally re-develop
their legacy systems and extend them into new technologies.
With over 15 years experience migrating platforms for Fortune 1000
companies worldwide, BluePhoenix’ polished IT modernization methodology
has proven itself time and again in large enterprise migration projects
worldwide. Our systematic approach to modernization projects, adapted to
meet the unique needs of each client environment, ensure that BluePhoenix IT
modernization projects consistently succeed on-time and on-budget, with full
data integrity and application logic retention, minimal downtime and
maximum end-user transparency.
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BluePhoenix Solutions
Corporate Headquarters
BluePhoenix Solutions
Vlierwerf 7B
4704 SB Roosendaal
The Netherlands
Tel +31 (0) 165 399 401
Fax +31 (0) 165 396 308
netherlands@bluephoenixsolutions.com
USA Headquarters
BluePhoenix Solutions USA
8000 Regency Parkway
Cary, NC 27511
United States
Tel +1 919 380 5100
Fax +1 919 380 5111
bpusa@bluephoenixsolutions.com
Other Contacts
For more information, see our Web site:
www.bluephoenixsolutions.com
Or contact sales: sales@bluephoenixsolutions.com
BluePhoenix Solutions – Enterprise IT Modernization White Paper
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