A. PROJECT TEAM
1. Management of the Year 2000 issue
DPA YEAR 2000 STATUS
The Year 2000 issue was co-ordinated by the Dpa Management, chaired by Mr Pieter du Preez.
The Year 2000 project was co-ordinated on the following fronts:-
- IT Processes
- Business Processes
- Contract Works
- Business Continuity and non-IT Embedded Systems
- External / Internal Communications.
The practice Partners had been jointly designated as responsible for the Year 2000 project.
2. Budget and Resources
DPA had provided a total of R 10 000 to ensure Year 2000 compliance. R7 800 had been allocated for upgrading and replacing software and equipment. The actual operational expenditure for the financial year amounted to R 3 850, and capital expenditure related to this issue amounted to R 0.
DPA's internal resources were being utilised for the majority of the Y2K work, but external resources had been contracted to look after certain specific Contract Related Specialised applications and equipment.
B. PROJECT PLAN
1. Duration of Internal Year 2000 Project
A Year 2000 project team was appointed and an ongoing awareness campaign was launched in September 1998.
DPA made significant progress in its Year 2000 programme. A comprehensive project had been implemented to deal with the issues, which had arisen. A formal project plan had been followed and the partners were satisfied with the significant progress made. Based on the extensive testing and research done, DPA, from a mission critical perspective, was Year 2000 compliant at the end of July 1999 and was in a position to continue business as usual on 1 January 2000.
The planning phase of the project was concluded with the first simulation run during the December 1998 break. The implementation phase of the project had been concluded with a full Year 2000-transition test successfully conducted during the weekend of 24 September 1999. The follow up and maintenance phase ran until the end of March 2000.
2. Duration of External Year 2000 Project
A Year 2000 project team to deal with external contracts was appointed and an ongoing awareness campaign launched in September 1998.
DPA made significant progress in its campaign to promote Year 2000 awareness amongst the contractors and clients involved with external contracts. A number of contracts had been arranged to modify and amend systems to ensure Year 2000 compliance. For various reasons, some of these contracts were placed at a late stage. Contingency plans were made to ensure the minimum amount of disruption to systems at the end of the year, should implementation of the works not be complete. A formal project plan had been prepared and was followed for each contract and the partners were satisfied with the significant progress made. Progress was monitored at meetings held at 14-day intervals. Based on the extensive testing and research done, DPA, from a mission critical perspective, was satisfied that all works were Year 2000 adapted at the end of November 1999. All clients that agreed to Year 2000 updates were in a position to continue business as usual on 1 January 2000.
The planning phase of the project was concluded with the placing of the last order in August 1999. The implementation phase of each Year 2000 upgrade project was concluded with a full Year 2000-transition test conducted before the end of November 1999. The follow up and maintenance phases ran until the end of March 2000.
C. EXTERNAL ASSESSMENT
1. Monitoring of Projects
No external monitoring of the internal project was arranged. All monitoring was undertaken by internal means. All external Year 2000 contracts were jointly monitored by the client bodies and Dpa's responsible member.
2. Review by external and internal auditors
The projects were not reviewed by DPA's external auditors. Client's made their own arrangements for auditor reviews.
DPA's Internal Financial Department reviewed and monitored all aspects of the internal project.
D. CONTINGENCY PLANNING
1. Preparation of contingency measures to deal with possible Year 2000 problems and ensure business continuity
A high-level risk evaluation had been conducted in conjunction with the respective business units, where required. Potential risks that we identified were documented in five major categories: Technology Risk, Manpower Risk, Client Credit Risk, Money Risk and Business Continuity Risk.
These risks were reviewed on a quarterly basis and explanations and revised actions were obtained from the responsible bodies for any deviations from the Risk Management Plan. This was documented and the revised action plans were distributed.
In addition, all business units and client bodies were requested to make provision for Y2K- related issues in their individual business continuity plans.
E. EXTERNAL EXPOSURE
1. Vendors and Contractors.
All vendors and contractors of IT and non-IT items were requested to provide details regarding their Y2K-status and action was taken to contact those who had not responded. Since January 1999 DPA had required that vendors and contractors certify Y2K-compliance of items supplied by them.
With specific reference to non-IT items over 90% plus were Y2K compliant and a process was in place to identify and follow up the balance. All non-IT items that were critical for business and could be life threatening had been tested by end of June 1999.
2. Key Clients
The Year 2000 compliance status of commercial and corporate clients were taken into account as part of DPA's normal credit risk assessment process.
3. Other External Partners
DPA is a member of the South African Association of Consulting Engineers. Through the SAACE we were participating in the National Year 2000 campaign in an effort to assist with and co-ordinate the Y2K compliance activities of critical external organisations such as government, local authorities, suppliers of water, electricity, telecommunications, transport, etc.
4. Client Queries
DPA established close co-operation with all it's clients in order to resolve any outstanding Year 2000 queries and issues.
Call +2712 362 6682 for more information.
Last update 28 January 2000.