Project Report 14616 PDF

INDUSTRIAL INTERNSHIP TRAINING PROGRAMME
FINAL REPORT

1

VERIFICATION STATEMENT

I hereby verify that this report is written by Cesar Augusto Pessane and all
information regarding this company and the projects involved are NOT confidential.

(SV Signature)

Name

:

Helio Rangeiro

Designation

:

System Analyst

Host Companys Name

:

Empresa Nacional De Hidrocarbonetos

Date

:

22 August 2013

EXECUTIVE SUMMARY

The aim of the industrial internship training program for the students is to gain
knowledge together with hands-on experience in the real working environment.
Therefore the main intention of writing this project report is to record all the relevant
activities that contribute towards developing the students cognitive and practical skills. The
author had the opportunity to exercise his writing skills and to clearly communicate
his ideas and experience during his internship attachment at ENH.

This report covers the projects that the student was involved in during their internship
period. The first chapter gives a brief description of the host company, the Technology &
Information Department, the training objectives, the job scope and responsibilities of
the author during the program. The next chapter briefly describes the main tasks and
project undertaken by the author.

Lessons learnt and experiences gained by the author are summarized in the third
chapter of the report. Recommendations for the Host Company and Student
Industrial Internship Unit are also included for the improvement of the program.


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AKNOWLEDGEMENTS
First and for most, I thank God for granting me the chance and the ability to
successfully complete this progress report.

I would also like to express my deepest gratitude to the following individuals
for their continuous help, support, and guidance during my under Project Management
Services Department:
Mr Nicola Alexandre (Head of Information Technology Department);
Mrs Cremilde Noemia (Helpdesk);
Mr Gil Macarringue (Helpdesk);
Mr Sifuva Congolo (Network Administrator);
Mr Helio Rangeiro (System Analyst);

And to all engineers and secretaries and employees who have given their effort to help
me and to give guidance along my endeavours in this company.
My appreciation also goes to Mr Ahmad Majdi Abdul Rani, my UTP supervisor
for his commitment and willingness to monitor and supervise my performance
during the IITP.
Last but not least, yet importantly my deepest appreciation to parents, family and
friends, for bestowing endless support, understanding, and being there when needed
most.


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Table of Contents
1. Introduction ................................................................................................................ - 5 -
1.1 Host Company Background .............................................................................. - 6 -
1.2 Industrial Training Objectives ................................................................................ - 9 -
1.3 Scope of Work, Tasks & Projects Undertaken .................................................... - 10 -
1. SAP ERP ........................................................................................................... - 10 -
2. Off-site Backup / Disaster Recovery/ Business Continuity Plan .................. - 11 -
3. Spice Work Helpdesk User Portal .................................................................. - 12 -
4. Other Projects .................................................................................................. - 13 -
2. Internship Project Report ....................................................................................... - 15 -
2.1 Introduction ............................................................................................................ - 15 -
2.1.1 Problem Study ................................................................................................. - 15 -
2.1.2. Objectives ........................................................................................................ - 16 -
2.1.3. Used Approach ............................................................................................... - 17 -
2.1.4. Main Results and Contributions ................................................................... - 18 -
2.2. Disaster Recovery & Business Continuity .......................................................... - 18 -
2.2.1 Introduction ..................................................................................................... - 18 -
2.2.2 Business Continuity Plan ................................................................................ - 21 -
2.2.3 Disaster Recovery Plan ................................................................................... - 22 -
2.3 Discussion................................................................................................................ - 22 -
2.3.1 Myths ................................................................................................................ - 22 -
2.4 Current infrastructure facilities ........................................................................... - 25 -
2.5 Project Description ................................................................................................ - 26 -
2.6 Architecture ............................................................................................................ - 27 -
2.7 Conclusion .............................................................................................................. - 29 -
3. Safety training and value of the practical Experience .............................................. - 30 -
3.1 Lessons Learned and Experience Gained ............................................................ - 30 -
3.2 Leadership, Team Work and Individual Activities ............................................ - 31 -
3.3 Business Values, Ethics and Management Skills ................................................. - 31 -
3.4 Challenges Faced and Solutions to Overcome ..................................................... - 32 -
4. RECOMMENDATIONS ............................................................................................. - 33 -
4.1 Recommendations to Universiti Teknologi PETRONAS (UTP)........................ - 33 -

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4.2 Recommendations to Host Company ................................................................... - 34 -
5. Conclusion .................................................................................................................... - 34 -
REFERENCES ................................................................................................................. - 35 -


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Table of Figures
Figure 1 ENH Organogram .................................................................................................. - 8 -
Figure 2 Offsite Backup ...................................................................................................... - 12 -
Figure 3 Helpdesk Portal User Interface ............................................................................ - 13 -
Figure 4 AMS Interface ...................................................................................................... - 14 -
Figure 5 Simple Action Research Model ........................................................................... - 18 -
Figure 6 Current infrastructure facilities in the ENH......................................................... - 26 -
Figure 7 Infrastructure support required ............................................................................ - 28 -

List of Abbreviations
Disaster Recovery (DR)
Business Continuity (BC)
Disaster Recovery Plan (DRP)
Business Continuity Plan (BCP)
Virtualization Technologies (VT)
Project Management Institute (PMI)
Empresa Nacional de Hidrocarbonetos (ENH)
Universiti Teknologi PETRONAS (UTP)


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1. Introduction

Universiti Teknologi PETRONAS (UTP) was established with the objective to produce
well-rounded graduates who are not only technically competent but also possess other
traits such as lifetime learning capacity, critical thinking, communication and
behavioural skills, business acumen, practical aptitude and solution synthesis ability.
In line with the vision to close the industry gap, UTP has made it compulsory for its
undergraduate students to undergo practical works in the form of an eight month
industrial attachment prior to their completion of studies at UTP. The industrial
internship carries fourteen (14) credit hours and lasts for twenty eight (28) weeks. The
Industrial Internship Programme is coordinated by the Student Industrial Internship
Unit (SIIU) who is responsible in ensuring the success of the Industrial Internship
Programme. With an average of 500 interns per semester, SIIU has successfully secured
the placements for all students with various host companies such as PETRONAS
subsidiaries, government-linked companies (GLC), multi-national companies (MNC),
as well as major overseas corporation i.e. in US, Germany, France, Austria, Singapore,
UAE and UK.
UTP has always placed great emphasis in having a close collaboration with the
industries in which its graduates will eventually gain recognition from industry players
locally and abroad. This internship programme is a prime example of the University-
Industry collaboration.
Currently, UTP offers five engineering programmes namely Chemical, Civil, Electrical
& Electronics, Mechanical and Geoscience & Petroleum Engineering, and three
technological programmes namely Information & Communication Technology,
Business Information Systems and Geoscience & Petroleum at Bachelor degree level.


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1.1 Host Company Background

THE HOST COMPANY
ENH
ENH stands for Empresa Nacional de Hidrocarbonetos. ENH is the Mozambican
National Oil Company established in 1981 as the commercial arm of the State
of Mozambique which is a sole owner and it became a Public company in 1997.

ENH Exploration & Production includes:

- Licensing blocks/areas:10;

- Shares: from 10% to 25% in each area;

- Onshore proven gas fields: Pande, Temane, Inhassoro & Buzi;

- Offshore discoveries gas: Tubaro, Windjammer, Camaro,
Lagosta, Barquentine (Area 1) & Mamba South, Mamba North and
Mamba North East (Area 4).

ENH is producing gas in Pande and Temane fields with:

- Actual 120 MGJ/year;

- Expansion project finalized - 183MGJ/year.

ENH Infrastructure includes:
- Central Processing Facility (CPF), Mozambique;

- Pipeline Temane, Mozambique - Secunda, South Africa (856 Km, 26);

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- Northern Inhambane gas distribution network, Mozambique (215 Km);

- Matola - Maputo pipeline and gas distribution network project on going,
Mozambique (15.7 Km).


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Figure 1 ENH Organogram

ENH VISSION
To be a prominent and integrated national oil company, operating in Mozambique
and international market.

ENH MISSION
To add value to natural resources through commercial participation in exploration,
production, processing, transmission and commercialization of oil and gas in
sustainable manner.

Nelson Ocuane
Chairman
Joaquim Carronga
Accountancy and
Finance Department
Tavares Martinho
Exploration Divison
Francisca Chambal
Internal Administration
& HR Division
Paulino Gregorio
Engineering and
Development Division
IT Department

General Secretary

HR Department

Accounts Department

Finance Department

Prospect
Evaluation

Basin Evaluation

Engineering

Commercial

Data Managment


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1.2 Industrial Training Objectives
The industrial internship program is one of the vital requirements of any Bachelor
program in Universiti Teknologi PETRONAS (UTP). The duration of the internship
is 28 weeks and it carries 14 credit hours. The purpose of Industrial Internship Training
Programme (IITP) is to introduce the students to the work life. During the IIP, students
are able to relate theoretical knowledge with application in industry. From this
program, the students will experience responsibilities as an engineer and exposed
to the ethics in engineering. Besides, this program will develop skills in
communication, leadership, behavioural and management. The objectives of the
industrial internship program are:

To integrate theory with practice
At University the students are only exposed to the theoretical knowledge, thus
Industrial Training gives them the opportunity to have a practical experience and
enhance their understanding on industrial application of the study.

To introduce students to work culture and industrial practices
During the internship program, the students are exposed to their field of interest and
training them to adapt to the working life, to ensure a smooth integration into working
life challenges.

To provide an opportunity to students to work with industrial practitioners
Students are given the opportunity to work with and learn from the experienced
personnel in their field of interest, thus boasting their interest and level of
confidence


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To expose students to potential employers
From this program, students are also given the opportunity to interact and create
contacts with individual or organizations involved in their field of interest, who will
hopefully be future employers.

To acquaint students with the industry and its programs
Students are given the opportunity to familiarize and understand the industry and the
programs in their field of interest.

1.3 Scope of Work, Tasks & Projects Undertaken
During the extended period of 28 weeks the author has been assigned to a complex set
of tasks. The author was attached to the Information and Communication Department,
his direct supervisor was Mr Helio Rangeiro a system analyst and responsible for the
installation of the SAP-ERP system in the company, the author also had a chance to
work with Mr Sivufa Congolo a Network Administrator and responsible for managing
and controlling the entire network in the company. Furthermore the author had a
chance to work with Mr Gil Macarringue and Mrs Cremilde Noemia, those two were
responsible for helpdesk and basic maintenance of information system equipment in
the company.

The Scope of works and tasks for each of these projects are shown below:
1. SAP ERP
SAP is a type of enterprise resource planning, its an integrated software solution
that incorporates the key business functions of the organization.


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Objectives of the project
Optimize IT spending;
Improve alignment of strategies and operations in the company;
Provide immediate access to enterprise information.
Tasks and activities
Attend meetings with all the departments and developers to organize
and validated the forms that will be used in the software;
Explain to company users the importance of migrating to sap;
Install the GUI in the end users computer and explain to them the basic
commands.

2. Off-site Backup / Disaster Recovery/ Business Continuity Plan
Objectives of the project / importance
Improved backup and restore performance;
Improve system reliability;
The user does not have to change tapes, label CDs or perform other manual
steps.

Produce a full Off-site backup plan proposal;
Procurement of equipment;
Produce a draft of the architecture for the project;


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Figure 2 Offsite Backup

3. Spice Work Helpdesk User Portal
Objectives of the project / importance
Allow user to submit and keep track of the status of their tickets ( queries) on
their own;
Built-in reports can tell you which machines or users create the most tickets.
Edit the User Interface
Add more functions to make the interface more friendly;
Produce a tutorial to be used to explain to the users how to use the portal;


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Figure 3 Helpdesk Portal User Interface

4. Other Projects
4.1 Develop an Alternative web page using Square-Space;
Remarks: Due to company bureaucracy this project was not used, even though this
service would provide a better and easy way to manage and update the companys
webpage.
4.2 Develop a system to manage (control) the internal library;

4.3 Create a data base in excel (soon to be updated to Sql);


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4.4 Develop an Alert Management System.
This project was developed in a workshop/competition related to programing and
development of mobile application. This programme was named the best idea out of
20 other ideas and programs presented in the workshop.

Figure 4 AMS Interface

AMS is free mobile app aimed to OIL
and GAS companies.

This application will allow companies
to reduce costs by identifying
accidents in its early stage.

This application can also be extended
to be used by any service provider
company. (Eg: water and electricity
provider companies.)


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2. Internship Project Report
2.1 Introduction
2.1.1 Problem Study
Business disruptions can happen anywhere, anytime. Earthquakes, hurricanes,
outages, terrorist attacks and more troubles that come in news day after day. It is
impossible to predict when and where they will happen. With the growing reliance of
business by electronic and traditional services, it became almost mandatory that you
create a Disaster Recovery & Business Continuity.
In order to follow technological development, organizations must be more flexible,
making a permanent and periodic control of their systems. Thus they may succeed in
their performance, but this requires having a vision and overall knowledge of the
organization, thus allowing the identification of the various systems used by the
institution.
Nowadays the safeguarding of information is increasingly important and increasingly
critical for businesses, regardless of size or area of business. In order to ensure that
will safeguard the information is necessary to take into account two important factors
that are Disaster Recovery and Disaster Recovery Planning for it is necessary to
establish and safeguard all possible disaster situations that may occur, whether that
nature is. These concepts are well understood and applied may allow recovery of
information and continuity of business enterprise.
The main objective of a business continuity plan (BCP - Business Continuity Plan) is
to ensure the operation of the enterprise with minimal impact to customers in
contingency situations. In the attack of September 11, 2001 the Twin Towers of the
World Trade Centre in New York, the companies that had well-structured BCPs
resumed operations a few hours after the terrorist attack. Some companies
underestimate the risks of a disaster and do not invest in BCPs. The business continuity
plans can be classified into two types: Continuity Plans in the areas of business and
Disaster Recovery Plans (DRP - Disaster Recovery Plan) of the Data Processing
Centre.


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The National Hydrocarbon Company (ENH), is a company engaged in the research
area of hydrocarbons. With the development of the country it has registered in recent
times, growth and proliferation of new applications, some of which play critical roles
considered high and whose unavailability causes a high impact on the normal
functioning of various departments and can compromise business continuity.
Currently whole environment in ENH is based on a virtualized environment, the
information being stored in a central storage.
The protection and restoration of infrastructure rely only on high-availability backups.
The Backup System made in ENH is Disk to Tape where the information is stored in
tapes, these tapes are then stored in a safe place on company premises. The great
vantage in this type of Backup is its speed in data recovery. But unfortunately
encounter many disadvantages in its use, as we know the tape, in contrast with the disk
is physically delicate and easily compromised by environmental factors such as heat,
moisture and magnetic interference, on the other hand tapes should be replaced often,
which leads to increased costs for employee participation and storage facilities.
Finally, tape backups are rarely encrypted, which means the precious company data
are accessible to anyone. Over the main drawback and that these tapes are stored in the
same physical space and in the case of a disaster all the information is lost.

2.1.2. Objectives
Following the survey and study of critical applications ENH as well as current
information systems, we intend to evaluate what requirements necessary to ensure
minimal business continuity. Due to the lack of a Business Continuity Plan, and taking
into account the magnitude of a project that engages the company as a whole is
intended to provide the Department of Technology and Information (DTI) of a DR and
a DRP.
The DR site will allow the replication of virtual infrastructure that supports the
applications, facilitating the availability of the same, even in case of failure, as well as
the availability of information with minimal impact on service to the end customers.

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The DRP will allow planning of how the DR will work, what the requirements of
manpower and material resources to continue operating normally and in the event of
disaster. In conjunction with the above, it is intended to redesign the layout of the
storage infrastructure of the company in order to reduce costs and to consolidate
information. This change would reduce material costs, optimizing space and optimize
the storage and availability of information.

2.1.3. Used Approach
For collecting information about the applications and infrastructure, as well as their
needs was applied the Action-Research methodology, because it was quite necessary
interaction of technicians and officials of DTI in order to collect, filter and plan the
necessary information and provide the changes needed to find solutions. Later we used
the Project Management tool. Now being a project a temporary operation to create a
product or service, project management is youre planning, scheduling and monitoring
of tasks in order to achieve the objectives at the desired time and using appropriate
resources.


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Figure 5 Simple Action Research Model

2.1.4. Main Results and Contributions
This study's main results creating a draft project implementation, redesign the
infrastructure storage ENH, creating a place and DR infrastructure, the implementation
of virtualization technologies and the creation of a DRP. ENH see so streamlined its
infrastructure and data virtualization, enabling business continuity and providing
conditions to raise awareness of senior management of the company to the necessity
of creating a BCP.

2.2. Disaster Recovery & Business Continuity
2.2.1 Introduction
Disaster Recovery is the planning of the activities necessary for restoring the
functioning of an organization in the event of an unplanned disaster. The absence of
this planning can cause loss of information or physical components. The Disaster

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Recovery Planning, also called Business Recovery Planning, focuses on activities to
recover business processes, rather than the recovery of physical attributes of the
organization (Franz, 2003).
These concepts, Disaster Recovery and Disaster Recovery Planning, are not separable
in the application in an enterprise environment. In order to protect all the information
and the process of how the company manages the same, it is now almost essential the
existence of a DRP, regardless of size or functional area of the company. Has to be
considered a DR or DRP is not only in creating backups of information and store it
until the day it is needed. Must cover physical and structural problems, personal,
electric, etc.; and safeguard all these components from an event. The importance of a
DRP / DR is to allow the company to continue to operate your business with even with
problems and be able to recover as much information as the operating mode of the
areas identified as critical. Another concept to consider is the BCP - Business
Continuity Plan - Plan Business Continuity. The BCP focuses on the company as a
whole, focusing on the processes and functions of the company instead of the
applications or systems themselves (Nickolett, 2001).
DRP and BCP are generally used in an interleaved or separated because even though
they are both different, are complementary. DR is connected to the aspect of
infrastructure and recovery of systems, applications maintenance, servers and the
information itself. BC has a much broader scope referring to the component of the
company's business and its critical components, such as departments, business areas,
work areas of the same, etc.
The DR and BC planning has become an essential task for any business these days,
because the unavailability of services and loss of information can mean very high
costs. No need for a cataclysmic event to cause a failure of services. The availability
of information these days is increasingly critical and necessary, lying almost entirely
in digital format and adding to the fact that we are dependent on numerous applications
that manage the same. Any failure of the physical infrastructure of servers,
communication and information medium involving their unavailability, even if
temporary, has monetary consequences which vary depending on the business area of

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the company. Even so prevention remains quite neglected and relegated to the
background, either by carelessness, or by a simple belief that this only happens to
others or because they do not want to invest money in prevention.
But the simple break in continuity of service can be worse than prevention. According
to Landry & Koger (2006) disasters and accidents happen at any time but even so many
companies are caught unaware or held false assumptions. Some are severely affected
by accidents due to not being able to plan for and test their capabilities in a practical
and effective.
Over time and in different geographical areas in the world you can find problems or
accidents that have happened and could have been avoided through good planning DR
/ BC. A recent example is Hurricane Katrina in the United States in 2005. Wrong
decisions were taken regarding the operation of the pumps in the event of bad weather,
were not foreseen redundancy plans for communications in emergency entities, or that
certain areas of New Orleans could be under water, that homes, businesses or subway
could stay flooded for weeks, etc.
Many businesses were left without their data by not having DR plans or have backup
plans deficient forcing their business to stop indefinitely, causing losses of thousands
of dollars by the absence of a BCP.
Companies have increasingly information technology as a nerve centre of the business
and operation of the same, thus obliging, them to have a perfect understanding of what
IT does and what entails stop infrastructure. Responsible management implies an
objective assessment of all the risk of physical threats and a plan of how to deal with
them.
According to Koger & Landry there are several types of disasters and which must be
demystified in order to consider contingency plans: natural disasters, electricity
problems, environmental problems (humidity, temperature, etc.). Software problems,
virus attacks external and internal. In this way in the present times it becomes
imperative to sensitize the management of companies so that they can redirect
resources to the implementation of DRP and BCP. Must keep firmly in mind that the

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absence of these plans can simply mean the loss of information or infrastructure,
whether physical or otherwise, culminating in losses harmful to business operations of
the organization.
2.2.2 Business Continuity Plan
In its most simple and basic business continuity plan can be defined as an interactive
process that is designed to identify critical business functions and policies, processes,
plans and procedures to ensure the continuation of these functions in the case of a
unforeseen event (Nickolett, 2001).
Each BCP is specific to each business and all functions, procedures, policies and
processes identified in the BCP are specific to each business. Although there are
similarities between companies in the same line of business, each business is unique
and needs and operation. It is necessary to take this into account when there is an
external vendor trying to apply a BCP / DR, because the simplest and fastest way is to
try to apply a standard process to the company.
The DRP focuses mainly on information retrieval / infrastructure, ignoring business
processes. If we leave the task of determining which systems to recover entirely under
the responsibility of the IT department, can originate complicated situations of who
owns the information or application errors and dependency systems / applications.
These errors occur due to lack of business process and who owns the information or
application. BCP, in turn, focuses its scope in general company and the final objective
is the recovery of business and allow the continuation of the same. It is necessary to
define what is or is not critical and what is possible. This involves determining the
business functions considered critical and necessary for the survival of the company.
Another key area within the BCP is the identification of dependencies of systems, data
and applications. The priority of creating one DRP or BCP is very subjective, and the
two must be linked. If the company does not have a DRP implemented will be more
advantageous to create a BCP with DR geared to the specific needs of the IT
department-defined plan. If you already have a DRP, and if you want to create a BCP,
this should be used as a basis for structuring the BCP. There may be two different

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teams for each plan, but it is essential to have good communication between them
(Nickolett, 2001).
2.2.3 Disaster Recovery Plan
A DRP is limited in scope to the infrastructure or IT systems, in which the main
objective is to retrieve those same systems / infrastructure with minimal loss of
information and within the shortest possible time.
According to Brett & Koger (2006) organizations, management and IT specialists have
to realize that the DR is a safety issue. If someone enters a company and steal servers
and destroy information the organization cannot function, no different from a natural
disaster that destroys equipment and data. Without these resources an organization
cannot function operating your business.
2.3 Discussion
2.3.1 Myths
Unfortunately within organizations there are still some myths about DR. Many
companies think that the DRP to design are the natural disasters ones. The
geographical area where they are inserted does not have specific threats - floods,
tornadoes, storms, hurricanes, fires, volcanoes - so it's not necessary. The questions
that are imposed are that the response by the company to these disasters and have the
capacity to respond to a disaster or multiple simultaneous. Analysing the recent years
in many countries, we note that many natural disasters can happen at the same time
and that comes after the worst of them (Geckil & Anderson, 2003). In addition to the
environmental problems we have to pay attention to other more common problems
such as electrical, temperature and humidity control, hardware, software and viruses
(Brett & Koger, 2006).
In addition one should test the DR in its entirety because it runs the risk of making the
plan useless in case of failure or error of DR. Usually companies test the DR
communicating with everyone involved weeks before, combining what is off and it
will test, simulating disaster. But one should know that the DR will work even in the


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worst case scenario: the total failure of systems. In a test where we have key personnel
on standby to prevent any serious flaw that impairs the normal functioning of the
company, how do we know what the real behaviour of the DR? How will we know if
the critical personnel assigned to the place is enough and has all the conditions to be
able to work? The main obstacle is the period of time we have to turn off the system
and to call back during normal operation. All issues and capital gains should be when
a real test, recorded, catalogued and documented in the company in order to correct
problems and allow future improvements of infrastructure. It is also necessary for a
central process DR plans to avoid that different departments or units are to replicate
the same process.
In addition to the DR, backups should also be tested periodically. It must be identify
which backup strategy, and are consistent across systems or each department has its
specific strategy? Then it is necessary to test the Information retrieval and check the
consistency of same, because the fact that all the infrastructure safeguarded in a storage
system, tape type does not mean one can retrieve the same time and useful. The ideal
is that the company has a remote location, the DR site or remote server in another
location where store the backups to ensure safety. If something happens to the main
building of the organization and all backups are located in the same place, they are
completely useless (Shinder, 2007).
It is also important to note that employees can be a source of intentional or
unintentional attacks to enterprise resources. Internal attacks are much more dangerous
and devastating than external attacks due to the speed of connectivity between
corporate intranets and because the company thinks it can rely on its employees (Krim
& Target, 2004). May want to maintain the company's human resources, considered
critical to the operation of the DR, informed and aware of everything that is going on
and where in relation to DR. So engage in the development and testing of the DR,
know the space, check if this fits for the proper functioning of the DR, and can verify
the first person to have all the necessary tools to develop their business.
To reduce costs and development time the DR is usually considered later or planned
for a future in the medium / long term. But the planning and budget are not realized in

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the near future as soon as systems are put into production is difficult to find time,
availability and means to implement and test a DR plan. The only way to guarantee
that a DRP works correctly and as planned is its applicability and testing prior to
implementation of each installation, upgrade and new project (Brett & Koger, 2006).
Another common mistake is to think that the equipment will be available during and
after the disaster. You have to rely on several factors that can compromise mobility or
equipment delivery, from infrastructure problems in energy and transportation
buildings or even compromised. If the disaster have a high magnitude can influence or
compromise delivery times from suppliers. The ideal is to ensure redundant systems
and their functionality off-site as well as safeguarding response times from suppliers
and needs of infrastructure and electricity networks (Shinder, 2007).
Technology alone will not save a company from a disaster, but it can certainly help.
All scenarios need to be addressed, however improbable or unrealistic they are, with
companies who are more pessimistic and radicals being those that will best deal with
the disaster and shall be those that most easily will recover from this, they will consider
a wide range of hypotheses. The knowledge of the business and the main objectives
are crucial points, and is easier and faster to recover something that we understand
than retrieve an existing like environment. If you fully understand the task and what
their goals is easier, faster and dramatically reduce costs while trying it to be achieved,
rather than by all means to recover the system that existed before. This implies that the
DRP is as clear as possible and that all business entities involved are fully aware of
the processes and functions of each department and the company.
A DRP should be simple and understandable, bearing in mind the essential tests and
improvements over time, because it requires constant development and updating is
necessary because changes to business processes, whether for budget adjustments to
maintain the infrastructure -structures. If this does not keep pace with the constant
changes in the organization is from a disaster in itself, conveying a false sense of
security. The organization must be guided by the DRP in the event of a disaster and
restore critical business operations in the shortest time and with the least possible loss
of information. During the project planning major objectives are to discover and

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address vulnerabilities, define business requirements and IT, design and implement
procedures to mitigate risk to the organization and provide a plan that will allow to
react quickly and efficiently in the event of disaster.
Shinder D. L. (2007) even goes one step further arguing that every company, whatever
its size, should have clearly defined your DRP. Do not ignore any kind of accident or
problem, however absurd it seems at the time and set very well what are the people
and teams involved, what are their responsibilities and structure very well all
alternative communications backup plans and locations. The golden rule, even towards
individual and personal, for the proper functioning of any plan is the information and
the quality of it. The more and better people are informed about what they should do
in the event of a disaster / emergency, the lower the probability of failures or problems
in their implementation and the easier retrieval of information / business.
2.4 Current infrastructure facilities
In the last 2-5 years the network (virtual and physical structure) at ENH grew
appreciably from 30 to 40 machines for over 150, have now been made an update of
the physical infrastructure and storage.
From the application point of view ENH is highly heterogeneous due to the existence
of different types of software and from different sources.

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Figure 6 Current infrastructure facilities in the ENH
2.5 Project Description
The proposed Disaster Recovery & Business Continuity project will allow the
company to have a contingency plan, and an alternate site, in order to ensure the lowest
downtime information and business systems, as well as allowing the continuation of
business in the event of disaster. This is ensured through the interconnection between
two virtualized infrastructures, in two distinct sites, enabling high availability.
After consideration of the different possibilities of creating a centre of DR has come
the conclusion that the costs of construction and adaptation of facilities and
communication links as well as its maintenance would be more viable in relation to
this procurement or rental service to third parties. So we opted for the construction of
a building and the purchase and installation of equipment.


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This project will be divided into two parts.
1. Construction of building for housing the computer equipment and servers.
2. Mounting computer hardware and servers.

ENH need to purchase redundant equipment in the areas of data communication and
data processing such as:
Servers;
Subsystems data storage;
Equipment redundant power generation (UPS, diesel generators);

This solution is based on the process of automatic synchronization of all servers in
ENH headquarters to the secondary site including information and applications.

2.6 Architecture
After analysing all the applications on the ENH, and isolating the most critical, an
analysis was made of the existing infrastructure. Almost the entire infrastructure is
virtualized on VMWare platform.
The two facilities will be synchronized to maintain the quality and resilience of data
and VMWare can take all the infrastructure as one. These two facilities are connected
via a leased line.


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Figure 7 Infrastructure support required
This image demonstrates the architecture being developed to allow communication
and synchronization of data between the two sites. The data contained in the ENH
servers will be synchronized and stored on servers in the secondary site. These two
sites will communicate through Switches, Routers and Circuit rented.
The secondary site will have basically the same equipment as the primary site, namely:
One server with high capacity for virtualization;
A storage device 24 for storing TB virtual servers;
A switch to allow communication between servers;
A router that is the communication link between source and destination;
A UPS 5000VA Smart-UPS to stabilize the current in case of fluctuations;
An application-Silver Peak VX-1000 to optimize data synchronization;
Extractor to extract moisture from humidity in the room.

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The scope of this project was determined through a process of thorough analysis
requirement. It was first identified the failure of the absence of a DR plan by the ENH.
We performed an analysis of the company's existing infrastructure and identified
which applications considered critical. Were then identified business needs to ensure
Disaster Recovery and especially business continuity in case of disaster. The
description of the project and its deliverables were developed based on the process of
gathering requirements, analysis of the existing infrastructure and future needs of the
same.
2.7 Conclusion
Information systems since early age that play an important role in the functioning of
ENH and its business areas. With the development of information systems has also an
evolution of the dependence of these. All applications, databases, Exchange, Active
Directory, File Server, Printer Server, etc.; are connected and dependent on a virtual
infrastructure and its Storage, so it is essential to create a way to ensure the reduction
of risk of this crash.
Considering the current infrastructure ENH It is verified that the solution of the backup
no longer is sufficient to ensure consistency and safeguarding of information in
addition to the problem of a possible disaster that compromises the facilities of ENH.
ENH, like most companies, suffers from the problems mentioned above. Taking into
account the various problems mentioned this solution mentioned here will enable ENH
maintain business continuity with minimal impact and controlling costs.
The methodology applied in this project will allow a massive modularity and speed up
the work, if properly implemented and coordinated. In general terms the design itself
has the advantage of being almost linear being acquiring material, the main constraint.
In terms of IT this project will bring numerous benefits to the company as it will have
a Disaster Recovery of the entire existing structure, updated and optimized virtual
infrastructure, allow it to be much more modular, consolidate information, reduce costs
and allow business continuity.


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This project is just a small step in what is intended in the long term for ENH, which
cannot be achieved with only one or two people and within one year.
The immediate need is to create a DR to ensure information systems and central
services. Conditions with no infrastructure or time to the involvement of the entire
company and outside companies, we opted for the creation of the DR. With the
presence of DR, is created the basis for the evolution of the BCP from the DR.

3. Safety training and value of the practical Experience
Information and Communication is a very complex multi-disciplinary field to be
explored, therefore it provides a good training ground for new engineers or
Technicians to not only further their understanding on matters regarding their own
specific field of studies, but also to interact with other disciplines in order to acquire
basic understanding of the whole IT flow as well as their support utilities. The
following text is a narrowed description on lessons the author has learned, experience
gained and challenge faced on both individual and team activities during the industrial
internship.
3.1 Lessons Learned and Experience Gained
During the 28 weeks Industrial Internship Program, the author learned a lot in
various aspects of information and communication technology field and most
importantly in network mounting and management procedures. The lesson and
experiences that the author was able to attain can be summarized into the following
attributes:
How to effectively use Packet tracer:
How to use VmWare and Vsphere;
Basic commands and functions of Microsoft server 2008 R2.
How to set and configure routers.
How to configure computers in a private workplace domain.
Effective communication builds up a team;


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Team Dynamics
Interpersonal Skills
Business values
Problem solving ability is crucial as professionals;
Proactivity drives great success;
Learning is an ongoing process, we need to be able to do that quickly;

3.2 Leadership, Team Work and Individual Activities
During this internship period, the author had the opportunity to conduct a couple of
meeting and take lead in resolving of ongoing project activities. This experience was
very beneficial in improving the author leadership skills.

3.3 Business Values, Ethics and Management Skills
ENH business values come from the company group values that are built based on:

Team player with the job responsibilities well clarified and the existence of
a reward for good team behaviour.
Respect for individual, based on openness to other peoples idea and
proposals and recognition of individual participation.
Determination through cultivating the stimulation to talking responsibly
and create motivated employees.
Creativity and initiative where it is encouraged creativity and taking
initiative with respect to each other strength and weakness.
Transparency and openness based on telling the truth and encouraging the
sharing of knowledge and information.
Sustainability, ENH will stimulate sound economical awareness and
will seek the highest ethics in all of the activities.


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Customer and owner satisfaction, based on ENH will to adapt to market
orientation and treat their customers as they expect to be treated
themselves.

ENH set of ethics comes from the company social responsibility. As the right arm of
the government ENH wants to participate in a better Mozambique by providing food,
school material, and water to those in need and plans to do more for the betterment of
the nation. The company also emphasizes on human resources as the most valuable
asset and the company is more interested in developing into a more sustainable oil and
gas company where the environment is preserved.
When working in an environment that requires the employees to perform various
tasks and responsibilities, time and self-management determines ones ability to
perform these functions. An employee who can divide the work according to priority
and sense of urgency can be considered able to manage the time and work. These
skills can be acquired through practice and observation. Management skills are the
backbone of the company for a better management of public property.

3.4 Challenges Faced and Solutions to Overcome
Some of the technical challenges I encountered included familiarizing myself
with unfamiliar software packages. Generally I found it a challenge to integrate myself
into the ENH culture, the working hours and being consistent in writing.
The Host Company gives no training allowance what made things a little bit more
challenging, but as I found the host company to present all the conditions necessary to
make my training a success I decide to stay. Besides the training allowance, the
company is full Bureaucracy. At ENH is very hard to have access to information or to
have the right equipment to solve a problem, in order to have access to a new tonner
or ink in order to replace a finished one it was normal to wait for 2 to 3 days to have
access to it.

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The other challenge to be discussed in this section is the feeling of becoming shy due
to what other co-worker might think of you for asking stupid questions. This is
something many students go through and it takes a lot for one to let go of that
mentality. Since we come from a university, we ought to consider that we know the
job we are going to be assigned to. And that is a mistake because more than 80% of
what a student might be assigned to do he doesnt know how to perform. After a few
months the author realized that no one knows everything even seniors with many years
of experience. Furthermore, he realized that he was doing my internship with the
objective of learning, so there was nothing to be ashamed of whenever he had to ask
about anything.
Despite all the problems and challenges faced, I was able to complete the industrial
internship program successfully. All these problems and challenges had developed
my personality and personal skill and increased the my self-confidence in becoming a
competent Technician.

4. RECOMMENDATIONS
4.1 Recommendations to Universiti Teknologi PETRONAS (UTP)
Frequent visit from lecturer
During this internship program, there are only two visits from lecturer and the I
believes those are not enough and suggests there should be frequent visits from by
UTP lecturer, so he/she could know the progress and performance of the student. The
lecturer should visit the student in every two months.

Provide a clear Policy for the International Students.
The Student Industrial Internship Unit must provide a clear policy for the
International Students application, to avoid waste of time and efforts on sending
application and then get reply that there is no policy for international students.


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The author suggest the SIIU shall provide a database of companies that offers
vacancies and available for international students to do their internship.

4.2 Recommendations to Host Company
Training Module
ENH should produce a training module for the all the trainees. Although the current
system requires the trainees to be procreative in preparing their own schedule,
the author believes does not benefit the company the most, as the trainee would only
do as required by the university, and leave. There should be a module, which will not
only help the trainee excel but will also enable the company monitor the performance
of the student, who may be the future employee.

5. Conclusion
The internship program was successfully completed, with all the internship
objectives achieved. I was able to put into practice all the theoretical knowledge
acquired in university to real life situations. I learned of the different work and business
ethics needed to portray yourself in a professional manner. Most importantly, I was
able to engage with well renowned industry professionals who I learned a great
deal from them and developed a professional network with.


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REFERENCES

Anderson, P.L. and Geckil, I. K. 2003. Northeast blackout likely to reduce US earnings
by $6.4billion.[internet], AEG Working Paper 2003-2. Available from:
http://www.andersoneconomicgroup.com/Publications/Detail/tabid/125/articleType/
ArticleView/articleId/6749/Northeast-Blackout-Likely-to-Reduce-US-Earnings-by-
64-Billion-AEG-Working-Paper-20032.aspx [accessed 10 May of 2013]
Brett J. L. Landry and M. Scott Koger. 2006. Dispelling 10 common disaster recovery
myths: Lessons learned from Hurricane Katrina and other disasters. J. Educ. Resour.
Comput. 6, 4, Article 6
Chip Nickolett, 2001. Disaster Recovery Planning - Process & Options White Paper
Published: March 2001 (with revisions). Comprehensive Consulting Solutions, Inc. -
"Business Savvy. IT Smart

Chip Nickolett, 2001. Business Continuity Planning White Paper. Comprehensive
Consulting Solutions, Inc

Debra Littlejohn Shinder, 2007, 10 things you should cover in your business continuity
plan, Techrepublic

Franz, L. (2003). EDUCAUSE Evolving Technologies Committee. University of
Missouri-Columbia

PMI, 2008. Project Management Body of Knowledge - PMBOK Guide

Shinder, Debra L., 2007. 10 Things You Should Cover In Your Business Continuity
Plan, CNET Networks, Inc
Stephen A. Devaux, 1999. Total Project Control:A Manager's Guide to Integrated
Project Planning, Measuring, and Tracking, John Wiley & Sons, NY

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