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Changes should only be made when required by stakeholders or when circumstances cause a significant deviation from the project design plan The reasons for all changes should be documented along with any changes to the schedule or budget that result We provide suggestions for testing procedures and change control in 16
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Conflicts are inevitable in a large project An enterprise environment will demand IT resources that are already likely to be in short supply Some users will be frustrated at a perceived loss of personal flexibility Many users consider themselves IT experts and will disagree with the technology or the way it is deployed Conflicts should be quickly referred to the project manager for resolution Approaches to solving the problem include the following: Ignoring the conflict Sometimes it is better for the project manager to simply ignore the conflict if it is not likely to have a big impact on the project or is likely to resolve itself Breaking up the fight This approach is useful if both parties are stuck in an argument The project manager can interfere in order to take the energy out of the argument Compromising Compromise may be required at times, such as allowing a user who was scheduled to be entirely thin client to run in hybrid mode Keep in mind, though, that any nonstandard implementations detract from overall project efficiency and organizational computing effectiveness Confronting This approach involves getting all parties together to work out their problem in an environment promoting conflict resolution Forcing a resolution Sometimes the project manager must use their authority or the authority of the IT manager or the business manager to mandate a resolution This method should be used as a last resort
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Create a Project Implementation Plan
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An enterprise application delivery project starts with a project definition document that states the goals, scope, roles, risks, success criteria, and project milestones The project design plan then lays out the specifics of the major components A project implementation plan is the fourth step in this process Whereas the project planning document provides a roadmap for implementation, the project implementation document covers the project management aspects of migrating to a application delivery environment
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The project implementation plan must be created with regard to time, money, and people resources Identifying these constraints will help determine how to apply corporate resources to the project The following table indicates that management has decreed the application delivery implementation be done quickly: Most Constrained Time Budget People X X X Moderately Constrained Least Constrained
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Time is the most important element, whereas human resources are less constrained Because time has the least flexibility, internal resources need to be diverted to the application delivery project, while funds also should be used to bring in outside consultants and perhaps implementers Another constraint, often inevitable in an application delivery implementation, is user satisfaction Users can make or break an implementation, and they are likely to resist the change if no preparatory work is done It is therefore essential for the project manager to keep the users in mind when designing the project plan The objective should be both to minimize disruption in user operations and to generate enthusiasm among users for the new paradigm
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Define Your Plan
Your plan will take shape as you define the major elements of implementation Consider timing, key milestones, and budget, and then communicate the plan to everyone involved Project Timing Time is invariably the most constrained resource, and it is often not the most visible to participants Clearly communicating the timing of the project s phases will help to convey the appropriate level of urgency Key Milestones Identifying key milestones enables participants to easily measure progress Stakeholders should be involved in defining milestones The milestones can provide a chance for the team to pause and ask, Where are we and how far do we have to go They can also provide an opportunity for positive communication to the stakeholders and the company at large when they are reached on time and on budget
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