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Part of the infrastructure assessment described in 3 is an analysis of the organization s help desk methodology and escalation procedures Once the enterprise application delivery solution is in place and stabilized, help desk requirements will dwindle Not only does Citrix XenApp enable superior troubleshooting through shadowing capabilities, but also the number of problems will fall because the processing takes place centrally During the implementation phase, however, the frequency of support requests will increase In addition to the confusion and problems of implementing a new computing infrastructure, the help desk will, in effect, be supporting two environments during the transition Be prepared to supplement the help desk with additional personnel during this period Establish Service-Level Agreements (SLAs) Establish and manage SLAs for the help desk during project implementation Ensure that users receive the help they need to get them through the transition without frustration Support Processes Cover every shift and every time zone A process should be in place, and the appropriate personnel identified, for escalating problems that are not resolved by the first-line support people in an acceptable timeframe Virtual Call Center Create a virtual call center whereby any member of the implementation team can assist if required Use help desk software to enable this collaboration among different individuals from different areas working on the same user problem Triage Process Have a SWAT team available to go onsite to handle particularly tricky problems that surface during the implementation Consider using outside experts for the SWAT team who have a high level of experience with Citrix XenApp, Windows, and networking
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Citrix XenApp Platinum Edition for Windows: The Official Guide
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The help desk should work in conjunction with the project management team to give continuous status updates These updates can take place through phone calls, e-mail, and an intranet They should reflect user attitudes about the migration process in order for adjustments to be made
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Establish success metrics ahead of time and measure results against them For instance, an SLA might be to enable users in remote offices to access their data within 24 hours of migrating to server-based computing Measure and report the actual results of how long it takes users to gain access
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Use Measurement Tools at Milestones
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Survey the users at project milestones to measure their perceptions versus expectations For instance, a project milestone might be to have all small remote offices online as XenApp users Surveying users can reveal any problems with performance or reliability, which will enable adjustments to the design plan before proceeding to the next milestone
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On a macro level, metrics should include project performance against budgeted costs, estimated timelines, and user satisfaction Measuring success is discussed further in this chapter in the section Postproduction Management
PROOF-OF-CONCEPT PILOT PROGRAM
In 3, we discussed setting up a proof-of-concept pilot program as an important element in the design of an enterprise application delivery solution The pilot is also the first step in an enterprise rollout It serves as a basic test of application performance using Terminal Services and Citrix XenApp At first, the pilot program should be a nonproduction system designed to ensure that the desired applications perform together adequately over XenApp and Terminal Services The next step is to expand the nonproduction pilot to a small production pilot or test group with carefully selected participants running specific applications
Pilot Platform
The pilot hardware should be representative of the hardware that will eventually be used in the data center to support the enterprise rollout The pilot program should not be constrained by any difficulties or limitations in the existing network infrastructure For instance, if the network backbone is causing latency issues, the pilot should be set up on a separate backbone If a data line to a remote office frequently fails, the remote office should not be part of the pilot program
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