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As project managers, we will deliver:  A plan for transition to production and deployment, covering all steps to be taken and the management of issues from all nine areas of knowledge.
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CHAPTER 9 Transition to Production
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 A validated project overview, with any changes resulting from change control integrated.  The business case, with the cost budget and delivery dates validated through PERT estimation.  The project schedule, created by the WBS process and PERT, showing estimated vs. actual results and incorporating project change, probably maintained in a project management software tool.  The project budget, in detail, with estimated vs. actual results to date.  A risk plan for the remainder of the project. We may have one other set of deliverables: presentations or demonstrations of the system for the sponsor and the customers. Since we have something to show for all of our work, we should show it!
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Process of the Transition Stage
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Transition to production is a complex process with many people and timecritical deadlines. During concept and analysis, we dealt with all stakeholders, but we had the time to get back to people if appointments were missed. Now, we need to coordinate the activities of all of these people towards our deployment dates. We will look at some key management actions that will help ensure a successful transition, then look at the three periods within the transition stage, and at a sample detailed transition schedule.
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KEYS TO SUCCESSFUL TRANSITION
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Here are the keys to a successful transition to production stage:  Begin early. Start the transition stage well before the end of the development stage.  Include everyone. Bring in people from operations support, the help desk, and end-user representatives right at the beginning.  Complete the documentation. All documentation should be included in testing, and approved by those who will use it.  Do not skimp on testing.  Plan carefully. Use everyone s input in the plan operations support, the help desk, end-users, production managers, and the project team.
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PART TWO A Project, Start to Finish
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Track everything daily. Weekly meetings are no longer enough. Either speak to each team member on the phone every day, or have a ve- to ten-minute stand-up meeting each day. Create and use a spreadsheet or similar tool to track open issues.
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THE FOUR PERIODS OF THE TRANSITION STAGE
The best way to organize the transition stage is into four broad periods, each of which is divided into tasks.     Prepare for and complete the pilot test Prepare to go live Implementation Project close
Figure 9-1 illustrates the rst three of these periods, and their relationship to the rest of the project schedule. We begin transition to production near the end of the development stage. In the classic system development life cycle (SDLC), each phase must be complete before the next phase can start, because the milestone of one phase is the input for the next. However, through years of practice, we see that we can divide a milestone into multiple deliverables, allowing some things to get started before others are nished. This method is called Fast Tracking. We apply fast tracking here, allowing us to start some transition to production processes before we have completed all
Fig. 9-1.
The transition schedule.
CHAPTER 9 Transition to Production
the tasks in development. As a result, transition to production begins before development is complete. Overlapping the two stages is bene cial to both the project schedule and project quality. It shortens project duration, allowing an earlier delivery date. It improves project quality because it gives us more time on transition to production tasks before that delivery date. If we manage the shift from one stage to another well, it can also help us manage project cost. Full-time team members can shift their workload from development to transition as they nish their tasks in development. For example, an engineer or programmer who has turned in components for testing can begin to work on technical documentation and still be available to respond to any problems found in his or her components during testing. In Fig. 9-1, the diagonal line represents the shift in e ort from development to transition to production. As development winds down, transition to production ramps up. In the rst period of transition, the focus is on the pilot test as a milestone. The pilot test is often also the user acceptance test, or part of it. The second period of transition begins when we evaluate the pilot test results and ends with the rst customers getting the production version of the product or service. This is called rst production implementation, or, more informally, the go-live date or the drop-dead date. (It all depends on your view of life. . .) At that point the third period, implementation, begins, with simultaneous training. Sometimes, implementation is a single event. In other situations, implementation occurs over time as the product or service is rolled out to a number of locations. Implementation ends when all customers are using the production version and it is fully supported by the help desk and operations support. This also marks the end of the project. The horizontal time axis in Fig. 9-1 is generic; the actual duration of each stage may di er. Project close begins at the end of transition to production, and is often a part-time process. Some of its activities are best done two to six months after the product has been in production. For example, a post-project business review includes an evaluation of the value received by the company from the new system. This is done through measuring the productivity of the new system after it is reliable and everyone knows how to use it. Although the terms here come from information technology, the concepts apply to many kinds of projects. Here are some examples:  In an audit, the meeting when the draft report is presented is equivalent to the pilot test. If communication has gone well up to that point, the audit is accepted by all parties. If not, there is still time for negotiation of the language so that the ndings can be presented in a way that works for the department being audited, the recipient of the audit
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