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PART TWO A Project, Start to Finish
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report, and other stakeholders. By scheduling the meeting before the nal due date, time is allowed for nal modi cations. Some theatrical plays and musicals go on tour before a scheduled Broadway opening. Often, they are too long, and cuts are made to the script based on audience feedback. Here, the tour is being used as a pilot test to nd and make modi cations before the more critical Broadway audience and before the Broadway critics have a chance to take a shot at the show.
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On any project, we should plan the transition schedule to include as much real-world testing, and as much feedback from the customers, as possible.
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EXERCISE
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Create a Good Pilot Test
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Think of a project where the customer was not satis ed with the result. Design some kind of pilot test or review meeting that would have detected the problems early enough so that the team would have had time to correct them. How would you plan the transition for that project, knowing what you know now
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THE TRANSITION SCHEDULE
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Let us take a closer look at each of the three periods in the transition schedule. We will start by looking at the period from the beginning of transition to production through the go-live date, the rst two periods.
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Reaching the go-live date
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In transition to production, we are focused on our go-live date, and so we need a more structured schedule for this stage than for other stages. A typical transition to production stage for a medium-sized computer software or hardware project might take nine weeks. Here is a summary of the most important events of those nine weeks:  Week one: Kicko . The project manager launches the transition team. Members from the help desk and production operations sta read project documentation and familiarize themselves with the project.
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CHAPTER 9 Transition to Production
 Weeks two and three: Prepare for pilot test. All documentation is completed in draft form. The pilot test system is prepared.  Weeks four and ve: Pilot test. The pilot test is run, and results are gathered.  Weeks seven and eight: Prepare for go-live date. All adjustments discovered in the pilot test are made, and the nal system and installation method are prepared.  Week nine: Go live. Installation begins. During these nine weeks, transition team (TT) activities develop along these lines:  The results of the weekly transition team meeting guides all work being done.  The project team focuses on completion of the product or service and its documentation and preparation of the help desk and production operations TT members.  The help desk TT member learns the system, provides help desk support during the pilot test, and teaches other help desk sta to support the system.  The operations support TT member learns the system and how to install it, does this work during the pilot test, and trains the rest of operations support in how to maintain the system. If the work of the transition team goes well, then the project team does not need to have any role in providing routine support as of the go-live date. The bene t of a smooth transition period is that the system is supported by the production operations sta and help desk as soon as it is implemented. The users do not identify the project manager or project team as the source of system support. Instead, they call the same help desk that they call for all other systems. I have spoken to many project managers in organizations where this is not done. In those organizations, the project team members are permanently tied into a support role for the system they created. This is expensive, and it also slows down future project work.
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