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Generation Quick Response Code in Software PART TWO A Project, Start to Finish

PART TWO A Project, Start to Finish
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One excellent way to maintain the known problems and issues document is in a spreadsheet program. We can sort the rows as needed and mark items done as we go. If we have daily ten-minute project team meetings to coordinate the transition stage, we can use this form as our agenda. If we are managing people by phone, we can walk through this list as we talk to them. And we can build the agenda for the weekly transition team and project team meetings from this document.
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PILOT TEST LESSONS LEARNED
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This document is prepared in the week after the pilot test. It is a status report delivered to all stakeholders. The best format is a short memo with an updated copy of the known problems and issues tracking list attached. The memo should identify the good or bad news from the pilot test, whether it passed, identi ed excessive problems, or failed altogether. It should also con rm the original go-live date, revise it, or say that a change of date is being considered, and inform the reader when the decision will be made. In cases where a delay seems appropriate, it may be useful to write a longer explanation of the situation.
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ACCURATE ESTIMATION FOR THE TEST SCHEDULE
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There is a fundamental uncertainty in testing that makes preparing a test schedule di cult. When you are preparing to run tests, you know that some will fail, but you do not know which ones. However, you probably do have a good sense of how reliable your product is as it enters testing. The solution, called a Monte Carlo simulation, is a statistical technique. Instead of just estimating how long successful passage of the tests will take, we estimate a variety of scenarios, based on the likelihood of failure of some tests. Monte Carlo simulations use sophisticated computer programs that are usually industry-speci c. The result is a more accurate test schedule.
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THE BUILD FIX CYCLE
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There is an approach to implementation that is not ideal, but is sometimes the best option when we face a di cult situation. What do we do when the product or service is not nished, or is not working properly, in time for our go-live date In terms of delivering a quality system, the best choice is to
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CHAPTER 9 Transition to Production
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delay the beginning of implementation. But this is not always possible. Sometimes, for nancial, contractual, political, or practical reasons, it is better to deliver something on time than to delay delivery. If we do this, we can plan implementation with a build x schedule. The rst step should be to de ne the features that will be available in each version as we install the system. The second should be to work with our team to disable features that do not work, so that the users will not encounter errors or system failures. Instead, users will either be unable to access the feature (for example, because the menu item is removed) or they will receive a message saying that the feature is not yet operational. We then plan a deployment schedule that includes delivering the best available version to each user group on each install date and also upgrading user groups with earlier versions to the nal version when it becomes available. Let us say, for example, that we will release three versions, 1.0, 1.1, and 1.2. Version 1.2 is the full production version as speci ed in the project plan with change control items included, but it is not ready for our go-live date. Let us also say that, in this example, we are installing to ten regional o ces, named A through J. When we start, only version 1.0 is ready, and o ces A, B, and C receive version 1.0. We continue to build forward. By the date set for deployment to o ce D, version 1.1 and its installation process are tested and ready. We install version 1.1 to o ces D and E. As we prepare for installation to regional o ce F, the team nishes the nal version 1.2 of the product or service and its installation process, all tested and ready to go. Regional o ces F, G, H, I, and J get version 1.2 as their rst installed version. We build the system forward to those o ces. During those installations, the project team develops two upgrade processes, one from version 1.0 to version 1.2, and the other from version 1.1 to version 1.2. When each upgrade process is fully tested, and we con rm that the upgrade to 1.2 is fully functional, we install it where it is needed. The 1.0 to 1.2 upgrade is installed at o ces A through C, and the 1.1 to 1.2 upgrade is installed at o ces D and E. We build forward, but we go back and x the product or service at locations that did not receive the nal version. The build x cycle comes as close as we can to meeting our original commitment to our customer under the circumstances, and also allows the customer to begin to receive value earlier than they could if we delayed deployment. It is also a challenging process to manage and coordinate the upgrades, tests, and installations. Clearly, it requires extra e ort by the project team, and that e ort has an additional cost. If at all possible, we should try to arrange for automated or user-triggered upgrades that do not require a second visit by an installation technician.
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