barcode reader sdk vb.net PART TWO A Project, Start to Finish in Software

Printer QR Code JIS X 0510 in Software PART TWO A Project, Start to Finish

PART TWO A Project, Start to Finish
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Key Concepts for the Transition Stage
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Let us take a look at the work we do during transition to production in each of the nine areas of project management.
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INTEGRATION
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This is the stage where our work of integration is tested. If all of our plans hold the project together, we will have a successful delivery.
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SCOPE
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The most important issue is the customer s acceptance that product and project scope requirements have been met. The system, each feature and component, and each document should be tested by users, improved to meet their requirements, and both formally and informally accepted by users and stakeholders. Be sure to remember that acceptance and testing are processes. Allow time for customer review, and be ready to revise as needed to satisfy the customer. Resolve all change management issues. If there will be one or more future releases, discuss which features and enhancements will be delivered on what dates.
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TIME
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The key time element is, of course, the deployment schedule. Here, you must ensure that you meet your go-live date. However, you must also be sure you are delivering a living, breathing system on those dates. It is better to be late than to deliver a system that does not work.
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Decode UPC - 13 In Visual Basic .NET
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COST
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Decode Code 128B In C#
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Resolve the project budget and actual gures, and, in the completion control process, resolve all contracts and payments.
QUALITY
Project quality management becomes a daily activity in this stage. Maintain a list of all known problems and issues, and carry every one to complete
CHAPTER 9 Transition to Production
resolution. As the time of the go-live date presses close, it becomes di cult to focus on quality, but it is essential to success. If we do not manage, assure, and deliver quality, then the product will have a decreased value over its production life. Whenever you forget this, remember the Hubble Space Telescope. It would have been better to catch the error in the mirror and delay the launch than do what happened. NASA put the telescope into space. It had reduced value for the rst two years of operation. And, at a cost of several hundred million dollars, a replacement part was installed later. True, your project is probably not being delivered all the way into orbit. But, these days, the world is so busy that few people take the time to x what is broken. Instead, we live with bugs and aws. As a result, there is a real, long-term cost to missing quality steps at the end of a project. Even if we could x it later, we may never get the chance.
HUMAN RESOURCES
Help the team focus on the customer and delivering customer satisfaction. The goal is to turn an excellent system into a smile on the customer s face. Help each team member see how his or her work is connected to customer satisfaction.
COMMUNICATION
Daily meetings, careful listening, documentation changes as needed, and prompt resolution of all issues are all essential to managing customer expectations and getting support for the product. Remember that your attitude will shape the customer s attitude. And the customer s attitude is ultimately the single most important variable in determining project success. Excellent systems have failed because users rejected them. Poor systems have succeeded because customers liked them. Focus on communication to obtain the crucial support and feedback you need for success.
RISK
All risk issues should be reviewed daily, managed as soon as they arise, and resolved as promptly as possible. You and your team will probably feel pressured by this, but that is our job. In this stage, we act as shock absorbers so the users have a comfortable ride on the new system.
PART TWO A Project, Start to Finish PROCUREMENT
Procurement closes with customer acceptance and the follow-through of ensuring that all contracts and payments are complete.
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