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CHAPTER 8 Development
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Your Project for Learning
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Now the time has come for you to do your project. Depending on what you chose, it may be just a few hours of work, or it may be many hours over days or weeks. See the project as your chance to learn the tracking tools for time, cost, quality, risk, and the other ve areas of project management knowledge that are covered in Part Three. Practice honest assessment and status reports. If you are working with others, ask them what you can do that would encourage them to be clear and honest about the status of their tasks. As you do this, ask yourself: What am I learning about how to keep a project on track Then take some time, write it down, and explain it to someone else. Or, if you can, arrange an opportunity to present what you are learning.
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Questions for Learning
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 Can you think of a project where testing was too little and too late Take a moment and outline a good test plan for that project. How would you have done it  Think of a product or service that you like. You might think of a piece of consumer electronics or a web site. Consider its documentation or help function or customer service. Do you like that If you do, think what it took to prepare that material or train the help desk sta during the project that created the system. Could you do the same on your next project  What do you do to keep track of a project, formally or informally Have you ever been part of a good status meeting What made it work right Or, if the meetings have not been so good, how would you run a status meeting  What would you do if a project team member came to you with a problem How would you handle it  Imagine that you have to tell the project sponsor that you need more money. A design error was made, and it turns out that you need a much larger, more expensive component than you thought. How would you prepare for that meeting How would you escalate the problem  Think of a project that ended in success. List as many things as you can that were done right during the development stage.
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CHAPTER
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Transition to Production: The Storm Period
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Transition to production is the last stage before delivering the product or service to the customer. Your new system has grown up, and soon it will not need its parents any more. The product you have created needs to succeed in the world (the production environment) without you, being supported by others and working with and for others. The product, in a very real sense, is passing tests, graduating, and getting its rst job. And the project team will have to let go of taking care of the product, of answering every call for help. A successful new product or service runs on its own, without the support of the project team (its parents). The team, or its members, move on to other things. The transition stage is the key to ensuring customer acceptance of the product or service. If customers have expectations that exceed what we deliver, they will be disappointed, and they may reject the product or not take the
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CHAPTER 9 Transition to Production
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time to learn to use it well. On the other hand, if the product meets or exceeds customer expectations, and training and transition of support to the groups that will provide support from now on are successful, then the product or service is much more likely to be accepted and used by the customer. And the value of the project is only realized if the customers use the product or service. A well-managed transition to production stage will have customers using and getting value from the product or service faster and also reduce support costs over the long term. Greater value at lower cost equals increased net value for the life of the product or service.
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