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Making 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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and nd the common ground. They want quick closure. You want good closure. Go for good, quick closure. If you get no response at all, then close the project noting that they did not respond to your e orts at communication. And keep in touch by sending an annual holiday card. Ultimately, our own professionalism and thoroughness will allow us to recover from failure and give us an opportunity to make use of the lessons we have learned.
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Outputs of the Transition Stage
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The short version of the list of outputs is: It is done! (Dancing a jig is recommended.) A fuller list of outputs is:   A product or service in production, generating value as it is used by customers and peripheral stakeholders. The product or service being maintained by operations sta , such as the help desk and operations support, with little or no reference to the project team. If a formal escalation procedure is in place, then members of the project team should be on the third or fourth tier, and should be called only rarely. Complete documentation satisfactory for all purposes, including future system upgrade or redesign. Satis ed customers who know they are satis ed. Where appropriate, letters of commendation and letters of referral. Con rmation of complete closure on all contracts, agreements, and payments. Where necessary, negotiated settlements. All work done by team members before they leave, team members appropriately reassigned, letters of reference and referrals delivered and on le. Project lessons documents learned, distributed to anyone who can learn from them. Post-project business review or reviews completed, with action items passed on to the project sponsor or others responsible for seeing them through. A le of all project notes appropriately archived, probably in the hands of the customer manager or sponsor, and proper disposal of other documents.
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CHAPTER 9 Transition to Production
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Tools for the Transition Stage
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In this section, we o er three tools that were mentioned above: the known problems and issues tracking document; the pilot test lessons learned document; and a method for creating an accurate test schedule.
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KNOWN PROBLEMS AND ISSUES
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The known problems and issues tracking document is an excellent tool for any project in transition to production and also for any time when there is a crisis or a lot is happening all at once and we are not sure what is going on. I created it during one project s transition stage. I already had a to-do list, but it just was not working: I was not keeping up with all that was going on. I evaluated the to-do list and I realized that it did not work because it did not re ect the di erent types of tasks of which I needed to keep track. So I created a separate category for each type of task, and a di erent table to track the information needed to manage that type of task. You can build your own open issues tracking document using a word processor or spreadsheet. For each item, include an initial entry date, a deliverable, the person who will do the work, and a delivery date. You can set up six sections, one to track each of the following types of items:  Decisions still to be made. Track what the question is, who should decide, and what should be delivered with the answer.  Recently resolved decisions. Track who should be informed and what actions should be taken.  Work that needs to be done. Track the deliverable. This is for items where the job is de ned and you can estimate how long the work will take.  Problems that need to be solved. This is for items where you need to do diagnosis, and you do not know exactly what work will be done or how long it will take.  Documentation that needs to be changed. Track the document, the part that needs changing, and what the change is.  Information that needs to be gathered. Sometimes, work gets stopped because information is missing. Identify the missing item, and to whom the information should be delivered.
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