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System Implement
System Implement
6 SYSTEM IMPLEMENTATION
Purpose
List of Processes
Figure 6-1
Deploy
System
Validate
Data Initialization
and Conversion
Data
Validation Transition to
Results Performing
Organization
Test,
Identify, Acceptance
Evaluate, Test
React Results
(TIER)
Refine
Supporting
Materials
Revised User/
Training Materials
Revised Technical
Documentation
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List of Roles
List of Deliverables
Figure 6-2
Purpose
Description
More than at any other point in the project, the Project Manager must plan for failure,
and must have a defined set of contingency plans to be executed in the event of a
problem encountered during deployment. Stakeholders and all key decision-makers must
clearly understand and agree to the various “go/no go” criteria by which decisions will be made
whether or not to proceed with the deployment. In the event of a failure, time lost as a result
of an ill-defined course of action can be costly not only in terms of Project Budget, but equal-
ly important, in terms of Customer and Consumer confidence.
Purpose
Description
Depending upon the environment or the type of system being implemented, this
phase may also warrant additional activities including ‘sunsetting’ (retiring) any related
legacy systems, executing parallel runs, and managing external communications.
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When it comes to training, sometimes the timing of the training can be as important as
the content. Conducting the training after the system has been rolled out to the
Consumers may cause them to form poor perceptions of the system, simply due to the difficul-
ties associated with an unnecessarily lengthy learning curve. Similarly, holding the training ses-
sions too far in advance of the deployment presents Consumers with the challenge of having to
recall what was taught, again leading to possible frustration and unhappiness with the system.
Ideally, there will be no aspect of the implementation that was not previously tested
during System Acceptance. Whether or not this is true, there is always the possibility
that routines or utilities that worked properly in one environment may not work identically in
another. With this in mind, the Project Team should always validate the success of each step
of the deployment, and wherever possible, should take appropriate steps to enable the team
to “fall back” to a prior state should the severity of a problem warrant such an action.
One effective way to gauge the use and acceptance of the system is for the Project
Team to maintain open communications channels with the Technical Support or Help
Desk operation, if one exists. This will provide a broader view of potential issues or sugges-
tions that can then be addressed proactively.
Figure 6-3 System Implementaion Considerations
186
System Development Lifecycle
Technical • Accessibility
Requirements • Encryption ✓Adherence to technology guidelines, regulations, and constraints.
✓Production environment (networking, infrastructure, internal/external Transition to
Impacts the • Hosting
• Environment hosting). Performing
System ✓Disaster/recovery procedures.
Infrastructure • Disaster Recovery Organization
Transitional • Data Conversion ✓Historical data cleansing, conversion, and import into the
Requirements • Release Validation new system.
• Documentation ✓Requirements associated with validation of the system prior
Impacts • Training
Implementation to release.
• Deployment ✓User/technical documentation, and supporting training materials.
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Purpose
Description
Measurements of Success
Figure 6-4
Prepare for System Has anyone verified that every Consumer has the
Implementation right level of system access and security?
Is there a checklist of all system components that
can be used to verify that all the right versions of
all components of the system are in the production
environment?
Do the managers of Technical Services and
Technical Support agree with your estimate of
extra work for their units associated with new
system deployment?
Deploy System Do your team members agree that their part of the
effort as outlined in the Project Implementation and
Transition Plan is reasonable and achievable?
Do the training evaluation forms filled out by
Consumers and Customers being trained in the
new system reflect scores equal or higher to those
anticipated in the Project Implementation and
Transition Plan?
Have you had to “freeze” or “fall back” in system
deployment activities no more than originally
anticipated in the deployment plan?
Is the volume of support calls within the range
originally anticipated in the deployment plan?
Transition to Performing Has the Performing Organization agreed to
Organization transition all of the remaining defects along with
the system itself?
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There are four main ways to roll out the new system. One – you
can do it all at once, deploying all parts of the system to all the
Consumers in one fell swoop. Two – you can deploy it piece-
meal, releasing some of the system today, a little bit more
tomorrow, taking it easy, rolling it out one part at a time. (That’s
what we’ll call “phased implementation.”) Three – you can
release the whole system in one shot, but only to a small group
of friendly users. Once you verify that your test community sur-
vived the experience, you roll the system to another group,
moving up the chain until you dare to expose your creation to
your harshest critics. That’s what we’ll call a “pilot”. Finally,
for very large and mission critical systems, you can do phased
implementation in a pilot mode – roll out parts of the system to
small groups.
Each approach has its pluses and minuses. Specifically for the
pilot, the advantages are lessened exposure and an extra
opportunity to test the system before releasing it to the world.
The great disadvantages are having to maintain and coordinate
two parallel processes, stretching out the deployment, and
tying up Project Team resources for an extra long time.
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