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To: From: Date: Re:

Professor Roger Aucoin Nate Lindstrom 03/2628/2011 Project Plan

Dear Professor, First, my sincere apologies for the lateness of this assignment. A major family event on the far coast of the United States happening in concurrence with my starting a new job conspired to consume far more of my time than I reasonably expected. In keeping with the assignment, I am submitting the enclosed document entitled Project Plan. The purpose of this document is to provide details surrounding the overall project plan, the resources and personnel involved, and perhaps most importantly, how information about the project and its progress is to be communicated with all involved. I hope the enclosed document meets with your expectations. Respectfully, Nate Lindstrom

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Project Plan
Table of Contents
Executive Summary ............................................................................................................................... 43 Objectives.............................................................................................................................................. 54 General Approach.................................................................................................................................. 65 Contractual Aspects ............................................................................................................................... 76 Schedule ................................................................................................................................................ 87 Resources ............................................................................................................................................ 109 IT Operations ................................................................................................................................... 109 Release Engineering ......................................................................................................................... 109 Employee Development ................................................................................................................... 109 Program Management ..................................................................................................................... 109 Personnel .......................................................................................................................................... 1110 RACI Chart ..................................................................................................................................... 1110 Communication ............................................................................................................................. 1110 Risk Management Plans ..................................................................................................................... 1211 Server hardware not delivered on schedule ................................................................................... 1211 Data loss occurs during systems migration ..................................................................................... 1211 Data corruption occurs during systems migration .......................................................................... 1211 A key resource becomes unavailable for an assigned task .............................................................. 1211 Power or connectivity is lost during a critical task .......................................................................... 1211 Training ............................................................................................................................................. 1312 Quality Control .................................................................................................................................. 1413 Project Evaluation Methods ............................................................................................................... 1514 Appendix A ........................................................................................................................................ 1615 Work Breakdown Structure............................................................................................................ 1615 Bibliography ...................................................................................................................................... 1716 Executive Summary ................................................................................................................................. 3 Objectives................................................................................................................................................ 4 General Approach.................................................................................................................................... 5
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Lindstrom 3 Contractual Aspects ................................................................................................................................. 6 Schedule .................................................................................................................................................. 7 Resources ................................................................................................................................................ 9 IT Operations ....................................................................................................................................... 9 Release Engineering ............................................................................................................................. 9 Employee Development ....................................................................................................................... 9 Program Management ......................................................................................................................... 9 Personnel .............................................................................................................................................. 10 RACI Chart ......................................................................................................................................... 10 Communication ................................................................................................................................. 10 Risk Management Plans ......................................................................................................................... 11 Evaluation Methods............................................................................................................................... 12 Appendix A ............................................................................................................................................ 13 Work Breakdown Structure................................................................................................................ 13 Bibliography .......................................................................................................................................... 14
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Executive Summary
The document provides the managerial, procedural, and communicative aspects needed to successfully execute the project to replace Yahoo! s existing trouble ticket system and existing wiki documentation repository with Atlassian JIRA and Confluence. Due to the scale of the existing solutions, and the number of users who depend upon them, their replacement is not a trivial undertaking. Nevertheless, moving Yahoo! to the Atlassian platform will be more than repaid through gains in reliability, performance, and user satisfaction.

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Objectives
This project is to replace the existing ticket and documentation systems with Atlassian JIRA and Confluence. The current systems don t work well together, are rapidly aging into obsolescence, and are staggering under the load of supporting Yahoo! s continued growth. Atlassian JIRA, an enterprise trouble ticketing system, and Atlassian Confluence, an enterprise wiki documentation system, will support Yahoo! in continuing to reach our business goals. This project will also ensure the complete migration of all existing information from the old systems to the new, thus ensuring a seamless user experience.

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General Approach
As the company does not have a formal project management approach, an informal method loosely based on the waterfall method will be employed for this project. Team members who are involved in the project will meet in a brief, fifteen-minute stand-up meeting each morning, and the PM will be present to review task assignments for the day. Daily progress will be communicated to the PM via email on a semi-daily basis, with all status updates for the week due by 4 PM Friday. The PM is also responsible for sending out a weekly progress report email by 6 PM Friday.

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Contractual Aspects
The following contracts will be entered into as a result of this project: Second Party Atlassian Assets JIRA software support Details Six business hour support response time, Monday through Friday, for issues reported via email or phone. Updates and security fixes provided for a period of one year from date of purchase. Six business hour support response time, Monday through Friday, for issues reported via email or phone. Updates and security fixes provided for a period of one year from date of purchase. Four hour support response time, 24x7x365, for issues reported via email or phone. Updates and security fixes provided for a period of two years from date of purchase. Equipment delivery date guaranteed after receipt of purchase order. Equipment warrantied to be free of defects for 90 days from date of delivery. Defects result in whole-unit replacement. Six hour onsite response, 24x7x365, for all hardware issues for a period of three years from date of delivery. Parts and labor fully covered under this support agreement.

Atlassian Atlassian

JIRA software updates Confluence software support

Atlassian Red Hat Red Hat Dell Dell

Confluence software updates Enterprise Linux support Enterprise Linux updates Server hardware delivery Server hardware warranty

Dell

Server hardware support

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Schedule
Task Planning Phase Develop vendor selection criteria Develop hardware allocation strategy Determine data center space and power needs Create communication to announce legacy system freeze Announce legacy system freeze Schedule user training days Reserve conference rooms and projector equipment Send out calendar invites for user training days Send out calendar invites for project post-mortem meeting Procurement Phase Select vendors to contact for quotes Submit RFQs to selected vendors Gather quotes from selected vendors Evaluate quotes from selected vendors Finalize purchase selections Submit purchase orders to vendors Request data center space allocation Take delivery of hardware and software Deployment Phase Assemble and configure hardware Install hardware in data center racks Cable, connect, and power on hardware Install operating system on servers Install MySQL on database servers Install Atlassian JIRA on application servers Install Atlassian Confluence on application servers Configure MySQL, Atlassian JIRA and Confluence Configure backup of database and application servers Validate database, application, and backup configurations Migration Phase Freeze existing data within legacy system Backup existing data from legacy system Verify backup of existing data Import legacy data into Atlassian Confluence Import legacy data into Atlassian JIRA Validate imported data Duration 10 days 2 days 2 days 1 day 1 day 1 hr 1.13 days 1 hr 1 hr 1 hr 10 days 1 day 1 day 1 day 1 day 4 hrs 1 hr 1 hr 1 wk 5 days 1 day 4 hrs 4 hrs 2 hrs 1 hr 2 hrs 2 hrs 0.33 days 2 hrs 1 hr 10 days 1 hr 6 hrs 4 hrs 2 days 2 days 1 day Start Mon 5/2/11 Mon 5/2/11 Mon 5/2/11 Mon 5/2/11 Thu 5/5/11 Fri 5/6/11 Wed 5/4/11 Wed 5/4/11 Fri 5/6/11 Fri 5/6/11 Mon 5/16/11 Mon 5/16/11 Tue 5/17/11 Wed 5/18/11 Thu 5/19/11 Fri 5/20/11 Fri 5/20/11 Fri 5/20/11 Fri 5/20/11 Mon 5/30/11 Mon 5/30/11 Tue 5/31/11 Tue 5/31/11 Wed 6/1/11 Wed 6/1/11 Wed 6/1/11 Wed 6/1/11 Wed 6/1/11 Wed 6/1/11 Thu 6/2/11 Mon 6/6/11 Mon 6/6/11 Mon 6/6/11 Mon 6/6/11 Thu 6/9/11 Tue 6/7/11 Mon 6/13/11 Finish Fri 5/13/11 Tue 5/3/11 Tue 5/3/11 Mon 5/2/11 Fri 5/6/11 Fri 5/6/11 Thu 5/5/11 Wed 5/4/11 Fri 5/6/11 Fri 5/6/11 Fri 5/27/11 Mon 5/16/11 Tue 5/17/11 Wed 5/18/11 Thu 5/19/11 Fri 5/20/11 Fri 5/20/11 Fri 5/20/11 Fri 5/27/11 Fri 6/3/11 Mon 5/30/11 Tue 5/31/11 Tue 5/31/11 Wed 6/1/11 Wed 6/1/11 Wed 6/1/11 Wed 6/1/11 Wed 6/1/11 Thu 6/2/11 Thu 6/2/11 Fri 6/17/11 Mon 6/6/11 Mon 6/6/11 Tue 6/7/11 Mon 6/13/11 Thu 6/9/11 Tue 6/14/11

Lindstrom 9 Establish URL redirects to forward users to new systems Validation Phase Spot-check Atlassian Confluence pages against legacy data Spot-check Atlassian JIRA tickets against legacy data Verify that wiki-to-ticket links were preserved Verify that ticket-to-wiki links were preserved User Training Phase Conduct user training day 1 Conduct user training day 2 Conduct user training day 3 Conduct user training day 4 Conduct training for remote/telecommute users Closure Phase Power down legacy hardware Remove legacy equipment from data center Review project milestone successes and failures Review project date successes and failures Review project budget successes and failures Hold project post-mortem meeting Create and publish overall project post-mortem report 1 hr 5 days 2 days 2 days 1 day 1 day 5 days 1 day 1 day 1 day 1 day 1 day 3 days 1 hr 1 day 4 hrs 2 hrs 2 hrs 4 hrs 1 day Tue 6/14/11 Mon 6/20/11 Mon 6/20/11 Wed 6/22/11 Mon 6/20/11 Fri 6/24/11 Mon 6/27/11 Tue 6/28/11 Wed 6/29/11 Thu 6/30/11 Fri 7/1/11 Mon 6/27/11 Tue 7/5/11 Tue 7/5/11 Tue 7/5/11 Tue 7/5/11 Tue 7/5/11 Tue 7/5/11 Tue 7/5/11 Wed 7/6/11 Tue 6/14/11 Fri 6/24/11 Tue 6/21/11 Thu 6/23/11 Mon 6/20/11 Fri 6/24/11 Fri 7/1/11 Tue 6/28/11 Wed 6/29/11 Thu 6/30/11 Fri 7/1/11 Mon 6/27/11 Thu 7/7/11 Tue 7/5/11 Wed 7/6/11 Tue 7/5/11 Tue 7/5/11 Tue 7/5/11 Wed 7/6/11 Thu 7/7/11

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Resources
IT Operations
y y y y Alan Factor (system administrator) Chuck Sumner (system administrator) Brian Mays (database administrator) Michael DeGiovanni (NOC engineer)

Release Engineering
y Enamari Roque-Vizzini (release manager)

Employee Development
y Chander Kant (trainer)

Program Management
y Nate Lindstrom (project manager)

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Personnel
RACI Chart
Corporate Management A I I I I I A Employee Development C I I I I R I Program Management R A A A A A R

Planning Procurement Deployment Migration Validation Training Closure

C R R C C I C

Key: y y y y R: Responsible A: Accountable C: Consulted I: Informed

Communication
What Project kickoff meeting Project post-mortem meeting Stand-up meeting Status meeting Status meeting minutes email Milestone completion announcement emails Change request notification emails Change advisory board meeting Adverse events communication emails When At project start At project end Weekdays Fridays Fridays As needed As needed Tuesdays as needed As needed

Release Engineering C I C R R I C

IT Operations

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Risk Management Plans
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Server hardware not delivered on schedule
Likelihood Severity Mitigation Trigger Low. The vendor has an excellent track record of providing on-time deliveries. High. All subsequent phases of the project are gated by this deliverable. Allocate hardware away from other sites or services on an emergency basis. Notification from the vendor that the shipment date has slipped or been missed.
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Data loss occurs during systems migration
Likelihood Severity Mitigation Trigger Low. There will be extensive verification and quality controls in place. Low. Missing data can be restored on a very granular basis in a short timeframe. Restore the missing data from the original system to the new system. User reports missing data.
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Data corruption occurs during systems migration
Likelihood Severity Mitigation Trigger Moderate. There will be controls in place, but corruption is more likely than loss. Low. Corrupt data can be overwritten with good data restored from the original system. Overwrite the corrupt data with data from the original system. User reports corrupt data.
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A key resource becomes unavailable for an assigned task
Likelihood Severity Mitigation Trigger Low. The triggering event is extremely unlikely. High. Project timelines can quickly slip if work stalls due to an unavailable resource. Depending on the task, another resource may be able to cover for the missing resource. An unanticipated business event which requires a resource be quickly reassigned.
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Power or connectivity is lost during a critical task
Likelihood Low. Both power and connectivity in the data center have an SLA for 99.99% uptime. Severity High. Project timelines can slip severely if an event occurs during a critical task. Mitigation None. Work will be stopped until the power or connectivity is restored. Trigger Loss of power or connectivity. Project slippage or delays, except during the Migration Phase, pose little risk while dates may have to shift, there is no business impact. However, delays encountered during the Migration Phase will have significant business impact, as the time window during which existing ticketing and documentation systems are unavailable will need to be extended. In an effort at mitigating this risk, time budgeted to the tasks within the Migration Phase has been increased by a factor of 50%.

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Training
The level of success enjoyed in training the users on the new Confluence and JIRA systems will directly influence the overall level of success in this project. Put another way, if the users are unsure of the new solution, or able to only use it in a faltering manner, then even if this project came in ahead of schedule and under budget it will not have been successful. To help insure that the training is of the highest possible quality and effectiveness, an experienced private consultant, Chander Kant, has been retained. His company, Linux Certified, is an industry leader in providing comprehensive training services to companies ranging from Unocal 76 to Kaiser Permanente to Symantec. The training curriculum will be carefully tailored to the specific audience at Yahoo!, which is a mix of highly technical engineers and less technical but still far more computersavvy than the average employee project managers, IT managers, and customer service experts. The curriculum is designed to build on itself, one day after the previous, drilling into increasing feature depth and technical detail as the course progresses. But until most multi-day courses, only the first day is mandatory for employees after the first day, an employee is welcome to attend as many classes as he or she desires until they are satisfied in their level of understanding. The training sessions will be recorded, and available for watching on-demand, streamed over the local network, anytime an employee wishes to refresh his or her memory of the training. These videos will also be made available to new hires as part of the onboarding process, helping to familiarize new employees who are joining Yahoo! without prior Confluence or JIRA experience.
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Quality Control
To know that you have achieved success first requires that you define it. In order to understand the impact of the new system on its users, the following quality control measures will be implemented both immediately after and in the months following the conclusion of this project. y Virtual suggestions and comments box: a website URL will be published to the entire organization which will allow users to leave suggestions, complaints, comments, or compliments regarding the new system. It will provide for both self-identifying and anonymous comments. Monthly surveys for the first quarter: for the first three months following the conclusion of this project, an electronic survey will be sent to all users, and the results tabulated and shared with management. It will contain questions such as, Do you find the new system more or less easy to use than the old one? and True or false: creating a new ticket takes less time than it did before. Quarterly surveys: a quarterly survey (consisting largely of the same questions as the initial monthly survey) will be sent out after the initial three-month period for the first year, and then will be rolled up into the existing quarterly IT services survey. Quarterly innovation award: in keeping with the existing employee awards program at Yahoo!, a new award will be created and given on a quarterly basis to a user who best demonstrates making use of Confluence and JIRA in innovative and time-saving ways. This award will be called The Golden Ticket and will be accompanied by a $100 American Express gift card. The winner s innovation or solution will be showcased on the company Intranet homepage, and will receive mention at the follow quarter s all-hands meeting.
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y

y

y

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Project Evaluation Methods
The primary methods which will be employed to evaluate the overall success of this project are as follows: y y y y y Did total costs come in at or below the budgeted total costs? Did individual costs for each vendor come in at or below those budgeted for each vendor? Were all tasks accomplished within the scheduled task duration? Did the migrated data pass all consistency checks? Did any unexpected issues arise during the project, and if so, how were they handled?

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Appendix A
Work Breakdown Structure

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Bibliography
Atlassian Pty Ltd. Atlassian Collaborative Software. n.d. 06 02 2011 <http://www.atlassian.com/>. Cisco Corporation. Enterprise Networking Products & Services. n.d. 06 02 2011 <http://www.cisco.com/en/US/products/hw/switches/index.html>. Dell Corporation. Enterprise Servers, Storage and Networking. n.d. 06 02 2011 <http://www.dell.com/us/business/p/enterprise-products>. McMurrey, David. Brooklyn College of New York: Technical Writing. n.d. 06 02 2011 <http://www.io.com/~hcexres/textbook/otherep.html>. Meredith, Jack and Samuel Mantel. Project Management: A Managerial Approach. NJ: Wiley & Sons, 2009. Project Management Institute. A Guide to the Project Management Body of Knowledge. PA: Project Management Institute, 2008.

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