Transition Plan + reflection

3. Risks During ImplementationThis section outlines the potential risks during the implementation phase of the project and the strategies that will be put in place to manage those risks.Potential Risks Strategies to Manage Risks and/or Contingency Plans4. Transition ScheduleThe following table should include the key tasks and milestones for the transition, such as testing and verification activities, training activities, system and/or data back-ups, hand-off(s), communications to client and end users, transition reviews, etc.Activity/MilestoneWho is responsibleTimeframe5. Further Recommendations (including financial implications)——-Feedback on team dynamics:1. How effectively did your group work?2. Were the behaviors of any of your team members particularly valuable or detrimental to the team? Explain.3. What did you learn about working in a group from this project that you will carry into your next group experience?Adapted from a peer evaluation form developed at Johns Hopkins University (October, 2006)
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7173/6678 System Project and Quality Management
University of Canberra
SPQM Individual Project Reflections
To pass SPQM, you will need to maintain a diary during the semester. You will be assessed
based on the regularity of entries and the quality of your insights.
• You may like to make an entry after every lecture / tutorial / group meeting but at a
minimum you should try to make an entry at least once per week.
•
Do your best to make it a diary of ‘reflections’ i.e. don’t just record what happened.
Focus on your personal insights into project management and team work, the things
that surprise you, why things happened and what you might do better next time.
•
You can use online blog or other media to record your entries, yet it should be
eventually submitted in a Word file for marking.
The individual reflections should include a filled peer evaluation from for the group
work. The form is attached in the assignment instruction. The final result of an individual
student may be adjusted according to the peer evaluations done by other members of
the team.
This set of reflections will be submitted by Friday of Week 12, and marked afterwards.
•
•
Individual project reflection is an individual assessment and carries 10 marks (10% weighting).
7173/6678 System Project and Quality Management
University of Canberra
Peer Evaluation Form for Group Work
Your name ___________ Your team name_________________
Day of your tutorial____________
Write the name of each of your group members (excluding yourself) in a separate column. For each
person, indicate the extent to which you agree with the statement on the left, using a scale of 1-4
(1=strongly disagree; 2=disagree; 3=agree; 4=strongly agree). Total the numbers in each column.
Evaluation Criteria
Group member:
Group member:
Group member:
Attends group meetings
regularly and arrives on time.
Contributes meaningfully to
group discussions.
Completes group assignments
on time.
Prepares work in a quality
manner.
Demonstrates a cooperative
and supportive attitude.
Contributes significantly to the
success of the project.
TOTALS
Feedback on team dynamics:
1. How effectively did your group work?
2. Were the behaviors of any of your team members particularly valuable or detrimental to the team?
Explain.
3. What did you learn about working in a group from this project that you will carry into your next
group experience?
Adapted from a peer evaluation form developed at Johns Hopkins University (October, 2006)
Project Change Management,
Project Implementation, and
Transition Planning
Dr.Xiaohui Zhao (B.Eng., M.Eng., Ph.D)
CRICOS #00212K
Contents
•
•
•
•
Intro to project change control
Sources of changes
Change control process
Change board
• Project implementation plans
• Transition planning
CRICOS #00212K
Managing project change
• Avg. software project has 25% change in
requirements during development
• Sources of change
• Marketing: want to meet customer’s check-list
• Developers: want to perfect deficiencies
• Users: want more functionality or now ‘know’ what they
want
• They will all try to ‘insert’ these during dev.
CRICOS #00212K
Managed versus unmanaged change
Unmanaged change
• Time invested in the
backend
• Effort expended in
– Rework
– Compliance
– Supervision
• Resources used
– Senior management and
key players
Managed Change
• Time invested in front end
• Effort expended in
– Education
– Communication
– Planning
• Resources Used
– Internal stakeholders
– Suppliers
– Customers
CRICOS #00212K
Observations about changes in projects
•
•
•
•
Project is not critical
Longer project life span
Political changes
Other factors behind project change
– Government regulations
– Management
• Management turnover
• Direction change
• Scope expansion
– Vendor or supplier
– Business units and processes
• Now want changes
• Address more transactions and work
• Management turnover
CRICOS #00212K
Project Changes
Definition
• Any modification to the expected outcomes or
management of a project.
Communications
Human
Resources
Procurement
Integration
Quality
Scope
Risk
Cost
Time
6
CRICOS #00212K
Scope changes
• Internal Deliverables
– MOM – Change in Method/Operation/Measure
– Change in staff and skills
• External Deliverables
– More, less, sooner, later…
• Change Model Classes?
– Extreme, Major, Medium, Minor
• Impacts
– Earlier changes are easier
– Later changes capture higher cost.
CRICOS #00212K
Effects of change
• Late changes have a ripple effect on the
project’s design, code, testing, customer
support, training, configuration management,
personnel assignments, management and staff
communications, planning and tracking and
ultimately on the schedule, budget and product
quality
• Changes typically cost anywhere from 50 to 200
times less if they are made at requirements time
rather than at during construction or
maintenance phases
CRICOS #00212K
Controlling software change
• Late changes in requirements are often the major factor
in what are termed “software project disasters”
• E.g. late delivery of baggage handling software cost
Denver airport $1.1 million a day for months in 1983.
Contractor had to deal with $20 million worth of late
changes
• Although the need to control changes is widely
acknowledged the practice can be very different
• The lack of change control is often not recognised as the
problem
• E.g. “The software was late and far over budget, in fact it
almost didn’t make it out the door. And it bore little
resemblance to the original plans…..Most softwaredevelopment planning stinks”
CRICOS #00212K
Scope Changes – Impact Levels
Category
Proposed Action
Low (1-3)
Project teams solves without
stakeholder intervention
Medium (4-7)
Impacts stakeholder expectations but
does not threaten overall execution.
Approval of key stakeholders required.
High (8-10)
Impacts project execution. All key
stakeholders involved meet within three
days of receiving change request
CRICOS #00212K
Change Control Process for Handling a
Change Request from the Client
Change
implementation
Update
service/product
Business
decision
Clients’
Manager
Negotiate
with
sponsor
PM
Sponsor
Analyse
impacts
Request
for Change
Problem
report or
enhancement
request
feasibility
review
Change
Log
Team
User
CRICOS #00212K
“To implement project changes based on the urgency and importance of the
need for change.”
• Question to ask management, business units, the team,
and suppliers.
–
–
–
–
–
–
–
–
What is the desired change.
What are the benefits of the change.
Can the change wait until the end of the project.
What is the degree of urgency of change.
What if the change is not made?
What else is there?
How did they get along without this change in the current work?
Why wasn’t the content of the change request discovered and
included in the requirements of the project?
– How would the benefits and impacts of the change be validated?
– What is the justification of and factors behind the change?
– Is the change request supported by the organisation?
CRICOS #00212K
Reasons for allowing change
• When customers don’t know what they want
• When you want to be responsive to the
customer
• When the market is changing rapidly
• When you want to give latitude to your
developers
CRICOS #00212K
Aims of change management
• Allow changes that help to produce the best
possible product in the time available. Disallow
all other changes
• Allow all parties that would be affected by a
proposed change to assess the schedule,
resource and product impacts of the change
• Notify parties on the periphery of the project of
each proposed change, its assessed impact and
whether it was accepted or rejected
• Provide an audit trail of decisions related to the
product content
CRICOS #00212K
PROJECT CHANGE REQUEST FORM
This Project Change Request Form must be completed to request approval for a significant business, technical or financial
change to the approved requirements in the original Project Plan. Please attach any supporting documentation that will be
helpful for the approval process.
Please submit the form to the Project Board Chairperson.
1. PROJECT DETAILS
Name of Project
Project ID
Project Manager
2. REQUEST DETAILS
Date of Request
Request No.
Name of Requestor
Project Position
3. CHANGE DETAILS
Project Category
Proposed Change
Reason for Variance
Scope
Time
Cost
Quality
Risk Management
Communications
Other (add cat. name)
4.
CHANGE JUSTIFICATION
Immediate
Priority
Essential
Urgent
High
Medium
Low
Intended
outcome(s)
Expected
benefit(s)
5. IMPACT OF CHANGE
List any important impact of the change(s) on the following aspects

Project deliverables
Scope (any rework or new work is required?)
Cost
Schedule
Quality
Resources
Risks associated with implementing the change
Risks associated with NOT implementing the change
Dependent project(s)
6. SUPPORTING DOCUMENTATION
Proposed project schedule, cost, resource allocation sheet, risk register, etc. if they are to be modified
because of the requested change.
CHANGE APPROVAL RESPONSE DETAILS
(To be completed by the project board chairperson
Approved (Yes/No)
Decision date
Decision made by
Decision reason
Resulting Action
CRICOS #00212K
Change board
• A change board typically consists of each party
who has a stake in the product’s development
• Each party should own the area it has control over
• The change board’s function is to analyse each
proposed change to see how the proposed change
will impact cost, schedule and features
• The activities of a change board are often referred
to as triage i.e. that a scarce resource is being
allocated and there is not enough of that resource
to go around
• Some changes will be included and others will nor
be included based on their overall importance to
the project
CRICOS #00212K
Change board
• A change board can group changes so
development can handle them in bundles
• Change boards are often unpopular and looked
upon as another layer of bureaucracy
• One of the reasons for the change board’s
unpopularity is that a properly functioning
change board will usually turn down more
requests than it approves
• An effective change board guarantees that the
consequences of each change are understood
before the change is made
CRICOS #00212K
Project Implementation, and
Transition Planning
CRICOS #00212K
Project Implementation
• Focuses on installing or delivering the project’s
major deliverable – the information system that
was built or purchased
• Three general tactical implementation plans:
– Direct cutover
– Parallel
– Phased
CRICOS #00212K
Project Implementation
Cutover
Phased
Parallel
CRICOS #00212K
Project Implementation
Direct Cutover
Parallel
Phased
Implementation can
be quick
Provides a safety net or
backup in case problems
are encountered during
implementation
Allows an organisation to
implement system modules
in different departments or
geographical locations
Can be risky if
system is not fully
tested
Can increase confidence in Experience with early
the new system when the
implementations make later
output of old system and
ones go more smoothly
new system is compared
Places more
pressure on the
project team
Takes longer and may cost
more than direct cutover
Takes longer and may cost
more than the direct cutover
Places more pressure on
the users of the system
Problems encountered
during early phases can
impact the overall
implementation schedule
CRICOS #00212K
Transition Planning for
Organisational Change
Management
CRICOS #00212K
Transition Planning
• Transition planning is to layout the
tasks/activities that need to take place to
efficiently deliver a project from the development
or pilot environment to the production,
operations and maintenance environment.
• A transition plan consists of
–
–
–
–
–
Transition team
Transition strategy (cutover, parallel, or phased)
Impact of the transition
Schedule of the transition
Contingency planning and risk mitigation
CRICOS #00212K
Transition schedule
• A detailed schedule for the selected transition strategy
should consider the following points:
– Logical work breakdown, key milestones and dependencies
during transition and deployment.
– Testing and verification activities.
– Specific (training) activities related to new and/or existing
equipment and/or software, including roles and responsibilities of
external vendors and internal resources.
– Systems and/or data back-up(s), conversion plans, etc.
– Hand-off(s) between developers, vendors, operational staff,
and/or technical support.
– Communication(s) to client and end-users: timing related to
unavailability, periodic status updates, and notification of
completion/system availability.
– Transition review to assess and document results of the
transition, defects found, correction actions to be taken, workaround(s) to be implemented, etc.
CRICOS #00212K
Training Plan
• In order to ensure that planned changes are
successful, a Training Plan should be developed
(can be embedded in the transition schedule
though). This plan should identify:
–
–
–
–
which groups or individuals require training
what are the training requirements
how, where and when it will be delivered
who will deliver the training
CRICOS #00212K
Homework and Tutorial This Week
• Homework
– Read chapter 5 and 11
– Read articles
• “Change Management Best Practices Guide”
• “CDC Unified Process Practice Guide – Change
Management”
• Tutorial this week
– Intro to Project change request form and Transition
Plan (VDE Template)
– Week 13 Presentation preparation (reference
template)
CRICOS #00212K
Week 13 Presentation
Preparation
How to give a short yet impressive
presentation?
CRICOS #00212K
• Do not read text word by word
• Highlight the key points and elaborate the most
valuable ones
• Ignore some over-obvious/general content, and
focus on introducing your special/unique work
• Use pictures/diagrams for complex content
• Keep in mind the consistency among topics
CRICOS #00212K
Reference structure for the
presentation
CRICOS #00212K
Project
Basics
Req. &
Scope
Governanc Schedule
e & Comm.
• Project Team
• Project Client
• Project Background
Resource
& Budget
Transition
Quality
Risk
Company
logos
– Org strategies
– Main issues/expectations
• Value Proposition may go here if appropriate
– Unique Selling points of your team/company
– If they are related to the organisational strategies
CRICOS #00212K
Project
Basics
Req. &
Scope
Governanc Schedule
e & Comm.
Resource
& Budget
Transition
Quality
Risk
• Summarised Business Requirements, Functional
Requirements and non-Functional Requirements
(Highlight the important ones only)
• Project Scope
– In-Scope
– Out-of-Scope
– Project success measure (outcomes)
• VP may go here if appropriate
– Eg. If you claim your solution has a vey friendly UI,
give a screenshot of the UI, and possibly a forecast of
how much time you can save the users.
CRICOS #00212K
Project
Basics
Req. &
Scope
Governanc Schedule
e & Comm.
• Governance Structure
Diagram
Resource
& Budget
Transition
Risk
Quality
• Communication plan
table
– Verbally explain how the
communication plan helps
project governance, and
the communication with
other stakeholders (like
user groups, etc.)
If your VP is about better stakeholder engagement, it may go here.
CRICOS #00212K
Project
Basics
Req. &
Scope
Governanc Schedule
e & Comm.
Resource
& Budget
Transition
Quality
Risk
• Your Gantt Chart goes here (make sure it is clearly readable)
•
Verbally explain some key activities, milestones in the chart, parallelism
scheduling strategy, etc.
CRICOS #00212K
Project
Basics
Req. &
Scope
Governanc Schedule
e & Comm.
Resource
& Budget
Transition
Quality
Risk
• Resource report (or chart) and Budget report (or
chart) from MS Project
Chart Title
6
5
4
3
2
1
0
Series 1
Series 2
Series 3
CRICOS #00212K
Project
Basics
Req. &
Scope
Governanc Schedule
e & Comm.
Resource
& Budget
Transition
Quality
Risk
• Transition Plan
– May use a timeline chart to show the steps to
implement the new system (phased GoLive)
• Not the plan for the whole project
• Focus on the transition related activities
– Any details of training schedule, contingency plan
CRICOS #00212K
Project
Basics
Req. &
Scope
Governanc Schedule
e & Comm.
Resource
& Budget
Transition
Quality
Risk
• Quality activities and metrics
– Highlight why they will be effective to this project.
CRICOS #00212K
Project
Basics
Req. &
Scope
Governanc Schedule
e & Comm.
Resource
& Budget
Transition
Quality
Risk
Risk Matrix
Table showing selected risks and
corresponding treatment strategies.
May give a further discussion on the high priority risks.
CRICOS #00212K
Transition Plan
[Project Name]
The purpose of this document is to:
?
•
plan the transition of the project to business as
usual, on-going operation or another project
phase;
•
encourage more disciplined thinking about the
ongoing roles and activities needed to support
the project’s outcomes following its’ closure;
•
encourage early thinking and planning about
the future of the project’s outputs following
project closure;
•
involve staff who will have responsibility for
operationalising and implementing any of the
projects deliverables following its closure; and
•
ensure that DEECD reduces the number of
project outputs that are not used.
Name and Title
Phone
Prepared by
Project Manager
[Name]
[Title]
[Phone]
Approved by
Project
Sponsor/Board
[Name]
[Title]
[Phone]
Accepted by work
[Name]
unit(s) responsible
[Title]
for implementation/
ongoing maintenance
[Phone]
Signature
Please consider the environment before printing this document use double sided printing if you must print
Date
1. Accountability For Implementation and Beyond
•
•
Has the Project Team consulted and engaged with the work units that will have
responsibility for ongoing work post project closure? Do these work units understand
and accept their future roles and accountabilities as they relate to implementation
and/or maintenance of project outputs?
What are the financial and staff resource implications associated with ongoing
implementation and/or maintenance of the project outputs and have these matters
been resolved with the responsible work units?
2. Transition Strategy and Impact
First describe what the transition is about, and then identify which transition strategy
(out of cutover, parallel and phased transitions) you are going to use, as well as the
estimate time frames..
Describe how the transition is expected to impact other systems, the network, staff,
external users, etc.
3. Risks During Implementation
This section outlines the potential risks during the implementation phase of the
project and the strategies that will be put in place to manage those risks.
Potential Risks
Strategies to Manage Risks and/or
Contingency Plans
4. Transition Schedule
The following table should include the key tasks and milestones for the transition, such as
testing and verification activities, training activities, system and/or data back-ups, handoff(s), communications to client and end users, transition reviews, etc.
Activity/Milestone
Who is responsible
5. Further Recommendations (including financial implications)
Timeframe

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