From Open Sustainability
Activity: Evaluation and Launch
Objective
The Evaluation and Launch activity encompasses transferring production processing from the existing system to the new system and cutting over system operations and support from the project team to the client operations personnel. The initial focus is on validating that all aspects of the system, the hardware, applications, data and organisation, are ready for rollout. This includes the establishment of a contingency plan for possible rollout complications in any of the previously identified areas.
Major Deliverables
Tasks
Conduct Final User Acceptance Test (UAT)
Objective:
The user population should run through a complete test cycle to ensure that all programs and procedures are in place to ensure normal operations. The results should be documented in writing to validate that start-up operations are ready to begin. This should only be done as a final user acceptance test before going live – users should be very familiar with the system by this time and would have already voiced any concerns around functionality gaps.
Input:
- Trained Users
- Trained Operations Staff
- Deployed Production System
Output:
Prepare Staff for Cut-Over
Objective:
This task should create a forum to provide excitement, set final expectations and set the scene for feedback from the users. The specific sub-tasks include:
- Brief User Staff
- Brief Operations Staff
- Brief Project Team
- Finalise Conversion and Cut-over Plans
Input:
- Trained Users
- Trained Operations Staff
- Acceptance Test Results
Output:
Conduct Production Verification Testing (PVT)
Objective:
The purpose of PVT is to test that after performing deployment activities, the system operates in the expected manner from an end-user and operator perspective. PVT focuses on handing to the business a reliable and stable production environment.
In some cases, PVT may be broken into multiple steps, including testing after baseline implementation of hardware and software, testing after the historical data load and testing after automation components have been turned on. The deployment team is responsible for PVT.
Input:
- Deployed Production System
- Historical and Operational Data Loaded
- Turn on Automation Components and Load Incremental Data
Entry criteria for PVT typically include:
- Production approval for implementation received from Project team and stakeholders.
- All previous test levels successfully completed as per the exit criteria.
- No Severity 1 or 2 Defects outstanding.
- Agreed plans to resolve outstanding defects for Severity 3 & 4 defects
Output:
Exit criteria for PVT typically include:
- No Severity 1 or 2 issues raised in PVT.
- 100% of relevant requirements tested in production environment
- 100% signoff from related interfaces tested
- Any issues raised are logged in Production Support for resolution.
Launch New System
Objective:
Launching the new system includes initiating production operations and establishing support and tracking processes for resolving issues with the system, data and procedures. Communications and change management is a key aspect to the system launch. Once system processes are stabilised, operational functions are transitioned to the support team. System operations are monitored to identify improvement areas, which include:
- Functionality
- Performance
- Reliability
- Accuracy
- Usability
- Controls
- Operating costs
Input:
- User Procedures Manual
- Operations Procedures Manual
- Desk Procedures Manual
- Trained Users
- Trained Operations Staff
- Deployed Production System
- Data Loaded
- All automation components activated and running without human intervention
- Acceptance Test Results
- Staff Ready for Launch
Output:
Support the Transition
Objective:
Although the operational system has been rigorously tested and accepted by users, there is no substitute for the "live" working environment. It is important that all of the delivery team does not disperse immediately after deployment. Assessing, monitoring and tuning the new solution will not only assist in ensuring user acceptance, but will also give vital insight which can be used for subsequent increments. The sub-tasks include:
- Monitor and Fine-Tune New System
- Evaluate System Performance
- Review Organisational Impact
- Develop Recommendations
- Assist with Production Support
Continuous Improvement Activities specify detailed tasks on how the solution can be improved during the support phase.
Input:
Output:
- Working Operational System
Assess Compliance with Project Objectives
Objective:
Once the new system has been implemented and stabilized, the results are evaluated against defined the initial defined business objectives.
Input:
- Business Case
- Live Production System
Output:
Perform Post-Implementation Systems Performance Review
Objective:
Once the new system has been in operation for a period of time, the processing results should be reviewed. Certain performance improvements may be identified and developed to enhance operations. Results of these activities should be documented and integrated into the on-going iterative development process.
This task is particularly important to the incremental development process to ensure that the following increment is an improvement and is developed in a more efficient way. The sub-tasks include:
- Present Recommendations to Management
- Finalise Recommendations
- Present Results to Management
- Update Phase Documents
The Continuous Improvement Activities explicitly detail a number of these tasks.
Input:
- Live Production System
- Compliance Assessment
Output:
Core Supporting Assets
Yellow Flags
- Resources will key skills are no longer available to help with deployment
- Deployment issues on past increments
- Complex deployment requirements that have scenarios that have not been explicitly tested during Testing Activities
- A significant number of inconsistent viewpoints in post-implementation reviews
- Support phase does not encapsulate an upcoming complex scenario (e.g. generation of a major quarterly report, major data changes)
Key Resource Requirements
