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Lesson 1:
Principles and Concepts
The principles behind the
deploying phase and how
they enable you to achieve
the deployment complete
milestone
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„
Treat deployment as an active
phase rather than an
analytical one
„
Act as a unified team
„
Manage change effectively
throughout the deployment
process
The team must be focused during deployment. To use an analogy, think about
archery. In the vision/scope approved milestone module, you learned about the
importance of knowing your target before you shoot. You can think of the
planning phase as being analogous to aiming the arrow, and development as
being like pulling the arrow back and releasing it. Deployment, then, is the path
of the arrow in flight toward the target. Looking at it this way, you would
obviously find it difficult to change the course of the arrow in midflight. It is
therefore important that you aim the arrow appropriately before releasing it.
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„
Use parallelism to reduce the
time to completion
„
Add resources to the team as
appropriate and feasible
„
Ensure that teams have
direction and purpose
During deployment, teams often use parallelism to save time and drive the
solution to completion faster. Parallelism is when different parts of the solution
are implemented simultaneously. For example, different team members could
work to deploy the solution at different sites in parallel.
The team may find it appropriate at this time to staff the deployment with
additional resources. These individuals will typically be more service-oriented
than the team members filling the architecturally focused roles that designed the
solution. These resources are often less expensive than other members of the
team, as they do not need to have the same level of in-depth experience as the
core team members. Adding new members can enable the team to deploy the
solution faster than they otherwise could by allowing the core members to focus
on stabilizing the solution and closing out the project.
As always, team members must work toward their goals with direction and
purpose. Logistics management must ensure that parallel teams coordinate their
efforts and fully incorporate any new team members.
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Change is often external to and
independent of planning a project
„
Deployment may represent the
longest part of the process model
in infrastructure projects
„
Implementing change during
deployment may represent high
risk and cost
Despite the best-laid plans of any team, change is inevitable. Dealing with
change poorly during deployment can turn a minor obstacle into a cataclysmic
event that affects the entire project. In general, the team should manage change
proactively by dealing with it head-on. One way to facilitate this approach is to
maintain the same level of discipline the team used during the previous phases.
This is best accomplished by keeping the change management processes used
during development intact rather than dismantling them during deployment.
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Type of Change
Internal
External
Examples
Scope creep
Design flaws
Changing business
requirements
New product
releases
Service packs
Changing business
climate
Sources
Customer
Team
Users
Vendors
Suppliers
Environment
Change can be categorized as internal and external in relation to the project and
the customer. Furthermore, these types of change introduce different types of
risk, and you should manage them differently.
It is important to recognize that change often originates from external sources
that are beyond the sphere of influence for the team and/or the customer.
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Going back
„
Redirecting it
„
Delaying it
Resources
Features
Schedule
MSF Trade-off Triangle
There are many different ways to accommodate change. Remember that change
is often negotiable. The trade-off triangle is an invaluable tool for
understanding both the impact and options in relation to change management.
It is the job of the product manager to communicate the risk to the customer and
present the team’s recommended course of action, and to reach agreement with
the customer on the action to take. In some cases, the product manager may
need to provide context and other information to help the customer understand
the value and the implications (that is, risk) of making the change.
Strategies for managing change include:
„
Going back. Stop and go back to planning or developing activities. This is
often necessary for design change requests or design errors.
„
Redirecting it. Use a different vehicle to implement the change. For
example, plan to deliver a service pack to desktops as a support procedure
rather than changing the load set.
„
Delaying it. Implement the change in the next version. This is often an
effective way to synchronize project and product release cycles.
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Freezing the design
„
Versioned releases
„
Risk management
„
Trade-off triangle
MSF principles relevant to change management during deployment include:
„
Freezing the design. The design should be frozen by the time the team
begins deploying the solution. Late changes in design or implementation are
usually very expensive.: Unfreezing the design for any reason requires
stepping backward and effectively “throwing away” some amount of effort,
which represents an unbudgeted expenditure.
„
Versioned releases. Versioning generally provides the best method for
managing change during deployment.
„
Risk management. Change requests represent risk and should be treated as
such.
„
Trade-off triangle. The trade-off triangle is a good tool to use to
communicate the impact of change to the customer. It becomes the
customer’s decision whether to implement the change at the cost of time or
resources, or to defer the change to a later release.
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Activit
y
„
Using the Electronics Source Corporation project
scenario as a guide, list some change control
issues the project team might face
„
Present your results to the class
Refer to the lab manual for instructions on completing this activity.
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Lesson 2:
Deploying Phase Outline
The organization of the
deploying phase and the
milestones and deliverables
that must be achieved
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A stable solution
that addresses
all major
issues
„
Transition
of operations
and support to
the customer
„
Achievement of the
success criteria
„
Project closure
Deployment Complete
Milestone
Agreement on
Release
Vision/Scope
Approved
Project Plan
Approved
Deployment
Complete
The final milestone marks a significant point in the project. By this point, the
deployed solution should be providing the expected business value to the
customer, and the team should have effectively shut down the processes and
activities it employed to reach this goal.
The customer must agree that the team has met its objectives before it can
declare the solution to be in production and close out the project. This requires
a stable solution as well as clearly stated success criteria. In order for the
solution to be considered stable, appropriate operations and support systems
must be in place.
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