CMGT 444: Implementation Plan

CMGT/445 Implementation Plan – Week 4
To file a bug report, see Slide 14. Forward completed bug report to QA

Project Stakeholders
• David Bartmess
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• Sr. Software Configuration Manager
• [e-mail]
Randy Allen
• Sr. Software Configuration Manager
• [e-mail]
Matthew McAdams
• Systems Engineer
• [e-mail]

Project Description
• The background of this project is that CCM, Inc., bought Procard, Inc., and is now looking to consolidate resources in the data server farms.
• All production and UAT (User Acceptance Testing) servers will move to the Atlanta Data Center and be hosted on hardware located there.
• The desired impact is to bring all servers into the same arena with the same equipment and cut back on employment
costs and ease the upgrades of all systems.

Measurable Organizational Value (MOV)
• The overall goal is to move the production and UAT servers to Atlanta and have them all serviced under the Data Center server and software umbrella.
• All elements of the project provide value to the organization, either through cost savings of maintaining separate server farms, to allowing for compatibility between servers and ease of bringing up new servers.
• The ROI should be reached within a couple years of the completion of the project.
The cost vs benefit is relatively small, since the cost savings in separate software package deals will bring the cost down and make it easier to maintain multiple servers. Project Scope
• What will be included in the scope of this project is:
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Upgrading all offsite servers and software to current specs (i.e., Windows Server 2008 R2).
Installing new virtual servers in Atlanta Data Center.
Submit requests for ACL’s for all server connectivity.
Performing Disaster Recovery functions on all new servers (i.e., install all necessary third-party software and configure appropriately).

• Installing all current project software and configure appropriately.
The project’s main deliverables are:
• The completion of all new server build ups.
• The completion of all ACL connectivity issues.
• Successful startup of project software.

Project Schedule Summary
• The project schedule is liberal in respect to time for completion of each phase, because not keeping up with the project deadlines will cause problems with the development schedules as well, if the code freeze date of
December 20 is not
met.
• Project start date is November 5, 2014.
• Project end date is December 20, 2015.
• Timeline of project phases and milestones:
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November, 2014 – Request new virtual servers and ACL’s.
December, 2014 – March, 2015 – Upgrade all existing 2003 servers to 2008 R2.
March, 2015 – April, 2015 – Test and DR all new servers.
April, 2015 – July, 2015 – Install all third-party software and configure as needed.
July, 2015 – September, 2015 – Install all project software and configure as needed.
October, 2015 – December, 2015 – Perform QA and UAT testing and make adjustments to software or configuration as necessary.
December 20, 2015 – Sign off from department heads

Project Budget Summary
• Total project budget - $136,500
• Budget broken down by phase:
• Upgrade 30 servers to current specs - $1500 per server / $45000
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• Personnel costs - $250 per person per server / $7500
Install hardware necessary to host 30 virtual servers - $750 per server / $22,500
• Personnel costs - $150 per person per server / $4500
DR of all 30 servers - $150 per person per server / $4500
Installation of all third-party and project software - $250 per person per server / $7500
• Cost of new licenses for third-party software - $1500 per server / $45000
Cost of testing and personnel needed - $250 per person per server / $7500

Quality Issues
• Connectivity between servers as needed and supported by Systems
Engineering team
• Quality control of project software to be completed prior to installing on new servers.
• Customer satisfaction of product after completion is mandatory.
• The databases will be moved directly between the existing production and new servers in an encrypted format to avoid possible intervention.

Resources Required
• People:
• 2 Software Configuration Managers to handle installation and configuration of all software • 2 Systems Engineers for connectivity and login support
New licenses for all server upgraded to Windows Server 2008 R2

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• Facilities

• Data Center – Atlanta, GA
• Data Center – Golden, CO

Assumptions and Risks
• Documentation
• All documentation is to be kept online for all personnel to view, but only the SCM’s will have access to modify the documents to ensure no scope creep is encountered.
• All documentation will be in Microsoft Word, Excel, and Powerpoint.

• Assumptions used to develop estimates
• Personnel will work a minimum of 60% per week on the project.
• Servers in Golden cannot be taken down until the web configuration necessary to reach the Atlanta servers is completed and tested successfully.

• Key risks, probability of occurrence, and impact
• Software updates will be ongoing during the project, so the installation of software on the destination servers will be done once that version of the software is tested and approved.

• Organizational or time constraints
• This needs to be completed before the code freeze on December 20, so that any fixes to the software are completed and tested
successfully.

• There are no dependencies on other projects other than the successful testing of the final software version to be used during the move. Project Administration
• Communications plan
• The communications plan will be implemented through daily email updates on the project progress, and weekly planning meetings.

• Scope management plan
• New software will not be expected to be moved to the new servers, until after the project is ended. Then the new software packages will be installed per normal processes.
• Quality management plan
• All UAT and Production services will be vetted after installation and configuration by the QA and off-site customer representatives.

Implementation and Continued
Maintenance and Project Closure Plan
• What data or existing format will need to be changed?
• None
• What production systems will be handled?
• All production systems currently located in Golden Data Center.
• What downtime will be needed?
• No downtime is expected until the cutover after approval, and that will be on a weekend when the systems are not in use.
• How will the new system be deployed (pilot, phased, parallel, plunge, and so on)?
• The new systems will be deployed in parallel with ongoing development efforts. The point of no return is the last version of the software approved before implementation on the new servers.

• Project closure
• The project will be considered closed when the cutover occurs and all systems are checked out successfully in production systems. Acceptance and Approval
• Project Managers and QA must supply approval processes.

Bug Report Template
Bug Reference Number (to be filled out by QA team)
_Q_____________________
Description
_________________________________________________________________________________________________
_________________________________________________________________________________________________
Workflow to error
_________________________________________________________________________________________________
_________________________________________________________________________________________________
_________________________________________________________________________________________________
Entered by _______________________________________
Severity ________

Date ________________________

Priority ________

Notes
_________________________________________________________________________________________________
_________________________________________________________________________________________________

References
• http://www.mindtools.com/. (n.d.). Project Management Phases and Processes.
Retrieved April 9, 2015, from MindTools: http://www.mindtools.com/pages/article/newPPM_63.htm • Metafuse, Inc. (n.d.). 5 Basic Phases of Project Management. Retrieved April
9, 2015, from http://www.projectinsight.net/project-management-basics/basic-project-manag ement-phases
• Sham, K. (2013). Practical Approach to Project Management Metrics.
Retrieved from pmi.org: http://www.pmi.org/learning/practical-approachproject-management-metrics-5882