Testing dan Implementasi Sistem

DEPLOY SYSTEM

2009-03-09T03:43:00.000-07:00

Purpose

The purpose of the Deploy System process is to perform all
activities required to successfully install the new system and
make it available to the Consumers.

Description

Deploying the system is the culmination of all prior efforts –
where all of the meetings, planning sessions, deliverable
reviews, prototypes, development, and testing pay off in the
delivery of the final system. It is also the point in
the project that often requires the most coordination,
due to the breadth and variety of activities
that must be performed. Depending upon the complexity
of the system being implemented, it may
impact technical, operational, and cultural aspects
of the organization. A representative sample of
high-level activities might include the installation
of new hardware, increased network capabilities,
deployment and configuration of the new system
software, a training and awareness campaign, activation
of new job titles and responsibilities, and a
completely new operational support structure
aimed at providing Consumer-oriented assistance
during the hours that the new system is available
for use (to name a few). Whatever the realm of
activities related to the new system, their impacts
should be addressed in the Organizational Change
Management Plan, while specific deployment activities
should all be encompassed in the Project
Implementation and Transition Plan, (both created during the
Project Planning phase of the Project Management Lifecycle.)
All Consumer training should be performed prior to physically
migrating the system to the production environment. This will
enable the Consumers to begin to familiarize themselves with
the system, and will help to establish their expectations regarding
what the system will and will not do.
The sequencing of deployment activities is just as important as
it was with previous testing activities. This sequence of events
should be encompassed in the Deployment and Transition Plan
section of the Technical Specification, and will address and prioritize
any necessary training activities, set-up activities needed
to prepare the production environment (desktop, LAN,
servers, data center, etc.), and data conversion and validation
activities. This deployment plan will also define the steps for
physically migrating the system and any associated utilities to
production, and for validating the accuracy and completeness
of this migration after these steps have been performed. During
deployment, Project Team members may often be required to
work extra hours to meet aggressive timeframes, or additional
staff may be brought in temporarily to assist with large data
entry efforts. Proper planning and sequencing of the deployment
can help to minimize these situations, and reduce the
chance of any missteps that could result in having to restart the
deployment process, or lengthen the implementation schedule.
As the system is enabled, and the Project Team validates that
the application is performing to expectations, there may be
times when certain system functions seem suspect. One of the
challenges most frequently faced by Project Teams is to determine
the root cause of potential issues. Discrepancies that
exist within the data could be due to defects in the application’s
business logic, or could be the result of data that was improperly
migrated into the system. Similarly, the inability of a
Consumer to access specific features of the system could be
caused by improperly configured hardware, or incorrectly established security privileges. To minimize confusion and
reduce the opportunity for such issues to surface, every
attempt should be made to immediately validate each step of
the deployment as it is performed.
Additionally, the Project Manager should be aware that not
everyone is open or receptive to change. As a system is rolled
out to its target audience, the team must remain keenly attentive
to how it is perceived. The fact that functions that were
present in the legacy system no longer exist or work differently
may cause some Consumers to see the new system negatively.
And while the new system may provide overall benefits to
the business or agency, those benefits may come at the expense
of additional work responsibilities to some of the individuals
who interact with the system (e.g., the new system may require
the entry of additional data that was not previously required).
By understanding some of the dynamics behind how the system
is being received, the Project Team may be better able to identify
or publicize some of the benefits that the system provides.
A well-defined Organizational Change Management Plan should
have anticipated and addressed these issues.

PREPARE FOR SYSTEM IMPLEMENTATION

2009-03-09T03:40:00.000-07:00

Purpose

The purpose of Prepare for System Implementation is to
take all possible steps to ensure that the upcoming system
deployment and transition occurs smoothly, efficiently, and
flawlessly.

Description

In the implementation of any new system, it is necessary
to ensure that the Consumer community is
best positioned to utilize the system once deployment
efforts have been validated. Therefore, all
necessary training activities must be scheduled
and coordinated. As this training is often the first
exposure to the system for many individuals, it
should be conducted as professionally and competently
as possible. A positive training experience is
a great first step towards Customer acceptance of
the system.
During System Implementation it is essential that
everyone involved be absolutely synchronized with
the deployment plan and with each other. Often the
performance of deployment efforts impacts many
of the Performing Organization’s normal business
operations. Examples of these impacts include:
> Consumers may experience a period of time in which the
systems that they depend on to perform their jobs are
temporarily unavailable to them. They may be asked to
maintain detailed manual records or logs of business
functions that they perform to be entered into the new
system once it is operational.
> Technical Services personnel may be required to assume
significant implementation responsibilities while at the
same time having to continue current levels of service on
other critical business systems.
> Technical Support personnel may experience unusually
high volumes of support requests due to the possible
disruption of day-to-day processing.

182 Section III:6 System Implementation
NYS Project Management Guidebook
Because of these and other impacts, the communication of
planned deployment activities to all parties involved in the project
is critical. A smooth deployment requires strong leadership,
planning, and communications. By this point in the project lifecycle,
the team will have spent countless hours devising and
refining the steps to be followed. During this preparation
process the Project Manager must verify that all conditions that
must be met prior to initiating deployment activities have been
met, and that the final ‘green light’ is on for the team to proceed.

The final process within the System Development Lifecycle is to
transition ownership of the system support responsibilities to
the Performing Organization. In order for there to be an efficient
and effective transition, the Project Manager should make
sure that all involved parties are aware of the transition plan,
the timing of the various transition activities, and their role in
its execution.

Due to the number of project participants in this phase of the
SDLC, many of the necessary conditions and activities may be
beyond the direct control of the Project Manager. Consequently,
all Project Team members with roles in the implementation
efforts must understand the plan, acknowledge their responsibilities,
recognize the extent to which other implementation
efforts are dependent upon them, and confirm their commitment.

List of Roles

2009-03-09T03:39:00.001-07:00

The following roles are involved in carrying out the processes
of this phase. Detailed descriptions of these roles can be found
in the Introductions to Sections I and III.
> Project Manager
> Project Sponsor
> Business Analyst
> Data/Process Modeler
> Technical Lead/Architect
> Application Developers
> Software Quality Assurance (SQA) Lead
> Technical Services (HW/SW, LAN/WAN, TelCom)
> Information Security Officer (ISO)
> Technical Support (Help Desk, Documentation, Trainers)
> Customer Decision-Maker
> Customer Representative
> Consumer
> Performing Organization
> Stakeholders

List of Processes

2009-03-09T03:37:00.000-07:00

This phase consists of the following processes:
Prepare for System Implementation, where all steps
needed in advance of actually deploying the application are
performed, including preparation of both the production
environment and the Consumer communities.
> Deploy System, where the full deployment plan, initially
developed during System Design and evolved throughout
subsequent lifecycle phases, is executed and validated.
> Transition to Performing Organization, where responsibility
for and ownership of the application are transitioned
from the Project Team to the unit in the Performing
Organization that will provide system support and
maintenance.
The following chart illustrates all of the processes and deliverables
of this phase in the context of the system development
lifecycle.

Purpose

2009-03-09T03:36:00.001-07:00

The purpose of System Implementation can be summarized as
follows: making the new system available to a prepared set of
users (the deployment), and positioning on-going support and
maintenance of the system within the Performing Organization
(the transition). At a finer level of detail, deploying the system
consists of executing all steps necessary to educate the
Consumers on the use of the new system, placing the newly
developed system into production, confirming that all data
required at the start of operations is available and accurate, and
validating that business functions that interact with the system
are functioning properly. Transitioning the system support
responsibilities involves changing from a system development to
a system support and maintenance mode of operation, with
ownership of the new system moving from the Project Team to
the Performing Organization.
A key difference between System Implementation and all other
phases of the lifecycle is that all project activities up to this
point have been performed in safe, protected, and secure environments,
where project issues that arise have little or no
impact on day-to-day business operations. Once the system
goes live, however, this is no longer the case. Any miscues at
this point will almost certainly translate into direct operational
and/or financial impacts on the Performing Organization. It is
through the careful planning, execution, and management of
System Implementation activities that the Project Team can
minimize the likelihood of these occurrences, and determine
appropriate contingency plans in the event of a problem.