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Project Update

Project Update. Custom Sound Energy 95 LLC Mokaram Law Firm University Catholic Center Primus Real Estate Texas Orange Jackets All about design Bounce Texans for the Arts. Presentations. DECEMBER 3rd Primus Real Estate – RAM Consulting Texans for the Arts – The Fast Five

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Project Update

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  1. Project Update • Custom Sound • Energy 95 LLC • Mokaram Law Firm • University Catholic Center • Primus Real Estate • Texas Orange Jackets • All about design • Bounce • Texans for the Arts

  2. Presentations • DECEMBER 3rd • Primus Real Estate – RAM Consulting • Texans for the Arts – The Fast Five • University Catholic Center – Kung Fu Pandas • Custom Sounds – A-Team • DECEMBER 5th • Mokaram Law Firm - Impact Consulting • All about design – Tower • Bounce – Xenoglossia • Energy 95 – Delta • Texas Orange Jackets – Team Spectacular • DECEMBER 3RD – refreshments (committee?)

  3. Wrapping up the Development Process Final Delivery – the Go Live / Cut Over Point Process Overview -- SDLC Process Overview – Staging environments Installation / Cutover Strategies Pilot Immediate Phased Parallel Post Mortems – aka Project Retrospective

  4. Launch Point for Build Phase • Value of documents • What you learned in collaboration with your stakeholders. • Relationship of trust. • Contractual. Project Charter Analysis & RequirementsSummaries

  5. Process View: SDLC Install / migrate / publish is the last step before the Go Live point

  6. System Testing and User Acceptance Testing Occur in the Production Staging Environment Go Live

  7. Install / migrate / deploy Defined as: transfer tested software to production environment aka – Migratetested software to production environment (from a “sandbox” or from a staging environment) aka – Publish(example: draft page on WordPress) aka – Ship – release of new version for vendor aka – Deploy tested software so available to users (only change may be where a URL points)

  8. Q1. What term best fits your go live activity for your client project ? Migrate ? Publish ? Ship ? Deploy ?

  9. Q2. What will be the biggest install /go live challenge for your client project ?

  10. Production Environment Reality A large utility company has 3.5 million retail customers Billing is a nightly production run 30 nights a month: 3.5 million/30=116,667 bills nightly Source: UT MIS graduate experience

  11. Production Environment Reality The cycle is tied to daily meter reading for the same 116,667 customers. Billing is a sequential process for geographical areas matched to meter reading assignments.

  12. Production Environment Reality Any production failures are handled as exceptions by a special department, since 117k billscan’t be rerun the same night or the next night. Source: UT MIS graduate about client

  13. Production Environment Reality Imagine having to reboot the system in case of a failure. Source: UT MIS graduate experience

  14. Go Live at user locations for operations Users on site What time of day will you go-live and do final migration? Operations Staff back up db and run efficiency tests & some reports

  15. Go Live for management Managers review on-line data (queries for power users) and periodic reports (daily, monthly, quarterly, annual)

  16. Q3. What operations steps must be considered for your client ?

  17. Cutover Strategies Time Time Time Existing system New system Existing system New system Existing system New system Existing system Pilot system Immediate cutover a. Pilot System strategy Phased cutover Parallel cutover b. Immediate cutover c. Phased cutover d. Parallel cutover Migration Strategy Reading

  18. Installation Strategies

  19. Hardware Conversions at Citibank Credit Cards • Citibank Credit Cards has three processing facilities: South Dakota, Las Vegas and New Jersey • A double redundancy in case of failure at one site. (Aside – can you imagine what would happen on “Black Friday” if people couldn’t use their Citibank credit cards?) • When new (major) hardware was to be installed, it was generally over a long weekend (Memorial Day, Fourth of July, Labor Day, etc.)

  20. Hardware Conversions at Citibank Credit Cards • The other two sites kept working (i.e. hardware installed at only one site at a time) • Friday night after standard bill processing was completed, the system shifted processing to the other sites • The old hardware was shut down and removed to a truck; the new hardware was installed and powered up. • Extensive tests occurred

  21. Hardware Conversions at Citibank Credit Cards • If all was good, the system was brought back up into production mode • If there was a failure of any nature, they worked on getting things to work until Sunday evening. • If they didn’t success, they moved the new hardware to a truck and brought the old hardware (from another truck) back to the floor. • They had until Monday evening to get the old hardware to work again.

  22. Software Implementation at Citibank Credit Cards • Software implementations: • Product developed in a ‘sandbox’ development environment • Product thoroughly tested – internal Alpha / Beta (with users) tests. • Unit / System / Acceptance Test • Moved to a staging area – once a month (like USAA) • After production was done on Friday night, the new systems / products were uploaded, the old archived • New system was turned on in the production environment and tested • If all was good, it was released

  23. Q4. What is the cutover strategy for your client project ?

  24. Post-Mortems (aka Retrospective) Goal: Learn from past successes and failures in order to improve development projects Process Overview: - Summarize a project's history - Analyze its positive and negative aspects. Applies to everyone - Lone-wolf Programmer - Non-Technical Project Manager Source: http://www.gamedev.net/page/resources/_/business/business-and-law-of-game-development/conducting-a-project-postmortem-r977

  25. Post-Mortems (aka Retrospective) • Process Steps: • Hold a project review meeting two weeks after the Go Live point. • Document the postmortem in writing • Publish online if you can • Begin with a project overview • What was original timeline, budget, & scope? • Include project details. • Document what went right (at least 10) • Document what went wrong (why?) • Assess your risk management. • Assess mid-project changes. • Draw meaningful conclusions. • Take action (Not just about documenting it)

  26. PostMortems – Every Sprint @ USAA

  27. Remember “Good judgment comes from experience. Experience comes from bad judgment.” (We learn from our mistakes)

  28. Due Date Reminder By Monday November 18 Let us know if you’re taking Exam 2 Code reviews will happen 11/18 – 11/22 Should be setting these up now. Check Google Calendar for times For allteams but not all members need to attend REMINDER: Bring a laptop next class

  29. Exercise 16 Take the last 15 minutes to complete “Plans for Go Live” Turn in 1 exercise per team What term best fits your go live activity for your client? Migrate ? Publish ? Ship ? Deploy ?

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