Tài liệu Module 8: Deployment Complete Milestone doc

Module 8: Deployment Complete Milestone 8 THIS PAGE LEFT INTENTIONALLY BLANK 0RGXOH#;=#'HSOR\PHQW#&RPSOHWH#0LOHVWRQH##;²6 2EMHFWLYHV At the end of this module, you will be able to „ Understand the deployment process „ Effectively manage change during the deployment process „ Complete the transition to a production environment „ Properly close out a project At the end of this module, you will understand the infrastructure deployment process and how to deploy selected technologies in an enterprise environment. You will learn how to manage change during the deployment process, and how to transition to a production environment and close out the project. ;²7# # 0RGXOH#;=#'HSOR\PHQW#&RPSOHWH#0LOHVWRQH /HVVRQV Lessons 1. Principles and Concepts 2. Deploying Phase Outline 3. Deploying the Core Infrastructure 4. Deploying the Sites 5. Stabilizing the Deployed Solution 6. Completing the Project 0RGXOH#;=#'HSOR\PHQW#&RPSOHWH#0LOHVWRQH##;²8 /HVVRQ#4=#3ULQFLSOHV#DQG#&RQFHSWV Lesson 1: Principles and Concepts The principles behind the deploying phase and how they enable you to achieve the deployment complete milestone ;²9# # 0RGXOH#;=#'HSOR\PHQW#&RPSOHWH#0LOHVWRQH ([HFXWLQJ#WKH#3ODQ „ 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. 0RGXOH#;=#'HSOR\PHQW#&RPSOHWH#0LOHVWRQH##;²: &RRUGLQDWLQJ#7DVNV „ 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. ;²;# # 0RGXOH#;=#'HSOR\PHQW#&RPSOHWH#0LOHVWRQH ([SHFWLQJ#&KDQJH „ 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. 0RGXOH#;=#'HSOR\PHQW#&RPSOHWH#0LOHVWRQH##;²< 6RXUFHV#RI#&KDQJH 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. ;²43# # 0RGXOH#;=#'HSOR\PHQW#&RPSOHWH#0LOHVWRQH 6WUDWHJLHV#IRU#0DQDJLQJ#&KDQJH „ 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. [...]... ;²48 ,QWHULP#0LOHVWRQHV 6WDELOL]DWLRQ#&RPSOHWH Deployment Complete 6LWH#'HSOR\PHQWV &RPSOHWH &RUH#7HFKQRORJ\ 'HSOR\HG The deployment process consists of three major activities with associated interim milestones: deployment of the core technology, deployment of the site(s), and stabilization of the solution The deployment complete milestone signifies that the deployment plan has been fulfilled, the solution... 0RGXOH#;=#'HSOR\PHQW#&RPSOHWH#0LOHVWRQH 6LWH#'HSOR\PHQW#3URFHVV St ab ili z Start g in ar ep Pr in g Site Deployment Complete Site Preparation Complete ng ni ai Tr Deployment Complete In st al lin g Site Training Complete Site Installation Complete Vision/Scope Approved Release Project Plan Approved Site deployment represents a process within a process It involves the execution of a well-thought-out-plan... trade-off involves preplanning a deployment versus using just-in-time planning „ Preplanned deployments, in which the team conducts site surveys to plan the deployments in advance, are preferable to just-in-time deployments, but aren’t always feasible „ Just-in-time deployments, in which the team plans each deployment as it arrives at the site, are not as desirable as preplanned deployments, but are necessary... processes „ Knowledge Base, reports, logbooks „ Documentation repository for all versions of documents, load sets, and scripts and procedures developed during the project „ Project close-out report „ Final versions of all project documents „ Customer/user satisfaction data „ Definition of next steps Unlike the previous milestones, the deployment complete milestone does not culminate with a major deliverable... /HVVRQ#5=#'HSOR\LQJ#3KDVH#2XWOLQH Lesson 2: Deploying Phase Outline The organization of the deploying phase and the milestones and deliverables that must be achieved # ;²46 ;²47# # 0RGXOH#;=#'HSOR\PHQW#&RPSOHWH#0LOHVWRQH 7KH#&XOPLQDWLRQ#RI#'HSOR\LQJ Deployment Complete Milestone Deployment Complete Agreement on „ „ „ „ A stable solution that addresses all major issues Release Transition of operations... the site is not easily accessible ahead of time A third trade-off involves deciding between push and pull deployments „ Push deployments are deployments in which a central unit within the enterprise makes the decision to roll out the solution to various sites and/or divisions „ Pull deployments are deployments in which the team develops the solution but doesn’t deploy it to individual sites until they... Triangle Site deployments necessarily involve trade-offs, which carry certain risks One trade-off involves deploying the solution to sites serially or in parallel „ Serial deployments generally require fewer resources and cost less, but generally take longer than a comparable parallel deployment „ Parallel deployments cost more due to the additional resources they need, but they can be completed more... sites Serial—All core components are deployed prior to any site deployments This approach has less risk and is adequate for more rapid deployments and smaller environments Parallel—Core components are deployed as needed in parallel to support each site deployment This is a more cost-effective approach for larger environments or where the deployment will extend over a longer period ;²55# # 0RGXOH#;=#'HSOR\PHQW#&RPSOHWH#0LOHVWRQH... provides validation of customer acceptance „ Surveying provides feedback on user satisfaction with the site deployment Stabilization is an important part of the site deployment process It’s never a good idea to install a solution and then simply walk away from the deployment It is the responsibility of the deployment team to remain with the project until the team is comfortable putting it into production For... education Training; training schedule management Testing Performance testing; problem identification Logistics management Site deployment management; change approval The MSF team model differs from some more traditional approaches to deployment Other methodologies often treat deployment as a separate process from the development of the solution, and one that involves different people In the MSF model, . criteria „ Project closure Deployment Complete Milestone Agreement on Release Vision/Scope Approved Project Plan Approved Deployment Complete The final milestone marks. place. 0RGXOH#;=#'HSORPHQW#&RPSOHWH#0LOHVWRQH##;²48 ,QWHULP#0LOHVWRQHV 6WDELOL]DWLRQ#&RPSOHWH 6LWH#'HSORPHQWV &RPSOHWH &RUH#7HFKQRORJ 'HSORHG Deployment Complete The deployment process consists of three major activities with associated interim milestones: deployment of the core technology, deployment