TRANSITION PLAN TEMPLATE - Memorial University

1 TRANSITION plan TEMPLATEIn this TEMPLATE , instructions are included in italics. When you have completedthe TEMPLATE and no longer need the instructions, delete a brief overview of the TRANSITION goals, any assumptions that the plan isbased on, and any risks that have been identified that could severely limit yourability to complete the TRANSITION on :Assumptions:Risks:Other: TRANSITION TeamList the members of the TRANSITION team, providing the name of the person whofulfills each RoleWhoTransition Team Leader [Name of Technical Project Manager]Project Leader [Name of Business Project Manager] TRANSITION SpecialistProject TeamDatabase AdministratorSystems and NetworkingProduction SupportDesktop SupportHelp DeskOPSP latform SupportProject DevelopmentTransition Process TasksList the tasks that must be accomplished during the TRANSITION process.

2 Sometasks will be repeated for each deliverable be sure to include each task for eachdeliverable. This list of tasks can then be given to the project manager to beincluded in the MS Project plan for the development project. The following tablesuggests tasks, roles for who is responsible for each task, and a generaltimeframe for when the task is due. You should replace the role names withactual names, and the general time with a specific due date, and change the textformatting back to regular text (select the text and press Ctrl+Spacebar toremove character formatting). You will probably also have additional tasks to addto the TRANSITION tasks include:TaskWho'sResponsible?When Is ItDue?Coordinate TRANSITION planningmeetingTechnical ProjectManagerInitiationDistribute project Initiation plan orProject PlanProject Manager(business ortechnical)InitiationAttend TRANSITION planning meetingTransitionSpecialist,Technical ProjectManager, BusinessProject ManagerInitiationReview development projectscheduleTransitionSpecialist,Tech nical ProjectManager, BusinessProject ManagerInitiationReview deliverables list todetermine requirementsTransitionSpecialist,Technic al ProjectManager, BusinessProject ManagerInitiationDevelop matrix of requiredresources/skillsTechnical ProjectManagerInitiationConduct skill gap analysis againstall IS staffTrainingCoordinator,Production SupportManagerInitiationTaskWho'sRespons ible?

3 When Is ItDue?Identify project activities to becompleted before TRANSITION canstartTransitionSpecialist,Technical ProjectManager, BusinessProject ManagerInitiationDetermine timelineTransitionSpecialist,Technical ProjectManager, BusinessProject ManagerInitiationEstablish TRANSITION milestonesTransitionSpecialist,Technical ProjectManager, BusinessProject ManagerInitiationAssign support staff to theapplicationProduction SupportManagerRamp-upDetermine actual training needed,based on gap analysisTrainingCoordinator,Technical ProjectManager,Production SupportManagerRamp-upDetermine roles and responsibilities(such as collect, review, acceptdeliverables, resolve variances,etc.)TransitionSpecialist,Tech nical ProjectManager, BusinessProject ManagerRamp-upAssign evaluator for each transitiondeliverableTransitionSpecialis tRamp-upEstablish support expectations forISTransitionSpecialist,Technical ProjectManager, BusinessProject Manager,and ProductionSupport ManagerRamp-upObtain access/privilegesTechnical ProjectManagerRamp-upTaskWho'sResponsibl e?

4 When Is ItDue?Acquire software licenseagreements for production supportTechnical ProjectManager andConfigurationManagerRamp-upDevelop training plansIdentify necessary trainingcoursesSchedule classesIdentify necessary knowledgetransfer activitiesDetermine measurable tasks tovalidate that knowledge transferis acceptableTrainingCoordinator,Technical ProjectManager,Production SupportManagerMainTransitionNotify business area(s) ofproduction support proceduresProduction SupportManagerGo LiveGatewayNotify C&C units of TRANSITION toproduction statusProduction SupportManager orTechnical ProjectManagerGo LiveGatewayEstablish new on-call listsProduction SupportManagerShakedownMove development documentationand code to production repositoryTechnical ProjectManager andConfigurationManagerSteady-StateGatew ayTransfer user group/steeringcommittee leadership to productionsupportProduction SupportManager andBusiness orTechnical ProjectManagerSteady-StateGatewayTrainin gRequired Skill LevelsEstimate the necessary level of skill to support the application, in terms ofbusiness knowledge, application knowledge, and software knowledge.

5 List theskills, making sure not to forget the system software knowledge ofExpertiseAvailabilityRequiredDegree ofApplicabilityDescription of skillTrainee,moderate, expert,or explain what isnecessaryIndicatewhere theskill must beavailable:On theteam, in IS,in C&C, or inuser areaRate theapplicabilityof the skill tothe system,using a scaleof 1-5, with1=light and5=heavyTraining NeedsBased on the estimated skill levels, and some knowledge of the skill levels of theproduction support staff, estimate the training needs. List recommendedknowledge transfer activities. List any courses that will be required, and include aschedule of when those courses are PlanProvide a training plan , including a schedule for completing any necessarycourse work, and for knowledge transfer Support ResourcesEstimate the resources required to support the application in steady-stateproduction and during the shakedown period.

6 Provide the estimate as both ahead count, and an FTE count, for example: 2 people at 25-75% (1 FTE). TRANSITION ResourcesEstimate the resources needed for the PlanEstablish a schedule for TRANSITION team meetings, for TRANSITION reviews, and forreports to the development project team, the production support manager, andany other C&C units involved in the TRANSITION of this application. Determine howreports are to be made (at project status meetings, at project review meetings,through email, etc.). Use the project stakeholder table to determine who has astake in the TRANSITION following methods will be used to keep stakeholders and outside partiesinformed and involved in the TRANSITION process:StakeholderMethod ofCommunicationFrequency ofCommunicationTransition TeamFace-to-face informalmeetingsTransition TeamMeetingsDailyMonthly before ramp-up,but weekly duringtransitionProject TeamProject Status MeetingsWeeklyProject SponsorProject Status ReportMonthlyC&C DirectorProject Status ReportMonthlyProject SteeringCommitteeProject Status ReportProject Status MeetingMonthlyOn demand, when issuesrequire itProject ManagerTeamCommittee MeetingsGlobal Issues LogSemi-monthlyOn demandEnd Users andotherstakeholdersProject Status ReportTransition StatusNotification by emailMonthlyWhen application reachessteady-state productionOutside Groups,such as vendorsBusiness lettersAs neededThis table shows the categories of stakeholders.

7 You should add the actualnames for your project's stakeholders in each category. The communicationmethods and frequencies included in this table are recommended, but you mayadd additional communication techniques, or modify these if and MilestonesEstimate the length of the TRANSITION period, and the extent of overlap withdevelopment. Also estimate the length of the expected shakedown a production delivery date. Estimated dates for the milestones of Ramp-up, going live, and entering steady-state production should be included. Inaddition, include the dates for any expected outside training classes for supportstaff that will be required.