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PHASE 8: IMPLEMENTATION PHASE
The Implementation Phase has one key activity: deploying the new system in its target environment. Supporting actions include training end-users and preparing to turn the system over to maintenance personnel. After this phase, the system enters the Operations and Maintenance Phase for the remainder of the system’s operational life. Multiple-release projects require multiple iterations of the Implementation Phase – one for each release.
1.0 OBJECTIVE/GOALS
Objectives Successful completion of the Implementation Phase should comprise:
- System deployment
- Training on the system
Goals The purpose of the Implementation Phase is to deploy and enable operations of the new information system in the production environment.
2.0 DELIVERABLES AND APPROVALS
SDLC deliverables help State agencies successfully plan, execute, and control IT projects by providing a framework to ensure that all aspects of the project are properly and consistently defined, planned, and communicated. The SDLC templates provide a clear structure of required content along with boilerplate language agencies may utilize and customize. State agencies may use formats other than the templates, as long as the deliverables include all required content.
The development and distribution of SDLC deliverables:
- Ensure common understanding among Development Team members and stakeholders,
- Serve as a reminder of specified plans as projects become increasingly complex,
- Provide agency senior management and other State officials insight into project risks and ongoing performance,
- Encourage the execution of repeatable and consistent processes,
- Facilitate the implementation of project management and agency IT best practices, and
- Result in a comprehensive record of project performance useful for many purposes (e.g. staff knowledge transfer, budgetary and other assessment activities, lessons learned).
During the development of documentation, the Development Team should:
- Write comprehensive, easy to understand documents with no redundant information.
- Develop an organized document repository for critical project information, so Development Team members can easily access, store, and reference project documents and other deliverables from all life cycle phases.
- Implement routine deliverable reviews to correct inaccuracy, incompleteness, and ambiguities.
- Recognize that sample templates for deliverables are available; agencies might accept deliverables in different formats as long as all required information is present. The content of
these deliverables might expand or shrink depending on the size, scope, and complexity of the project.
- Recycle or reference information from earlier documents where possible and beneficial.
The following is a listing of deliverables required of all projects for this phase of work. Deliverables need to be updated for each iteration of the Implementation Phase.
Deliverable Goals Developed By Approved By
Complete System – includes all code – modules, components, and libraries – kept in the production version of the data repository.
- Deliver system that meets the business need and all requirements
- Deploy system to production environment
Development Team
Agency CIO
System Documentation – includes all technical documentation delivered during the project (e.g. the SDD and System Administration Manual).
- Provide all documentation necessary to effectively operate and maintain the system
Development Team
Agency CIO
Implementation Notice – formally requests approval for system changes made during the Implementation Phase.
- Formally request approval for system implementation
Development Team
Agency CIO Project Sponsor
Readiness Document – consolidates summary information regarding the current status of the system and the project and provides decision makers with the information necessary to make a “Go/No Go” decision. It should include a checklist listing all work products, acceptance test results, other indicators of success measures and deliverable acceptance.
- Provide information necessary to make the go/no-go decision
- Consolidate status information regarding the effective completion of the project and achievement of project objectives and SDLC requirements
- Affirm achievement of all deliverable acceptance criteria
Development Team
Agency CIO
3.0 ROLES
The following personnel participate in the work activities during this phase:
- Agency CIO
- Project Sponsor
- Executive Sponsor
- Project Manager
- Development Team
- Project Stakeholders
RACI Key Responsible – Describes role that executes the activities to achieve the task. Accountable – Describes roles that own the quality of the deliverable and sign off on work that Responsible provides. Consulted – Describes roles that provide subject matter expertise. Informed – Describes roles that receive information about the task.
Deliverable ExecutiveSponsor ProjectSponsor Agency CIO ProjectManager DevelopmentTeam ProjectStakeholders
Complete System I A A R I I
System Documentation I A A R I I
Implementation Notice I I A R I I
Readiness Document I I A R I I
Version Description Document I I A R I I
Post-Implementation Review Report I A A R I C
Standard Operating Procedures I A A R I I Possible RACI Matrix
The Roles and Responsibilities page has detailed descriptions of these roles and their associated responsibilities.
4.0 TASKS AND ACTIVITIES
Phase 8 Implementation Phase
ExecutiveSponsor
Agency CIO
Development
Team
Deliverables
ProjectManager
Project Sponsor
Initiate Implementation Activities
Monitor Project Performance
Perform Risk Management Activities
Update PMP & Communication Plan
Review Phase Prerequisites
START
Phase 8 Implementation Phase
ExecutiveSponsor
Deliverables
Agency CIO
Development
Team
Project Sponsor
ProjectManager
Conduct Post- Implementation Review
Standard Operating Procedures
Perform Phase- Closure Activities
Develop the Standard Operating Procedures
System Documentation
END
Post- Implementation Review Report
Confirm System Documentation Completeness
Perform Project Close-Out Activities
4.1 Review Phase Prerequisites.
The Project Manager ensures the following prerequisites for this phase are complete:
- The Project Management Plan is current, and the schedule showing the target termination date for the system is current.
- All testing is complete; the system has passed UAT.
- The Implementation Plan is complete and current.
- Training plans to train end users on proper system use are complete.
- The system documentation is complete and available.
- The system has completed C&A according to the DoIT guidelines.
4.2 Monitor Project Performance.
The Project Manager monitors project performance by gathering status information about:
- All changes to baseline data
- Change management information
- Activity progress with status details
- List of complete and incomplete deliverables
- Activities initiated and finished
- Quality assurance testing and test results
- Estimated time to completion
- Resource utilization data
- Changes to project scope
The Project Manager also organizes and oversees systematic quality assurance reviews of project work as a part of monitoring the project performance.
To measure project effort at all phases of the life cycle, the Project Manager establishes timelines and metrics for success at each phase of work when planning project tasks.
The PMBOK provides additional details on controlling project work in sections 4.4 and 4.5 and on project scope control in section 5.5.
4.3 Update PMP and Communication Management Plan.
The Project Manager updates the PMP routinely (at least quarterly) to ensure the PMP reflects project performance accurately. Review project performance controls and risks for deviations from the baseline.
Information dissemination is one of the most important responsibilities of the Project Manager. The Project Manager reviews and updates the Communication Management Plan at least quarterly to account for potential changes in project stakeholders. The Project Manager distributes the updated PMP and risk management information according to the revised Communication Management Plan. PMBOK Chapter 10 contains additional details on project communications and information distribution.
4.4 Perform Risk Management Activities.
The Project Manager conducts risk management activities during the Implementation Phase; these activities include:
- Identification – determination of risks that might affect the project and emerging risks as well as each risk characteristic
- Risk Analysis – conducting quantitative and/or qualitative analysis of each identified risk. Usually, qualitative risk management techniques are the most applicable for State projects. These risk analysis methods, as well as the conditions under which each method might be used, are described in detail in section 11 of PMBOK.
- Response Planning – tracking risks, monitoring residual risk, identifying new risks, executing response plans, and evaluating risk management effectiveness
4.9 Execute the Training Plan.
The Project Manager oversees training on the new system. Use the previously designed training plan to train effectively. Request trainee feedback to determine if the training was effective. The Development Team will repeat these activities for each iteration associated with a release to production.
4.10 Develop the Standard Operating Procedures.
The Development Team may elect to develop SOP to provide documented and detailed instructions for performing all future business procedures associated with the system operations and maintenance. The SOP may reference procedures already documented in the Operations Manual, Administration Manual, and Maintenance Manual. The SOP should focus on non- technical procedures necessary to execute future business processes. For multiple-release projects, the Development Team should develop the SOP as part of the first Implementation Phase iteration and then update the SOP for each additional release.
4.11 Confirm System Documentation Completeness.
The Project Manager reviews all system documentation to confirm that it is complete and correct. Review carefully the Operations Manual or System Administration Manual to ensure they are ready for the Operations and Maintenance Phase.
4.12 Conduct Post-Implementation Review.
The Project Manager – with extensive input from the Agency CIO, Project Sponsor, Executive Sponsor, the Development Team, and key project stakeholders – conducts the Post- Implementation Review (PIR). Held after implementation is complete and the project effort is to be formally closed, the PIR is a formal evaluation of the actual level of project success. The PIR may also help agencies learn valuable lessons for future projects. The Development Team will conduct a formal PIR after the project’s final release to production. Interim reviews should be conducted after each release to identify lessons learned to utilize for future releases.
4.12.1 Review the project performance
Review the project performance to assess whether the project delivered promised benefits, met the agency project objectives, operated within scope, and produced the promised deliverables on time, within budget, and using the allocated resources. Assess how the project performed against each of the targets defined during the Initiation, Concept Development, and Planning phases. Identify whether the project:
- Delivered the business benefits described in the Business Case
- Achieved the objectives specified in the Project Charter and Project Scope Statement
- Remained within the original scope
- Produced the necessary deliverables as defined in the WBS
- Met the quality targets defined in the Quality Management Plan
- Was completed within the planned project schedule
- Delivered within the budget defined in ITPR and any approved changes
4.12.2 Assess stakeholder satisfaction
Assess general stakeholder satisfaction and any perceived gaps that may require additional scrutiny.
4.12.3 Review the project conformance
Assess whether the project conformed to the management processes described in the project plans, and identify the extent to which the project has conformed to the nine project management knowledge areas of PMBOK :
- Time Management
- Cost Management
- Quality Management
- Change Management
- Risk Management
- Issue Management
- Procurement Management
- Acceptance Management
- Communications Management
4.12.4 Identify project achievements
List the major achievements for the project, and describe the positive effect of each achievement on the business.
4.12.5 Identify gaps in project fulfillment/project failures
List any project failures or gaps in promised functionality and describe their effect on the organization.
4.12.6 Identify lessons learned
Describe the lessons learned from undertaking this project, and list any recommendations for similar projects in the future.
If after the review the Project Manager finds the project’s implementation to be unacceptable, the Agency CIO may issue follow-up instructions and instruct the Project Manager to correct the deficiencies. If contractors completed the development, the Project Manager may determine that additional remediation work is within the scope of the statement of work or in the original contract.
4.13 Perform Phase-Closure Activities.
The Project Manager and the Development Team prepare and present a project status review for the Agency CIO, Project Sponsor, Executive Sponsor, and other project stakeholders after completing all Implementation Phase tasks. This review addresses the following:
- Status of Implementation Phase activities
- Planning status for operations and maintenance phases
- Status on resource availability for operations and maintenance
