The Case Against Direct Changeover Information Technology Essay

The purpose of this report is to complete the requirements and implementation according to the CAVIES and VOLE case study. Evaluate if any objectives have changed or should have changed. Comments should address the following final installation & plan.

This report is about the CAVIES and VOLE final installation and support. This has been in place for …….. months and this report covers the evaluation of the implementation.

1.2 Scope

Analyze if proper limits were established in the feasibility study and if they were maintained during implementation. Comments should address the following:

The business goals and objectives for this project will focus on implementing the system.

Enhances the ability and effectiveness of staff to perform their jobs.

Facilitates coordinated crime prevention and reduction.

Provides data security.

Provides an open, flexible, reliable technology base for the future.

Facilitates the electronic capture of data at its source.

Is easy to use.

Eliminate redundant data entry throughout the organization.

Ensure that end users have input into the design process.

Accomplish project business goals and objectives within defined budget and time parameters.

Minimize impact to standard business operations within the affected units.

Craft a favourable and secure relationship between the Department and the selected vendor.

Facilitates Help Desk Support System.

2. Installation

2.1 Deployment Plan

Pilot Changeover – Implement the new system at a selected location of the company, such as only one branch office. The first group to use the new system is called the pilot site. The old system is still running at the pilot site and for the rest of the organization. After the system proves successful at the pilot site, it is implemented into the rest of the organization, usually using the direct changeover method. Pilot conversion is a “semi parallel” and direct changeover method. Operating both systems at only one site is not as expensive. This strategy builds the confidence and the errors are traced easily.

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Pilot implementation where the new system will be implemented branch by branch, if there is an failure in the new system it will be in one branch only. The problem solved in any branch will not appear in the others.

We recommend a pilot deployment. That is a deployment to a select group, probably power users or those in a particular department or division. Successful projects avoid a “big bang” approach which attempts to roll out the system to a large audience in a single deployment. This is asking for trouble. Instead start small using a pilot and obtain feedback.

Pilot implementation:

implementation_pilot

With this strategy, the new system replaces the old one in one operation but only on a small scale.  For example it might be tried out in one branch of the company or in one location.  If successful then the pilot is extended until it eventually replaces the old system completely.

Pilot operation is combination of both direct cutover and parallel operation, which restricts the implementation to a pilot site and reduces risk of system failure as compared with a direct cutover method. Operating system only at pilot site is less expensive than parallel operation.

Creating a Pilot Program

Need to create a test version of custom package, install it on a few lab computers, test and evaluate the performance, then update your package with any changes that we want to make. It is good practice to prepare a test plan and checklists for lab tests, and then use the test checklists to record satisfactory completion of tasks and note all problems with the process. Also, prepare a checklist to test each deployment and distribution strategy.

Identify and select pilot groups and prepare them for pilot program. Run a pilot program for each unique environment or group. Locate groups that are representative of the users throughout organization. To maximize the success, make sure volunteers have enough time in their schedules to fully participate in pilot program.

The following are procedures that can use to run a pilot program.

To prepare a pilot program for deployment

Identify the tasks and resources necessary to conduct the pilot program. Before deploy the new system to the organization, use lab clients to test and refine deployment strategies and configurations. To plan the pilot program:

Select the appropriate pilot groups.

Document the resources and tasks needed for the pilot program.

Develop a user-training plan.

Develop a user-support plan.

Easy to train staff by letting them learn new skills on the pilot system.

Easy to evaluate because the new and old systems are both running.

Some staff have time to get used to and become fully trained in the new system before changeover but costs are spread (benefits of parallel running but costs are spread).

When spread to other parts of the company, trained staff can act as mentors and so staff can train on a ‘rota’ basis.

Determine the ability of computer operations to schedule according to user needs and to complete scheduled tasks. Comments should address the following:

Any problems in accomplishing the work

The frequency and extent of the problems

Suggested changes

The effort required to make changes

Volume of data processed (number of transactions)

Number of errors made

Frequency of problems with the interface

Suggested changes

Effort required to make the changes

Identifying compatibility, conversion and migration strategies To top of page

If the system will replace an existing system, compatibility, conversion, and migration issues must be addressed.  Specifically:

Data from an existing system must be carried forward (and possibly converted in format) for the new system.

Existing user interfaces (screen formats, commands, etc) must be supported in the new system.

All existing application programming interfaces (APIs) must be maintained.

Migration from the existing system to the new one must not disrupt end user service for more than a pre-determined amount of time (varies depending on the business).

The new system must be capable of operating in parallel with the old system during the migration period.

There must be a capability to fall back to the old system, if needed, during the first two weeks of operation.

Old archive data may need to be processed on the new system. If it is cryptographically protected, then the encryption keys will need special consideration when migrating.

The strategies chosen to address these issue will require appropriate support in the architecture and design of the system

Determining user training needs To top of page

For each category of user, including administration, operators, and end users, identify:

What types of IT systems they use at the present. If this system will bring the first use of IT to any users, either within or external to the organization, flag this as a special requirement that will merit special attention.

What new functions will be brought to them by this system.

In broad terms, what their training needs will be.

What requirements exist for National Language Support (NLS)

Stage / milestone

Planned date(s)

Actual date(s)

Implementation phase

9 Oct 2010 – 16 May 2011

9 Oct 2010 – …

(on-going and on-schedule)

Preliminary installation and support plan

By Week 5 (in February 2011)

18 Mar 2011 – …

Final installation and support plan

By Week 13 (20 May 2011)

20 May 2011 – …

Installation

23 May 2011 – 31 Dec 2011

…

Support phase

Must start as soon as any part of CAVIES and VOLE is live

…

2.2 The Case Against Direct Changeover

The new system is first of all piloted (trialled) in one part of the business / organisation (e.g. in just one office, or in just one department).

Once the pilot system is running successfully, the new system is introduced to the all of the business / organisation.

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The pilot changeover method involves implementing the complete new system at a selected location of a company. Direct cutover method and operating both systems for only the pilot site. The group that uses the new system first is called the pilot site. By restricting the implementation to a pilot site reduces the risk of system failure as compared with is less expensive than a parallel system.

2.3 Data Migration

System will migrate data that is determined to be necessary for the future business process and manage the effort associated with any manual data clean up identified.

Data Conversion Plan

Transformation

Calendar Planning

Extraction Loading

Three-Step Data Conversions:

1. Test a conversion sample of existing data

2. Initial data conversion

3. Final conversion of data before going live

Once the decision is made to perform data migration; before migration can begin the following analyses must be performed:

Analyze and define source structure (structure of data in the legacy system)

Analyze and define target structure (structure of data in the new system)

Perform field mapping (mapping between the source and target structure with data cleansing, if necessary)

Define the migration process (automated vs. manual)

Migration

As part of the installation comes often the issue of migration:

Replacing an older system with a new one, with or without constraints of continuity of operation.

Converting existing data to a new format.

Module

Description

Appointments-module

Books appointments for clients to see a veterinary surgeon/nurse with one or more of their pets (i.e. can book multiple appointments) in CAVIES

Records-module

Enters details for individual pets belonging to clients, giving information on state of health, prescription(s), progress, review dates, etc. in CAVIES

Treatments-module

Books treatments for pets with a veterinary surgeon/nurse (can book multiple treatments) in CAVIES

Sales-module

Standard EPOS functions linked to the practice tills, with stock control and reporting functions available to the local practice manager on a PC through VOLE

Orders-module

Generates orders for replenishment of supplies (VPOM drugs must be approved by a veterinary surgeon)

2.4 Training

Training courses may be conducted at the head office Southgate. Courses are customized to needs and may include topics ranging from an introduction to advanced topics such as advanced software development, tuning application to improve performance, and using the new system effectively. Training may include tutorials and hands-on practical experience.

The timeliness of the training provided

Method of training (Ex – Formal classroom session, Informal seminar & discussion, Computer aided training, User manuals)

The adequacy of the training

The appropriateness of the training

Identification of additional training needs by job category

The ability of the personnel to use the training provided

Types of Training 

APPLICATION STAFF TRAINING  

Types of training for application staff may include:

· System Overview

· Transition to New System Training, including:

· How to Use the System

· New Procedures Itemized by Task, (tasks will differ for Application Management Staff, Application Line Staff, Application Administrative Staff)

· Refresher Training (summary version of Transition to New System Training)

· New Worker Training (may be the same as Transition to New System Training or Refresher Training)

· User Interface training, (e.g., Microsoft’s Windows)

· Network navigation, (e.g., LAN and WAN concepts, where data can be found, printing over the network, network support contact)

OPERATION STAFF TRAINING

Types of training for operations staff, (e.g., LAN Administrator, Help Desk Staff, and Network and Systems Management), may include:

LAN Administrator

· Hands-on Training on the Product Installed

· Network Operating System

· Upper-Layer Protocols

· Scheduled Background processing, (e.g., error handling)

· Security, (e.g., how to establish user accounts)

· Back-up and Recovery Procedures

· Physical Media handling, (e.g., tape handling)

Help Desk Staff

· Hands-on Training on the Product Installed

· Network Operating System

· Upper, Middle, and Lower Protocol Layers

· Network Components, (e.g., bridges, routers, and hubs)

Network and Systems Management

· Hands-on Training on the Product Installed

· Network Operating System

· Upper, Middle, and Lower Protocol Layers

· Network Components, (e.g., bridges, routers, and hubs)

· Network Performance and Problem Diagnosis Tools

TECHNICAL STAFF TRAINING  

Depending on the system architecture and the role of the customer programming staff, the types of training for technical staff, (e.g., Application Programmers, Information Technology Manager, Database Administrator), may include:

Application Programmers

· Principles of Client/Server 

· Application Development/Maintenance (for the specific environment), including:

· Graphical User Interface (GUI) Design

· Event-Driven Programming

· Object-Oriented Concepts

· Object-Oriented Analysis and  Design

· Object-Oriented Programming

· New Programming Languages, (e.g., C++)

· Application Development Tools, (e.g., CASE, Powersoft’s PowerBuilder, Microsoft’s Visual C++, Microsoft’s Visual Basic)

· Database Training, (e.g., SQL, Microsoft or Sybase SQL Server, Oracle)

· Team Building

· Network Overview

Information Technology Manager

· Application Programmer Training Courses

· Managing a Client/Server Environment

Database Administrator

· Principles of Client/Server

· Database Training (e.g., SQL, Microsoft or Sybase SQL Server, Oracle)

· Multiplatform Environments

· Data Modeling

· Performance Monitoring

Possible Training Methods

Instructor-Led Training

Instructor-led training includes:

· classroom training (group instruction), 

· train-the-trainers (group instruction), 

·on-line group training (group instruction), 

·videoconferencing, (group instruction that is instructor-led, but for many participants the instructor is in another location),

·video/on-line training (group instruction), 

· on-the-job coaching (individual instruction).

Self-Directed Training

Self-directed training includes:

·on-line self-directed training (individual instruction), 

·off-line self-directed training, such as the use of printed materials, audio cassettes, or video (individual instruction).

Just-in-Time Training

Just-in-time training includes:

·Electronic Performance Support Systems (EPSS) (individual instruction),

·continuous improvement instruction (individual or team instruction),

·computer-mediated asynchronous collaboration (group instruction from an individual perspective).

2.5 Documentation

A number of documents are produced during the development of a new computer application.

Essentially there are two types:

User Guides

User guides are written in plain English rather than technical language.

The guide should cover how to run the system, how to enter data, how to modify data and how to save and print reports.

The guide should include a list of error messages and advice on what to do if something goes wrong.

Technical Documentation

Technical documentation is used to explain a system to a specialist i.e. an analyst/programmer.

This document will be used if any changes have to be made to the system.

It is a very important document which needs to be fully up-to-date.

Excellent documentation will reduce your support costs. Every answer that someone finds in the user guide or the help system means one less call or email to your support line. The support team can concentrate on finding answers to real problems, rather than explaining to a customer how to switch an appliance on, or how to install a computer program.

User Manuals

These are the easiest to read and use, and are designed for the non-technical reader who wants to start with “how to switch it on” and use it. It may even show where the “On” switch is. (Don’t laugh – people ask!)

When designed for software packages, these guides are designed to provide the user all the information they need to use the software to perform a range of tasks. A well designed user guide can:

reduce support calls

help new staff perform daily tasks

help experienced staff perform infrequent tasks

standardise work practises.

Technical Manuals

These are for the more technical readers, often at graduate level, and may cover the complete setup of a software system, for example.

Support Manuals

These are for Help Desk staff, who need to know how the overall system should be set up, and including total support information. This normally includes Technical and User Manual content.

Training Manuals

These can be written for your training staff, and provide you with material for training other users of equipment or systems; or they may just complement your own Customer Training process.

Working one-to-one with clients allows close cooperation, so when you need alternatives, we design accordingly.

Reference Manuals (Programmer Bibles)

These are typically comprehensive manuals which the user can use to check for information when required. They are fully indexed and cross-referenced.

If your product is so complicated that a third-party specialist takes care of the maintenance on your behalf, then this type of manual is ideal. For portability and ease of use, these typically large manuals can also be generated in pdf format so they can be accessed on-line (via an intranet, on-line help or web site), or from a CD.

Standards and Procedures

As your company grows, you will need to document your standards and procedures. They bring together the knowledge within your company, help new staff learn company procedures, and help ensure everyone is working to the same standards. Basically, they are an ideal way to underpin your internal quality systems.

Specifications

Technical staff, while highly-skilled and very knowledgeable, frequently have problems putting their thoughts down on paper.

We can make sense of the technical jargon and scribbled notes (including beer mats!) to produce your specifications.

Release Notes

These documents are primarily used by software houses and are aimed at internal staff and expert-end users. They describe new and advanced functionality at a high level in new software releases.

Operating Instructions

Ideal for anyone operating specialist equipment, in the home or commercial premises. Clear instructions, supported by illustrations (and photographs where appropriate), with trouble shooting tips. These instructions can be particularly useful for newly trained staff. Good operating instructions can enhance your product and your company’s reputation.

Assembly Instructions

If you supply a flat-packed product, these are vital for your customers. They take the customer through the task step-by-step in a visual format. They also include a check list of components.

Overviews

Overviews are designed to support your sales literature and give an in-depth view of your product. They enable your clients, both new and established, to make informed decisions in conjunction with input from your staff.

Skills Books

Your company probably has at least one member of staff that all the others go to for knowledge and advice about one particular aspect of your business operations, products or services. A series of skills books can capture this invaluable knowledge so that it can be shared by everyone while reducing the pressures on your expert staff. These books can also be used to drive internal training sessions.

Test Scripts

Prior to going live with a new computer system, it is always advisable to run your own tests on a test system. It is not enough to simply enter a few sales orders. A series of carefully designed test scripts will ensure your staff puts the system through its paces, highlighting possible problems before the go-live date.

Multimedia Systems

These interactive solutions combine text, graphics and maybe even sound for presentations, demonstrations and tutorials.

Document Redesign (“Cosmetic Surgery”)

Maybe you have all the right documentation but it is old fashioned and looking dated. Maybe it doesn’t completely cover everything. Maybe you just need to change the delivery format, for example, convert your paper documentation to on-line help. We can analyse your existing documentation to help you achieve the look, feel and content you need.

2.6 Business Change Issues

As we can determine from above information that pilot approach is the best approach where we can see the combination of less risks as well as less implementation cost because.

There are many health centers so we can implement the new system only at any one of the health centers to check whether it is working appropriately or not. And this method is also cheaper than all other methods except direct cut over where there are chances of risks here in this method risk of system failure is very less.

Workshops close down for half a working day but it will take two full working days to install and configure CAVIES and VOLE system in live working environment. There should be little disruption as possible to normal business operation. The full business benefit will be achieved when all workshops are live on CAVIES and VOLE.

Giving most priority to CAVIES and VOLE and train the staffs for the new system will cause the business slightly. And until the staff used to the new system there may be possible to have technical errors. STITCH (SMARTS Training Information Technology & Communications Harmonisation) intends to evaluate the overall impact on business, social and technical issues for future attention.

Issue Management

The information contained within the Project Plan will likely change as the project progresses. While change is both certain and required, it is important to note that any changes to the Project Plan will impact at least one of three critical success factors: Available Time, Available Resources (Financial, Personnel), or Project Quality. The decision by which to make modifications to the Project Plan (including project scope and resources) should be coordinated using the following process:

Step 1: As soon as a change which impacts project scope, schedule, staffing or spending is identified, the Project Manager will document the issue.

Step 2: The Project Manager will review the change and determine the associated impact to the project and will forward the issue, along with a recommendation, to the Steering Committee for review and decision.

Step 3: Upon receipt, the Steering Committee should reach a consensus opinion on whether to approve, reject or modify the request based upon the information contained within the project website, the Project Manager’s recommendation and their own judgment. Should the Steering Committee be unable to reach consensus on the approval or denial of a change, the issue will be forwarded to the Project Sponsor, with a written summation of the issue, for ultimate resolution.

Step 4: If required under the decision matrix or due to a lack of consensus, the Project Sponsor shall review the issue(s) and render a final decision on the approval or denial of a change.

Step 5: Following an approval or denial (by the Steering Committee or Project Sponsor), the Project Manager will notify the original requestor of the action taken. There is no appeal process.

2.7 Installation Schedule

This section should outline the way you will roll out the technology, including the highest level milestones.

GANTT CHART

3. Support

3.1 Support Needs

RABBIT Steering Committee role

Position

Name

Joint Executive

Joint Owner/Managing Director

Neil Nimbus

Joint Executive

Joint Owner/Managing Director

Simon Wheatley

Senior user

Practice Manager

Verity Green

Senior user

Financial Controller

Hadi Esfahani

Senior user

ISS Manager

Vanessa Phillips

CAVIES and VOLE Project Manager

ISS Project Manager

F S Haroon

MICE Project Manager

ISS Project Manager

Fergus Sheridan

Support Services Offered

We provide the following telephone, remote-access and onsite support for New System, hardware, network and Microsoft products:

Phone and Remote Access

On-site Support

Software Implementation

Upgrade Installation

Hardware/Software

Data Import/Export

Business practices consulting

Training-on site & ATC Classroom

Forms/Report Design

3.2 ISS Help Desk

The Support Plan is what we call the backup service we offer to CAVIES and VOLE users to ensure that you have all the help you need to get the most out of the software. Here are the benefits.

Unlimited Telephone, Email and Online Help Desk Support

Unlimited telephone support from our technical staff, priority treatment for any email support and free use of our Online Helpdesk System

FREE Version Upgrades*

We usually release a major upgrade to every couple of years or so. Customers on the Support Plan receive a completely FREE upgrade to the latest version (otherwise an upgrade fee has to be paid).

Online Backup Service

Support Plan customers have the option of an Online Backup account. We will help to configure an automatic backup schedule for you so that Database is uploaded to a secure server every night, giving extra peace of mind.

Discounts on other Support Services

Support Plan customers receive massive discounts on our other services such as Report Designing, Data Conversion and On-Site Installation & Training.

Wishlist Implementation

To continually improve the software, we operate a “wishlist” system so that users can make requests for new features or changes. Requests from customers on the Support Plan are given priority so that you can have an active role in the ongoing development of software.

User Support and customer service on company supported computer application and platforms. Troubleshoot problems and advise on the appropriate action. Main Job and Responsibilities.

Telephone Support

Remote Support

On-site Support

Roles and Responsibilities

Respond to requests for technical assistance in person, via phone, electronically

Diagnose and resolve technical hardware and software issues.

Research questions using available information resources

Advise user on appropriate act

Follow Standard help desk procedures

Log all help desk interactions

Administer help desk software

Redirect problems to appropriate resource

Identify and escalate situations requiring urgent attention

Track and route problems and requests and document resolutions

Prepare activity reports

Stay current with system information, changes and updates

Project Roles and Responsibilities

Role

Responsibilities

Project Sponsor

Ultimate decision-maker and tie-breaker

Provide project oversight and guidance

Review/approve some project elements

Steering Committee

Commits department resources

Approves major funding and resource allocation strategies, and significant changes to funding/resource allocation

Resolves conflicts and issues

Provides direction to the Project Manager

Review project deliverables

Project Manager

Manages project in accordance to the project plan

Serves as liaison to the Steering Committee

Receive guidance from Steering Committee

Supervises consultants

Supervise vendor(s)

Provide overall project direction

Direct/lead team members toward project objectives

Handle problem resolution

Manages the project budget

Project Participants

Understand the user needs and business processes of their area

Act as consumer advocate in representing their area

Communicate project goals, status and progress throughout the project to personnel in their area

Review and approve project deliverables

Creates or helps create work products

Coordinates participation of work groups, individuals and stakeholders

Provide knowledge and recommendations

Helps identify and remove project barriers

Assure quality of products that will meet the project goals and objectives

Identify risks and issues and help in resolutions

Subject Matter Experts

Lend expertise and guidance as needed

Help Desk will be located in Southgate, Head Office and it will staffed as follows;

2 project managers (F S Haroon, and the MICE project manager Fergus Sheridan)

3 system/database administrators

2 business analysts

4 Oracle developers

The ISS Service Desk is the place to go with any queries about ISS services. Service Desk is open weekdays between: 0900 – 1700

3.3 Outsourcing the Help Desk

Help Desk Staff

Position

Name

Senior user

Pract