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📄 Contents

  1. Management Reference Guide
  2. Table of Contents
  3. Introduction
  4. Strategic Management
  5. Establishing Goals, Objectives, and Strategies
  6. Aligning IT Goals with Corporate Business Goals
  7. Utilizing Effective Planning Techniques
  8. Developing Worthwhile Mission Statements
  9. Developing Worthwhile Vision Statements
  10. Instituting Practical Corporate Values
  11. Budgeting Considerations in an IT Environment
  12. Introduction to Conducting an Effective SWOT Analysis
  13. IT Governance and Disaster Recovery, Part One
  14. IT Governance and Disaster Recovery, Part Two
  15. Customer Management
  16. Identifying Key External Customers
  17. Identifying Key Internal Customers
  18. Negotiating with Customers and Suppliers—Part 1: An Introduction
  19. Negotiating With Customers and Suppliers—Part 2: Reaching Agreement
  20. Negotiating and Managing Realistic Customer Expectations
  21. Service Management
  22. Identifying Key Services for Business Users
  23. Service-Level Agreements That Really Work
  24. How IT Evolved into a Service Organization
  25. FAQs About Systems Management (SM)
  26. FAQs About Availability (AV)
  27. FAQs About Performance and Tuning (PT)
  28. FAQs About Service Desk (SD)
  29. FAQs About Change Management (CM)
  30. FAQs About Configuration Management (CF)
  31. FAQs About Capacity Planning (CP)
  32. FAQs About Network Management
  33. FAQs About Storage Management (SM)
  34. FAQs About Production Acceptance (PA)
  35. FAQs About Release Management (RM)
  36. FAQs About Disaster Recovery (DR)
  37. FAQs About Business Continuity (BC)
  38. FAQs About Security (SE)
  39. FAQs About Service Level Management (SL)
  40. FAQs About Financial Management (FN)
  41. FAQs About Problem Management (PM)
  42. FAQs About Facilities Management (FM)
  43. Process Management
  44. Developing Robust Processes
  45. Establishing Mutually Beneficial Process Metrics
  46. Change Management—Part 1
  47. Change Management—Part 2
  48. Change Management—Part 3
  49. Audit Reconnaissance: Releasing Resources Through the IT Audit
  50. Problem Management
  51. Problem Management–Part 2: Process Design
  52. Problem Management–Part 3: Process Implementation
  53. Business Continuity Emergency Communications Plan
  54. Capacity Planning – Part One: Why It is Seldom Done Well
  55. Capacity Planning – Part Two: Developing a Capacity Planning Process
  56. Capacity Planning — Part Three: Benefits and Helpful Tips
  57. Capacity Planning – Part Four: Hidden Upgrade Costs and
  58. Improving Business Process Management, Part 1
  59. Improving Business Process Management, Part 2
  60. 20 Major Elements of Facilities Management
  61. Major Physical Exposures Common to a Data Center
  62. Evaluating the Physical Environment
  63. Nightmare Incidents with Disaster Recovery Plans
  64. Developing a Robust Configuration Management Process
  65. Developing a Robust Configuration Management Process – Part Two
  66. Automating a Robust Infrastructure Process
  67. Improving High Availability — Part One: Definitions and Terms
  68. Improving High Availability — Part Two: Definitions and Terms
  69. Improving High Availability — Part Three: The Seven R's of High Availability
  70. Improving High Availability — Part Four: Assessing an Availability Process
  71. Methods for Brainstorming and Prioritizing Requirements
  72. Introduction to Disk Storage Management — Part One
  73. Storage Management—Part Two: Performance
  74. Storage Management—Part Three: Reliability
  75. Storage Management—Part Four: Recoverability
  76. Twelve Traits of World-Class Infrastructures — Part One
  77. Twelve Traits of World-Class Infrastructures — Part Two
  78. Meeting Today's Cooling Challenges of Data Centers
  79. Strategic Security, Part One: Assessment
  80. Strategic Security, Part Two: Development
  81. Strategic Security, Part Three: Implementation
  82. Strategic Security, Part Four: ITIL Implications
  83. Production Acceptance Part One – Definition and Benefits
  84. Production Acceptance Part Two – Initial Steps
  85. Production Acceptance Part Three – Middle Steps
  86. Production Acceptance Part Four – Ongoing Steps
  87. Case Study: Planning a Service Desk Part One – Objectives
  88. Case Study: Planning a Service Desk Part Two – SWOT
  89. Case Study: Implementing an ITIL Service Desk – Part One
  90. Case Study: Implementing a Service Desk Part Two – Tool Selection
  91. Ethics, Scandals and Legislation
  92. Outsourcing in Response to Legislation
  93. Supplier Management
  94. Identifying Key External Suppliers
  95. Identifying Key Internal Suppliers
  96. Integrating the Four Key Elements of Good Customer Service
  97. Enhancing the Customer/Supplier Matrix
  98. Voice Over IP, Part One — What VoIP Is, and Is Not
  99. Voice Over IP, Part Two — Benefits, Cost Savings and Features of VoIP
  100. Application Management
  101. Production Acceptance
  102. Distinguishing New Applications from New Versions of Existing Applications
  103. Assessing a Production Acceptance Process
  104. Effective Use of a Software Development Life Cycle
  105. The Role of Project Management in SDLC— Part 2
  106. Communication in Project Management – Part One: Barriers to Effective Communication
  107. Communication in Project Management – Part Two: Examples of Effective Communication
  108. Safeguarding Personal Information in the Workplace: A Case Study
  109. Combating the Year-end Budget Blitz—Part 1: Building a Manageable Schedule
  110. Combating the Year-end Budget Blitz—Part 2: Tracking and Reporting Availability
  111. References
  112. Developing an ITIL Feasibility Analysis
  113. Organization and Personnel Management
  114. Optimizing IT Organizational Structures
  115. Factors That Influence Restructuring Decisions
  116. Alternative Locations for the Help Desk
  117. Alternative Locations for Database Administration
  118. Alternative Locations for Network Operations
  119. Alternative Locations for Web Design
  120. Alternative Locations for Risk Management
  121. Alternative Locations for Systems Management
  122. Practical Tips To Retaining Key Personnel
  123. Benefits and Drawbacks of Using IT Consultants and Contractors
  124. Deciding Between the Use of Contractors versus Consultants
  125. Managing Employee Skill Sets and Skill Levels
  126. Assessing Skill Levels of Current Onboard Staff
  127. Recruiting Infrastructure Staff from the Outside
  128. Selecting the Most Qualified Candidate
  129. 7 Tips for Managing the Use of Mobile Devices
  130. Useful Websites for IT Managers
  131. References
  132. Automating Robust Processes
  133. Evaluating Process Documentation — Part One: Quality and Value
  134. Evaluating Process Documentation — Part Two: Benefits and Use of a Quality-Value Matrix
  135. When Should You Integrate or Segregate Service Desks?
  136. Five Instructive Ideas for Interviewing
  137. Eight Surefire Tips to Use When Being Interviewed
  138. 12 Helpful Hints To Make Meetings More Productive
  139. Eight Uncommon Tips To Improve Your Writing
  140. Ten Helpful Tips To Improve Fire Drills
  141. Sorting Out Today’s Various Training Options
  142. Business Ethics and Corporate Scandals – Part 1
  143. Business Ethics and Corporate Scandals – Part 2
  144. 12 Tips for More Effective Emails
  145. Management Communication: Back to the Basics, Part One
  146. Management Communication: Back to the Basics, Part Two
  147. Management Communication: Back to the Basics, Part Three
  148. Asset Management
  149. Managing Hardware Inventories
  150. Introduction to Hardware Inventories
  151. Processes To Manage Hardware Inventories
  152. Use of a Hardware Inventory Database
  153. References
  154. Managing Software Inventories
  155. Business Continuity Management
  156. Ten Lessons Learned from Real-Life Disasters
  157. Ten Lessons Learned From Real-Life Disasters, Part 2
  158. Differences Between Disaster Recovery and Business Continuity , Part 1
  159. Differences Between Disaster Recovery and Business Continuity , Part 2
  160. 15 Common Terms and Definitions of Business Continuity
  161. The Federal Government’s Role in Disaster Recovery
  162. The 12 Common Mistakes That Cause BIAs To Fail—Part 1
  163. The 12 Common Mistakes That Cause BIAs To Fail—Part 2
  164. The 12 Common Mistakes That Cause BIAs To Fail—Part 3
  165. The 12 Common Mistakes That Cause BIAs To Fail—Part 4
  166. Conducting an Effective Table Top Exercise (TTE) — Part 1
  167. Conducting an Effective Table Top Exercise (TTE) — Part 2
  168. Conducting an Effective Table Top Exercise (TTE) — Part 3
  169. Conducting an Effective Table Top Exercise (TTE) — Part 4
  170. The 13 Cardinal Steps for Implementing a Business Continuity Program — Part One
  171. The 13 Cardinal Steps for Implementing a Business Continuity Program — Part Two
  172. The 13 Cardinal Steps for Implementing a Business Continuity Program — Part Three
  173. The 13 Cardinal Steps for Implementing a Business Continuity Program — Part Four
  174. The Information Technology Infrastructure Library (ITIL)
  175. The Origins of ITIL
  176. The Foundation of ITIL: Service Management
  177. Five Reasons for Revising ITIL
  178. The Relationship of Service Delivery and Service Support to All of ITIL
  179. Ten Common Myths About Implementing ITIL, Part One
  180. Ten Common Myths About Implementing ITIL, Part Two
  181. Characteristics of ITIL Version 3
  182. Ten Benefits of itSMF and its IIL Pocket Guide
  183. Translating the Goals of the ITIL Service Delivery Processes
  184. Translating the Goals of the ITIL Service Support Processes
  185. Elements of ITIL Least Understood, Part One: Service Delivery Processes
  186. Case Study: Recovery Reactions to a Renegade Rodent
  187. Elements of ITIL Least Understood, Part Two: Service Support
  188. Case Studies
  189. Case Study — Preparing for Hurricane Charley
  190. Case Study — The Linux Decision
  191. Case Study — Production Acceptance at an Aerospace Firm
  192. Case Study — Production Acceptance at a Defense Contractor
  193. Case Study — Evaluating Mainframe Processes
  194. Case Study — Evaluating Recovery Sites, Part One: Quantitative Comparisons/Natural Disasters
  195. Case Study — Evaluating Recovery Sites, Part Two: Quantitative Comparisons/Man-made Disasters
  196. Case Study — Evaluating Recovery Sites, Part Three: Qualitative Comparisons
  197. Case Study — Evaluating Recovery Sites, Part Four: Take-Aways
  198. Disaster Recovery Test Case Study Part One: Planning
  199. Disaster Recovery Test Case Study Part Two: Planning and Walk-Through
  200. Disaster Recovery Test Case Study Part Three: Execution
  201. Disaster Recovery Test Case Study Part Four: Follow-Up
  202. Assessing the Robustness of a Vendor’s Data Center, Part One: Qualitative Measures
  203. Assessing the Robustness of a Vendor’s Data Center, Part Two: Quantitative Measures
  204. Case Study: Lessons Learned from a World-Wide Disaster Recovery Exercise, Part One: What Did the Team Do Well
  205. (d) Case Study: Lessons Learned from a World-Wide Disaster Recovery Exercise, Part Two

No matter how well we design and test an application, the first—and often lasting—impressions that users form about that application come from how successfully we deploy it into production. Developers and operations personnel sometimes let unnecessary obstacles divert their focus from the goal of a successful deployment. This section begins with a definition, from a management perspective, of the process of production acceptance. It then describes many of the benefits such a process provides to a variety of groups both inside and outside IT. Next I describe each of the 14 steps required to design and implement an effective production acceptance process. The section concludes with a guideline on the use of this process concerning new applications versus new versions of existing applications.

Definition of Production Acceptance

The primary objective of systems management is to provide a consistently stable and responsive operating environment. A secondary goal is to ensure that the production systems themselves run in a stable and responsive manner. The function of systems management that addresses this challenge is production acceptance—a methodology to consistently and successfully deploy application systems into a production environment regardless of platform.

Several key words are worth noting. While the methodology is consistent, it's not necessarily identical across all platforms. There are essential steps of the process for every production deployment, and then there are other steps that can be added, omitted, or modified depending on the type of platform selected for production use.

Deploying into a production environment implies that the process is not complete until all users are fully up and running on the new system. For large applications, this could involve thousands of users phased in over several months. The term application system refers to any group of software programs necessary for conducting a company's business, the end users of which are primarily (but not necessarily) in departments outside IT. This rule excludes software still in development, as well as software used as tools for IT support groups.

Benefits of a Production Acceptance Process

An effective production deployment process offers several advantages to a variety of user groups. The following table lists the beneficiaries of production acceptance and the specific benefits they acquire.

Beneficiaries and Benefits of Production Acceptance

Beneficiary

Benefits

Applications

Ensures that adequate network and system capacity is available for both development and production

Identifies desktop upgrade requirements in advance to ensure sufficient budget, resources, and timeframe

Specifies detailed hardware and software configurations of both the development and production servers to ensure that identical environments are used for testing and deployment

Ensures that infrastructure support groups (systems, networks, solution center) are trained on supporting the application weeks prior to cutover

Executive Management

Quantifies total ongoing support costs prior to project startup

Reduces overtime costs by identifying upgrade requirements early

Increases the likelihood of deploying production systems on schedule by ensuring thorough and timely testing

Infrastructure

Identifies initial system and network requirements early on

Identifies future infrastructure requirements, enabling more cost-effective capacity planning

Identifies ongoing support requirements early on

Customers

Involves customers early in the planning phase

Ensures that customer equipment upgrades are identified early and scheduled with customer involvement

Ensures satisfactory user testing

Suppliers

Involves key suppliers in the success of the project

Identifies and partners key suppliers with each other and with support groups

Provides suppliers with opportunities to suggest improvements for deployment


Steps To Implementing a Production Acceptance Process

The following 14 steps describe how to implement a world-class production acceptance process. These steps are based on actual industry experience and entail many of the best practices associated with this type of process. This procedure is applicable to IT organizations of various sizes, scopes, and platforms.

  1. Identify an executive sponsor. Production acceptance is one of a handful of systems management processes that directly involve departments outside the infrastructure group. In this case, the applications development area plays a key role in making this process effective. An executive sponsor is necessary to ensure ongoing support and cooperation between these two departments. Depending on the size and scope of the IT organization, the sponsor could be the CIO, the head of the infrastructure group, or some other executive in the infrastructure.

  2. We should note that an application manager could be an excellent sponsor, provided that the head of the infrastructure agrees with the selection. In this case, executives from both the applications and infrastructure departments should concur on the choice of process owner, who needs to be from the infrastructure group.

    In general, the higher the level of executive sponsor, the better. Senior executives have less available time than managers at lower levels, so you should plan support sessions well to ensure that they are straightforward and to the point.

    The executive sponsor must be a champion of the process, particularly if the shop has gone many years with no structured turnover procedure in place. He or she needs to persuade other executives both inside and outside IT to follow the lead. This individual is responsible for providing executive leadership, direction, and support for the process. The executive sponsor is also responsible for selecting the process owner, for addressing conflicts that the process owner cannot resolve, and for providing marketing assistance.

  3. Select a process owner. One of the first responsibilities of the executive sponsor is to select the production acceptance process owner. The process owner should be a member of the infrastructure organization, because most of the ongoing activities of operating and supporting a new production application fall within this group. This person will be interacting frequently with programmers who developed and will be maintaining the system.

  4. This continual interaction with applications makes a working knowledge of application systems an important prerequisite for the process owner. Being able to evaluate applications documentation and to communicate effectively with program developers are two additional characteristics highly recommended in a process owner. These attributes and priorities may vary from shop to shop, but should emphasize the importance of predetermining the traits that will suit your organization best.

  5. Solicit executive support. Production acceptance requires much cooperation and support between the applications development and infrastructure departments. The executive sponsor should solicit executive support from both of these departments to ensure that senior levels of management support and push down policies, and that decisions about the design of the process are backed up and pushed down from higher levels of management.

  6. Assemble a production acceptance team. The process owner should assemble a cross-functional team to assist in developing and implementing a production acceptance process. The team should consist of key representatives from the development organization as well as those from operations, technical support, capacity planning, the help desk, and database administration. In cases where the development group is larger than a few hundred programmers, multiple development representatives should participate.

  7. It's important that the cross-functional team represent all key areas within development to ensure support and buy-in for the process. Appropriate development representatives also ensure that the team identifies potential obstacles to success and resolve them to everyone's satisfaction. An effective executive sponsor and the soliciting of executive support (steps 1 and 3) can help to ensure proper representation.

    At one company where I managed a large infrastructure group, there were more than 400 programmers in the development department, grouped into the areas of finance, engineering, manufacturing, and logistics. A representative from each of these areas participated in the development of a production acceptance procedure; each brought unique perspectives, and together they helped to ensure a successful result to the process.

  8. Identify and prioritize requirements. Early in my career, I participated on a number of production acceptance teams that fell short in providing an effective production turnover process. In looking for common causes for these failed attempts, I noticed that in almost every case there were no agreed-upon requirements at the start; when requirements did exist, their originators seldom bothered to prioritize them. Later on, as I led my own production acceptance design teams, I realized that having all participants agree on and prioritize their requirements added greatly to the success of the teams.

  9. Develop policy statements. The cross-functional team should develop policy statements for a production acceptance process that the executive sponsor supports and approves. This will help to ensure that compliance, enforcement, and accountability will be issues that senior management supports and communicates to the applicable levels of staffs.

  10. Nominate a pilot system. When a cross-functional team designs and implements a production acceptance process, particularly in environments that have never had one, there is normally a major change in the deployment of application systems. Therefore, it's usually more effective to introduce this new method of production turnover on a smaller scale with a minimal-impact pilot system. If a small system is not available as a pilot, consider putting only an initial portion of a major system through the new process.

  11. Design appropriate forms. During the requirements step, the cross-functional team will normally discuss the quantity, types, and characteristics of forms to be used with a production acceptance process. Some shops elect to combine some or all of these forms, depending on their complexity. The team proposes, designs, and finalizes the forms. Specific requirements of the forms vary from shop to shop, but the forms should always be simple, thorough, understandable, and accessible. Many shops today keep forms like these online via their company intranet for ease of use and access. The following figures show an example of a three-page form used by two of my clients after implementing a production acceptance process. The form outlines actions required during stages leading up to the deployment process.

  12. Figure 2aFigure 2a Figure 2bFigure 2b Figure 2cFigure 2c

  13. Document the procedures. The documentation of any systems management process is important, but it's especially so in the case of production acceptance because a large number of developers will be using it. The documentation for these procedures must be effective and accessible.

  14. Execute the pilot system. After the process design team identifies the pilot, designs the forms, and puts appropriate procedures in place, it's time to execute the pilot system. User testing and acceptance plays a major role in this step, as does the involvement of support groups such as technical support, systems administration, and the help desk.

  15. Conduct a "lessons learned" session. In this step, the process owner conducts a thorough, candid "lessons learned" session with key participants involved in executing the pilot system. Participants should include representatives from the user community, development area, support staff, and help desk.

  16. Revise policies, procedures, and forms. The recommendations resulting from the "lessons learned" session may include revisions to policies, procedures, forms, test plans, and training techniques for users and support staff. The entire cross-functional team should agree to these revisions and implement them prior to full deployment.

  17. Formulate a marketing strategy. Regardless of how thoroughly and effectively a cross-functional team designs a production acceptance process, it does little good if development groups don't support and apply the process. Once the final policies, procedures, and forms are in place, the process owner and design team should formulate and implement a marketing strategy. The marketing plan should include the benefits of using the process; the active support of the executive sponsor and peers; examples of any quick wins as evidenced by the pilot system; and testimonials from users, help desk personnel, and support staff.

  18. Follow up for ongoing enforcement and improvements. Improvement processes such as production acceptance often enjoy much initial support and enthusiasm, but that enjoyment is sometimes short-lived. Changing priorities, conflicting schedules, budget constraints, turnover of staff or management, lack of adequate resources, and a general reluctance to adopt radically new procedures all contribute to the de-emphasis and avoidance of novel processes. One of the best ways to ensure ongoing support and consistent use is to follow up with reviews, postmortems, and "lessons learned," to constantly improve the overall quality, enforcement, and effectiveness of the process.

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