Uploaded byMahesh Vallampati
Cutover Plan V2
The document outlines the anatomy of a cutover plan, emphasizing its importance in executing a successful go-live situation with minimal risk and effective coordination among stakeholders. It details the components, preparation, execution, and post-go-live support of cutover plans, including the need for readiness criteria and contingency plans. Various formats and management practices for cutover documentation are discussed, highlighting roles, task coordination, and decision-making processes essential for a smooth transition.
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Cutover Plan V2
- 1. Anatomy of aCutover Plan or Don’t get caught dead in a go-live situation Mahesh Vallampati
- 2. About the Speaker •Mahesh Vallampati – Senior Practice Manager at SmartDog Services – Senior Sales Consulting Manager at Hotsos. – Worked at Oracle for nine years – Director of IT Database Services at a company in Houston – Published in Oracle magazine
- 3. Agenda • Go Live ecology • Cutover Overview • Cutover Plan • Cutover Templates
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- 5. Go Live Ecology •What is a Go-Live Anyway? – A move from one defined state to another defined state – Typically supposed to • Minimize on-going risk • Cost Effective • Enhance Business Process – Involves • Several Stakeholders • Co-ordination of tasks – Usually involves a small defined window of time • Includes cutover tasks • Also includes rollback tasks if needed
- 6. Go Live Ecology– Bus. Perspective Go Live Bus. E Vol. B D A C TIME A = Current Business volume, B = Business ramp up C = Productivity Dip toward shutdown, D = Controlled Business ramp up, E = Stabilization
- 7. Go-Live Ecology –IT Perspective Go Live C IT Activities B D A E Y Z TIME A = Overall Testing, B = Plan and Get Ready for Cutover C = Execute Cutover, D = Support Business Ramp Up E = Steady State Support Y-Z = Steady State Support
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- 9. Cutover Definition • IsA Process • Execution of Planned Tasks • By Several Stakeholders • Step by Step • Migrate Tested Functionality to Production • Performed at least once or twice to document issues and timings • Variance from cutover for Production should be well understood • Lessons should be definitely learnt
- 10. Cutover characteristics • Planwell ahead • Meet Customer Demand • Ramp down Business, (Close open items, Notify customers) • Cutover Activities • Key Decision point made by stakeholder – Move forward – Roll Back • Go-Live or RollBack • Business Ramp up
- 11. Cutover Process • Pre-CutoverActivities • Build Production Environment • Cutover Plan development • Test Cutover Plan • Wash/Repeat/Rinse • Finalize Cutover Plan • Cutover Activities • Execute Cutover Plan • Perform checks • Go/No Go Decision • Post Go Live Support • Issue Management
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- 13. Cutover Plan • One document • Includes all cutover related tasks • Has a section for rollback also • Contains stakeholders and their tasks • Has decision checkpoints • Has detailed timing information for trial cutovers
- 14. Cutover Plan • Facilitatesco-ordination between key players and stakeholders • Owned by a project manager or a key stakeholder • Business and IT own the cutover plan together • A tool to manage cutover process • A tool to report progress against cutover tasks
- 15. Cutover Plan Document •Needs to be managed very tightly • Changes to plan made only by cutover team • Change risk understood and contingency plan in place
- 16. Cutover Plan • DetailedTask List • Timings and dependencies for each tasks • Parallel execution and co-ordination of independent tasks • A contact list • Rollback Plan • Decision Points • Contains readiness criteria
- 17. Readiness Criteria • Criteria – Site – Technology – Training – Data Migration – Sustainment – Functionality – Cutover Planning • Criteria Scores – 1-5 • 1-No Impact • 2-Low Impact • 3-Medium Impact • 4-High Impact • 5-Show Stopper
- 18. Risk Scorecard Criteria/ 1-No 2-Low 3-Med. 4. High 5. Show Score Impact Impact Impact Impact Stopper Site Technology Training Data Migration Sustainment Functionality Cutover Planning Totals Overall Risk Score
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- 21. Cutover Plan Formats •Spreadsheet – Homegrown – Created out of necessity • AIM Document – PM.030 – Transition and Contingency Plan Document
- 22. Spreadsheet • Components – Document Control – Resources • Cutover Escalation • Post Implementation Support Plan • On-Site/Remote Resources • War Room • Conf. Bridge – Risk Scorecard/Readiness Criteria – Cutover Plan – DR-Restore
- 23. Document Control • Version Control • Owner • Contributors • Reviewers • Issue List
- 24. Resources • Cutover Escalation •Post Implementation Support Plan • On-Site/Remote Resources – Name – Contact (Cell/Home/Office) – Manager’s Contact • War Room/Conf. Bridge
- 25. A note onWar Rooms • War Rooms are effective – When there are team chemistry issues – Post Go Live issues are certain – There are enough resources to staff a war room around the clock – It is for a short period – There is a lot on the line
- 26. Cutover Plan • Task • Owner • Others Involved • Dependencies • Duration – Planned Start and End – Actual Start and End • Variance in duration • Status • Notes • Score • Process Improvement Opportunity
- 27. DR-Restore • Same asCutover Plan • Get back to Original State
- 28. AIM Document PM.030 •PM.030 – Transition and Contingency Plan – Owned by the Project Manager – Major Contributors • DBA Team • Infrastructure/OS Team • Development Team • Functional Team for Setups – Much easy if done ahead of time
- 29. PM.030 Sections • Detailed Transition Plan • Cutover Contingency Plan • Preparing for Production • Production Schedule – First Week
- 30. PM.030 Sections • DetailedTransition Plan – General Tasks – Detailed Checklist Tasks • Cutover Contingency Plan – Contingency Steps – Upon System Availability • Preparing for Production – Approach • Production Schedule - First Week – Using the Company Support Infrastructure – Information Systems Production Feedback Session – Support Status
- 31. Walkthrough • Cutover PlanSpreadsheet • AIM PM.030 Document
- 32. Q U ES T I O N S A N S W E R S