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objective of this Standard Operating Procedure (SOP) is to document a
method for identifying, analysing and preparing documentation
and training materials, in order to effectively deploy service
enhancements and products to functional units and end-users.
SOP applies to the process of specifying, designing and generating training
related materials and product release documentation as outlined in the Scope
of Work (SOW) document.
This procedure also encompasses the training roles and
responsibilities to effectively perform the knowledge transfer that must
occur with any product/service deployment. Although internal training for
new releases is provided by Technical
Support, new hire training is outside of the scope of this
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EdITable; Policies, Processes,
Procedures, Projects Tasks, Diagrams, Forms & Files.
SDLC Standard Operating Procedures:
SDLC Roles and Responsibilities:
SOP 1101: Training and Documentation
systematic execution of a System Development Life Cycle (SDLC) for a
release or projects that have significant impact on an organizationís
service delivery. This
procedure oversees the SDLC execution; thus, it relies heavily on defined
procedure activities and acceptance criteria for inputs and outputs
Note: Every unit within SDLC interacts with Program/Project Management.
Every release of new and enhanced features and functionality
requires the commitment and effort from all departments.
focal point throughout a project who ensures that the responsible party
has completed with quality and comply with defined acceptance criteria.
Manager also acts as the conduit for communicating the progress of
the project and decisions made throughout the process to the Project Sponsor, Contracting
Organization, and the Performing
oversight for a group of projects. Program
Managers shoulder the responsible for the successful completion of
program objectives by supporting and developing project staff.
Reporting at this level provides Executive
Management with the information necessary to make informed
decisions and execute actions that optimize benefits to the organization.
tactical manager who facilitates, monitors and communicates the progress
and issues in implementing the strategic objectives of an approved
program. The Program
Manager works cross-functionally to develop the blueprint that
integrates multiple release deliverables that enhance the programís
PMO is the organization
that consolidates all project plans and reports the status to executive
management. Impacts from
individual projects can be seen from an organizational perspective and
responded to rapidly. The PMO is where project and
program standards, procedures, policies and reporting are established.
milestone in a project lifecycle when specific requirements must be met in
order to make or validate business decisions relating to the project.
milestone in a project schedule achieved when agreement exists between the
Performing Organizations and the Contracting Organizations for the
delivery of a defined project scope of work within a defined schedule at a
event associated with selected business gates where specific decisions
concerning the project are made by appropriate levels of management.
Deviations in deliverables or timeframe are handled by convening
the Gate 6 Review Board. This group will make any decisions concerning scope,
cost, and schedule tradeoffs. These
business gates are:
Project Strategy Lock-Down
Requirements Scope Lock-Down
|SDLC Business Gates
||The foundation is Program/Project Management in the SDLC Business Gates. This Systems
Development Life Cycle (SDLC) begins at project initiation and moves
through deployment to the production environment.
collection of logically related project activities, usually culminating in
the completion of a major deliverable. The conclusion of a project phase
is generally marked by a review of both key deliverables and project
performance in order to determine if the project should continue into its
next phase as defined or with modifications or be terminated and to detect
and correct errors cost effectively.
defined set of projects containing common dependencies, and/or resources
and/or objectives overseen by a Program Manager
temporary endeavour undertaken to create a unique product or service. A
project has a defined scope of work (unique product or service), a time
constraint within which the project objectives must be completed
(temporary) and a cost constraint. In the context of SDLC, a project may be one of:
collection of features making a release
collection of product releases making up a portfolio
new product development
Development Life Cycle (SDLC)
predictable series of phases through which a new information system
progresses from conception to implementation.
All of the activities involved with creating and operating an
information system, from the planning phase and/or the initial concept to
the point at which the system is installed in a production environment.
The major phases are Release Planning, Definition (Requirements and
Specifications), Development, Test (Validation), and Deployment.
|Scope of Work
||The Scope of Work (SOW) contains a listing of all internal and external
needs for the project. This user requirements specified in this list define the
goals for the project.
|First Office Application
||The First Office Application
(FOA) is the first installation and use of
the product/project at one or more designated user/client sites.
|Training Needs Form
outlines all of the functionality that will require training within a
product/project release, who will provide training, who needs to receive
training and whether or not there will be an FOA rollout training and controlled
||The Internet Service Provider
for SDLC provides access to the internet including hardware and software required to establish, maintain and monitor connectivity.
and Documentation Overview
Click Image to Enlarge
Roles and Responsibilities
are the people who will be responsible for training either the internal
organization or the external client based on predetermined training
needs. Depending on the
technical capabilities of the individual being trained, the trainer will
need to have different technical abilities. It is the responsibility of
Technical Support to train users and the responsibility of engineering
to train Engineering personnel. It
is also the responsibility of Technical Support to act as the Tools
Trainer. This individual is
one that knows the tools and can train the Content Group of any changes
made to the toolset. In
instances where Technical Support is not knowledgeable on new
functionality, individuals will be pulled from Product, Operations and
Development in order to "train the Trainer".
The Technical Support group within SDLC is responsible for defining the initial training and documentation requirements, reviewing the documentation that is produced by the Development Group and providing training to the users. It
is ultimately the responsibility of Technical Support to ensure that
training and documentation are clear and concise.
This group is also responsible for training the Content Group on
and document changes in the program requirements or The Development
Group must compile documentation for training purposes. This
documentation must coincide with the internal and external needs that
are defined in the Scope of Work (SOW) documentation and the Training
Needs Form. The Development Group is held accountable for the
thoroughness and accuracy of the documentation and will be required to
modify the documentation if it is not accepted bu Quality Assurance.
Lastly, this group is required to train external engineers.
is the responsibility of the Project Manager within the Product Group to
work with Technical Support to define the training needs of the release.
Jointly, these two groups will be required to complete the
Training Needs Form and the SOW.
Assurance is ultimately responsible for accepting or rejecting the
documentation produced by the Development Group.
Quality Assurance must review the documentation created and
provide necessary feedback. Once
the documentation is complete, Quality Assurance accepts the
documentation by signing off on the documents.
It is ultimately the responsibility of Quality Assurance to
ensure the accuracy and thoroughness of the training documentation.
This form will be used
to identify the client's perception of the effectiveness of both the
training and the materials created to support the training. This form will be given to the trainees upon completion of
the training in order to measure the trainees' perception of the trainer,
training and the materials.
Documentation Tracking Metric
This metric will
measure the cycle time of creating accurate and complete training
documentation materials. This
will record the number of times, if any, the documentation was returned
to development in order to be reworked.
This metric is
designed to support the reduction of cycle time related to training
customers while increasing the quality of training.
With more effective training classes, cycle time will be reduced
because of the decreased need to retrain people. This metric will record the length of the training
classes as well as whether or not training had to be repeated because of
of Technical Support Calls Received after Release
The number of Technical
Support calls will be monitored for a month after a release to
identify any trends. This
will identify whether or not there were any areas that may not have been
covered appropriately in the training.
Review, performed by Quality Assurance, will identify any shortcomings of both the
training and documentation that were uncovered during the release.
These shortcomings will be used to better enhance the procedure
for future releases.
Click Image to Enlarge
Product Training and Documentation Requirements
Preliminary product training and documentation requirements are
defined in the Release Planning Procedure (SOP 1005) within the Scope of
Work (SOW) documentation. Both
the Technical Support and the Product Group are required to work
together in order to define these requirements.
These groups then complete the SOW, which will document the
training requirements, who will need training, and who will be providing
the training. The training
may vary depending on the classification of the customer/user, or
whether the training is for internal or external use.
Prior to the beginning of Gate 6 (Project Lock Down) of the SDLC Business Gates, Technical Support and the Product Group must again work together to better define the training and documentation materials that will be necessary for the release. This
is necessary to achieve Project Lock-Down at Gate 6.
During this activity, both groups will update the SOW to reflect
any modifications made in the System Requirements Specifications during
the Requirements Definition Procedure (SOP 1040) will ensure that
complete and accurate documentation is produced from the Development
Group. Development will
produce documentation as outlined in the SOW.
Additionally, Quality Assurance will provide acceptance criteria
within the SOW to identify what will be acceptable documentation for
Development to produce.
Creation of the
Training Needs Document for the Release
Support and the Product Group will review all SOW's and create one
summarized Training Needs Document.
This document will outline all of the functionality that will
require training within the release, who will provide training, who
needs to receive training and whether or not there will be an FOA
rollout training and controlled rollout training.
Completion of the
Pre-Needs Assessment Form
the updated SOW, the Training
Needs Document and, if applicable, any customer contract, Technical
Support and the Product
Group must complete a Pre-Needs
Assessment Form for each client that will be receiving training.
This form contains all the training requirements defined in the SOW.
This form is then sent to the client for training expectation
acceptance and sign-off.
and Review of the Documentation
the Detailed Plan is Complete (Gate 5), the Development Group must
complete the training and documentation materials that were identified
in the SOW during the Requirements Definition Phase of the release.
This documentation must contain, at a minimum:
documentation, including training materials
interface changes (if applicable)
known system problems (if applicable)
It is vital that this documentation is complete and accurate.
The following groups are responsible for reviewing the
documentation for accuracy and completeness, and it is the sole
responsibility of Quality Assurance to accept or reject the
documentation not meet the needs and requirements of these groups and
the requirements set forth in the SOW, it will be sent back to
Development for rework. This
process will continue until the documentation is satisfactory.
The acceptance criteria for this documentation is based on
pre-determined criteria contained in the SOW, developed by Quality
Assurance and agreed upon by Development.
Office Application (FOA) Training Pilot
all releases will necessitate an FOA.
For those that do, once the documentation passes the review of
the required groups, this will be the first application of the training
and documentation materials that were developed.
The FOA Training Pilot may be either a shared responsibility of
the Product and Technical Support Groups or it may be the responsibility
of only one of these two groups. The
Training Needs Document will indicate the need for FOA training as well
as the responsibilities for conducting it.
This training will take place in the staging environment.
this training is found to be ineffective due to the documented
materials, the Development Group, based on an updated Requested
Documentation Form, will create new documentation materials.
If the training is found to be ineffective because of the
training ability, an additional training session will be held.
The client-accepted Pre-Needs Assessment Form will be the measure
used to evaluate the effectiveness of the training and the
is the responsibility of Technical Support to deliver the training pilot
to the end-users (non-technical) and of the Development Group to deliver
the technical training. The
training pilot should be carried out and based on the needs identified
during the Definition Phase of the project and included in the Training
Needs Document. This
training is available prior to the general release of the product and
should be considered as a learning tool in advance of the general
release. Based on the Pre-Needs Assessment Form, the training and
documentation will be evaluated for the effectiveness and completeness.
If one is found to be incomplete, the training will need to be
performed again based on the requirements presented in the Pre-Needs
acceptance of the training pilot, prior to deployment, Technical Support
will provide customer-training classes for the controlled rollout and
general availability (Gate 0). This
training will occur in the staging environment and will be based on
lessons learned during both the FOA pilot and the training pilot, as
well as the requirements defined on the Training Needs Document.
this training is complete, it is the responsibility of Technical Support
to issue the Training Evaluation Form to the customer. If the training does not meet the customer needs that were
identified in the Pre-Needs Assessment Form, it must be redone. Four
weeks after the production deployment occurs, the Training Evaluation
Form should be sent to customers again.
This will help more effectively evaluate the training courses
once the end-users have had the opportunity to practice what they were
contains all the training requirements defined in the SOW. This form is then sent to the client for training
expectation acceptance and sign-off.
form contains questions used to determine the effectiveness of training.
Responses are tabulated and used to determine the effectiveness of
training material, methods and staff and how they may be improved. (See
outlines all of the functionality that will require training within the
release, who provides training, who needs to receive training and
whether or not there will be an FOA rollout training and controlled
(SDLC INTERNAL USE ONLY)