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SOP
1220: Deployment
Objective: |
The
objective of this Standard Operating Procedure (SOP) is to document the
planning and implementation requirements for the deployment of systems
into the production environment. |
Scope: |
This
SOP focuses on the steps required to rollout a system into the production
environment. The deployment step is the culmination of all design,
implementation and testing steps in the SDLC process and the beginning of
the production and operating phase for the system.
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Owner: |
Development |
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Sections:
Related
Standard
Operating
Procedures:
1000 |
Program/Project
Management |
1005 |
Release
Planning |
1040 |
Requirements
Definition |
1041 |
Detail
Design |
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SDLC Standard Operating Procedures:
SDLC Framework:
SDLC Gates:
SDLC Roles and Responsibilities:
SDLC Forms:
SDLC Templates:
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SOP 1220 - Deployment Definitions
Term |
Definition/Description |
Program/Project
Management
. |
The
systematic execution of a System Development Life Cycle (SDLC) for a
release or projects that have significant impact on an organization’s
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. |
Project
Manager |
The
focal point throughout a project who ensures that the responsible party
has completed with quality and comply with defined acceptance criteria.
The Project
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
Organization. |
Program
Management |
Addresses
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.
|
Program
Manager |
The
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 program’s
portfolio.
|
PMO |
The
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.
|
Business
Gate |
defined
milestone in a project lifecycle when specific requirements must be met in
order to make or validate business decisions relating to the project.
|
Lock-Down |
The
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
defined cost.
|
Management
Phase Review |
An
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:
-
G-11:
Project Strategy Lock-Down
-
G-10:
Requirements Scope Lock-Down
-
G-6:
Project Lock-Down
-
G-4:
Begin Validation
-
G-2:
Begin FOA
-
G-0:
General Availability
|
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. |
Phase |
A
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.
|
Program |
A
defined set of projects containing common dependencies, and/or resources
and/or objectives overseen by a Program Manager |
Project |
A
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:
- an
individual feature
- a
collection of features making a release
- a
collection of product releases making up a portfolio
- a
new product development
|
System
Development Life Cycle (SDLC) |
A
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 |
This
document 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 rollout training.
|
Internet
Service Provider |
The
Internet Service Provider for SDLC provides access to the internet including hardware and software required to establish, maintain and monitor connectivity.
|
1.
Process
Flow Diagrams
Deployment
Overview
Click Image to Enlarge
2.
Roles and Responsibilities
Role |
Responsibility |
Development
Team Leaders
|
Development
Team Leaders
are experienced and knowledgeable individuals responsible for a group of
Developers
and lead the development and delivery of code underlying release
features and functionality. Each
Development
Team Leader has a broad knowledge of all software infrastructure tools used at SDLC, the SDLC web site and mastery in at least one of the following areas: active server pages (ASP), Java or database.
|
Developers
|
Developers are a group of software engineers, at various levels of proficiency and knowledge of the SDLC site, under the supervision of a
Development
Team Leader. They
generate and pre-QA tests the code.
|
Engineering Department
|
The
Engineering
Department consists of Development (Sustaining, Advanced and Strategic),
Quality
Assurance, Operations
(OCC, Release Engineering, Database Administration, Network, Unix, and
Operations Engineering), Systems Engineering and Program
Management.
|
Product Design Group
|
The
Product
Design Group is the client-facing area in product that
prototypes and mock-ups client specifications, reaches consensus with
clients on requirements, and insures that requirements are delivered as
defined in the Scope of Work
document.
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Program
Manager
|
The
Program
Manager is the point individual in the Engineering Department
who oversees one or more releases from inception through delivery of the
solution by the Engineering Department.
|
Project
Manager
|
The
Project
Manager is the point individual in the Product Department who
oversees one or more releases from inception through delivery into
production.
|
Project
Sponsor
|
The
Project
Sponsor is assigned by Senior
Management during the
concept phase and is responsible for all project start-up activities.
The Project Sponsor must be
a member of Senior Management, as this person needs to get backing,
commitment and support from top-level management. The Project Sponsor develops a release strategy (project strategy)
which includes a timeline, research and development budget,
affordability percentage, service requests to be included, and any
additional anchor objectives. The Project
Sponsor is empowered by Senior
Management to arbitrate amongst projects for resources, commit
the organization to specific deliverables and timeframes, and facilitate
resolution of obstacles to the successful completion of a release.
|
Senior
Management
|
Senior
Management
is the executive management team at SDLC. They
establish business strategy and commission projects.
|
Contracting
Organization
|
The
Contracting Organization contracts with the performing organization to
develop the product using a project discipline. The Contracting Organization represents two departments:
Product and Technical Support. Product
is divided into Sales and Advertising, Marketing and Product, and
Strategic Development. A
brief description of each area follows.
-
Sales
and Marketing: The area that sells to clients/customers in both the
domestic and international markets.
-
Marketing
and Product: This area manages the portfolio of features and
functionality for outbound marketing.
-
Strategic
Development: Research and Development group viewing opportunities in
emerging markets and up-selling existing accounts.
-
Technical
Support: Technical Support performs two roles in the current
environment: Training and customer support.
As the Service Organization they provide customer support to
end users (first level). In
their role as the Training Organization they provide training to
field and service engineers.
|
Performing
Organization
|
The Performing Organization
is generally the Engineering Department.
The Engineering Department consists of Development (Sustaining,
Advanced and Strategic), Validation/Quality Assurance, Operations (OCC,
Release Engineering, Database Administration, Network and Operations
Engineering), Systems Engineering/Architecture and project management.
|
Service Organization
|
The Service Organization is the unit that that provides deployment support services to the Contracting Organization for all SDLC products.
Services include provision and support of deployment tools,
software load support, problem resolution, phone support and deployment
planning support. At SDLC the Service Organization is generally Technical Support.
|
Training Organization
|
The Training Organization is the organization that provides customer installation and operations training to the Contracting Organization for all SDLC products. This
generally refers to Technical Support.
|
3.
Metrics
Metrics
covers from Technical Design through Development.
Defect tracking metrics against Development
efforts is addressed in the Quality Function Procedure..
Metric |
Description |
Cycle
Time
|
The number of days or hours it takes to complete requirements for a SDLC Business Gate and/or milestone.
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Defects
|
Instances of failure
to pass specific tests or quality measures or to meet
specification/acceptance criteria. These are recorded and assessed
throughout a project and reported at the end of the project.
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Change
Agents
|
Individuals who analyze a
process and recommend ways to improve it, successful or not in its
adoption, will be reported to Engineering Department management. These individuals will receive recognition for their effort
to compress cycle times and/or improve quality.
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4.
Procedure
Activities
The design and implementation of a Deployment and
Post Implementation Plan for any product/project begins at Gate 7.
However, two activities from which the Deployment Plan receives
input are completed prior to this gate. At Gate 10, the Product
Development completes the Business Requirements document
with input from Development, Quality Assurance and Operations.
Operations reviews this document along with the System
Requirements t Gate 9. From Gates 7 through 0, Program Management
supports the Contracting Organization with its activities from
preparation through deployment and product general availability.
Gate/Activity |
Description |
Click Image to Enlarge
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Governance
and Program Management
|
Distribute
approved scope, cost and schedule commitment to the Contracting,
Service and Training Organization.
|
Development,
Quality Assurance and Operations
|
Develop
Deployment Plan for system. This includes creation of
procedures for transfer of control of the product/project deliverables
during transition from Development to Testing, FOA/Beta
and final transition to Production and General
Availability. The plan should identify and describe tasks to
perform, who performs them and the methods employed to verify successful
execution. The Deployment Plan is forwarded to Product
Development for review.
|
Operations
|
Review
approved scope, cost and schedule commitment. Comments are forwarded to
Product Support. Define documentation requirements for the system and
refine the configuration management plan to incorporate any changes. The
configuration management plan is generated from the execution of the Configuration
Management Procedure (SOP 1003).
|
Product
Development
|
Review
any “Change Requests” from the Development, Quality
Assurance and Operations for Scope, Cost and
Schedule Commitment. Review Deployment Plan. Factor in
“Change Requests” for Deployment Plan. Review
cross-product test section from Deployment Plan and
prepare “User Acceptance Test” strategy and detailed
testing plan.
|
Development
|
Prepare installation
procedure including tools and documentation for the system and submit to
operations for review. Development preliminary project documentation.
|
Project
Manager
|
Refine detailed schedule for and resource/costs for
project based on revised project scope, cost and schedule of commitment.
|
Operations
|
Review install procedure document and submit
comments to development. If tools are incorporated into the installation
procedure, these must also be reviewed.
|
Product
Development
|
Approved
“Change Requests” are factored into the Deployment Plan.
|
Operations
|
Prepare
test environment.
|
Product
Development
|
Perform
user acceptance testing and relay results to Quality Assurance.
If the tests do not produce acceptable results the product is returned
to the QA environment for additional testing and defect
processing.
|
Development
|
Refine
product documentation. Product documents are reviewed by the Project
Manager, Product Development, Operations,
and Quality Assurance. Once review is complete these
documents may be bundled into the FOA/Beta Training pilot sponsored by Product
Development.
|
Product
Development
|
Update
deployment tools as specified revisions to the Deployment Plan.
Review and test documentation against specifications and implementation.
If the results are acceptable, FOA/Beta can proceed.
|
Click Image to Enlarge
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The
product and documentation are made available to a limited number of
users for FOA/Beta testing.
-
FOA – Training pilot
programs are executed and product is made available. If FOA is
successful, the product, documentation and training classes can be
made generally available once the product is transitions to
production and general availability.
-
Beta – The product is
rolled-out to a select number of clients/customer. If Beta is
successful, the product and documentation are made available as per
the Deployment Plan.
-
General
Availability
– If controlled roll-out through FOA/Beta is not
necessary, the product and documentation can be made available
directly.
|
Product
Development and Operations
|
Once
FOA/Beta and/or General Availability decisions
are made, Operations transitions the product executables and supporting
components to the production environment.
|
Quality
Assurance and operations
|
QA verifies the production
transition is completed successfully. Operations completes
transition to production environment including replication of product
components to additional environments (server farms) as specified and/or
needed.
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Once
product has been made generally available, it is important to review the
“lessons learned” during the execution of the SDLC. A post
implementation review is schedule for ALL groups who have participated
in the design, implementation, testing, validation, review, operations
and who will participate in support. The review consists of examination
of all notes, comments and other communication describing the execution
of the SDLC procedures.
The
purpose of the review is to assemble information about the process and
suggestions for improvement and/or streamlining that will make it work
better. What worked? What didn’t? Are there one or more tasks and/or
requirements that could be modified to improve efficiency? Reduce cost?
Enhance performance? It may not be possible or practical to have all
participants in a single meeting. Meetings should be organized around
common functional areas or responsibilities. It may be necessary to call
several meetings, each one focused on a single Gate or collection of
Gates related to a specific phase of the SDLC.
Once
all comments and suggestions have been obtained they should be submitted
to the CTO and Governance for review and implementation.
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5.
Forms
Tool |
Description |
Lesson
Learned
|
See
Appendix A
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6.
Exceptions
7.
Tools/Software/Technology
Used
Tool |
Description |
Microsoft
Word
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Word
Processing application
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Microsoft
Excel
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Spreadsheet
application
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Rational
|
Case
Tool
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8.
Attachments
(SDLC INTERNAL USE ONLY)
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