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Cutover Guide June 2002 About this Document Abstract This document provides gui

Cutover Guide June 2002 About this Document Abstract This document provides guidance for the 'cutover' process of technically moving from one (legacy) system to a new solution. Planning for cutover should be done during the Design and Build phase of an implementation. See also: Cutover Planning Questionnaire and Cutover Templates File Name 49_cutover_guide.doc Document Name Cutover Guide Version 1.0 June 2002 Date Last Validated September 2004 Document Change History Version Description of Change Date 0.0 Created for use in commercial industry September 2001 1.0 Submitted for use in the EI Toolkit June 2002 Use Policy This document was created to be used as a reference, sample or template. Contents of the Enterprise Integration (EI) Toolkit should not be repurposed for publication in copyrighted material. This policy applies to all contents unless otherwise specified in a particular document. Cutover Guide ii Version 1.0 – June 2002 Table of Contents INTRODUCTION..........................................................................................................................................2 PURPOSE OF THIS DOCUMENT.......................................................................................................................2 WHAT IS THE CUTOVER?........................................................................................................................3 DESCRIPTION.................................................................................................................................................3 TIMEFRAME...................................................................................................................................................3 RESULTS........................................................................................................................................................3 DELIVERABLES..............................................................................................................................................3 PARTIES INVOLVED.......................................................................................................................................4 SCOPE............................................................................................................................................................5 PREPARATION FOR CUTOVER...............................................................................................................6 APPROACH.....................................................................................................................................................6 ASSUMPTIONS/PREREQUISITES:.....................................................................................................................8 COMMENTS....................................................................................................................................................9 APPENDIX A................................................................................................................................................10 CUTOVER TEMPLATES.................................................................................................................................10 APPENDIX B ...............................................................................................................................................12 CUTOVER PLANNING QUESTIONNAIRES......................................................................................................12 Cutover Guide 1 June 2002 INTRODUCTION When defining the Cutover strategy, consider the risk of going live without proper preparation and verification of the production readiness. Obviously, some of the critical path tasks that impact your readiness for going live include: development is 100% complete and tested, development and integration testing are completed successfully, End User Training (EUT) is complete, users are prepared, and the production ‘help desk’ strategy is ready to implement. The end goal of a cutover strategy and plan is to ensure a smooth transition to the use of the new system in a ‘live’ environment. Purpose of this Document The purpose of this document is to provide a sample/guide for a cutover strategy and plan. It is important to ensure that there is consensus among team leaders on the goals, scope and approach of the Cutover. Note: Most leading software vendors and systems integrators include similar concepts and tools in their methodologies. If that is the case for your program, utilize these spreadsheets (created from a combination of software vendor's methodologies) as a checklist or guide to ensure that your cutover process is complete. Cutover Guide 2 June 2002 WHAT IS THE CUTOVER? Description The Cutover is the critical point in the project when very specific activities are performed to set up, initialize and verify the proper operation of the production environment prior to going live. The purpose of the cutover is assure all required information is accurately loaded in the new system, all users and systems are ready to go-live and that all old systems are shut down appropriately. The focus of the cutover is on the activities, tasks and timing of the final days prior to going live on the new system. Required activities such as installation, conversions, data loads and verifications are included in a cutover plan. The cutover plan is a series of tasks to be performed in the appropriate sequence to ensure system readiness. It provides the basis for the approval for proceeding to ‘go- live’ and use the new system to entire ‘live’ data and transactions. A final cutover checklist is used to ensure all the proper steps have been taken, all users and management are prepared to start using the new system and the old system has been closed down to further processing. Timeframe The written cutover strategy, plan and checklist must be reviewed and approved by the project manager, teams leads and key management. Then, the plan must be presented in summary form to the steering committee. Preparation  Blueprint  Design & Build  Transition/Cutover  Go-Live The cutover it the final step of the transition phase. While some initial tasks are performed in parallel, the final cutover should be performed following the successful completion of the integration testing and end-user training. This implies that all development, testing and training have been signed off. Results > Production system established and validated > End users using the production system > Live transactions are being entered into the production system > Help desk strategy implemented Deliverables > Production environment ready for go-live > Documented issues and plans for their resolution > Completed and signed off cutover plan and checklist Cutover Guide 3 June 2002 Parties Involved There are two separate roles involved in the cutover process. • The Cutover Team is responsible for the day-to-day activities involved during the cutover process. The cutover team should be comprised of both technical and functional team members. • The Steering Committee and management approve tasks as they are successfully completed or confirm the decision to execute the contingency plan should a ‘no-go’ situation occur. (A ‘no-go’ situation occurs when an issue during the cutover is insurmountable and jeopardizes normal business operations if continued.) The steering committee and management group should be comprised of those individuals whose organizations are impacted by the new processes being implemented. All team members must clearly understand their roles and responsibilities to ensure a successful conversion effort. The Cutover Team At this point in the project, ABC employees own the production environment, but will require external consultants to determine and/or confirm the cutover tasks, their sequence and their validation. The program manager has overall responsibility for the cutover. He/She is responsible for signoffs, decisions and escalation in a go/no go situation. A cutover owner should be assigned and responsible for managing the cutover plan. This individual should manage the day-to-day activities during the cutover, report status daily, and involve and escalate to project management as required. The IT team lead and team members will be responsible for the majority of the cutover tasks. The process team leads will be responsible for tasks in their specific area, serve as the first level of support when issues arise and assist the power users. Their power users will assist them in data verification and issue resolution. Temps may be hired to do manual conversions. These individuals would be responsible for data entry. ABC team leads need to validate the data entered during manual conversions. External technical consultants may be required to assist in the execution of the cutover plan and assist in addressing issues and validating the production environment prior to going live. External technical consultants in conjunction with external project management should play a lead role in identifying whether the cutover is moving forward successfully in the planned timeframe or if insurmountable issues have arisen and a contingency plan needs to proposed to the steering committee. External product expert consultants should be available if product issues arise, but should not have a lead role at this point. They should also be available to confirm results and support addressing issues if the teams are unable to resolve them themselves. Everyone involved in the cutover must be committed to his or her responsibilities and time schedule. They must be accessible at all times. A detailed list of personnel to be involved and the timing of their involvement will result from completion of the Cutover Templates. (see appendix A for more details) Cutover Guide 4 June 2002 Scope The program manager in conjunction with the IT team should define the scope of the Cutover. In general, the cutover includes tasks focusing on preparing the production environment. The following areas are included: Preparing for cutover: • Install required servers and connecting the network • Set up applications • Install conversion programs • Plan contingency • Perform acceptance test • Receive Initial Authority to Operate (IATO) from DAA Final Cutover: • Convert and verify data • Verify production readiness • Signoff to ‘go-live’ • Going live and discontinuing use of legacy systems While the installation, set up and contingency plans begin several weeks prior to going live, the final conversion and verifying production readiness takes place in the final days prior to going live. This entire process takes place over several weeks. Use the results of doing conversion during integration testing, the Cutover Planning Questionnaires and the Cutover Templates to define the scope, timing and resource planning for all of the components of the Cutover. See appendices A and B for a more detailed explanation for using the Cutover Planning Questionnaire and Templates. Cutover Guide 5 June 2002 PREPARATION FOR CUTOVER Approach The program manager should work with the team leads and external consultants to finalize the application components, and with the IT team and external consultants to finalize the technical components of the cutover plan. The Cutover will take place over several weeks. • Preparing the production environment will begin in parallel to integration testing. The installation and set up will take place at least 4-6 weeks prior to going live. • Conversions of data will be done in the production environment once the programs are validated in integration testing. This will require coordination with the users so that any new master data (items, customers, vendors, etc). Set up after the conversion will need to maintained in parallel on both the legacy and new uploads/Ingenierie_Lourd/ cutover-planning-guide.pdf