Cutover Guide June 2002
About this Document Abstract
File Name Document Name Version Date Last Validated
This This docu docume ment nt prov provid ides es guida guidanc nce e for for the the 'cut 'cutov over er'' proc proces ess s of techni technical cally ly moving moving from from one (legac (legacy) y) system system to a new soluti solution. on. Planning for cutover should be done during the Design and Build phas phase e of an impl implem ement entat atio ion. n. See See also also !uto !utove verr Plan Planni ning ng "uestionnaire and !utover Templates #$%cutover%guide.doc !utover &uide . une ** September *#
Document Change History Version . .
Description of Change !reated for use in commercial industry Submitted for use in the +, Tool-it
Date September * une **
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.
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Table of Contents INTRODUCTION..... INTRODUCTION................ ..................... ..................... ..................... .................... ..................... ..................... ..................... ..................... .................... .......................................2 .............................2
PURPOSE OF THIS DOCUMENT.......................................................................................................................2 WHAT IS THE CUTOVER?........... CUTOVER?..................... ..................... ..................... .................... ..................... ..................... ..................... ..................... ....................................3 ..........................3
DESCRIPTION.................................................................................................................................................3 TIMEFRAME...................................................................................................................................................3 ESULTS........................................................................................................................................................3 R ESULTS DELIVERABLES..............................................................................................................................................3 PARTIES I NVOLVED.................... ............................... ..................... ..................... ..................... .................... ..................... ..................... ..................... ..................... ...............................4 .....................4 SCOPE............................................................................................................................................................5 PREPARATION FOR CUTOVER...............................................................................................................6
APPROACH.....................................................................................................................................................6 ASSUMPTIONS/PREREQUISITES:.....................................................................................................................8 COMMENTS....................................................................................................................................................9 APPENDI
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CUTOVER T TEMPLATES.................................................................................................................................1 APPENDI
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CUTOVER P PLANNIN! QUESTIONNAIRES......................................................................................................12
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INTRODUCTION When defining the Cutover strategy, consider the risk of going live without proper preparation and verification verification of the production readiness. readiness. Obviously, some of the critical path tasks that impact your readiness readiness for going live include: development is 100 complete and tested, development and integration testing are completed successfully, successfully, !nd "ser #raining $!"#% is complete, users are prepared, prepared, and the production &help desk' desk' strategy is ready ready to implement. #he 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 #he purpose of this this document is to provide a sample(guide sample(guide for a cutover strategy and and plan. )t is important to ensure ensure that there is consensus consensus among team leaders leaders on the goals, scope and approach of the Cutover.
Note: Most leading leading software vendors and systems systems integrators integrators include include similar similar concepts and tools in their their methodologies. If that is the case for your your program, utilize these spreadsheets (created from a combination of software vendor's methodologies as a chec!list or guide to ensure that your cutover process is complete.
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WHAT IS THE CUTOVER? Description #he Cutover is the critical critical point in the the pro*ect when when very specific specific activities activities are performed to set up, initiali+e and verify the proper operation of the production environment prior prior to going live. live. #he purpose of the the cutover is assure all all reuired reuired 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. appropriately. #he focus of the cutover cutover is on the activities, activities, tasks and timing of the the final days days prior to going live on the new system. euired activities activities such as installation, installation, conversions, conversions, data loads and verifications are included in a cutover plan. #he cutover plan plan is a series series of tasks tasks to be performed performed in the appropriate appropriate seuence seuence to ensure system readiness. readiness. )t provides the basis for the approval approval for proceeding to &golive' and use the new system to entire &live' data and transactions. / final cutover checklist is used to ensure all the proper steps have been taken, all users and management are prepared prepared to start using the new system and the old system has been closed down to further processing. Timeframe #he written cutover cutover strategy, strategy, plan and and checklist must must be reviewed reviewed and approved approved by the pro*ect manager, teams teams leads and key management. management. #hen, the plan must be presented in summary form to the steering committee.
reparation
lueprint 2esign
3 uild
TransitionCuto!er
4o-5ive
#he cutover it the final step step of the transition transition phase. phase. While some initial tasks tasks are performed in parallel, the final cutover should be performed following the successful completion of the integration testing and end-user end-user training. #his implies that all development, testing and training have been signed off. Resu"ts 6 # # #
roduction system system established established and validated validated !nd users using the production system 5ive transactions are being entered into the production system 7elp desk strategy implemented De"i!era$"es
# roduction environment ready for go-live # 2ocumented issues and plans for their resolution # Completed and signed off cutover plan and checklist
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Parties In!o"!e% #here are two separate separate roles involved involved in the cutover cutover process. process. The Cuto!er Team is Team is responsible responsible for the day-to-day activities involved during during the cutover process. process. #he cutover team should should be comprised of both technical and functional team members. •
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The Steerin& Committee an% mana&ement approve tasks as they are successfully successfully completed or confirm the decision to e8ecute the contingency plan should a &no-go' &no-go' situation occur. $/ &no-go' situation situation occurs when an issue during the cutover is insurmountable and *eopardi+es *eopardi+es normal business operations if continued.% continued.% #he steering committee committee and management management group should be comprised of those individuals whose organi+ations organi+ations are impacted by the new processes being implemented. implemented. /ll team members must must clearly clearly understand their roles and responsibilities responsibilities to ensure a successful conversion effort.
The Cuto!er Team /t this point in the pro*ect, /C employees own the production environment, but will reuire e8ternal consultants to determine and(or confirm the cutover tasks, their seuence and their validation. #he pro&ram mana&er has mana&er has overall responsibility responsibility for the the cutover. 7e(9he is responsible for signoffs, signoffs, decisions and escalation in in a go(no go situation. / cuto!er o'ner should o'ner should be assigned assigned and responsible responsible for managing the cutover cutover plan. #his individual should manage the day-to-day activities during the cutover, report status daily, and involve and escalate to pro*ect management as reuired. #he IT team "ea% an% team mem$ers will mem$ers will be responsible for the ma*ority of the cutover tasks. #he process team "ea%s will "ea%s will be responsible for tasks in their specific area, serve as the first level of support when issues arise and assist the power users. #heir po'er users will users will assist them in data verification and issue resolution. #emps may be hired to do manual manual conversions. conversions. #hese individuals individuals would be responsible for data entry. entry. /C team leads need to validate validate the data entered during manual conversions. !8ternal technical consultants consultants may be reuired to assist in the e8ecution of the cutover plan and assist in addressing addressing issues and validating validating the production environment prior to going live. !8ternal technical technical consultants in con*unction con*unction with e8ternal pro*ect management 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. !8ternal product e8pert consultants should be available if product issues arise, but should not have a lead role role at this point. #hey should also be available available to confirm confirm results and support addressing issues if the teams are unable to resolve them themselves. !veryone involved in the cutover must be committed to his or her responsibilities and time schedule. schedule. #hey must be accessible accessible at all times. times. / detailed list of personnel personnel to be involved and the timing of their involvement will result result from completion of the Cutover #emplates. #emplates. $see appendi8 appendi8 / for more details%
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Scope #he program manager manager in con*unction con*unction with the )# team should should define the the scope of the Cutover. )n general, general, the cutover cutover includes includes tasks tasks focusing on preparing preparing the production production environment. #he following areas are are included: included:
Preparin& for cuto!er( •
)nstall reuired servers and connecting the network
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9et up applications applications
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)nstall conversion programs
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lan contingency
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erform acceptance test
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eceive )nitial /uthority to Operate $)/#O% from 2//
)ina" Cuto!er( •
Convert and verify data
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erify production readiness
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9ignoff to &go-live'
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4oing 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 prior to going live. live. #his entire process takes takes place over over several several weeks. "se the results of doing conversion during integration testing, the Cutover lanning ;uestionnaires ;uestionnaires and the Cutover #emplates to define the scope, timing and resource planning for all of the components components of the Cutover. 9ee appendices appendices / and for a more detailed e8planation for using the Cutover lanning ;uestionnaire ;uestionnaire and #emplates.
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PREPARATION )OR CUTOVER Approach #he program manager manager should should work with the the team leads leads and e8ternal e8ternal consultants consultants to finali+e the application components, components, and with the )# team and e8ternal consultants to finali+e the technical components of the cutover plan. #he Cutover will will take place place over several several weeks. weeks. •
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reparing reparing the production environment will begin in parallel to integration testing. #he installation and set up will take take place at least <-= weeks prior to going live. Conversions of data will be done in the production environment once the programs are are validated validated in integration testing. #his will reuire coordination coordination with the users so that any new master data $items, customers, vendors, etc%. 9et up after the conversion will need to maintained in parallel on both the legacy and new systems until you go live. >inal acceptance acceptance will take place after integration testing and appro8imately ? weeks prior to going live. #he final cutover cutover and verification verification of the the production system system will take take place up to 1 week prior prior to going live. live. /ppropriate /ppropriate legacy systems systems will be be turned off as as the new system goes live.
There 'i"" $e no para""e" processin& *enterin& the same %ata in $oth the "e&ac+ an% ne' s+stem, after &o-"i!e. )n addition to eliminating eliminating redundant data entry and the challenge of dual processing, focus needs to be on the new system. Otherwise, uite often effort is directed to keeping the old system working rather than addressing uncertainties and issues as they arise on the new system. #he cutover #he cutover plan will be used to guide the cutover team through the appropriate steps during the the cutover. #he cutover plan plan consists of a series of activities, activities, tasks, and timing of the effort reuired to prepare the production environment environment for going live. #he plan should include include a 1?-?< hours pause pause in activities to to provide time to resolve last-minute last-minute problems. problems. #he plan must must include: roduction installation and set up reuirements •
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2ata conversions estimates, types and duration $use actual data from C lan an d checklist%
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esponsible esponsible parties
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oles, responsibilities responsibilities and contact information
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#eam assignments assignments and working working hours 2esignated management available for immediate decision making
#he final cutover final cutover checklist ensures ensures all application areas and the technical team are ready ready for &live' transactions transactions to be entered into the new system. #he final cutover cutover checklist reviews points of readiness that are the critical path to continuing the cutover. #he checklist checklist includes: )ntegration #esting complete •
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)nitial /uthority to Operate received from 2//
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!nd user training complete
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rocedures documents complete
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2ocumentation distributed
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!uipment ready
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"ser accounts verified
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Conversions verified
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@anual conversions complete
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Communications Communications established established
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>inal system test accepted
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7elp desk established
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5egacy systems and input stopped
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>inal signoff
#he contingency #he contingency plan developed plan developed by the program manager and the )# team is used only if an irresolvable issue arises causing a delay in going live. #he steering committee, at the recommendation of the pro*ect managers, decides whether to implement this plan. #he contingency plan must address how many hours or days the cutover can progress, progress, but still be stopped stopped and legacy systems systems restored. #he &point of no return' is clearly defined in the cutover plan and understood by the cutover team. #his plan includes includes the &point &point of no return' return' as well as the steps steps reuired to revert to legacy system operations. Final verification is verification is performed by a combination combination of team members. members. #eam leads not only assure legacy system use has ceased and data is converted appropriately, they also use inuiries and reports reports to validate the new environment. environment. #he team leads may choose to phase in the go-live by allowing segments of users to use the new system over the first few hours. #his would include close monitoring monitoring of activities and full implementation and use of the help desk if issues arise. #he technical team members members perform final final verification. verification. #hey assure assure the conversions conversions run well, security is validated, and network and system administration is in place. #hey are prepared prepared to implement implement the contingency contingency plan if necessary. necessary. )n addition, they they are responsible for coordinating with the functional areas and shutting down legacy systems at the appropriate time. >inal verification relies on the following procedures: •
erification erification procedure to ensure production system is set up and the network working appropriately A transactions working properly and users have access to the system. #his can be done through through inuiries and reports reports or &live' transactions of representative users.
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econciliation econciliation procedures to ensure data is converted to the new system control totals, hash totals, inuiries and reports out of the new system econciliation econciliation procedures to ensure business transactions are cut off the legacy systems rocedures for shutting down legacy systems
#hroughout the cutover cutover all issues issues need to be: • • •
)dentified and entered on the issue log /lternatives /lternatives or &work arounds' defined !scalated immediately immediately to pro*ect managers if they cannot be sufficiently addressed and still &go-live' on schedule
2ocumenting the findings during the cutover is critical to confirm the cutover is complete and there are unresolved unresolved critical issues. issues. @aintain a detailed plan plan and checklist for the cutover. / daily status of progress, progress, results, issues and resolution resolution and should be available for review. /ll issues are maintained in a separate cutover issues log and reference any appropriate software vendor reuests. ("ee #ppendi$ # and %utover &emplates.$ls. &emplates.$ls. #he results of doing the conversion conversion during integration testing testing and the Cutover #emplates define define the scope, timing and resource planning planning for all of the components of the Cutover. ("ee appendi$ # for a more detailed e$planation for using the %utover &emplates
AssumptionsPrere/uisites( /s indicated in the Cutover lan, several things must be successfully completed prior to beginning the Cutover. #hese include a"" pro*ect a"" pro*ect tasks and deliverables deliverables up through the integration testing and end user training being completed and signed off - including but are not limited to: /ll system and integration test complete and e8pected results achieved •
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Bon-functional Bon-functional reuirements reuirements validated and acceptable results achieved
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9ystem administration procedures validated
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roduction environment established, setups complete and validated
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"ser accounts verified
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rocedures documented and distributed
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!nd user training complete
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7elp 2esk in place
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)nitial /uthority to Operation $)/#O% received from 2// Comments
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APPENDI0 A Cuto!er Temp"ates #he Cutover #emplate #emplate file is is comprised of five different different worksheets. worksheets. 1% ?% % <% D%
Cuto Cutove verr lan lan Cutove Cutoverr Conv Conver ersio sion n lan lan >inal >inal Cuto Cutover ver Check Checklis listt Contacts Cuto Cutove verr )ssu )ssue e 5og 5og
Most leading software vendors and systems integrators include similar templates in their methodologies. methodologies. If that is the case for your program, program, utilize these templates (created (created from a combination of software vendor's methodologies as a chec!list or guide to ensure that your cutover process is complete. complete.
12 Cuto!er P"an
#he Cutover lan lan provides a list of tasks tasks to be performed performed during the cutover process, from &getting started' through e8ecution of the tasks
32 Cuto!er Con!ersion P"an
#he Cutover Conversion Conversion lan provides a placeholder to input the detailed detailed conversion tasks reuired. reuired. #hese tasks should should include all programs(files programs(files that need to be converted during final cutover.
42 )ina" Cuto!er Chec5"ist
#he >inal Cutover Cutover Checklist Checklist is a template template to capture capture all the signoffs that should be completed before before going live. )t serves as a verification checklist for each process area of the pro*ect.
/ representative sample
is included. included. #his list list should be be adapted for the pro*ect pro*ect and duplicated
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for each process area area going going live. 9ignoff from each area area should be obtained prior to going live.
62 Cuto!er Contacts
#he Cutover Contacts Contacts spreadsheet spreadsheet provides provides the names and contact information for all individuals on the 7elp 2esk #eam.
Comp"etin& the sprea%sheet( /fter reading the Cutover 4uide document and completing the Cutover lanning ;uestionnaires, ;uestionnaires, the program manager manager should update update the template to reflect the information that is applicable to the overall Cutover strategy. strategy. #hen the Cutover #eam #eam should assist in in the remaining details and contact information. !ach field is e8plained through comments in the worksheet. 72 Cuto!er Issue 8o& #he Cutover )ssue )ssue 5og spreadsheet spreadsheet provides provides an e8ample e8ample of the key information that should be tracked for all issues raised during the cutover process. "se this log as a sample of those components that should be tracked for issues that arise during cutover cutover of tasks to step you through through the conversion process. process. @any pro*ects utili+e the same log or database used during the other phases of the pro*ect. Whether a formal database is in place or not, use this as a guide to assure your issue tracking meets the typical reuirements. reuirements.
!ach field is e8plained through comments in the worksheet.
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APPENDI0 9 Cuto!er P"annin& :uestionnaires #he Cutover lanning lanning ;uestionnaires ;uestionnaires is comprised of two two different spreadsheets. •
Cutover rogram(ro*ect @anager ;uestionnaire ;uestionnaire
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Cutover #eam 5ead ;uestionnaire ;uestionnaire
#hey both play a similar role role in planning planning and e8ecuting e8ecuting the Cutover $*ust from different perspectives% and are e8plained below.
Cuto!er Pro&ramPro;ect
#he Cutover ;uestionnaire ;uestionnaire spreadsheet spreadsheet assists in in the planning planning of the Cutover by:
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7elping the team leads to think about some key components and strategies of Cutover
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2ocumenting the decisions around Cutover strategy
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/cknowledge any gaps or open uestions in regards to Cutover
Comp"etin& the sprea%sheet( !ach team lead should complete the spreadsheet as part of the planning process. /fter reading reading the Cutover 9trategy document they they should should familiari+e familiari+e themselves with the spreadsheet and then work with key individuals on their their team to complete it. it. !ach field $from left left to right% is e8plained below. $9ee basic instructions at the top of the spreadsheet% ;uestion: !ach uestion uestion relates to some some aspect of the cutover. cutover. 9ince each team may have a slightly different approach to their area and e8ecution, it is important for each area's approach to be clearly documented. )nsert any additional additional uestions or comments comments at the bottom of the list. esponse: lease include include your response in the area available available to the right of each uestion. Completed uestionnaires uestionnaires should be submitted to the program(pro*ect program(pro*ect manager and used as input to defining the cutover strategy and establishing establishing a cutover plan.
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