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Development Tџџџџest Teamt Teamџџџџ ;t Teamџџџџ evelopment Tр.Project Busineџџџџss Ownerpment Tџџџџ ;pment TџџџџPoject Businep :System Engineeџџџџring Team Leadeџџџџ ;m LeadeџџџџSstem Enginee 0System Engineeџџџџring Teamngineeџџџџ ;mngineeџџџџSstem Enginee DTraining - DocД t - Deployment Lџџџџeadaining - Docџџџџ ;oyment LџџџџTaining - DocD 6System Operatiџџџџon Team LeadDocџџџџ ;LeadDocџџџџSstem Operatiд :Data Resource џџџџMgmt Team Leadiџџџџ ;m LeadiџџџџDta Resource п№@BGBG˜ {\rtf1\ansi\ansicpg1252\deff0\deflang1033{\fonttbl{\f0\froman\fprq2\fcharset0 Times New Roman;}{\f1\fswiss\fprq2\fcharseџџ,@ џџџџ”ч0рvZ0 џџџџdфДџџ,@ џџџџ”ч0рvZ0 џџџџdфДџџ,@ џџџџ”ч0рvZ0 џџџџdфДџџџџџџџџ'dфДџ€џџџџџџџџџџџ' лв лв лв€8ћџџџГџџџџ€џџџзџџџџџџџџџџџ'рХЬрХЬрХЬ@œџџџ#џџџџ€џџџGџџџџџџџџџџџ' Гu Гu ГuPУџўџџ“ўџџџ€џџџЗўџџџџџџџџџџ'@Y @Y @Y 'oўџџўџџџ€џџџ'ўџџџџџџџџџџ'7_7_7_ Nп§џџs§џџџ€џџџ—§џџ џџџџџџџџ'@ж—@ж—@ж—pO§џџуќџџџ€џџџ§џџ  џџџџџџџџ'€_9€_9€_9'Пќџџwќџџџ€џџџ›ќџџ  џџџџџџџџ'€uY€uY€uY@œSќџџУћџџџ€џџџчћџџ  џџџџџџџџ'@ћџ@ћџ@ћџ€8Ÿћџџ3ћџџџ€џџџWћџџ џџџџџџџџ'@_@_@_ NћџџЃњџџџ€џџџЧњџџ џџџџџџџџ'@Ді@Ді@Ді Nњџџњџџџ€џџџ7њџџ џџџџџџџџ'@МN@МN@МN0uяљџџƒљџџџ€џџџЇљџџ џџџџџџџџ'ттт'_љџџѓјџџџ€џџџљџџџџџџџџџџ'€т8€т8€т8'Яјџџcјџџџ€џџџ‡јџџџџџџџџџџ'A A A '?јџџїїџџџ€џџџјџџџџџџџџџџ'A A A 'гїџџgїџџџ€џџџ‹їџџџџџџџџџџ'€и€и€и0uCїџџзіџџџ€џџџћіџџџџџџџџџџ'іTіTіTPУГіџџGіџџџ€џџџkіџџџџџџџџџџ'Рs&Рs&Рs&'#іџџЗѕџџџ€џџџлѕџџџџџџџџџџ'@ЪŸ@ЪŸ@ЪŸPУ“ѕџџѕџџџ€џџџ'ѕџџџџџџџџџџ'€ш7€ш7€ш7пєџџsєџџџ€џџџ—єџџџџџџџџџџ'€„€„€„Oєџџуѓџџџ€џџџєџџ‚ƒ„…†‡ˆ‰Š‹ŒŽ‘’“”ўџџџ–—˜™š›œžŸ ЁЂЃЄЅІЇЈЉЊЋЌ­ЎЏАБВГДЕЖЗИЙКЛМНОПРСТўџџџФХЦЧШЩЪЫЬЭЮЯабвгдежзийклмнопрўџџџтуфхцчшщъыьэюя№ёђѓєѕіїјљњћќ§ўџt0 Arial;}{\f2\fnil\fcharset2 Symbol;}} \viewkind4\uc1\pard\f0\fs16 During the development phase, the development of the physical database (PD) which may have started during the design phase, is completed. \par \par The physical database design (PDD) is translated into a physical database (PD) for implementation on a selected DBMS platform. An internal schema is defined (using the required DDL) to capture the physical database design specifications including: \par \par \pard{\pntext\f2\'B7\tab}{\*\pn\pnlvlblt\pnf2\pnindent360{\pntxtb\'B7}}\fi-360\li720 Table definitions; \par {\pntext\f2\'B7\tab}Determining the storage space configurations including not just the table data but also those of indices, log files, mirrored disks, look-up tables, DBMS files, history files and back-up files; \par {\pntext\f2\'B7\tab}Back-up, recovery and restart procedures; \par {\pntext\f2\'B7\tab}Security tables and procedures; \par {\pntext\f2\'B7\tab}Data integrity rules and procedures; \par {\pntext\f2\'B7\tab}Index definitions; and \par {\pntext\f2\'B7\tab}Stored procedures and triggers. \par {\pntext\f2\'B7\tab}Determining the optimal physical partitioning or placement schemes for distributed data in a distributed database environment; \par {\pntext\f2\'B7\tab}Constructing the physical database schema (in terms of DDL specifications and other schema definitions); \par {\pntext\f2\'B7\tab}Construction of the development database in the development environment;\par {\pntext\f2\'B7\tab}Populating the initial database (an integral part of data conversion in system development); and \par {\pntext\f2\'B7\tab}Completing an initial tuning of the database. \par \pard\li360\par \pard Depending on the project circumstances, these tasks may be completed serially (e.g., on a small database development project) or concurrently (e.g., on a large database development project). \par Together with the above basic physical database design tasks, the back-up/recovery and security rules defined in the PDD are translated into physical design constructs for implementation. \par \par Based on a Table Release Schedule prepared during the design phase, the physical database constructed and tested on an incremental basis to support the needs of program construction and testing. \par \par The specific database development activities will vary depending on the circumstances of a particular project. \fs22\par \par \f1\fs16\par } nstruction and testing. The various physical database design, construction and testing activities are typically and proactively administered and managed by DRM (e.g., in terms of anticipating data storage requirements or performance issues). The specific database development activities will vary depending on the circumstances of a particular project. \fs22\par \par \f1\fs16\par } BGBGx {\rtf1\ansi\ansicpg1252\deff0\deflang1033{\fonttbl{\f0\fswiss\fprq2\fcharset0 Arial;}{\f1\fnil\fcharset2 Symbol;}} \viewkind4\uc1\pard\f0\fs16 During requirements elicitation and definition, the DRM work in the requirements phase primarily consists in the development of a Logical Data Model (LDM) in support of future business processes.\par \par Logical Data Modeling (TO-BE)\par \par A logical data model (LDM) is completed to define the requirements of the database to be developed. Depending on the project objectives, a LDM may be developed at the enterprise level as part of an organizational DRM development effort or at the subject area/application level on a system development or data warehouse development project. This logical data model reflects the data requirements of the future business processes as envisioned during the business process analysis activities. If an AS-IS logical data model was constructed during business process analysis activities, the logical data model constructed during this phase becomes the T0-BE data model.\par \par Based on an analysis of the business events, analytical processing information needs and business rules, data requirements are captured in the LDM in the form of: \par \pard{\pntext\f1\'B7\tab}{\*\pn\pnlvlblt\pnf1\pnindent360{\pntxtb\'B7}}\fi-360\li720 Entity definitions; \par {\pntext\f1\'B7\tab}Attribute definitions; \par {\pntext\f1\'B7\tab}Entity relationship definitions; \par {\pntext\f1\'B7\tab}Various types of entities to capture or structure business rules such as: \par \pard{\pntext\f1\'B7\tab}{\*\pn\pnlvlblt\pnf1\pnindent360{\pntxtb\'B7}}\fi-360\li1080 associative entities, \par {\pntext\f1\'B7\tab}characteristic entities, and \par {\pntext\f1\'B7\tab}supertype/subtype entities; and,\par \pard{\pntext\f1\'B7\tab}{\*\pn\pnlvlblt\pnf1\pnindent360{\pntxtb\'B7}}\fi-360\li720 Various types of entities to capture and structure analytical processing requirements such as: \par \pard{\pntext\f1\'B7\tab}{\*\pn\pnlvlblt\pnf1\pnindent360{\pntxtb\'B7}}\fi-360\li1080 performance measurement entities, \par {\pntext\f1\'B7\tab}quantitative measurement entities, and \par {\pntext\f1\'B7\tab}unstructured data entities. \par \pard\li720\par \pard Because of the level of detail captured and its business orientation, a LDM serves as an appropriate checkpoint for seeking user/management validation and approval of the requirements of the databases to be developed before proceeding to detailed physical database design and implementation. \par \par \pard\qj It must be remembered that the development of a logical data model is an iterative process. The tasks in this phase should always be tailored to meet the needs and characteristics of a particular project environment. In addition to synchronizing with process analysis, DRM tasks must also be tailored to address any issues relating to the specific business environment.\par } BGBGl{\rtf1\ansi\ansicpg1252\deff0\deflang1033{\fonttbl{\f0\fswiss\fprq2\fcharset0 Arial;}{\f1\fnil\fcharset2 Symbol;}} \viewkind4\uc1\pard\f0\fs16 The project deliverables, and the activiites that result in the deliverables, are subject to the standards and procedures of various Amtrak organizations. These include the standards of the PMO (Project Management Standards) and the SEPG (AT System Development Methodology) that refer to the project activities, but other standards are relevant to the technical deliverables: \par \pard{\pntext\f1\'B7\tab}{\*\pn\pnlvlblt\pnf1\pnindent0{\pntxtb\'B7}}\fi-256\li256 System Engineering maintains standards and processes for determining system configurations for system operations support and total cost of ownership analysis, \par {\pntext\f1\'B7\tab}System Operations maintains standards for service level agreements (SLA), standard operating procedures (SOPs), preventative maintenance parameters, etc. for systems that are maintained in the Manassas Data Center,\par {\pntext\f1\'B7\tab}The Architecture group maintains standards for off-the-shelf components and system integration, \par {\pntext\f1\'B7\tab}The Data Resource Management team maintains standards including a nominal project plan with database-specific processes and deliverables for concept, logical model, physical model, implementation and maintenance, \par {\pntext\f1\'B7\tab}The e-Commerce group maintains standards for off-the-shelf components, look and feel (format), and system configurations for the Amtrak Intranet and Internet site, \par {\pntext\f1\'B7\tab}The Security team maintains standards and procedures related to security and access issues, and\par {\pntext\f1\'B7\tab}The software engineering teams maintain standards that may be localized to their operating system, hardware, testing and software configuration environment, and coding language. \par } BGBGм{\rtf1\ansi\ansicpg1252\deff0\deflang1033{\fonttbl{\f0\fswiss\fprq2\fcharset0 Arial;}{\f1\fnil\fcharset2 Symbol;}} \viewkind4\uc1\pard\f0\fs16 The total cost of ownership (TCO) is an important factor in evalutaing architecture, design, and operational use and support (both from the data center and user point-of-view). It is calculated as soon as possible by the System Engineering team and recalculated as the technical solution evolvesўџџџ      !"#$%&'ўџџџ)*+,-./0123456789:;<ўџџџ>?@ABCDEFGHIJKLMўџџџOPQRSTUVWXYZ[\]^_ўџџџabcdefghijklmnopqrstўџџџvwxyz{|}~€‚ƒ„…†‡ˆ‰Š‹Œš‘’“”•–—˜™ўџџџ›œžЊŸ ЁЂЃЄЅІЇЈЉЋПЌ­ЎЏАБВГДЕЖЗИЙКЛМНОРЯСТУФХЦЧШЩЪЫЬЭЮасбвгдежзийклмнопртуфхцчшщъјьэюя№ёђѓєѕіїўџџџљњћќ§ўџ and more information is known. The TCO analysis is included in the Project Management Plan, refined at every lifecycle phase transition. \par \par Factors in total cost of ownership are usually divided into direct costs and indirect costs. \par Direct costs (which are fairly easy to determine, derive, and forecast) include \par \pard{\pntext\f1\'B7\tab}{\*\pn\pnlvlblt\pnf1\pnindent0{\pntxtb\'B7}}\fi-256\li256 Initial cost of equipment (such as PCs, servers, network components and bandwidth, etc.),\par {\pntext\f1\'B7\tab}Software licenses,\par {\pntext\f1\'B7\tab}Maintenance costs (such as upgrades) for the equipment and software, and\par {\pntext\f1\'B7\tab}Changes to the facilities (for example, adding mini-data centers or connectivity to remote locations). \par {\pntext\f1\'B7\tab}Labor involved with the initial implementation. For example, training the users, training the operational support (data center) personnel, labor for installation (such as wiring), etc. \par \pard\par Indirect costs are more difficult to capture. They are include \par \pard{\pntext\f1\'B7\tab}{\*\pn\pnlvlblt\pnf1\pnindent0{\pntxtb\'B7}}\fi-256\li256 Lost productivity of users -- and those personnel supporting users. For example, if a user is struggling with understanding the system, they are unable to do their work and may impact the productivity of their co-workers, help desk, etc.,\par {\pntext\f1\'B7\tab}Down time due to old, ill-maintained servers, network, printers, etc., and\par {\pntext\f1\'B7\tab}Users manually fixing any problems that the system may have caused due to bugs or design flaws. Examples may be the need to investigate, and restore date, due to continual problems with data corruption or inaccuracy. \par \pard\par For more information, Gartner Group has books available. \par } BGBGЄ{\rtf1\ansi\ansicpg1252\deff0\deflang1033{\fonttbl{\f0\fswiss\fprq2\fcharset0 Arial;}{\f1\fnil\fcharset2 Symbol;}} \viewkind4\uc1\pard\f0\fs16 The System Test Environment consists of the platform for testing:\par \pard{\pntext\f1\'B7\tab}{\*\pn\pnlvlblt\pnf1\pnindent0{\pntxtb\'B7}}\fi-256\li256 Hardware (sometimes a separate hardware environment is required to support testing -- and eventually will be required to support testing maintenance releases when there are parallel efforts in development, developer testing, acceptance testing),\par {\pntext\f1\'B7\tab}System software (as above for hardware) and connectivity, and\par {\pntext\f1\'B7\tab}Software configuration management (it is recommended that separate software baselines are maintained for development, developer-testing, acceptance testing, operations....and sometimes the previous operational release to handle emergency roll-backs).\par \pard\par and the documentation and tools to perform the testing: \par \pard{\pntext\f1\'B7\tab}{\*\pn\pnlvlblt\pnf1\pnindent0{\pntxtb\'B7}}\fi-256\li256 Test cases,\par {\pntext\f1\'B7\tab}Test tools (such as capture/replay tools, performance/load tools, automatic scripting tools), \par {\pntext\f1\'B7\tab}Trouble ticket tracking (for the testers to enter trouble tickets and the developers to reply with their analysis, etc.), \par {\pntext\f1\'B7\tab}Scheduling tool for test cases (what test cases will be tested at what day/time, by what tester on what equipment/system, with what developers or sysadmins will be supporting the testing), \par {\pntext\f1\'B7\tab}Requirement traceability to determine what requirements are affected by what test case for pass/fail, and\par {\pntext\f1\'B7\tab}Reporting tools that take the test cases planned, run successfully (that is "passed"), test cases that failed, cumulative trouble tickets open, cumulative trouble tickets closed, rate of trouble ticket opening vs. trouble ticket closing, requirements successfully tested (how many) and faiiled (how many) and untested. (from these metrics, estimates can be made on the success of the testing effort, needs for resource re-allocation, and a schedule for completion....)\par \pard\par } BGBG{\rtf1\ansi\ansicpg1252\deff0\deflang1033{\fonttbl{\f0\fswiss\fprq2\fcharset0 Arial;}{\f1\fnil\fcharset2 Symbol;}} \viewkind4\uc1\pard\f0\fs16 The Requirements Document requires a signoff since it is the basis for the project's scope (and, therefore, cost and schedule) management. Change management processes will be followed for all changes to the Requirements Document. \par \par The Change Management PMO standard is described on the PMO web site. In summary, changes to the requirements statements are \par Tracked by the Project Manager,\par Subject to evaluation for technical, cost, and schedule impact, and \par Require approval by the Customer Sponsor (or Project Business Owner). \par \par Changes to requirements statements may require the following: \par \pard{\pntext\f1\'B7\tab}{\*\pn\pnlvlblt\pnf1\pnindent0{\pntxtb\'B7}}\fi-256\li256 Evalution of other requirements that may be impacted by the change. In many cases, changes to several requirements are necessary to retain consistency with the business process vision. \par {\pntext\f1\'B7\tab}Updating the Requirements Traceability Matrix with the change. \par {\pntext\f1\'B7\tab}Developing a new version of the Requirements Document (requiring approval) ensuring consistency of the changes. \par } BGBG {\rtf1\ansi\ansicpg1252\deff0\deflang1033{\fonttbl{\f0\fswiss\fprq2\fcharset0 Arial;}} \viewkind4\uc1\pard\f0\fs16 It is recommended that a system test environment be established that isolates the "test version" of the software from the "development version" and the "production version." Software configuration management tools are valuable in providing reliable mechanisms for baseline management. \par \par The test environment must be sufficient for the testers to exercise their test procedures without interference or confusion concerning versions of software, scripts, data, etc. Also, the environment should support rerunning tests to reproduce error conditions, demonstrate a particular test procedure or condition, and rerun the test procedure when the software fix is available in the baseline. \par \par A test environment must be stable so that the testers understand the variables in their environment and can rely upon their test procedures, the software baseline, and the system software/hardware and network environment. \par } BGBGH{\rtf1\ansi\ansicpg1252\deff0\deflang1033{\fonttbl{\f0\fswiss\fprq2\fcharset0 Arial;}{\f1\fnil\fcharset2 Symbol;}} \viewkind4\uc1\pard\f0\fs16 The test plan(s) should be verified by the project team to ensure\par \pard{\pntext\f1\'B7\tab}{\*\pn\pnlvlblt\pnf1\pnindent0{\pntxtb\'B7}}\fi-256\li256 All requirements are tested\par {\pntext\f1\'B7\tab}The test environment is sufficient to test the system allowing development work, two test teams, and operational support. \par {\pntext\f1\'B7\tab}The test tools selected fit with the Amtrak standards and are sufficient for the testing\par {\pntext\f1\'B7\tab}The test dependencies, assumptions, risks, etc. are manageable\par {\pntext\f1\'B7\tab}The high level test concepts match the operational scenarios, Use Cases, and/or (depending upon applicability) the design, and\par {\pntext\f1\'B7\tab}The test schedule is reasonable in terms of the known technical challenges, software components, timelines, technical risk, resource allocation and priorities, corporate and project priorities and dependences, etc. \par \pard\par \par } BGBG {\rtf1\ansi\ansicpg1252\deff0\deflang1033{\fonttbl{\f0\fswiss\fprq2\fcharset0 Arial;}{\f1\fnil\fcharset2 Symbol;}} \viewkind4\uc1\pard\ul\f0\fs16 User Acceptance Testing.\ulnone This testing is performed by an independent test team populated by the user/customer organization. This team understands the operational use of the new functionality and gears its testing towards operational readiness. \par \par Some types of testing to include in the test planning analysis include:\par \pard{\pntext\f1\'B7\tab}{\*\pn\pnlvlblt\pnf1\pnindent0{\pntxtb\'B7}}\fi-256\li256 Functional testing (does the function or feature discussed in the requirements work as specified), \par {\pntext\f1\'B7\tab}Boundary condition testing (does the system accept the minimum and maximum values allowed), \par {\pntext\f1\'B7\tab}User interface testing (does the system respond properly to user prompts, decisions, data input, etc.),\par {\pntext\f1\'B7\tab}User interface testing to ensure that user interface meets the business requirements and the user interface standards of the AT department (such as format standards),\par {\pntext\f1\'B7\tab}User interface testing to ensure navigation between screens, data validation of data entry fields, consistency of usage for data naming, \par {\pntext\f1\'B7\tab}Business logic testing (are the business algorithms properly implemented),\par {\pntext\f1\'B7\tab}Regression testing (in functional areas for which no new requirements were designated, does the system perform the functions at the same level before the enhancements or modifications),\par {\pntext\f1\'B7\tab}Load testing (how many transactions or users can the system support), and\par {\pntext\f1\'B7\tab}Validation of data values in accordance with the required calculations and algorithms as specified in the requirements or in referenced materials (such as regulations or marketing policies), \par {\pntext\f1\'B7\tab}Performance testing in terms of response time (the time it takes for an interactive response to be received by a user), number of records processed per time unit (for example, the time to load a data base), etc. \par {\pntext\f1\'B7\tab}Security testing so that unauthorized users (depending upon the security requirements) are properly prohibited from accessing or viewing certain screens, reports, or data. \par {\pntext\f1\'B7\tab}Operational Readiness Testing to ensure that all the components of the technical business solution, as well as the operational procedures to be performed by the users, are functioning in an integrated manner and able to support operations, and \par {\pntext\f1\'B7\tab}Operational Simulation test(s) that demonstrate the functionality of the technical solution, within the envisioned operational procedures, using the production (or production-like) computing environment. \par \pard\par After the design is know, the test team can determine the test environment that would most efficiently validate the requirements while minimizing the test effort: \par \par To determine the needs of the test environment to adequately validate the business solution including \par \pard{\pntext\f1\'B7\tab}{\*\pn\pnlvlblt\pnf1\pnindent0{\pntxtb\'B7}}\fi-256\li256 Hardware (sometimes a separate hardware environment is required to support testing -- and eventually will be required to support testing maintenance releases when there are parallel efforts in development, developer testing, acceptance testing),\par {\pntext\f1\'B7\tab}System software (as above for hardware) and connectivity, \par {\pntext\f1\'B7\tab}Software configuration management (it is recommended that separate software baselines are maintained for development, developer-testing, acceptance testing, operations....and sometimes the previous operational release to handle emergency roll-backs), \par {\pntext\f1\'B7\tab}Test case development, \par {\pntext\f1\'B7\tab}Test execution (such as capture/replay tools, performance/load tools, automatic scripting tools), \par {\pntext\f1\'B7\tab}Trouble ticket tracking (for the testers to enter trouble tickets and the developers to reply with their analysis, etc.), \par {\pntext\f1\'B7\tab}Scheduling tool for test cases (what test cases will be tested at what day/time, by what tester on what equipment/system, with what developers or sysadmins will be supporting the testing), \par {\pntext\f1\'B7\tab}Requirement traceability to determine what requirements are affected by what test case for pass/fail, and\par {\pntext\f1\'B7\tab}Reporting tools that take the test cases planned, run successfully (that is "passed"), test cases that failed, cumulative trouble tickets open, cumulative trouble tickets closed, rate of trouble ticket opening vs. trouble ticket closing, requirements successfully tested (how many) and faiiled (how many) and untested. (from these metrics, estimates can be made on the success of the testing effort, needs for resource re-allocation, and a schedule for completion....)\par } nce/load tools, automatic scripting tools), \par {\pntext\f1\'B7\tab}Trouble ticket tracking (for the testers to enter trouble tickets and the developers to reply with their analysis, etc.), \par {\pntext\f1\'B7\tab}Scheduling tool for test cases (what test cases will be tested at what day/time, by what tester on what equipment/system, with what developers or sysadmins will be supporting the testing), \par {\pntext\f1\'B7\tab}Requirement traceability to determine what requirements are affected by what test case for pass/fail, and\par {\pntext\f1\'B7\tab}Reporting tools that take the test cases planned, run successfully (that is "passed"), test cases that failed, cumulative trouble tickets open, cumulative trouble tickets closed, rate of trouble ticket opening vs. trouble ticket closing, requirements successfully tested (how many) and faiiled (how many) and untested. (from these metrics, estimates can be made on the success of the testing effort, needs for resource re-allocation, and a schedule for completion....)\par } BGBG{\rtf1\ansi\ansicpg1252\deff0\deflang1033{\fonttbl{\f0\fswiss\fprq2\fcharset0 Arial;}{\f1\fnil\fcharset2 Symbol;}} \viewkind4\uc1\pard\f0\fs16 The standards for unit testing are dependent upon the specific technical attributes of the project and should be developed by each technical team. \par \par In general, Unit tests are \par \pard{\pntext\f1\'B7\tab}{\*\pn\pnlvlblt\pnf1\pnindent0{\pntxtb\'B7}}\fi-256\li256 Performed by the author of the unit,\par {\pntext\f1\'B7\tab}Validate the logic within the unit is correct (such as boundary conditions, looping conditions, true/false, etc.), \par {\pntext\f1\'B7\tab}Validate that the unit is coded in accordance with the design, and \par {\pntext\f1\'B7\tab}The code is compliant with the coding standards of the technical team. \par \pard\par For large, complex modules, it is recommended that the technical lead of the unit's developer review the unit test results. \par \par \par } recommended that modules be inspected for correctness by a peer on the technical team. Peer inspection has been proven to be very effective in reducing errors in coding, and thus improving the productivity of the technical team during the project (although it may cost more effort during the early development lifecycle phase). \par \par } }BGBGИ{\rtf1\ansi\ansicpg1252\deff0\deflang1033{\fonttbl{\f0\fswiss\fprq2\fcharset0 Arial;}{\f1\fnil\fcharset2 Symbol;}} \viewkind4\uc1\pard\f0\fs16 The timing of the procurement of hardwar‚ƒ„…†‡ўџџџ‰Š‹ŒŽ‘’“”•–—˜™š›œžўџџџ ЁЂЃЄЅІЇЈЉЊЋЌ­ЎЏАБВГДЕЖЗИЙКЛМНОПРСТУФХЦЧШЩЪЫЬЭЮЯаўџџџвгдежзийклмнопрстуфхцчшщъыьэюя№ёђѓєѕіїјљњћќ§ўџe and software should be synchronized with the need in the development and testing. Monitoring the critical path for the assets should have a high priroity to keep the project on schedule. The Project Manager should work with the Procurement Office to ensure that there is a clear understanding of the roles and responsibilities between the project team and the Procurement Office for dealing with vendor selection. \par \par Tasks that may take longer than anticipated are \par \pard{\pntext\f1\'B7\tab}{\*\pn\pnlvlblt\pnf1\pnindent0{\pntxtb\'B7}}\fi-256\li256 Handling purchase order paperwork\par {\pntext\f1\'B7\tab}Shipment by the vendor \par {\pntext\f1\'B7\tab}Installation (including preparation of the environment, networking, sysadmin, and then user access by the project team), and\par {\pntext\f1\'B7\tab}Testing of the assets to ensure functionality and fit (which can include learning curve by the project team, discussions with the vendor's support team, return/repair of hardware, etc.).\par } BGBGД{\rtf1\ansi\ansicpg1252\deff0\deflang1033{\fonttbl{\f0\fswiss\fprq2\fcharset0 Arial;}{\f1\fnil\fcharset2 Symbol;}} \viewkind4\uc1\pard\f0\fs16 The Project Team defines the environment (technical and physical) that they require for the project. The technical requirements include\par \pard{\pntext\f1\'B7\tab}{\*\pn\pnlvlblt\pnf1\pnindent0{\pntxtb\'B7}}\fi-256\li256 Developer workstations,\par {\pntext\f1\'B7\tab}Server and/or mainframe computing and access,\par {\pntext\f1\'B7\tab}Network connectivity, and\par {\pntext\f1\'B7\tab}Meeting rooms, office space (cubes), conferencing technologies (such as video conferencing or collaboration tools for geographically distributed team).\par \pard\par \par Development tools including\par \pard{\pntext\f1\'B7\tab}{\*\pn\pnlvlblt\pnf1\pnindent0{\pntxtb\'B7}}\fi-256\li256 Tools specific for the tasks or development methodology (for example, OO and/or UML development tools), \par {\pntext\f1\'B7\tab}Tools specific for the language and/or platform (such as debuggers, design tools or 4GLS),\par {\pntext\f1\'B7\tab}Tools specific for software configuration management (which may be dependent upon the target platform hardware, language and development tools), and\par {\pntext\f1\'B7\tab}Tools for specific lifecycle phases such as requirements specification, database design and modeling, business process modeling, testing, and\par {\pntext\f1\'B7\tab}Tools for project management. \par } BGBGT {\rtf1\ansi\ansicpg1252\deff0\deflang1033{\fonttbl{\f0\fswiss\fprq2\fcharset0 Arial;}} \viewkind4\uc1\pard\f0\fs16 The AT Operations Group has standards and procedures that include checklists and documentation for systems. Reference their checklists to ensure all their standards and procedures are met. \par \pard\par } ple of a Turnover Checklist \par \par Hardware:\par \pard\fi-720\li1440\tx1440\'b7\tab Rack mount Compaq standard servers\par \pard\fi-720\li1440\'b7\tab Documented assembly diagram\par \'b7\tab Documented patches and service packs\par \'b7\tab Pristine image of system at time of turnover\par \pard\fi-360\li2520\tx2520 -\tab Emergency Repair Disk\par \pard\fi-360\li2520 -\tab Purchase of backup media \par \pard\fi-720\li1440\tx1440\'b7\tab Timeline of expansion (estimate)\par \pard\fi-360\li2520\tx2520 -\tab Hardware growth\par \pard\fi-360\li2520 -\tab User base growth\par -\tab Regional growth\par \pard\fi-720\li1440\tx1440\'b7\tab Diagram of present and future communication impact\par \pard\fi-360\li2520\tx2520 -\tab Connection to Mainframe\par \pard\fi-360\li2520 -\tab Connections to LAN\par -\tab Connection to VLAN-99\par -\tab Specialty hardware involvement\par \pard\fi-720\li1440\tx1440\'b7\tab Fail over business continuity plan established.\par \pard\fi-360\li2520\tx2520 -\tab Redundancy hardware\fs20\par \pard\fi-360\li2520\fs16 -\tab Raid \par -\tab Mirrors\par \pard\par Software:\par \pard\fi-720\li1440\tx1440\'b7\tab Documented Compatibility check list (versions installed)\par \pard\fi-720\li1440\'b7\tab 50% of all licenses purchased \par \'b7\tab Documented installation procedure for each component\par \'b7\tab Documented configuration settings with screen prints\par \'b7\tab Documented Backup/restore procedure\par \'b7\tab Documented Desktop installation procedure\par \'b7\tab Documented testing results for purpose of estimating mean time between failures.\par \pard\par Ancillary:\par \pard\fi-720\li1440\tx1440\'b7\tab Established maintenance window\par \pard\fi-720\li1440\'b7\tab Proper funding and verified transfer of schedule-10 funds prior to production cycle \par \'b7\tab Establishment of escalation process Application\par \'b7\tab Establishment of Vendor contact list with documented contractual time line.\par \'b7\tab Establishment of Help Desk Contact procedures\par \'b7\tab Establishment of First Level trouble shooting guide for use at Help desk\par \'b7\tab Creation and agreement to Service Level Agreement\par \'b7\tab Creation and agreement to change control standards \par \pard\fi-360\li2520\tx2520 -\tab Upgrade\par \pard\fi-360\li2520 -\tab Replacement\par -\tab Retire\par \pard\fi-720\li1440\tx1440\'b7\tab Establishment of Application Point of Contact (APOC) in AT for end-user communication \par \pard\fi-720\li1440\'b7\tab Established Roles Responsibilities and achievable expectations. \par \'b7\tab Training budget impact statement for non-standard application components. Including recurring training impact\par \pard\par } . Including recurring training impact\par \'b7\tab\par \pard\fs16\par } BGBGx {\rtf1\ansi\ansicpg1252\deff0\deflang1033{\fonttbl{\f0\fswiss\fprq2\fcharset0 Arial;}} \viewkind4\uc1\pard\f0\fs16 It is recommended that the project team review the standards of the System Engineering group (in the AT Operation group). \par \par } e.g., mainframe or client/server). \par \par } mainframe or client/server). \par For example: \par \pard\qc\f1 Turnover Checklist\par Outline\par 11/13/00\par \par \pard\par Hўџџџ     ўџџџ !"#$%&'()ўџџџ+,-./0123456789:;<=>?@ABўџџџDEFGHIJKLMNOPQRSTUVWXYZ[ўџџџ]^_`abcdefghijklmnopqrўџџџtuvwxyz{|}~€ardware:\par \pard\fi-720\li1440\tx1440\'b7\tab Rack mount Compaq standard servers\par \pard\fi-720\li1440\'b7\tab Documented assembly diagram\par \'b7\tab Documented patches and service packs\par \'b7\tab Pristine image of system at time of turnover\par \pard\fi-360\li2520\tx2520\'a7\tab Emergency Repair Disk\par \pard\fi-360\li2520\'a7\tab Purchase of backup media \par \pard\fi-720\li1440\tx1440\'b7\tab Timeline of expansion (estimate)\par \pard\fi-360\li2520\tx2520\'a7\tab Hardware growth\par \pard\fi-360\li2520\'a7\tab User base growth\par \'a7\tab Regional growth\par \pard\fi-720\li1440\tx1440\'b7\tab Diagram of present and future communication impact\par \pard\fi-360\li2520\tx2520\'a7\tab Connection to Mainframe\par \pard\fi-360\li2520\'a7\tab Connections to LAN\par \'a7\tab Connection to VLAN-99\par \'a7\tab Specialty hardware involvement\par \pard\fi-720\li1440\tx1440\'b7\tab Fail over business continuity plan established.\par \pard\fi-360\li2520\tx2520\'a7\tab Redundancy hardware\par \pard\fi-360\li2520\'a7\tab Raid \par \'a7\tab Mirrors\par \pard\par Software:\par \pard\fi-720\li1440\tx1440\'b7\tab Documented Compatibility check list (versions installed)\par \pard\fi-720\li1440\'b7\tab 50% of all licenses purchased \par \'b7\tab Documented installation procedure for each component\par \'b7\tab Documented configuration settings with screen prints\par \'b7\tab Documented Backup/restore procedure\par \'b7\tab Documented Desktop installation procedure\par \'b7\tab Documented testing results for purpose of estimating mean time between failures.\par \pard\par Ancillary:\par \pard\fi-720\li1440\tx1440\'b7\tab Established maintenance window\par \pard\fi-720\li1440\'b7\tab Proper funding and verified transfer of schedule-10 funds prior to production cycle \par \'b7\tab Establishment of escalation process Application\par \'b7\tab Establishment of Vendor contact list with documented contractual time line.\par \'b7\tab Establishment of Help Desk Contact procedures\par \'b7\tab Establishment of First Level trouble shooting guide for use at Help desk\par \'b7\tab Creation and agreement to Service Level Agreement\par \'b7\tab Creation and agreement to change control standards \par \pard\fi-360\li2520\tx2520\'a7\tab Upgrade\par \pard\fi-360\li2520\'a7\tab Replacement\par \'a7\tab Retire\par \pard\fi-720\li1440\tx1440\'b7\tab Establishment of Application Point of Contact (APOC) in AT for end-user communication \par \pard\fi-720\li1440\'b7\tab Established Roles Responsibilities and achievable expectations. \par \'b7\tab Training budget impact statement for non-standard application components. Including recurring training impact\par \'b7\tab\par \pard\f0\par } BGBG{\rtf1\ansi\ansicpg1252\deff0\deflang1033{\fonttbl{\f0\fswiss\fprq2\fcharset0 Arial;}{\f1\fnil\fcharset2 Symbol;}} \viewkind4\uc1\pard\f0\fs16 As the detailed design becomes approved, the needs for purchasing assets (for example, hardware and/or software licenses) and support (for example, training) become known. The tasks and timelines for procurement should be added to the Project Plan. \par \par If procurement is required, coordination between the Project Manager and the Procurement Office is required to ensure that procedures are folowed in vendor selection and contracting. The following list has some ideas of other tasks that may be required: \par \pard{\pntext\f1\'B7\tab}{\*\pn\pnlvlblt\pnf1\pnindent0{\pntxtb\'B7}}\fi-256\li256 Purchase Order writing and signoff timeline\par {\pntext\f1\'B7\tab}Contract negotiations, \par {\pntext\f1\'B7\tab}Vendor selection and run-offs, \par {\pntext\f1\'B7\tab}Prototyping or testing of commercial products to ensure functionality and fit, \par {\pntext\f1\'B7\tab}Training by project personnel on the commercial products,\par {\pntext\f1\'B7\tab}Learning curve for the project team, and \par {\pntext\f1\'B7\tab}Evaluation of total cost of ownership and maintenance by the AT System Engineering team. \par } BGBGl{\rtf1\ansi\ansicpg1252\deff0\deflang1033{\fonttbl{\f0\fswiss\fprq2\fcharset0 Arial;}{\f1\fnil\fcharset2 Symbol;}} \viewkind4\uc1\pard\f0\fs16 If the Detailed Design requires the procurement of hardware, software, or other commercially available components, the following is required\par \pard{\pntext\f1\'B7\tab}{\*\pn\pnlvlblt\pnf1\pnindent0{\pntxtb\'B7}}\fi-256\li256 Definition of the exact manufacturer, model numbers, software versions, etc. of the required components,\par {\pntext\f1\'B7\tab}Calculation of the total cost of ownership (using a five year maintenance timeframe),\par {\pntext\f1\'B7\tab}Definition of the number of components required, and (if necessary) how many at each location, and\par {\pntext\f1\'B7\tab}Identifcation of contact personnel for each component and location from the project, from the procurement office, and from the target location. \par \pard\par Coordination with the AT Systems Engineering group is required to ensure technical standards and operational procedures are taken into account. \par } n of total cost of ownership for five years is required. \par \par } BGBG{\rtf1\ansi\ansicpg1252\deff0\deflang1033{\fonttbl{\f0\fswiss\fprq2\fcharset0 Arial;}{\f1\fnil\fcharset2 Symbol;}} \viewkind4\uc1\pard\f0\fs16 Recommended reporting for acceptance testing includes: \par \par Metrics that can be used to measure the extent of testing, the efficiency of the test phase, and forecast the upcoming test activities and duration are: \par \pard{\pntext\f1\'B7\tab}{\*\pn\pnlvlblt\pnf1\pnindent0{\pntxtb\'B7}}\fi-256\li256 Trouble tickets (or test problems) open (cumulative)\par {\pntext\f1\'B7\tab}Trouble tickets closed (cumulative)\par {\pntext\f1\'B7\tab} Rate of trouble tickets opened and closed (for example, per week)\par {\pntext\f1\'B7\tab}(Trouble tickets sorted by priroity (1 = highest priority, critical, 2=functionallity significantly impaired, 3 = functionality impaired, 4 = cosmetic). \par {\pntext\f1\'B7\tab} Requirements satisfactorily validated (cumulative)\par {\pntext\f1\'B7\tab}Number of test cases satisfactorily completed (passed) (also percentage of passed/total cases)\par {\pntext\f1\'B7\tab}Number of Acceptance Test Criteria (could be derived from the Use Cases) passed as a percentage. \par \pard\par Informal reports on testing (such as the metrics listed above) should be part of the regular project team meetings, usually held on a weekly basis. \par \par In addition, an Acceptance Test Report is recommended. This report uses the Test Plan as its basis and describes the actual test environment, test schedule, test results, test team, etc. \par \par } BGBG{\rtf1\ansi\ansicpg1252\deff0\deflang1033{\fonttbl{\f0\fswiss\fprq2\fcharset0 Arial;}} \viewkind4\uc1\pard\f0\fs16 System (end-to-end) Testing is conducted by the Test Team (usually an independent test team of the development organization) to ensure that the functional and business requirements are fulfilled. \par \par System testing is "black box" testing, where the emphasis is on exercising the system to prove the requirements are fulfilled. The design is not tested -- but is used by the test team as a means to get the system to demostrate compliance with the requirements. In summary: the code is tested (validated) to ensure the code meets the requirements. This is in contrast to "white box" testing, which is performed by the developers prior to the start of System Testing. White box testing ensures the code matches the design.\par \par It is recommended that System Testing be performed by an independent test team. "Independent" means that the testers are not the programmers or designers of the system undergoing test. \par \par \par } the test phase, and forecast the upcoming test activities and duration are: \line (a) Trouble tickets (or test problems) open (cumulative)\par (b) Trouble tickets closed (cumulative)\par (c) Rate of trouble tickets opened and closed (for example, per week)\par (d) Trouble tickets sorted by priroity (1 = highest priority, critical, 2=functionallity significantly impaired, 3 = functionality impaired, 4 = cosmetic). \par (e) Requirements satisfactorily validated (cumulative)\par } BGBG”{\rtf1\ansi\ansicpg1252\deff0\deflang1033{\fonttbl{\f0\fswiss\fprq2\fcharset0 Arial;}{\f1\fnil\fcharset2 Symbol;}} \viewkind4\uc1\pard\f0\fs16 Recommended reporting for system testing includes: \par \par Metrics that can be used to measure the extent of testing, the efficiency of the test phase, and forecast the upcoming test activities and duration are: \par \pard{\pntext\f1\'B7\tab}{\*\pn\pnlvlblt\pnf1\pnindent0{\pntxtb\'B7}}\fi-256\li256 Trouble tickets (or test problems) open (cumulative)\par {\pntext\f1\'B7\tab}Trouble tickets closed (cumulative)\par {\pntext\f1\'B7\tab} Rate of trouble tickets opened and closed (for example, per week)\par {\pntext\f1\'B7\tab}Trouble tickets sorted by priority (1 = highest priority, critical, 2=functionallity significantly impaired, 3 = functionality impaired, 4 = cosmetic). \par {\pntext\f1\'B7\tab}Requirements satisfactorily validated (cumulative)\par {\pntext\f1\'B7\tab}Number of test cases satisfactorily completed (passed) (also percentage of passed/total cases)\par \pard\par Informal reports on testing (such as the metrics listed above) should be part of the regular project team meetings, usually held on a weekly basis. \par \par In addition, a System Test Report is recommended. This report uses the Test Plan as its basis and describes the actual test environment, test schedule, test results, test team, etc. \par \par \par } r \par \par } BGBGь{\rtf1\ansi\ansicpg1252\deff0\deflang1033{\fonttbl{\f0\fswiss\fprq2\fcharset0 Arial;}} \viewkind4\uc1\pard\f0\fs16 The Integration Testing (which occurs on a "platform" level) is performed by the software engineering team as the modules (components) of the system are integrated (following their successful unit‚ƒ„…†‡ˆ‰Š‹ŒŽўџџџ‘’“”•–—˜™š›œžŸ ЁЂЃЄЅІЇЈЉЊЋЌ­ЎЏАБВГДЕЖЗИўџџџКЛМНОПРСТУФХЦЧШЩўџџџЫЬЭЮЯабвгдежзийклмнопрстуфхцчшщъыьэюяўџџџёђѓєѕіїјљњћќ§ўџ testing). This testing is called white box testing since it is testing the design of the system, that is, how the modules (components) fulfill the division of the logic and data flow as defined in the Design Document. \par \par The levels of testing in the AT SDM are: \par Unit Testing (performed by the authors/developers of a unit/module/component)\par \par Module Integration testing (where the modified and/or new modules are combined with the existing modules to conduct testing of the total system...on a single platform). This testing starts as "white box" testing, where the design if tested to ensure the modules integrate properly, passing data and performing their assigned business logic. Module Integration testing is usually performed by the technical leads on a gradual basis as the module interfaces are validated. \par \par System Testing (or end-to-end testing). It is recommended that System Testing be performed by an independent test team (that is, not the developers/authors of the design or the code). System testing is "black box" testing, testing that uses the design of the system to validate the customer's requirements and functionality. \par \par User Acceptance Testing. This testing is performed by an independent test team populated by the user/customer organization. This team understands the operational use of the new functionality and gears its testing towards operational readiness. \par \par \par } BGBGt {\rtf1\ansi\ansicpg1252\deff0\deflang1033{\fonttbl{\f0\fswiss\fprq2\fcharset0 Arial;}{\f1\fnil\fcharset2 Symbol;}} \viewkind4\uc1\pard\f0\fs16 The Test Procedures document is an update to the Test Plan that includes\par \pard{\pntext\f1\'B7\tab}{\*\pn\pnlvlblt\pnf1\pnindent0{\pntxtb\'B7}}\fi-256\li256 Updated information concerning the testing needs and environment (hardware, software, data),\par {\pntext\f1\'B7\tab}A Test Schedule and required resources (skills) to support the testing activity,\par {\pntext\f1\'B7\tab}Tools to be used during the testing phase (configuration management, automated testing, test case documentation, trouble ticket tracking, data dumping, test reporting), etc. \par \pard\par It is recommended that testing be performed by an independent test team, that understands the operational use of the system(s) and can exercise it in a manner that anticipates the operational environment. This may include the sequencing of test procedures and data feeds, the load on the system (such as the number of users or the number of transactions), the network environment of the system, and the hardware/software environment of the system. \par \par It is the addition of Test Procedures, also called scripts, or step-by-step scenarios, that takes the greatest effort to turn a Test Plan into a Test Procedures document. Each of the Test Cases that may have been outlined in the Test Plan may be decomposed into several Test Procedures. \par \par A Test Procedure should have test precedessor(s) (tests that must be successfully completed prior to starting), required resources, required data, success criteria, requirements that are validated by the successful completion of the test, etc. Test Procedures use the design of the system as a means to exercise the correct functionality and validate requirements in a "black box" fashion (that is, proving the requirements are satisfied, not that the system works as designed). \par \par The Test Procedures should represent operational scenarios. If Use Cases were provided in the Requirements Phase, they should be used as the basis of the User Acceptance Test Procedures. Also, any documentation that will affect the use of the system (such as operations manuals, users manuals, or training materials) should be evaluated in conjunction with the technical system(s). Test Procedures should be such that a pass/fail can be easily traced and diagnosed by the development team. \par \par The User Acceptance Test Procedures should include cases that anticipate operations and can performance, regression, and user interface testing as well as functional testing. \par \par } } BGBG {\rtf1\ansi\ansicpg1252\deff0\deflang1033{\fonttbl{\f0\fswiss\fprq2\fcharset0 Arial;}} \viewkind4\uc1\pard\f0\fs16 It is recommended that a system test environment be established that isolates the "test version" of the software from the "development version" and the "production version." Software configuration management tools are valuable in providing reliable mechanisms for baseline management. \par \par The test environment must be sufficient for the testers to exercise their test procedures without interference or confusion concerning versions of software, scripts, data, etc. Also, the environment should support rerunning tests to reproduce error conditions, demonstrate a particular test procedure or condition, and rerun the test procedure when the software fix is available in the baseline. \par \par A test environment must be stable so that the testers understand the variables in their environment and can rely upon their test procedures, the software baseline, and the system software/hardware and network environment. \par } BGBGD {\rtf1\ansi\ansicpg1252\deff0\deflang1033{\fonttbl{\f0\fswiss\fprq2\fcharset0 Arial;}{\f1\fnil\fcharset2 Symbol;}} \viewkind4\uc1\pard\f0\fs16 The Test Procedures document is an update to the Test Plan that includes\par \pard{\pntext\f1\'B7\tab}{\*\pn\pnlvlblt\pnf1\pnindent0{\pntxtb\'B7}}\fi-256\li256 Updated information concerning the testing needs and environment (hardware, software, data),\par {\pntext\f1\'B7\tab}A Test Schedule and required resources (skills) to support the testing activity,\par {\pntext\f1\'B7\tab}Tools to be used during the testing phase (configuration management, automated testing, test case documentation, trouble ticket tracking, data dumping, test reporting), etc. \par \pard\par It is recommended that testing be performed by an independent test team, that is, a test team that is not comprised of programmers that worked on developing the system (writing the code). \par \par It is the addition of Test Procedures, also called scripts, or step-by-step scenarios, that takes the greatest effort to turn a Test Plan into a Test Procedures document. Each of the Test Cases that may have been outlined in the Test Plan may be decomposed into several Test Procedures. \par \par A Test Procedure should have test precedessor(s) (tests that must be successfully completed prior to starting), required resources, required data, success criteria, requirements that are validated by the successful completion of the test, etc. Test Procedures use the design of the system as a means to exercise the correct functionality and validate requirements in a "black box" fashion (that is, proving the requirements are satisfied, not that the system works as designed). \par \par The Test Procedure should be small enough to capture the pass/fail of a single requirement or set of closely related requirements. They may be linked in such as fashion that one case may be the precedent of several cases so that the functionality can be built up to a full operational end-to-end test. Test Procedures should be such that a pass/fail can be easily traced and diagnosed by the development team. \par \par The Development Test Procedures should include cases similar to the Acceptance Test Procedures as well as cases that handle operational, performance, regression, and user interface testing as well as functional testing. \par } }      ўџџџ !"#$%&'()*+,-./0123456789:;<=>?@ўџџџBCDEFGHIJKLMNOPQRSTUVWXYZ[\]^_ўџџџabcdefghijklmnopqўџџџstuvwxyz{|}~€BGBG0 {\rtf1\ansi\ansicpg1252\deff0\deflang1033{\fonttbl{\f0\fswiss\fprq2\fcharset0 Arial;}{\f1\fnil\fcharset2 Symbol;}} \viewkind4\uc1\pard\f0\fs16 Although the Project Manager is primarily responsible for the Project Plan, it requires the input, collaboration, and verification of the larger project team as explained below: \par \par \pard{\pntext\f1\'B7\tab}{\*\pn\pnlvlblt\pnf1\pnindent0{\pntxtb\'B7}}\fi-256\li256 The Project Manager (with input from the Technical Lead) provides the project schedule as well as why certain tasks and deliverables were selected (or not) from the Guidelines Grid,\par {\pntext\f1\'B7\tab}The Project Manager provides the Project Team and the Stakeholders Committee membership and the explanation of their selection\par {\pntext\f1\'B7\tab}The Project Manager provides the Communication Plan \par {\pntext\f1\'B7\tab}The Software Engineering Lead and the Project Manager provide the section dealing with the tools that are planned to support the programmatic and technical aspects of the project. \par {\pntext\f1\'B7\tab}The Project Manager, the Software Engineering Lead, and the System Engineering Lead (representing the project team) develop the risk management analysis, the open issues, the assumptions, constraints, and dependencies\par {\pntext\f1\'B7\tab}The Project Manager, in conjunction with the AT Technology Directors, provides the budget and cost analysis, and\par {\pntext\f1\'B7\tab}The Project Manager, in conjunction with the Customer Sponsor, Project Business Owner, and AT Technology Directors provides the Flexibility Matrix. \par \pard\par The Project Plan uses the Scope and High Level Sizing Document (or the Business Justification or CAR) as its starting point for more detailed analysis. The Project Plan is updated at the lifecycle phase junctions throughout the project as more information is known, as more risks are managed or realized, etc. It is recommended that the Project Plan be somewhat complete for the next lifecycle phase (for example, Design), and more sketchy for the follow-on phases. This progression of detail evolves during the project as in succession the planning of the next phase becomes more exact.\par \par For each iteration of updates for the Project Management Plan, a new total cost of ownership is calculated (if applicable). \par \par } BGBGа {\rtf1\ansi\ansicpg1252\deff0\deflang1033{\fonttbl{\f0\fswiss\fprq2\fcharset0 Arial;}{\f1\fnil\fcharset2 Symbol;}} \viewkind4\uc1\pard\f0\fs16 These tasks translate the business solution concepts and requirements into project parameters. \par \par As the project's scope is analyzed \par \pard{\pntext\f1\'B7\tab}{\*\pn\pnlvlblt\pnf1\pnindent0{\pntxtb\'B7}}\fi-256\li256 The Business Areas and Business Systems that are impacted are identified. This analysis should be performed in an iterative fashion looking at both external systems (and organizations), internal systems, and application areas. The template for the Scope and High Level Sizing document includes tables of impacted business areas, applications, and systems. These tables are not necessarily up-to-date or complete and it is the responsibility of the Project Manager to ensure that these tables are considered a starting point for impact analysis. As an impacted area is identified, the Project Manager works with an "Area Representative" to ensure the analysis and team-work relationship is established as the project moves forward. \par {\pntext\f1\'B7\tab}The solution high level design can be formulated that identifies the target system/platform for development, any required hardware and software components (involving a total cost of ownership analysis), the required development and test environment, and technical risks and assumptions, \par {\pntext\f1\'B7\tab}The high level dependencies between development, test, and implementation activities are analyzed. These dependencies can include parallel subprojects, the performance of technologies within the design, the availability of staff and expertise, and the reliabiilty of third party suppliers of either packaged technology components or custom developed code, \par {\pntext\f1\'B7\tab}The potential for volatility in the business requirements, envisioned business processes, and definition of data exchange or allocation of business logic within or between internal or external systems can be evaluated for risk and impact analysis, \par {\pntext\f1\'B7\tab}The project schedule can be estimated that indicates the types of activities required for analysis, development, test, implementation, and project risk management enabling decisions concerning parallel or sequential activities, critical path analysis, milestones (some as required by the PMO and the AT SDM), and the level of effort required in the tasks, and\par {\pntext\f1\'B7\tab}The staffing needs, assumptions, and risks can be identified as the nature of the project team is defined. \par \pard\par \par } r \par } affing needs, assumptions, and risks can be identified as the nature of the project team is defined. \par \pard\par \par } BGBG€{\rtf1\ansi\ansicpg1252\deff0\deflang1033{\fonttbl{\f0\fswiss\fprq2\fcharset0 Arial;}{\f1\fnil\fcharset2 Symbol;}} \viewkind4\uc1\pard\f0\fs16 Depending upon the technologies selected, the development tools selected, and the project's requirements, the detailed design activities and documentation will vary. \par \par An AT SDM Design Document template exists on the PMO web site. \par \par It is recommended that the Design Document be tailored to match the\par \pard{\pntext\f1\'B7\tab}{\*\pn\pnlvlblt\pnf1\pnindent0{\pntxtb\'B7}}\fi-256\li256 Technical Platform (hardware and system software),\par {\pntext\f1\'B7\tab}Language,\par {\pntext\f1\'B7\tab}Development methodology (such as waterfall, RAD, prototyping, component-based),\par {\pntext\f1\'B7\tab}Software component (such as database, user interface, machine-to-machine interface, networking, business logic/algorithms, etc.),\par {\pntext\f1\'B7\tab}Existing computing environment (such as extensive maintenance/enhancement of an existing system(s), a new system with extensive interfaces to existing computing systems, or a new system that has no or few interfaces,\par {\pntext\f1\'B7\tab}Tools to support the development environment (including data modeling, UML, and other software engineering diagramming or documentation tools), etc. \par \pard\par Very large projects may require the parallel efforts of several platform-specific development teams. It is recommended that each team generate a Design Document that is tailored for their development environment. The Project Manager must make available the communication channels and documentation so that the team is productive, information is accurate and up-to-date, and that readers may integrate the various Design Documents to obtain an overview of the entire high-level design. It is not mandatory to integrate the separate Design Documents into one large document. \par } } BGBGX{\rtf1\ansi\ansicpg1252\deff0\deflang1033{\fonttbl{\f0\fswiss\fprq2\fcharset0 Arial;}} \viewkind4\uc1\pard\f0\fs16 The purpose of these plans is to ensure that the elements of preparation for implementation (deployment) into production are in place. This includes preparing the users of the system(s), which may require updates to standard operational procedures, training, communication of the upcoming implementation to all affected organizations, data conversion, personnel and activities for the implementation period, upgrading facilities, etc. \par \par Work with the technical team to define an appropriate Warranty Phase: consider the needs of a warranty (or "shake down") phase where implementation issues are handled by the development team in the primary support role. Duration of the warranty phase may depend upon the standards of the Operations Group for the relevant application, platform, or design (such as mainframe versus client/server), the size and complexity of the project, other prioritites, and the support issues surfaced during the first week of operations. \par \par \par } BGBGx {\rtf1\ansi\ansicpg1252\deff0\deflang1033{\fonttbl{\f0\fswiss\fprq2\fcharset0 Arial;}{\f1\fnil\fcharset2 Symbol;}} \viewkind4\uc1\pard\f0\fs16 The purpose of these plans is to ensure that the elements of preparation for implementation (deployment) into production are in place. This includes information concerning\par \pard{\pntext\f1\'B7\tab}{\*\pn\pnlvlblt\pnf1\pnindent0‚ƒ„…†‡ˆ‰Š‹ŒŽ‘’“”•–—ўџџџ™š›œžŸ ЁЂЃЄЅІЇЈўџџџЊЋЌ­ЎЏАБВГДЕЖЗИЙКўџџџМНОПРСТУФХЦЧШЩЪЫЬЭЮЯабвгдежзийклмнопрстуфхўџџџчшщъыьэюя№ёђѓєѕіїјљњћќ§ўўџџџ{\pntxtb\'B7}}\fi-256\li256 The technical infrastructure and load of the technical solution, \par {\pntext\f1\'B7\tab}Information for the help desk and support organizations, and\par {\pntext\f1\'B7\tab}Plans for supporting the customer organization in preparing the users of the system(s), which may require updates to standard operational procedures, training, communication of the upcoming implementation to all affected organizations.\par \pard \par For the technical infrastructure and load of the technical solution, \par \pard{\pntext\f1\'B7\tab}{\*\pn\pnlvlblt\pnf1\pnindent0{\pntxtb\'B7}}\fi-256\li256 Documentation may need to be prepared including scripts, instructions, practice loads, required support personnel for the implementation activities and "shake-down" support, etc.\par {\pntext\f1\'B7\tab}The load of correct versions of software, data, parameter files, etc.,\par {\pntext\f1\'B7\tab}The readiness of the hardware and system software, \par {\pntext\f1\'B7\tab}The readiness of support from an operational point-of-view (handing responsibility for day-to-day monitoring and maintenance of the operational environment), and\par {\pntext\f1\'B7\tab}The duration and logistics of any data conversion that may be required.\par \pard\par For the Help Desk and support personnel, training may be required with an emphasis on functionality (for example, changes in functionality or features), error condition handling, and spares for any hardware. \par \par Work with the customer organization to define an appropriate Warranty Phase: consider the needs of a warranty (or "shake down") phase where implementation issues are handled by the development team in the primary support role. Duration of the warranty phase may depend upon the standards of the Operations Group for the relevant application, platform, or design (such as mainframe versus client/server), the size and complexity of the project, other prioritites, and the support issues surfaced during the first week of operations. \par \par \par } BGBG8{\rtf1\ansi\ansicpg1252\deff0\deflang1033{\fonttbl{\f0\fswiss\fprq2\fcharset0 Arial;}} \viewkind4\uc1\pard\f0\fs16 As more information is known about the technical solution, the proposed business processes, the interfacing computing environment element, the project's risks become clearer. Risks are evaluated for project scope management, schedule, cost, and delivery of a quality system that meets customer needs and expectations. \par \par Impact analysis takes place in an iterative fashion. For example, if more interfaces (either more systems or more data to the known interfacing systems) are discovered, the impacted organizations must be contacted so that the requirements can be verified from their organization's point-of-view. \par \par Risk management documentation is available on the PMO web site, for example a standards for a Risk Management plan. The Project Management Institute (PMI) and the Software Engineering Institute (SEI) have documentation that can assist in understanding risk identification and management. \par \par \par } } tžFBGBGH{\rtf1\ansi\ansicpg1252\deff0\deflang1033{\fonttbl{\f0\fswiss\fprq2\fcharset0 Arial;}{\f1\fnil\fcharset2 Symbol;}} \viewkind4\uc1\pard\f0\fs16 The test plan(s) should be verified by the project team to ensure\par \pard{\pntext\f1\'B7\tab}{\*\pn\pnlvlblt\pnf1\pnindent0{\pntxtb\'B7}}\fi-256\li256 All requirements are tested\par {\pntext\f1\'B7\tab}The test environment is sufficient to test the system allowing development work, two test teams, and operational support. \par {\pntext\f1\'B7\tab}The test tools selected fit with the Amtrak standards and are sufficient for the testing\par {\pntext\f1\'B7\tab}The test dependencies, assumptions, risks, etc. are manageable\par {\pntext\f1\'B7\tab}The high level test concepts match the operational scenarios, Use Cases, and/or (depending upon applicability) the design, and\par {\pntext\f1\'B7\tab}The test schedule is reasonable in terms of the known technical challenges, software components, timelines, technical risk, resource allocation and priorities, corporate and project priorities and dependences, etc. \par \pard\par \par } BGBG„ {\rtf1\ansi\ansicpg1252\deff0\deflang1033{\fonttbl{\f0\fswiss\fprq2\fcharset0 Arial;}{\f1\fnil\fcharset2 Symbol;}} \viewkind4\uc1\pard\f0\fs16 The design is evaluated to determine the method (test case procedures and steps) to validate the business requirements. After the design is determined, the test cases cBGBG{\rtf1\ansi\ansicpg1252\deff0\deflang1033{\fonttbl{\f0\fswiss\fprq2\fcharset0 Arial;}{\f1\fnil\fcharset2 Symbol;}} \viewkind4\uc1\pard\f0\fs16 The levels of testing in the AT SDM are: \par \par \ul Unit Testing\ulnone (performed by the authors/developers of a unit/module/component). \par \par \ul Integration\ulnone testing (where the modified and/or new modules are combined with the existing modules to conduct testing of the total system...on a single platform). This testing starts as "white box" testing, where the design if tested to ensure the modules integrate properly, passing data and performing their assigned business logic. Integration testing is usually performed by the technical leads on a gradual basis as the module interfaces are validated. (This may be called "Platform Testing" in some Amtrak environments.)\par \par \ul System Testing (or end-to-end testing\ulnone ). It is recommended that System Testing be performed by an independent test team (that is, not the developers/authors of the design or the code). System testing is "black box" testing, testing that uses the design of the system to validate the customer's requirements and functionality. (In the Amtrak development environment, this is sometimes called "Integration Testing.") \par \par \ul User Acceptance Testing.\ulnone This testing is performed by an independent test team populated by the user/customer organization. This team understands the operational use of the new functionality and gears its testing towards operational readiness. \par \par Some types of testing to include in the test planning analysis include:\par \pard{\pntext\f1\'B7\tab}{\*\pn\pnlvlblt\pnf1\pnindent0{\pntxtb\'B7}}\fi-256\li256 Functional testing (does the function or feature discussed in the requirements work as specified), \par {\pntext\f1\'B7\tab}Boundary condition testing (does the system accept the minimum and maximum values allowed), \par {\pntext\f1\'B7\tab}User interface testing (does the system respond properly to user prompts, decisions, data input, etc.),\par {\pntext\f1\'B7\tab}User interface testing to ensure that user interface meets the business requirements and the user interface standards of the AT department (such as format standards),\par {\pntext\f1\'B7\tab}User interface testing to ensure navigation between screens, data validation of data entry fields, consistency of usage for data naming, \par {\pntext\f1\'B7\tab}Business logic testing (are the business algorithms properly implemented),\par {\pntext\f1\'B7\tab}Regression testing (in functional areas for which no new requirements were designated, does the system perform the functions at the same level before the enhancements or modifications),\par {\pntext\f1\'B7\tab}Load testing (how many transactions or users can the system support), and\par {\pntext\f1\'B7\tab}Validation of data values in accordance with the required calculations and algorithms as specified in the requirements or in referenced materials (such as regulations or marketing policies), \par {\pntext\f1\'B7\tab}Performance testing in terms of response time (the time it takes for an interactive response to be received by a user), number of records processed per time unit (for example, the time to load a data base), etc. \par {\pntext\f1\'B7\tab}Security testing so that unauthorized users (depending upon the security requirements) are properly prohibited from accessing or viewing certain screens, reports, or data. \par {\pntext\f1\'B7\tab}Operational Readiness Testing to ensure that all the components of the technical business solution, as well as the operational procedures to be performed by the users, are functioning in an integrated manner and able to support operations, and\par {\pntext\f1\'B7\tab}Operational Simulation test(s) that demonstrate the functionality of the technical solution, within the envisioned operational procedures, using the production (or production-like) computing environment.\par \pard\par After the design is know, the test team can determine the test environment that would most efficiently validate the requirements while minimizing the test effort: \par \par To determine the needs of the test environment to adequately validate the business solution including \par \pard{\pntext\f1\'B7\tab}{\*\pn\pnlvlblt\pnf1\pnindent0{\pntxtb\'B7}}\fi-256\li256 Hardware (sometimes a separate hardware environment is required to support testing -- and eventually will be required to support testing maintenance releases when there are parallel efforts in development, developer testing, acceptance testing),\par {\pntext\f1\'B7\tab}System software (as above for hardware) and connectivity, \par {\pntext\f1\'B7\tab}Software configuration management (it is recommended that separate software baselines are maintained for development, developer-testing, acceptance testing, operations....and sometimes the previous operational release to handle emergency roll-backs), \par {\pntext\f1\'B7\tab}Test case development, \par {\pntext\f1\'B7\tab}Test execution (such as capture/replay tools, performance/load tools, automatic scripting tools), \par {\pntext\f1\'B7\tab}Trouble ticket tracking (for the testers to enter trouble tickets and the developers to reply with their analysis, etc.), \par {\pntext\f1\'B7\tab}Scheduling tool for test cases (what test cases will be tested at what day/time, by what tester on what equipment/system, with what developers or sysadmins will be supporting the testing), \par {\pntext\f1\'B7\tab}Requirement traceability to determine what requirements are affected by what test case for pass/fail, and\par {\pntext\f1\'B7\tab}Reporting tools that take the test cases planned, run successfully (that is "passed"), test cases that failed, cumulative trouble tickets open, cumulative trouble tickets closed, rate of trouble ticket opening vs. trouble ticket closing, requirements successfully tested (how many) and faiiled (how many) and untested. (from these metrics, estimates can be made on the success of the testing effort, needs for resource re-allocation, and a schedule for completion....)\par } an be developed \par \pard{\pntext\f1\'B7\tab}{\*\pn\pnlvlblt\pnf1\pnindent0{\pntxtb\'B7}}\fi-256\li256 To validate each business requirement,\par {\pntext\f1\'B7\tab}To benchmark data processing to ensure that the calculates and algorithms are correct,\par {\pntext\f1\'B7\tab}To validate the operational scenarios as envisioned in the Use Cases or Operational Procedures documentation, and\par {\pntext\f1\'B7\tab}To minimize the number of test cases to maximize the isolation of requirement validation (that is, know exactly which requirement is being tested by what step in a test case) and minimize the labor required to run the test cases.\par \pard\par The Requirements Traceability Matrix is updated with the test cases that will validate each requirement. The Requirements Traceability Matrix is an AT SDM standard available on the PMO web site. \par } } intact,\par {\pntext\f1\'B7\tab}User interface testing to ensure that user interface meets the business requirements and the user interface standards of the AT department (such as format standards),\par {\pntext\f1\'B7\tab}User interface testing to ensure navigation between screens, data validation of data entry fields, consistency of usage for data naming, \par {\pntext\f1\'B7\tab}Validation of data values in accordance with the required calculations and algorithms as specified in the requirements or in referenced materials (such as regulations or marketing policies), \par {\pntext\f1\'B7\tab}Performance testing in terms of response time (the time it takes for an interactive response to be received by a user), number of records processed per time unit (for example, the time to load a data base), etc. \par {\pntext\f1\'B7\tab}Security testing so that unauthorized users (depending upon the security requirements) are properly prohibited from accessing or viewing certain screens, reports, or data. \par {\pntext\f1\'B7\tab}Operational Readiness Testing to ensure that all the components of the technical business solution, as well as the operational procedures to be performed by the users, are functioning in an integrated manner and able to support operations,\par \pard\par The Requirements Traceability Matrix is updated with the test cases that will validate each requirement. The Requirements Traceability Matrix is an AT SDM standard available on the PMO web site. \par } BGBG8{\rtf1\ansi\ansicpg1252\deff0\deflang1033{\fonttbl{\f0\fswiss\fprq2\fcharset0 Arial;}{\f1\fnil\fcharset2 Symbol;}} \viewkind4\uc1\pard\f0\fs16 It is recommended that a member of the project team analyze the business requirements from a testing point-of-view. For example, \par \pard{\pntext\f1\'B7\tab}{\*\pn\pnlvlblt\pnf1\pnindent0{\pntxtb\'B7}}\fi-256\li256 What would be the approach to test the requirement?\par {\pntext\f1\'B7\tab}What are the criteria that the test would be categorized as "successful?" (Acceptance Criteria)\par {\pntext\f1\'B7\tab}What are the requirements that could be tested together in an end-to-end operational scenario? (for example, an Operational Simulation test)\par {\pntext\f1\'B7\tab}Are there Use Cases or operational scenarios that the team (Project Business Owner, SMEs, and developers) can agree to as acceptance test cases? \par \pard\par And concerning the needs of the test environment: \par \pard{\pntext\f1\'B7\tab}{\*\pn\pnlvlblt\pnf1\pnindent0{\pntxtb\'B7}}\fi-256\li256 What kind of test environment is required for the business solution to be validated?\par {\pntext\f1\'B7\tab}What existing data, and its source, that can be used to benchmark the business solution to ensure that the new process(es) performs calculations and algorithms correctly? (this is especially important for financial-relevant applications.)\par {\pntext\f1\'B7\tab}What is the cost of the test environment, both the initial cost and the maintenance cost as separate software baselines are maintained and updated through successive releases? \par } BGBGH{\rtf1\ansi\ansicpg1252\deff0\deflang1033{\fonttbl{\f0\f§џџџ     ўџџџ. !"#$%&'()*+,-/@0123456789:;<=>?ARBCDEFGHIJKLMNOPQSbTUVWXYZ[\]^_`ac‰defghijklmn„§џџџ§џџџrstuvwxyz{|}~€BGBG`{\rtf1\ansi\ansicpg1252\deff0\deflang1033{\fonttbl{\f0\fswiss\fprq2\fcharset0 Arial;}{\f1\fnil\fcharset2 Symbol;}} \viewkind4\uc1\pard\f0\fs16 The levels of testing in the AT SDM are: \par \par \ul Unit Testing\ulnone (performed by the authors/developers of a unit/module/component). (Peer inspection of modules is recommended as a proven technique for improving quality and productivity.) Unit tests validate the logic within the unit is correct (such as boundary conditions, looping conditions, true/false, etc.), that the unit is coded in accordance with the design, and that the code is compliant with the coding standards of the technical team. \par \par \ul Integration\ulnone testing (where the modified and/or new modules are combined with the existing modules to conduct testing of the total system...on a single platform). This testing starts as "white box" testing, where the design if tested to ensure the modules integrate properly, passing data and performing their assigned business logic. Integration testing is usually performed by the technical leads on a gradual basis as the module interfaces are validated. (This may be called "Platform Testing" in some Amtrak environments.)\par \par \ul System Testing (or end-to-end testing\ulnone ). It is recommended that System Testing be performed by an independent test team (that is, not by users or developers). System testing is "black box" testing, testing that uses the design of the system to validate the Customer's business requirements and functionality. (In the Amtrak development environment, this is sometimes called "Integration Testing.") \par \par \ul User Acceptance Testing.\ulnone This testing is performed by representatives of the Customer, traditionally end users. This team understands the operational use of the new functionality and gears its testing towards operational readiness. \par \par Some types of testing to include in the test planning analysis include:\par \pard{\pntext\f1\'B7\tab}{\*\pn\pnlvlblt\pnf1\pnindent0{\pntxtb\'B7}}\fi-256\li256 Functional testing (does the function or feature discussed in the requirements work as specified), \par {\pntext\f1\'B7\tab}Boundary condition testing (does the system accept the minimum and maximum values allowed), \par {\pntext\f1\'B7\tab}User interface testing (does the system respond properly to user prompts, decisions, data input, etc.),\par {\pntext\f1\'B7\tab}User interface testing to ensure that user interface meets the business requirements and the user interface standards of the AT department (such as format standards),\par {\pntext\f1\'B7\tab}User interface testing to ensure navigation between screens, data validation of data entry fields, consistency of usage for data naming, \par {\pntext\f1\'B7\tab}Business logic testing (are the business algorithms properly implemented),\par {\pntext\f1\'B7\tab}Regression testing (in functional areas for which no new requirements were designated, does the system perform the functions at the same level before the enhancements or modifications),\par {\pntext\f1\'B7\tab}Load testing (how many transactions or users can the system support), and\par {\pntext\f1\'B7\tab}Validation of data values in accordance with the required calculations and algorithms as specified in the requirements or in referenced materials (such as regulations or marketing policies), \par {\pntext\f1\'B7\tab}Performance testing in terms of response time (the time it takes for an interactive response to be received by a user), number of records processed per time unit (for example, the time to load a data base), etc. \par {\pntext\f1\'B7\tab}Security testing so that unauthorized users (depending upon the security requirements) are properly prohibited from accessing or viewing certain screens, reports, or data. \par {\pntext\f1\'B7\tab}Operational Readiness Testing to ensure that all the components of the technical business solution, as well as the operational procedures to be performed by the users, are functioning in an integrated manner and able to support operations, and\par {\pntext\f1\'B7\tab}Operational Simulation test(s) that demonstrate the functionality of the technical solution, within the envisioned operational procedures, using the production (or production-like) computing environment.\par \pard\par After the design is know, the test team can determine the test environment that would most efficiently validate the requirements while minimizing the test effort: \par \par To determine the needs of the test environment to adequately validate the business solution including \par \pard{\pntext\f1\'B7\tab}{\*\pn\pnlvlblt\pnf1\pnindent0{\pntxtb\'B7}}\fi-256\li256 Hardware (sometimes a separate hardware environment is required to support testing -- and eventually will be required to support testing maintenance releases when there are parallel efforts in development, developer testing, acceptance testing),\par {\pntext\f1\'B7\tab}System software (as above for hardware) and connectivity, \par {\pntext\f1\'B7\tab}Software configuration management (it is recommended that separate software baselines are maintained for development, developer-testing, acceptance testing, operations....and sometimes the previous operational release to handle emergency roll-backs), \par {\pntext\f1\'B7\tab}Test case development, \par {\pntext\f1\'B7\tab}Test execution (such as capture/replay tools, performance/load tools, automatic scripting tools), \par {\pntext\f1\'B7\tab}Trouble ticket tracking (for the testers to enter trouble tickets and the developers to reply with their analysis, etc.), \par {\pntext\f1\'B7\tab}Scheduling tool for test cases (what test cases will be tested at what day/time, by what tester on what equipment/system, with what developers or sysadmins will be supporting the testing), \par {\pntext\f1\'B7\tab}Requirement traceability to determine what requirements are affected by what test case for pass/fail, and\par {\pntext\f1\'B7\tab}Reporting tools that take the test cases planned, run successfully (that is "passed"), test cases that failed, cumulative trouble tickets open, cumulative trouble tickets closed, rate of trouble ticket opening vs. trouble ticket closing, requirements successfully tested (how many) and faiiled (how many) and untested. (from these metrics, estimates can be made on the success of the testing effort, needs for resource re-allocation, and a schedule for completion....)\par \pard\par }      ўџџџ !"#$%&'()ўџџџ+,-./0123456789:;<=>?@ABCDEFGўџџџIJKLMNOPQRSTUVWXYZ[\]^ўџџџ`abcdefghijklmnopqrstuvwxyz{|}~€swiss\fprq2\fcharset0 Arial;}{\f1\fnil\fcharset2 Symbol;}} \viewkind4\uc1\pard\f0\fs16 Verification of the Detailed Design may occur through several iterations. It is recommended that the design be verified in the following sequence:\par \par \pard{\pntext\f1\'B7\tab}{\*\pn\pnlvlblt\pnf1\pnindent0{\pntxtb\'B7}}\fi-256\li256 The design of individual technical contributors is verified by their technical lead or using peer inspection,\par {\pntext\f1\'B7\tab}The design of several components is verified by the technical leads of the components to ensure correctness, cohesion, and interfaces,\par {\pntext\f1\'B7\tab}The design of the entire platform-specific system is verified by the technical leads in a joint "walkthrough" or "design review" where the completeness and correctness of the entire design can be evaluated, and\par {\pntext\f1\'B7\tab}The design of the total system (including all platform-specific designs) is evaluated by the AT technical leads, the Architect Group, AT management, and outside expertise (as applicable) in a "design review" or walklthrough. \par \pard\par Throughout, the skills and knowledge of the project architect should be used to ensure the appropriateness of design decisions in terms of Amtrak Technologies technical standards, existing and planned technologies, and the corporate computing infrastructure. \par \par The Requirements Traceability Matrix should be used as a means to evaluate completeness -- that is, that all requirements have been incorporated into the design.\par \par } BGBG({\rtf1\ansi\ansicpg1252\deff0\deflang1033{\fonttbl{\f0\fswiss\fprq2\fcharset0 Arial;}{\f1\fnil\fcharset2 Symbol;}} \viewkind4\uc1\pard\f0\fs16 The techniques and methods for holding design workshops varies with the group culture, platform, language, component, etc. It is recommended that the Project Manager and the Technical Lead work together to ensure the best mix of\par \pard{\pntext\f1\'B7\tab}{\*\pn\pnlvlblt\pnf1\pnindent0{\pntxtb\'B7}}\fi-256\li256 Information sharing at meetings (project meetings, technical meetings, walkthroughs, brainstorming sessions, etc.),\par {\pntext\f1\'B7\tab}Information sharing through documentation (meeting minutes, technical summaries, reference materials, draft documentation for parallel verification and information sharing),\par {\pntext\f1\'B7\tab}Up-to-date and accurate documentation to avoid rework and misinterpretations, and\par {\pntext\f1\'B7\tab}Inspections and other one-on-one verification techniques to ensure the work of the individual technical contributor is correct, etc. \par \pard\par } BGBG`{\rtf1\ansi\ansicpg1252\deff0\deflang1033{\fonttbl{\f0\fswiss\fprq2\fcharset0 Arial;}} \viewkind4\uc1\pard\f0\fs16 A review of the External Design is recommended if the project has many new or complex interfaces. Interfaces include those to other operational support systems, back office systems, and the user(s). \par \par By sharing information with other project teams, problems with interfaces may be averted at the design phase rather than at the time of system integration. It is recommended that any potentially impacted system's support team be alerted as early as possible in the project to mitigate risk due to confliciting priorities. The alternative may be at least two business initiatives that are not delivered on time and in budget: the impacting system (which is delayed waiting for work to be completed in other systems) and the impacted system (which must delay its previously scheduled and ongoing work). \par \par For large, complex systems parallel development activities across several teams (for different platforms) may be required. In this case, one External Design document (and Review) is recommended, with participation from all the affected development teams. This is followed by parallel design, code, and test activities for each development (i.e., platform) team. \par \par Note: It is recommended that Use Cases, complete with report and screen data content, layout and usage, be used to help document the design, navigation, and data input for the user interface. Use Cases, initially prepared during the Requirements Phase, evolve during the design phase to be more complete and detailed. These may also serve as test case scenarios.\par } nterface. Use Cases, initially prepared during the Requirements Phase, evolve during the design phase to be more complete and detailed. These may also serve as test case scenarios.\par } BGBGŒ{\rtf1\ansi\ansicpg1252\deff0\deflang1033{\fonttbl{\f0\fswiss\fprq2\fcharset0 Arial;}{\f1\fnil\fcharset2 Symbol;}} \viewkind4\uc1\pard\f0\fs16 It is recommended that the Customer and Users participate in workshops to demonstrate aspects of the design to ensure their expectations will be met when the system is delivered. Examples include\par \pard{\pntext\f1\'B7\tab}{\*\pn\pnlvlblt\pnf1\pnindent0{\pntxtb\'B7}}\fi-256\li256 User Interface design including reports, information displays, and user input, \par {\pntext\f1\'B7\tab}Requirements where the business scenarios are not clearly defined,\par {\pntext\f1\'B7\tab}Requirements where the data input and output (interfaces) are not clearly defined and more information is needed about the existing and envisioned computing environment (and interfacing software systems), \par {\pntext\f1\'B7\tab}Requirements concerning system usage and security which are not clearly defined, and\par {\pntext\f1\'B7\tab}Requirements concerning human factors where information needs to be presented in such as fashion as to increase productivity and avoid human errors. \par \pard\par In most cases, it is helpful to have a facilitator for the workshop that is not on the project team. The facilitator can keep the workshop participants on task, ensure action items are given and completed in a non-hostile manner, take notes, and watch the time. \par } time. \par } BGBGј{\rtf1\ansi\ansicpg1252\deff0\deflang1033{\fonttbl{\f0\f‚ўџџџ„…†‡ˆ‰Š‹ŒŽ‘’“”•–—˜™š›œžŸ ЁЂЃЄЅІЇўџџџЉЊЋЌ­ЎЏАБВГДЕЖЗИЙКЛМНОПРСТУФХЦўџџџШЩЪЫЬЭЮЯабвгдежзийклмнопрстуфхцчшщъўџџџьэюя№ёђѓєѕіїјљњћќ§ўџswiss\fprq2\fcharset0 Arial;}} \viewkind4\uc1\pard\f0\fs16 Storyboarding is a brainstorming technique (derived from the entertainment industry) that can help the team reach concensus on how the "plot" unfolds -- or how the system(s), organization(s) and the user(s) interact to achieve the business objective of the operational scenario. \par \par There are three levels of storyboarding: passive, active or interactive. The most cost efficient storyboarding is done using the passive technique which uses screen shots, drawings, and report formats. The materials needed are usually paper, pencil or white boards. Active storyboarding uses a slide show with simulation animation. Interactive storyboarding uses a live demo -- similar to prototyping. The increased time/effort to develop sophisticated storyboards or prototypes may not elicit more information, may give the impression the system is "done," and may discourage the team from making suggestions for improvement. \par \par Members of the team develop the operational scenario in terms of actions and results. It is in this manner that agreement is achieved on the flow of data between systems (including the user), the approval cycle for action, the navigation of user screens, the use of reports, etc. \par \par This technique can also be used during requirements analysis as well as early design. It is highly recommended for any project with new or innovative concepts, unproven and ill-defined business processes, or sketchy requirements in the user interface domain. \par \par For more information: \ul Managing Software Requirements, A Unified Approach\ulnone - part of the Addison Wesley Object Technology Series. "Perhaps no elicitation tehcnique has been subject ot as many interpretations as has "storyboarding. Nonetheless, most of these interpretations agree that the prupose of storyboarding is to gain an early reaction from the users on the concepts proposed for the application....Human factors experts have told us for years that the power of storyboarding should not be underestimated." \par } sed for the application....Human factors experts have told us for years that the power of storyboarding shouldn ot be underestimated." \par } BGBG0 {\rtf1\ansi\ansicpg1252\deff0\deflang1033{\fonttbl{\f0\fswiss\fprq2\fcharset0 Arial;}} \viewkind4\uc1\pard\f0\fs16 The purpose of prototyping, which entails the development and use of "throw away" code, is to avoid costly rework at later stages in the project. \par \par Prototyping is commonly used in the following domains: user interface development, trials of components (either from a reuse library or from a vendor), and trials of performance for new or unknown design concepts.\par \par User interface prototyping helps clarify requirements as the user interactions with the system are shown (and amended due to comments) to the customer (or their representative, the SMEs). It is much easier to modify paper or graphic-tool generated prototypes than the completed system with its linkages to data repositories and business logic components. Also, through prototyping, the users gain familiarity with the system lessening their learning curve, reducing the possibility of user rejection, and reducing the time to realize the return on investment. \par \par When existing components are to be used in a new system, it is recommended that the developers trial the component (either commercially available or from an existing system) for functional "fit" within the proposed design. These trials include basic functionality to meet requirements, ease of use, understandability of the component, maintainability of the component, and potential for change. In many cases, the functional fit of the component is not complete enough to avoid customization. \par \par When integrating new components into existing computing environments, it is recommended to prototype the interfaces to ensure they are well understood and the interfacing components are correct in terms of data, timing, and sequencing. In some cases, some of the code can be reused in the final system - but that is an additional benefit, not an integral benefit of prototyping and should not be expected. \par \par Of course, it is recommended to trial (or prototype) newly released commercially available products for robustness, reliability, maintainability, and functionality. (It is also recommended to "trial" the vendor in terms of their reliability, plans for the product in the future, support of the product, and acceptance in the industry.)\par } Ha‰BGBG{\rtf1\ansi\ansicpg1252\deff0\deflang1033{\fonttbl{\f0\fswiss\fprq2\fcharset0 Arial;}{\f1\fnil\fcharset2 Symbol;}} \viewkind4\uc1\pard\f0\fs16 The use of commercially available software within the design of the technical solution holds the promise of faster implementation, lower maintenance costs, fuller functionality, and higher quality. However, there are some implications for the project schedule: \par Add time for \par \pard{\pntext\f1\'B7\tab}{\*\pn\pnlvlblt\pnf1\pnindent0{\pntxtb\'B7}}\fi-256\li256 Development of component requirements for the COTS (or in-house reusable) component,\par {\pntext\f1\'B7\tab}Criteria for selection,\par {\pntext\f1\'B7\tab}Evaluation of the available products (including in-house trials),\par {\pntext\f1\'B7\tab}Evaluation of the vendor (for reliability, support of the product, future of the product in terms of competition in the industry),\par {\pntext\f1\'B7\tab}Coordination with the Procurement Office for procurement of the product (discussions of vendor selection, licenses, contract negotiations),\par {\pntext\f1\'B7\tab}Definition of the total cost of ownership (take into account a five year maintenance plan), and\par {\pntext\f1\'B7\tab}Training on the product's capabilities\par \pard\par Project risks include \par \pard{\pntext\f1\'B7\tab}{\*\pn\pnlvlblt\pnf1\pnindent0{\pntxtb\'B7}}\fi-256\li256 Lack of advertised functionality requiring in-house development to fill in the functional "gaps,"\par {\pntext\f1\'B7\tab}Evaluation of the trial versions of the products takes longer than expected,\par {\pntext\f1\'B7\tab}Vendor is not viable (for example, takes product off the market, gets acquired, doesn't supply good training, documentation, or support), and\par {\pntext\f1\'B7\tab}Development of the system (and debugging) takes longer due to learning curve and/or issues with the product that require interfacing with the vendor's help desk. \par } BGBGј{\rtf1\ansi\ansicpg1252\deff0\deflang1033{\fonttbl{\f0\froman\fprq2\fcharset0 Times New Roman;}{\f1\fswiss\fprq2\fcharset0 Arial;}{\f2\fnil\fcharset2 Symbol;}} \viewkind4\uc1\pard\f0\fs16 The physical database design (PDD). The PDD refines and expands the Logical Data Model by: \par \pard{\pntext\f2\'B7\tab}{\*\pn\pnlvlblt\pnf2\pnindent360{\pntxtb\'B7}}\fi-360\li720 Transforming the LDM into a physical database design using the assistance of a CASE tool; \par {\pntext\f2\'B7\tab}Refining table, table columns and table references;\par {\pntext\f2\'B7\tab}Establishing interface, audit, archival and reporting tables; and \par {\pntext\f2\'B7\tab}Defining the dimension and fact tables supporting analytical/decision support processing (if applicable). \par \pard{\pntext\f2\'B7\tab}{\*\pn\pnlvlcont\pnf2\pnindent0{\pntxtb\'B7}}\li360\par \pard{\pntext\f2\'B7\tab}{\*\pn\pnlvlcont\pnf2\pnindent0{\pntxtb\'B7}}In addition, the PDD addresses other physical database design issues such as: \par \pard{\pntext\f2\'B7\tab}{\*\pn\pnlvlblt\pnf2\pnindent360{\pntxtb\'B7}}\fi-360\li720 Data security; \par {\pntext\f2\'B7\tab}Back-up, recovery and restart; \par {\pntext\f2\'B7\tab}Concurrency control; \par {\pntext\f2\'B7\tab}Data distribution; and \par {\pntext\f2\'B7\tab}Indexing. \par \pard Specifications for common data access routines, stored procedures and triggers may also be developed during the development of the PDD. A physical database design plan (including a table/file release schedule) may also be prepared for each site/configuration. \par \par \pard\qj The development of a physical database design is an iterative process. The tasks in this stage should always be tailored to meet the needs and characteristics of a particular project environment. In addition to synchronizing with process and technology designs, the tasks must also be tailored to address any issues relating to the specific DBMS environment. At the end of this stage, the physical database design is prepared for transition to the development environment in the form of Data Definition Language (DDL). Depending on the project circumstances, the physical database may also be started during the design phase and continue into the Development phase.\par \fs22\par \pard\f1\fs16\par } BGBGм{\rtf1\ansi\ansicpg1252\deff0\deflang1033{\fonttbl{\f0\fswiss\fprq2\fcharset0 Arial;}} \viewkind4\uc1\pard\f0\fs16 The Design Phase can be segmented into several stages, some sequential activities..and several parallel activities. \par \par The first two activities are sequential: External Design followed b  ўџџџ   !"#$%&'()*+,ўџџџ./0123456789:;<=>?@ABCDEFGHIJKLMNOўџџџQRSTUVWXYZ[\]^_`aўџџџcdefghijklmnopqrўџџџtuvwxyz{|}~€y Detailed Design. The Detailed Design can, however, be parallel activities (for each affected system/platform). The Detailed Design is followed by parallel activities (for test, procurement, and implementation planning).\par \par The first design activity is the definition of the External Design, documenting the allocation of functionality and the data exchange(s) between systems in a multi-system technical architecture. For these multi-system projects, an External Design document can be looked upon as an interface requirements document for the component systems. This document contains derived system-to-system interface requirements and user interface requirements. \par \par Upon verification of the External Design, the technical teams of each system can begin their "detailed" design activities understanding both the customer's business requirements, the allocation of the business requirements to the various systems, and the derived requirements in the External Design. In such a case, each system will deliver a system-specific Design Document. \par \par The project team has the opportunity to use any software engineering design techniques or methodology that is appropriate for their requirements (and has been documented into their Project Schedule, in the Project Plan). The Guidelines Grid (a PMO standard) gives a choice of software engineering techniques with a goal of making the design easier to develop and verify, for example, prototyping. \par \par As the detailed design is finished, several parallal activities can be started: Test Planning, Impact Analysis, Conversion/Implementation/Communication/Training Planning, and Procurement Planning. \par } BGBGH{\rtf1\ansi\ansicpg1252\deff0\deflang1033{\fonttbl{\f0\fswiss\fprq2\fcharset0 Arial;}{\f1\fnil\fcharset2 Symbol;}} \viewkind4\uc1\pard\f0\fs16 The Requirements Documentation requires iterative verification for \par \pard{\pntext\f1\'B7\tab}{\*\pn\pnlvlblt\pnf1\pnindent0{\pntxtb\'B7}}\fi-256\li256 Its correctness in interpretating the desired business solution,\par {\pntext\f1\'B7\tab}Its applicability and correctness for the affected (impacted) business areas,\par {\pntext\f1\'B7\tab}Its completeness in terms of actions, interfaces (both the type of interface and the interfacing systems and/or organizations), exception handling, etc.,\par {\pntext\f1\'B7\tab}Its correctness in terms of business rules and regulations, and\par {\pntext\f1\'B7\tab}Its testability in terms of criteria for establishing the satisfaction of functional, operational, performance, and business requirements.\par \pard\par The verification team can also identify (and recommend removal) of \par \pard{\pntext\f1\'B7\tab}{\*\pn\pnlvlblt\pnf1\pnindent0{\pntxtb\'B7}}\fi-256\li256 Over-requiring features that may unduly drive up cost or risk, and\par {\pntext\f1\'B7\tab}Over-requiring features that may be aspects of design.\par \pard\par It is recommended that an iterative approach be applied to requirements verification to ensure that the entire set of requirements is verified as a whole for cohesion and consistency. This is in addition to verification of smaller sets of requirements that concern a subset of the business solution that may be analyzed in isolation from the whole. \par \par Verification of the requirements should also include envisioned acceptance testing scenarios as well as the operational rollout plans for multi-location systems. It is recommended that the acceptance test scenario to validate the correctness of the implementation (design and coding) be obvious from the Use Cases. If test scenarios are agreed upon, a general understanding is reached between the developers, the testers, and the customers that should avoid extensive rework during the test phase. \par \par \par } BGBGˆ{\rtf1\ansi\ansicpg1252\deff0\deflang1033{\fonttbl{\f0\fswiss\fprq2\fcharset0 Arial;}} \viewkind4\uc1\pard\f0\fs16 The Requirements Document is the basis of all subsequent project work. Therefore, the outcome of the project in terms of schedule, quality, and budget can usually be traced back to the completeness and correctness of the requirements documentation. \par \par In many cases, someone from outside the Customer organization, with the requisite business analysis skills to elicit, formulate and document the requirements, prepares the requirements documentation. It is through the process of workshops, verification of documentation, and iterative analysis that the Customer ensures the content of the Requirements Document is complete and correct, because it is the Customer's responsibility to supply the project team with requirements that reflect the business solution. It is highly recommended that the Customer assign representatives to the Project Team with the requisite business knowledge to define, interpret and test the requirements: the Subject Matter Experts (SMEs). \par \par The Requirements Document is a required deliverable for all projects, regardless of size. Use Cases are a mandatory supplement to the Requirements Document. (Of course, the size of the project will dictate the amount of effort needed to fully document the requirements and business process.) \par \par Although the Requirements are written at the beginning of the project, the Customer/user organization must maintain a close alliance with the development project to ensure the requirements are understood (requirements analysis and interpretation support), reflected in the design appropriately, and that the testing is focused on the business requirements. The signoff of the Customer Sponsor (or their representative, the Project Business Owner) at every Quality Gate Review (at the junction of lifecycle phases) represents their continual participation and support of the project team. In many cases, a Stakeholder Committee (sometimes called Steering Committee) with customer representatives assists the project in applying priorities and risk management. \par } BGBG@{\rtf1\ansi\ansicpg1252\deff0\deflang1033{\fonttbl{\f0\fswiss\fprq2\fcharset0 Arial;}} \viewkind4\uc1\pard\f0\fs16 If project work will be contracted to a vendor, the a separate Requirements Document may need needed to reflect the portion of the project for which the vendor will be responsible. \par \par The Statement of Work (SOW) for the vendor should include the Requirements statements. It is recommended that an Amtrak Acceptance Test Plan be written for vendor-supplied functionality -- and be made available to the vendor as soon as possible. With a mutually understood Acceptance Test Plan (including test cases), the possibilities of miunderstandings of functionality and business processes are minimized. \par \par The development vendor is responsible for following the standards and procedures of the AT SDM and the PMO. This includes participation in Quality Gates, development of technical and programmatic documentation, and participation in project communications (such as planning meetings, status meetings, reporting) and project risk management. \par } BGBG4{\rtf1\ansi\ansicpg1252\deff0\deflang1033{\fonttbl{\f0\fswiss\fprq2\fcharset0 Arial;}} \viewkind4\uc1\pard\f0\fs16 Some of the aspects of the user interface are design, and the difference between "design" and "requirements" should be explored by the project team. \par \par For those data that are required for user entry or displays, the requirements should include the data's meaning (within the business process), its derivation, format (e.g., number of decimal places), default values, valid values, etc. \par \par Explanation of the users interactions within the new business process should be documented in the Use Cases. The AT SDM Guidelines for Use Cases contains detailed questions that can be used by the project team as they explore the requirements in the UI and Report domain.\par \par It is recommended that the user interface requirements elicitation focus on the \ul content \ulnone of the reports and screen shots -- not how the data is displayed on the screen. Screen and report layouts are very subject to change during design and test. \par } BGBGф{\rtf1\ansi\ansicpg1252\deff0\deflang1033{\fonttbl{\f0\fswiss\fprq2\fcharset0 Arial;}{\f1\fnil\fcharset2 Symbol;}} \viewkind4\uc1\pard\f0\fs16 If the "to be" business process contains a high level of complexity, it is recommended that a state transition analysis be performed. In this analysis \par \pard{\pnte‚ƒ„…†ўџџџˆ‰Š‹ŒŽ‘’“”•–—˜™š›œžŸ ЁЂЃЄЅІўџџџЈЉЊЋЌ­ЎЏАБВГДЕЖЗИЙКЛМНОПРСТУФўџџџЦЧШЩЪЫЬЭЮЯабвгдежзийклмнопрстуфхцчшщўџџџыьэюя№ёђѓєѕіїјљњћќ§ўўџџџxt\f1\'B7\tab}{\*\pn\pnlvlblt\pnf1\pnindent0{\pntxtb\'B7}}\fi-256\li256 The properties of entities are defined for a state, and\par {\pntext\f1\'B7\tab}The actions that can be performed on the entity in each state are defined.\par \pard\par Diagramming techniques are available to help simplify the rules and establish the correct path for processing. Boxes represent the "state" the entity is in (for example, the reservation may be incomplete, pending, approved, etc.) and arrows represent the actions that enable the entity to transition from one state to another (for example, the reservation may progress from pending, to approved when the credit card is charged with the fare). \par \par This analysis helps clarify business rules concerning time sequencing, decision making, error checking (for example, if an action is inappropriate at a certain state, the user is alerted), and data transfer between organizations. \par } BGBGм{\rtf1\ansi\ansicpg1252\deff0\deflang1033{\fonttbl{\f0\fswiss\fprq2\fcharset0 Arial;}{\f1\fnil\fcharset2 Symbol;}} \viewkind4\uc1\pard\f0\fs16 Use Cases are structured operational scenarios. The author of the Use Cases, the project's SMEs (subject matter expert) representing the Customer Sponsor and Project Business Owner, define a series of actions and actors (including people and systems) that accomplish a business process. \par \par Workshops to discuss the Use Cases with others in the Business Area or on the project team also helps \par \pard{\pntext\f1\'B7\tab}{\*\pn\pnlvlblt\pnf1\pnindent0{\pntxtb\'B7}}\fi-256\li256 Explain the proposed business solutions to gain concurrence from all affected organizatons, \par {\pntext\f1\'B7\tab}Verify the viability of the business processes, \par {\pntext\f1\'B7\tab}Evaluate the complexity of the interactions, \par {\pntext\f1\'B7\tab}Define the affected systems and organizations for each business process, and\par {\pntext\f1\'B7\tab}Define the Acceptance Test criteria. \par \pard\par Diagramming techniques are available to simplify and focus the discussions (UML). \par \par By working through Use Cases, the SMEs are defining the "to be" operational procedures, the user interactions (and, therefore, the high level requirements for the user interface), error handling, and pre- and post-conditions. The Use Cases are an ideal start for Acceptance Test cases. The Use Cases can serve as a guideline for a gap analysis between the current standard operational procedures and the future -- which will lead to required modifications in SOP documentation, training, etc. \par \par If there is difficulty in getting started in Use Cases, it may be best to start with Storyboarding.\par \par Information about their use and benefits can be found in textbooks on software engineering including the Object Technology Series from Addison-Wesley. The AT SDM has a Guidelines for Use Cases (and a template) on their web site. \par \par } BGBGL{\rtf1\ansi\ansicpg1252\deff0\deflang1033{\fonttbl{\f0\fswiss\fprq2\fcharset0 Arial;}{\f1\fnil\fcharset2 Symbol;}} \viewkind4\uc1\pard\f0\fs16 The Customer develops the future ("to be") business process that satisfies the underlying business needs that may be inadequately fulfilled by the current ("as is") business processes. The operational scenarios involved with personnel, systems, and other business processes should be laid out to avoid building a business solution that does not fit into the operational business environment. \par \par During the discussions of "to be" operational procedures, the following topics can be explored: \par \pard{\pntext\f1\'B7\tab}{\*\pn\pnlvlblt\pnf1\pnindent0{\pntxtb\'B7}}\fi-256\li256 Acceptance test cases,\par {\pntext\f1\'B7\tab}Rollout strategy for the new business process(es),\par {\pntext\f1\'B7\tab}Changes to the standard operational procedures (SOPs),\par {\pntext\f1\'B7\tab}Changes to the training for personnel\par {\pntext\f1\'B7\tab}Changes to the skill levels of the personnel involved, and \par {\pntext\f1\'B7\tab}Changes to other operational documentation, for examples, policies, approval procedures, etc. \par \pard\par If applicable, a Conceptual Data Model (CDM) may be developed by the Data Resource Mgmt team. A CDM is a high-level business-oriented data model. It is an effective vehicle for communicating with management various project issues such as project scope and business understanding. \par \par The CDM is the foundation of data modeling, being the first in a top-down progression of data models (the others being the logical data model (LDM), the physical database design(PDD) and the Physical database (PD). Subject areas are identified for use by the project or the organization in modeling, organizing and managing the organization's data resources.\par \par } BGBG {\rtf1\ansi\ansicpg1252\deff0\deflang1033{\fonttbl{\f0\fswiss\fprq2\fcharset0 Arial;}{\f1\fnil\fcharset2 Symbol;}} \viewkind4\uc1\pard\f0\fs16 The objective of the Requirements Phase is to work with the customer to define the business requirements in such a manner that risk to the project is minimized. \par \par The risks for incomplete, inaccurate, or inconsistent requirements are:\par \pard{\pntext\f1\'B7\tab}{\*\pn\pnlvlblt\pnf1\pnindent0{\pntxtb\'B7}}\fi-256\li256 Increased project scope due to incompletely defined interfaces (between systems and between organizations) that can impact the priorities and costs of other business units, their systems infrastructure and support teams,\par {\pntext\f1\'B7\tab}Wasted effort on developing technical solutions that are inapplicable or inappropriate for the target operational environment,\par {\pntext\f1\'B7\tab}Developing technical solutions that are incomplete in terms of functionality so that significant rework and continued development is required to finish the functionality so the system can be useful, and\par {\pntext\f1\'B7\tab}Implementation in non-optimal technologies or applications which may result in increased costs in maintenance and lose of flexibility in terms of scalability. \par \pard\par The AT SDM provides two methods for documenting the requirements, Use Cases and specifications. \par \b\fs22\par } ar } n making, etc. The best method to obtain Use Cases is through a series of workshops in the following order: \par 1 - What are the major operational scenarios derived from the previous business requirements discussions? The output from this workshop is probably 5-10 Use Cases. Each Use Case has a definitive operational scenario and the group agrees to discuss them. Sometimes a Use Case can be a standard process (e.g., a user logging into an application) that can be separated as an "include" Use Case. This can reduce the length of Use Cases, but just noting the "include" Use Case. In other cases, the process may have an alternative end process which can be separated out as an "extend" Use Case. An example may be the processing for an incomplete order where the Use Cases ends with the order being shipped, and an "extend" Use Case has the processing for the backorder. \par 2 - Divide \par } BGBG{\rtf1\ansi\ansicpg1252\deff0\deflang1033{\fonttbl{\f0\fswiss\fprq2\fcharset0 Arial;}} \viewkind4\uc1\pard\f0\fs16 The Project Team analyzes the attributes of the business solution in order to \par (a) determine the architectural elements of the solution \par (b) determine the impact of the solution throughout the business systems \par (c) determine the technical feasibility -- and risk -- of the solution, which leads to \par (d) determining the skills required to construct the business solution's technical features, and \par (e) the level of effort for the skills defined and (f) an approximate schedule built upon dependencies. \par \par During this analysis stage, the operational procedures and "fit" of the business solution into both the Amtrak computing environment and the Amtrak operational environment are defined more fully, potentially identifying areas of project risk. \par \par Because the business solution is not fully developed, the analysis of the technical construction (including cost and schedule) is approximate. The AT SDM requires that the schedule, and its underlying parameters, are re-evaluated at every lifecycle phase transition for continued viability and acceptability for the Customer Sponsor, Project Business Owner, and AT team members.\par } BGBGЬ{\rtf1\ansi\ansicpg1252\deff0\deflang1033{\fonttbl{\f0\f     ўџџџ !"#$%&'()*+,-.ўџџџ0123456789:;<=>?@AўџџџCDEFGHIJKLMNOPQRSTUVWXYZ[ўџџџ]^_`abcdefghijklmnopqrsўџџџuvwxyz{|}~€swiss\fprq2\fcharset0 Arial;}} \viewkind4\uc1\pard\f0\fs16 For each project, the project schedule is defined at the task (or activity) level to meet the technical, methodological, and risk management needs of the project. It is primarily the task of the project manager to develop a project WBS using the PMO WBS standard, the Guidelines Grid, and the experience of the project team as they evaluate the nature of the project. \par \par Once the task structure is in place, the project leadership (with the managers of the AT teams) may use their own customized methods for estimating the level-of-effort for a task, allocating the appropriate resource skills and rate against the level-of-effort. \par \par It is critical to include all the development groups that may be required to particpate in the project, as a reflection of the impact analysis. \par \par The staffing assumptions of the project should be collected for inclusion in the Scope and High level sizing document. \par \par Include tasks that the risk analysis may have indicated as desired. An example may be a Product Trial task with a level of effort of 2 staff months and a duration of one month for technical trials of the top two commercial products that are being considered in the design. This is to ensure that the selected product will contain all the functionality needed (and advertised). \par \par \par } d). \par \par \par } BGBGє{\rtf1\ansi\ansicpg1252\deff0\deflang1033{\fonttbl{\f0\fswiss\fprq2\fcharset0 Arial;}} \viewkind4\uc1\pard\f0\fs16 Although the business solution may be incomplete, a design/architectural concept must be developed to enable a "ball park" estimate for cost. The AT team that performs this analysis should include senior engineers with a knowledge of AT's computing environment beyond specific platforms, experts in the likely platform, and the project architect. \par \par An important starting point for the architecture is the system to which the business solution construction is assigned. The AT project team must be cognizant of the impulse to update "their" system if the business requirements stem from "their" customer. Although the assignment seems logical, in many cases it is not the most cost efficient technical solution -- nor the most maintainable or scalable. The result of following through with this impulse is to continually build upon the platforms that already exist, furthering an environment of hard-to-maintain and integrate "stovepipe" systems. Rather than taking that approach, the team should explore the potential to install new platforms, discard outdated technologies, and build a more scalable and reliable interconnected computing environment. \par \par As part of this early design effort, the hardware and software tool needs of the development environment should be explored as well as a concept of the total cost of ownership for hardware and software in the design.\par } BGBG„{\rtf1\ansi\ansicpg1252\deff0\deflang1033{\fonttbl{\f0\fswiss\fprq2\fcharset0 Arial;}} \viewkind4\uc1\pard\f0\fs16 As the project team is analyzing the requirements, a list of assumptions concerning requirements should be maintained. This list includes areas of potential misinterpretation, incompleteness, inconsistency, stability or volatility (that is, are the requirements going to change), and inaccuracy. \par \par As the project team completes their first attempt at a design concept, a list of assumptions should be maintained. An example could be the viability and applicability (including functionality) of commercial or reused components. \par \par As the project team completes their impact analysis, a list of assumptions should be maintained that lists the interfaces including the interface parameters (such as the data values) and operational scenarios (such as periodicity of the interface exchange). \par \par As the project team forms, a list of staffing assumptions can include the needed roles and responsiblities and their importance to the project. \par } responsiblities and their importance to the project. \par } BGBGl{\rtf1\ansi\ansicpg1252\deff0\deflang1033{\fonttbl{\f0\fswiss\fprq2\fcharset0 Arial;}} \viewkind4\uc1\pard\f0\fs16 Prior to the architecture and design of the technical solution, the scope of the business solution must be understood by the AT project team. This analysis may require meetings between the business customers and subject matter experts (SMEs), so that the AT team understands the extent of the business solution. \par \par "Scope creep" is a common occurrence during projects and it is caused by many factors. One of these is a lack of concrete understanding of the full business solution and its technical (and operational procedure) ramifications at the start of the project. Although some of the scope questions may seem self-evident, it is best to document them as "assumptions" or "IS and IS NOT" table format.\par \par In an "IS and IS NOT" table, the scope may be listed as "this project is....an upgrade of hardware and operating system software for the xyz system" and "this project is not....a replacement of core functionality of the xyz system." In this example, it is clear that there will not be a rewrite of any business logic of the xyz system for new functionality. However, it is also evident that the area of replacement of the system software (such as the operating system), should be included in the scope of the project. An area of risk is the amount of rewriting of operating system function calls within the business logic of xyz. This is potentially an area of rework that would be exposed during the test cycle. \par } ea of rework that would be exposed during the test cycle. \par } } BGBGР{\rtf1\ansi\ansicpg1252\deff0\deflang1033{\fonttbl{\f0\fswiss\fprq2\fcharset0 Arial;}} \viewkind4\uc1\pard\f0\fs16 There is much literature written about the "disconnect" between software engineers and the business users that results in misunderstandings about what the customer/user wants, versus what they wrote in the requirements statements. The popularity of object oriented modeling techniques (such as Use Cases and Activity Diagrams) and UI prototypoing is due to their ability to bridge this communications gap. \par \par When analyzing business solution requirements, the software engineers must be aware of the level of computer science expertise of the SMEs and business representatives on the project. Just as the software engineer may become acquainted with some accounting principles, the finance department representative becomes acquainted with some software engineering principles -- but not as an area of expertise. \par \par Therefore, using communication techniques that are embedded with technical jargon and technical diagramming that is not intuitively obvious (or easily taught) will most likely result in miscommunication. Also, the business representatives may feel excluded from true participation and start a subtle withdrawal of participation, limiting the opportunity for the AT project team members to learn about the envisioned operational procedures surrounding the technical solution, the acceptance test cases, etc. \par } BGBGЌ{\rtf1\ansi\ansicpg1252\deff0\deflang1033{\fonttbl{\f0\fswiss\fprq2\fcharset0 Arial;}{\f1\fnil\fcharset2 Symbol;}} \viewkind4\uc1\pard\f0\fs16 The ROI (return on investment) should be a major driver for approval of a project that requires up-front‚ƒ„…†‡ˆ‰Š‹ŒŽўџџџ‘’“”•–—˜™š›œžŸ ЁЂўџџџЄЅІЇЈЉЊЋЌ­ЎЏАБВГДЕўџџџЗИЙКЛМНОПРСТУФХЦЧШЩЪЫЬЭЮЯабўџџџўџџџдежзийкўџџџмнўџџџпрстуфхцчшщъыьўџџџюя№ёђѓєўџџџіїјљњћќўџџџўџ allocation of resources. However, there are other non-ROI drivers for projects. Three examples are required upgrades of equipment (and software), regulatory mandates, and market-driven needs for competitve advantage. \par \par To define the ROI, the Customer evaluates the current business processes in terms of the investment of money for resources (examples are the number/cost of people required to perform the function and the maintenance cost for the equipment required). The proposed business solution is then evaluated in a similar fashion. The underlying principle is that the new business processes will require less resources (such as people) to perform. The return on investment is often expressed in the duration (such as the number of months or years) required for the new process to save the money that was required to implement it. \par \par Some of the difficulties with defining an ROI at this stage are\par \pard{\pntext\f1\'B7\tab}{\*\pn\pnlvlblt\pnf1\pnindent0{\pntxtb\'B7}}\fi-256\li256 The unknown design and cost to implement the project\par {\pntext\f1\'B7\tab}The unknown total cost of ownership for the new design\par {\pntext\f1\'B7\tab}The difficulting in determining the actual cost of the current business processes, and\par {\pntext\f1\'B7\tab}The lack of process to check on the ROI figures after project implementations to develop a set of metrics that could help develop better estimates in this area. \par } } BGBGм{\rtf1\ansi\ansicpg1252\deff0\deflang1033{\fonttbl{\f0\fswiss\fprq2\fcharset0 Arial;}} \viewkind4\uc1\pard\f0\fs16 The AT SDM attempts to provide the correct methodological framework to productively use the talents of the development staff...and meet the technical and business needs of Amtrak. To serve both of these objectives, all work performed by AT personnel is directed towards a "business justification." For low-effort tasks, the business justification may be a sentence or two on a Service Request form (or similar mechanism). For high-effort tasks and projects, the business justification is more formalized (and lengthy) to ensure that Amtrak is allocating its scarce resources in alignment with business objectives. In some cases, other documentation may serve the place of the Business Justification Document, for example, the CAR. \par \par In the previous paragraph, three different types of "business justification" were listed: Business Justification Document, CAR, and Service Reqest form. In \ul all \ulnone cases, some form of business justification is required prior to the allocation of AT personnel. \par \par The format of the Business Justification document is found on the PMO web site. \par \par } BGBG {\rtf1\ansi\ansicpg1252\deff0\deflang1033{\fonttbl{\f0\fswiss\fprq2\fcharset0 Arial;}{\f1\fnil\fcharset2 Symbol;}} \viewkind4\uc1\pard\f0\fs16 To facilitate the development of a high level scope and sizing, it is required that the Customer define as much of the business solution as possible at this stage. \par \par Areas to consider for these requirements include\par \pard{\pntext\f1\'B7\tab}{\*\pn\pnlvlblt\pnf1\pnindent0{\pntxtb\'B7}}\fi-256\li256 user interface requirements (such as new reports, decision making, input parameters), \par {\pntext\f1\'B7\tab}business area interfaces and inter-dependencies, \par {\pntext\f1\'B7\tab}new technology insertion (although this may be a design decision), and \par {\pntext\f1\'B7\tab}operational requirements (such as availability, time constraints between process steps, operational mode, number and location of concurrent and total users, service level agreements). \par \pard\par On the other hand, it is important to allow freedom in the design and implementation of the business solution and not "require" features such as the platform, details of the user interface, or commercially available products. \par } } BGBGФ{\rtf1\ansi\ansicpg1252\deff0\deflang1033{\fonttbl{\f0\fswiss\fprq2\fcharset0 Arial;}} \viewkind4\uc1\pard\f0\fs16 The Pre-Project phase is characterized by the Customer Sponsor's definition of a high-level concept of the business solution (within the Business Justification Document) and AT's first analysis of the cost, risk, and impact of implementing the business solution (within the Scope and High-Level Sizing Document). \par \par Prior to a project being given approval to proceed, analysis must be presented that provides as complete an impact study for the implementation of the business solution as possible. Therefore, activities during this phase define -- as much as is possible from the high level requirements and business solution definition --- the cost of implementing the business solution, the total cost of ownership for the business solution, and the return on investment (ROI). \par \par To aid the Customer Sponsor, the AT development staff provides a high-level sizing based upon the high-level requirements within the Business Justification. AT documents their understanding of the business solution, the scope of the project to implement the solution, the impact of the business solution on the disparate business areas (and, therefore, the operational support systems of these disparate business areas), the risks to the project's success, and the assumptions that were used to derive the high-level sizing in the Scope and High Level Sizing Document. Some of the assumptions include resource availability, performance of technologies selected, skill levels of participating personnel, the hosting platform, interfaces to other platforms and entities, and a high level design. \par } } TSBCџџџџLhdd ‚"@&џџџџ  ћџџџ @ !"ˆ ЎЖp~&@&НK @& ”Tracking Ga&nttИ@& &Entryм@&Э@ @ /@ 1@ 6@&'@&(@&$*@&€аš+@&HІŸ-@&Йџ›j‚ƒ„…†‡ˆ‰Š‹ŒŽ‘’“”•–—˜™š›œžŸ ЁЂЃЄЅІЇЈЉЊЋЌ­ЎЏАБВГДЕЖЗИЙКЛМНОПРСТУФХЦЧШЩЪЫЬЭЮЯабвгдежзийклмнопрстуфхцчшщъыьэюя№ёђѓєѕіїјљњћќ§ўџўџџџ§џџџ     !"#$%&'()*+,-./0123456789:;<=>?@ABCDEFGHIJKLMNOPQRSTUVWXYZ[\]^_`abcdefghijklmnopqrstuvwxyz{|}~€џџџџ($Pre-Project Phџџџџase мwMМЗJПќѓЗџџџџ1 мwMМЗJПќѓЗ” hГџџџ ЇР]џџџџ1 мwMМЗJПќѓЗм2Define Businesџџџџs SolutionР]џџџџ1.1tionР]H,hџўџџ ЇР'џџџџї“ўџџonР]h{\rtf1\ansi\ansicpg1252\deffД0\deflang1033{\fonttbl{\f0\fswisиs\fprq2\fcharset0 Arial;}} \vieќwkind4\uc1\pard\f0\fs16 These ta sks define the business solutionD that may result in a project toh develop and integrate the technŒical components of the solution.А It is the responsibilty of theд Customer Sponsor to understand јthe business problem, business environment, and envisioned busin@ess solution future to ensure thdat the project efforts are appliˆcable. The Customer Sponsor's reЌpresentatives on the project to аperform these tasks include the єProject Business Owner and the Subject Matter Experts (SMEs). \pџџџџar } ness Owner and the S`BIdentify Affec„ted Business Areџџџџasdentify Affecџџџџ 1.1.3fy AffecџџџџhWћџџїћџџec{\rtf1\ansi\ansicpg1252\deff80\deflang1033{\fonttbl{\f0\fswis\s\fprq2\fcharset0 Arial;}} \vie€wkind4\uc1\pard\f0\fs16 The tempЄlate for the Business JustificatШion Document includes a table ofь Business Areas to facilitate selection of those affected. Note 4that this table (as presented inX the AT SDM standards) is not co|mplete and may require additions  to ensure it is complete. If aФdditions are made to this table,ш highlight that in a discussion paragraph so it can be more read0ily understood and verified. \paџџџџr } h so it can be more readxPIdentify Businœess Process Modiџџџџfications Businџџџџ 1.1.2s Businџџџџh?јџџїїїџџin,{\rtf1\ansi\ansicpg1252\deffP0\deflang1033{\fonttbl{\f0\fswists\fprq2\fcharset0 Arial;}} \vie˜wkind4\uc1\pard\f0\fs16 In identМifying potential improvement to рthe business process(es) include the required data inputs and ou( tputs from participating organizL ations (and their business systep ms), time constraints and requir” ements, decision making or approИ vals. Changes to the business pм rocess(es) should be highlighted to make the verification of the$ proposal easier. Include changH es to user and procedural manuall s and other documents, training  needs, skill levels of the affecД ted personnel (if changed), etc.и \par \par It is recommended ќ to use a process diagramming tec hnique to facilitate understandiD ng -- and therefore verificationh of completeness and correctnessџџџџ. \par } par } } ficationА DDefine "as is"д Business Procesџџџџsesfine "as is"џџџџ 1.1.1 "as is"џџџџhєџџїПѓџџs"d №{\rtf1\ansi\ansicpg1252\deffˆ 0\deflang1033{\fonttbl{\f0\fswisЌ s\fprq2\fcharset0 Arial;}} \vieа wkind4\uc1\pard\f0\fs16 The currє ent process can be used to estab lish a baseline for the future p< rocess and provide a method to v` erify the completeness of the fu„ ture process. It is especially Ј important to identify required Ь data inputs and outputs from org№ anizations (or their supporting business systems), time constrai8nts or requirements, decision ma\king or approval processing. Al€so, operational procedures and mЄanuals that affect the current pШrocess can be identified.\par \ьpar It is recommended to diagram the process(es) so that they c4an be easily understood and veriXfied by others. The AT SDM provi|des diagram shape standards. \paџџџџr \par \par } }AT SDM proviФLDefine Businesшs Solution Requiџџџџrements Businesџџџџ 1.1.5 Businesџџџџ hѓяџџ BusinesxLVerify Businesœs Solution Requiџџџџrements Businesџџџџ1.3tion Requiџџџџh?яџџїїюџџui,Р{\rtf1\ansi\ansicpg1252\deffP0\deflang1033{\fonttbl{\f0\fswists\fprq2\fcharset0 Arial;}{\f1\fn˜il\fcharset2 Symbol;}} \viewkinМd4\uc1\pard\f0\fs16 It is recommрended that the Customer verify the business solution requirement(s internally, with other affecteLd Business Areas, and with the ApT team that will support the pro”ject. \par \par The purpose oИf the verification activity is tмo ensure the Business Justification \par \pard{\pntext\f1\'B7\t$ab}{\*\pn\pnlvlblt\pnf1\pnindentH0{\pntxtb\'B7}}\fi-256\li256 Is lcompliant with Amtrak's business objectives and strategic initiaДtives,\par {\pntext\f1\'B7\tab}иIs complete -- for all affected ќBusiness Areas, and \par {\pnte xt\f1\'B7\tab}Is correct.\par }џџџџ }ness Areas, and \par {\pntehLWrite BusinessŒ Justification DџџџџocumentBusinessџџџџ1.2tBusinessј hOыџџ ЇР'џџџџ1.2tBusiness@BDefine ROI ford Business Solutiџџџџonefine ROI forџџџџ 1.1.4s Solutiџџџџ hwъџџs SolutiєZDevelop Scope and High Level Sџџџџizing Document „ Ї` 'їЈи{\rtf1\ansi\ansicpg1252\deffџџџџŸщџџDevelop Scope Ь0\deflang1033{\fonttbl{\f0\fswis№s\fprq2\fcharset0 Arial;}} \viewkind4\uc1\pard\f0\fs16 The Scop8e and High Level Sizing document\ is an AT SDM standard found on џџџџthe PMO web site. \par } mentЄNAnalyze BusineШss Solution Requџџџџirements Busineџџџџ1.5.1.2Busineџџџџ hшџџ BusineX\Analyze and Ve|rify Scope of Buџџџџsiness Solutionџџџџ1.5.1.1 of Buџџџџ h_чџџpe of Bu $Write Assumptiџџџџonsh_чџџpe of Buџџџџ1.5.1.8 of Buџџџџ hЯцџџpe of Buœ0Develop Designџџџџ Concepts of Buџџџџ1.5.1.4 of Buџџџџ h?цџџs of Bu,4Develop High Lџџџџevel Sizingf Buџџџџ1.5.1.5gf Buџџџџ hЏхџџingf BuМ2Verify High leџџџџvel sizingf Buџџџџ1.5.1.6f BuџџџџhхџџїзфџџBuLа{\rtf1\ansi\ansicpg1252\deffp0\deflang1033{\fonttbl{\f0\fswis”s\fprq2\fcharset0 Arial;}} \vieИwkind4\uc1\pard\f0\fs16 After thмe initial high level sizing is developed, it is verified by the $extended project team. The teamH should ensure that the WBS inclludes tasks for mandatory project activities as well as tasks forД risk management activities. Thиe extended team includes AT manaќgement, AT PMO members, and the project technical members. \par џџџџ } ar } } €rs, and the h0Develop Impactџџџџ Analysiscpg1252\deffџџџџ1.5.1.3cpg1252\deffџџџџhsтџџї+тџџdeffјЈ{\rtf1\ansi\ansicpg1252\deff0\deflang1033{\fonttbl{\f0\fswis@s\fprq2\fcharset0 Arial;}} \viedwkind4\uc1\pard\f0\fs16 In complˆex computing environments, such Ќas supported by Amtrak Technologаies, updates to one system may iєmpact other systems -- including those that are directing interf<acing with the project and those` that are seemingly isolated. \„par \par An important element Јof project risk is the extended Ьimpact of the project such as (a№) how many other systems may be  touched by the required changes 8 (b) what is the extent of these \ changes and (c) how can all impa€ cts be ascertained, scoped, consЄ tructed, and tested. \par \par Ш In order to manage this risk, iь mpact analyses are performed per!iodically during the project lif4!ecycle. A member of the AT ArchiX!tecture group is involved in man|!y projects to provide some aware !ness of the larger AT corporate Ф!computing and data model.\par }ш! eld to a larger AT audience. џџџџ \par } }d data model.\par }0">Analysis of BuT"siness Solution џџџџAnalysis of Buџџџџ 1.5.1is of BuР" h‡нџџ ЇР'џџџџ1.5.1is of Bu#bApproval of Sc,#ope and High LevP#el Sizing Documeџџџџnt and High Levџџџџ 1.5.3High Levџџџџh‹мџџїCмџџevр#€{\rtf1\ansi\ansicpg1252\deff$0\deflang1033{\fonttbl{\f0\fswis($s\fprq2\fcharset0 Arial;}} \vieL$wkind4\uc1\pard\f0\fs16 The Scopp$e and High Level Sizing Document”$ is approved by the Customer SpoИ$nsor or Project Business Owner aм$s the basis for moving forward w%ith the project (into the detail$%ed Planning Phase). A CAR may bH%e substituted for a Scope and Hil%gh Level Sizing Document. \par џџџџ} bstituted for a Scope and HiД%XApproval of Buи%siness Justificaџџџџtion DocumentBuџџџџ1.4ocumentBuџџџџhкџџїЛйџџBuh&8{\rtf1\ansi\ansicpg1252\deffŒ&0\deflang1033{\fonttbl{\f0\fswisА&s\fprq2\fcharset0 Arial;}} \vieд&wkind4\uc1\pard\f0\fs16 The tempј&late of the Business Justificati'on Document contains an Approval@' Form that should be modified wid'th the actual names, titles, etcˆ'. for the appropriate signoffs. џџџџ\par \par \par } } œ&ƒ etcа'jVerification oє'f Scope and High( Level Sizing Doџџџџcument and Highџџџџ 1.5.2izing DoџџџџhУзџџї{зџџDoЈ(€{\rtf1\ansi\ansicpg1252\deffЬ(0\deflang1033{\fonttbl{\f0\fswis№(s\fprq2\fcharset0 Arial;}{\f1\fn)il\fcharset2 Symbol;}} \viewkin8)d4\uc1\pard\f0\fs16 It is recomm\)ended that a verification meetin€)g or document review occur in thЄ)ree steps: \par \pard{\pntext\fШ)1\'B7\tab}{\*\pn\pnlvlblt\pnf1\pь)nindent0{\pntxtb\'B7}}\fi-256\li*256 First, the project team veri4*fies their analysis for consisteX*ncy, correctness and completenes|*s between themselves,\par {\pnt *ext\f1\'B7\tab}Second, the documФ*entation is verified by AT managш*ement, and \par {\pntext\f1\'B7 +\tab}Third, the project team ver0+ifies the AT analysis with the PT+roject Business Sponsor. \par }џџџџ s the AT analysis with the Pœ+"Go/nogo Decisiџџџџonrtf1\ansi\ansicpg1252\deffџџџџ2f1\ansi\ansicpg1252\deffџџџџh?дџџїїгџџdeff,, {\rtf1\ansi\ansicpg1252\deffP,0\deflang1033{\fonttbl{\f0\fswist,s\fprq2\fcharset0 Arial;}} \vie˜,wkind4\uc1\pard\f0\fs16 The ProjМ,ect Business Owner (or Customre р,Sponsor) will, with the aid of t-he delivered materials, decide w(-hether to go or not with the proL-posed business solution. \par џџџџ} er to go or not with the pro”-Planning Phaseџџџџ{\rtf1\ansi\ansicpg1252\deff. ЇР'ї$.L{\rtf1\ansi\ansicpg1252\deffџџџџ#вџџPlanning PhaseH.0\deflang1033{\fonttbl{\f0\fswisl.s\fprq2\fcharset0 Arial;}} \vie.wkind4\uc1\pard\f0\fs16 The taskД.s in the Planning Phase take theи. estimates of the Pre-Project Phќ.ase (rough requirements, design, / schedule, and cost) and, after D/analysis, transform them into a h/realistic project plan. \par } џџџџ an. \par } orm them into a А/0Establish Projџџџџect Team cpg1252\deff0h{\rtf1\ansi\ansicpg1252\deffџџџџ ї+аџџ cpg1252\deff@00\deflang1033{\fonttbl{\f0\fswisd0s\fprq2\fcharset0 Arial;}} \vieˆ0wkind4\uc1\pard\f0\fs16 Even thoЌ0ugh projects may vary in size, tа0he roles and responsibilities ofє0 project team members remain fai1rly constant. In large projects<1, one or more people may perform`1 the responsibilities for a proj„1ect role. In a small project, onЈ1e person may fulfill the responsЬ1ibilities of many roles. \par \№1par An explanation of the roles2 and responsibilities of a proje82ct team is on the PMO web site f\2or reference. A Resource Assign€2ment Matrix is the PMO standard Є2for defining the project team. \џџџџpar } } is the PMO standard ь24Tailor AT SDM џџџџfor project252\deffџџџџ 3.2.1ect252\deffџџџџhяЬџџїЇЬџџdeff|3X{\rtf1\ansi\ansicpg1252\deff 30\deflang1033{\fonttbl{\f0\fswisФ3s\fprq2\fcharset0 Arial;}} \vieш3wkind4\uc1\pard\f0\fs16 The AT S 4DM allows the project teams to g04enerate a project schedule with T4the activiites that are approprix4ate for the size, criticality, cœ4omplexity, and risks of their prР4oject. The Guidelines Grid (a Pф4MO Standard) provides a list of 5system development lifecycle act,5ivities and recommendations for P5their inclusion in the project pt5lan. The Guidelines Grid rates ˜5activities as Required, OptionalМ5, or Conditional, thereby providр5ing a framework for project plan6ning decisions. \par \par The (6Guidelines Grid is available on L6the PMO web site. \par \par Thp6e project leadership provides an”6 explanation of the choices of mИ6ethodology and lifecycle activitм6ies for the project schedule in 7the Project Plan (a PMO Standardџџџџ). \par \par \par } in H7BGenerate Projel7ct Management Plџџџџanenerate Projeи7 ЇР'їќ7l{\rtf1\ansi\ansicpg1252\deffџџџџKШџџGenerate Proje 80\deflang1033{\fonttbl{\f0\fswisD8s\fprq2\fcharset0 Arial;}} \vieh8wkind4\uc1\pard\f0\fs16 These taŒ8sks are required to prepare the А8Project Plan -- which is a "liviд8ng" document that explains the mј8ethodology of the project, its n9eeds and its challenges, its sch@9edule and its costs. \par \par d9 The Project Plan is a PMO standџџџџard. \par } sts. \par \par Ќ9>Verify Projectа9 Management PlanџџџџVerify Projectџџџџ 3.2.2 Projectџџџџh ЦџџїУХџџct`: {\rtf1\ansi\ansicpg1252\deff„:0\deflang1033{\fonttbl{\f0\fswisЈ:s\fprq2\fcharset0 Arial;}} \vieЬ:wkind4\uc1\pard\f0\fs16 The proj№:ect team reviews the project pla;n, with the participation of the8; PMO, to ensure it is complete a\;nd reasonable, without undue ris€;k. If the project team is awareЄ; of risks, they should be documeШ;nted so that a risk management pь;lan for the project can be start<ed as early as possible. \par }џџџџ }for the project can be startX<LConduct Qualit|<y Gate Review: Pџџџџlanningt Qualitџџџџ3.3gt Qualitш<,h_Уџџ ЇР'џџџџїѓТџџt Qualit0=Ь{\rtf1\ansi\ansicpg1252\deffT=0\deflang1033{\fonttbl{\f0\fswisx=s\fprq2\fcharset0 Arial;}} \vieœ=wkind4\uc1\pard\f0\fs16 At the tР=ransition between major lifecyclф=e phases, the PMO conducts a Qua>lity Gate Review. The objective ,>of the Quality Gate Review is twP>o fold: first, has the project st>uccessfully completed the activi˜>ties and deliverables of the preМ>vious phase and second, is the pр>roject ready to move forward to ?the next phase. To assist in ma(?king these decisions, a ChecklisL?t for Quality Gates is availablep? on the PMO web site. \par \par”? Information concerning the QuaИ?lity Gate Reviews is available oм?n the PMO web site including the@ Guidelines for Quality Gate Rev$@iews, a briefing, and the Checklџџџџist. \par } }Quality Gate Revl@FComplete Quali@ty Gate Action Iџџџџtemsplete Qualiџџџџ3.4lete QualiџџџџhKПџџїПџџli A0{\rtf1\ansi\ansicpg1252\deffDA0\deflang1033{\fonttbl{\f0\fswishAs\fprq2\fcharset0 Arial;}} \vieŒAwkind4\uc1\pard\f0\fs16 It is reАAcommended that each phase be conдAcluded with the approval of the јAphase deliverables by the appropBriate project sponsor(s). Howev@Ber, some issues may remain befordBe approval can be achieved. \paˆBr \par The Project Manager shoЌBuld be aware that lack of approvаBal, and lack of completion of thєBe action items conditional for aCpproval, place the project at riRefine Project<^ Management PlanџџџџRefine Projectџџџџ 4.3.7 ProjectџџџџhŸЁџџїWЁџџctЬ^œ{\rtf1\ansi\ansicpg1252\deff№^0\deflang1033{\fonttbl{\f0\fswis_s\fprq2\fcharset0 Arial;}} \vie8_wkind4\uc1\pard\f0\fs16 The init\_ial Project Plan is refined to r€_eflect new information and analyЄ_sis that was developed during thШ_e Requirements definition and anь_alysis phase. This information `reflects a greater awareness of 4`the project's risks, which may bX`e reflected in new or changed WB|`S elements. For example, more la `bor may be added (or subtracted)Ф` from a WBS element as the complш`exity of the project becomes cle aarer. \par \par For each itera0ation of updates for the Project TaManagement Plan, a new total cosxat of ownership is calculated (ifџџџџ applicable). \par \par } Рa`Conduct Qualitфay Gate Review: Rbequirements PhasџџџџeGate Review: Rџџџџ4.4ments Phasџџџџhгџџї‹џџas˜bш{\rtf1\ansi\ansicpg1252\deffМb0\deflang1033{\fonttbl{\f0\fswisрbs\fprq2\fcharset0 Arial;}} \viecwkind4\uc1\pard\f0\fs16 The Qual(city Gate Review for the RequiremLcents Phase helps the project teapcm, and the larger AT community, ”cassess the completeness and corrИcectness of the artifacts (deliveмcrables) of the project team. Ind addition, the readiness of the $dproject team to advance onto theHd next phase is evaluated. \par ld\par Materials concerning the Qduality Gate Review are availableДd on the PMO web site. These incиdlude a Guidelines document that ќdexplains roles and responsibilit eies of the participants as well Deas an agenda. A Checklist is alheso available to supply guidance Œeto the project team as they evalАeuate the project deliverables. \џџџџpar } } ct team as they evalјeFComplete Qualifty Gate Action Iџџџџtemsplete Qualiџџџџ4.5lete QualiџџџџhП™џџїw™џџliЌf8{\rtf1\ansi\ansicpg1252\deffаf0\deflang1033{\fonttbl{\f0\fswisєfs\fprq2\fcharset0 Arial;}} \viegwkind4\uc1\pard\f0\fs16 It is reRefine Project, Management PlanџџџџRefine Project˜{\rtf1\ansi\ansicpg1252\deffџџџџ їЏpџџ ProjectМ0\deflang1033{\fonttbl{\f0\fswisрs\fprq2\fcharset0 Arial;}} \viewkind4\uc1\pard\f0\fs16 The Proj(ect Plan is updated to reflect nLew information and analysis. Thpis information reflects a greate”r awareness of the project's risИks, especially in the area of teмchnical construction and testin‘g, which may be reflected in new$‘ or changed WBS elements. \par H‘\par For each iteration of updal‘tes for the Project Management P‘lan, a new total cost of ownershД‘ip is calculated (if applicable)џџџџ. \par \par } } } ownershќ‘TConduct Qualit ’y Gate Review: Dџџџџesign PhasealitŒ’ш{\rtf1\ansi\ansicpg1252\deffџџџџ їЛmџџasealitА’0\deflang1033{\fonttbl{\f0\fswisд’s\fprq2\fcharset0 Arial;}} \vieј’wkind4\uc1\pard\f0\fs16 The Qual“ity Gate Review for the Design P@“hase helps the project team, andd“ the larger AT community, assessˆ“ the completeness and correctnesЌ“s of the artifacts (deliverablesа“) of the project team. In additє“ion, the readiness of the projec”t team to advance onto the next <”phase is evaluated. \par \par `”Materials concerning the Quality„” Gate Review are available on thЈ”e PMO web site. These include aЬ” Guidelines document that explai№”ns roles and responsibilities of• the participants as well as an 8•agenda. A Checklist is also ava\•ilable to supply guidance to the€• project team as they evaluate tЄ•he project deliverables. \par }џџџџ } } m as they evaluate tь•FComplete Quali–ty Gate Action Iџџџџtemsplete Quali|–8{\rtf1\ansi\ansicpg1252\deffџџџџ їЫiџџte Quali –0\deflang1033{\fonttbl{\f0\fswisФ–s\fprq2\fcharset0 Arial;}} \vieш–wkind4\uc1\pard\f0\fs16 It is re —commended that each phase be con0—cluded with the approval of the T—phase deliverables by the appropx—riate project sponsor(s). Howevœ—er, some issues may remain beforР—e approval can be achieved. \paф—r \par The Project Manager sho˜uld be aware that lack of approv,˜al, and lack of completion of thP˜e action items conditional for at˜pproval, place the project at ri˜˜sk for meeting its business, fun̘ctional, budget, and schedule obџџџџjectives. \par \par } } fun™tDevelop Conver(™sion, ImplementaL™tion, Installatiџџџџon Plan(s) entaџџџџ ЇР'latiИ™ІDevelop Converм™sion, Training, šImplementation, $šCommunication, IHšnstallation Planџџџџ(s) nication, Iџџџџ ЇР'n, IДšLDocumentation иšof Acceptance Teџџџџst Planntation џџџџ 5.4.5tance TeџџџџheџџїЛdџџTeh›М{\rtf1\ansi\ansicpg1252\deffŒ›0\deflang1033{\fonttbl{\f0\fswisА›s\fprq2\fcharset0 Arial;}} \vieд›wkind4\uc1\pard\f0\fs16 A templaј›te for the AT SDM test plan is oџџџџn the PMO web site. \par } @œ0Develop Detailџџџџed Designcpg1252\deffˆœVWrite Scope anЌœd High Level Sizџџџџing Document an ЇР'ї<Ш{\rtf1\ansi\ansicpg1252\deffџџџџ cџџWrite Scope an`0\deflang1033{\fonttbl{\f0\fswis„s\fprq2\fcharset0 Arial;}} \vieЈwkind4\uc1\pard\f0\fs16 The AT SЬDM provides a standard template №for Scope and High Level Sizing.џџџџ \par } }a standard template џџџџRisk Analysis€ž ЇР'їЄžФ{\rtf1\ansi\ansicpg1252\deffџџџџЃaџџRisk AnalysisШž0\deflang1033{\fonttbl{\f0\fswisьžs\fprq2\fcharset0 Arial;}} \vieŸwkind4\uc1\pard\f0\fs16 Guidelin4Ÿes concerning Risk Analysis are XŸfound on the PMO web site. \par џџџџ } F€rning Risk Analysis are  ŸXAnalysis of thФŸe required projeџџџџct parametersthџџџџ ЇР'sth0 RObtain Input fT or Project Managџџџџement Planput fœ $Development Phџџџџasetain Input fџџџџ ЇР'ut fЁRDevelop the Ex,Ёecutable System џџџџcomponentshe Ex˜Ё{\rtf1\ansi\ansicpg1252\deffџџџџ їЏ^џџtshe ExМЁ0\deflang1033{\fonttbl{\f0\fswisрЁs\fprq2\fcharset0 Arial;}} \vieЂwkind4\uc1\pard\f0\fs16 The stan(Ђdards for development are dependLЂent upon each technical team andpЂ vary according to the technolog”Ђies used, for example, language ИЂand operating system. \par \parмЂ It is also recommended that moЃdules be inspected for correctne$Ѓss by a peer on the technical teHЃam. \ul Peer inspection\ulnone lЃhas been proven to be very effecЃtive in reducing errors in codinДЃg, and thus improving the producиЃtivity of the technical team durќЃing the project (although it may Є cost more effort during the earDЄly development lifecycle phase).џџџџ \par \par } } ring the earŒЄ>Refine ProjectАЄ Management PlanџџџџRefine ProjectЅ{\rtf1\ansi\ansicpg1252\deffџџџџ ї+[џџ Project@Ѕ0\deflang1033{\fonttbl{\f0\fswisdЅs\fprq2\fcharset0 Arial;}} \vieˆЅwkind4\uc1\pard\f0\fs16 The ProjЌЅect Plan is refined to reflect nаЅew information and analysis thatєЅ was developed during the systemІ development and detailed test p<Іlanning phase. This information`І reflects a greater awareness ho„Іw the project is able to overcomЈІe technical risks, requirements ЬІinterpretation risks, interface №Іcompatibility risks, and what woЇuld be involved in the testing o8Їf the system(s). \par \par Thi\Їs greater awareness may be refle€Їcted in new or changed WBS elemeЄЇnts. For example, more labor mayШЇ be added (or subtracted) from aьЇ WBS element as the complexity oЈf the project becomes clearer --4Ј especially in certain aspects oXЈf the testing phase. \par \par џџџџ } } lly in certain aspects o Ј2Hold Mid-Phaseџџџџ Review(s)g1252\deff ЉФ{\rtf1\ansi\ansicpg1252\deffџџџџ ї;Wџџs)g1252\deff0Љ0\deflang1033{\fonttbl{\f0\fswisTЉs\fprq2\fcharset0 Arial;}{\f1\fnxЉil\fcharset2 Symbol;}} \viewkinœЉd4\uc1\pard\f0\fs16 A Mid-PhaseРЉ Review may be required if a proфЉject is \par \pard{\pntext\f1\'ЊB7\tab}{\*\pn\pnlvlblt\pnf1\pnin,Њdent0{\pntxtb\'B7}}\fi-256\li256PЊ Complex (for example, many groutЊps are involved in parallel deve˜Њlopment projects), \par {\pntexМЊt\f1\'B7\tab}Long in duration (fрЊor example, the development phasЋe may take a year), \par {\pnte(Ћxt\f1\'B7\tab}Undergoing changesLЋ in requirements or priorities, pЋor \par {\pntext\f1\'B7\tab}The”Ћ project team is changed. \par ИЋ\pard\par The purpose of a mid-мЋphase review is to ensure that tЌhe disparate project teams are s$Ќynchronized in terms of prioritiHЌes, schedules, risk management, lЌand requirements interpretation.Ќ \par \par The mid-phase revieДЌw is similar to a Quality Gate RиЌeview in that updates to the ProќЌject Plan may be required to ass ­ist in the resynchronization. \pџџџџar } n may be required to assh­TWrite System (Œ­end-to-end) Testџџџџ Proceduresem (д­NEstablish the ј­System Test Enviџџџџronnmentsh the @ЎLWrite User AccdЎeptance Test ProџџџџceduresUser AccЌЎ<Verify System џџџџTest ProceduresЏа{\rtf1\ansi\ansicpg1252\deffџџџџ ї/Qџџcedures<Џ0\deflang1033{\fonttbl{\f0\fswis`Џs\fprq2\fcharset0 Arial;}{\f1\fn„Џil\fcharset2 Symbol;}} \viewkinЈЏd4\uc1\pard\f0\fs16 The technicaЬЏl team verifies that the Test Pr№Џocedures \par \pard{\pntext\f1\А'B7\tab}{\*\pn\pnlvlblt\pnf1\pni8Аndent0{\pntxtb\'B7}}\fi-256\li25\А6 Use the design correctly to ac€Аcess the required functionality\ЄАpar {\pntext\f1\'B7\tab}Are doiШАng "black box" testing \par {\pьАntext\f1\'B7\tab}Are complete (aБll the requirements are covered 4Бin the Test Procedures) \par {\XБpntext\f1\'B7\tab}The Test Proce|Бdures correctly interpret the re Бquirements and the Use Cases. \pФБar \pard\par Without verificatшБion of the Test Procedures, valu Вable resources (schedule as well0В as the time of the testers and TВthe technical team) can be wastexВd by evaluating the erroneous "fœВails" of invalid test proceduresРВ (tester error) due to a misundeфВrstanding of the design, the reqГuirements, the Use Cases, or the,Г technical complexities of the sџџџџystem. \par } } ases, or thetГPVerify User Ac˜Гceptance Test Pџџџџroceduresser AcДИ{\rtf1\ansi\ansicpg1252\deffџџџџ їCLџџsser Ac(Д0\deflang1033{\fonttbl{\f0\fswisLДs\fprq2\fcharset0 Arial;}{\f1\fnpДil\fcharset2 Symbol;}} \viewkin”Дd4\uc1\pard\f0\fs16 The developmИДent technical team and the custoмДmer (user) requirements team verЕify that the Test Procedures \pa$Еr \pard{\pntext\f1\'B7\tab}{\*\HЕpn\pnlvlblt\pnf1\pnindent0{\pntxlЕtb\'B7}}\fi-256\li256 Correctly Еinterpret the requirements and tДЕhe Use Cases.\par {\pntext\f1\'иЕB7\tab}Are complete (all the reqќЕuirements are covered in the Tes Жt Procedures) \par {\pntext\f1\DЖ'B7\tab}Demonstrate the system(shЖ) are ready to support operationŒЖs. \par \pard\par Without veriАЖfication of the Test Procedures,дЖ valuable resources (schedule asјЖ well as the time of the testersЗ and the technical team) can be @Зwasted by evaluating the erroneodЗus "fails" of invalid test proceˆЗdures (tester error) due to a miЌЗsunderstanding of the design, thаЗe requirements, the Use Cases, oєЗr the technical complexities of џџџџthe system. \par \par } s, o<ИfConduct Qualit`Иy Gate Review: S„Иystem Test Readiџџџџnesse Review: S№Ид{\rtf1\ansi\ansicpg1252\deffџџџџ їWGџџst ReadiЙ0\deflang1033{\fonttbl{\f0\fswis8Йs\fprq2\fcharset0 Arial;}} \vie\Йwkind4\uc1\pard\f0\fs16 Guidelin€Йes for Quality Gate Reviews and ЄЙa Quality Gate Checklist are PMOџџџџ standards. \par } ews and ьЙFComplete QualiКty Gate Action Iџџџџtemsplete Quali|К4{\rtf1\ansi\ansicpg1252\deffџџџџ їЫEџџte Quali К0\deflang1033{\fonttbl{\f0\fswisФКs\fprq2\fcharset0 Arial;}} \vieшКwkind4\uc1\pard\f0\fs16 is reco Лmmended that each phase be concl0Лuded with the approval of the phTЛase deliverables by the approprixЛate project sponsor(s). HoweverœЛ, some issues may remain before РЛapproval can be achieved. \par фЛ \par The Project Manager shoulМd be aware that lack of approval,М, and lack of completion of the PМaction items conditional for apptМroval, place the project at risk˜М for meeting its business, functММional, budget, and schedule objeџџџџctives. \par \par } s, functџџџџDevelopmentunctџџџџ ЇР'252\deffLНDIntegration TepНst (Platform Levџџџџel)tegration Teџџџџ ЇР'n TeмНTGenerate RequiОrements Traceabiџџџџlity MatrixequilОˆ{\rtf1\ansi\ansicpg1252\deffџџџџ їлAџџTraceabiО0\deflang1033{\fonttbl{\f0\fswisДОs\fprq2\fcharset0 Arial;}} \vieиОwkind4\uc1\pard\f0\fs16 The RequќОirements Traceability Matrix is Пa standard of the AT SDM that prDПovides a tracing mechanism from hПthe requirements statements throŒПugh design, code, testing, and dАПocumentation. \par \par At theдП conclusion of the Development PјПhase it is updated with the moduРle (or script, data, documentati@Рon, etc.) that was developed to dРsatisfy the requirement. Also, ˆРthe test case/procedure is addedЌР for the requirement. \par \parаР The AT SDM documentation on thєРe Requirements Traceability MatrСix is found on the PMO web site.џџџџ \par } }ts Traceability Matr`С&Project Manageџџџџment\ansi\ansicpg1252\deffџџџџ ЇР5252\deffЬС&Project AccounџџџџtingР5252\deff8ТP{\rtf1\ansi\ansicpg1252\deffџџџџ ї>џџ5252\deff\Т0\deflang1033{\fonttbl{\f0\fswis€Тs\fprq2\fcharset0 Arial;}} \vieЄТwkind4\uc1\pard\f0\fs16 The actiШТvities in this task deal with thьТe financial aspects of the projeУct including allocating the cost4Уs, managing invoices and chargesXУ, procurement activities, and se|Уtting up the project financial fџџџџramework. \par } ties, and seФУDProject ManageшУment Administratџџџџionoject ManageTФ@{\rtf1\ansi\ansicpg1252\deffџџџџ їѓ;џџt ManagexФ0\deflang1033{\fonttbl{\f0\fswisœФs\fprq2\fcharset0 Arial;}} \vieРФwkind4\uc1\pard\f0\fs16 This tasфФk is for the administrative actiХvities related to project manage,Хment including monitoring, reporPХting, staffing, PMO support, maitХntenance of project artifacts (d˜Хocuments, issues, change requestМХs, etc.) and meeting agenda/minuрХtes. \par \par Activities relaЦted to planning, risk management(Ц, and participation in lifecycleLЦ activities are not included in pЦthis task, but should be include”Цd the other tasks allocated to tИЦhe lifecycle phase. \par \par џџџџ} e other tasks allocated to tџџџџTesting\par \par џџџџ ЇР'252\deffHЧSystem Testingџџџџ ЇР'252\deffџџџџ ЇР'252\deffДЧ(System Test SuџџџџpportР'252\deff Шh{\rtf1\ansi\ansicpg1252\deffџџџџ ї'8џџ'252\deffDШ0\deflang1033{\fonttbl{\f0\fswishШs\fprq2\fcharset0 Arial;}{\f1\fnŒШil\fcharset2 Symbol;}} \viewkinАШd4\uc1\pard\f0\fs16 This task isдШ reserved for the developers as јШthey support the test effort by Щ\par \pard{\pntext\f1\'B7\tab}{@Щ\*\pn\pnlvlblt\pnf1\pnindent0{\pdЩntxtb\'B7}}\fi-256\li256 EvaluatˆЩing trouble tickets for (a) testЌЩer error (b) environment, configаЩuration and/or version problem (єЩc) documentation error (d) softwЪare error, in-house (e) software<Ъ error, commercial component (f)`Ъ data problem (g) not repeatable„Ъ (can not demonstrate the error ЈЪcondition)\par {\pntext\f1\'B7\ЬЪtab}Rework of code to resolve tr№Ъouble ticket, and\par {\pntext\Ыf1\'B7\tab}Support of the test e8Ыnvironment including (a) rebuild\Ыing software libraries (b) confi€Ыguring the test envrionment (c) ЄЫhelping testers understand the rШЫequirements, design, environmentџџџџ. \par } ers understand the rЬ,System Test Reџџџџportingansicpg1252\deffXЬHConduct System|Ь (end-to-end) Teџџџџstinguct SystemФЬ\Conduct User AшЬcceptance Test Rџџџџeadiness ReviewTЭ ЇР'їxЭд{\rtf1\ansi\ansicpg1252\deffџџџџЯ2џџConduct User AœЭ0\deflang1033{\fonttbl{\f0\fswisРЭs\fprq2\fcharset0 Arial;}} \vieфЭwkind4\uc1\pard\f0\fs16 GuidelinЮes for Quality Gate Reviews and ,Юa Quality Gate Checklist are PMOџџџџ standards.\par } ews and tЮVComplete UAT R˜Юeadiness Review џџџџAction ItemsT Rџџџџ ЇР'T RЯ0User Acceptancџџџџe TestingT Rџџџџ ЇР'T RpЯ@Conduct User A”Яcceptance TestinџџџџgConduct User AаА{\rtf1\ansi\ansicpg1252\deffџџџџ їG0џџe Testin$а0\deflang1033{\fonttbl{\f0\fswisHаs\fprq2\fcharset0 Arial;}} \vielаwkind4\uc1\pard\f0\fs16 This tasаk is the responsibility of the Cџџџџustomer. \par } s16 This tasиа@Support User Aќаcceptance TestinџџџџgSupport User Ahб{\rtf1\ansi\ansicpg1252\deffџџџџ їп.џџt User AŒб0\deflang1033{\fonttbl{\f0\fswisАбs\fprq2\fcharset0 Arial;}} \vieдбwkind4\uc1\pard\f0\fs16 This tasјбk is for the AT Project Team as вthey support the UAT effort in a@в similar fashion to supporting tdвhe System Test effort. \par } џџџџilar fashion to supporting tЌвDUser Acceptancавe Testing Reportџџџџinger AcceptancџџџџTrainingptancџџџџ ЇР'tanc`г"Conduct TrainiџџџџngЇР'tancЬгЬ{\rtf1\ansi\ansicpg1252\deffџџџџ ї{,џџ'tanc№г0\deflang1033{\fonttbl{\f0\fswisдs\fprq2\fcharset0 Arial;}} \vie8дwkind4\uc1\pard\f0\fs16 Training\д for the new business process is€д the responsibility of the Custoџџџџmer. \par } iness process isШд"Support Trainiџџџџngrtf1\ansi\ansicpg1252\deff4е№{\rtf1\ansi\ansicpg1252\deffџџџџ ї+џџansicpg1252\deffXе0\deflang1033{\fonttbl{\f0\fswis|еs\fprq2\fcharset0 Arial;}} \vie еwkind4\uc1\pard\f0\fs16 This tasФеk provides support by the AT Proшеject Team to assist the Customer ж in the preparation of these matџџџџerials. \par } the CustomerTжHBusiness Procexжss User Documentџџџџationness Proceџџџџ ЇР'roceфж8Generate User џџџџDocumentationcePзИ{\rtf1\ansi\ansicpg1252\deffџџџџ її(џџationcetз0\deflang1033{\fonttbl{\f0\fswis˜зs\fprq2\fcharset0 Arial;}} \vieМзwkind4\uc1\pard\f0\fs16 User docрзumentation is the responsibilityџџџџ of the Customer. \par } doc(и\Support the deLиvelopment of Useџџџџr DocumentationИиш{\rtf1\ansi\ansicpg1252\deffџџџџ ї'џџntationми0\deflang1033{\fonttbl{\f0\fswisйs\fprq2\fcharset0 Arial;}} \vie$йwkind4\uc1\pard\f0\fs16 This tasHйk provides support by the AT Prolйject Team for the Customer in thйe preparation of these materialsџџџџ. \par } r the Customer in thий:System-relatedџџџџ Documentationffџџџџ ЇР'onffDкLGenerate Systehкm-related Documeџџџџntationte SysteАкpSupport the deдкvelopment of sysјкtem-related docuџџџџmentationof sys@лfConduct Qualitdлy Gate Review: Oˆлperational Readiџџџџnesse Review: Oєл ЇР'їмŒ{\rtf1\ansi\ansicpg1252\deffџџџџ/$џџConduct Qualit<м0\deflang1033{\fonttbl{\f0\fswis`мs\fprq2\fcharset0 Arial;}} \vie„мwkind4\uc1\pard\f0\fs16 It is reЈмcommended that the development tЬмeam work closely with the custom№мer and with the AT operations grнoup to ensure that all support c8нhecklists are completed. \par \\нpar The Guidelines for Quality €нGate Reviews and the Quality GatЄнe Review Checklist are PMO standџџџџards. \par } the Quality Gatьн^Complete Actioоn Items from Qua4оlity Gate Reviewџџџџ Items from Qua о4{\rtf1\ansi\ansicpg1252\deffџџџџ їЇ!џџe ReviewФо0\deflang1033{\fonttbl{\f0\fswisшоs\fprq2\fcharset0 Arial;}} \vie пwkind4\uc1\pard\f0\fs16 is reco0пmmended that each phase be conclTпuded with the approval of the phxпase deliverables by the appropriœпate project sponsor(s). HoweverРп, some issues may remain before фпapproval can be achieved. \par р \par The Project Manager shoul,рd be aware that lack of approvalPр, and lack of completion of the tрaction items conditional for app˜рroval, place the project at riskМр for meeting its business, functррional, budget, and schedule objeџџџџctives. \par \par } s, functџџџџDeployment functџџџџ ЇР'252\deffџџџџSupportnt functИсм{\rtf1\ansi\ansicpg1252\deffџџџџ їџџ'252\deffмс0\deflang1033{\fonttbl{\f0\fswisтs\fprq2\fcharset0 Arial;}} \vie$тwkind4\uc1\pard\f0\fs16 The AT PHтroject Team, including the devellтopment and operations team, suppтorts the system during a "break-Дтin" or warranty period. The durитation, roles, and responsibilitiќтes for the warranty period may v уary, but in general they are setDу by the operations group, using hуthe platform and architecture asŒу a guide (for example, mainframeџџџџ or client/server). \par } ду\Conduct Qualitјуy Gate Review: Pџџџџroject Closeoutdф{\rtf1\ansi\ansicpg1252\deffџџџџ їуџџloseoutˆф0\deflang1033{\fonttbl{\f0\fswisЌфs\fprq2\fcharset0 Arial;}} \vieафwkind4\uc1\pard\f0\fs16 The Projєфect Closeout Review (also calledх Lessons Learned) process and do<хcumentation guidelines are avail`хable as a PMO standard. \par } џџџџ ntation guidelines are availЈх^Complete ActioЬхn Items from Qua№хlity Gate Reviewџџџџ Items from Qua8ц@Define Procure\цment RequirementџџџџsDefine ProcureЄцNDefine FacilitШцy Readiness RequџџџџirementsFacilit4ч0{\rtf1\ansi\ansicpg1252\deffџџџџ їџџFacilitXч0\deflang1033{\fonttbl{\f0\fswis|чs\fprq2\fcharset0 Arial;}} \vie чwkind4\uc1\pard\f0\fs16 If the eФчnvisioned facility for the systeшчm (as determined by the design) шis different from the current co0шmputing and/or operational envirTшonment, then a set of tasks is rxшequired to determine the gap betœшween the current and needed faciРшlities in terms of networking, cфшomputers, user stations, access щand security. \par \par Facili,щty changes may impact the total Pщcost of ownership (for example, tщnew networking devices and compuџџџџters). \par } or example, Мщ(Facility Readiџџџџness nsi\ansicpg1252\deffџџџџ ЇР'252\deff(ъ6Delivery and Iџџџџnstallation 2\deff”ъа{\rtf1\ansi\ansicpg1252\deffџџџџ їГџџion 2\deffИъ0\deflang1033{\fonttbl{\f0\fswisмъs\fprq2\fcharset0 Arial;}} \vieыwkind4\uc1\pard\f0\fs16 Dependin$ыg upon the architecture and desiHыgn of the business solution, harlыdware and/or software may need tыo be installed. This task dealsДы with the delivery, installationиы, and acceptance of these assetsќы. System administration and net ьwork tasks may also be required Dь(including security aspects suchhь as access protection, passwordsџџџџ, etc.)\par } aspects suchАь6Facility Readiџџџџness Testing2\deffэЈ{\rtf1\ansi\ansicpg1252\deffџџџџ ї+џџting2\deff@э0\deflang1033{\fonttbl{\f0\fswisdэs\fprq2\fcharset0 Arial;}} \vieˆэwkind4\uc1\pard\f0\fs16 It is reЌэcommended that any modificationsаэ to the facility in readiness foєэr the deployment of the technicaюl system be tested prior to inst<юallation of application software`ю. In this manner, any problems „юwith purchased hardware and softЈюware can be more easily detectedЬю and the vendor notified. \par №ю\par It is recommended that tesяting be performed in a sequence 8яfrom the simplest component to t\яhe complete environment. Theref€яore, testing ensures that each cЄяomputer works in a standalone moШяde, in a mode with installed sofьяtware, and in a networked mode. џџџџ \par } e with installed sof4№PConduct QualitX№y Gate Review: CџџџџAR ReviewQualitФ№({\rtf1\ansi\ansicpg1252\deffџџџџ їƒџџwQualitш№0\deflang1033{\fonttbl{\f0\fswis ёs\fprq2\fcharset0 Arial;}{\f1\fn0ёil\fcharset2 Symbol;}} \viewkinTёd4\uc1\pard\f0\fs16 The PMO facixёlitates a review of the CAR and œёsupporting documentation. The goРёal of this review is to ensure tфёhat the materials prepared by thђe project team (Customer and AT),ђ are\par \pard{\pntext\f1\'B7\tPђab}{\*\pn\pnlvlblt\pnf1\pnindenttђ0{\pntxtb\'B7}}\fi-256\li256 Com˜ђplete,\par {\pntext\f1\'B7\tab}МђConsistent,\par {\pntext\f1\'B7рђ\tab}Compliant with standards ofѓ the Business Area, technical st(ѓandards of AT, \par {\pntext\f1Lѓ\'B7\tab}Consistent with corporapѓte, Business Area, and AT priori”ѓties, mission statements, and obИѓjectives, and \par {\pntext\f1\мѓ'B7\tab}Appropriate in the curreєnt and envisioned future operati$єonal and computing environments.џџџџ\par } ioned future operatilєbDetermine Procєurement Needs: TДєechnical Solutioџџџџn ment Needs: TќєZConduct commun ѕications activitџџџџies as plannednŒѕl{\rtf1\ansi\ansicpg1252\deffџџџџ їЛ џџlannednАѕ0\deflang1033{\fonttbl{\f0\fswisдѕs\fprq2\fcharset0 Arial;}{\f1\fnјѕil\fcharset2 Symbol;}} \viewkinіd4\uc1\pard\f0\fs16 Communicatio@іns required prior to deployment dіare determined by the Customer aˆіnd the Business Areas affected. Ќі The communications can include\аіpar \pard{\pntext\f1\'B7\tab}{\єі*\pn\pnlvlblt\pnf1\pnindent0{\pnїtxtb\'B7}}\fi-256\li256 Emails,\<їpar {\pntext\f1\'B7\tab}Notific`їations, and\par {\pntext\f1\'B7„ї\tab}Briefings (either on-site, Јїby team, by facility, by work grЬїoup depending upon the nature of№ї the project and affected busineјss/operational personnel).\par џџџџ\pard\par } affected busine\ј Communicationsџџџџ {\rtf1\ansi\ansicpg1252\deffџџџџ ЇР'252\deffШјDSupport communьјications activiiџџџџtespport communXљX{\rtf1\ansi\ansicpg1252\deffџџџџ їяџџt commun|љ0\deflang1033{\fonttbl{\f0\fswis љs\fprq2\fcharset0 Arial;}} \vieФљwkind4\uc1\pard\f0\fs16 This tasшљk provides for AT Project Team s њupport of the Customer in the im0њplementation of their communicatTњions plan. Examples might includxњe presence at briefings, supportœњ of demonstrations of system funџџџџctionality, etc. \par } portфњ@AT Operations ћSupport ReadinesџџџџsAT Operations џџџџ ЇР'ons tћ:Write Help Desџџџџk instructions рћ{\rtf1\ansi\ansicpg1252\deffџџџџ їgџџctions ќ0\deflang1033{\fonttbl{\f0\fswis(ќs\fprq2\fcharset0 Arial;}} \vieLќwkind4\uc1\pard\f0\fs16 It is repќcommended that the project team ”ќreview the standards of the SystИќem Engineering group (in the AT мќOperation group). \par \par } џџџџ their standards. \par } $§ZWrite SOPs (StH§andard Operationџџџџal Procedures)t§jCoordinate witД§h the AT Operatiи§ons Group for TuџџџџrnoverT Operati ў6Support Faciliџџџџty ReadinesswitŒў {\rtf1\ansi\ansicpg1252\deffџџџџ їЛџџnesswitАў0\deflang1033{\fonttbl{\f0\fswisдўs\fprq2\fcharset0 Arial;}} \vieјўwkind4\uc1\pard\f0\fs16 This tasџk provides for the AT Project Te@џam to support personnel responsidџble for installing and testing tˆџhe facilties in readiness for thЌџe system(s) deployment. \par } џџџџ acilties in readiness for thєџ>Define Development EnvironmentџџџџDefine Develop`@Prepare Develo„pment EnvironmenџџџџtPrepare Develo№x{\rtf1\ansi\ansicpg1252\deffџџџџ їWџўџe Develo0\deflang1033{\fonttbl{\f0\fswis8s\fprq2\fcharset0 Arial;}{\f1\fn\il\fcharset2 Symbol;}} \viewkin€d4\uc1\pard\f0\fs16 The developmЄent activities can not initiate Шwithout a development environmenьt that supports the technical solution. This may involve\par \4pard{\pntext\f1\'B7\tab}{\*\pn\pXnlvlblt\pnf1\pnindent0{\pntxtb\'|B7}}\fi-256\li256 Installation o f the required hardware,\par {\Фpntext\f1\'B7\tab}Installation oшf system software,\par {\pntext \f1\'B7\tab}Receipt, installatio0n, and setup of the development Ttools (such as configuration manxagement, project document manageœment, testing, coding and debuggРing, etc.)\par {\pntext\f1\'B7\фtab}Connectivity to the development and test environments for th,e project team, and\par {\pntexPt\f1\'B7\tab}Sysadmin activitiest to ensure access for the projec˜t team (with security issues addџџџџressed)\par \pard\par } ojecрhProcurement of h/w, s/w for De(velopment Enviroџџџџnments/w for Deџџџџ ЇР'viroџџџџUnit Test ofИHDevelop High Lмevel Project Schџџџџedulelop High LHќ{\rtf1\ansi\ansicpg1252\deffџџџџ їџљўџp High Ll0\deflang1033{\fonttbl{\f0\fswiss\fprq2\fcharset0 Arial;}{\f1\fnДil\fcharset2 Symbol;}} \viewkinиd4\uc1\pard\f0\fs16 The project ќschedule that is produced at thi s stage should \par \pard{\pnteDxt\f1\'B7\tab}{\*\pn\pnlvlblt\pnhf1\pnindent0{\pntxtb\'B7}}\fi-25Œ6\li256 Be based upon the PMO stАandard WBS and the Guidelines Grдid (see PMO web site for standarјds)\par {\pntext\f1\'B7\tab}Include deliverables and milestones@ \par {\pntext\f1\'B7\tab}Includde task dependencies to manage rˆisk and determine the project's Ќcritical path, and\par {\pntextа\f1\'B7\tab}Include "management єreserve" (extra time and/or effo rt) for tasks that contain risk < in terms of requirements, depend` encies, technology insertion, etџџџџc. \par \pard\par \par } Ј DAnalysis of AcЬ ceptance Test neџџџџedsalysis of Acџџџџ 5.4.3is of Acџџџџ hіўџis of Ac\ JVerification o€ f Acceptance Tesџџџџt Planication oџџџџ 5.4.6ance Tesџџџџ h[ѕўџance Tes VEstablish the 4 Acceptance Test џџџџEnvironnmenthe | LWrite Service   Level Agreementsџџџџ (SLAs)Service ј{\rtf1\ansi\ansicpg1252\deffџџџџ ї;єўџService 0 0\deflang1033{\fonttbl{\f0\fswisT s\fprq2\fcharset0 Arial;}} \viex wkind4\uc1\pard\f0\fs16 It is reœ commended that the project team Р review the standards of the Systф em Engineering group (in the AT џџџџOperation group). \par } Syst, DSign off on ReP quirements Documџџџџentgn off on Re˜ FSupport RequirМ ements Documentaџџџџtionport Requir(p{\rtf1\ansi\ansicpg1252\deffџџџџ їђўџt RequirL0\deflang1033{\fonttbl{\f0\fswisps\fprq2\fcharset0 Arial;}} \vie”wkind4\uc1\pard\f0\fs16 This actИivity supports the definition ofм business solution requirements (by the Customer's representativ$es, the SMEs) through parallel aHnalysis, and - if needed - knowlledge transfer of process analysis and process documentation techџџџџniques. \par } cess analysiи8External Desigџџџџn DevelopmentdeffD{\rtf1\ansi\ansicpg1252\deffџџџџ ї№ўџpmentdeffh0\deflang1033{\fonttbl{\f0\fswisŒs\fprq2\fcharset0 Arial;}} \vieАwkind4\uc1\pard\f0\fs16 Dependinдg upon the technologies and deveјlopment teams involved, the methods and tools for developing the@ External Design may vary. \par џџџџ } tools for developing theˆLEstablish the ЌSystem Test Enviџџџџronmentish the є0Project Time Aџџџџccountingh the `ќ{\rtf1\ansi\ansicpg1252\deffџџџџ їчэўџgh the „0\deflang1033{\fonttbl{\f0\fswisЈs\fprq2\fcharset0 Arial;}} \vieЬwkind4\uc1\pard\f0\fs16 The Proj№ect Manager sets up the infrastructure allowing the project team8 members to enter their time wor\ked on the project. \par \par €In the current AT environment, tЄhis is accomplished by entering Шthe project WBS into Synergy, noьtifying the project team members about the correct WBS elements 4to use, and monitoring the time Xentered by members of the projecџџџџt team for accuracy. \par }  .Project Communџџџџicationssicpg1252\deff 4{\rtf1\ansi\ansicpg1252\deffџџџџ ї;ыўџsicpg1252\deff00\deflang1033{\fonttbl{\f0\fswisTs\fprq2\fcharset0 Arial;}} \viexwkind4\uc1\pard\f0\fs16 The Projœect Manager may be required to wРrite or deliver briefings and/orф reports on the project to Amtrak management, executives, the sy,stem users, the affected businesџџџџs units, etc. \par } , the syt0Project Plan Mџџџџanagementcpg1252\deffрф{\rtf1\ansi\ansicpg1252\deffџџџџ їgщўџtcpg1252\deff0\deflang1033{\fonttbl{\f0\fswis(s\fprq2\fcharset0 Arial;}} \vieLwkind4\uc1\pard\f0\fs16 The Projpect Manager monitors the progres”s of the project in accordance tИo the Project Plan (schedule). мThe Project Manager updates the Project Plan with the progress o$f the project team to keep it upH-to-date and accurate as far as lwork in progress (such as percent complete), start dates, end daДtes, milestone completions, etc.и \par \par Through earned valuќe analysis, the variances of sch edule, cost, and work can be calDculated. This is used to forecasht the cost to completion, to forŒecast delivery dates, and to forАecast the amount of work that caдn be accomplished with a static јschedule or cost. \par \par \pџџџџar } omplished with a static @*Define Staffinџџџџg Plani\ansicpg1252\deffЌР{\rtf1\ansi\ansicpg1252\deffџџџџ ї›хўџansicpg1252\deffа0\deflang1033{\fonttbl{\f0\fswisєs\fprq2\fcharset0 Arial;}{\f1\fnil\fcharset2 Symbol;}} \viewkin<d4\uc1\pard\f0\fs16 A staffing p`lan includes an \par \pard{\pnt„ext\f1\'B7\tab}{\*\pn\pnlvlblt\pЈnf1\pnindent0{\pntxtb\'B7}}\fi-2Ь56\li256 Evaluation of the requi№red skills for the project,\par  {\pntext\f1\'B7\tab}Evaluation 8of the number of resources of ea\ch skill category for each proje€ct phase, with a "ramp-up" and "Єramp-down" slope to represent hiШring and re-assignment time periьods,\par {\pntext\f1\'B7\tab}Gap analysis of skills needed and 4available internal resources, anXd\par {\pntext\f1\'B7\tab}Plan |for obtaining required skills, i ncluding cost and timing. \par џџџџ} obtaining required skills, iшdDetermine Proc urement Needs: U0ser Acceptance Tџџџџestent Needs: Uœœ{\rtf1\ansi\ansicpg1252\deffџџџџ їЋсўџptance TР0\deflang1033{\fonttbl{\f0\fswisфs\fprq2\fcharset0 Arial;}} \viewkind4\uc1\pard\f0\fs16 he Devel,opment Test Environment, as descPribed in the Test Plan, may requtire procurement of hardware (suc˜h as a server), system software Мand/or databases, and test toolsр (such as trouble ticket trackin g, software configuration manage( ment, capture/replay automated tџџџџesting, etc.). \par \par } p \Determine Proc” urement Needs: Dџџџџevelopment Test!˜{\rtf1\ansi\ansicpg1252\deffџџџџ їGпўџnt Test$!0\deflang1033{\fonttbl{\f0\fswisH!s\fprq2\fcharset0 Arial;}} \viel!wkind4\uc1\pard\f0\fs16 The Deve!lopment Test Environment, as desД!cribed in the Test Plan, may reqи!uire procurement of hardware (suќ!ch as a server), system software " and/or databases, and test toolD"s (such as trouble ticket trackih"ng, software configuration managŒ"ement, capture/replay automated џџџџtesting, etc.). \par } anagд"6Develop Trainiџџџџng Materials2\deff@#({\rtf1\ansi\ansicpg1252\deffџџџџ їнўџials2\deffd#0\deflang1033{\fonttbl{\f0\fswisˆ#s\fprq2\fcharset0 Arial;}} \vieЌ#wkind4\uc1\pard\f0\fs16 Trainingа# Materials are designed and deveє#loped in accordance with the Tra$ining Plan. Note: the Human Res<$ources Department may provide as`$sistance with training materialsџџџџ. \par } tment may provide asЈ$BIntegrate AT TЬ$echnical Standarџџџџdsntegrate AT T8%@{\rtf1\ansi\ansicpg1252\deffџџџџ їлўџate AT T\%0\deflang1033{\fonttbl{\f0\fswis€%s\fprq2\fcharset0 Arial;}} \vieЄ%wkind4\uc1\pard\f0\fs16 The AT DШ%epartment has technical standardь%s from the Architecture Group an&d the Operations Group. The tec4&hnical solution must meet these X&standards in the use of hardware|& and softwaer components, the se &lection of vendor-supplied compoФ&nents, and in the operational suш&pport demands. \par \par The p 'roject team has members from the0' AT System Engineering group andT' the Architecture Group to assix'st in achieving compliance with œ'these standards. \par \par } џџџџn achieving compliance with ф'BIntegrate AT T(echnical Standarџџџџdsntegrate AT Tt(D{\rtf1\ansi\ansicpg1252\deffџџџџ їгзўџate AT T˜(0\deflang1033{\fonttbl{\f0\fswisМ(s\fprq2\fcharset0 Arial;}} \vieр(wkind4\uc1\pard\f0\fs16 The AT D)epartment has technical standard()s from the Architecture Group anL)d the Operations Group. The tecp)hnical solution must meet these ”)standards in the use of hardwareИ) and softwaer components, the seм)lection of vendor-supplied compo*nents, and in the operational su$*pport demands. \par \par The pH*roject team has members from thel* AT System Engineering group and* the Architecture Group to assiД*st in achieving compliance with и*these standards. \par \par \paџџџџr } hieving compliance with +RPerform Total D+Cost of Ownershiџџџџp Analysisotal Œ+‚Define applicaА+ble standards foд+r project activiј+ties, deliverablџџџџesroject activi@,6Develop Logicaџџџџl Data Modelicaˆ,<Develop the Phџџџџysical Database‚ƒўџџџ…†‡ˆŠ™‹ŒŽ‘’“”•–—˜šП›œžŸ ЁЗЃЄЅІЇЈЉЊЋЌ­ЎЏАБВГДЕЖўџџџИЙКЛМНОРўџџџСТУФХЦЧШЩЪЫЬЭЮЯаўџџџвгдежзиўџџџџџџџџџџџџџџџџџџџџџџџџџџџџџџџџџџџџџџџџџџџџџџџџџџџџџџџџџџџџџџџџџџџџџџџџџџџџџџџџџџџџџџџџџџџџџџџџџџџџџџџџџџџџџџџџџџџџџџџџџџџџџџџџџџџџџџџџџџџџџџџџџџџџџџџџџџџџџџџџџ<@  !"#$%&'()*+,-./89:;<=>?@ABCDEFGHIJKLMNOP€џџ<@  !"#$%&'()*+,-./89:;<=>?@ABCDEFGHIJKLMNOP€џџ<@  !"#$%&'()*+,-./89:;<=>?@ABCDEFGHIJKLMNOP€*уx‡џџџџџџџџ џџџџџџџџџџџџџџџџ˜ъ˜ъР†уџџџџџџџџџџџџџџџџџџџџџџџџЊ†џџџџџџџџР†уџџџџ SР SР BCDEFGHIJKLMNOPџџџџџяџџџџџџ D`"šx‡џџџџџџџџ  џџџџШШР†`"šџџџџџџџџџџџџџџџџџџџџџџџџО†џџџџџџџџ€ Р†уџџџџ М МћџџџCDEFGHIJKLMNOPџџџџџяџџџџџџ‡€€џџџ Dи'‰x‡џџџџџџџџ џџџџKKР†и'‰џџџџџџџџџџџџџџџџџџџџџџџџT†џџџџџџџџ€Р† џџџџыAыAGџџџCDEFGHIJKLMNOPџџџџџяџџџџџџ‡€€лўџџ DZи'ˆx‰џџџџџџџџ  џџџџРРРˆи'ˆџџџџџџџџџџџџџџџџџџџџџџџџ^†џџџџџџџџ€Рˆ Œи'‡SSУћџџCDEFGHIJKLMNOPџџџџџяџџџџџџ‡€3ћџџ DZи'‡xˆџџџџџџџџ џџџџРРР‡и'‡џџџџџџџџџџџџџџџџџџџџџџџџ^†џџџџџџџџ€Р‡ ‰и'†SSЋјџџCDEFGHIJKLMNOPџџџџџяџџџџџџ‡€јџџ DZи'†x‡џџџџџџџџ џџџџРРР†и'†џџџџџџџџџџџџџџџџџџџџџџџџh†џџџџџџџџ€Р† ˆџџџџSSsєџџCDEFGHIJKLMNOPџџџџџяџџџџџџ‡€уѓџџ DZи'‰xŒџџџџџџџџ  џџџџРРР‰и'‰џџџџџџџџџџџџџџџџџџџџџџџџh†џџџџџџџџ€Р‰ и'ˆSS_№џџCDEFGHIJKLMNOPџџџџџяџџџџџџ‡€ЯяџџDZŒxџџџџџџџџ џџџџXXРŒŒџџџџџџџџџџџџџџџџџџџџџџџџr†џџџџџџџџ€РŒа и'‰РдРдЋяџџCDEFGHIJKLMNOPџџџџџяџџџџџџ‡€яџџ DШŒxџџџџџџџџ  џџџџРŒШŒџџџџџџџџџџџџџџџџџџџџџџџџr†џџџџџџџџ€РŒ€%џџџџ h hЛыџџCDEFGHIJKLMNOPџџџџџяџџџџџџ‡€€+ыџџ DZ ‰Рџџџџџџџџ€% џџџџ` ` Р‰ ‰џџџџџџџџџџџџџџџџџџџџџџџџ|†џџџџџџџџ€Р‰ и'ˆSSуъџџCDEFGHIJKLMNOPџџџџџяџџџџџџ‡€Sъџџ  D`"—€%џџџџџџџџ  џџџџЏЏШŒ`"—џџџџџџџџџџџџџџџџџџџџџџџџš†џџџџџџџџ€ШŒЈ›џџџџ€•Ї€•Ї/ъџџCDEFGHIJKLMNOPџџџџџяџџџџџџ‡€€Ущџџ DZ€%ŒЈŽџџџџџџџџ@  џџџџ` ` ШŒ€%ŒџџџџџџџџџџџџџџџџџџџџџџџџЄ†џџџџџџџџ€ШŒ`"ŽШŒSSшџџCDEFGHIJKLMNOPџџџџџяџџџџџџ‡€ячџџ DZ€%Œ€%џџџџџџџџ  џџџџ` ` ШŒ€%ŒџџџџџџџџџџџџџџџџџџџџџџџџЄ†џџџџџџџџ€ШŒШŽШŒSSЫчџџCDEFGHIJKLMNOPџџџџџяџџџџџџ‡€;чџџ DZ@”ˆ•џџџџџџџџ  џџџџРР@“@”џџџџџџџџџџџџџџџџџџџџџџџџЄ†џџџџџџџџ€@“ˆ–@“SSчџџCDEFGHIJKLMNOPџџџџџяџџџџџџ‡€ЋцџџDZ`"`"Žџџџџџџџџ lџџџџ` ` Ј`"џџџџџџџџџџџџџџџџџџџџџџџџЄ†џџџџџџџџ€ЈЈЈSS‡цџџCDEFGHIJKLMNOPџџџџџяџџџџџџ‡€цџџDZ`"Јџџџџџџџџ lџџџџРР`"Ž`"џџџџџџџџџџџџџџџџџџџџџџџџЄ†џџџџџџџџ€`"ŽЈ“`"ŽSSїхџџCDEFGHIJKLMNOPџџџџџяџџџџџџ‡€‹хџџDZЈЈ“џџџџџџџџ Wџџџџ` ` `"ЈџџџџџџџџџџџџџџџџџџџџџџџџЎ†џџџџџџџџ€`"`"“`"SSgхџџCDEFGHIJKLMNOPџџџџџяџџџџџџ‡€ћфџџDZЈШŽџџџџџџџџ  џџџџ@@€%ŒЈџџџџџџџџџџџџџџџџџџџџџџџџИ†џџџџџџџџ€€%Œ`"Ž€%ŒSSЛтџџCDEFGHIJKLMNOPџџџџџяџџџџџџ‡€Oтџџ DЈ€%џџџџџџџџ   џџџџ  ШŒЈџџџџџџџџџџџџџџџџџџџџџџџџТ†џџџџџџџџ€ШŒ`"Žџџџџ."."ѓнџџCDEFGHIJKLMNOPџџџџџяџџџџџџ‡€€cнџџ DZ`"—Јšџџџџџџџџ AџџџџРР`"–`"—џџџџџџџџџџџџџџџџџџџџџџџџЬ†џџџџџџџџ€`"–Ј›`"–ІІнџџCDEFGHIJKLMNOPџџџџџяџџџџџџ‡€gмџџDZШŒа џџџџџџџџ  џџџџААŒШŒџџџџџџџџџџџџџџџџџџџџџџџџЬ†џџџџџџџџ€Œ€%ŒРдРдoкџџCDEFGHIJKLMNOPџџџџџяџџџџџџ‡€пйџџDZ`"–Ј—џџџџџџџџ џџџџРР`"•`"–џџџџџџџџџџџџџџџџџџџџџџџџж†џџџџџџџџ€`"•Јš`"•LLSиџџCDEFGHIJKLMNOPџџџџџяџџџџџџ‡€Ÿзџџ"DZ`"šЈ›џџџџџџџџ AџџџџРР`"—`"šџџџџџџџџџџџџџџџџџџџџџџџџш†џџџџџџџџ€`"—Јœ`"—SS‡дџџCDEFGHIJKLMNOPџџџџџяџџџџџџ‡€дџџ# D8ЁЈœџџџџџџџџ  џџџџ№U№U`"š8ЁџџџџџџџџџџџџџџџџџџџџџџџџЌџџџџџџџџ€`"šуџџџџ€Эї€ЭївџџCDEFGHIJKLMNOPџџџџџяџџџџџџ‡€€Gвџџ$DZЈ›`"œџџџџџџџџ` џџџџ` ` `"šЈ›џџџџџџџџџџџџџџџџџџџџџџџџьџџџџџџџџ€`"šЈ`"šSSsаџџCDEFGHIJKLMNOPџџџџџяџџџџџџ‡€аџџ'DZ`"›Јœџџџџџџџџ mџџџџРР`"š`"›џџџџџџџџџџџџџџџџџџџџџџџџьџџџџџџџџ€`"šЈ`"šІІ7ЭџџCDEFGHIJKLMNOPџџџџџяџџџџџџ‡€ЫЬџџ% D@Јœџџџџџџџџ  mџџџџ 5 5`"š@џџџџџџџџџџџџџџџџџџџџџџџџіџџџџџџџџ€`"šуџџџџzzлШџџCDEFGHIJKLMNOPџџџџџяџџџџџџ‡€€oШџџ*DZ@@žџџџџџџџџ Meџџџџ` ` ˆ@џџџџџџџџџџџџџџџџџџџџџџџџџџџџџџџџ€ˆˆЁˆSSwЦџџCDEFGHIJKLMNOPџџџџџяџџџџџџ‡€чХџџ,DZ8žˆЁџџџџџџџџ  Mџџџџ@8žџџџџџџџџџџџџџџџџџџџџџџџџџџџџџџџџ€@№#Ё@љљЫУџџCDEFGHIJKLMNOPџџџџџяџџџџџџ‡€€;Уџџ -DZ8Ё№#Ёџџџџџџџџ !џџџџРР8ž8Ёџџџџџџџџџџџџџџџџџџџџџџџџџџџџџџџџ€8ž№#Ђ8žІІЗПџџCDEFGHIJKLMNOPџџџџџяџџџџџџ‡€'Пџџ!. 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X0 W0 џџ џџџџџџџџџџЌ!@" dCostTemplate 1lt—"P-А~ю P-4К +ёw4К4К‘Earned Value 1lt—"P-А~ю P-4К +ёw4К4КExternallate 1ltalue~ю P-4К +ёw4К4КInserted Projecttlue~ю P-4К +ёw4К4КMilestoneate 1lt Project P-4К +ёw4К4КSummaryplate 1lteroject P-4К +ёw4К4К}Trackinglate 1lteroject P- 4К +ёw4К 4КbWBS Template 1ltroject P- 4К +ёw4К 4КIWorkTemplate 1ltroject P- 4К +ёw4К 4К@  ЋE@0Р-!ZЧвhжЬАlE@0 БНЩ?0ўџџџџИ†џџџџhoma0(М4Network Diagўџџџџџџџџhoma<Д!ЖДтГў@  ID:џџџџhomah0ўџџџџTotal Cost:atЖ`ЕI5эwI Лў@ џџџџhomaˆ{ ˆ‘&0\#0ВЕЕ„љwwўџџџџ Fixed:homa(Мhю0­!И(Мhx !Иў@ шД!я+00cR0€ІQ0єД€ІQ0@і МИ0cR00Е№+0cR0ўџџџџActual:B0cR0,ЁQ0HК@і Й ЙЁЛ00ьИ~e;0ў@ Ж 0h ШЙрКpЙ !8ЖUШ?0h ШЙўџџџџ Baseline:ИЩп“0I ЛЙдЖў@ џџџџDiagramg~у+0€ЛTЈзLИTХОЋ0џџџџўџџџџџџRemaining:+ёwюBиюBи „ џџџчмЗџџџч0ў @ TahomaЙџџџџXЙ0Л0Лўџџџџ Variance:ж<hs „ 4Йгf0ЈзXзXзўз @ hspз>ю8КщЁ0hs%Ђ0˜ˆŸi0ў@  ЋE@0Р-!vігhзЬАlE@0 БНЩ?0ўџџџџИ†џџџџhoma0(М4Network Diagўџџџџџџџџhoma<Д!ЖДтГў@ BAC:џџџџhomah0ў @ BCWP:џџhomatЖ`ЕI5эwI Лў@ ID:џџџџhomaˆ{ ˆ‘&0\#0ВЕЕ„љwwў@ EAC:џџџџhoma(Мhю0­!И(Мhx !Иў @ BCWS:!я+0‡R0€ІQ0єД€ІQ0@і МИ‡R00Е№+0є†R0ў @ SV:GыB0є†R0,ЁQ0HК@і Й ЙЁЛ00ьИ~e;0ўЙ@ VAC: 0h ШЙрКpЙ !8ЖUШ?0h ШЙўx@ ACWP:џџe:ИЩп“0I ЛЙдЖўS@ CV:џџџџDiagramg~у+0€ЛT˜!зLИTХОЋ0џџџџўџџ@  ЋE@0Р-!"\дhзЬАlE@0 БНЩ?0ўџџџџИ†џџџџhoma0(М4Network Diagў#@ Start: oma<Д!ЖДтГ@ ID: џџhomah0ў$@ Finish: omatЖ`ЕI5эwI Л@ Dur:џџџџhomaˆ{ ˆ‘&0\#0ВЕЕ„љwwўT@ Project:homa(Мhю0­!И(Мhx !ИўџџџџшД!я+0„‡R0€ІQ0~у+0 Й Й Й ЕНю+0Pi! 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