Seven Keys to Ensure Successful Windows 7 Deployment
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- Elisabeth Barnett
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1 Seven Keys to Ensure Successful Windows 7 Deployment Managing the Process & People around the Technology WHITE PAPER Introduction With the upcoming release of Windows 7, most organizations are now faced with a challenge as they haven t undertaken a major Windows deployment within the past six to eight years. While this span of time without major change may have provided a sense of stability and comfort to end users, it also makes the next deployment all the more difficult. Many of the lessons learned from the previous deployment may have been lost or long forgotten since many, if not all, of those involved may no longer be with the organization. All of the pain points, identification of breakdowns and roadblocks, and suggestions for improvement likely have been relegated to the bottom of some file cabinet or are stored in some old network folder that no one remembers. The vital success factor that is often learned and then lost is the fact that any deployment is as much an exercise is managing change and process as it is in managing technology. One cannot exist independent of the other and the degree to which an organization considers the people and organizational issues impacting any deployment directly affects the results of the implementation. This is a major reason why nearly half of all IT projects fail to meet their business objectives. The failures are largely not the result of ineffective technology; rather, they can be attributed to resource number of non-technical issues. There are seven deliberate and simple process points that can be taken to reduce the risk of project failure. Implementing these steps into your deployment planning process will contribute to higher end-user satisfaction, increased team performance and precise project delivery. These process points are as follows: Creating an Effective Teaming and Planning Environment Ensuring Open Communication Channels Setting Clear Objectives & Defining Key Metrics Setting Reasonable & Realistic Expectations Clearly Defining IT Processes Easing the Fear of Change Marketing the Benefits to the End User
2 Seven Key Windows 7 Process Points 1. Creating an Effective Teaming and Planning Environment Any deployment will bring together many diverse groups within an organization, all with their own viewpoints, ideas, and political as well as technical agendas. The ability of these groups to meet, communicate, plan, and come to a productive consensus will play the largest part in determining the success of the deployment. Simply put, if you don t get along and play nice, you ll never be able to document the detail needed in terms of defining tasks, resources, costs, and technical requirements. Deployment projects that that are at risk will typically show the following symptoms: Existence of silos, particularly between IT departments resulting in lack of information share. Lack of role clarity among team members allowing some members to dominate discussions and others to be passive Persistent and unproductive conflict among certain members Lack out output and consensus in terms of project plans, milestones, and measurements These issues can be resolved by proactively setting up guidelines and rules for team behavior. These guidelines should be championed by the highest ranking project sponsor to ensure that they properly enforced and adhered to. Some of the measures that should be taken include: Holding a Kickoff Meeting to review the broad purpose and objectives of the team. This is also the time appeal to the higher purpose of the deployment and emphasize that the goals of the organization outweigh the goals of any individual or department Developing a Team Charter to delineate roles, responsibilities, key stakeholders, interdependencies, team mission, and anticipated barriers. A Team Charter lays the foundation for a strong team by defining the roles, responsibilities and strengths of the project team Incorporating the use of validated tools, brainstorming and envisioning sessions, peer feedback/knowledge exchange meetings and end user surveying measures to increase the effectiveness of the implementation Using a SharePoint portal to establish a secure project portal to house the work product, operational documentation and deliverables for the project. Typical content includes internal administrative documents, contact lists, status reports, project financials, forms, templates, fixes, links and other tools One tool that can be used is a Preparation and Planning table which links all of the planning steps with the appropriate deployment outcome. Completing this table in a group setting is a rather simple and straightforward exercise which, aside from mapping key aspects of the deployment, has the added benefit of building consensus within the deployment team and getting things off to a solid start. Below is an example of a Deployment Preparation and Planning table: Preparation Planning Build and Deployment Initial Project Plan Provide Detailed Project Plan Application Testing and Certification Team Charter Define Financial and Operational Objectives Departmental Certification Key Success Metrics Technology Strategy Software Package Creation Pilot Profile Sessions Develop Architectural Design Image Build End-User Survey Planning Vendor Collaboration Hardware/Training Develop Technical Design (group policy, software distribution, security and remote access) Define Migration and Implementation Plan Training Delivery Hardware Upgrade and Deployment Scope Validation Tool Selection Application Deployment Timeline and Budget Travel plan Knowledge Transfer Test Implementation Plan Develop Awareness Campaign Identify Repeatable Methodologies Submit Documentation and Status Reports Training Coordination Hardware Upgrade Coordination Technical Support User Acceptance and Documentation End-User Communication Knowledge Transfer, Methodology and Documentation Hand-off CDC Global Services White Paper 1
3 2. Ensuring Open Communication Channels Proper and teaming within the project is a great start, but you also need to be sure to include the lines of business and a representative sample of end users. After all, their satisfaction and adoption will ultimately decide the success of the deployment. As part of the deployment plan, the team should determine a strategic and tactical Communication Plan which focuses on interactions with the end user community and key stakeholders. The pitfalls that typically result from poor external include: User input that is lacking or poor, resulting in little understanding of their needs Lack of tactical and strategic s related to the project; sponsor(s) fails to inform key stakeholders of impending change No structure is in place to ensure consistent s to relevant stakeholders Failure to communicate WIIFM (what s in it for me) to persons or departments affected by the change Loss of trust and confidence from the persons or departments affected by the change Below is an effective s plan template: WHO WHY WHAT HOW WHEN Stakeholder Individual(s) who will conduct the Audience Groups targeted for the Objective Desired outcome of communicating with the group Content Key messages to include in the Medium Identification of the methods and tools Timing Deadlines set for the AND Frequency Scheduled occurrences of Identify the person or group that has ownership and accountability for driving the effort. Directors Leadership Project Team Specific Person Specific Group In order to anticipate response and frame the message, know the audience s background, motivations, familiarity with topic, and preferences. Mgt. Team Clients Other Depts. Specific Person or Group Consider what the group will do, know or feel following the. Gain commitment and motivation Induce action Explain a concept Justify an approach Celebrate progress Prepare the style and interpersonal skills that will enhance key messages and achieve the audience objective. Planned goals for the change The reasons for the change Expectations of the group Group feedback Consider a variety of mediums for key messages. Leverage what currently works well within the environment. Staff Meeting Town Hall Meeting Face-to-face Newsletters Telephone Month of Week of Day of AND Quarterly Monthly Weekly One time Ad hoc One of the most overlooked forms of end user feedback is the satisfaction survey process. Ideally, during an enterprise-wide migration, a three-phased approach should be taken with end user surveying. First, a baseline measurement should be obtained to discern end user attitudes pre-deployment. Second, an interim survey should be taken to obtain feedback regarding proposed changes to improve upon. Third, a post deployment survey should be distributed to measure user satisfaction and measure organizational change based on the upgrade. CDC Global Services White Paper 2
4 3. Setting Clear Objectives & Defining Key Metrics Once you have set the ground rules for how the deployment team will communicate with each other and with the rest of the organization, the next step is to ensure that that you properly define what it is that you are doing, how you will do it, and what the end result will be. Poorly set objectives and metrics will result in the following: Inability to articulate the reasons driving the project and what business outcomes the particular project/initiative should affect Resistance to or inability to complete Key Success Factors A drawn out design/development stage due to constant loop-back to determining User and System Requirements Ensure that you have the proper amount of detail in your objectives and measurement standards which should include: Risk Table to identify the severity, probability and impact of each risk on the organization Project schedule with major milestones Interdependencies between the existing infrastructure and deployment of Windows 7 Impact on infrastructure architecture including network and system security Impact on applications including migration strategies Impact on support and administration processes including software distribution, security administration and enterprise system management Impact on end users and the organization Readiness Assessment to identify process and technology that will need to be changed to accommodate Windows 7 Below is a simple framework to use for linking deployment Objectives, Metrics, and Measurements. Objective Metric Measurement Business Applications Certified Application Testing Application tests and checklists completed successfully. Cost Containment Project Budget Project completed within budget constraints Achieve Engineered State All locations successfully migrated to Windows 7 by XX Users migrated and have access to all data, tested and certified applications and . Deployment teams and Lines of Business work as a cohesive project team Process Framework Test Methodology and Procedures Change Management Defined toolset including Templates, software, etc. All locations are completed Reusable for other projects and initiatives. Completion of deliverables. Signoff by site representative 100% compliance Signoff by site representative Team satisfaction Mutually agreed to ground rules, roles and responsibilities, task assignment and project objective that will be created by evaluating individual capabilities. Support Services Group successful Client Satisfaction End of deployment survey Minimal disruption to clients Client satisfaction End of deployment survey Communications Centralized Project Data available to all stakeholders All s will be handled through the SharePoint portal CDC Global Services White Paper 3
5 4. Setting Reasonable & Realistic Expectations It is one thing to set objectives and establish metrics, but it s another to ensure that they are realistic and obtainable. Are your timeframes, budgets, and resources requirements really in line with what you and your project team can do? This is an area where careful thought is needed, brutal honesty is required and egos need to be checked at the door. Discovering in the middle of a deployment that you are behind the eight ball in some area is not a place where you or your project team wants to be no one likes late projects that are over budget. Here are a few areas where expectations are not always reasonable: Do you have enough IT resources to do the job in the time provided? Do your resources have the technical capabilities necessary? Has the work load imposed on other departments within IT been properly estimated? One area that should be of particular concern is technical expertise. Do you have the knowledge and ability in house to pull off a major deployment? If it has been six to eight years since the last major deployment, the odds are that there are knowledge gaps within your technical staff. Again, the egos need to be set aside and the situation must be carefully assessed. It may be a wise strategic decision to bring in an outside firm to review your staff, infrastructure and overall readiness for a major deployment. The cost of a deployment planning workshop is minimal compared to the budget for a major deployment, will help you identify your exposure areas prior to project launch, and will more than likely save you money in the long run. Outside of those directly involved in the deployment, other areas of IT will see changes to their workload. This can range from a spike in Service Desk calls to back logs on other projects as resources are rededicated to deployment planning and preparations. In any case, you may need to add resources to augment your existing staff temporarily. 5. Clearly Defining IT Processes The deployment of Windows 7 will eventually encompass nearly every area of the IT organization. The ability of your organization to function effectively and carry out critical processes very often makes the difference between hitting critical milestones and keeping costs in check. IT organizations with poorly defined processes will have the following in common: Little or no documentation exists. There is no way for consistent execution to take place without documented SOP s No operational metrics have been instituted. This gets back to the old adage You can t manage what you can t measure No clear owner, or secondary owner, for processes and procedures. Currently operating in a firefighting mode Before you embark on your Windows 7 deployment, benchmarking your current IT processes vs. ITIL and other best practice frameworks will identify those areas where you may be lacking and will allow you to integrate mitigation plans for those areas into your project. If your IT processes are poor, it may not be realistic to fix them all before the deployment, but identifying these areas and planning around them is essential to ensure project success. One of the more underutilized IT assets during a deployment is the Service Desk. Since the Service Desk is the single point of contact for end-users and serves as the first line of defense for IT, this is where incidents and problems are first tracked and identified. If there are issues inherent with the deployment, this is where they will be most easily captured. Incorporating the Service Desk as a stakeholder in your deployment and being able to quickly respond and act on project issues identified plays a large role in the overall satisfaction of your deployment. A tightly integrated Service Desk is also an excellent source for project s that can be utilized as part of your overall s plan. Prior to a Windows 7 deployment, assessing the Service Desk s readiness to accept the additional support responsibilities inherent in a Windows 7 deployment will identify areas for improvement. Addressing these in advance of the deployment will avoid frustration between the project team and the Service Desk and will mitigate the chance of client dissatisfaction with the project or newly deployed software. 6. Easing the Fear of Change One of the biggest obstacles to any deployment is simply the fear of change. If the current Windows desktop has been in place for several years, your end users have no doubt become very comfortable with their computer and how it works. Over the years they have learned all of the ins and outs and have become used to their favorite features. There will naturally be a level of resistance to implementing Windows 7 simply because it is different and new. If the fear of change is allowed to persist, you can expect the following: Sponsors and/or key stakeholders show signs of significant resistance to change, taking on many forms such as being outwardly resistant (vocally unsupportive), through subtle reactions, or passive resistance CDC Global Services White Paper 4
6 Adoption of the Status Quo / If it ain t broke philosophies Expectations not being articulated by relevant stakeholders Expectations about change are not communicated The key to mitigating this resistance is to openly acknowledge it, talk about it and then mitigate it. Many employees will not be open to expressing their fear or negative feelings, so you will need to draw those out and provide the appropriate solutions. Below are some actions to take to promote positive change: Conduct a Change Readiness Assessment to anticipate the potential change resistors and issues and develop specialized strategies Complete a convincing case for the change to Windows 7. Detail how it will help the organization as a whole and the individual end user Insist that all owners and sponsors actively promote the change. If the leaders within your organization don t appear to be onboard, then you can t expect anyone else to be Communicate that end user training will be made available. This will provide a comfort level and ease anxiety Use a SharePoint portal or other collaboration tool to provide high level project status and milestone successes 7. Marketing the Benefits to the End User Whether it is a deployment to Windows 7 or anything else, everyone wants to know what s in it for them. And if you want them to go along with what you are selling, you had better give it to them. Something that puts the goals of increased productivity, increased operational efficiency, and reduced support costs into a format that speaks to the day to day world of the end user. Developing a Windows 7 Awareness Campaign provides clear, concise, predictable s to the end user community throughout the deployment process. This campaign ensures that end users experience and perception of the process are positive. In addition, this method enables an effective way for IT to influence the end users to complete any tasks related to the migration. The development of the Windows 7 Awareness Campaign should begin in the early planning stages. The deployment team should solicit input from key stakeholders on the timeline and delivery mechanism for s appropriate to the organizations environment and culture. An Awareness Campaign can include the development of a tag line, project logo, collateral at sites on the day of deployment, use of PC liaisons, etc. The Awareness Campaign should include details on the training options that will be available to all end users. A comprehensive educational program that includes education for end users at various levels of experience, with flexible delivery, and in a number of mediums is most effective. Conclusion By addressing these seven areas as part of your Windows 7 deployment project you will reduce the risk of project failure. In addition, addressing these in your deployment project will contribute to higher end-user satisfaction, increased team performance and precise project delivery. A successful Windows 7 project will require you to manage not only the technology, but also the people and processes of IT. About CDC Global Services CDC Global Services, through its Visalign services business, is a Microsoft Gold Certified Partner. We have the expertise to deliver services to make your move to Windows 7 more efficient and cost effective including: Desktop Deployment Planning Services (DDPS): Our DDPS engagements provide the fundamental analysis, business case, process and technical procedures necessary to execute a comprehensive desktop deployment project. Deliverables include a customized analysis, business plan, process and technical procedures. Microsoft customers on Software Assurance may qualify for vouchers to cover the program and subsidies toward deployment. Infrastructure Optimization Assessment: This service provides expert analysis of your organization s current state vs. similar companies with the understanding of future goals. The deliverables from this service include a detailed infrastructure assessment and a framework for IT to make critical strategic and business decision around future asset investments to meet these goals. Windows Application Compatibility Factory (ACF): Our ACF solution offers an efficient and cost-effective methodology for evaluating applications for Windows 7 and rapidly migrating applications to Windows 7 without costly effort from traditional application packaging teams. From application inventory and rationalization to compatibility testing, remediation, and deployment, we have the tools and experience to help. Desktop Management Services: Our desktop management services help you manage your new or existing desktop environment to realize long-term operational benefits and savings. We can deliver full CDC Global Services White Paper 5
7 lifecycle asset services for laptops, PCs and handheld devices. We also provide turnkey solutions for desktop as a service. The flexibility of our delivery model, either on-site, offsite or a hybrid approach means we can provide our services in the way that suits you best. SharePoint Planning and Deployment Services (SDPS): Vis.align is a Microsoft Gold Certified Partner. If your organization needs guidance on implementation planning or assistance in portal development and deployment, Vis.align can help. Microsoft customers on Software Assurance may qualify for vouchers to cover the program and subsidies towards this service. Outsourced Service Desk Services (Onsite or Remote): - Vis.align provides Help Desk Level 1, 2 or 3 and desktop support services, including asset management, break/fix or general support. We can also deploy support and depot services for mobile or remote workers, such as a field sales or service organization. With Vis.align, you can be assured of consistently superior service delivery and a customer-centric focus all at predictable cost. ITIL Help Desk Assessment: A gap analysis engagement for clients that will assess your HD maturity level and recommend improvements. Help Desk On-Demand: This service available through Vis.align provides you with the resources your business needs to handle an increase in demands for support services due to transitions such as a software or technology implementation. These services can be delivered for any length of time needed and we ensure a seamless on boarding and roll off transition with minimal impact to the organization. Contact us today at or us at results@visalign.com to discuss your organization s needs and learn more about how we can make your projects a success! Copyright CDC Software All rights reserved. The CDC Software logo and CDC Global Services logo are registered trademarks and/or trademarks of CDC Software.
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