[250] in magellan
Meeting Notes: Service - Project Team Leaders, 7/23/1999
daemon@ATHENA.MIT.EDU (Greg Anderson)
Mon Aug 2 10:23:02 1999
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Date: Mon, 2 Aug 1999 10:22:52 -0400
To: magellan@mit.edu,
delivery@mit.edu.service-tl@mit.edu.integration-ptl@mit.edu
From: Greg Anderson <ganderso@MIT.EDU>
Cc: janej@mit.edu
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Good morning,
Because of Jane's good work (Thanks, Jane!), I'm sending along the
meeting notes from the Service/Project Team Leaders meeting from
=46riday, July 23, 1999. As I reviewed the notes and remembered the tone
of the discussions, I am impressed by your engagement of the topic,
your interest in working on difficult issues, and your willingness to
find better ways of accomplishing our work.=20
I believe there are action items here for all of us, either in
improving our communications, clarifying our needs/requirements, or
setting in motion activities to better understand, inform, and improve
how we move development work into an operational state.=20
Again, many thanks for your participation.=20
Greg
---------------------
Text version of notes:
<bold><fontfamily><param>Geneva</param>Project / Service Team Leaders
Meeting notes: July 23, 1999
I. Reporting back summary discussion as reported from the three
discussion groups:=20
</fontfamily></bold><fontfamily><param>Geneva</param>Discussion #1
Team 1
Transfer of knowledge, understanding between Projects and Service is
imperative, especially for complex projects
Team 2
Don't lose customers along the way. Customer needs to understand what's
going on.
Team 3
Involvement needed, managing surprises, expectations. Service needs
early notification. Resurrect Project Coordinator - from front to end.
Think about Service up front, acceptance process (not standards)
Discussion #2
Project Coordinator - across all projects, or 1 project through
entirety of work ( could be different from Project Leader)
Cross-understanding of issues ( Project and Service)
Service involved as early as possible
Possibility for Service coordinator to led this early involvement
Idea: cc Service contacts in Discovery and Delivery. Onus is then on
good communication
Good information is essential. Too much information be worse than no
information
Discussion #3
Projects need orientation to service who, what services, and visibility
as to where to go
When, how to decide if a new project has/ will have service impacts
Service presence necessary in Discovery.
Issue: how (service team member, check-in, etc.)
=46or transition to occur, then Service needs the right skills &
competencies
Discussion #4
Below the radar projects may skip development and go directly to
Service. When the projects become important, then how to fill in
activities to make it Service worthy
Credibility issues between informal/ formal projects. How to build
credibility and reduce fears for developers and service staff.
Carrots and Sticks - incentives and disincentives
<bold><underline>Team #1: Notes from small group discussion
</underline>Summary notes from Team #1
</bold>Issue #1
Some transitions are SIGNIFICANTLY more complex or bigger
Aspects: Subtle & unsubtle MISUNDERSTANDINGS
Culture-based understanding -> disconnects
Resource requirements
Fear of expense
Training
Alignment
Discontent on ALL sides
Stressful interactions antagonistic to needed evolution of common
understanding
Action:
Work to evolve common understandings
<bold>Original notes from Team #1
</bold>Issues Action Items
Where does application support reside? Understand timing/uptime =20
requirements
Understanding structure of Service organization Understand service
staffing levels=20
as early as possible
Service needs to understand customer's required/
desired service level
Customer needs to understand service/maintenance=20
Requirements
Project manager shepherds transition and needs to=20
understand both service and customer needs
Sometimes service requirements influence design=20
or give rise to "Version 2"
*Some transitions require SIGNIFICANT =20
resources- training, experience, etc. <<- Recognize early
Big issue: Signing up to spend requested resources Stress management
Developer viewpoint may miss service viewpoint issues Proactive
scheduling would =20
(Experience -> intuition) help
Contingency Planning
Big Gap:
Application hardware requests
Service hardware requests - <underline>AN ART
<bold>Team #2: Notes from small group discussion
</bold></underline><bold>Summary notes from Team #2
</bold>=85 Understand how it will impact and explain to them
=85 Needs to get people involved at appropriate points (usually earlier
!) with balance
=85 Need documentation & transition standard
=85 Do we support everything? What happens when we bypass and support
things we said we wouldn't? How do we stop supporting things ?
=85 Developers always last line of support
Sneaky stuff - Black market - alternatives
<bold>Original notes from Team #2
</bold>Never Transition
Hard Questions/Problems always go back to developer -
Transition involves daily ? / maintenance changing
Service needs documentation
Need to look at Support & Service together
Service should be involved from beginning
Need balance - not all develop details- and not all service issues
cross
Need some service standards to help guide development (e.g. service
handoff template)
High priority projects get jammed past standards - problem=20
Appropriate use of service, alternatives (e.g. W91 vs. E40 machine
No transition to Service may look attractive BUT don't be fooled
Billing aspects often not dealt with cleanly - don't hide costs
Bill for service - not projects
Do we promise to take car of any new service that comes along? What can
we stop doing?
It's in service when someone important wants it
Identify what doesn't get done when we bypass normal procedures
Develop for Business; learn Business knowledge - often problem in
transfer of business knowledge
Clients as part of team want to continue - don't transition well,
understand their prospective,
why transition ?
Networking trumps process ?
Black market projects - private become important
<bold>Team #3: Notes from small group discussion
</bold><underline>ISSUES:
</underline>- No transition
=85 Early substantive involvement
=85 Continuous involvement
=85 Surprises
=85 Onerous deadlines
=85 Architecture conflicts
=85 Exceptions
=85 Can "Service" say no?
=85 Projects from outside
=85 IS - outside process space
NEED CARROTS/STICKS
<underline>ACTION
</underline> ** =3D Priority
=85 Invites to Meeting
=85 **Notify Service - TLS
=85 Structure of info
=85 List of new projects
=85 Project coordinator
=85 Service
=85 **Project coordinator to track all projects
=85 Acceptance standards for each service area
=85 Specific requests
=85 Funding impacts identified
=85 Surcharging lower priority
=85 Have discovery/delivery contact clients outside process
=85 SLA levels
Carrot could be - if you fit within our standards, then we can deliver
your systems in X time
Notification - for early involvement
Project coordinator
Acceptance standards / Process
</fontfamily>
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