EXP Project Methodology

EXP uses a unique lean project methology. While one-size does not fit all IT projects, we find that the below matrix helps us to progress projects smoothly while identifying risks and issues before they stall the project.

Most of our implementations do not have a dedicated project manager, so the onus is on the lead consultant to manage projects well. We believe this methodology reduces overall project cost and increases quality and consistency.

Analysis

Success Statement

  • Define Client Sponsor
  • Define a single sentence that encapsulates a successful project outcome
  • Get email sign-off on above from client sponsor

Risk Analysis

  • Compliance
  • Security
  • Data loss
  • Downtime
  • Isolate “New” Technologies
  • Find recent case studies & review with EXP team

Stakeholders

  • Define internal impact:
    • Direct
    • Indirect
  • Define External impact:
    • Direct
    • Indirect

Planning

Plan/Procurement

  • Create plan with key tasks: single owner and achievable target date
  • Establish vacation date/travel conflicts
  • Purchase or ensure procurement of all equipment

Team Design

  • EXP PM defined
  • Define EXP Tech Lead if different
  • Define Client Tech Lead

Communication

  • Define communication plan for internal and external groups. Keep it short- people may only read 1st paragraph or sentence. Highlight key dates etc. in red. Tailor to audiences as appropriate

Implementation

Stage

  • Ensure clear receiving locations for all equipment
  • Record all serial #s and packing slips
  • Apply Asset tags
  • Build test-lab as close to production environment as possible

Implement

  • Schedule weekly team meetings
  • Publish clear action items after each meeting
  • Review progress and adjust if needed
  • Avoid scope creep

Test & Training

  • Define test plan with distinct scenarios for each user type
  • Ensure that test accounts exist for each user type
  • Test all functions – not just changed ones
  • Produce one-page “cheat sheets” for each user type

Go-Live

Production cutover

  • Establish Go/No-Go deadline
  • Schedule daily team calls week prior to cutover
  • Ensure final stakeholder communication delivery 7- 3-2-1 days

Support

  • Establish Go/No-Go deadline
  • Schedule daily team calls week prior to cutover
  • Ensure final stakeholder communication delivery 7- 3-2-1 days

Debrief

  • Schedule team debrief meeting
  • Produce “As Built” diagram & update any related documents
  • Ask sponsor to rate satisfaction with project: Low, Medium, High

Need help with a project?

Arrange a free IT consultation with our Managing Principal, Tony Lesirge.

Contact Tony
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