Topics to Address When Writing a Transition Plan
Here is a list of topics and issues to consider when writing a Transition Plan for a proposal. A good approach for you to take is to put yourself in the place of the customer and consider what questions they would have about how you will implement what you propose. Then build your Transition Plan around the answers to those questions.
Organization. What will the project organization be on Day 1 of the contract? Will the Project Manager and all of the key staff be in place? If not, one approach is to propose a Transition Team that will get the project started until it can be handed over to the permanent staff.
Project Implementation Logistics. Once the contract is signed, what needs to happen for the project to start? Do facilities need to be opened? Do staff need to travel? Do payment terms and billing formats need to be finalized?
Staffing. Do you know all of the staff, by name, who will work on the project? Have there been any changes since the proposal was submitted? If staff need to be recruited, then which ones and how long will it take? If you will be proposing a Transition Team, then who will be on it? If possible, you should include names for functions like recruiting, contracts, and accounts payable.
Knowledge Transfer. How will project staff get up to speed on the customer’s current state? Will customer documents or interviews be required? Will an incumbent contractor be involved? How will this be scheduled and managed? Will training be required? If so, what form will it take and who will be involved, including both instructors and students? Will one or more site visits be needed? If so, how will this be scheduled and who will be involved?
Resources. Will inventory or materials need to be gathered, staged, or prepared for use on the project? Will materials need to be procured? Will facilities need to be identified and leased? How long will it take?
Phase-In. Once the project starts, how long will it take to reach full capacity? Will you start slowly and work up to full speed? Will you have any tests, prototypes, samples, or other events prior to full production? When will full production begin?
Client Involvement. What support will you need from the customer? This can range from badges and permits to documents, meetings, or even training. For some of the action items in your transition plan, you will need the customer to participate at some level.
Disruption. Ideally, there won’t be any. But depending on the type of project, there could be. Disruption can result from construction or it can result from a temporary decrease in productivity while an incumbent contractor leaves and you begin. If there will be any disruption, explain how much and what you will do to minimize it.
Risk. Identify all of the sources of risk during the transition period and show what you will do to mitigate them. Whenever there is change, there is the possibility of new risk factors that may not have been present before. This must be carefully considered by the transition team and all process flows must be scrutinized for exposure to various types of risk, whether it's operational risk, reputation risk or financial risk. Recommendations must be documented for all findings in the project management transition plan so the relevant parties can access and address them accordingly.
Schedule. Once you have identified the action items required to start the project, you need to lay them out in sequence and duration. For complicated projects, Gantt charts are usually used. Be sure to include all meetings, interviews, events/milestones, exchanges of documents/information, etc. A well designed Gantt chart can demonstrate that you have more than enough time to complete your Transition Plan, even if something slips.
Here is a list of topics and issues to consider when writing a Transition Plan for a proposal. A good approach for you to take is to put yourself in the place of the customer and consider what questions they would have about how you will implement what you propose. Then build your Transition Plan around the answers to those questions.
Project Management Plan - Ref PMP
Organization. What will the project organization be on Day 1 of the contract? Will the Project Manager and all of the key staff be in place? If not, one approach is to propose a Transition Team that will get the project started until it can be handed over to the permanent staff.
Project Implementation Logistics. Once the contract is signed, what needs to happen for the project to start? Do facilities need to be opened? Do staff need to travel? Do payment terms and billing formats need to be finalized?
Staffing. Do you know all of the staff, by name, who will work on the project? Have there been any changes since the proposal was submitted? If staff need to be recruited, then which ones and how long will it take? If you will be proposing a Transition Team, then who will be on it? If possible, you should include names for functions like recruiting, contracts, and accounts payable.
Knowledge Transfer. How will project staff get up to speed on the customer’s current state? Will customer documents or interviews be required? Will an incumbent contractor be involved? How will this be scheduled and managed? Will training be required? If so, what form will it take and who will be involved, including both instructors and students? Will one or more site visits be needed? If so, how will this be scheduled and who will be involved?
Resources. Will inventory or materials need to be gathered, staged, or prepared for use on the project? Will materials need to be procured? Will facilities need to be identified and leased? How long will it take?
Phase-In. Once the project starts, how long will it take to reach full capacity? Will you start slowly and work up to full speed? Will you have any tests, prototypes, samples, or other events prior to full production? When will full production begin?
Client Involvement. What support will you need from the customer? This can range from badges and permits to documents, meetings, or even training. For some of the action items in your transition plan, you will need the customer to participate at some level.
Disruption. Ideally, there won’t be any. But depending on the type of project, there could be. Disruption can result from construction or it can result from a temporary decrease in productivity while an incumbent contractor leaves and you begin. If there will be any disruption, explain how much and what you will do to minimize it.
Risk. Identify all of the sources of risk during the transition period and show what you will do to mitigate them. Whenever there is change, there is the possibility of new risk factors that may not have been present before. This must be carefully considered by the transition team and all process flows must be scrutinized for exposure to various types of risk, whether it's operational risk, reputation risk or financial risk. Recommendations must be documented for all findings in the project management transition plan so the relevant parties can access and address them accordingly.
Schedule. Once you have identified the action items required to start the project, you need to lay them out in sequence and duration. For complicated projects, Gantt charts are usually used. Be sure to include all meetings, interviews, events/milestones, exchanges of documents/information, etc. A well designed Gantt chart can demonstrate that you have more than enough time to complete your Transition Plan, even if something slips.
Transition Schedule, Tasks and
Activities
This
section outlines the detailed schedule for the selected transition
strategy. In addition to describing the process below, you may want
to map out the transition in MS Project or other project management
tool. The following lists provides an example of considerations:
4.1 Logical work breakdown, key
milestones and dependencies during transition and deployment.
4.2 Testing and verification
activities, including testing of related/impacted projects, software,
and hardware.
4.3 Contingency plans and
work-around(s) in the event problems arise.
4.4 Specific activities related
to new and/or existing equipment, including roles and
responsibilities of external vendors and internal resources.
4.5 Specific activities related
to new, existing, and/or upgraded software, including roles and
responsibilities of external vendors and internal resources.
4.6 Systems and/or data
back-up(s), conversion plans, etc.
4.7 Hand-off(s) between
developers, vendors, operational staff, and/or technical support.
4.8 Communication(s) to client
and end-users: timing related to unavailability, periodic status
updates, and notification of completion/system availability.
Consider timing and mode of communication(s) among technical team,
between the technical team and the customer/client, and between NUIT,
the client, and broader set of end-users.
4.9 Transition review to assess
and document results of the transition, defects found, correction
actions to be taken, work-around(s) to be implemented, etc.
Transition Resources
This
section outlines the specific resources needed to complete the
transition/deployment phase of the project. Resources include
hardware, software, facilities, personnel, and other special
resources (e.g., service and maintenance contracts).
5.1
Software
Provide
specific names, identification numbers, version numbers, release
numbers and configurations as applicable. References to user/operator
manuals or instructions for each item should be included. Include
information about vendor support, licensing, and usage and ownership
rights, whether the item is currently supported by the vendor,
whether it is expected to be supported at the time of delivery,
whether licenses will be assigned to the maintenance organization,
and the terms of such licenses.
5.2
Hardware
Describe
the hardware and associated documentation needed to support the
delivered project. This hardware may include computers, peripheral
equipment, simulators, emulators, diagnostic equipment, and
non-computer equipment. Include specific models, versions, and
configurations with references to user/operator manuals or
instructions for each item. Include information about manufacturer
support, licensing, and usage and ownership rights, whether the items
are currently supported by the manufacturer, or will be in the
future, and whether licenses will be assigned to the maintenance
organization and the terms of such licenses.
5.3
Personnel
Assign
staff and vendor responsibility for each transition task identified
above. This allows managers and project team members to plan and
coordinate the work of this project with other assignments. If
specific individuals cannot be identified when the transition plan is
developed, generic names may be used and replaced with individual
names as soon as the resources are identified.
Describe
the personnel needed to maintain the deliverable product, include
anticipated number of personnel, types of support personnel (job
descriptions), skill levels and expertise requirements, and security
clearance.
5.4
Facilities
Describe
any facilities during transition phase as well as facilities required
to maintain the delivered project. Facilities may include special
buildings, rooms, mock-ups, building features such as raised floors,
cabling, cooling/HVAC systems, building features to support security,
privacy, and/or safety, special power requirements, and so on.
Include any diagrams that may be applicable.
5.5
Other (Special) Resources
Identify
any other special resources (consumables, special access/approvals,
contracts, etc) required to support the transition phase and the
delivered project. Provide the names, identification numbers,
version numbers, and/or release numbers. Identify if the document or
consumable is acquirer-furnished, an item that will be delivered to
the maintenance organization, an item the organization current owns,
or needs to acquire.
6. Reporting and Communication Procedures
Define
the reporting and communication procedures for the transition period
(before, during, and after). Include the type of evaluations
(review, audit, or test) as well as anomalies that are identified
during the performance of these evaluations.
7. Transition Acceptance
Working
closely with the client/customer, establish and document the
transition acceptance criteria in this section. Criteria may include
specific functionality and quality of deliverable. If an iterative
development process is agreed, then the criteria should specify what
is being delivered as well as what is expected to be included in the
next iteration of the project.
In
addition, representatives of the transitioning organization and the
acquiring organization may create a Service Level Agreement that
outlines the acceptance criteria for ongoing support of the delivered
project.
8. Management Controls
This
section outlines the management controls that will be employed to
ensure each transition task is successfully executed and completed
based on the approved acceptance criteria. This section should
include procedures for progress control, quality control, change
control, version control, and issue management during the transition
process.
9. Configuration Control
This
section outlines the configuration and change control procedures that
will be employed during the transition phase of the project.
10. Transition Team
Complete the following chart to identify members of the transition team and their contact information. If the transition occurs over a long period of time, provide the ‘shift’ information for each team member.
1.1 Transition objectives
The following objectives will be achieved through the delivery of the transition program and its constituent Service Tower projects. Service Tower specific Transition Plans will be developed to document additional objectives specific to that Service Tower.
•
Timely transition of services to GPS Entities within agreed Acceptance Criteria with no significant business or Service disruptions.
•
Proactively identify business, technical, or transition requirements across GPS Entities to
minimize requirement conflicts and to reduce duplication of effort.
•
Utilize Transition Program Governance and project control to facilitate and sustain effective,collaborative, and clearly defined decision making, communications, and project management.
•
Actively engage GPS Entity participants and their organizations to participate in the Transition process which process provides a structured vehicle for their input, feedback, and the addressing or reflecting of their needs or unique constraints, as may arise during Transition.
Topics to Address When Writing a Transition Plan
Here is a list of topics and issues to consider when writing a Transition Plan for a proposal. A good approach for you to take is to put yourself in the place of the customer and consider what questions they would have about how you will implement what you propose. Then build your Transition Plan around the answers to those questions.Organization. What will the project organization be on Day 1 of the contract? Will the Project Manager and all of the key staff be in place? If not, one approach is to propose a Transition Team that will get the project started until it can be handed over to the permanent staff.- See more at: http://www.captureplanning.com/articles/writing-a-transition-plan.cfm#sthash.ENayDLm8.dpuf
Project Implementation Logistics. Once the contract is signed, what needs to happen for the project to start? Do facilities need to be opened? Do staff need to travel? Do payment terms and billing formats need to be finalized?
Staffing. Do you know all of the staff, by name, who will work on the project? Have there been any changes since the proposal was submitted? If staff need to be recruited, then which ones and how long will it take? If you will be proposing a Transition Team, then who will be on it? If possible, you should include names for functions like recruiting, contracts, and accounts payable.
Knowledge Transfer. How will project staff get up to speed on the customer’s current state? Will customer documents or interviews be required? Will an incumbent contractor be involved? How will this be scheduled and managed? Will training be required? If so, what form will it take and who will be involved, including both instructors and students? Will one or more site visits be needed? If so, how will this be scheduled and who will be involved?
Resources. Will inventory or materials need to be gathered, staged, or prepared for use on the project? Will materials need to be procured? Will facilities need to be identified and leased? How long will it take?
Phase-In. Once the project starts, how long will it take to reach full capacity? Will you start slowly and work up to full speed? Will you have any tests, prototypes, samples, or other events prior to full production? When will full production begin?
Client Involvement. What support will you need from the customer? This can range from badges and permits to documents, meetings, or even training. For some of the action items in your transition plan, you will need the customer to participate at some level.
Disruption. Ideally, there won’t be any. But depending on the type of project, there could be. Disruption can result from construction or it can result from a temporary decrease in productivity while an incumbent contractor leaves and you begin. If there will be any disruption, explain how much and what you will do to minimize it.
Risk. Identify all of the sources of risk during the transition period and show what you will do to mitigate them.
Schedule. Once you have identified the action items required to start the project, you need to lay them out in sequence and duration. For complicated projects, Gantt charts are usually used. Be sure to include all meetings, interviews, events/milestones, exchanges of documents/information, etc. A well designed Gantt chart can demonstrate that you have more than enough time to complete your Transition Plan, even if something slips.
Topics to Address When Writing a Transition Plan
Here is a list of topics and issues to consider when writing a Transition Plan for a proposal. A good approach for you to take is to put yourself in the place of the customer and consider what questions they would have about how you will implement what you propose. Then build your Transition Plan around the answers to those questions.Organization. What will the project organization be on Day 1 of the contract? Will the Project Manager and all of the key staff be in place? If not, one approach is to propose a Transition Team that will get the project started until it can be handed over to the permanent staff.- See more at: http://www.captureplanning.com/articles/writing-a-transition-plan.cfm#sthash.ENayDLm8.dpuf
Project Implementation Logistics. Once the contract is signed, what needs to happen for the project to start? Do facilities need to be opened? Do staff need to travel? Do payment terms and billing formats need to be finalized?
Staffing. Do you know all of the staff, by name, who will work on the project? Have there been any changes since the proposal was submitted? If staff need to be recruited, then which ones and how long will it take? If you will be proposing a Transition Team, then who will be on it? If possible, you should include names for functions like recruiting, contracts, and accounts payable.
Knowledge Transfer. How will project staff get up to speed on the customer’s current state? Will customer documents or interviews be required? Will an incumbent contractor be involved? How will this be scheduled and managed? Will training be required? If so, what form will it take and who will be involved, including both instructors and students? Will one or more site visits be needed? If so, how will this be scheduled and who will be involved?
Resources. Will inventory or materials need to be gathered, staged, or prepared for use on the project? Will materials need to be procured? Will facilities need to be identified and leased? How long will it take?
Phase-In. Once the project starts, how long will it take to reach full capacity? Will you start slowly and work up to full speed? Will you have any tests, prototypes, samples, or other events prior to full production? When will full production begin?
Client Involvement. What support will you need from the customer? This can range from badges and permits to documents, meetings, or even training. For some of the action items in your transition plan, you will need the customer to participate at some level.
Disruption. Ideally, there won’t be any. But depending on the type of project, there could be. Disruption can result from construction or it can result from a temporary decrease in productivity while an incumbent contractor leaves and you begin. If there will be any disruption, explain how much and what you will do to minimize it.
Risk. Identify all of the sources of risk during the transition period and show what you will do to mitigate them.
Schedule. Once you have identified the action items required to start the project, you need to lay them out in sequence and duration. For complicated projects, Gantt charts are usually used. Be sure to include all meetings, interviews, events/milestones, exchanges of documents/information, etc. A well designed Gantt chart can demonstrate that you have more than enough time to complete your Transition Plan, even if something slips.
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