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Experimental approach to reduce project go-live issues

Reflection: Learning Launch

The Challenge     I am part of one of the largest Business transformation initiatives in my organization intending to  decommission legacy applications to modern ERP Business Suite (Applications). The primary  challenge is to improve readiness check aka go live rehearsal efficiency (technical readiness, non- compliance in code to be more specific). Historical trend shows 30-35 issues as non-compliance  but to resolve, it is consuming whopping 24 working hours (3 working days). Situation was resulting  in reactions, quick fixes to the problem rather than responding with the proper root cause. As a  result fear of potential deviation in project timelines and higher variance in planned vs actual  budget as a cascading effect.       Selection    The motivation for selecting the design thinking approach needed closer cooperation with a large  diverse set of the team including members from IT partners working at a remote location. The idea  of participating in an experiment, adjust and adapt became more encouraging and appealing for  all to feel engaged. Hence partner-led learning launch became the perfect choice in which IT  partners volunteered to extend their support to improve quality.    Application     The development team, technical leads were invited for a closer review of types of different issues.  To start all issues were bundled into clusters. Injection and detection point of such issues were  extensively discussed and plotted. Human aspect, experience level, competencies and coding  guidelines process awareness were also considered in the initial study. The study revealed  following root finding (1) Lack of code-compliance process awareness, (2) casual attitude towards  adhering to coding guidelines and (3) personality challenges with some to acknowledge issues as  real issues.     For an experiment, it was collectively agreed that instead of conducting rehearsal close to project  go-live, automated mock rehearsals to be conducted at each stage of code movement (There are 4  stages of code movement - Development > Quality > Pre-Production > Production). As part of the  launch, Project release was identified, information about the experiment was distributed to all  stakeholders. The first experimental check was conducted at each stage and astonishingly during  final go-live rehearsal, only 4 issues surfaced solved in 30 mins that in essence means a 90%  reduction in total number of issues. This resulted in less panic and much-relaxed project go-lives.  Re-Educating core team about compliance process and tool awareness contributed consistent  results. Improvement also allowed the team to devote more time to the qualitative aspect of project  delivery at each stage.         Insights    With an experimental approach, empathy played a key role in dealing with the human aspect  especially with few members with resistance. Group got an opportunity to closely look at the entire  cycle of code movement between all stages. Collective walkthrough of what was earlier perceived  as non-issue of one team becoming an issue for other teams was incredible and an eye-opener.  This also helped curtain casual attitude. The approach also reinforced the need to have strong  cross-team collaboration. The need for additional lunches was not needed challenge mentioned  above.

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Approach    The factor of transparency and small-to-scale experimental approach was widely appreciated.  Approach also proved increasing team sprit over silos. However, despite the experimental  approach, personality traits of resistance to change needs further thinking for future launches.  Additional two more areas have already been identified to pursue a similar approach and  preparation is underway.

