The process owner should assemble a cross-functional team to assist in developing and implementing a production acceptance process. The team should consist of key representatives from the development organization as well as from operations, technical support, capacity planning, the help desk, and database administration. In cases where the development group is larger than a few hundred programmers, multiple development representatives should participate.
It's important that all key areas within development be represented on this team to ensure support and buy-in for the process. Appropriate development representatives also ensure that potential obstacles to success are identified and resolved to everyone's satisfaction. An effective executive sponsor and the soliciting of executive support (steps 1 and 3) can help to ensure proper representation.
At one company where I managed a large infrastructure group, more than 400 programmers in the development department were grouped into the four areas of finance, engineering, manufacturing, and logistics. A representative from each of these four areas participated in the development of a production acceptance procedure; each brought unique perspectives, and together they helped to ensure a successful result to the process.