EXAM MB5-705 Notes: Implementing Microsoft Sure StepOctober 2013Microsoft Sure Steps exam preparation study and notes.Notes from the PDF on introducing Sure Steps, the official Microsoft course and my exam notes.FROM THE SURE STEP INTRODUCTION PDFs

Introduction (from MSS20_ENUS_INT)Sure Steps is an implementation methodlogy from Microsoft that provides guidance, templates and tools for implementing Dynamics (CRM, AX, GP, NAV, SL) products. It is designed for use by MSFT partners and to reduce the cost of project roll out.A client and an online Sure Step tool are available with diagrams of the process flows and links to the MS Word document templates.It is a scalable end-to-end methodology (including sales) which can be tailored to focus on a particularly project size of client industry.It is based around a number of PHASES with each phase containing PROCESSES. Each process consists of a number of steps/ACTIVITIES to follow and the outcome of each activity is a DELIVERABLE.Activities are further split in to TASKS and SUB-TASKS.Sure Steps also packages up a number of related tasks and activities, sometimes cross phase into a single OFFERING that can be lifted out of the whole methodology and offered to the customer for maximum flexibility.The deliverable outcome of one activity typically feeds into the next activity in the phase or the next phase.Sure Step Model ElementsThe elements of the Sure Step model are: -ElementDescription

Project TypeEnterprise, Standard, Rapid, Upgrade, Agile

Primary PhasesDiagnostic, Analysis, Design, Development, Deployment, Operation

Processes Sure Steps provides a hierarchical list of tasks in a tree structure to show what activities you must do as part of a process. It also provides flow diagrams to visually represent the activities in a process.

Deliverables/MilestonesSuch as architecture assessment, a project plan, requirements, go-live plan etc. Sure Steps provides milestones for each phase so you know what deliverables to produce when.

Industry/Vertical SolutionsSure Steps provides some industry-specific guidelines for things like Food & Beverage, Chemicals, Government, Health, Education and Not For Profit.

Cross-Industry/Horizontal SolutionsCommon cross-industry needs are addressed for things like purchasing, payroll, banking etc. It has a particular focus on XRM.

Decision AcceleratorsSeven optional decision assistance points are provided to help customers accelerate their choice to adopt Dynamics. Examples are requirements review, proof of concept, business cases etc.

Cross Phase ProcessesSure Steps provides nine processes which are cross phase and important throughout the project lifecycle such as project management, training, quality and testing and data migration. These are a different way to look at a set of activities to ensure we remain focused on the global picture.

Optimization OfferingsSure Steps provides seven health check processes for things like reviewing the design, architecture, customisations, performance etc.

Project Management ProcessesSure Steps provides specific PM guidance for common areas such as risk/scope and issue management, communication and quality etc.

Consultant/Customer RolesSure Step supports a number of common project roles such as the project manager, architect, test lead etc.

The phases: -

There is some overlap between Sure Steps and other Microsoft frameworks but Sure Steps is designed specifically for Dynamics products.Sure Step PlatformA client tool and an online site for Sure Steps are provided. The preference of product and project size can be set.The tool provides a description of each phase, activity or task and a list of template documents to use for that item. Pre-conditions for starting that item are also stated.Additional resources are provided for specific questions such as onshore/offshore working.When working with the phases there is a reference view showing the pages of information and a navigable tree of the tasks or the document view with a focus on all deliverables present within a phase. You can also use the clickable top-level Visio diagram.Diagnostic PhaseCollect information to provide a high-level scope and create a customer proposal. It might involve activities like creating a proof of concept or using one of the optional customer accelerator products to assist the customer in performing due diligence and validating their needs.The diagnostic phase consists of the following activities: - Diagnostic Preparation information gathering to identify project skills required and design the project team. Microsoft also provides some extra sales tool like the Dynamics Playbook and CRM accelerators such a the Education solution add on. Optional Decision Accelerator Offerings due diligence processes for working with a customer at diagnostic phase to help them make decisions and choose the right solution. An accelerator for upgrade solutions also exists and one for setting return on investment. Proposal Generation the information gathered to date is packaged and high level project documentation prepared and suggested to the customer. This preparation includes the project charter, the proposed Sure Step project type and Dynamics products of the solution. Licence and Service Agreement this is a cross phase activity and in the diagnostic phase the purpose is to present the number and type of licenses in a statement of work. Project Mobilisation the project team is introduced to the project scope and the metrics used to measure the work, roles are assigned and the team essentially prepared for project start up.Remember that Microsoft Sure Steps offers seven optional decision accelerators to assist the customer in the diagnostic phase. These can be considered small mini projects with a pre kickoff, kickoff, live and review phase.Analysis PhaseThis is the official start of the implementation project. It builds on the diagnostic phase to set the decisions that the customer must make to guide the actual build. It should result in a functional requirements document (FRD), a project cost, the deliverables and milestones because anaylsis has been done in sufficient detail for us to now completely design the proposed solution.It contains the following activities, although some may be omitted for certain project sizes all those marked with an asterisk are for Enterprise projects only: - Project Planning the project charter and plan are finalized including the word breakdown structure. Risk & Issue Management * - document all risks and maintain a risk register and issue list. Communication Management * - decide how communication, project performance and reports will be managed. Proposal Management * - decide how scope change will be managed during the project. Resource Management * - decide how people and material will be managed during the project. Do project team members need new software installed? Quality Management * - Key User Training Requirements determine how key users will be trained to use and accept the proposed solution. Detailed Business Process Analysis design and validate the proposed future business processes with the customer. Review Business Requirements/Document Gaps knowledge of the business processes sets the requirements of the solution and produces the FRD and any known gaps. Sandbox & Training Environment Build creation of the training environment and identifying the users that will access it. Integration/Interface Requirements designing any interfaces between the proposed solution and other systems. Data Migration Requirements identifying and designing any data transfer to the new solutionThe key thing in this phase is to work out the level to which detailed analysis must go and then working out an appropriate information capture strategy to work to that resolution. One suggestion of Sure Steps is to set up an actual out of the box implementation straight into the training environment and to work through real business processes there to see how they might work e.g. hands on!Rapid prototyping at this stage can also help design a solution accurately.A danger at this stage is that the user, once working with the tool, will realize additional requirements and scope. This must be tightly controlled and managed and the project scope in the charter document is KEY for doing this.Design PhaseBased on the analysis work the project team moves on to the detailed design of the proposed solution. Design for specific customisations, data migration needs are included and a business and technical design specification is created in the Functional Design Document (FDD) and Technical Design Document (TDD) and Solution Design Document (SDD).The phase contains the following activities: - Project Planning the plan is updated based on any recent changes and the knowledge transfer and deployment plan are created. Proposal Management any changes in scope are document and approved. Document Configurations in the FDD the configurations for the Dynamics product are documented to design how out of the box elements will be implemented. Sure Steps calls this FDD for fits. Create Customisation Design for gaps in the FDD the custom development that will occur to fill any gaps that out of the box functionality does not address are designed. Sure Steps calls this FDD for gaps. Create a TDD for each gap for each gap the functional design is then transformed in to a technical design. Create the SDD all design information is collated into the solution design document, written in business language. Design integration and interfaces information about interfaces is document in the FDD and TDD Begin Data Migration design the map of importing legacy data is defined.Since it is so critical to the project, here is some more detail on what Sure Steps says that a Solution Design Document (SDD) should contain: -1. Company background.2. Vision and scope of the project.3. High-level architectural design.4. Integration information.5. Data migration design.6. Audit and security requirements.7. Test requirements.8. Training requirements.9. Design Integration and InterfaceThe design specification and technical specifications from this phase will be inputs for the implementation phase that kicks off next. Ideally the development team members should be involved in the design phase. For the data migration the detailed rules should be developed in the design phase including data sources, quantity, duplicate rules, transformations etc.Development PhaseThe out of the box solution is configure and additional customisations are developed and the whole is tested in line with the designs produced during the preceding phase. It contains the following activities, although some may be omitted for certain project sizes all those marked with an asterisk are for Enterprise projects only: - Create Training and Additional Documents user guides and test scripts etc. are written Complete System Configuration the system configuration is performed and any variances from design are documented. Begin Custom Code Development work begins on custom coding/build. Begin Interface and Integration Development the interfaces are built. Unit and Functional Testing * - custom code undergoes unit testing. Process and Integration Testing configured out of the box elements are business process tested including end to end tests on any interfaces. Hand Over Non-Production Environments customer support teams take charge of non-production environments at this stage.At the end of this phase finalized training guides, documentation are written, security roles have been set up and the system has been configured and custom elements built. Testing has been performed and UAT scripts written for the next phase. Non-production environments have been handed off.Remember that several test passes will be necessary and that the test environment should be as close as possible to production. This is the first time the customer sees the finished product and so a first good impression is essential.Deployment PhaseThis is the phase where a functioning live system is delivered.It contains the following activities: - Preparing Go-Live Plan and System Tests the project plan is brought up to date and the deployment plan finalized. End-User Training the participants and format for end user training must be fixed. Configure Live & Test Environments configuration is performed and backups taken. Complete Data Migration all data is now migrated. System Testing and Load Testing UAT (user acceptance testing) is performed. Launch System final set up and handover to operational staff.Customer sign off for the work should be received during this phase. Note that end user training can be conducted before UAT to give users a better knowledge of the tests that they are running.Operations PhaseThe live system is now supported after its launch and the project is closed out.It contains the following activities: - Project Planning any pending project tasks are closed and the plan updated to reflect actual proect execution. Lessons Learned and knowledge transfer to the customer are completed. Post Go Live Support provide support for issues that arise during the teething period of the project. Transition to Support the project team hands over support responsibility to the on-going operational support team. Review Deliverables against SOW a review of the deliverables against the statement of work is performed. Performance Tuning/Optimisation the solution is baselined and optimization best practice is followed.The project deliverables and closure report are produced in this phase. Microsoft Sure Steps offers seven optimization offerings architecture review, design review, customisations review, health check, upgrade review, project governance and delivery review and performance review.Project Types Standard Single site implementations or multiple site where each site is autonomous. Enterprise Global or multi-site implementation with each site related to a core solution and can have custom interfaces. Rapid an iterative approach to development. Agile single site flexible implementation.There is also an upgrade project type for migrations.Note that all types apart from AGILE contain the phases discussed. Agile does not have the Analysis to Development phases as is it iterative-based.Running a ProjectSure Steps talks about six aspects to managing a Dynamics project: - Tasks each phase in the Sure Steps method contains project management tasks. Disciplines Sure Steps also describes a number of project management disciplines which span tasks. See below. Processes Sure Steps specifies three key processes for project managers project planning & initiation, execution & monitoring and closing. Cross-Phase key activities for project managers often span phases. Deliverables Sure Steps specifies the deliverables expected of project managers. Tools & Templates tools and templates are provided to project managers to simplify their work. Organisation Change Management (OCM) how to effectively manage the changes and challenges of rolling out a new solution to end users.The disciplines that a project manager must master and monitor through all phases are: - Risk Management Scope Management Issue Management Time and Cost Management Resource Management Communication Management Quality Management Procurement Management Sales ManagementThe rule of Sure Steps is to use the project management tasks to decide when (in what activity) to perform each tasks. The disciplines determine how to perform the task and the processes determine which tasks to perform at the start, middle and end of an implementation.A project repository is the hierarchical document store of all project-related material.Create Your Own ProjectsSure Steps permits an organization to create their own customer-specific projects within the Sure Step tool.In essence a Sure Step project is the tangibly the repository of documents created via the Sure Step tool to follow the methodology. Project documents can be stored either at a file location or on SharePoint.So a basic way that the Sure Steps approach can be modified is to add our own new document types in to this repository or to modify the template documents to create ones specific to the customer.Project ScenariosIt is worth defining, in more details, the different project types that Sure Step uses to categorise the complexity of the work to be performed: -StandardSuitable for a single site implementation or multiple sites where each site has its own specific business needs and so can therefore be considered a collection of single sites. Even if the work requires complex configurations or customisations or a complex infrastructure/large number of users, a standard project type is still appropriate.EnterpriseSuitable for global or multi-site implementations where each site has specific requirements that must be incorporated back into a core solution. In terms of CRM this means were developing multiple solution sets to support the different sites. Typically such projects will have complex infrastructure needs, a large number of users, complex data migration and require interfaces to external systems. Specific to these projects is the need to perform Core Builds and separate Site Build before a solution rollout.RapidThis is suitable for implementing standard Dynamics solutions with minimal customization and no (or minimal) interface to third party systems is needed. Business Process workflow is outside the scope of such a project type. Rapid implementations are not divided into phases but take the key activities from each phase to provide a light/quick project approach. A good scope document is needed on such projects as there will be less chance for the customer to learn about the solution and propose changes.AgileFor single site installations with moderate to complex customisations needs an agile approach can be considered if the customer wants a flexible and collaborative approach with quick deliveries. This approach can only be followed with clear input from the customer. It is suitable when requirements are not fully known at the start of the project.UpgradeUsed when updating a Dynamics project to the latest solution. Sure Steps differentiates between a TECHNICAL upgrade where no new features are introduced and a FUNCTIONAL upgrade when new customisations/features are involved.Note that if an extremely complex project is to be rolled out in several phases, then Sure Steps treats these as single self-contained projects. Sure Step adopts the same approach if the project is for a pilot system.Sure Steps makes a distinction between a pilot project, where a single instance of Dynamics is developed and the perhaps modified for production release and a template project where a single instance is developed, rolled out in one location (such as head office) and then a copy of the same instance is given to other branches.

FROM THE SURE STEP COURSE 80450

Module 1 & 2: Projects & Sure StepsA project is temporary goal-focussed activity where a group of people are brought together with the purpose of realizing key deliverables within a set time and budget.Sure Steps aims to bring together existing industry best practice including Agile/SCRUM approaches to create an end to end methodology best suited to Dynamics products.Sure Steps works across a number of phases with processes to follow and deliverables to produce. Nine cross-phase processes are defined which have a number of tasks falling into each phase.Some industry-specific and cross-industry (XRM) tools are also addressed by Sure Steps to help partners target specific prospects.Sure Steps also provides Decision Accelerators for the sales phase to help the customer analyse their need and possible solutions and Optimisation Offerings to tune the solution through all phases of delivery (design, analysis, development etc.)Module 3: Diagnostic Phase Starts during the sales phase and ends with an accepted proposal and statement of work.The major deliverables are therefore the project charter, implementation proposal and statement of work.The phase can only be initiated when a qualified opportunity for a sale exists.

The seven decision accelerators are shown on the left. For each one Microsoft provides a delivery guide explaining how to execute it. Some accelerators depend on others you cannot perform fit gap and solution blueprint if you have not done requirements and process review, for example. Each decision accelerator can be considered like a mini project.The tools and templates provided by the accelerators are of two types; efficiency instruments (help speed up the word) and validation documents (summarise and confirm what we believe we have learned).The diagnostic phase should draw up a proposal which pulls together all that has been learned thus far the requirements, risks, project types, time estimates and skills required into a cohesive offering concretely two documents the high level project plan and charter.Here is a rough guide to choosing project type: -

Roles and responsibilities are described during diagnosis. A RACI matrix can be used to specify whether an individual is Responsible, Accountable, Consultative, Informed, Verifying or Signing-Off.Sure Steps provides high level Microsoft Project plan files for the diagnosis phase.Above all the project charter will be the key deliverable and contain the objectives and justification for the project, success factors, in and out of scope descriptions, assumptions, risks, roles and so on.Licence and terms of agreement can also be included at this stage in a statement of work (SOW) or estimate proposal.A high level flow of the diagnostic phase is: -1) Qualified opportunity exists2) A briefing between sales team and the proposal team to prepare for the diagnosis.3) Diagnostic planning, what decision accelerators will we use if any?4) Execution of decision accelerators and their corresponding output.5) Generation of the proposal resulting in a project charter.6) Consideration of licensing and service agreements to result in a statement of work.If we do implement a decision accelerator then the steps to follow are to meet internally to brief the team and plan how it will be used, meet with the customer to kick off the decision accelerator use, perform the activities of the accelerator and then review the results in a presentation and get customer sign off for the accelerators outputs. There must be at least ONE KEY CONCLUSION of the accelerator.Note that because the high level project plan generated during this phase contains a schedule (along with roles and responsibilities) it can only be produced once every step and deliverable is known and validated.At the end of all accelerator use the licensing and service agreement information can be added in to provide the legal and financial information necessary for the project. This information is typically placed in a statement of work and a budget estimate proposal.Accelerator: Requirements and Process ReviewThe Requirements & Process Review Decision Accelerator exists to capture requirements in a coherent way via questionnaires and process maps. If performed it is the first step in the solution envisioning process.It includes functional and non-functional requirements and integration/interface requirements.Questionnaires and a fit gap Excel spreadsheet are provided. If used this is the first formal estimating tool of the project giving a calculation of the hours effort.Accelerator: Fit Gap & Solution BlueprintRequirements are compared with the proposed Microsoft solution and a first top-down estimate is made of the implementation effort.For the fit gap each requirement is categorized as standard feature, configuration, workflow, ISV solution, customization, other.The solution blueprint proposes a conceptual design based on the fit gap analysis.Note that is this accelerator is not used then its activities must be done in the ANALYSIS phase. If it is used then its conclusions are verified and refined in the analysis phase.Accelerator: Architecture AssessmentThree offerings exist in this accelerator an assessment of the architecture that the client will need to run the proposed solution. A proof of concept benchmark in which a test/lab environment is built and tested with volumes of data and users to provide recommendations for future performance. An availability and disaster recovery offering to examine the needs and solutions for fail over.Accelerator: Scoping AssessmentExamination of the different possible implementation approaches and their associated cost. Also highlights the different resources needed and their roles in the project and the effort associated with thins like testing, documentation and training. The scoping assessment takes the information from the solution and blueprint analysis and effectively adds on these extra scope features.The scoping report that is output from this phase can be used as a first draft of the project charter.Accelerator: Proof of ConceptA demonstration of the software to drive acceptance is a possible accelerator. This should not be a training session or a mini implementation/data import/prototyping session but a scripted walkthrough of the tool.Microsoft provides some quick-start packages for configuring a 30 day free trial CRM for lead capture, opportunity management etc. proof of concepts.Accelerator: Business CaseThis accelerator examines and validates the return on investment (ROI) and total cost of ownership (TCO) of the solution to establish due-diligence in solution choice. Microsoft have a link to the Nucleus Research ROI tool (www.microsoftroi.com) for this purpose.Accelerator: Upgrade AssessmentExamines the effect of upgrading an existing implementation. It can include both an assessment and an upgrade readiness offering (guiding the customer through the upgrade best practice). Before doing any upgrade assessment the first question is whether the upgrade path is supported!Accelerator: SummaryPreconditionBenefit/ObjectIn ScopeOut ScopeInstrumentsDeliverables

Module 5: Service & Licensing Generation A critical part of the diagnosis phase is generating the service and license information which feeds in to the statement of work. At this point different implementation approaches have been considered and a Sure Step project type must be chosen: -Rapid, Standard, Enterprise and Upgrade are all waterfall approaches and there is also the Agile approach.The purpose of service and licensing generation is to finalise the commercial engagement proposal and get sign off for it from the customer.Module 5: Project Management DisciplinesSure Steps defines eight disciplines that represent the key knowledge and types of activities that a project manager must get involved in: -1) Integration Management2) Scope Management3) Time & Cost Management4) Quality Management/Assurance5) Resource Management6) Communication Management7) Risk Management8) Procurement ManagementThe Enterprise project type calls on all these disciplines, the others are less represented in the simpler project types.Discipline: Risk ManagementThe project manager is responsible for identifying risks and managing them in a risk register. Ever risk has a probability and impact. The impact can be on project quality, scope, time, cost or resources. The timeframe of the risk can also be estimated.The risk rating is the probability multiplied by the impact.Risks can be categorized as environment, people, process and technology.There are several possible strategies to respond to a riskRISK Avoid change some aspect of the project to avoid the risk. Mitigate if it cannot be avoided then change the project in a way that reduces the risk. Transfer shift the risk to a 3rd party that takes responsibility for it. Accept acknowledge the risk but take no action.OPPORTUNITY (POSITIVE RISK) Exploit if the risk is positive then take steps to guarantee that it occurs! Enhance - if the risk is positive then take steps to increase the change that it will occur or its impact! Share split responsibility for the opportunity with a 3rd party. Accept - acknowledge the opportunity but take no action.Discipline: Quality ManagementTo ensure a certain level of quality of deliverables you must define processes, standards and policies to satisfy stakeholder needs. Effectively you are turning stakeholders expectations about quality in to requirements.Quality Assurance events are then scheduled to validate that the processes are being followed and highlight any issues.So we must plan, design and build in quality rather than just inspecting deliverables.Quality should be part of the project scope and so discusses early on. A quality management document should be produced or it can be incorporated into the project planning documents.Quality metrics should be developed i.e. number of milestones hit on time, defect density, availability, test coverage etc.A condition of satisfaction (COS) document should also be produced that formalizes the metrics and criteria used when evaluating project quality.A tollgate review can be performed at the end of every phase of the project life cycle to highlight the health of the project, milestones achieved, deliverables completed, issues and risks and assess the condition of satisfaction.Discipline: Quality Assurance & ControlDeals with auditing and verifying that the quality processes are being followed and that the conditions of satisfaction will be met. Frequent project quality reviews are an example of quality assurance.Quality control is the generic term for all activities (performed either by the team or an independent reviewer) to monitor and assess quality. There are seven tools for doing this: - Cause and effect diagram shows how factors are linked to potential effects. Control charts shows the trend of quality metrics and whether they are within tolerance. Flow charts can help explore quality problems by laying out the sequence of events. Historgrams a bar chart showing the distribution of values to visualize quality issues. Pareto charts order data by frequency of occurrence to show the most common quality isues. Run chart prepare a forecast based on historical data. Scatter diagram show correlation between two variables.Discipline: Communication ManagementA Communication Plan is developed to explain how and when and to who information will be distributed during the project.A kick off meeting should be performed at the start of the Analysis phase to mark the official start of the execution of the project. Such a meeting should establish the project objectives and deliverables and include the communication criteria.Several kick off meetings may be needed for larger project types for instance an internal and customer-facing kick off.Project performance reports distribute all key in-project status information to stakeholders and reduce surprises for the customer they are overall health check reports! A status report should be delivered weekly and drill down to the tasks completed, the upcoming tasks, vacation schedules etc. giving more low level project tracking information and forecasts. These reports should be reviewed internally before showing to a customer.Discipline: Issue ManagementIssues that arise during a project should be managed proactively. The process is to identify an issue, document it and place it on the issue list. You can then analyse the issue, determine its priority and then plan and communicate the activities that are your response to the issue (escalating it, changing the scope, rejecting it etc.). You must then update the project plan if necessary and assign resources to deal with the issue response. A follow-up on the issue is needed and communication of the issue outcome before it is closed.Discipline: Scope ManagementRequirement capture should be appropriate to project size and type, for an Agile project (for example) where scope is not known, it might be more important to define the change control process at the start rather than spend lots of time on defining fluid requirements.When defining scope it is critical to be aware of all scope-influencing factors (like the customers company culture or industry standards). Scope should flow from clear objectives for the project and even the success criteria that will be used to ensure that those objectives have been met at the project end.All functional and technical requirements need to be considered when setting scope.A project scope document must be delivered as part of the statement of work or the project charter it will list all deliverables that are in and out of scope. A work breakdown structure also shows the scope in the form of a hierarchical description where the lowest levels are the tasks (or work packages) to be performed.Scope should always be verified and signed off to form an agreement with the customer.Changes occur to scope during a project and the process for managing these is: - Report the scope change to the project manager. Create a formal change request. Look at the impact of the extra scope on time and budget. Update project planning and related documents to accept or reject the scope change. Communicate the scope change to team members. File the scope change request for reference.A change control plan can be developed to describe the process to follow when scope change occurs.In an Agile project a scope change should be reflected directly in the Solution Backlog.Discipline: Resource ManagementDeals with the management of people and physical resources necessary for project completion. After the work breakdown structure is established, the project manager must plan what resources will be needed.Roles are specific job titles but resources are groups or people that complete work.It is also sensible to plan ahead when and how project team members will be released at the conclusion of project work.Module 7: Waterfall DeliveryPhase: AnalysisThe Analysis phase is the official start of project execution. It should start with one or more kick off meetings to align project stakeholders and develop the project charter and plan. Project status reporting also begins with regular communication between vendor and client.Solutions overview training may be given to educate the customer about standard features so that a better fit gap and business requirement capture can occur.If accelerators have been used during the diagnostic phase then we build on and complete their work in the Analysis phase.Business analysis workshops are conducted to capture target processes to be implemented and how existing processes will map in to the new solution. The requirements must be formulated into the Functional Requirement Document (FRD). The FRD is an input to the fit gap analysis.Any data migration requirements are captured now and technical or industry standards that affect the work.A high level test plan document is also created to define the processes that will be used for testing and validating the solution. This document will be updated and refined throughout the project.If a fit gap analysis was performed during diagnosis then its results are validated now, if not then a fit gap is developed based on the FRD.The training and sandbox environments for the solution are deployed in this phase to support any solution overview training or workshops. Note however that the RAPID project type starts immediately with development and production environment set up.Phase: DesignHaving defined the requirements we move on to how they will be implemented. It will involve designing and documenting the configuration and customisations and writing test scripts and the deployment plan.A deployment plan should contain the environment set up, data migration needs, users and training needs.The Project Plan is a living document and so can be updated in the design phase to reflect any changes. MSFT recommend a weekly update.Core Team Training is delivered in the design phase to prepare them for UAT and the potential effect on their job roles.The Development Environment can also be installed and configured in this phase with out of the box standard features, configurations and ISV solutions. You do not however implement customisations in this phase or anything closely coupled to a customization.The key output of the design phase is the SOLUTION DESIGN. This can include the following documents: - Functional Design Documents (FDD) for configurations Functional Design Documents (FDD) for customisations including interfaces and data migration. Technical Design Documents (TDD) Solution Design Documents (SDD)For each element in the gap spreadsheet, a FDD can be created to explain how it will be implemented either with standard configured features or with customisations. An FDD is further exploded into a TDD which is the low level technical implementation detail.Arching over all these information is a solution design document which describes the proposed solution in business language so that business decision makers have a good view of the solution.The flow of these documents is shown in the diagram. It is the project managers discretion which documents he implements.Data Migration design is also performed during this phase and a subset of data identified for use during testing.Testing must be considered during design and scoping in the analysis phase and in the design phase we test any standard of ISV components, create the unit and function test scripts and the test scripts for integration and data migration.Phase: DevelopmentWe develop the customisations, interfaces and data migration processes needed for the project. We complete the system configuration and complete the solution testing.We also complete any design specifications outstanding.Testing started in the design phase and continues in to this phase including completing user test scripts.Training and end use documentation is also completed in the development phase.Module 8: Agile DeliverySure Steps makes this project type available for a single-instance delivery that requires an iterative approach. Sure Step has two phases Agile Preparation and Agile Execution. These two phases effectively span the analysis, design and development phases of a waterfall approach.The training material suggested a maximum of 30 day sprint duration.Sure Steps only recommends this project type for single instance deployments with moderate to complex customisations. ISV solutions and integration to other systems can be included.Sure Steps Agile still has a requirement capture and fit gap analysis like the classic waterfall method.Whereas the FRD is the key document delivered from the analysis phase in waterfall, the key document of the Agile Preparation stage is the solution backlog. This document contains a description of the required functionality and does not go in to low level detail as this is clarified by subject matter experts during the development sprint.The solution backlog is a living document, its content is determined by the customers business decision maker along with the project manager. The BDM determines priority and the project team assigns time estimates.One or more release cycles is planned so that a system can be delivered to the customer. Care must be taken to identify dependencies between requirements if multiple releases are planned.During each sprint the sub-set of requirements being implemented is taken in to a sprint backlog and broken down into smaller tasks no longer than 16 hours each.Within the 30 day maximum sprint duration, a daily sprint cycle is used. It starts with a stand-up meeting and ends with a daily build of the work and release to the test environment. The work is tested immediately and any fixes incorporated in to the next day unless they will impact other deliverables in which case they are moved to the next cycle.At the end of each 30 day sprint cycle a sprint technical review is performed so that the customer and vendor agree what is to be kept, changed and thrown away before moving on to the next sprint.An internal sprint post mortem is also conducted to assess the conduct of the sprint and update a lessons learned document. There is also more detailed end sprint testing and then solution deployment.Module 9: DeploymentAt deployment the customer is transitioned to the new solution. End-User training is delivered for this purpose, ideally as close to actual go live as possible. Training should be role based.End user training may be delivered by customer trainers (train the trainer) or specialized trainers.UAT and Performance Testing occur in this phase. UAT should concentrate on end to end testing and use test scripts and transactions from the customers legacy system e.g. real data.The production and disaster recovery environments should be in place 1 month before go live. An installation document should be provided along with a production operation guide for the team that will support the solution.A production audit can be performed to ensure that the live environment is ready this should be performed by someone not involved in the installation.Full Data Migration occurs in this phase to support training and UAT and to do the actual cutover to the live environment. The cut-over load is usually split into a full load 1 week before go live and a delta load at go live.A Go-Live Readiness assessment can be made to meet with the customer executive board and obtain approval for the actual roll out of the solution. A cut over plan is written including a back out plan if deployment does not go as expected.Module 10: OperationsAt operations any final activities to transition the solution to the customer are performed. Users coming on to the system may highlight omissions for instance and so a procedure needs to be in place to manage these.Knowledge Transfer is completed during this phase to handover any outstanding information not formally covered in training and the lessons learned are documented.Other activities that might occur are to give post-go live support, transition the solution to customers own support team, review the deliverables against the statement of work, establish an ongoing testing and quality strategy and running a disaster recovery test.Post-go live support is a form of hypercare to assist users in their first live experience with the new solution. This will always be time limited however and so the solution must be transitioned to its operational support.Performance can be tuned and optimized once the system is live also. An engagement closure checklist can be used to ensure that all tasks are finished and that all information is documented and delivered as per statement of works.SummaryThe key points about each phase.PhaseDeliverablesComment

Diagnostic

This phase implements due diligence, supports sales and prepares for the coming projectImplementation ProposalProject CharterStatement of WorkBudget Estimate ProposalStarts during sales process.Ends with accepted proposal/statement of work.Can only be in initiated when sales opportunity exists.

Analysis

This phase is the official start of implementation, we plan the whole project and do everything needed to startProject Charter & PlanKick Off MeetingsRisk & Issue RegisterSolution Overview TrainingFunctional RequirementsFit Gap AnalysisProject Status ReportsTraining & Sandbox EnvironmentStarts with formal project acceptance.End with customer approval of deliverables.

Design

The realization of requirements is considered and planned in detail.Project Plan ChangesDeployment PlanCore Team TrainingDevelopment EnvironmentConfiguration ChangesSolution Design (FDD, TDD, SDD)Test Scripts

Development

The build of the systems custom components.System Configuration CompleteISV SetupCustom CodingIntegration and InterfacesData MigrationTraining DocumentationSolution Design DocumentsTechnical Design Documents

Deployment

Customer transition on to new solution in production environment.Cut Over PlanEnd User TrainingPerformance TestingUser Acceptance TestingCutover to ProductionProduction EnvironmentData MigrationEnds with go-live.

Operations

The final activities to transition the solution and knowledge to the customer.Final InvoicesLessons LearnedProject Closure ReportArchive of DeliverablesFinal Approval and AcceptanceStarts with the go-live.

EXAM NOTES

Notes made directly after taking the exam.45 multi-choice questions to answer in 2 hours with a pass level of 70%1) Know the PMI definitions of a project and the different phases for PMI e.g. Initiation, Planning, Execution, Closing and Continuing.2) Know the triangle and diamond models of projects and how changing one element affects the others.3) Lots of questions on the Diagnostic phase, particular on the dependencies between the accelerators and what the deliverables in each accelerator are.4) Lots of questions on the deliverables of the Proposal activity (high level project charter and high level project plan) and the creation of Statement of Work and the Licensing Agreement information.5) Know the pre-conditions for starting accelerators that a qualified sales opportunity exists.6) Know the Sure Step phases and their key deliverables.7) Know when the solution is actually installed and customized and critically that non custom elements can be deployed before the development phase during design.8) Know the dependencies and the order of flow of the FRD, Fit Gap, FDD and TDD and SDD documents.9) Be familiar with the core project roles and their responsibilities.10) Be familiar with what happens at project closing and the transition to the operations phase, there were tricky questions about what activity falls in to what part.11) Not that many questions on cross-phase processes.12) Know the definition of an agile project.13) Know the light agile project management approach and what documents are produced, critically the solution backlog and the use of sprints.14) Know the suggested timing for sprint activity 16 hours maximum for a task, daily sprints for a really flexible customer.15) Know the recommendation of performing a full and then a delta data input one week apart before go-live.16) Be familiar with the online and client Sure Steps tools and the differences between them there were some specific question on what you could and could not do with them.17) Be familiar with the types of trainers and the documents produced in support of training and when it is delivered.18) Be aware that operations is still very much part of the project even when the system is delivered and working in its production environment there are still on-going project activities.19) Understand the go-live cut over process.20) Understand the use of kick off meetings, who is present and what agenda is recommended by Sure Steps.