Same or separate?

[S_B]

Hi all,

Seeking some advise on what people have done in the past for Singular Major Projects with regards to CAB.

In the next few months my company will be running a complete infratructure upgrade for the client.
From basic pre project meetings and my knowledge of the current environment, i would suggest 600+ RFC over the life of this project.

Would you run a seperate project CAB for this one project? (CM has been costed) keep it in all in the same current CAB since everyone needed is already there? or something complete different that i havent thought of

look forward to the brutal comments

[Diarmid]

S_B,

the changes will be made to the working environment and therefore must be controlled alongside all other changes and activities there. There can be only one schedule of changes to any environment. Who is on the CAB for any specific change should be determined by the areas of impact, expertise authority and responsibility required in the change.

So, if you mean that the membership of the CAB may differ from the normal one, then, perhaps, but on a case by case basis.

But if you propose a separate management structure for changes required by the project, then that would be, at the least, extremely dangerous.

And if the project team is thinking of fast-tracking or bulldozing, I would not recommend that. A project, however large and important, must adhere to all relevant management processes and not supplant, short-cut or undermine them.
_________________
"Method goes far to prevent trouble in business: for it makes the task easy, hinders confusion, saves abundance of time, and instructs those that have business depending, both what to do and what to hope."
William Penn 1644-1718

[viv121]

S_B,

You asked for brutal comments. I guess you are being brutal on other change requestors with 600+ RFCs lined up to be produced in CABs. You can probably influence the management to call up special CABs or influence them to get an exception letter for yourself to have a separate CAB. All this when the management you are referring to are also the stake-holders of the production environment and business represntatives. Its important that they use the same scale which is used by the normal CAB to assess the impact and risk.

Lastly, am assuming that you are doing phase-wise roll-outs. Big bang will boomerang. Try identifying business users who can agree to be pilot users and report all known issues to a pilot helpdesk. The information collected by the pilot helpdesk can be effective in post production support. The reported issues could act as knowledge documents from the first line to the third line of support.If the pieces of project are piloted, then there would be less chances of changes going haywire after implemenation.

Regards-Viv