PHASE 8: IMPLEMENTATION PHASE

The Implementation Phase has one key activity: deploying the new system in its target
environment. Supporting actions include training end-users and preparing to turn the system
over to maintenance personnel. After this phase, the system enters the Operations and
Maintenance Phase for the remainder of the systems operational life. Multiple-release projects
require multiple iterations of the Implementation Phase one for each release.
1.0

OBJECTIVE/GOALS

Objectives
Successful completion of the Implementation Phase should comprise:
System deployment
Training on the system
Goals
The purpose of the Implementation Phase is to deploy and enable operations of the new
information system in the production environment.
2.0

DELIVERABLES AND APPROVALS

SDLC deliverables help State agencies successfully plan, execute, and control IT projects by
providing a framework to ensure that all aspects of the project are properly and consistently
defined, planned, and communicated. The SDLC templates provide a clear structure of required
content along with boilerplate language agencies may utilize and customize. State agencies may
use formats other than the templates, as long as the deliverables include all required content.
The development and distribution of SDLC deliverables:
Ensure common understanding among Development Team members and stakeholders,
Serve as a reminder of specified plans as projects become increasingly complex,
Provide agency senior management and other State officials insight into project risks and
ongoing performance,
Encourage the execution of repeatable and consistent processes,
Facilitate the implementation of project management and agency IT best practices, and
Result in a comprehensive record of project performance useful for many purposes (e.g. staff
knowledge transfer, budgetary and other assessment activities, lessons learned).
During the development of documentation, the Development Team should:
Write comprehensive, easy to understand documents with no redundant information.
Develop an organized document repository for critical project information, so Development
Team members can easily access, store, and reference project documents and other
deliverables from all life cycle phases.
Implement routine deliverable reviews to correct inaccuracy, incompleteness, and
ambiguities.
Recognize that sample templates for deliverables are available; agencies might accept
deliverables in different formats as long as all required information is present. The content of

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Phase 8: Implementation

these deliverables might expand or shrink depending on the size, scope, and complexity of
the project.
Recycle or reference information from earlier documents where possible and beneficial.

The following is a listing of deliverables required of all projects for this phase of work.
Deliverables need to be updated for each iteration of the Implementation Phase.
Deliverable

Goals

Developed By

Approved By

Complete System
includes all code modules,
components, and libraries
kept in the production
version of the data
repository.

Deliver system that meets

the business need and all
requirements
Deploy system to
production environment

Development
Team

Agency CIO

System Documentation
includes all technical
documentation delivered
during the project (e.g. the
SDD and System
Administration Manual).

Provide all
documentation necessary
to effectively operate and
maintain the system

Development
Team

Agency CIO

Implementation Notice
formally requests approval
for system changes made
during the Implementation
Phase.

Formally request
approval for system
implementation

Development
Team

Agency CIO
Project Sponsor

Readiness Document
consolidates summary
information regarding the
current status of the system
and the project and provides
decision makers with the
information necessary to
make a Go/No Go
decision. It should include a
checklist listing all work
products, acceptance test
results, other indicators of
success measures and
deliverable acceptance.

Development
Provide information
Team
necessary to make the
go/no-go decision
Consolidate status
information regarding the
effective completion of
the project and
achievement of project
objectives and SDLC
requirements
Affirm achievement of all
deliverable acceptance
criteria

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Agency CIO

Phase 8: Implementation

Deliverable

Goals

Developed By

Approved By

Version Description
Document primary
configuration control
document used to track and
control versions of a system
released to the operational
environment. It also
summarizes features and
contents for the build and
identifies and describes the
version delivered.

Allow for tracking and

control of system releases
to the operational
environment
Document features and
content in system builds
Identify the version of the
system being delivered

Development
Team

Agency CIO

Post-Implementation
Review Report
summarizes the assessment
of Implementation activities
at the end of the
Implementation Phase.

Summarize assessment of Project

implementation activities Manager
Evaluate the effectiveness
of the system
development after the
system has been in
production
Determine if the system
does what it was designed
to do

Agency CIO
Project Sponsor
Project
Manager
Development
Team

Standard Operating
Procedures (SOP)
(Optional) defines in
detail how the Systems
Team will perform the
business processes related to
the operations and
maintenance of the system.

Provide detailed
instructions for future
business processes
Ensure consistent
execution of business
processes
Drive performance
improvement and
improve organizational
results

Agency CIO

Development
Team

All deliverables other than those identified as Updates should be developed in this phase.
Deliverables identified as Updates should be revisited and enhanced as necessary as prescribed
in this phase.
Deliverables produced during this phase must be reviewed in detail and should follow the
approval path as defined in the above table (for each iteration). A signature page or section
should accompany each deliverable requiring approval. DoIT will periodically request copies of
these documents as part of its oversight responsibilities.

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Phase 8: Implementation

3.0

ROLES

The following personnel participate in the work activities during this phase:
Agency CIO
Project Sponsor
Executive Sponsor
Project Manager
Development Team
Project Stakeholders
RACI Key

Executive
Sponsor

Project
Sponsor

Agency CIO

Project
Manager

Development
Team

Project
Stakeholders

Responsible Describes role that executes the

activities to achieve the task.
Accountable Describes roles that own the quality of
the deliverable and sign off on work that Responsible
provides.
Consulted Describes roles that provide subject
matter expertise.
Informed Describes roles that receive information
about the task.

Complete System

System Documentation

Implementation Notice

Readiness Document

Version Description Document

Post-Implementation Review Report

Standard Operating Procedures

Deliverable

Possible RACI Matrix

The Roles and Responsibilities page has detailed descriptions of these roles and their associated
responsibilities.

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Phase 8: Implementation

TASKS AND ACTIVITIES

4.0

START

4.1
Review Phase
Prerequisites

4.2
Monitor Project
Performance

4.3
Update PMP &
Communication
Plan

Development
Project Sponsor
Team

Project
Manager

Phase 8 Implementation Phase

4.4
Perform Risk
Management
Activities

Deliverables

Executive
Sponsor

Agency
CIO

4.5
Initiate
Implementation
Activities

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Phase 8: Implementation

Project
Manager

Phase 8 Implementation Phase

Development
Project Sponsor
Team

4.7
Send Change
Implementation
Notice

4.8
Review
Security Plan

4.9
Execute the
Training Plan

Deliverables

Executive
Sponsor

Agency
CIO

4.6
Deploy System in
Production
Environment

Complete
System

Multiple Release Hardware

Readiness
Document

Implementation
Notice

Version
Description
Document

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Phase 8: Implementation

4.11
Confirm System
Documentation
Completeness

4.12
Conduct PostImplementation
Review

System
Documentation

PostImplementation
Review Report

4.13
Perform PhaseClosure Activities

4.14
Perform Project
Close-Out
Activities

END

4.10
Develop the
Standard
Operating
Procedures

Deliverables

Executive
Sponsor

Agency
CIO

Development
Project Sponsor
Team

Project
Manager

Phase 8 Implementation Phase

4.1

Standard
Operating
Procedures

Review Phase Prerequisites.

The Project Manager ensures the following prerequisites for this phase are complete:
The Project Management Plan is current, and the schedule showing the target termination
date for the system is current.
All testing is complete; the system has passed UAT.
The Implementation Plan is complete and current.
Training plans to train end users on proper system use are complete.
The system documentation is complete and available.
The system has completed C&A according to the DoIT guidelines.

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Phase 8: Implementation

4.2

Monitor Project Performance.

The Project Manager monitors project performance by gathering status information about:
All changes to baseline data
Change management information
Activity progress with status details
List of complete and incomplete deliverables
Activities initiated and finished
Quality assurance testing and test results
Estimated time to completion
Resource utilization data
Changes to project scope
The Project Manager also organizes and oversees systematic quality assurance reviews of project
work as a part of monitoring the project performance.
To measure project effort at all phases of the life cycle, the Project Manager establishes timelines
and metrics for success at each phase of work when planning project tasks.
The PMBOK provides additional details on controlling project work in sections 4.4 and 4.5 and
on project scope control in section 5.5.
4.3

Update PMP and Communication Management Plan.

The Project Manager updates the PMP routinely (at least quarterly) to ensure the PMP reflects
project performance accurately. Review project performance controls and risks for deviations
from the baseline.
Information dissemination is one of the most important responsibilities of the Project Manager.
The Project Manager reviews and updates the Communication Management Plan at least
quarterly to account for potential changes in project stakeholders. The Project Manager
distributes the updated PMP and risk management information according to the revised
Communication Management Plan. PMBOK Chapter 10 contains additional details on project
communications and information distribution.
4.4

Perform Risk Management Activities.

The Project Manager conducts risk management activities during the Implementation Phase;
these activities include:
Identification determination of risks that might affect the project and emerging risks as well
as each risk characteristic
Risk Analysis conducting quantitative and/or qualitative analysis of each identified risk.
Usually, qualitative risk management techniques are the most applicable for State projects.
These risk analysis methods, as well as the conditions under which each method might be
used, are described in detail in section 11 of PMBOK.
Response Planning tracking risks, monitoring residual risk, identifying new risks, executing
response plans, and evaluating risk management effectiveness

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Phase 8: Implementation

Monitoring and Control definition of procedures to track risks, monitor residual risk,
identify new risks, execute response plans, and evaluate risk management effectiveness

These activities occur throughout the project duration to track and mitigate any new or changed
project risks. PMBOK has details for risk management activities in section 11, particularly
sections 11.2 through 11.6.
4.5

Initiate Implementation Activities.

The Development Team begins implementation with the following tasks:

Selection of standards, methods, and tools for deploying the system
Carrying out of Implementation Phase activities according to the detailed project WBS
started during the Concept Development Phase. Implementation activities need to be
performed for each release.
Review of the change management process to ensure all Test Phase modifications have been
documented
4.6

Deploy System in Production Environment.

The Development Team deploys the system in the production environment and at all applicable
sites. While deploying the system, the Development Team should keep the configuration
information updated by following the Configuration Management Plan defined in the Planning
Phase. The Development Team will repeat this activity for each iteration associated with a
release to production.
4.7

Send the Change Implementation Notice.

The Project Manager sends the Change Implementation Notice to all end users and organizations
affected by the implementation. In addition, the Project Manager informs those not directly
affected by the implementation of possible disruptions to normal activity. The Change
Implementation Notice includes the following:
Implementation schedule
Brief description of benefits of the new system
Differences between the old and new system
Responsibilities of end users during the Implementation Phase
Instructions for contacting technical support, including contact names and phone numbers
The Development Team will repeat these activities for each iteration associated with a release to
production.
4.8

Review the Security Plan.

The Project Manager reviews the Security Plan for required security policies and procedures
during the Implementation Phase. Confirm that end users will receive training on DoIT security
policies and procedures according to the Training Plan. All documents about security policies
and procedures are available at the DoIT State Information Technology Security Policy and
Standards Web page.

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Phase 8: Implementation

4.9

Execute the Training Plan.

The Project Manager oversees training on the new system. Use the previously designed training
plan to train effectively. Request trainee feedback to determine if the training was effective. The
Development Team will repeat these activities for each iteration associated with a release to
production.
4.10

Develop the Standard Operating Procedures.

The Development Team may elect to develop SOP to provide documented and detailed
instructions for performing all future business procedures associated with the system operations
and maintenance. The SOP may reference procedures already documented in the Operations
Manual, Administration Manual, and Maintenance Manual. The SOP should focus on nontechnical procedures necessary to execute future business processes. For multiple-release
projects, the Development Team should develop the SOP as part of the first Implementation
Phase iteration and then update the SOP for each additional release.
4.11

Confirm System Documentation Completeness.

The Project Manager reviews all system documentation to confirm that it is complete and
correct. Review carefully the Operations Manual or System Administration Manual to ensure
they are ready for the Operations and Maintenance Phase.
4.12

Conduct Post-Implementation Review.

The Project Manager with extensive input from the Agency CIO, Project Sponsor, Executive
Sponsor, the Development Team, and key project stakeholders conducts the PostImplementation Review (PIR). Held after implementation is complete and the project effort is to
be formally closed, the PIR is a formal evaluation of the actual level of project success. The PIR
may also help agencies learn valuable lessons for future projects. The Development Team will
conduct a formal PIR after the projects final release to production. Interim reviews should be
conducted after each release to identify lessons learned to utilize for future releases.
4.12.1 Review the project performance
Review the project performance to assess whether the project delivered promised benefits, met
the agency project objectives, operated within scope, and produced the promised deliverables on
time, within budget, and using the allocated resources. Assess how the project performed against
each of the targets defined during the Initiation, Concept Development, and Planning phases.
Identify whether the project:
Delivered the business benefits described in the Business Case
Achieved the objectives specified in the Project Charter and Project Scope Statement
Remained within the original scope
Produced the necessary deliverables as defined in the WBS
Met the quality targets defined in the Quality Management Plan
Was completed within the planned project schedule
Delivered within the budget defined in ITPR and any approved changes

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Phase 8: Implementation

4.12.2 Assess stakeholder satisfaction

Assess general stakeholder satisfaction and any perceived gaps that may require additional
scrutiny.
4.12.3 Review the project conformance
Assess whether the project conformed to the management processes described in the project
plans, and identify the extent to which the project has conformed to the nine project management
knowledge areas of PMBOK:
Time Management
Cost Management
Quality Management
Change Management
Risk Management
Issue Management
Procurement Management
Acceptance Management
Communications Management
4.12.4 Identify project achievements
List the major achievements for the project, and describe the positive effect of each achievement
on the business.
4.12.5 Identify gaps in project fulfillment/project failures
List any project failures or gaps in promised functionality and describe their effect on the
organization.
4.12.6 Identify lessons learned
Describe the lessons learned from undertaking this project, and list any recommendations for
similar projects in the future.
If after the review the Project Manager finds the projects implementation to be unacceptable, the
Agency CIO may issue follow-up instructions and instruct the Project Manager to correct the
deficiencies. If contractors completed the development, the Project Manager may determine that
additional remediation work is within the scope of the statement of work or in the original
contract.
4.13

Perform Phase-Closure Activities.

The Project Manager and the Development Team prepare and present a project status review for
the Agency CIO, Project Sponsor, Executive Sponsor, and other project stakeholders after
completing all Implementation Phase tasks. This review addresses the following:
Status of Implementation Phase activities
Planning status for operations and maintenance phases
Status on resource availability for operations and maintenance

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Phase 8: Implementation

Go-No Go decision made to proceed to next phase, based on Implementation Phase

information
Transfer system management responsibility to Systems Team personnel

The Project Manager compares actual project performance to the PMP and the projected cost of
the project to determine any variances from the cost baseline during the phase-end review. The
Project Manager also updates the Risk Register. The Project Manager updates the Maryland
Enterprise Architecture Repository with any new or updated components before beginning the
next phase, Operations and Maintenance.
Document any end user requests for system changes to mitigate misunderstandings between end
users and the Development Team. Review the Contracts Management checklist found with the
Templates and Checklists area for unfinished contract tasks before closing out the
Implementation Phase.
The Project Manager must obtain deliverable approval signatures before proceeding to the
Operations and Maintenance Phase.
Update the project documentation repository upon completion of the phase-closure activities.
4.14

Perform Project Close-Out Activities.

The Project Manager closes the project and transitions the system to the agency Systems Team
once the system is implemented in production and operates in a stable manner. Activities
include:
Transition of outstanding requirements to the Systems Team
Disbanding of the Development Team and completion of team performance reviews
Resolution of remaining contractor invoicing and contract compliance issues
Close out of procurements
Conducting of a lessons learned assessment of the project work to understand project
difficulties and areas for improving future agency project work
Obtaining of final project acceptance by the Project Sponsor
Archiving of all relevant project documents as historical data. Refer to the Data Retention
Plan completed in the Development Phase.
Verification that all changes are conducted in accordance with the approved Change
Management Plan
5.0

CONCLUSION

When the Implementation Phase concludes, the system begins operating and continues to do so
until the organization determines it has outlived its usefulness and starts planning for a
replacement system. The approval of the Implementation Phase deliverables and the completion
of the Implementation project status review, and the execution of project close-out activities,
signify the end of the Implementation Phase.

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Phase 8: Implementation