Think it through from beginning to end.  Start by labeling the large work
units (in no particular order and just a short list to get you started):
- purchase
- commission
- install
- requirements gathering and refinement (customization, configuration, data
migration, gap analysis, integration points, etc.)
- development work estimates (configuration, customization, etc.)
- deployment activities (configuration, customization, etc.)
- decommission activities

>From there you can start to define work streams and dependencies for each of
those major activities.  Once you do that you can start to tack estimates to
each of the work units.

The tricky part comes after that; you need to align resources to each of
those work units.  If your organization is like most, pretty much everyone
is juggling multiple things, many of which are completely unrelated to your
efforts.  You need to define the resources and their availability, then you
need to map that against the estimates to get a rough timeline.  Note that I
said 'rough timeline'.  Things happen, some things take longer than
estimated.  Provide yourself some contingencies in the timeline and pad the
timeline based on past performance.  From here you should define some
milestones; key objectives that need to be met by certain dates in order for
the effort to stay on course.

Assuming your planning is good, it's really just discovery/mitigation and
time management from that point forward.

Axton Grams

On Wed, Aug 24, 2011 at 9:15 AM, Rick Cook <[email protected]> wrote:

> ** Sam, this is exactly the place for a question like this, so no apologies
> necessary.  Like most of us here, I got my start (as any good Remedy pro
> should) as an Administrator many moons ago, and asked a lot of questions
> here before I finally started figuring things out.
>
> The "task list" is more of a set of lists than a single list, and you have
> to shuffle them all together in a way that fits your organization.  The
> lists are for things like your company's ITIL strategy, the size and
> sophistication of your user base, the bandwidth of your Remedy team, etc.
> All of those and more dictate how you will roll BMC/Remedy/ITSM out in your
> company.  Because of that, it would help us help you if you could focus your
> question a little more narrowly.
>
> Thanks!
>
> Rick
>
>
> On Wed, Aug 24, 2011 at 7:05 AM, Sam Cerrato <[email protected]>wrote:
>
>> I'm not sure if this is where this request should go so if it is not, I
>> apologize in advance.
>>
>> I've been a Remedy Administrator for almost 12 years. During that time
>> I've done mostly Administration work and have dabbled in Development duties
>> as well. I've also performed Training of Remedy users as well as other
>> Remedy Administrators (working for BMC Software as an Education Consultant).
>>
>> So now I'm working on a project where I'm doing a combination of
>> Development (installing ITSM Suite 7.6.04 to replace HEAT) as well as CMDB
>> duties (with the help of a Configuration Manager when the time comes) and
>> Administration but I'd say it's more like 75% Development work to begin. I
>> will also be administering and configuring the applications. Yes a LOT of
>> stuff on my plate.
>>
>> My manager asked me to find out if anyone has a list of "Tasks" they
>> perform when doing an implementation so I will know all of the things that
>> have to be completed to get Remedy up and running. The first thing we are
>> doing is replacing HEAT with Remedy Incident Management. We are going to be
>> installing Remedy in a Windows Server 2008 environment using MS SQL 2010
>> Standard.
>>
>> If anyone has anything they can send me to help out, I'd really appreciate
>> it and again I apologize if this is the wrong place to post this message.
>>
>> Thanks,
>> Sam
>>
>>
>> _______________________________________________________________________________
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>>
>
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