Project Management Central
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Keith Novak
Tukwila, Wa, USA
If you search for "AEM deployment checklist", you will find quite a bit of best practices that you can then use to determine where you have gaps. The Adobe page for "The Checklist - Further Reference" is pretty comprehensive for a starting point, and you can navigate to their other reference material from there, up and down their management guide and documentation tree.
To add to Keith's feedback, I'd suggest that if the program is red, then focus on implementing the minimally sufficient set of controls needed to bring it back on track as any additional effort is likely to drive the project even further over budget.
At a bare minimum, you'd want to be able to answer the $1MM question "Where are we at, where should we be, and what is the impact of the variance?" Kiron
Sergio Luis Conte
Helping to create solutions for everyone| Worldwide based Organizations
Buenos Aires, Argentina
I will write this in the best english I can (english is not my first language) so I hope do not sound rude. If there is nothing documented then everything is a matter of perception including yourself. No problem with that. Start working on perception. Go to each stakeholder and take from them their perception. If you detect there is a probem then remember that problem is the gap between perceived reality and desire reality then you can work on the perception, you can work on the desire or you can work on the gap to solve the problem. Just to comment, I was lot of times in the same situation you are describing above.
Timothy,
Looking at gap-checklists will give you an idea how big the problem is on the technology side. I doubt this is priority one when the program is flagged red. And it will be handled once you re-started the program on the people side and it includes documentation and information sharing, but also re-building the team that is supposed to close all technology gaps. So my suggestion would be to do 1:1 with all team members and other key stakeholders, you might find out common and burning issues and you start try to solve them. Then re-align the team behind feasible goals, establish trust, and communicate, communicate. Thomas Thomas
Abolfazl Yousefi Darestani
Manager, Quality and Continuous Improvement| Hörmann-TNR Industrial Doors
Newmarket, Ontario, Canada
I do agree with Keith and Kiron's point.
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