Below are the first 10 and last 10 pages of uncorrected machine-read text (when available) of this chapter, followed by the top 30 algorithmically extracted key phrases from the chapter as a whole.
Intended to provide our own search engines and external engines with highly rich, chapter-representative searchable text on the opening pages of each chapter. Because it is UNCORRECTED material, please consider the following text as a useful but insufficient proxy for the authoritative book pages.
Do not use for reproduction, copying, pasting, or reading; exclusively for search engines.
OCR for page 26
27 Trials are executed in accordance with the trial manual oped to detail hour by hour before AOD the moves in the and the agreed trial program and schedule. Trials commence transition; and with basic trials, which test a subset of the overall operations ˇ Mechanisms for tracking and reporting on progress process and allow assessments to be made on a small scale to of activation so that any issues can be addressed early assess the effectiveness of the subset process and progress to before they affect AOD schedule. advanced trials that will test complete processes; fall back trials, which assess fall back scenarios; and emergency trials, Each stakeholder develops plans as detailed earlier; focus which assess emergency scenarios. Before each trial com- groups and workshops are run to assist in producing these mencing assessments are made to: plans. ˇ Establish that all dependencies for the trial have been met, From these plans, a detailed comprehensive and consol- ˇ Assess that suitable workarounds are in place if a depen- idated countdown to operations checklist is developed and dency has not been met, tracked. This checklist includes a comprehensive list of all ˇ Confirm that all necessary resources (people, equipment, issues that must be addressed to achieve a successful opening. etc.) for the trial are available, and It identifies the individual responsible for each issue, the status ˇ Confirm that all logistics for the trial are in place. of the issues, and the scheduled date for the resolution of each issue. A redambergreen traffic light or other color coding Before executing any trial and based on these assessments a system is often used to highlight the status of each issue (see go/no go decision is made for the trial. If a go decision is made Table 7 in chapter seven or Appendix E). The checklists are the trial will be executed in accordance with the agreed-on trial based on the number of days to AOD and facilitate a detailed management scripts. All necessary forms to collect feedback review of the status of readiness moving toward AOD. For from the trial volunteers and observers are prepared to facilitate example, 90/60/30-day checklists have been used to track the gathering information during and after execution of the trial. closing of issues as opening day approaches. If issues are not being closed in accordance with the plan, this is identified A post-trial review is conducted to review the information and can be addressed. Issues that arise as a result of the collected and assess the outcome of the trial. A trial report is checklist review can be raised and managed to avoid affect- compiled for review by the trial owner, trial review board, ing the schedule and allow for a "no surprises" road to a suc- and/or activation working group. The report details the find- cessful AOD. ings of the trial and any observations or opportunities for improvement resulting from the trial. The report identifies TRANSFER AND TRANSITION COMMENCEMENT any proposed remedial work for consideration by the activa- tion working group and/or steering committee. The report also The size and complexity of the project determines the amount documents whether a particular trial is complete and successful of time required for the transfer and transition process. For or re-running in part or in whole is necessary. example, for a larger relatively complex project, it could begin 90 days or more ahead of planned AOD in accordance with The results of a trial are reviewed and evaluated to deter- the transition plans developed and the 90/60/30-day check- mine whether: list. For smaller, simpler, or repetitive projects less time is allocated, and for larger more complex projects more time ˇ Any remedial works are necessary to deliver the opera- would be allocated. tions for the facility, ˇ There need to be any changes in processes or new fall All stakeholders work through and report on their progress back procedures, and in completing the 90/60/30-day countdown checklists. Issues ˇ Whether or not a trial or portion of a trial needs to be that arise during this process are monitored, reported, and esca- re-run. lated to fully complete the checklist. DEVELOP TRANSFER Issues that arise that could have operational impacts for AND TRANSITION STRATEGY AOD are assessed to determine viable workarounds in the event that the issue does not get resolved before AOD. Again, Detailed transfer and transition strategies for all stakeholders the purpose here is to ensure a timely opening with no sur- need to be developed. Such strategies detail: prises on day 1. If workarounds are agreed to, they are thought through, tested, trialed, and incorporated into the operations ˇ Logistics for transfer and transition; process. ˇ Facilities for transfer and transition; ˇ If any early opportunities for transfer and transition exist; At the appropriate points during the countdown process, ˇ Dependencies, IT, systems, facilities, etc.; stakeholder groups carry out their transition to the new facil- ˇ Timing sequence, details of timing before AOD and the ities; this process is managed and reported against the agreed night before AOD a complete move program is devel- on programs, checklists, and plans.