The Testing Phase: Validating the Plan to a Limited Number of Users

With the testing completed, the Exchange Server 2003 upgrade team has all the tools needed for a successful upgrade, if the steps outlined so far in this chapter have been followed. The Design document is updated based on the prototype testing results so that the end-state that the executives and decision- makers are expecting has been conceptually proven. Unpleasant surprises or frantic midnight emails requesting more budget are nonexistent. The roadmap of how to get to the end-state is created in detail, with the project schedule outlining the sequential steps to be taken and the Migration document providing the details of each step. Documentation on the exact server configurations and desktop configuration are created to assist the systems engineers who will be building and configuring the production hardware.

The project team has gained valuable experience in the safe lab environment, so it is brimming with confidence and excited to forge ahead. End-users representing the different departments, who tested and approved the proposed desktop configurations, are excited about the new features that will soon be available.

To be on the safe side, a rollback strategy should be clarified, in case unforeseen difficulties are encountered when the new servers are introduced to the network. Disaster recovery testing can also be done as part of the first pilot, so that the processes are tested with a small amount of data and a limited number of users.

The First Server in the Pilot

The testing phase officially starts when the first Exchange 2003 Server is implemented in the production environment. The same testing and sign-off criteria that were used in the lab environment can be used to verify that the server is functioning properly and coexisting with the present Exchange servers. Surprises might be waiting that will require some troubleshooting, because the production environment will add variables that weren't present in the lab, such as large quantities of data consuming bandwidth, non-Windows servers, network management applications, and applications that have nothing to do with messaging but may interfere with Exchange Server 2003.

The migration of the first group of mailboxes is the next test of the thoroughness of the preparation process. Depending on the complexity of the complete design, it might make sense to limit the functionality offered by the first pilot phase to basic Exchange Server 2003 functionality, and make sure that the foundation is stable before adding on the higher-end features, such as voicemail integration, mobile messaging, and faxing. The first server should have virus protection software and tape backup software installed. Remote access via OWA is an important item to test as soon as possible, because there can be complexities involved with DMZ configurations and firewalls.

Choosing the Pilot Group

The first group of users ”preferably more than 10 ”represents a sampling of different types of users. If all members the first pilot group are in the same department, the feedback won't be as thorough and revealing as if different users from different departments with varied needs and expectations are chosen . It's also generally a good idea to avoid managers and executives in the first round, no matter how eager they are, because they will be more likely to be the most demanding, be the least tolerant of interruptions to network functionality, and have the most complex needs.

Although a great deal of testing has taken place already, these guinea pigs should understand that there will most likely be some fine tuning that needs to take place after their workstations are upgraded; they should allocate time from their workdays to test the upgrades carefully with the systems engineer performing the upgrade.

After the initial pilot group is successfully upgraded and functional, the number of users can be increased, because the upgrade team will be more efficient and the processes fine- tuned to where they are 99% error free.

For a multisite messaging environment, the pilot process should be carefully constructed to include the additional offices. It might make sense to fully implement Exchange Server 2003 and the related messaging applications in the headquarters before any of the other locations, but issues related to WAN connectivity might crop up later, and then the impact is greater than if a small pilot group is rolled out at HQ and several of the other offices. It is important to plan where the project team and helpdesk resources will be, and they ideally should travel to the other offices during those pilots, especially if no one from the other office participated in the lab testing phase.

The helpdesk should be ready to support standard user issues, and the impact can be judged for the first few subphases of the pilot. Issues encountered can be collected and tracked in a knowledgebase, and the most common issues or questions can be posted on the company intranet or in public folders, or used to create general training for the user community.

Gauging the Success of the Test Phase

When the test phase is complete, a sampling of the participants should be asked for input on the process and the results. Few companies do this on a formal basis, but the results can be very surprising and educational. Most employees should be informed of when the upgrade will take place, that no data will be lost, and that someone will be there to answer questions immediately after the upgrade. Little changes to the workstation environment ”such as the loss of favorites or shortcuts, or a change in the network resources they have access to ”can be very distressing and result in disgruntled pilot testers.

A project team meeting should be organized to share learning points and review the final outcome of the project. The company executives must now make the go/no go decision for the full migration, so they must be updated on the results of the pilot process.