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Looking for opportunties to not have so many meetings. What can be consolidated and problem-solved together?

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Hiring staff for the missing governance roles (e.g., enterprise architect, training lead role) to mitigate team burnout.

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Create/share intake process for requests that are out of scope, but will need to be revisited later.

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Testers should go through training session recordings and make him/her familiar with business process for their areas. Understand business process design, decisions made.

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Assigning multiple testers to the same scenario to help optimize testing

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Add new scope items or change business requirements once scope if finalized and frozen.

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Clearly log decisions and solution design. Decisions/solutions are easily lost/confused if not clearly documented.

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Don't assume that Infosys fully understands our needs of the system.  We are unique and we must spell everything out.

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Making data migration instructions less technical to ensure participants clearly understand what is expected of them

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Using resources who have done the work previously as they already have training & knowledge (e.g. Data validators)

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Stop sign-off and issue resolution on the promise of resolution. Sign-off should only happen with the solution is demonstrated to have been implemented, and can be validated.

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Having so many administrative / PM activites. We need to find ways to manage risk but realize we don't have the staffing levels required for the way we are managing the program now. How can we simplify our work?

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Module lead to send clear communication to resources identified about their role (SU, SME, DV etc.) and set expectations for performing project activities. Make them feel EMPowered. Also have regular check-in with team on progress, issues they are facing

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The KDD process. It is helpful to see Infosys' best thinking on options and the pros/cons in one place

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QA on work allocation to ensure resources who are assigned to project tasks are aware they have been assigned & understand what is required from them

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Protecting project resources to ensure availability for project tasks.  Assign daily duty responsibilities to other team members.

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Active engagement of SteerCo members to make timely decisions.

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Provide weekly summary of solution design changes. Spotlight?

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Assigning ownership during solution design so there is a clear point of contact to deal with changes that may need to be made later.

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Need plan/strategy for reports and report development.

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Thinking about how to knowledge transfer System Config with SFUSD and get them doing this hands-on now; so they know who is responsible to what after go-live.

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Clarify sub-timelines within testing/validation timelines. For example, if testing is 3 weeks but actually needs to be done in the first 2 weeks to leave the 3rd week for review of parking lot, etc., be clear about that so testers are aware.

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Try to clean up as much data as possible prior to migration.

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Meeting participants need to be vocal in the meeting for asking any questions/concerns if they are not understanding what is being explained

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Provide more clarity around sub-deadlines in testing and validation. For example, if a testing phase is 3 weeks, but the 3rd week needs to be held for parking lot review and retesting, make it clear that testers don't have the 3rd week to complete initial tests.

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Communicate the big-picture plan (what to look for, why, etc) before diving into the details of the resources available. Demo a concrete example.

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Use streamlines tracker to consolidate tasks, and track task completion.

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Data Validators to continue in their role as they have knowledge of processes, tools, tracker.

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For Parallel Payroll testing, run the SAP test and the PeopleSoft test at the same time for the current pay cycle to enable real-time review of data.

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Communicate the overall purpose of testing and what to look for and give feedback on. Blindly completing the scripted test scenarios is not enough.

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Daily report out of progress compated to plan by tester to help uncover blockers and encourage accountability.

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Encouraging staff to test scenarios not in a script when the encounter them in real life. For example, if in their regular work they come across an unusual scenario, encourage them to try to do it in EMPowerSF in a test environment to both ensure it's possible to complete and to reinforce their knowledge of the system.

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Infosys should continue taking responsibility for Testing update emails and communications (Shannon should not have to do this).

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Using Panaya for UAT (beneficial for documentation and accountability, but we have now documented the entire test series.  I question whether it is necessary to use it again for the upcoming tests)

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Requiring each step to be recorded in Panaya. Either record the entire test scenario in one go, or use a tool other than Panaya

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Blindly following test steps but make effort to understand business process designed

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Over-reliance on Shannon. Individual testers and teams must communicate more directly with Infosys partners, and be accountable for their individual deadlines.

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Need a central repository/location for training docs so they can be searchable later.

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Share a high-level, big picture plan that we can reference on an ongoing basis. It has been hard to get a sense of the overall plan.

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Give Super Users and Module Leads a preview of the LMS and and how to update those training materials in the future.

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Review and edit Change Impacts. So much has changed just in the last few months.

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Office Hours by module/team.

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Take care of your assigned action items, issue/risks on a accelerated manner. Current aging (open of number of days) of these line items is increasing.

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Stop asking the union if they agree with the decisions that we HAVE TO make.

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Stop submitting low priority Recruiting and Onboarding tickets for minor configurations. DoT can not keep up.

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Inviting too many people to the meetings. Only invite key contributors (active) to make meeting more efficient and at the same time waste time for others

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Consider the efficiency of having one person perform the role of SMEs, Testers, Super Users, etc. It has been helpful to be involved in the same process but in different roles.

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Project team building activities

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Be more intentional about building agendas, taking notes, determining deliverables and next steps, and assigning owners.