First, give conclusions that can be used for decision-making
The new team will read only the code and the production environment, re-establish and establish a test environment, and not be released immediately if the situation is not clear.
What conditions need to be identified before judgement is made?
The same question may have different answers under different business, data and project phases. It is suggested that the following conditions be checked and that the common findings on the web be incorporated into their own projects.
Suggested order of advance
First, we'll be clear about the target and the border.
Create asset lists and read-only backups to freeze key changes.
Validation Key Dependence
Build, deploy, monitor and core processes from the original team demonstration.
Development of assessable outcomes
New teams verify discrepancies, risks, deficiencies and residual scope.
Make sure you decide the next step with the real results.
The permissions are to be switched in stages and the first recantable is to be completed.
How do you understand it in the actual business?
When a company acquires the code, it finds that the production package comes from a developer’s computer and the warehouse cannot be built. At this point, a production snapshot should be kept, relying and configuration differences should be identified, and the distribution chain re-established by a new team.
The easiest pit to step on.
Start asking for code and server privileges after notification is changed
One-time withdrawal of all authority of the original team, resulting in the non-confirmation of critical knowledge
The new team took over the development of the vast area, and the source of the problem was indistinguishable.
How should we end up receiving and confirming?
The handover should be carried out on the basis of criteria that are controlled by assets, code-buildable, environmentally deployable, core processes operational, documentation and issues that can be understood. The change of authority, backup, training and legacy liability records should also be maintained.
When preparing to communicate with suppliers or internal teams, it is recommended that current processes, representative samples, existing systems, planning time and budget levels be brought. First, the unknown items are clearly marked, and then the decision is made to use diagnostics, PoC, fixed-range projects or ongoing research and development, which is usually more reliable than a direct demand for a price and duration without borders.