Where most organisational change occurs.
WHY SYSTEM CHANGES FAIL
The process was not understood before automating it Data was not prepared People were not trained The old system remained available Nobody owned the implementation
WHAT TO ESTABLISH FIRST
How the process actually works.
WHY
Implementing a system around an assumed process produces a system nobody can use.
WHAT TO DO
Map the real process, including exceptions.
WHAT TO DECIDE
Whether to change the process to suit the system, or configure the system to the process.
WHY IT MATTERS
Extensive configuration is expensive and it complicates every future change.
WHAT TO PREFER
Adopting standard ways of working, unless there is a genuine reason not to.
WHAT DATA PREPARATION REQUIRES
Cleaning existing data Deciding what transfers Validating after transfer
WHY IT IS UNDERESTIMATED
It is usually the largest part of the work.
WHAT TO ESTABLISH
That data is correct before it is migrated.
WHY
Poor data in a new system destroys confidence immediately.
WHAT TO TEST
The system, with real data and real transactions, before going live.
WHO SHOULD TEST IT
The people who will use it.
WHY
They find what specialists do not.
WHAT TO ESTABLISH ABOUT GOING LIVE
A date, what must be true beforehand, and how to revert.
WHAT TO PLAN
Support in the period immediately after.
WHAT TO DECOMMISSION
The old system, once confidence is established.
WHY
Parallel running indefinitely means the change never completes.
WHAT TO RETAIN
Access to historical data.
