Structuring the project.
WHAT TO ESTABLISH FIRST
Scope: what is in this phase
Timeline, realistically Who is responsible for what What success means
WHAT SUCCESS SHOULD MEAN
Defined, measurable outcomes.
WHAT IT SHOULD NOT MEAN
The system being live.
WHY
A live system nobody uses is a failure.
WHAT THE TYPICAL PHASES ARE
Discovery and design Configuration Data migration Testing Training Go-live Stabilisation
WHAT DISCOVERY SHOULD PRODUCE
Agreement on how each process will work in the new system.
WHY THAT MATTERS MOST
Disagreement discovered during testing is expensive.
WHAT TO DECIDE EARLY
Where process changes to fit the system Where the system is configured to fit the process What is deferred
WHAT TO MINIMISE
Customisation.
WHAT GOVERNANCE TO ESTABLISH
A sponsor with authority A decision-making forum An escalation path Regular progress review
WHY A SPONSOR MATTERS
Decisions requiring authority arise constantly, and delay stalls everything.
WHAT TO PLAN FOR
Staff time, which competes with their existing work.
WHAT TO NEVER ASSUME
That people can implement a system alongside a full workload.
