The second activity for managing ERP projects refers to determining requirements for ERP implementations in advance. This activity requires software engineers and technical specialists to put an ERP project management system in place by:
If you are using agile methods and tools to run your ERP project, it is worth noticing that when building product and sprint backlogs, you still need to be aware that you including cut-over deliverables. There is a risk, in an agile setting, that cut-over activities are left for the final few sprints and this may throw up some unfortunate surprise.
The first step toward a successful cut-over is to start planning early. From the first project meeting, the team constantly needs to consider how any decision may affect the cut-over activities.
When planning for disasters, it is important to first identify those systems that are: Select one: a. outsourced. b. legacy systems. c. highly technical. d. mission critical.
Cut-over is probably one of the most critical activities for the successful implementation of any ERP/SAP Project whether it is an Implementation, an Upgrade or a migration from legacy systems to SAP. Cut-over tasks are a set of very closely coordinated activities that need to be performed in a proper sequence (having appropriate predecessors and successors) by both SAP/IT Implementation teams & business stakeholders. It requires diligent planning, proper management and timely execution.
This Black-Out period should be minimized to have the least possible impact on Real-time Business transactions.
The Trigger and precise timing for shutting down the legacy systems (& YES, check the Geographical Time Zones)
The main project objective must always be to reach a stability point where the project can be handed over to operations and support. If the cut-over plan (or operations plan) does not clearly outline the KPIs that need to be met to proclaim the system stable, I would think that there is a significant risk of the implementation team being stuck with project for a long while without the option to move on to new projects or rollout activities. Every project needs a set objective!
To sum up my above text, the key to a successful cut-over lies with detailed preparation and planning. In my experience it takes time to produce such a detailed plan, so start early in the project life-cycle and make sure you get all stakeholders involved.
One way of mitigating this issue is to produce a CLEAR AND CONCISE data policy framework. This framework describes how data should look in a future system and rules of engagement when it comes to consolidating and cleansing customer, product and vendor data. With this policy in place, less experienced staff (or even temps) can be assigned to the job allowing the key resources to focus on the exceptions.
If you are using agile methods and tools to run your ERP project, it is worth noticing that when building product and sprint backlogs, you still need to be aware that you including cut-over deliverables. There is a risk, in an agile setting, that cut-over activities are left for the final few sprints and this may throw up some unfortunate surprise. Make sure to get cut-over deliverables planned into all relevant sprints.
Who will be the primary cutover coordinator for the ERP system implementation? Commonly, an experienced project manager, information systems director or strong technically inclined operational resource will perform this role. While vendor partnership is critical to this activity, it is not recommended that the software vendor solely manage the cutover. This can result in gaps in the execution of “big picture” procedures, steps or process the organization should be responsible for.
A Project Risk Register is utilized and updated to record any concerns discovered during the cutover planning process and ensure key leadership from information systems and business/operations are aware of the risks, their mitigations, or risk acceptance criteria.
Spreadsheet templates are commonly used for cutover planning due to filtering, ordering and other flexible features.
Highly integrated and complex solutions across many areas should begin the cutover planning months (three to four) in advance of the scheduled go-live.
ERP vendors may not provide templates for system cutovers or the vendor templates provided are likely to have gaps in operational tasks or with specific system technologies.
Cut over Plan is All documentation related to planning, preparing and executing cutover, describing how to lock down the system from a technical change management perspective , preparing the the system for its new role and rolling out the SAP graphical user interface to all future end users.
Planning the Master data Migration Process is also a Cutover Task.