#SUPPORTWOMAN: First, Watch the Go-Live
This article follows-up on my previous blog on Support requirements.
The first important thing in the process is to support the go-live to ensure it is as smooth as possible.
Of course, you know you need to monitor your go-live. You are prepared with test scripts, authorized users and problem-report approach. You have selected the population, the different phases of test, and have communicated who will sign off. Good. What more?
With a new system to play with – and one providing every employee with a visibility on her records, the new tools and processes will enjoy an exceptional visibility, you should then expect questions! What questions? Just about anything. A good preparation and change management program will address most of them ahead of time, but it is key to remember that it is not because it has been said that it has been heard. Communication is always two ways.
Examples would be:
Go-live transition points to address
Data cleanup is part of the data migration approach. With a larger user population, new reporting tools will highlight “dirty data” and give users the impression that it is a “broken” system where analytics cannot be run, AI will fail and normal business operations cannot be conducted. Data in the system is only useful if it can be easily turned into information to meet clear requirements. The AI, analytics and reporting strategy need to be clarified and communicated, and many new use cases will be identified after go-live, when users start accessing the system.
As the go-live approach, create a backlog of requirements to be addressed after go-live. It is simply not possible to keep including new requirements and ideas without scope creep and/or endangering the date of go live. Communicate this approach and the way the backlog will be revised and approached so that workarounds can be found if needed.
Project teams are built. As they disband at the end of the project there is a loss of knowledge, experience, resources and continuity. To avoid that, there must be a plan to ensure all relevant information is captured and that there is an offboarding/onboarding plan for new resources.
Plan the transition to the Support Model (later blog upcoming); clarify the respective roles external and internal support; define acceptable turn-around times for questions and issue resolution, and be ready to monitor.
Keep records of support logs to verify type of queries and check efficiency of knowledge repositories. Sometimes a quick revision or a Q&A video can save many frustrating hours.
Review what day-to-day business processes will be most impacted by the go-live and testing phases, and plan to have back-up if needed.
Plan for scalability: it is not only important for large corporations and projects (where it must be part of the project planning), but also in smaller initiatives – so that people and resources can be managed, the amount of work is regular, and knowledge transfer needs can be met.
Quantifying Return on Investment –hopefully, ROI has been defined at the time of the establishment of the business case. Running measures and analytics before go live and immediately after is the way to establish the baseline.
Links to all chapters of this serie:
THANK YOU for taking the time to read my post. Really, I am honored - and will be thrilled to read your comments. Contact me [email protected] for advice, suggestions or comments.