IT Transition Management

The challenge

The changeover has to happen without stopping the business.

A transition is rarely about whether something can be done technically. It's about replacing the foundation underneath an organisation that has to keep running throughout — without users, customers or the business ever feeling the ground shift beneath them, or at the very least keeping the disruption to a minimum.

When applications, infrastructure and whole teams move to a new supplier or into a new organisation, there are a thousand things that can go wrong: an overlooked dependency, a contract clause nobody read, a support function that isn't ready, knowledge walking out the door with the people who leave. And throughout, the clock is ticking on a TSA or an exit date that won't budge.

A transition isn't judged on go-live day. It's judged on what's still running the morning after.

My approach

Systems, people and processes — moved in sync

A successful transition is as much about people and agreements as it is about technology. I approach it in five phases that have to work together:

What you get

A transition that lasts — long after go-live