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Author: Ian

  • Prepare for the First Day With a New System

    Prepare for the First Day With a New System

    Write a runbook the team can follow under pressure. Include when entry in the old system closes, who checks the opening data, and which transactions must succeed before everyone starts using the new system.

    Rehearse the switch

    Run through the sequence with the people responsible for each step. Record timings, decisions, and dependencies. Practice how staff will capture transactions if the switch is delayed.

    Set an escalation path

    Separate issues that block operations from those that can wait. Assign a decision owner for each type, agree when to use the fallback procedure, and share that information before launch.

    Illustrative photo by Luke Southern on Unsplash.

  • Measure System Adoption After Go-Live

    Measure System Adoption After Go-Live

    Login counts tell you who opened the system. To see whether work has moved, pick a task such as purchase approval and measure how many requests are completed through the new workflow.

    Find where users get stuck

    Observe a few people completing the task and compare what you see with usage data. Low completion rates can point to missing access, a slow workflow, or training that skipped common exceptions.

    Fix one recurring barrier and measure again

    Choose a problem the team can address, then use the same measurement to see whether completion improves. Record changes in transaction volume or operating conditions so the comparison stays meaningful.

    Illustrative photo by Campaign Creators on Unsplash.

  • Turn Assessment Findings Into a Technology Roadmap

    Turn Assessment Findings Into a Technology Roadmap

    Turn each finding into a specific problem, an explanation of its business impact, and an action with a named owner. That gives the team something it can schedule and review.

    Sequence the work by dependency

    An inventory dashboard depends on consistent item codes and reliable stock records. Schedule that groundwork first and define what must be in place before dashboard work begins.

    Set decision points

    Decide when the team will review progress, what evidence it needs, and who can approve the next stage. Give each milestone a decision or outcome that someone can verify.

    Illustrative photo by Eric Rothermel on Unsplash.

  • How to Prioritize System Integrations

    How to Prioritize System Integrations

    List the data that moves between applications, the decisions it supports, and what happens if it arrives late. That gives you a way to decide where real-time updates are worth the maintenance cost.

    Identify the source of truth

    For each important data item, agree which system owns it. If two applications show different product prices, staff should know which value applies and who can correct it.

    Plan for failed transfers

    Decide how the team will detect failures, when a transfer should be retried, and how to prevent duplicate transactions. Start with integrations that have a clear business impact and a recovery process you can test.

    Illustrative photo by Scott Rodgerson on Unsplash.

  • Prepare Your Data Before a System Migration

    Prepare Your Data Before a System Migration

    Decide which data the business needs on day one and which records can stay in an archive. Assign an owner to resolve duplicates and conflicting values before those problems move into the new system.

    Document mapping rules and test a sample

    Write down how codes, units, dates, and statuses translate between systems. Test routine records and exceptions. Review rejected records with the process owner before expanding the migration.

    Reconcile before switching over

    Compare record counts and relevant business totals, such as inventory quantities or account balances. Agree which discrepancies must be resolved, who signs off, and when the team should delay the switch.

    Illustrative photo by Carlos Muza on Unsplash.

  • Design System Training Around Each Role

    Design System Training Around Each Role

    Build training around the tasks each person will perform. Warehouse staff need to practice receiving goods and handling discrepancies. Their managers need to review exceptions and decide what to do with the same data.

    Practice with realistic transactions

    Use a training environment and give participants a routine task plus a common exception. If several people stop at the same step, check whether the issue is unclear guidance, permissions, or the workflow itself.

    Support users after launch

    Provide short guides by role and tell users who can help when a transaction gets stuck. Update the material using recurring questions and check whether people can complete essential tasks independently.

    Illustrative photo by Austin Distel on Unsplash.

  • Map Your Business Processes Before Choosing a New System

    Map Your Business Processes Before Choosing a New System

    Follow one real transaction from start to finish before defining software requirements. For a customer order, record who makes each decision, where staff enter data, and when work waits.

    Separate work from waiting

    If an approval takes five minutes but sits in a queue for two days, check who can approve it and what information they need. An additional approval feature may leave the queue exactly as it is.

    Test exceptions

    Walk through an order with insufficient stock, special pricing, or a changed shipping address. These cases reveal rules that standard demos often miss. Use them to decide what to improve and what to test in a new system.

    Illustrative photo by Patrick Perkins on Unsplash.

  • When Should You Replace a Legacy System?

    When Should You Replace a Legacy System?

    Start with the work that fails or gets delayed. Record how often it happens, who it affects, and whether the cause is configuration, the business process, or a limitation of the system.

    Compare repair and replacement

    Use the same criteria for both options: cost, time, operational risk, and support for essential tasks. Include migration, training, and any period when teams must work across both systems.

    Define the threshold for replacement

    Test whether a reasonable fix can eliminate a recurring problem, such as double entry on common transactions. If an underlying limitation prevents a safe fix, document it and make that scenario part of the vendor evaluation.

    Illustrative photo by William Liu on Unsplash.

  • How to Compare Vendors Using Business Scenarios

    How to Compare Vendors Using Business Scenarios

    Give every vendor the same scenario and sample data. Ask them to process a partial order with a price change after approval, or use another exception your team handles regularly.

    Watch how each vendor handles exceptions

    Ask who can change the transaction, what the system records, and how users can reverse a mistake. Record which requirements work as delivered and which need configuration or custom development.

    Agree on criteria before the demo

    Separate mandatory requirements from preferences. Have business and IT participants record observations independently, then reconcile their scores against what the vendor demonstrated.

    Illustrative photo by Dylan Gillis on Unsplash.