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Concepts of cutover planning and management



Global Business Transformation, SAP, ERP, Cutover Management, Manufacturing Excellence, Blackout period Management, Direct and Indirect Procurement, Business Intelligence, Data Management and Analytic,

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Concepts of cutover planning and management

  1. 1. Concepts of Cutover Planning and Management Sanjay Choubey
  2. 2. 2 Agenda  Introduction to Cutover: What is Cutover?  Plan for the Plan  Cutover Planning Process  Cutover Plan Vs. Business Readiness Plan  Contingency Planning  Must Get Right
  3. 3. 3 What is Cutover? Cutover is the process of planning, managing and executing ALL of the tasks and activities that allow the impacted business/function to ‘cutover’ to the SAP system. Business Preparation Activities related to Cutover and Legacy Integration/ Shutdown are key components of the Cutover Plan. Cutover Planning and Execution Activities are organized and managed under the following categories: System Build (Technical & Functional) Data Migration/Verification Business Preparation Legacy Integration/Shutdown Business Startup Activities These are the primary building blocks of Cutover and success requires rigorous, detailed and integrated planning.
  4. 4. 4 Cutover Activities  System Build – Technical / Infrastructure Build • Build Production environment • Connectivity to middleware, Bolt-Ons, and legacy environments • Setup of printers and scanners – Functional build • Apply all transports (Configuration, Security and Development) • Perform manual steps  Data Migration & Verification – Data Accuracy Testing – Extract and transform data – Load master data into production with end user sign-off – Load transaction data into production and reconcile with end user sign-off
  5. 5. 5 Cutover Activities, cont’d  Business Preparation – Business activities and procedures in support of the Cutover process e.g.: • Last Processing of Business Transactions • Inventory procedures  Legacy Integration/Shutdown – Legacy System freeze schedules – Shutdown/decommissioning procedures – Legacy interface re-pointing  Business Startup Activities – Restarting the business based on the new solution (processes, data, technology) – Focused on key identified areas
  6. 6. 6 Plan for the Plan To prepare a detailed cutover plan leveraging resources from project and various business units, a Plan for the plan is necessary. Plan of the plan helps in planning & tracking various milestones and effort. The milestones defined are as follows: 1. Initial Cutover Planning – Define roles and responsibilities, Cutover meeting cadence – Establish Cutover Schedule – Define Scope, approach of Initial cutover planning workshops – Conduct Initial workshops 1. Detailed Cutover Planning – Conduct Detailed cutover workshops with Process and Horizontal teams – Review Communication Plan, Site Readiness plan – Create and Review Contingency plan – Facilitate issue based workshops – Road-show/ Communication of “Draft Cutover Plan” 1. Cutover Rehearsal – Create rehearsal Plan – Execute Cutover Rehearsal – Facilitate Lessons Learned for Cutover rehearsal 1. Release of “Final Cutover Plan”
  7. 7. 7 Initial Planning  Objective – Kick start planning activity by identifying the key tasks and planning team members  Inputs – Planning Accelerators (Planning workbooks for different teams) – List of Interfaces and Legacy IT systems – Prior Release Contingency Plans – Prior Release Lessons Learned  Outputs – Preliminary List of Cutover Tasks (Draft Workbook) – Planning Team Members • List of team members (SAP team, Data team, Legacy IT & Interface Coordinators) • Business Resources
  8. 8. 8 Detailed Planning  Objective – Develop a Draft Cutover Plan, aligned with Business Readiness and Shutdown plan – Develop a Draft Business Startup Plan  Inputs – Preliminary Planning Workbook – Business Readiness Plans (incl. Shutdown Plans)  Outputs – Draft Cutover Plan – Draft Startup Plan – Cutover Rehearsal Plan Key Takeaway: there is much iteration as we go deeper in each process subteam and then integrate across processes; it is very likely that business team members will find some overlap as we look into detailed Cutover tasks and plan for Shutdown because the tasks are heavily interdependent
  9. 9. 9 Cutover Rehearsal  Objective – To practice, to greatest extent possible, Cutover and build lessons learned into the final Cutover Plan – To practice Startup (limited to transactional processing, not operations)  Inputs – Draft Cutover Plan – Draft Startup Plan  Outputs – Final Cutover Plan – Updated Startup Plan Key Takeaway: not everything is rehearsed; specifically not every Business Prep task is a candidate for rehearsal; conversely, some activity will have been rehearsed many times by this point (e.g., Data Migration)
  10. 10. 10 Cutover  Objective – To successfully Go Live – To have a well orchestrated Startup  Inputs – Cutover Plan – Updated Startup Plan  Outputs – New SAP Production Capability (this is not just about a system!) Key Takeaways: (1) Startup activity that needs to be done within SAP before Go Live must be in the Cutover Plan, (2) the Cutover Plan is a controlled document with change control – we need to get it first time right ! (3) Startup planning is not just a site or division – everything is now integrated !
  11. 11. 11 Cutover Plan and Business Readiness Plans Business Readiness Plans (Planning lead by Business Leads) Cutover Plan (planning lead by SAP Team) System Build Data Migration Legacy System Shutdown Business Prep (e.g., Shutdown) Legacy System Integrations Prepare SOPs Business Continuity Plans Benefits Ownership Start UpPlanned by SAP team (planned at the executable level of detail) Planned by the Business (planned at the executable level of detail) Planned Collaboratively (planned a the milestone level and then the executable level of detail is carried in the most appropriate plan)
  12. 12. 12 Cutover and Business Readiness Plan Milestone Dates Level 1 Level 2 Level 3 These are the critical Cutover Milestones; these are fixed dates/times and are in the Cutover Plan These are the key milestones that form the critical path for the Level 1 dates (e.g., last 3rd Party Invoice paid before A/P closed, close Sales/Inventory); these are also fixed and shifts need to be approved/negotiated; these are also in the Cutover Plan These are the important milestones that the Business or Legacy IT must achieve in order to accomplish Level 2 dates (e.g., turn off legacy system for Requisitioning); these are flexible only to the extent that Level 2 milestones stay on track; these are expected to be in Legacy Business Readiness Plans but higher risk milestones may also be carried in the Cutover Plan
  13. 13. 13 Contingency Planning Contingency Planning is needed to ensure that organization can continue to perform their critical business functions in an acceptable period of time Two types of Contingency Plan are developed: 1. IT & SAP Contingency Plan a. One way of SAP Vs. another way – What If Scenarios b. Interface Vs Manual SAP transaction c. Hardware (Network, Printers, SSO etc) & Software (Internet explorer version Vs Mozilla Firefox etc) Developed by Project Implementation Team during Cutover meetings 2. Business Continuity Plan at Business Unit level a. Leveraging Manual processes in the event of non SAP b. Paper based/ Legacy system Based c. Decision on Procedural Checks and Balances Developed By Business (reviewed & agreed by Project team)
  14. 14. 14 Must Get Right  Approval from Project sponsors for Key Cutover Strategies, Draft Cutover schedule and Key Timelines  Clearly defined and documented roles and responsibilities of Cutover Team – Cutover Lead – Data Migration lead – Interface Coordinator – Legacy IT Coordinator – System Build (Functional & Technical) Coordinator  Clear agreement from Business about their participation and involvement  Change, Communication and Training Team should be in loop in the entire process and should help drive communication and change initiatives aligned with Cutover Schedule  Infrastructure arrangement for Cutover Rehearsal should be similar to Actual Cutover. There shouldn’t be any compromise during rehearsal in terms of participation of business or effort.  One should pay very close attention to User provisioning, role definition & testing of roles  Business Verification transactions during Cutover rehearsal should be detailed enough and should include security roles too.
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Editor's Notes

  • Although most of you are already aware about the Concept of Cutover, however, I would to start with Introduction to Cutover
    Time: 1 Min
  • Cutover Definition
    The definition of the categories are explained in more detail in coming slides
    Time: 1-2 minutes
  • In this slide, I would talk about details of System Build:
    Technical system build: Build of Prod environment
    Pre-transport manual activities by process teams
    Application of transports
    Post Transport manual configuration activities by process teams
    -- Data Migration and verification activities
    Data Verification activities differ from business to business i.e.
    a. Validated business Vs Non validated business
    b. Strategy of data migration & Testing (Target testing, Load testing etc)
    c. Sensitiveness of client about the data quality
    Post data migration, manual activities by process teams
    Time: 3-4 min
  • - Business Prep activities i.e. Business Cutover activities: Detail process and procedure about Business cutover tasks in different areas and their dependencies
    Last processing of business transactions and their exact timings
    Dependencies of the business tasks
    Ascertaining the timing, responsible and accountable person for the tasks
    Agreement with Business for the tasks
    Legacy Integration and Shutdown
    Agreement about the system freezing schedule
    Legacy system readiness for shutdown/ decommissioning Schedule
    Interface start timing – Last file send & Receive date and time
    Agreement about the timing of interface readiness date and time
    Time: 4-5 min
  • To be able to manage a Big cutover of more than 300 project resources, one needs to have a very well defined planning approach for Cutover Planning:
    To effectively plan a big cutover with optimum utilization of project resources, it is extremely essential to have a Plan for the Cutover Planning
    Mention about the Definition of Roles and Responsibilities for Cutover:
    Full time Resources
    Cutover Lead & support
    Data Migration Lead & team
    Interface coordinator
    Legacy System Coordinator
    Infrastructure Coordinator
    On Need basis
    Process teams and Horizontal teams
    Business leads
    Time: 4-5 min
  • Planning Workbook to capture cutover tasks per team
    List of interfaces and legacy systems
    Contingency Plan – template
    - Full time Resources
    Cutover Lead & support
    Data Migration Lead & team
    Interface coordinator
    Legacy System Coordinator
    Infrastructure Coordinator
    On Need basis
    Process teams and Horizontal teams
    Business leads
    Time: 2-3 min
  • Conducting detailed cutover meeting
    Aligning business tasks and IT (Interfaces, Legacy extraction)
    Agree about the date, time, Volume of business etc
    Alignment with Business readiness Plan
    Start up Planning
    Time: 5 min
  • Time: 1-2 min
  • Time: 1 min
  • Distinction of Business Role Vs. Role of Cutover team
    Time: 1-2 min
  • Time: 3-4 Min
  • Time: 2-3 min
    A Contingency plan template will be available in download form for reference
  • Time: 3-4 min
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