Promoting the Go-Live

Preparing the go-live is an intense phase for the 4S project team: Many operational tasks must be executed in parallel, and time pressure is usually high. The change managers contribute to a successful go-live by informing the impacted users about all upcoming implementation steps. Developing a specific go-live communication plan helps to convey important messages in a timely manner. This fosters transparency and enhances awareness among the users regarding the upcoming go-live. Furthermore, professional go-live communication reduces insecurity and concerns within the business units and motivates the users to get actively involved in the transition to the new system and processes. Based on clear instructions, users know how to prepare and what is expected from them.

Sandra and Paul have already documented ideas for communication activities supporting the go-live of the BriscoBikes subsidiary and the BriscoBikes Holding. Lucy is interested in the latest status of the go-live communication activities and schedules a short alignment call with Sandra.

As Lucy had to leave the call, Sandra could not present the entire go-live communication plan; the activities to foster overall awareness and motivation are still missing. Can you think of possible activities to support the first go-live of the 4S project?

Take 10 minutes to complete exercise 35 in your workbook.

In the continuation of their interrupted call, Sandra presents Lucy the activities to enhance awareness and motivation for the upcoming go-live.

The go-live of a new cloud solution and business processes requires many complex implementation steps. Even if most activities intertwine seamlessly, it’s normal that some topics come up during the transition. The project team is responsible for analyzing the root causes of technical issues and developing swift solutions. Meanwhile, the change management team supports the affected users. By providing ad-hoc information and support, the change managers help to minimize disruptions, prevent frustration, and support the proper use of the new system. Overall, this contributes significantly to a fast and sustainable adoption of the new system and processes.

Shortly after the go-live date, BriscoBikes experiences some issues with the new solution. The project leadership team approaches Paul to resolve a broad range of issues and challenges. As Paul is not sure which of these topics fall within the scope of change management, he asks Sandra for her point of view.

Throughout the 4S project, change management and project management have always cooperated very closely. Therefore, it’s not always easy to define distinct responsibilities. During a hectic go-live phase, insisting on a clear dividing line is impractical, as issues must be tackled swiftly to ensure flawless operation. Nevertheless, change managers should be mindful not to take on tasks beyond their own skill set, scope, and resources. Do you know where change management should step in?

Take five minutes to complete exercise 36 in your workbook.

In the following video Sandra and Paul discuss the responsibilities for supporting the first go-live of the 4S project.