During the , an organization has various options for transitioning from an old system to a new one. One approach is , where the new system is introduced alongside the old system for a period of time. This allows for a comparison and evaluation of the performance and functionality between the two systems. Alternatively, involves implementing the new system in a smaller segment or department of the organization, allowing for a more focused assessment of its suitability before complete implementation.
is another method where the organization immediately switches from the old system to the new one. While this approach can be efficient, it carries more risk as there is no or opportunity for users to gradually adapt to the new system.
A strategy encompasses implementing the new system in stages or phases. This approach helps mitigate risks by allowing issues to be identified and addressed incrementally. Operating both systems simultaneously during the ensures a smoother process and better . Furthermore, is crucial during this phase as feedback from employees can help identify any areas that need improvement and provide insight into whether the new system is meeting their needs.
is another option, enabling the organization to implement the new system one module at a time. This method allows for a systematic and controlled deployment, reducing the chances of errors and facilitating easier troubleshooting.
Keywords
risk mitigation | operational overlap | pilot running | user evaluation | system implementation | parallel running | module-based implementation | transition period | direct changeover | phased conversion |
