Cutover and Remote Go-Live Strategy - Microsoft Dynamics
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Cutover and
Remote Go-Live
Strategy
Ajit Kotwal
Christopher Lim
Reed Wolfe
About this TechTalk
Objectives of this TechTalk
1. To provide recommended practices for planning and managing the overall
cutover process
2. To help define a cutover strategy that will result in a good approach and plan
to deliver a well-defined, well-tested, fit-for-purpose and reliable transition
from current systems to Dynamics 365 apps
3. To drive improved involvement of the business in the cutover objectives and
management
What it doesn’t cover
1. Detailed guidance on technical data migration which is already covered
elsewhere
2. Transition to support
Agenda 1. Cutover strategy and vision
2. Data migration considerations
3. Planning the cutover
4. Go-Live, including Remote Go-Live
5. Q&A
1. Cutover strategy and vision
Cutover – overall approach
/!\ Involve the business early, often and ensure
ownership
Initiate Implement Prepare Operate
Go
-Liv
e
Solution blueprint
So
luti
on
co
mp
lete
ness
Solution ready
TimeStart
Cutover - Definitions
Cutover is the process of transition from
current systems to Dynamics 365 business
applications
A cutover strategy for a business
application needs to transition:
1. Business Processes
2. Data
3. System Functionality
4. Integration with other systems
5. People
Cutover strategy is not just the detailed plan for the
final cutover weekend or just data migration
The cutover leader, vision and principles
Cutover Strategy should start with a cutover leader from the business who helps define
and enforce the business vision and guiding principles for the cutover
Cutover03
02
01
03 PrinciplesBusiness driven?
Driver for all related disciplines (e.g. data
migration)?
Repeatable, scalable, multi-rollout
Ownership of data, security etc.
02 VisionDefinition/expectation of “cutover” from the
business
Business goals from the cutover
Business scope/requirements for cutover
01 Cutover LeaderUnified vision
Directs multiple disciplines
Provides business perspective
The business-focused cutover calendar
What are the key elements of a business-focused cutover calendar?
- The key business processes that the business needs to conduct around the Go-Live
- The key business activities that may need to be added or changed to accommodate the
special needs for cutover
- The high-level technical cutover tasks and milestones overlaid on the key business tasks
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The business-focused cutover calendar
A calendar of key business
activities that will affect and
interact with the final cutover to
Dynamics 365.
Why create a business-focused calendar so early in the
project?
▪ Provides an ideal means of communication between the
business and project
▪ Helps direct the cutover strategy
▪ Helps identify any business constraints and requirements
▪ Helps identify critical pre- and post-Go Live cutover business
tasks and what needs to change to support the cutover
▪ Engages the business early, and in a meaningful way
▪ rovi e an i ea mechani m to con uct “table reads”
▪ Prevents the cutover being driven by a primarily technical,
data migration perspective
▪ Evolves easily over the lifecycle of the project
The detailed cutover strategy
Scope, Requirements and Dependencies
Roles and responsibilities
Business calendar activities (not just data migration)
High-level cutover project plan with mock cutovers
Initial detailed Go-Live cutover plan (including fallback plan and rules)
Reconciliations – hat’s needed and ho done, so rce data c eanin too it
Environment management plan
Assess impact on business ecosystem and identify other owners
2. Data migration considerations
Data Migration - Overall approach
Other dedicated TechTalks and documents cover Data Migration in detail
ere e i oc s on the to ch oints or ens rin c tover readiness is on trac to de iver a “ it-for-
r ose” tar et na ics a ication
Repeatable &
reliable process
Fit-for-purpose
target system
Iterative
performance
management
Performance
Macro plan and
“sprint” plan
Project
planning
Roles and
responsibilities
Roles
Definition of stages
Process
▪ Source systems
▪ Target system
▪ Maps/transformations
▪ Loading
▪ Validation
Main areas
Source systems data management - Data Cleansing
Common risks observed▪ ac o “ ata eadiness” leading to Go-Live delays
▪ Poor quality of migrated data leading to business
operations disruptions and project dissatisfaction after
Go-Live
Mitigations▪ Define clear roles and enforce the business involvement
(especially for ownership of data quality, validation and
reconciliation)
▪ Ensure Data Cleansing (at source) is business-owned,
well-defined, and well-managed with tooling and
monitoring.
Data cleansing
toolkit
Large volume
entities with later
incremental loads
Incremental
entity extraction
Minimum and
incremental
Data quality
standards
Define:▪ Selection & extraction
criteria
▪ Sequence, volumes and
performance goals
Scope
Define owners
Source data
systems
Mitigations▪ Do make sure that the data migration team is directly
informed of the possible Dynamics 365 design changes
▪ Do pay attention to the needs of the project for
incremental (and usable) data in the target system
Common risks observed▪ The data migrated into Dynamics 365 apps is not
sufficiently usable by the project until very late –
sometimes not until UAT !
Based on end-user
use, not just technical
entity-level scope
Scope
Minimum and
incremental
Data quality
standards
Context of business
processes is
important
Target data
system
Project phases
and activities
(testing,
configuration etc.)
Incremental
entity load
Migration
Design validation
Communication with the
core design team
(design, configuration,
performance, etc..)
Including
monitoring
Data validation
toolkit
Target system (Dynamics 365) definition
Mapping and transformations
Mitigations▪ Do plan for incremental validation of mapping and
transformation rules by the business
▪ Do plan this work in line with the ongoing project needs
▪ Do not try to automate transformations where the rules
are vague as it will probably add to complexity without
improving quality
Common risks observed▪ Transformation and mapping rules are not always
reviewed by the business data owners resulting in
“hi en error ” an mi matche expectation hen
using the data in business transactions
Rule definitions,
review and
ownership by
business
Mapping and
transformation
Not just technical
validation
Early validation
Logical priority of
data to be
processed
Entity sequence
definition
Including
“in-step”
validation
Automation
rules
Clear rules to
move data
Rules and mapping
validated by business
Design mappings
& transform for
incremental load
Incremental load
Data loading recommendations
✓ Set entity sequence definition, including incremental loads for high-volume entities
✓ Ensure early validation and repeat
✓ Enforce best practices for loading data into D365
▪ Automate only if rules are well-defined and complete
▪ Strive to make the load repeatable: automate and look to simplify the process
▪ Define entities that will be complete and perform well
▪ Set explicit performance goals for data loads based on the time provided in the cutover window.
▪ Make performance management part of the process (raise bugs, triage, priorities and allocate ownership).
For Operations apps, see Optimize data migration for Finance and Operations apps - Finance & Operations | Dynamics 365 | Microsoft Docs
DO
Target system data validation recommendations
✓ Make the business processes in Dynamics 365 a key part of the validation process – explicitly validate the
migrated data in business transactions as part of data migration validation (not left for UAT)
✓ Validate at the data entity level across all areas (functional, reporting, integrations, security etc.)
✓ Define the objectives, design and outcomes of reconciliation reports for key areas and ensure they are
approved by the business owners – know the business acceptance criteria
✓ Make performance testing of the migrated data part of the validation process (raise bugs, triage, priorities and
allocate ownership)
✓ Set and assess the entry and exit criteria for each data migration iteration and ensure alignment with the
needs of project phases and project milestones as well as for the final Go Live cutover
✓ Consider these recommendations as additional to the basic, technical data migration validation on a
“recor -by-recor ” eve or comparin ata vo ume etc.
DO
3. Planning the cutover
Cutover – overall approach
/!\ Involve the business early, often and ensure
ownership
Initiate Implement Prepare Operate
Go
-Liv
e
Solution blueprint
So
luti
on
co
mp
lete
ness
Solution ready
TimeStart
High-level cutover project planning recommendations
High-level cutover planning is part of the project plan and describes the key milestones with effort, resources and
dependencies with other project milestones
✓ Integrate cutover planning into project macro plan and sprint
plans
✓ Include all cutover activities related to Go-Live cutover and
not just data migration
✓ Set cutover discipline from the start and plan for multiple (5-
7)* mock cutovers, inc. two successful ones prior to Go-Live
✓ Enforce explicit entry and exit criteria for each cutover
(including performance criteria)
✓ Ensure the key tasks that flow from data migration but not
covered directly by that team (business validation,, data
cleansing etc.) are identified and planned
✓ Get input and ownership of relevant areas from the partner
as cutover directly touches solution architecture and
functional use of the data
Don’t un ere timate the comp exity – cutover covers the
move of an entire system
Don’t eep the ata mi ration p annin an pro ect
milestone needs entirely separate
Don’t a ume that the pro ect i eep ata mi ration
team informed on design changes – actively participate
Don’t a o the cutover p annin to be pu he out to the
Prepare phase
Don’t for et to inc u e the nee to efine the
requirements for environments for data migration tasks in
the planning
* = depends on complexity
DO N’
The detailed Go Live cutover plan
What When Why
The detailed Go Live cutover plan
is the set of tasks required to
transition from the old system to
the Dynamics 365 production app
The detailed cutover plan should
begin as early as possible and
certainly during the Implement
phase
The main objective of the detailed
cutover plan is to provide a highly
reliable method for an
organization to transition to
Production use
The detailed cutover plan should cover, in
detail, all the tasks required to prepare
the business for cutover, the actual
cutover tasks to transition to production
and the post Go Live tasks.
The cutover planning should ideally begin
early in the Implement phase. This sets
the right discipline for the team and helps
to ensure that each of the cutover
rehearsals are being conducted to mimic
the final Go Live cutover with sufficient
time to uncover issues and to address
them iteratively.
A final practice cutover (mock cutover)
should be conducted on production
environment for first Go Live, 2-4 weeks
before Go-Live
There is very little room for errors and
retries during the limited window of the
final cutover – it must work flawlessly.
The detailed cutover plan ensures that all
tasks for a successful transition, including
preparation and validation tasks, are
identified, practiced, refined and
completed as expected.
Sample detailed cutover plan template | Steps
Definition of the detailed steps
▪ Consider the details required per step to help make its completion unambiguous and repeatable
▪ En ure that there are “firebrea /interva /mi e tone ” at the ri ht point to a o for focused team
reviews
▪ Keep this master cutover plan (and the steps) under change control as early as possible
Sample detailed cutover plan template | Tracking
Tracking the mocks/rehearsals
During the mock cutovers (or rehearsals), noting
the start & end times helps the team:
▪ Build a realistic Go-Live cutover plan based
on previous experience
▪ Proactively manage any areas of risk prior to
the Go Live cutover
Tracking the Go-Live cutover
During the Go-Live cutover, noting the start &
end times compared to the plan helps the team:
▪ Detect early signs of issues
▪ Assess progress
▪ Make any corrections necessary
▪ Communicate with downstream resources
Sample detailed cutover plan template | Rollback
Managing the implications of incomplete or failed steps
▪ Ensure that if a step fails, there is a defined (and visible to all) means to recover back to a last known good
point
▪ Ensure that if a step does not complete that the remaining work and any implications are noted so that
the issues are not compounded by other downstream tasks/teams.
The detailed cutover plan
Why does it need to be so detailed?
▪ Limited time available at Go Live – need very
high confidence that it will work
▪ Multiple parties involved - so needs utmost
clarity and coordination
▪ Complex dependencies exist – moving an
entire system
▪ Confirms it is complete – tasks outside the
plan can derail the whole process
▪ Confirms it is correct – each task needs to
work for the entire process to work
▪ Needs to be detailed - to be repeatable
Recommendations
▪ Start it early to set the right discipline in the
team
▪ Use the detailed plan for mock cutovers and
keep expanding on it
▪ Ensure it includes the business activities prior
to cutover and after cutover
▪ Measure how long it takes in practice/mock
cutovers to ensure you are on track to
complete within the business shutdown
window
4. Go-Live, including Remote Go-Live
Remote Go-Live – Key Considerations
Communication –
Organization
Communication –
People
Communication –
Strategy and technology
Communication, communication, communication
Main additional risks to manage
Easy to
underestimate the
impact of a remote
Go-Live!
Behavior & level of
engagement changes
when working
remotely
Need to define clear
communication
channels for remote
working
Need to define who,
what and how
comms are done (inc.
escalations)
Need to have
protocols for team
members on how to
engage with other
teams
Need to manage the
hermits, ghosts and
“ quea y hee ”
Can mean a lack of
control on a complex
cutover
Lack of individual
ownership,
interaction can
become reactive
rather than proactive
Remote working can
bring specific
technical challenges
(e.g. access, security
etc.)
Need to build-in
resilience to the fact
that people are not
perfect and remote
work can make
difficulties less visible
Collaborating
remotely Team behavior
Unclear
communication
channels
Unclear
communication
patterns
Unclear rules of
engagement
Team
personalities
Decentralized
process
ownership
Over-centralized
ownership Technical issues Human factors
Remote cutover considerations | Ownership & organization
There must be a strong leader
that will coordinate across
multiple teams to run the
whole process
▪ Leaders for each area of the
cutover to en ure “expert”
coordination and decision
making
▪ Responsibility for each task
assigned to a specific person
▪ Need to explicitly secure
availability, especially for
business users and key
partner resources
▪ Area-level issue board with
recurring updates
▪ Map all the issues to some
cutover task to ensure
traceability and
dependences are clear
▪ Avoid area-level issues from
blocking the whole cutover
or dragging everyone into
the discussion
▪ Double-check agreements
with all stakeholders for
business and system
shutdown and business
involvement, especially for
out-of-office hours
▪ Ensure at least one senior
stakeholder is available for
the entire cutover process
for emergency decisions and
approvals on behalf of the
business
Strong cutover leaderClear responsibilities
defined for everyone
Appoint an area-level
issue manager/leader
Stakeholder resource
commitment
Remote cutover considerations | Detailed cutover plan
▪ More detailed and more
precise
▪ Better definition of the
responsibility
▪ Push for a buddy system
where possible, as hard for
individuals to take the
burden otherwise
▪ Tasks for business users
need to be especially
carefully prepared with the
principles above in mind
Increase the buffer between
key milestones to give you
more reliability for those
downstream and those who
only have a few (but critical)
tasks to perform
Have a “cutover Go-Live
boar ” or hare Exce hich
everyone can view, but only
editable by the cutover
organizer (and substitute)
Set (more) frequent and
specific team review stage
gates/milestones
Remote Go-Live tasksBuffer between key
milestones
Shared view of detailed
cutover status
Team review milestones
Remote cutover considerations | Communication strategy
▪ Rules for the remote
sessions – secure the needed
time for everyone
▪ Ensure everyone is heard
Provide more than one area
for communication (multiple
channels in Teams or breakout
rooms – one per workstream,
for example in addition to the
main channel
Clear escalation paths will be
essential
▪ Con i er oca “ ite
iai on ”/ /point of
contact
▪ For simultaneous
implementations at multiple
locations (branches, stores,
etc.) may need one per site
Communication rulesMulti-channel
communicationEscalation path Local site liaison
Efficient team sample
Issues manager
Coordinator
Stream/area
leaders
Task owners
Roles and responsibilities
▪ The coordinator runs the process
▪ The area leaders verify the task
execution and unblock issues
(decision makers) for their area
▪ The issue manager coordinates
problem resolution in parallel with
the “norma ” execution
▪ The task owners execute the
tasks
Remote cutover considerations | Technical preparation
✓ Provide training on remote tools (Teams, electronic whiteboard, RDP etc.) and ensure they are working prior to
the cutover, especially for non-technical people
✓ Validate remote access communications (Teams, screen share etc..) with defined backups (e.g. teleconference
phone, SMS etc.)
✓ Validate data access (VPNs, firewalls, credentials etc.) especially for production systems
✓ Consider if someone with admin access needs to be on-site for any legacy systems access or emergencies
✓ Confirm adequate internet connection and bandwidth for everyone
✓ Confirm that the security and access regulations have been considered for Production systems – for example,
can data leave the premises/country?
DO
Remote cutover considerations | Human factor
✓ Consider a buddy system for critical areas (where possible) – one person acts, the other checks
✓ Ensure the tasks can be done efficiently and with confidence – avoid undocumented or unnecessary
administrative tasks
✓ Ensure high granularity for tasks – this helps with clearer ownership and enables clear handovers
✓ Create opportunity to explicitly check with individual members on issues, concerns and ideas
DO
Remote cutover considerations | Post Go Live
▪ Backlog of business
transactions during
shutdown can create a large
wave at Go Live
▪ Ensure you have tested for
this peak day-in-the-life
scenario
▪ Data quality issues can often
not fully emerge until two or
three weeks after Go Live –
need to be prepared to deal
with this.
▪ Full business transaction
lifecycle process testing on
migrated data will help
mitigate the risk
▪ Users find workaround on
proce e that they on’t
fully understand – need to
cover the implications as this
can make matters worse.
▪ Change management is key
and need to ensure cutover
organization is part of the
change management design
and post Go Live feedback
▪ Ensure users are able to raise
cutover-related issues and
provide them tools to report
and collaborate – e.g. Teams
channels, surgery hours etc.
▪ Often, there are multiple
tasks to be conducted by the
project or the business after
Go Live – need to ensure the
cutover planning and
organization considers these
tasks
▪ Define clear exit criteria for
the cutover process to be
considered complete and
any related hypercare period
needs clear exit criteria
Performance issues
Date migration issues
emerging during the
monthUser adoption
Cutover does not finish
at Go Live
Take away
5. Q&A
Ajit Kotwal (ajit.kotwal@microsoft.com)Christopher Lim (christopher.lim@microsoft.com)Reed Wolfe (reed.wolfe@microsoft.com)
© Copyright Microsoft Corporation. All rights reserved.
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