Getting Oriented: Your North Star for ERP

• To start, tell me the top business outcome you need this ERP to deliver in the next 18 months.
• Which financial or operational metric will your board use to judge success? Options: Operating margin, Free cash flow, Days to close, Inventory turns, Order-to-cash cycle time, Other
• Who on your leadership team will be the ultimate approver for scope and budget decisions? Options: CIO, CFO, CEO, Head of IT/Operations, Procurement lead, Other
• How big a reduction in manual work or month-end close days would count as a win for you? Options: 1-2 days, 3-5 days, 6-10 days, More than 10 days, Not focused on close days
• Provide an example of a recent decision that failed because of data or process gaps, and the real cost of that outcome.

Where Your Current System Breaks Under Load

• If your current ERP environment failed on a high-volume day, what immediate business processes would grind to a halt? Options: Order entry and fulfillment, Invoicing and collections, Payroll, Procurement and POs, Production scheduling, Multiple of the above
• Walk me through a recent month-end close, where delays occur, and which reconciliations add the most days.
• Which transaction types or modules generate the most exceptions today? Options: AR transactions, AP invoices, Inventory adjustments, Sales orders, Payroll entries, Other
• How often do integrations fail and require manual reconciliation? Options: Daily, Weekly, Monthly, Quarterly, Rarely
• Estimate the annual cost of these failures in overtime, third-party fees, or lost revenue. Options: Under $100k, $100k-$500k, $500k-$1M, $1M-$5M, Over $5M

What Really Keeps Your Board and IT Awake

• What single risk in this program would make you pause funding or push governance to stop the project?
• Describe any recent ERP or major IT program in your company that missed its timeline and the primary cause.
• Who outside IT will push hardest if cutover causes business disruption, and what would their first action be?
• Are there regulatory or audit controls that could block data migration or system changes? Options: Yes, data residency or privacy, Yes, financial audit controls, Yes, industry compliance, No known controls, Unsure
• When would a missed go-live become unacceptable to the board in terms of repercussions or reapproval requirements?

Competitive Landscape and Your Alternatives

• What would have to be true for you to keep your current system instead of moving to a new platform?
• List the other implementation partners, internal approaches, or licensing options you are actively evaluating.
• Has anyone on your team proposed doing this without an outside partner, and if so, what is their proposed approach? Options: Yes, internal-only delivery, Yes, phased internal then partner, No, external partner required, Unsure
• Name the incumbent vendor for the current system and cite the single reason that could keep you on their platform.
• If a short proof point showed a 20 percent reduction in process cost, what would stop you from approving a change within 30 days? Options: Contract approvals, Budget availability, Technical blockers, Stakeholder disagreement, Nothing would stop us

The Future State, Not the Feature List

• Identify the current manual process you most want to eliminate when the new ERP is live. Options: Manual journal entries, Spreadsheet reconciliations, Paper POs, Manual pricing updates, Other
• Walk me through how an order typically flows today, from entry to cash application, and where handoffs happen.
• Describe how integrations should change downstream processes like procurement, fulfillment, and finance to meet your outcomes.
• What acceptance criteria will demonstrate the future state is functioning for day-one operations, in concrete pass/fail terms?
• Name the roles that must sign off on future process designs before configuration begins.

Organizational Change: Who Will Make It Stick

• Imagine adoption lags after go-live, where will the business feel it most and who will face the consequences?
• Provide the count of named sponsors and change agents already committed to this program. Options: 0, 1-2, 3-5, 6-10, More than 10
• From past projects, indicate the training formats that drove the fastest adoption for your teams. Options: Role-based instructor-led, Short video microlearning, Hands-on sandbox sessions, Job-aid documentation, Peer champions
• What data ownership or stewardship gaps could slow down cutover or cause rollback?
• Identify the single organizational constraint that would stop the program before deployment.

Integration and Technical Gateways

• Rank the integrations by business impact if they failed, with 1 being highest impact. Options: AR/invoicing, Order entry, Inventory system, Payroll, Banking/connectors, Supplier EDI
• List the top three systems that must exchange data with the ERP during day-one operations.
• Are APIs available for those systems or will middleware or custom connectors be required? Options: APIs available and documented, APIs available but undocumented, Middleware required, Custom connectors required, Unsure
• Please name the team or role that owns each integration endpoint and whether they will allocate resources for development and testing.
• State whether an unavailable API would force a delayed cutover for that module or block go-live entirely. Options: Delayed cutover for module acceptable, Would block go-live for dependent module, Would block full go-live, Depends on workaround

Data Migration: Truth and Triage

• Inventory the master record domains in scope and for each give your current percent fit for cutover.
• Explain the biggest data quality exception you expect during migration and how you currently handle it.
• Please identify the source system owners who have agreed to clean or deliver data, and indicate whether SLAs or timelines are in place.
• State the minimum data quality threshold that would allow you to proceed if full cleansing is not complete. Options: No critical errors in top 5 accounts, Less than 1% record exceptions, Less than 5% record exceptions, Only blocking errors prevent go-live
• Point to the single migration failure scenario that would force you to require a rollback.

Program Timeline, Budget, and Funding Triggers

• Explain the financial or strategic consequences if the program slips by three months, and which consequences would make delay unacceptable.
• When is the board expecting a go/no-go decision and what artifacts do they require to sign off?
• Specify the budget line that covers change management and name the approver who controls that allocation.
• Point out the milestone that would shift your procurement path from competitive to sole-source.
• Please state the title of the person who must sign the final commercial terms for the project to proceed on your timeline.

Acceptance Criteria and Go/No-Go Tests

• What single operational test would you run to feel confident enough to call the project green for day one?
• Enumerate the transactional checks you will require in UAT and indicate which are highest priority.
• State who will approve the go/no-go and whether an alternate is identified to act in their absence.
• Indicate whether a 0.5 percent variance in key general ledger balances would be acceptable or would trigger rollback. Options: Acceptable, Triggers rollback, Requires manual reconciliation before go/no-go, Depends on account
• Point to the contingency that would end the deployment window and require a re-plan.

Final Steps: Buying Signals and Next Moves

• Suppose a short pilot proves a 15 percent process cost reduction, what would accelerate your contracting to sign within 14 days?
• Document the internal approvals still outstanding and the typical time each one takes.
• Please identify the person on your team who can allocate effort for a four week pilot starting next month.
• Specify the commercial terms that must be pre-populated to move this quickly through procurement. Options: Fixed price for defined scope, Time and materials with cap, Milestone-based payments, Pilot then phased commercialization, Other
• Confirm whether meeting your top acceptance criterion in a sandbox demo this week would prompt you to instruct procurement to begin contract talks. Options: Yes, start procurement immediately, Maybe with clarifications, No, need more evidence, Unsure

• Solution Experience, Process + Integrations + Cutover

• Confirm the current state and its cost
• You confirm that the demonstrated process removes the manual handoffs and reconciliations that cause rework.
• Deliver a detailed cutover runbook, rollback plan, and evidence checklist for the validated scenario before the commercial review.
• Select the end-to-end scenario and dataset to validate
• You confirm that the integration and cutover sequences mitigate the migration and go-live risks you highlighted.
• Provide the top three high-risk process scenarios and a representative sample dataset for the selected scenario.
• Walk through the redesigned process for the selected scenario
• Identify the decision criteria and the key approvers required for a go/no-go decision.
• You agree the remaining evidence, acceptance criteria, and timeline required to present a decision-ready proposal to your stakeholders.
• Produce a one-page future-state confirmation statement for attendees to sign off after the session.
• Run the integration and cutover sequences
• Validation checkpoint
• Agree remaining evidence and next steps

• Solution Experience Session
• Solution Experience Deck
• Solution Brief — Validated Future State

• meeting
• slides
• document

Program snapshot and scope

• What is the target go-live window or milestone you are aiming for? Options: Q1, Q2, Q3, Q4, More than 12 months out, Unsure
• Which business units, legal entities, or regions are in scope for the initial deployment?
• Are there planned phased waves or a single cutover for the first deployment? Options: Single cutover, Phased waves, Pilot then roll‑out, Undecided
• What internal constraints could affect change activities (example: hiring freezes, parallel projects, blackout periods)?
• Who should be the primary operational contact for coordinating readiness activities?

Executive sponsorship and decision authority

• Who will serve as the executive sponsor for the program? (name and role)
• Are there additional executive or business sponsors you expect to name? Options: Yes — names to follow, Yes — listed below, No, Unsure
• What is the expected engagement level of the executive sponsor? Options: Active — regular sponsor meetings, Advisory — periodic check-ins, Available for escalation only, Unclear
• Who has formal authority to approve go/no‑go decisions for cutover and major scope changes?
• If escalation is needed, what is the primary escalation path (role or committee)?

Stakeholders, governance, and RACI

• Which stakeholder groups should be engaged regularly (select all that apply)? Options: Finance, Supply chain/Logistics, Manufacturing/Operations, Human resources, Sales/Revenue, Procurement, IT/Infrastructure, Legal/Compliance, Other (please specify)
• Do you have a formal change governance forum or steering committee today? Options: Yes — active, Yes — inactive/needs reconstituting, Planned but not yet formed, No
• Who will chair or sponsor the governance forum (role/title)?
• Do you already maintain a RACI or equivalent for process owners and approvers? Options: Yes — complete, Partial / in progress, No
• If a RACI exists or is planned, which roles are not yet assigned but are critical to fill?

Change team structure and capacity

• Who will be the internal change lead or program manager (name and role)?
• Which internal change roles are already assigned (select all that apply)? Options: Change manager, Training lead, Process owners, Data owner(s), Communications lead, Business analyst(s), Testing coordinator, None yet, Other (please specify)
• How many full‑time equivalents (FTEs) will be available to support change activities during build and cutover? Options: 0, 1–2, 3–5, 6–10, More than 10, Unsure
• Do you expect the seller to provide named change resources, advisory support, or to operate in a collaborative model? Options: Seller provides named resources, Seller provides advisory/mentoring, Collaborative model (mixed resources), Seller not required for change tasks at this time
• Are there hiring or contractor constraints that could reduce available capacity during critical weeks? Options: Yes, No, Unsure

Training and enablement

• Which user groups need training before go‑live (select all that apply)? Options: Finance / Accounting, Supply chain / Logistics, Manufacturing, HR / Payroll, Sales / Order management, Procurement, IT / Support, Executive users, Other (please specify)
• What delivery modes do you prefer for training (select all that apply)? Options: In‑person instructor led, Virtual instructor led, On‑demand e‑learning, Train‑the‑trainer, Blended (mix), Job aids and quick reference guides, Other (please specify)
• Have you completed a skills or competency gap assessment for the most impacted roles? Options: Yes — complete, Some roles assessed, Planned but not started, No
• Please list the top three training topics or business processes that must be prioritized.
• Who will approve training content and sign off on readiness for each user group (role/title)?

Data ownership and migration readiness

• Have data domain owners been identified for critical domains (master data, transactions, configurations)? Options: All identified, Most identified, Some identified, None identified
• For each critical data domain, who is accountable (list domain and owner role/title)?
• Are there known data quality issues that will require remediation prior to migration? Options: Extensive, Moderate, Minor, None known, Unsure
• Do you have access restrictions or security controls that affect data extraction or sharing for migration? Options: Yes — will require approvals, Yes — technical constraints, No, Unsure
• Who will own post‑migration data validation and sign off (role/title)?

Adoption risks and mitigations

• Which of the following adoption risks concern you most (select up to 5)? Options: Low executive engagement, Insufficient training, Data inaccuracies after migration, Resistance from power users, Process complexity increases, Integration failures, Insufficient support coverage, Regulatory or compliance objections, Other (please specify)
• Which single risk would you rate as the highest priority to mitigate? Options: Low executive engagement, Insufficient training, Data inaccuracies, Resistance from power users, Process complexity, Integration failures, Support gaps, Regulatory issues, Other (please specify)
• What mitigation actions are already in place for your highest‑priority risk?
• What measures will you use to monitor adoption success after go‑live (select all that apply)? Options: User logins / feature usage, Transaction error rates, Volume of support tickets, Business KPI trends (e.g., close time), User satisfaction surveys, Manager adoption metrics, Other (please specify)
• Who will be responsible for tracking adoption KPIs and reporting progress (role/title)?

Communications, champions, and local readiness

• Which communication channels have the best reach with your users (select all that apply)? Options: Executive announcements, Manager briefings, Town halls, Email newsletters, Intranet/news portal, Team meetings, Site champions, Other (please specify)
• Do you plan to deploy a champions or super‑user network? Options: Yes — identified, Yes — planned but not identified, No, Unsure
• Who will coordinate the champions network or super‑users (role/title)?
• Are translations or localization of training and communications required? Options: Yes — multiple languages, Yes — a single additional language, No, Unsure
• Are there collective bargaining, union, or regulatory stakeholders that require separate engagement or approvals? Options: Yes, No, Unsure

Readiness gates, testing, and sign‑offs

• What criteria will you require to confirm a business unit is ready for UAT or cutover (select all that apply)? Options: Data readiness verified, Key users trained, Test scripts executed, Integrations validated, Operational runbooks prepared, Other (please specify)
• Who signs off readiness for each gate (role/title)?
• Are there blackout windows or business cycles where cutover is not permitted? Options: Yes — please specify windows below, No, Unsure
• Please list any fixed dates or blackout periods that must be avoided for cutover or critical testing.
• How will you escalate unresolved readiness blockers in the final 30 days before cutover?

Immediate needs and next steps

• What are the top three things you need from the seller in the next 30 days to accelerate readiness?
• What meeting cadence do you prefer for readiness check‑ins? Options: Weekly, Bi‑weekly, Monthly, Ad‑hoc as needed
• Who should be included in operational readiness status meetings (role or role list)?
• Is there any additional context or concern about organizational readiness you want the team to be aware of?
• Would you like the seller to prepare a short readiness summary after you complete this form? Options: Yes — schedule a review, Maybe — send a draft, No

• Configure General Ledger and Financial Accounting
• Configure Procure-to-Pay (Purchasing and Accounts Payable)
• Configure Order-to-Cash (Sales Orders and Accounts Receivable)
• Configure Inventory and Warehouse Management
• Configure Manufacturing and Production Processes
• Migrate Master Data and Chart of Accounts
• Load Historical Transactional Balances and Open Items
• Develop Integration Connectors to Surrounding Systems
• Execute Unit, Integration, UAT, and Performance Testing
• Deliver Role-Based End-User Training and Super-User Coaching
• Operate Cutover, Data Reconciliation, and Go-Live Command Center
• Provide Post-Go-Live Hypercare and Stabilization Support
• Deliver Operational Runbooks and As-Built Configuration Documentation

Configure General Ledger and Financial Accounting

• How many legal entities and company codes must be represented in the consolidated chart of accounts at go-live? Options: 1-3, 4-10, 11-50, More than 50
• What specific statutory reporting periods and tax regimes must the general ledger produce (for example monthly VAT returns, quarterly corporate tax filings)? Options: Monthly VAT, Quarterly corporate tax, Monthly and Quarterly, Other
• Are multiple ledgers or parallel reporting ledgers required for local GAAP, management reporting, or segment reporting? Options: No, single ledger, Parallel ledgers for local GAAP, Parallel ledger for management reporting, Other
• Identify the intercompany elimination rules and cross-company posting workflows that must be automated in period close (for example automatic currency revaluation, elimination by profit center).
• Who will own month-end close tasks such as journal entries, reconciliation ownership, and period locks during the first two close cycles post-go-live?
• Specify tolerance thresholds for automated account reconciliation and for automatic clearing of bank statement lines (for example posting tolerance 0.50 currency units, clearing tolerance 0.1%). Options: Use default thresholds, Custom thresholds (will provide values), No automatic clearing

Configure Procure-to-Pay (Purchasing and Accounts Payable)

• How many procurement catalogs, internal buying centers, or decentralized purchasing groups need to be modeled? Options: 1, 2-5, 6-20, More than 20
• What approval thresholds and multi-level approval chains must be enforced on purchase orders by role and amount (for example PO approvals above 50k require manager and finance approval)? Options: Single level, Two levels, Three or more levels, Custom (describe)
• List the matching rules required (two-way, three-way, tolerances) and indicate if invoice tolerance tolerances differ by supplier class. Options: Two-way match, Three-way match, Three-way with tolerances, Custom
• Name the supplier onboarding validations that must be required on vendor master records (for example tax ID format, bank account verification, supplier classification).
• Who will resolve vendor invoice exceptions during cutover and what SLA do you expect for exception resolution? Options: Buyer resolves, We provide resolution support, Hybrid, Other
• Specify the frequency and file format for supplier statement reconciliation during cutover loads (for example weekly CSV, monthly flat file). Options: Daily CSV, Weekly CSV, Monthly CSV, Other

Configure Order-to-Cash (Sales Orders and Accounts Receivable)

• What count of pricing lists, discount schedules, and tax condition sets must be created across customer segments? Options: 1, 2-5, 6-20, More than 20
• Name the order types and fulfillment workflows that must be supported (for example backorder, partial shipment, drop-ship, consignment).
• Do you require credit limit checks and automated credit hold workflows that integrate with AR aging and collections processes? Options: Yes, No, Partial
• Who is responsible for invoice dispute resolution and what dispute fields must flag a disputed invoice in AR?
• Provide the required AR aging buckets and allowable manual adjustment rules to be applied during the initial reconciliation. Options: Current/30/60/90+, Custom buckets (specify), Other
• What integration endpoints must receive invoices from the platform (for example collections system, billing engine) and which file or API formats do they accept?

Configure Inventory and Warehouse Management

• Estimate the number of active SKUs and distinct warehouse locations that will be live at cutover. Options: Less than 1,000 SKUs, 1,000-10,000 SKUs, 10,000-100,000 SKUs, More than 100,000 SKUs
• Describe the bin strategies and picking methods required per site (for example FIFO bins, zone picking, wave picking).
• Are serial number or lot tracking and traceability required for controlled or regulated goods, and if so, which data fields must be preserved (expiration, batch, trace history)? Options: Yes - serial tracking, Yes - lot tracking, No
• Identify the team that will own cycle counts and inventory reconciliation during initial stocking and the cadence for counts in the first 90 days. Options: Internal team, We provide support, Hybrid
• Provide threshold rules for automatic reorder and minimum stock levels by SKU class (for example safety stock 7 days, reorder point 14 days).
• Which external systems must update warehouse stock levels in near real time (for example e-commerce order hub, WMS control interface) and what interface patterns do they support?

Configure Manufacturing and Production Processes

• Specify the bill of materials (BOM) and routing versions that must be migrated and the work centers they will map to.
• Are you operating discrete, process, or mixed-mode manufacturing and what planning horizons should MRP support (for example weekly, monthly)? Options: Discrete, Process, Mixed-mode, Other
• Identify expected production run rates and yield tolerances for critical finished goods to validate capacity planning settings.
• Who approves engineering change orders in your organization and what change history retention is required for audit?
• List the shop floor data collection methods to be used (barcode scanners, manual entry, machine integrations) and the integration endpoints for each.
• What cutover steps are required for production master data to avoid MRP disruption during the first MRP run (for example freeze planning, controlled BOM activation)?

Migrate Master Data and Chart of Accounts

• List the master data domains that must be migrated (for example items, vendors, customers, cost centers, chart of accounts).
• What specific field-level mappings are required for your chart of accounts to translate legacy account numbers to the new structure (include segment mapping and cost center ties)?
• Who will sign off on master data cleansing rules, duplicate resolution rules, and the final master file prior to cutover?
• What acceptance criteria will confirm the chart of accounts mapping is complete and reconciles to your financial statements (for example trial balance match within 0.1%)?
• Identify the stewardship model for ongoing master data governance after cutover, including named data owners and escalation paths.
• Are there regulatory identifiers or tax attributes (for example VAT registration, withholding tax codes) that must be preserved on vendor and customer records? Options: Yes - VAT, Yes - Withholding tax, No

Load Historical Transactional Balances and Open Items

• What date range of transactional history do you require migrated for reporting and audit (for example 24 months, 7 years)? Options: 12 months, 24 months, 36 months, 7+ years
• Indicate which open item types must remain live after cutover (for example open AR invoices, open AP invoices, open purchase orders). Options: Open AR, Open AP, Open POs, All
• How will you verify migrated open AR and AP balances match your subledger aging reports within an agreed tolerance (for example 99% match)?
• Provide the preferred file formats, chunk sizes, and load window expectations for bulk transaction loads to avoid performance throttling during cutover. Options: CSV flat files, XML, API bulk endpoints, Other
• Who will perform reconciliation of opening balances and approve variance tickets generated during cutover?
• Define rollback condition thresholds that would trigger a reversal of transactional loads (for example reconciliation variance over 1% or X critical failures).

Develop Integration Connectors to Surrounding Systems

• Identify surrounding systems that require connectors (for example payroll, e-commerce platform, warehouse control system, bank feeds) and the business flows they support.
• What authentication and security methods do your integration endpoints support and require (for example OAuth2, client certificate, TLS mutual authentication)? Options: OAuth2, Basic auth, Certificate based, Other
• Is near real-time integration required for inventory and order feeds or are batch synchronizations acceptable for specific flows? Options: Near real-time required, Batch acceptable, Mixed
• Who will provide API documentation and sandbox access for each target system and by what date must access be available?
• Specify throughput expectations and latency SLAs for high-volume flows such as order creation and bank statement imports (for example 100 TPS, 5 second response).
• List any message translation or contract-mapping rules required between your current systems and the new platform (for example field X maps to Y, date format conversions).

Execute Unit, Integration, UAT, and Performance Testing

• What are the critical end-to-end test scenarios that must pass for order-to-cash and procure-to-pay prior to UAT (for example sales order to invoice to cash application)?
• List the test data sets required and any anonymization rules needed for non-production environments to mirror production behavior.
• What acceptance criteria will confirm UAT completion for critical procure-to-pay and order-to-cash scenarios (for example signed UAT scripts and zero critical defects)?
• Who will coordinate environment refreshes and the promotion cadence between development, QA, and UAT during the testing window?
• Define performance targets for peak transaction volumes and acceptable response time thresholds during stress and soak testing.
• How will defect severity be categorized and what remediation timeframes do you require for critical, high, and medium defects? Options: Critical 24 hours, Critical 48 hours, Custom SLA

Deliver Role-Based End-User Training and Super-User Coaching

• Which user personas require role-based training paths (for example accounts payable clerk, procurement manager, warehouse picker, finance manager)?
• What training delivery methods do you prefer for each persona (classroom instructor-led, virtual instructor-led, hands-on sandbox, recorded modules)? Options: Classroom, Virtual instructor-led, Hands-on sandbox, Recorded modules
• Are certification or competency checks required for super-users before they provide go-live support and coaching? Options: Yes, No, Optional
• Who are the nominated super-users and what percentage of their time can they dedicate to coaching during hypercare?
• Indicate the language and format requirements for training deliverables and job aids (for example English PDF, editable workbook, translated quick reference cards).
• How will you measure training effectiveness during pilot and post-go-live periods (for example knowledge checks, reduction in support tickets, process cycle time improvements)?

• Master Services Agreement (MSA)
• Statement of Work (SOW)
• Order Form (Commercial Terms)
• Program Governance Charter
• Resource & Staffing Plan
• Scope Exclusions & Out-of-Scope Confirmation
• Change Order Agreement
• Acceptance & Test Gate Certificate
• Data Processing Agreement (DPA)
• Migration & Cutover Plan (SOW Annex)
• Transition & Exit Plan

• Go‑Live Health Check (weeks 1-4)
• First Measurement: Initial KPI Review (weeks 4-10)
• 90-Day Outcome Review and Incumbent Wind-down (around day 90)
• Quarterly Operational Review
• Annual Success Validation

• Publish the prioritized enhancement backlog with target delivery quarters and acceptance criteria.
• Execute legacy system archive or migration tasks and publish proof of completion, including access controls and retention location.
• Deliver a remediations register with owners and firm completion dates for all metrics not at target.
• Publish the steady-state support runbook and contact roster with the agreed handover date.
• KPI and trend review
• Confirm KPI trajectory for month-end close cycle time and integration uptime and record any required corrective actions.
• Agree the prioritized enhancement backlog for the next quarter with clear timelines and acceptance criteria.
• Ensure high-severity incidents have remediation owners and committed resolution dates.
• Reconfirm success criteria and owners
• Execute integration health fixes and provide a post-implementation monitoring report.
• Provide updated month-end close cycle baseline data including any process changes that affect measurement.
• Annual performance versus targets
• Confirm whether annual targets for month-end close cycle time and user adoption / role-based proficiency rate were achieved and document exceptions.
• Close out delivered enhancements and assign remaining items to steady-state owners with timelines.
• Produce a concise lessons-learned package and updated operational runbooks for the operations team.
• Publish the annual success report summarizing metrics, closed enhancements, and remaining open items with owners and dates.
• Close or reassign remaining enhancement requests and confirm steady-state SLA ownership.
• Deliver final updated runbooks and conduct a knowledge-transfer session with steady-state operations.
• Confirm the deployment is functionally live with no unchecked critical blockers that prevent core business activity.
• Establish a time‑boxed remediation plan for all high‑priority defects and publish the hypercare escalation matrix.
• Ensure migration reconciliation deliverable is produced and accepted for next review.
• Produce and distribute a migration reconciliation report showing record counts and exception details.
• Publish the hypercare contact list and escalation matrix with SLA targets for response and resolution.
• Log and categorize all open defects with severity, temporary workaround, and target resolution date.
• Present first measurement data
• Determine whether month-end close cycle time is improving toward the target and identify required fixes for any deficit.
• Identify top adoption barriers affecting role-based proficiency and agree remediation actions with deadlines.
• Confirm a tracked remediation plan and timeline to reach the 90-day outcome review.
• Deliver role-based proficiency assessment results and training completion evidence for targeted user groups.
• Implement and test the top three remediation fixes identified for month-end close blockers.
• Provide an updated hypercare ticket burn-down chart and defect resolution forecast ahead of the 90-day review.
• Restate numeric targets and evidence sources
• Document which outcome metrics meet targets and produce a remediation plan with deadlines for any remaining gaps without repeating the go-live acceptance decision.
• Confirm legacy system decommissioning status or read-only retention, and agree the archival and access plan to prevent dual-use.
• Agree the handover date to steady-state support and the ongoing meeting cadence for operational reviews.
• Open issues and SLA adherence
• Hypercare and enhancement closure audit
• Present outcomes for key metrics
• Diagnose drivers of gaps
• Deployment and migration validation
• Enhancement request triage and prioritization
• Gap analysis and remediation closure plan
• Outstanding remediation and ownership
• Agree corrective actions and owners
• Early adoption signals and usage patterns
• Lessons learned and documentation
• Blockers, defects, and escalation paths
• Confirm readiness for 90-day outcome validation
• Confirm actions and timeline for top items
• Incumbent system wind-down checkpoint
• Agree immediate remediation actions
• Transition plan to steady-state support