> IT migrations
as probably the biggest transformation task
Gravning as a strong partner.
Our crew has accompanied various IT migrations in the most diverse types of banks in recent years. We have gained extensive experience both on the side of the migrating banks and on the side of the IT service providers. Over many years, we have learned (sometimes painfully, to be honest) what is important in such complex projects. In the process, we have identified several success factors. These become relevant at different points in the sometimes very long-running projects.
Key Success Factors.
In our view, there are important decisions to be made and issues to be planned long before the actual implementation project.
There are several issues and actions that should be strictly adhered to during the project in order to increase success.
At the beginning there is the selection of a suitable system that should meet all requirements. We have accompanied and been responsible for many selection processes. We would be happy to support you as well.
A migration is an opportunity to shed ballast. Many processes and products need to be put to the test and set up in a profitable and sustainable way. Based on our in-depth experience, we also provide you with comprehensive support in this area.
It is worth putting a lot of energy into setting up a migration project. Often, a project structure is provided by the system provider. However, as each house is individual, the structure must be adapted to the own house. This can be very challenging; we have gained valuable insights here.
It is important to define a migration strategy. The service provider or system supplier must be involved here. It will be much easier in later project phases if the following details are clarified right at the beginning:
- Clear definition of the migration objects to type and scope
- Determination of technical and professional stakeholders
- Determination of the source systems including all specifics
- Detailed breakdown of the requirements for the new target system and the impact on the ETL process (Extract, Transform, Load)
- Development of quantitative and qualitative coordination mechanisms.
Communication in the project is the key success factor. All internal and external stakeholders must be informed and involved on an ongoing basis.
Early testing prevents unpleasant surprises during the subsequent migration. Based on years of experience, we are happy to take over the test management. We have a tried and tested procedure that can be adapted to all customers.
Already with the first iterations, the cut over should be considered and the emergency should be practised. This includes the following factors:
- Testing of the processes as well as the staffing and management of the operations center at the event
- Organization defect management
- Presentation of results to the key stakeholders
- Planning and implementation of the decision at the point of no return
- Formation of coordination tandems consisting of professional and technical contact persons
After the migration
There is always the risk that the transfer of the data stock to a new system will fail completely or partially despite all efforts. The consequences for the bank can be enormous. This circumstance must also be taken into account early on, and we have actively developed BCM (Business Continuity Management) plans for this worst-case consideration in the past.
In most cases, however, the houses are successfully brought onto the new system landscape. Nevertheless, it is important to plan for a sufficient stabilisation phase in the period after the go-live. Most of the time, the cut-over works with minor or major restrictions. Especially here it is important to plan for a stabilisation phase. We are practised in tracking these cases and taking over the management of the measures.