An SAP implementation project means months of preparation: design workshops, hundreds of test scenarios and a significant investment for the organization.
All of that work converges on one decisive moment: go-live weekend.
That is when the project becomes an operational system that hundreds of users will rely on as of Monday morning. Over the course of our implementations, we have found that a successful deployment doesn’t depend solely on the quality of the technical solution. It depends just as much on how rigorously people, roles and tasks are organized.
Here are the practices we consider essential at DBC.
A detailed, proven deployment plan. The deployment plan goes well beyond a project schedule. For each task, it specifies the owner, the duration, the prerequisites and a contingency plan. Above all, it must be validated in at least one full dress rehearsal before go-live weekend.
Clear governance. A single deployment lead, appointed several weeks in advance, holds decision-making authority. Each contributor carries out their tasks and raises issues, but decisions rest with one person. This avoids any ambiguity at critical moments.
A deployment team lead at the heart of execution. Working alongside the deployment lead, the deployment team lead tracks progress in real time. They quickly flag blockers and keep the technical and business teams in sync. At each decision point, they give the deployment lead a clear picture of the situation. To fully play this role, they need the authority to readjust priorities as needed.
Close attention to the teams. A deployment often stretches over several consecutive days. We plan rotations and backup for every critical task, short and regular sync points, and a single point of contact per team. Rested, well-supported teams make better decisions.
Centralized, transparent tracking. A shared tracking board, accessible to everyone at all times, shows the status of each activity: on track, at risk or blocked. That way, information never depends on any one person.
Support after go-live. Go-live marks the beginning of a new phase. During the first few weeks, users discover the system in their day-to-day work. A dedicated support team and a clear incident prioritization process ensure rapid stabilization.
At DBC, our project management practice is built on these principles. We support our clients from the planning stage: we structure every step of the deployment, mobilize the right resources and ensure alignment between internal and external teams. Our early involvement in designing and validating the plan contributes to a stable, lasting go-live.
A successful go-live relies on a solid solution, but also on organized teams, well-defined roles and information that is accessible to everyone.
In your experience, what is the biggest challenge of a go-live weekend: the technical issues or the human ones?
