Bad Migration Experiences Leave IT Bosses Gun-Shy

Migration of data and applications have become more prevalent and necessary with the rise of the cloud, but 35 percent of 935 professionals in a survey said that they lack the experience or the expertise to perform a system migration. The problem lies with IT—they either lack expertise to do the job properly, don’t plan well in advance, or both. So how can IT bosses avoid these gaps and avoid bad migration experiences? Andy Patrizio, in an article for, outlines five aspects of improvement:

  1. Stakeholder management
  2. A sharp focus on end-user adoption
  3. Cleansing and mapping data
  4. Performance testing
  5. Vendor engagement

Eliminate the Pain of Migrations

Even if you have a cool CIO who is reliant on technology performance and leadership, you will still suffer if you have a bad CFO or CMO. They are all involved in the migration process and determine the result of the migration. It is crucial that they are well aware and informed of the purpose and methods of migrating apps and data. When you have strong stakeholder management, you can start thinking about how to educate end users along the way to inform them why your organization has chosen to migrate a technology, because you want the users to be able to use a system to its maximum potential.

If your migration focus is about standing up the new system, you are susceptible to erroneous reporting. You should take a look at interacting apps—sending data in or receiving data—from the new system. Plus, test what you’ve done to avoid falling in the trap of complacency. New technology may perform well, but there are still issues with the smallest details.

Last but not least, communicate on a regular basis with your vendors. Don’t just ask them for help when an incident occurs or an issue arise. Keep them engaged and up-to-date with the program. Patrizio concludes with a quote from Brian Sullivan, a managing director with Accenture:

Every organization has a natural trepidation around making a change, especially where that change can have a large impact on critical business processes, says Sullivan. “However, if the organizations have done the upfront work and are clear on the ROI it will bring and the ability to mitigate risks, then there is enough data to avoid a gun shy feeling so long as they have continued governance to address issues along the way of the implementation of the program.”

You can view the original article here:

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