What existing capabilities will no longer be available?
Posted: Sun Feb 09, 2025 10:34 am
Following any migration, it is natural for everyone, from every perspective, to expect the replacement to be an improvement. Simplified administration. Advanced security. Higher availability. Greater scalability. Lower costs. Better agility. New capabilities. Nobody expects to have less. Yet when cost is the primary consideration, more often than not functionality is sacrificed.
Capability Availability: Ask whether it will it be easier or harder for the users and the system team to accomplish what they do today? What new capabilities are being introduced? The first step is to take an inventory of the capabilities being used right now, and the new ones that are expected to be required in the near future. Hopefully the iran rcs data current activities will be easier to accomplish in the new environment, but that probably won’t be true for all of them. Some will be harder. Some may no longer be possible at all. The business value of the current capabilities can be used as a baseline, so all we have to look at are the differences. Quantify the business benefit gained with the availability of new capabilities, and the business benefit forfeited with the loss of existing capabilities. (Keep in mind that these differences may also impact the utilization and workload assumptions and estimates.)
It’s also useful to dig a little bit. You may discover that the migration may benefit other areas of the company where the connection is less obvious, perhaps through standardization or interoperability. Be sure to capture and quantify those as well.
Learning Curve: Unless you’re migrating to a platform that everybody already knows (for example, a lift-and-shift from the on-premises to cloud version of the same product), expect a learning curve. Some are steeper than others. During that time, nobody will be functioning as efficiently as they were when they were using the current tool. I’ll talk more about the lost opportunity cost associated with extended project delivery times shortly, but the increased time to complete projects while the team is coming up to speed must itself be considered. If you bring in trainers and consultants to help, be sure to include those costs. And experience suggests that the hand-off is never as smooth and seamless as it is portrayed in the PowerPoint presentations.
Capability Availability: Ask whether it will it be easier or harder for the users and the system team to accomplish what they do today? What new capabilities are being introduced? The first step is to take an inventory of the capabilities being used right now, and the new ones that are expected to be required in the near future. Hopefully the iran rcs data current activities will be easier to accomplish in the new environment, but that probably won’t be true for all of them. Some will be harder. Some may no longer be possible at all. The business value of the current capabilities can be used as a baseline, so all we have to look at are the differences. Quantify the business benefit gained with the availability of new capabilities, and the business benefit forfeited with the loss of existing capabilities. (Keep in mind that these differences may also impact the utilization and workload assumptions and estimates.)
It’s also useful to dig a little bit. You may discover that the migration may benefit other areas of the company where the connection is less obvious, perhaps through standardization or interoperability. Be sure to capture and quantify those as well.
Learning Curve: Unless you’re migrating to a platform that everybody already knows (for example, a lift-and-shift from the on-premises to cloud version of the same product), expect a learning curve. Some are steeper than others. During that time, nobody will be functioning as efficiently as they were when they were using the current tool. I’ll talk more about the lost opportunity cost associated with extended project delivery times shortly, but the increased time to complete projects while the team is coming up to speed must itself be considered. If you bring in trainers and consultants to help, be sure to include those costs. And experience suggests that the hand-off is never as smooth and seamless as it is portrayed in the PowerPoint presentations.