ERP Go-Live

ERP Go-Live Governance

Q: How long should parallel run last?

Run it long enough to prove the critical business cycles and exceptions included in the cutover decision. The exit criteria should be based on reconciled transactions, resolved differences, user readiness, and recovery evidence—not elapsed time alone.

Q: What happens if go-live fails?

If go/no-go criteria aren't met, or if critical issues emerge during cutover, the rollback plan activates. The operation reverts to the previous system while issues are resolved. This is why we rehearse the rollback, not just the cutover.

Q: What does hypercare include?

Hypercare provides clear issue ownership, rapid triage, business communication, workflow and data monitoring, configuration tuning, and user coaching. It ends when agreed stability, adoption, and operating thresholds are sustained—not simply when the calendar expires.

Protect the business while its system of record changes. ERP go-live changes open manufacturing orders, inventory balances, purchasing, production reporting, shipments, cash, and customer commitments at once. We use rehearsals, evidence-based gates, clear ownership, rollback triggers, and focused stabilization to control that transition.

Discuss the Operating Problem Explore Launchpad

The Business Problem

The launch date is fixed, but the business is not ready.

Custom-software problems begin when the operation has a real capability gap but has not separated what should be configured, integrated, modernized, purchased, or deliberately owned in code.

What leaders see

Packaged tools do not fit the required work.

Teams rely on workarounds because standard products cannot represent a critical workflow, rule, interface, or decision.

What is actually happening

The durable requirement is not isolated.

Business rules, legacy dependencies, integration boundaries, user needs, and support ownership remain mixed together.

What gets worse

Every workaround becomes a software dependency.

Uncontrolled customizations accumulate without architecture, testing, documentation, or a maintainable change path.

What Changes

What ERP Go-Live Governance includes.

ERP go-live changes open manufacturing orders, inventory balances, purchasing, production reporting, shipments, cash, and customer commitments at once. We use rehearsals, evidence-based gates, clear ownership, rollback triggers, and focused stabilization to control that transition.

Cutover Planning

Detailed cutover schedule with task owners, timing, dependencies, and decision points. Every step sequenced and rehearsed before the actual go-live weekend.

Rollback Strategy

Documented rollback plan with clear triggers — if specific go/no-go criteria aren't met, the operation reverts to the previous system without data loss or order disruption.

Parallel Run Validation

Run the old and new systems simultaneously with real transactions. Reconcile results across orders, inventory, and financials to validate accuracy before cutover.

User Acceptance Testing

Business users — not IT — test the configured system against real scenarios from their daily work. CSRs enter orders, warehouse staff receive inventory, finance closes a period. Sign-off comes from the people who use it.

Go/No-Go Decision Framework

Defined criteria for the go-live decision: data migration accuracy, integration health, user readiness scores, and open issue severity. The decision is made against objective thresholds, not optimistic schedules.

Hypercare Support

30/60/90-day post-go-live support with dedicated resources. Rapid response for production issues, daily check-ins during the first two weeks, and weekly reviews through stabilization.

How It Fits Your Operations

How ERP Go-Live Governance fits your operation.

Custom Software EngineeringWhat gap is worth owning in custom code, what can remain standard, and how the capability will be supported and changed.

Governance dependencyCustom software is warranted only when a documented manufacturing capability cannot be delivered cleanly through existing products, configuration, or a smaller integration.

Capability the operation requires

operating rules

system interfaces

user decisions

exceptions

support and change history

What must be defined before engineering begins

What the business needs to change and why.
Which systems, records, risks, and readiness gaps shape the work.
What should be built, how it fits the architecture, and in what order.

Related Services and Planning

What the operating problem may require next.

Follow the dependencies behind this service instead of treating it as an isolated project.

Integration Engineering

Connect the new or modernized capability to the operating environment around it.

Explore next step

Workflow and Exception Automation

Define the actions, approvals, exceptions, and ownership the software must support.

Explore next step

Operational Analytics

Make adoption, operating performance, and exceptions measurable after delivery.

Explore next step

Launchpad assessment and Roadmap

Use Launchpad when the operating problem needs a structured assessment, readiness evidence, architecture, and implementation Roadmap.

Explore next step

Start With the Operating Problem

Define the smallest sound response and delivery sequence.

Metrotechs determines what the operation actually requires before selecting technology. When a structured assessment is warranted, Launchpad turns evidence into priorities, risks, architecture, and an implementation Roadmap.

Discuss the Operating Problem Explore Launchpad

Metrotechs designs, builds, integrates, and supports the approved solution.

Launchpad is available when the engagement needs assessment evidence, a Roadmap, and ongoing delivery governance.

Delivery sequence

How Metrotechs delivers ERP Go-Live Governance.

ERP go-live changes open manufacturing orders, inventory balances, purchasing, production reporting, shipments, cash, and customer commitments at once. We use rehearsals,.

Cutover Rehearsal

Rehearse the full cutover sequence in a test environment. Time every step, identify bottlenecks, and refine the plan. Nothing happens on go-live day that hasn't been practiced.

User Acceptance Testing

Structured UAT with test scripts based on real business scenarios. Each department tests their workflows and signs off before go-live is scheduled.

Go/No-Go Review

Formal review of readiness criteria — data accuracy, integration health, user training completion, open issue resolution. Go-live proceeds only when all criteria are met.

Production Cutover

Execute the cutover plan with real-time monitoring and communication. Status updates to all stakeholders at each milestone. Rollback triggers active if needed.

Hypercare & Stabilization

Dedicated support team for 90 days post-go-live. Daily standups during the first two weeks, then weekly reviews. KPI monitoring against pre-go-live baselines.

FAQ

Questions that usually decide the scope.

Straight answers to what operators ask before committing budget to this work.

Should we do a big-bang or phased go-live?

It depends on your system interdependencies. If your ERP modules are tightly coupled, a phased approach creates complex interim states. We recommend the approach that minimizes total operational risk — often a well-rehearsed big-bang cutover with robust rollback.

How long should parallel run last?

What happens if go-live fails?

What does hypercare include?