Post Go-live
Post-go-live stabilisation plan: first 90 days
At a glance
- Type
- Post Go-live
- Use case
- Growing business ERP decision support
- Recommended action
- Use before vendor demos or partner final selection
A practical operating model for hypercare, defect triage, and continuous improvement after launch.
Hypercare should be structured with clear ownership, SLA targets, and root-cause tracking.
Separate critical business interruption defects from enhancement requests to protect focus.
Transition to BAU only after process KPIs stabilise for at least two close cycles.
Why this guide matters
- Hypercare should be structured with clear ownership, SLA targets, and root-cause tracking.
- Separate critical business interruption defects from enhancement requests to protect focus.
- Transition to BAU only after process KPIs stabilise for at least two close cycles.
What a good approach looks like
- Set up a command-centre model for the first weeks with named leads for finance, operations, integrations, and support triage.
- Categorise incidents by business impact and track restoration times to maintain confidence with stakeholders.
- Move from hypercare to continuous improvement only when control metrics are stable across at least two reporting cycles.
- Publish a 90-day improvement backlog prioritised by business value, risk reduction, and delivery effort.
Common mistakes to avoid
- Selecting software before agreeing the future operating model and decision criteria.
- Allowing one department to dominate the design while finance, operations, and IT assumptions remain untested.
- Using generic demos and partner promises instead of evidence from real scenarios, real data, and real reporting needs.
Practical next steps
- Document success metrics, owner accountabilities, and a realistic sequencing plan across finance, operations, and technology teams before committing budget.
- Use a weekly risk review with named owners, due dates, and mitigation actions so scope discussions do not restart every fortnight.
- Treat the guide as a working playbook and use it in steering meetings, partner workshops, and stage-gate reviews rather than leaving it as background reading.