A Herculean Task & Challenges
Confianz Global and Stout Stuff came to an agreement on the Phase 1 implementation proposal, and we immediately got to work. We continued holding weekly standup meetings to stay on track and address any concerns or questions sooner rather than later. We completed the implementation in record time and started working on training before moving into the user acceptance testing (UAT) process.
For training, Confianz Global brought two ERP consultants onsite for a week who made sure all Stout Staff employees knew everything they needed to know about their new ERP system. We similarly addressed UAT, with employees taking two half-day shifts so that they helped with the testing during one half and worked on their previous system during the other half.
Once the team was trained and UAT testing was completed, we effectively deployed a parallel running of current and new systems using real-time data. We did this parallel running for six months to win the customer’s confidence in the ERP system. We then set a specific date as the complete go-live.
A week after Stout Stuff went live, we had a major networking routing issue in the data center we chose for them, followed by hardware failure. Fortunately, Confianz Global had redundant backups in place and was able to get them back online in less than 30 minutes.
Interestingly enough, we had already scheduled disaster recovery testing, but ended up doing disaster recovery in real-time, and the metrics were better than our SLA had stipulated. The excellent teamwork and collaboration between Stout Stuff and Confianz Global made sure the go-live plans happened as scheduled.