Conversion Process and Procedures: Evaluation of Implementation Alternatives

Aside from the migration of information from the Current Systems into New Systems, the Conversion Process also includes assistance in the identification of a practical and sound division of the Implementation into sub-phases.

It is not always practical and is rarely advisable for a new system to go live using the whole client base of a company. Sometimes for sheer volume of the customers involved, it would be an enormous task to monitor the results as the new system goes into production for the first time.

The subdivision of the entire company client base may be done geographically, by load type, customer type, functional divisions, or in any other way that seems viable, logical and manageable.

In studying different alternatives, it is important to note the following:

1. Possibility of having the most control over commercial operations

Minimizing the area to be converted for each phase facilitates the creation of controls for both the conversion process as well as those mechanisms practiced by the users of the system, making it possible for a swift and safe resolution of incidences that might come about.

2. Risk reduction

The conversion by logical subdivisions guarantees a development involving a concentrated area of operations, therefore making whatever procedures to be carried out over the data less costly.

3. Increase in efficiency and quality of the Conversion Process

The experiences acquired by the users from the first phase could be used in the remaining areas to be converted.

4. Current System setup

It is best to segregate implementation phases based on database independence. Implementing for one region with an independent database minimizes any integrity controls necessary for remaining phases.

For Client, with each branch having a certain degree of operational area and database independence, it is highly recommended that a geographical area or region be chosen as separate Implementation Phases for the New System.

To be able to identify the Pilot Region or Pilot Phase, a comparative analysis of the regions that comprise the geographic area of influence of the company must be undertaken, taking into account the following aspects:

• The volume of clients/services to be converted should be of reasonable quantity but sufficient enough to measure the quality of the actual results

• The possibility of reaching the commercial offices in reasonable time to be able to attend to whatever unforeseen incidents that could arise during the first phase of the implementation

• The communications infrastructure as a fundamental aspect of the implementation

• The commercial activities of the region’s offices to be selected must involve a majority of the commercial functions supported by the new system

• The capability and receptiveness of the personnel in the event of modernization should be taken into account, as well as their ability to pass on acquired experiences and knowledge

• To avoid, as much as possible, carrying out the first implementation in regions with a high concentration of clients (i.e., clients per geographic area)

• It is recommended that the region be as isolated as can be, from a geographic point of view, from the rest of the regions so as to minimize the overlapping of commercial operations between the actual and the new system.