Learn about the various phases of Cutover execution and how to manage risks effectively. 
We will discuss fallback scenarios, the point of no return, and continuity planning.

Cutover phases 
All Cutover tasks should be assigned to dedicated Cutover phases concluded by a Cutover Quality Gate as milestone.
These top level milestones / phases should be defined during early downtime alignments (e.g. 9 months ahead).
o Phase 1 Cutover preparation
o Phase 2 Business ramp down / system setup
o Phase 3 Data migration / approval
o Phase 4 Final system setup / connected system switch 
o Phase 5 Ramp up & Daily Hypercare 
o Phase 6 Cutover closing
 

Risk management and Quality Gates
As a System switch implies potential risks for the business a proper risk management needs to be established.
Above mentioned Cutover phases should be released on a risk-based approach with an Quality Gate as milestone.
Decision should be prepared by PMT & to be taken by the Steering Committee.
Cutover approach needs to be communicated to Business (9 months ahead) and to Business partners outside during early preparations (6 months ahead)

After each Cutover phase a Cutover quality gate needs to be executed:
o Quality Gate 1 “Cutover prepared / ramp down to start”
o Quality Gate 2 “System setup & ramp down completed / Data migration to start”
o Quality Gate 3 “Data migration approved / Point of no return / start system switch”            
o Quality Gate 4 “System setup completed / ready for ramp up”
o Quality Gate 5 “Daily operations stabilized”
o Quality Gate 6 “Cutover activities completed”


Fall back scenarios
For each Quality Gate corresponded fall back scenarios need to be developed. Important is to evaluate criticality of issues & probability to catch up on delays.


Point of no return
Based on Cutover Quality Gates the point of no return needs to be defined.
o Latest point to stay with old systems and processes in case of major problems.
o Beyond necessary activities to turn back to old processes are not feasible anymore in terms of system impact, time, and efforts. 
o Beyond this point no turn back is possible. 
o Only forward strategy must be applied in case of problems.

Usually, the point of no return is reached, when interfaces to connected systems are reopened. Therefore, all technical activities upfront and the data migration reconciliation must have achieved a reliable status.

Inter-dependencies & impact on dependent initiatives need to be considered.


Continuity & contingency planning
Both topics are well defined in the following blog: https://community.sap.com/t5/enterprise-resource-planning-blogs-by-sap/sap-project-manager-s-guide-to-sap-project-cutover/ba-p/13510809
o "Continuity Planning is to be included in the Cutover Planning, covering Cutover delays, issues and impacts to the organization including business operations, IT operations, integration with external partners etc. Continuity Plans are to be defined in detail and tested prior to the Production Cutover.
o Contingency Planning covers the inclusion of contingency allowances for the Production Cutover. This can include slack / additional time, identification of tasks that can extend post Go Live, backup resources, backup IT infrastructure, alternate physical locations etc. These are to be documented in detail and tested prior to the Production Cutover."