The first week defines your team’s relationship with the system for years. If it encounters problems without a quick response, the impression will be that “the system is not working,” which will be difficult to correct later, no matter how much performance improves. If it receives close support and daily follow-up, the team will overcome its natural stumbling blocks without a trace.
The plan here is not about the system, but about organization: who monitors what, when things are reviewed, and who decides in the event of an emergency.
Scope of work before starting
Agree on four things before the go-live day: which internal reference should be asked first, how to report the issue to support, what the coverage level will be for that particular week, and when the daily review will be held.
And be realistic in your expectation of support: intense coverage in the first weeks is an agreed-upon temporary arrangement, not a permanent level. Ask frankly: How long does it last? What is the level of support after that? Write that into the contract instead of assuming it.
Steps and responsibilities
- Short morning meeting (Project Owner): Ten minutes before work starts: What were yesterday’s problems? What is expected today?
- Trouble log (all): One place for every note — no scattered messages. Each observation had its time, who encountered it, and what they were trying to do.
- Daily sorting (internal reference): Feedback classification: Usage question, setup error, or malfunction that requires support.
- Daily matching (financial and reception): Compare today’s appointments, invoices, and receipts with what is in the system. The first week is a time to discover financial setup differences.
- Documentation follow-up (admin): Review documented sessions daily — Delay in documentation usually begins in the first week and continues if not addressed immediately.
- Final review (all): Weekend: What recurring problems? What needs to be modified or additional training?
What needs to be tested and certified?
- Did each executed appointment appear in the system in the correct state?
- Does every session conducted have a documented note within the time limit?
- Do today’s receipts match what was recorded in the system?
- Did the confirmation and reminder messages actually arrive? See Transmission Cases Not Assumed.
- Is one role more difficult than others? This directs additional training.
Risks and Exclusions
- The silent return to the old way: The most dangerous thing is happening. An employee finds it difficult to return to his notebook without telling anyone, and your data is divided. Watch for this specifically and ask about it directly.
- Accumulation of notes without sorting: A long uncategorized list that confuses everyone and is neglected. Sort daily.
- Modify setting quickly: Do not change a setting based on a single observation on the second day. Wait for it to repeat.
- Fatigue Internal Reference: If everyone keeps asking him all day long, he won’t get his work done. Set aside an announced time for questions.
- Launch in one week: If the first week is already busy, postpone the run — don’t double the pressures.
The next step is to prepare the implementation plan
Request that the first week’s plan be a written part of Implementation plan: Its support level, channels, duration, and beyond. The difference between an organized first week and a chaotic first week appears in your team’s adoption of the system for an entire year.
Discuss your project requirements
We agree with you on the plan, level and duration of support for the first week and beyond — written in the presentation, not promised in a meeting.