Table 9.1 Methods of Systems Conversion

previous methods, direct cutover will accomplish this goal. Psychologically, it forces all users to make the new system work they do not have any other method to fallback on. The advantage of not having a fallback system can turn into a disadvantage if serious problems arise with the new system. In some instances, organizations even stop operations when problems arise so that difficulties can be corrected. One organization allocated its entire accounting staff to entering data to start anew automated system. The task took approximately three weeks, during which time none of the regular accounting operations that were to be converted to the new system were performed. Consequently, a three – week backlog of work developed. However, such backlog was expected and management had planned to authorize overtime work and the hiring of temporary assistance to catch up after conversion. Approximately two days before the direct cutover was to take place, a senior manager realized that the accounting department was not planning to preserve the data for accounts receivable aging. The manager stopped the conversion. As a result, the accounting staff had to catch upon three weeks work and reschedule the conversion to a date one-month later, when many of the previous steps had to be restarted. The system was finally implemented three months later, after much extra work, overtime, and staff frustration because of the way the cutover was handled. Stopping conversion was a particularly drastic measure. It would have been doubly bad had the steps been taken because of technical problems needing correction. If users know that a system was once halted because of difficulties, they may not be fully confident that the system will be reliable, even if analysts tell them that the problems have been corrected. The time it takes to redo work that was stopped because of the conversion can be both lengthy and costly, and time lost can never be recaptured. Direct cutover require careful planning. Training sessions must be scheduled and maintained. The installation of all equipment must be on time, with ample days allowed in the schedule to correct any difficulties that occur. Any site preparation must be complete before the conversion can be done. Direct conversions are quite common, particularly with purchased or turnkey systems. For example, a hotel operation decided to install an automated reservation system. The entire system was implemented during a one – week period, when the computer system was setup, the

software loaded, and the system tested. During that week, a separate training crew worked with all the accounting and front desk personnel to familiarize them with the operation and use of the system. These activities occurred Monday through Saturdays. On Sunday, all personnel were brought into enter reservations, guest charges, and accounting information into the new system so that it coincided with the current system. On Sunday, evening, after the close of business for the day, the new system was started and used permanently. The old paper reservation file was removed, and the cash registers and bookkeeping machines were replaced with the terminals. The new system became live at midnight on Sunday. There was no old system to fallback on.

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