# ERP Go-Live Readiness Checklist: Are You Actually Ready to Cut Over? > Source: https://netray.co/tools/erp-go-live-readiness-checklist > Publisher: Netray (netray.co), AI and integration engineering for ERP and manufacturing systems. > Section: Free Tools ## Short answer A 29-point go-live readiness checklist across data, testing, training, cutover, and support, with the highest-risk items flagged as critical. ## Category erp-migration ## Tool **Kind:** checklist **Groups:** #### Data and Conversion **Items:** **Text:** Final mock conversion completed within the last 30 days with documented reconciliation results **Critical:** true **Text:** Inventory balances, open orders, and GL balances reconciled to legacy within agreed tolerances **Critical:** true Data owners have formally signed off on each converted domain Cutover data freeze window agreed with operations and communicated to all departments Manual data entry list for items not being converted is documented with named owners Legacy system access and reporting preserved read-only for post-go-live reference #### Testing and Validation **Items:** **Text:** End-to-end business process testing passed for quote-to-cash and procure-to-pay **Critical:** true User acceptance testing completed with documented pass/fail results and closed defects **Text:** All integrations tested with production-like volumes, including EDI trading partners **Critical:** true Month-end and period-close processes tested in the new system Critical custom reports and documents (invoices, packing slips, travelers) validated by users Open defect list reviewed; no severity-1 or severity-2 defects remain open #### People and Training **Items:** **Text:** All go-live-critical users trained on their specific transactions, not just overview sessions **Critical:** true Super users identified per department and given advanced troubleshooting training Role-based quick reference guides published for the top 20 daily transactions Training completion tracked; untrained users have a plan before their first shift on the system Temporary productivity dip planned for: overtime, adjusted targets, or extra staffing in week one Union, works council, or staffing notifications completed where applicable #### Cutover and Infrastructure **Items:** **Text:** Minute-by-minute cutover runbook exists with named owners and validated timings from a rehearsal **Critical:** true **Text:** Go/no-go criteria documented and steering committee decision meeting scheduled **Critical:** true Rollback plan documented and tested: what triggers it, who decides, and how long it takes Production environment sized, patched, backed up, and performance-tested at expected load Printers, scanners, label printers, and shop-floor devices tested at every physical station User accounts, roles, and permissions provisioned and spot-audited against segregation-of-duties rules #### Support and Stabilization **Items:** **Text:** Hypercare support model staffed and scheduled for at least the first 4 weeks **Critical:** true Issue triage process defined: how users report, who prioritizes, and escalation paths Vendor and partner support contacts confirmed with response-time commitments in writing Daily stabilization stand-up scheduled with department leads for the first two weeks Success metrics defined for exiting hypercare: ticket volume, backlog age, and process KPIs **Scoring Note:** Score yourself honestly: every unchecked critical item is a strong argument to delay go-live, and three or more unchecked critical items means you are not ready regardless of the calendar. Non-critical gaps are manageable with workarounds, but document an owner and a date for each one before cutover. ## Content **Intro:** This checklist verifies whether your organization is genuinely ready to cut over to a new ERP, built for discrete manufacturers going live on platforms like Infor SyteLine or Infor LN. Go-live failures are rarely caused by the software; they are caused by unconverted data nobody reconciled, integrations tested only at toy volumes, users trained on slideware, and cutover plans that exist only in someone's head. The 29 items span data, testing, training, cutover, and support, with the eight highest-risk items flagged critical. Work through it with your project team two to four weeks before your planned date. **Sections:** #### Why the critical items are critical **Body:** The eight critical items share a property: if any one of them fails at cutover, there is no cheap workaround. A failed reconciliation means you are running the business on numbers nobody trusts. Untested integrations mean EDI orders silently stop flowing the morning after go-live. Untrained critical users mean shipping stops while people hunt for help. A missing runbook or absent go/no-go gate means the cutover weekend improvises under pressure, which is where the worst decisions get made. Non-critical items matter too, but each has a survivable fallback: a late quick-reference guide or an unpolished report creates friction, not stoppage. Prioritize ruthlessly by that distinction, because the last month before go-live never has enough hours for everything. #### How to run the checklist with your team **Body:** Do not fill this in alone at a desk. Convene the project leads and department owners, walk every item, and require evidence rather than assurances: show the reconciliation report, open the runbook, pull the training completion log. Items pass on proof, not confidence, because the readiness reviews that fail are the ones where a tired team nods items through in the final week. The group setting matters as much as the evidence standard; readiness gaps are usually known to someone in the room, and the checklist gives that person a legitimate moment to say so. Capture an owner and date for every gap on the spot, then manage the list like the risk register it is. **Bullets:** - Run the full checklist at T-minus-4 weeks, then re-run criticals weekly until cutover - Require documentary evidence for each item; verbal confirmation does not count - Feed unchecked items directly into the go/no-go decision as named risks - Repeat the exercise after go-live to build your exit-from-hypercare criteria #### Deciding to delay: the hardest call **Body:** Delaying a go-live feels like failure, costs real money, and disappoints executives who announced the date. Going live unready costs more: shipment stoppages, month-end chaos, emergency consulting rates, and a workforce whose first impression of the new system is a crisis. Industry experience is unambiguous that a four-week delay is almost always cheaper than a failed cutover. The checklist gives you an objective basis for that conversation: three or more failed critical items is a delay recommendation you can defend with evidence rather than nerves. If you must proceed with known gaps, do it with eyes open, in writing, with mitigation owners named and the steering committee formally accepting each risk. #### How Netray helps you reach a clean go-live **Body:** Netray runs go-live readiness audits, cutover planning, and hypercare support for manufacturers on Infor SyteLine, LN, and Baan-heritage systems. We have executed enough cutovers to know which checklist gaps are truly disqualifying and which are survivable with the right workaround, and our runbook templates, reconciliation frameworks, and AI-assisted test automation compress the last month of readiness work substantially. If your checklist walkthrough surfaced red flags, or if you want an independent set of experienced eyes at your go/no-go meeting, get in touch; a specialist will review your results and tell you plainly whether your date is realistic. **Cta:** Have a specialist review your readiness results and give you an honest go/no-go recommendation. **Faq:** #### When should we start working through this checklist? **Answer:** Start the first full pass at least four weeks before your planned cutover, then re-check the critical items weekly. Four weeks gives you enough runway to fix a failed reconciliation, rerun an integration test at volume, or close training gaps without moving the date. Teams that first open a readiness checklist during cutover week are not checking readiness; they are documenting the surprises they are about to have. #### How many unchecked items are acceptable at go-live? **Answer:** There is no magic number, but the working rule is: zero to two unchecked critical items with documented mitigations may be survivable with steering committee sign-off; three or more means delay. Non-critical items are more forgiving, though each needs a named owner and remediation date. What is never acceptable is an unchecked item nobody has examined, because unknown gaps are the ones that stop shipments. #### What does good hypercare look like after go-live? **Answer:** A staffed support model, not just goodwill. Plan for at least four weeks of elevated support: floor-walkers or super users physically present in each department for week one, a single intake channel for issues, daily triage with severity rules, and a stand-up where department leads surface problems. Define measurable exit criteria in advance, such as ticket volume trending down and period-close completing cleanly, so hypercare ends by evidence rather than fatigue. ## Search terms erp go-live checklist, erp go live readiness, erp cutover checklist, erp cutover plan, go live criteria erp, erp hypercare planning, syteline go live checklist --- Talk to an engineer: https://netray.co/contact?intent=erp_ai | Machine catalog: https://netray.co/agent/catalog.json