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ERP Go-Live Cutover Plan Worksheet

A cutover plan is the runbook for the weekend when the old ERP stops and the new one starts. It lists every task, who does it, when it starts, how long it takes and where you can still go back. This worksheet captures that in a form you can edit during rehearsals.

Download:

Seq	Phase	Task	Owner	Planned start	Duration (h)	Depends on seq	Rollback point	Status

Total task hours

20 hrs

Number of tasks

Average task duration

3 hrs

Sum of hours is task effort, not elapsed time, since tasks may run in parallel. Check the critical path separately from the dependency column.

Review my cutover plan

An experienced consultant can read your plan and flag missing dependencies and risky assumptions.

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How to use it

Build the plan during the first mock cutover and refine it with each rehearsal. Number tasks in execution order, assign a named owner, write the planned start and the realistic duration from the rehearsal timings and record dependencies. Mark the steps after which you can still revert to the legacy system. During the real cutover, update the status as tasks finish so the committee sees progress against the plan.

Use measured durations from rehearsals, not estimates
One named owner per task and a named deputy
Mark clear rollback points before the point of no return
Include communication tasks to users, customers and suppliers

Typical cutover phases

A manufacturing cutover generally runs through a freeze of transactions, final extract, load, technical checks, reconciliation of stock and open items against the legacy system, interface switching for EDI, banking and carriers, a go or no-go decision and release to users, followed by hypercare. Allow a buffer of at least a third of the planned elapsed time for the unexpected.

Go / no-go criteria

Define the criteria before the weekend: reconciliation differences within agreed tolerance, interfaces tested with real messages, key users able to log in with correct roles, critical reports available and support staffing confirmed for the first two weeks. If criteria are not met by the decision time, the plan should say whether you roll back or extend.

Common mistakes

Plans fail when durations come from optimism instead of rehearsal, when one person owns too many tasks, or when interfaces are left until after the decision. Another frequent gap is no plan for what shop floor staff do while the system is unavailable. Prepare paper forms and a catch-up procedure for the freeze period.

Frequently Asked Questions

How many mock cutovers should we run?

At least two full rehearsals are typical, and three for complex multi-plant or heavily regulated environments. The first finds technical problems, the second proves durations and the third proves the fixes and the team's coordination.

When should the cutover happen?

Choose a period with low volume and not close to a financial period end or year end if possible. Many manufacturers pick a weekend after month close, or a plant shutdown, to allow reconciliation without live pressure.

What is a point of no return?

The step after which going back to the old system would lose or corrupt data, for example after new transactions have been posted in the new ERP. The plan should state it clearly and the go or no-go decision should happen before it.

Do I need a command centre?

For larger projects, yes. A single room or video bridge with the cutover lead, technical lead, business owners and vendor representative reduces handoff delays. For small projects, a shared channel and scheduled checkpoint calls often suffice.

If your cutover involves moving from SyteLine or another ERP we support, we can review the plan for gaps before the first rehearsal. Optional.

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