LEARN. PRACTICE. GROW.Concept and mechanism
Migration justification needs to include the path to the outcome. Monthly savings on the new platform are not project savings while legacy systems remain active. Consider parallel running, training, support, and decommissioning when comparing options. If the benefit is reducing manual interventions from eighteen to ten per month, define a baseline, measurement method, owner, and review point after adoption. Do not replace the outcome with a count of automated servers. Include sustainability through suitable metrics and relevant delivery and usage effects, without assuming that a cloud label demonstrates environmental improvement.
Guided application
Organize the perspectives needed for decisions: business, users, and suppliers may have different interests and powers. A job title does not guarantee effective representation; confirm who can commit resources or accept an outcome. In a middleware contract, identify who supplies evidence, supports transition, and resolves acceptance disagreements. Involve procurement and competent owners rather than turning informal requests into assumed obligations. Also retain assurance sufficiently independent of execution to avoid relying solely on the delivery person’s self-assessment. Structure can be proportionate to the project, but it needs to clarify authority, interfaces, and evidence access.
A board without anyone able to commit the supplier leaves technical capacity unconfirmed.
Common pitfalls
Deployment as benefit; savings without decommissioning; authority inferred from title; convenient contract assumptions.
Related topics: Plans, products, and quality evidence · Risk, issues, and progress control
A credible commitment combines current value, complete costs, and authorized people.
Reference: PRINCE2 Project Management Practitioner syllabus · Version 7; syllabus revision 7.2 (April 2025)