Welcome to Evolve Fleet and Automotive Management
Call Andy Now: 0448 452 519

Tips & Tricks to Master Software Migrations - Part 2

Part 2 - Execution and Management of Migration Projects


Following on from the previous article which covered the ‘assessment’ phase of the project, the following six tips are designed to assist with the execution and management of the project after approval has been received to proceed.


Project Management Methodology – the most simplistic way of looking at a project is as a series of tasks that need to be accomplished in a certain order, you can try using different techniques and ways to make this more efficient, but it mostly comes down to the basics:
    1. have a clear plan up front which is agreed by all key stakeholders. If the plan changes at any point, ensure all stakeholders are aware of this.
    2. communicate early and often – the good and the bad. Well defined steering committees and regular status reports are non-negotiable.
    3. plan your tasks carefully and be militant about maintaining an accurate and up to date plan.
    4. do not be afraid to adapt to changing circumstances, be open and honest when challenges arise and work through them as a collective to define an appropriate path forward.
    5. remember the triangle of balance – scope, time, budget. There is no silver bullet no matter how hard you try and find one.
    6. sometimes the right thing to do is to stop the project and re-evaluate. Hard decisions are hard for a reason and underlying problems don’t magically get better with time.

It is Not the Software’s Fault! – I have seen many good software products tarnished or given a poor reputation simply because they were not configured correctly or in line with the ‘to be’ business processes.Systems cannot answer back and as such they tend to be an easy thing to blame, but behind every piece of software are the people who develop, configure, and maintain it. Always remember this when something is not working the way you would have hoped.

Having people accountable and responsible for all aspects of the various business processes and functional areas will ensure a sense of ownership and pride in the outcomes being delivered, then there is less chance of it being ‘the software’s fault.’

'Surely' is a Slippery Slope to Circular Conversations – when any stakeholder or team member starts a sentence with ‘but surely’ know that common sense may be about to disappear out of the window and any pragmatic or practical debate will become very difficult, assumptions that are not shared by all parties are highly likely to be introduced at this time. In moments like this, knowing when not to speak is arguably one of the most valuable yet challenging disciplines in business.
Honesty and Transparency with Timelines – try and avoid having dates the steering committee are working towards and dates that are communicated to the team, it doesn’t engender confidence in the team and risks losing the trust of staff if they find out (which they inevitably do) that there were in fact two sets of dates in play.



Navigating the Perilous Pathways – maintain a risk register specific to the project, include the standard elements such as likelihood and consequence. Risk management may not be the most exhilarating aspect of a project, often being overlooked early on. However, it's crucial to exercise discipline in this area by keeping the risk register current and up to date - at a minimum, monthly, though fortnightly updates are ideal.This ensures all stakeholders are well informed about the project's associated risks. Additionally, adopting an approach of open and transparent communication in presenting these risks (as outlined in point 4) is essential for maintaining clarity and trust among all parties involved.


Mastering the Art of Transformation – change management is often an overlooked yet essential component of any successful project. Communication should not just be frequent but welcomed, especially if it is clear, tangible, and has a defined purpose. When crafting communications, prioritise addressing the recipient's perspective by answering the question, 'What does this mean for me?' Additionally, ensure the 'So what?' question is answered to clarify the objective of the information being presented. Embracing this approach ensures that every communication is meaningful and directly contributes to the project's success.

This article was crafted exclusively by human expertise, without the use of artificial intelligence.


Andy Graham

Andy Graham has been working in tech for 30 years, with nearly 25 of those as a senior technology leader for some of the most preeminent fleet management organisations in Australia, New Zealand, and the UK. Andy has led several multimillion-dollar technology projects whilst remaining ‘hands on’, excelling in pragmatic problem-solving and managing complex technical scenarios. As a strategic systems thinker, Andy has also led the design and development of industry-leading software solutions, constantly driving innovation and efficiency in product development.

Related Blog

Tips & Tricks to Master Software Migrations - Part 3
Part 3 - Human Element and Final Thoughts   Following on from the previous two articles which covered the ‘assessment’ and ‘execution’…
Tips & Tricks to Master Software Migrations - Part 1
Part 1 - Setting the Stage for Software Migration.   Given that software migrations in the fleet industry have become a rather…
Back to Top