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Migration wave planner

Sequence an interface catalogue into delivery waves — pilot on the safe work, take the hard and critical work early, and start partner conversations first.

Paste the CSV from the catalogue builder and this sequences it into delivery waves. The sequencing rules are opinions from delivery experience, not arithmetic — so each one is stated rather than applied quietly.

4
4
Interfaces
8
Waves
2
Build effort
41d
Capacity per wave
56d
Elapsed
8 weeks
Wave 1Pilot3 interfaces · 5d

Prove the platform, the build pipeline and the deployment path on work that can be wrong without consequence.

  • Nightly GL postingTier 2 · simple · 1.5d

    Low criticality, no external party — safe place to prove the platform and the pipeline.

  • Employee master syncTier 3 · simple · 1.5dno owner

    Low criticality, no external party — safe place to prove the platform and the pipeline.

  • Price list refreshTier 3 · simple · 1.5d

    Low criticality, no external party — safe place to prove the platform and the pipeline.

Wave 2Hard and critical5 interfaces · 36d

Tier 1 and complex work, taken while contingency and attention still exist. Going last is how these overrun.

  • Order intake from partner EDITier 1 · complex · 12dpartner-facingno owner

    Highest impact and highest risk — needs the contingency that only exists early.

  • Invoice out to partnerTier 1 · complex · 12dpartner-facing

    Highest impact and highest risk — needs the contingency that only exists early.

  • Stock levels to webshopTier 1 · medium · 4d

    Tier 1 — business-critical, so scheduled ahead of the bulk.

  • Product master to PIMTier 2 · medium · 4d

    Bulk delivery.

  • Shipment confirmationsTier 2 · medium · 4dpartner-facingno owner

    Partner-facing: delivery is gated by the other side's re-certification calendar, not by your team.

Start this in week one regardless of the plan

Partner-facing interfaces are gated by someone else's calendar. Re-certification with a trading partner runs in months and cannot be compressed by adding people to your side. Open those conversations in wave 1 even though the build lands later.

The sequencing rules, stated
  • · Capacity 56 person-days per wave — 4 people × 4 weeks × 5 days at 70% productive time.
  • · Wave 1 deliberately excludes Tier 1 and partner-facing work. Piloting on critical traffic is how a migration loses its sponsor in month two.
  • · Tier 1 and complex work is scheduled early, not late. Contingency is a thing you spend, and there is none left at the end.
  • · 3 partner-facing interface(s). Open the re-certification conversation in wave 1 regardless of when they are built — partner calendars run in months and are not yours to compress.

Elapsed time assumes waves run back to back, which is optimistic — real programmes lose weeks between them to testing, approvals and freeze periods. The capacity model assumes 70% productive time; if your team also runs production support, it is lower than that. Nothing is transmitted or stored.

Other tools

These exist because the underlying problem is real. If the numbers you just put in look uncomfortable, that is usually worth a conversation.

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