Day 30 should leave you with a rough but functioning system holding genuine records, an agreed plan and a named team. Our article sets out how you get there.
- Handover from pre-sales. Meeting notes, call recordings and transcripts passed across, a formal session between the two teams, and someone from sales sticking around for continuity
- Week one admin. Licences assigned to the right people, sandbox and production provisioned, access levels sorted. A licence problem found in week three costs far more to unpick
- Naming the internal team. Project lead, SMEs, change champions and an IT contact, with a table on why volunteered people give vague requirements and bought-in people challenge assumptions
- Discovery depth. Undocumented workarounds, shared inboxes, spreadsheets and edge cases, written up into a requirements document signed off before configuration starts
- Load real records early. Not clean ones. The point is exposing duplicates and format inconsistencies in week three rather than week eleven
- Governance. Scope change authority, escalation route, one named contact each side, weekly rhythm
It closes with seven common first-month mistakes and a tick-list to run against your own project at day 30.