3 non-tech principles for decommissioning legacy systems
Replacing an existing platform is only as successful as the people who will be operating the new solution
Decommissioning and replacing a legacy system is notoriously challenging. You need some serious technical credentials to navigate a complex legacy landscape and create a new solution that is both flexible and future-proof. All while maintaining business as usual for the people that use them.
But technical prowess is not the whole story. Replacing an existing platform is only as successful as the people who will be operating the new solution. And that’s often forgotten.
We’ve seen this first hand on our projects to decommission the Knowledge and Information Management (KIM) system at the DfE and when working with the MoJ to reduce reliance on their legacy systems.
So here are 3 non-tech principles to keep front of mind when you’re decommissioning a legacy system, with some key insights from our delivery principal, Kath Cooper.
Spoiler alert – it’s all about people.
1. Hope for the best, plan for the worst
As Kath candidly puts it: “Things will go wrong, so planning as though they won’t provides a false sense of security and means everyone is unprepared, especially in terms of the trust people will place in the new solution.”
Embracing unexpected challenges and helping people prepare to pivot and work through the change involved is essential to reaching your ultimate goal.
Running the project using agile principles means you can be much more responsive to what actually happens, rather than continuing on a path towards a theoretical version of the future. Think, planning in short bursts of time (or ‘sprints’) with regular reviews built in to learn from what’s happened and make your next move from there. And of course, then communicating that with the people that matter.
2. Prepare people for change
Decommissioning a legacy system means things will be different at some point in the future, and that can be hard for people. As humans, we’re not overly keen on uncertainty. And these types of projects are riddled with it.
Thinking about your project comms plan early on really is the key. And that means communicating right from the start of the project, not the week before you switch off the old system.
We need the people operating the service to be on board to manage and deliver the new service confidently, without clinging on to the cosy (if imperfect) security of what used to be.
As Kath observes: “You only really have one shot to build trust with users and if it goes wrong, you start to erode it very quickly”.
An iterative approach to delivery, alongside regular comms goes a long way in building trust and confidence in the new solution.
Your comms can provide stepping-stones of certainty with information on things like key dates, available training and support etc. Organising your comms around key messages and repeating them regularly helps to create a shared understanding on the direction of travel.
And don’t forget that people have different needs. Some will need to understand the bigger picture – why the project is happening, what the expected outcome is and how it will benefit everyone in the long run. Others care more about the shorter term impact on them.
3. Be inquisitive about what people have to say
One of the best ways to bring people with you and make sure you end up with the best solution is to involve the people who’ll be operating the new service in the design. This could be in the form of inviting them to take part in user research and co-design workshops or asking for regular feedback as part of your sprint reviews.
It’s also about getting people involved in running briefings, training sessions and/or providing peer to peer support through the change period.
Kath adds: “Ask your early adopters to share their views and experiences more widely, as this can also help reassure others who are feeling less positive about the change.”
And of course there are always going to be naysayers – often a loud minority who can influence others and make moving forwards difficult. It’s natural to want to ignore this and power onwards. But it will be more productive in the long run to embrace the discomfort and be curious about what’s really going on.
There is often powerful feedback behind the emotion and actively listening can go some way to enabling a healthy feedback loop that will help inform how plans need to change. Delegating related responsibilities to sceptics can also be useful in bringing them along.
That said, it’s easy to end up in a negative black hole so it’s important to make sure your time spent here is proportional. Focus most of your energy on early adopters and maximise their influence and enthusiasm by supporting them to champion the new system among their peers.
Digital platforms and services are operated by people, so don’t forget about them. The principles above form a cycle that ultimately enables you to change the way individuals and teams work. This means they can effectively run the new service when you’re ready to switch off the old one. Helping your main stakeholders work through this change is essential to successfully decommission a legacy system.