Every project your company undertakes has as its underlying goal to positively affect the corporation. Whether it’s “only” an IT project, or a full-scale ERP implementation, the business is affected in some fashion. After the project concludes, the business owns the product. Historically, every business has issues with implementation, regardless the project, regardless the size.  IT “throwing the app over the fence” is almost a proverb.  Business Readiness is simply the in-project process of being sure the business is embedded in the discussions, functionality, planning, and preparations required to be sure the business is fully aware of, and prepared for the new system.


While training the end users may be thought of as the ultimate goal of the business adoption process. That thought process does a disservice to the underlying reason for Business Readiness as major partner in all new projects. At every phase of the project, the Business Readiness group is tightly embedded in the decisions. Classic project implementation covers X phases: Alternatives, Planning, Development, implementation, resolution. Each of these phases have both Project and Business Readiness components. As a Best Practices implementation, it is the responsibility of the Business Readiness group to guarantee that the deliverables for each phase are fully defined, documented and delivered. That is a true divergence from the classic Organizational Change Management strategy that has been in place previously.


The true goal of Business Readiness is to

  1. Assure successful project transition to the business;

  2. Prepare the business to receive and use the product of the project;

  3. Provide Business Continuity for the product.