Sequence It
Twelve roadmap items, and the thing standing in front of each. Two of the blockers are people, not systems — which is why the plan shows them running in parallel.
1. Roll out single sign-on to twelve applications. The identity provider is live and the applications all support SAML.
2. Decommission the legacy CRM. Four downstream reports still read from its database and have not been repointed.
3. Migrate to the new data platform. The choice between two candidate platforms is still with the investment board.
4. Build the customer self-service portal. The three engineers who know the billing API are on the ERP cutover until March.
5. Introduce automated testing on the payments service. The team has capacity and the tooling is already licensed and in use elsewhere.
6. Consolidate the three reporting tools onto one. Which one survives has not been agreed, and two of the three have executive sponsors.
7. Enable multi-factor authentication for external contractors. Contractor identities are provisioned manually and there is no authoritative list.
8. Move the analytics workload to the new warehouse. The warehouse is live and the analytics team has ring-fenced two people for it.
9. Retire the on-premise file shares. The retention schedule that determines what can be deleted has been in draft for eight months.
10. Re-platform the mobile app. The API gateway it depends on is mid-migration and will not be stable until Q3.
11. Deliver the new supplier onboarding flow. The only two people who understand the procurement rules are writing the policy that governs them, until June.
12. Implement cost tagging across the cloud estate. The tagging standard is published, tooling is in place, and the platform team has it in this quarter's objectives.
Educational. Planning methods differ; what transfers is naming the specific thing that must finish, be decided, or be freed up before day one — including when that thing is a person rather than a system.