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What is a hypercare phase? We are asked this in projects in which we take over ERP project management for our customers. In this article, we answer your question and explain other tasks, aspects and background to the hypercare phase in an ERP project.
Are you wondering how long the hypercare phase needs to last in order to make your ERP implementation a complete success? You'll find the answers here: We uncover what a well-thought-out hypercare phase looks like, what makes it successful and why it is often the key to user satisfaction and system stabilization. Gain insights into the optimal duration and essential activities to prevent problems from arising after the go-live or, if they do, to deal with them immediately.
Short Summary
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The hypercare phase is an intensive support phase following the introduction of new IT systems, which aims to increase user support and improve customer satisfaction by solving problems immediately.
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The duration of the hypercare phase varies depending on the project, but is usually designed to last between 2 and 4 weeks, with effective communication and flexibility being crucial to its success.
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The integration of the hypercare phase into the operational phase ensures sustainable effectiveness of the investments made and contributes to long-term customer loyalty and customer satisfaction.
Table of Contents
- Understanding hypercare: A definition
- The importance of the hypercare phase in the project cycle
- The duration of the hypercare phase: a flexible time frame
- Tasks and interaction in the hypercare team
- Error management and continuous improvement
- Integration of the hypercare phase into company processes
- Hypercare and user satisfaction
- Case studies: Hypercare in action
- Summary
- Frequently asked questions
Understanding hypercare: A definition
Hypercare is a term that has a special meaning in the world of project management. It refers to an intensive aftercare phase that is primarily concerned with the introduction of new IT systems and ensures intensive support. But what exactly does it mean? The main objective of the hypercare phase is to ensure the successful completion of a project and to intensify user support. Think of it as a kind of safety net that comes into play shortly after the introduction of a new system or a major change, such as the implementation of new software products.
In our experience, this phase is a very important period in our project work. In the project plans that we as project consultants draw up for our clients with the software implementation partner, this phase is strongly determined by the use and analysis of risk management.
At Dreher Consulting, we always try to plan and align project planning very efficiently with the goal of introducing and using the new ERP system. In doing so, we create scenarios that we provide with risk factors. (For example, according to the scheme: What has to happen if this or that occurs?) This approach to risk assessment is very efficient and still protects the company if errors or software downtimes occur after a go-live.
The importance of the hypercare phase in the project cycle
The introduction of the hypercare phase into the project cycle is no coincidence, but part of a carefully planned strategy. It is an important step in ensuring that the project is completed successfully. Hypercare is deeply embedded in the project phases, each ending with a milestone that indicates the progress of the project. We strongly recommend detailing them in the actual project plans and cut over plans. We have had good experience when we have included the availability of the software consultants in these plans.
As a rule, the hypercare phase in software projects follows the analysis, design, development, test and delivery phases. This means that this hypercare phase starts after go-live, but must of course be planned in detail beforehand. We have achieved the best results in our ERP project management with this approach. During its duration, there is no overlap of project phases in terms of content, which further emphasizes the importance of the hypercare phase in the project cycle.
The duration of the hypercare phase: a flexible timeframe
How long does the hypercare phase last? Well, there is no universal answer, as the duration depends heavily on various factors. However, on average, the hypercare phase lasts between 2 and 4 weeks.
However, the actual duration can vary depending on the complexity of the project, the size of the project and the number of teams involved. Effective communication plays a crucial role in influencing the duration of the hypercare phase. Flexibility and adaptability are key factors in successfully managing the hypercare phase and being able to react to changes. In this phase, we at Dreher Consulting have had good experience of making various channels available to individual users and bringing these communication channels together centrally. If you would like to find out more, simply take the opportunity to talk to us. We will be happy to explain best practice process models and our experience. Click here to organize a short appointment:
Tasks and interaction in the Hypercare team
The Hypercare team is the heart of the Hypercare phase. Coordinated by a hypercare manager (we recommend that the ERP project manager continues to be assigned to this role), the team works closely together to prioritize problems and solve them within the agreed service level agreements. But who are the members of this team and what are their tasks?
The Hypercare team is made up of various specialist departments, including IT, Product Management, Production, Logistics, Supply Chain, Marketing and Sales. Essentially, it is the previous project team that deals exclusively with the new application and is well trained in both the processes of the implementing company and on the technical side (the functions, customizing and settings of the system).
Their task is to manage and solve problems and incidents reported by users or identified by monitoring systems during the hypercare phase. We have had good experience in staffing the team with customer employees and consultants from the software partner. Skills and thinking in process contexts are the key factors here.
Building a support structure
A central aspect of the Hypercare team is the establishment of an effective support structure for the project team. This specialized team takes intensive care of any user questions in the first few days after the software implementation in order to promote user satisfaction. This service also serves the security of the users: if questions arise, a "helping hand" is on hand.
Depending on the company and the use of the software in different time zones, we recommend that our customers set up 24/7 support for the first week after the go-live.
We would be happy to explain our experience to you. Click here to organize a short appointment:
Communicating with stakeholders
But the support structure alone is not enough. Communication with stakeholders (the business owners or managers) plays a crucial role in the hypercare phase. It is essential to maintain regular communication channels with stakeholders to keep them informed of the status of the rollout and address their concerns.
This includes:
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Daily incident meetings with IT departments to coordinate support activities
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Through our project management, we coordinate, categorize and filter the requests. We have found that uncoordinated feedback from multiple stakeholders without prior coordination can significantly increase project complexity and increase the risk of project failure.
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A well-considered hypercare support plan that includes setting up an on-site communication team, preparing clients for change (change management) and creating easy-to-understand training content is crucial.
Training and resources
The provision of training and resources is another crucial aspect of the hypercare phase. It is important that users, as well as any users who only work sporadically with a new system, are able to understand and use the software. Training material is therefore essential. (Whereby the training costs are incurred before the go-live).
Ongoing support and training are essential components of the hypercare phase and ensure that issues are resolved efficiently.
However, it is important to consider risk factors during the hypercare phase, such as lack of training materials, lack of expertise and excessive privileged access due to emergency access needs.
Error management and continuous improvement
The hypercare phase is not only a period of intensive care and support, but also a phase of intensive error management and continuous improvement. The hypercare phase is characterized by an increased prioritization of troubleshooting and user support, as well as increased collaboration within the project team.
Typical tasks after the project goes live include
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fixing any bugs that occur immediately
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processing feature requests
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closing open tickets
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clearing up technical debts
An important part of hypercare support is to avoid 'ticket ping-pong' and ensure accountability among all stakeholders.
In addition, the Hypercare phase enables a reaction to current market conditions and the incorporation of changes in the project based on new findings.
Integration of the hypercare phase into company processes
The Hypercare phase does not simply end as soon as the defined period has expired. Rather, it transitions smoothly into the operational phase, with the manual supporting rapid familiarization with new processes and ensuring the long-term effectiveness of the investment.
Through detailed project planning and the definition of customer handover steps, feedback during the hypercare phase can be managed effectively. In addition, the Hypercare phase protects the financial and human resources invested in customer acquisition by providing intensified support and guidance on the product.
Hypercare and user satisfaction
The hypercare phase is not only a means of troubleshooting and continuous improvement, but also a key factor in increasing user satisfaction. Through improved quality assurance and intensive in-house IT support, the hypercare phase makes a significant contribution to increasing user satisfaction.
Case studies: Hypercare in action
To put theory into practice, let's take a look at some case studies that show how the hypercare phase has been successfully implemented. Companies with a successful Hypercare phase have a dedicated project management center. When we receive the project management assignment from our customers, we manage this project control center.
This project control center is responsible and accountable for inventorying, prioritizing and monitoring issues during the hypercare phase. This practical example shows how effective project management and a well-organized hypercare phase can ensure the success of a project.
Summary
After a detailed discussion of the hypercare phase, its role in project management, its application and its impact, we were able to demonstrate that hypercare is an integral part of our approach to ERP project management at Dreher Consulting. It ensures that projects are completed successfully by fixing bugs promptly, meeting customer requirements and enabling continuous improvement.
However, the Hypercare phase is not limited to bug fixing and user satisfaction. It also plays a crucial role in integrating new systems into company processes, ensuring long-term return on investment. With an effective hypercare team that is able to prioritize and resolve issues, any company can maximize the benefits of its projects and ensure successful implementation.