A large telecommunications network provider had an issue with its design tools and processes. Good governance requires a history of design changes, who raised them, the financial implications of the proposed changes and those who approved the changes. The legacy system did none of that. The organisation funded work to develop the capabilities in the tools needed for good governance.
A bespoke tool was created to automate much of the processes and provide a level of auditing that business required for good corporate governance.
Over 1000 planning and design engineers, internal and external, organised by technology and region, would need to transition to the new system before the legacy system could be disabled.
The company was in the middle of a large, national network deployment that this transition could not impact. Approvals to decommission the functionality in the legacy system wouldn't be granted if a) the new systems caused delays to the deployment or b) the new system wasn't fully adopted by the impacted parties.
Awareness of the project preceded the development of the solution, from the top down (where desire was emphatic) and bottom-up (where there was more resistance to change).
Business analysts identified the legacy pain points for those who were most impacted. The IT design eliminated or automated as many of them as practical, reducing resistance among those most impacted.
A training program was created with a sandboxed version of the final product, ensuring the majority of the impacted engineers fully adopted the new system before the legacy system was disabled.
By the time the final product was deployed, well over 500 internal planners and designers had been trained and migrated to the new system. Adoption was fast and complete.