Run the delivery processes at a small fraction of full load at first, then increase step by step up to cutover, with the transition management committee balancing mutual interests and deciding whether to progress per the cutover plan while reducing the incumbent's capacity, to re-establish an underperforming process (diluting the business case), or to continue delivery as is and defer the move. Activities: commence integrated testing of service quality across machinery and people; run the pilot per plan including at expected full load and consolidate results; review the increase in volume and quality against plan; present results and recommendations to the joint committee; hand over formally per the agreed go-live plan; refine the formal handover document moving full responsibility to the provider on approval; and obtain the committee's sign-off. Where baselines are unavailable, as in transformational solutions, baselining and benchmarking frameworks defined in phase 2 are deployed after stabilisation. Success factors: monitored performance trends and proficiency, subject-matter expert support, a reviewed and updated business case, clear understanding of residual risk and its mitigation, and leadership on both sides approving the adjusted business case and setting baselines. Outputs: the pilot report, formal handover sign-off, the baseline of performance and business case, risk and issue reports, final SOPs, descriptions and maps, the service and key process audit plan, the final model and frameworks.
The graph holds this control, the 0 it maps to, and the evidence behind each claim, over MCP and REST.