CU Mag: What are some unique conversion experiences you’ve had?
McKay: One of our scarier moments was during an implementation in Illinois several years ago. We were just getting ready to go live, the brand new computer had just been brought up, and everything was in place—when we had a tornado.
A tornado had touched down within a 10-mile radius and the sirens went off. It makes you realize some things aren’t in your control in terms of timing one of those very scheduled events.
The tornado jumped over us and we got back to work after a long hour and 15 minutes.
Berdan: One credit union applied a new software patch to its network that shut down part of the conversion process. You’re going through enough that weekend—you don’t need to apply a new network operating system patch as part of that process.
We didn’t know whether the glitch was on our side or the network operating system. It took several hours to determine it was the latter.
McKay: The project manager of both organizations should review what other strategic projects the credit union might have that could impact the conversion. These can take up to nine months depending on the project scope.
You can’t expect everything to wait during this time, but it’s good to know how other projects might affect the conversion schedule.
Not only does absenteeism affect your bottom line, it increases everyone’s workload.