T-Minus has no classroom programme. Key users learn by discovering and configuring their own tenant; everyone learns by rehearsing their own real day; after go-live the action queue shows each user what needs attention and ASK answers "how do I…" by doing it with them, under their permissions. Adoption is measured by work done, not hours attended.
Every user, twice, before go-live
| When | Who | What |
|---|---|---|
| T-27 → T-18 | Key users | Play their roles in discovery; shape the Fit Ledger |
| T-17 → T-11 | Key users | Co-drive configuration; own their role design |
| T-9 → T-5 | All users | Log in, see their queue, try their tasks on test data |
| T-2 → T-1 | All users | Run their real day in the rehearsal |
| T+1 → T+30 | All users | Real work with the queue and ASK; hypercare on exceptions |
The readiness measure is the share of T+1 users who completed their rehearsal tasks in their own role — target 95% or more. Key users are the multipliers: each coaches three to eight colleagues through the rehearsal, and is named in the adoption register at T-27. Anyone not ready at T-1 gets a named buddy for their first week rather than a go-live delay.
See it, do it, own it
- See it (T-27 → T-11): the why and the date from the executive sponsor; each team sees its future screens; change impact captured per role.
- Do it (T-10 → T-1): users log in and try their tasks; everyone runs their real day; concerns answered in the standup.
- Own it (T-0 → T+30): the queue and ASK in daily work; legacy read-only, so old habits retire; wins shared; same-week configuration changes prove responsiveness.
Rate change impact on the people, not the process: a small change for a large team can outweigh a big change for one specialist.
Stakeholders and messages
Manage closely the CFO, COO, Countdown Owner and finance controller; keep satisfied the CEO, board sponsor, IT director and auditors; keep engaged the clerks, warehouse, sales and payroll teams; keep informed the wider staff, partners, customers and suppliers. Every high-influence, high-impact stakeholder attends at least one standup and the rehearsal.
Messages go out at T-27 (the date and why), T-18 (what is in wave 1 and what is T-Plus), T-10 (your login, screens and rehearsal slot), T-3 (to customers and suppliers: new invoice layouts, bank details unchanged), T-1 (the rehearsal result and GO), T-0 (we are live, where to get help) and T+5 / T+30 (wins and what comes next). Every one answers "what changes for me, and when", and comes from the executive sponsor or the Countdown Owner — never from the project mailbox alone.
Resistance is often a missing line
| They say | The answer |
|---|---|
| "27 days can’t be enough" | The four removed phases and the countdown board; an invitation to a standup |
| "We’ll lose our reports" | A Fit Ledger line per report; most become dashboards or "not needed" |
| "Nobody trained us" | Their rehearsal slot, ASK, and a buddy for the first week |
| "The old system did X" | Rule 2: show the screen — configure, T-Plus or no |
| "What about history?" | The legacy archive stays queryable; period balances where needed |
| "Too busy for the project" | The Countdown Owner releases key users; the rehearsal is their real work |
If one role keeps raising the same objection, it is usually a missing Fit Ledger line, not resistance. Log recurring objections in the RAID log as risks.
Calderwood’s AP approvers keep saying they "cannot see what to approve". It is not resistance: their action-queue rule was never configured. A Fit Ledger line is added, the queue rule is configured the same week, and the complaint stops.
Try it Calderwood’s HR director asks for a three-day classroom course for 120 warehouse staff before go-live. How does the Adoption Navigator respond?
Replace the training plan with an adoption plan: warehouse staff log in and try their own tasks on test data at T-9 → T-5 and run their real day in the rehearsal, coached by their key users (three to eight each), with the queue and ASK in the flow afterwards. Readiness is measured by rehearsal tasks completed in their own role, not hours in a classroom.