PIPELINEGuide
Data migration: the most common mistakes and how to avoid them
Projects around data migration rarely fail because of technology. The patterns repeat themselves — and can be prevented beforehand.
The most common mistake with data migration is starting with the technology instead of the actual bottleneck. A project that no one in the business actually maintains delivers less long-term value than a smaller one that's actually used.
01 — Mistakes
The most common mistakes
- Starting too big. Projects where nobody can use anything for months fail more often than average. A small, usable first step is almost always the better way.
- Not involving the people who work with it. Requirements that only come from management rarely match the actual work.
- Not defining a success measure. Without a metric defined in advance, you can't say afterwards whether it delivered anything — and the next decision will be made on gut feeling again.
- Overlooking operating costs. The project price is only part of it. What operation costs over three years belongs in the same calculation.
- Creating dependency. If you don't get access, documentation and source code, you're locked in. That needs to be clarified before commissioning, not after.
02 — Warning signs
When to be skeptical
- Guaranteed results. Anyone promising top Google ranking or a specific revenue increase is selling something they can't deliver.
- No pushback. A provider who thinks every project is a good idea has either not listened or is only selling.
- Time pressure. Limited-time discounts on project prices are a sales tool, not an offer.
- Unclear ownership. Anyone who won't clearly say who owns data and access doesn't have your interests at heart.
- No contact with technical expertise. If only sales sits in the first meeting, that's where misunderstandings arise.
03 — Bottlenecks
What typically causes delays
- Content and deliveries. By far the most common cause of delay. Text, images, price lists, access credentials — what's missing blocks progress.
- Decisions. When it's unclear who approves, the project waits. A named contact person with decision-making authority noticeably shortens the timeline.
- Access to third-party systems. Getting access to inventory management, phone systems, or CRM regularly takes longer than the integration itself.
- Endless review rounds. Two correction rounds are normal, five are a sign that the goal wasn't clear at the start.
04 — Questions
Frequently asked questions
What happens to attachments and documents on the record?
They are transferred along, provided the target system supports them. Where the format doesn't fit, it's clarified beforehand whether conversion is necessary or external storage remains more practical.
Can we keep working in parallel?
For short transitions yes, with a cutoff date. For longer migrations, you typically continue working in the legacy system until the switchover and transfer the additions at the end.
How long does a migration take?
The transfer itself usually hours. The time goes into analysis, rules, and trial runs — typically two to six weeks, depending on the condition of the legacy data.
Do we need access to both systems simultaneously for the migration?
Yes, at least for the period of trial runs and the actual switchover. After that, access to the legacy system can be restricted or terminated.
Do we take everything?
Rarely makes sense. Dead records, test datasets, and ten-year-old transactions burden the new system. We recommend migrating the active inventory and keeping the rest archived and accessible.
What if something is missing after the switchover?
That's why count protocol and fallback option: the legacy inventory remains untouched until acceptance is complete. Subsequent additions of individual areas are possible.
How do we ensure nothing gets lost?
Through the count protocol: number of records before and after is compared, samples are checked for content. Only after this acceptance is the migration considered complete.
05 — Decision
How to move forward
The most affordable next step is a conversation, not a quote. Twenty minutes is usually enough to clarify whether a project makes sense, what scope it involves, and whether we're the right fit.
If we're not, we'll say so. An honest no costs less than a project you abandon after three months — for both sides.
06 — Next
Related pages
Next step
We'll look at your starting position.
Tell us what's eating up time today. That becomes an assessment with effort and benefit — and only then an offer.