Recovering a complex retail rollout at Currys
Bringing store technology, payments and suppliers into one delivery plan across a 722-location retail estate.
Currys722 locations
Home / Change, UAT & operational readiness
Battlehill ProjectsChange, UAT & operational readiness
A system can be technically complete while the business is still unprepared. We bring testing, training, support and operational readiness together so you can make an informed go-live decision and support people through the change.
When to bring us in
Technical delivery is progressing, but you cannot yet demonstrate that people, processes and support are ready for launch. We bring testing, training, cutover and operational acceptance into one evidence-based decision, including the exceptions and their business consequences.
How we help
- Map stakeholders, change impacts and readiness responsibilities
- Coordinate UAT, defects and acceptance evidence
- Align communications, training, support and cutover preparation
- Manage hypercare, adoption feedback and business-as-usual handover
What you can expect
The readiness view brings test results, business preparation, support capability and cutover actions into one decision pack. Every exception has an owner and an explicit acceptance route.
Change-impact and readiness assessment
UAT approach, acceptance criteria and defect controls
Communications, learning and transition plan
Hypercare exit and service-acceptance record
Decisions we help you make
- Are priority business scenarios tested, with material defects and exceptions understood?
- Can colleagues and support teams perform their responsibilities from launch?
- Who can approve go-live, invoke contingency and accept exit from early support?
How we work with your team
Agree what ready looks like
We define the processes, user groups and services affected by the release, then agree the evidence needed for business acceptance. That includes testing, data, training, communications and support.
Close the gaps before release
We bring test results, defects and readiness actions into a shared view. Remaining risks are explained in business terms so the right people can decide what must be fixed and what can be accepted.
Support the move into daily operation
We coordinate cutover and early support, with clear responsibilities for incident handling, knowledge transfer and outstanding actions. The service moves into normal operation against agreed exit criteria.
Getting started
We identify the business processes, user groups and operational services affected by the release. Their owners agree the evidence required for a go-live decision, including testing, data, training, support and contingency.
Readiness is tracked against those acceptance conditions. Defects, workarounds and incomplete preparation are assessed for their operational effect and brought to the authorised decision-makers.
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How we assess progress
We agree the measures at the start of the engagement and review them with the responsible business and delivery owners.
- Coverage and completion of the agreed business test scenarios.
- Material defects assessed with practical workarounds or resolution plans.
- User, manager and support-team preparation demonstrated before release.
- Hypercare demand and outstanding actions against agreed exit conditions.
Handover and ongoing ownership
The service owner accepts support responsibilities, known issues, escalation contacts and remaining actions. Hypercare closes against agreed conditions, rather than a date alone.
The expertise behind the work
Change managers, business analysts, UAT leads and service-transition managers. We match the experience and responsibilities to your assignment and confirm availability before you commit.
Choose the support you need
Bring in a business-readiness, UAT or transition lead for a release, rollout programme or service handover that needs coordinated acceptance.