At some stage, the platform is ready to launch. This is the most risky part, especially when it will replace an existing platform. There are several areas to focus on, that should be part of the overall go-live plan.
The ideal solution from a development point of view is a ramp-up scenario. Try to align with the business on possibilities on ramp-up. Going live in specific countries, specific labels, inviting specific users or IP-based selection are examples. Define a strategy, timelines and go/no-go moments (including defined boundaries on conversion, load, performance, etc.
In this phase, focusing on SEO and SEA will be crucial. In the switch and ramp-up this should get enough attention.
Business readyness and training
Define the business areas that will be affected by the new platform. Depending on the size of the company, this will include logistics, (online) marketing, pricing management, category management. Ideally, they have seen versions during development. In this phase, training and support will be provided, with focus on getting the processes and content in place to support the platform.
Even in a devops environment, first-line support for in- and external users, including admin, will be set up. Ramping up and training can go hand-in-hand with business readyness and training. This will enable the helpdesk to organise their supprot scripts, administrators to learn and use the security set-up.
If a preliminary data set has been used, now is the time to switch to production data or to let the system learn from real-live data (in case of big-data, machine-learning capabilities on the platform).
Take time to debrief, learn and improve. Remember: this was the first release of many on the product life cycle of the platform.