In preparation for answering the questions, review the Quantum Corporation web site.
Quantum would have survived, for the short term, even if the new system failed to start and the old system had to be revived. However, under these circumstances, Quantum would have lost significant aspects of its competitiveness.
If Quantum subsequently failed to move to the new system within a small number of months, its long-term survival would be in doubt.
To minimize the risks, Quantum tested in August 1995 and again in December 1995. Quantum held mandatory user training. Quantum engaged substantial business partners like HP, Oracle, and PW. Perhaps most importantly, Quantum assigned key employees to the project team.
The implementation of every new system or a new part of it creates risks. A fully integrated system needs all parts to be working concurrently for the system to be effective. This feature often makes the direct cutover the only viable implementation approach.
On a phased implementation project, people become overconfident if the cutovers work well. The third cutover of a phased conversion will received less attention and may go wrong.
At Quantum all project team members were very attentive because they knew the risk was real. All were well prepared for the implementation.
Direct cutovers work well only with a well prepared project team and when implementation delays are as costly as the new system failure costs. Even then, having a fall back strategy in place is prudent.
To run such a project, the IS department had got to have very ample authority. However, IS can not be solely responsible for the project's success. The project team consisted of 100 key people, who “evangelized” for the project. The outcome must have given IS an increase in status.
“Whatever it takes” is a spending hole without a bottom. Far too much money and other resources can go into it, and never be seen again. This approach must be used with the greatest care and only in exceptional circumstances.