[{"data":1,"prerenderedAt":185},["ShallowReactive",2],{"topic-finance-systems-delivery":3},[4,19,28,37,47,55,63,73,82,90,96,104,111,118,125,131,138,148,154,162,169,176],{"path":5,"title":6,"description":7,"type":8,"language":9,"tags":10,"date":16,"order":17,"cluster":18},"\u002Fblog\u002Fagile-vs-waterfall-for-finance-systems-delivery","Agile vs Waterfall for Finance-Systems Delivery","How to choose a delivery approach for finance systems — why pure agile strains against a hard cutover, and why a hybrid spine usually wins.","text",null,[11,12,13,14,15],"delivery","methodology","agile","waterfall","finance-systems","2026-07-24",0.5,"foundations",{"path":20,"title":21,"description":22,"type":8,"language":9,"tags":23,"date":16,"order":27,"cluster":26},"\u002Fblog\u002Fconfiguration-vs-customization-finance-systems","Configuration vs Customization in Finance Systems","Configuration fits your process using shipped settings; customization builds bespoke — a permanent liability paid at every upgrade.",[11,24,25,15,26],"configuration","customization","execution",5.2,{"path":29,"title":30,"description":31,"type":8,"language":9,"tags":32,"date":16,"order":36,"cluster":33},"\u002Fblog\u002Fgovernance-and-steering-for-finance-programmes","Governance and Steering for Finance Programmes","Programme governance steers a large finance-systems programme — the decision structure, cadence and escalation. Good governance keeps a big programme unblocked.",[11,33,34,35,15],"governance","steering-committee","programme-management",10,{"path":38,"title":39,"description":40,"type":8,"language":9,"tags":41,"date":16,"order":45,"cluster":46},"\u002Fblog\u002Fhypercare-and-post-go-live-stabilization","Hypercare and Post-Go-Live Stabilization","Hypercare is the intensive, time-boxed support period right after go-live — and cutting it to save money is a false economy that moves the cost downstream.",[11,42,43,44,15],"hypercare","go-live","stabilization",8.5,"post-go-live",{"path":48,"title":49,"description":50,"type":8,"language":9,"tags":51,"date":16,"order":54,"cluster":33},"\u002Fblog\u002Fraid-log-risks-assumptions-issues-dependencies","RAID Logs: Managing Risks, Assumptions, Issues and Dependencies","A RAID log tracks a programme's risks, assumptions, issues and dependencies — and works only when you actually mitigate and chase them, not file them.",[11,52,53,33,15],"raid-log","risk-management",9.5,{"path":56,"title":57,"description":58,"type":8,"language":9,"tags":59,"date":16,"order":62,"cluster":26},"\u002Fblog\u002Fsolution-design-and-blueprint-for-finance-systems","Solution Design and Blueprint for Finance Systems","How to turn agreed requirements into a signed solution design before build starts — and why skipping the blueprint is what quietly buys you months of rework.",[11,60,61,15,26],"solution-design","blueprint",5.1,{"path":64,"title":65,"description":66,"type":8,"language":9,"tags":67,"date":71,"order":72,"cluster":46},"\u002Fblog\u002Fbenefits-realization-for-finance-systems","Benefits Realization for Finance Systems","Benefits realization confirms a system actually delivered the outcomes it was justified on — not just that it went live. The step almost everyone skips.",[11,68,69,15,70],"benefits-realization","outcomes","business-case","2026-07-23",9,{"path":74,"title":75,"description":76,"type":8,"language":9,"tags":77,"date":71,"order":81,"cluster":26},"\u002Fblog\u002Fchange-management-for-finance-system-rollouts","Change Management for Finance System Rollouts","A technically perfect finance system fails if the team won't adopt it. Change management wins that adoption — why finance resists, and how to get it.",[11,78,79,15,80],"change-management","adoption","implementation",8,{"path":83,"title":84,"description":85,"type":8,"language":9,"tags":86,"date":71,"order":89,"cluster":26},"\u002Fblog\u002Fcutover-and-go-live-for-finance-systems","Cutover and Go-Live for Finance Systems","Finance system cutover is the tightly-planned transition from old to new — migration, switchover, go-live — in a short, high-stakes window.",[11,87,43,15,80,88],"cutover","data-migration",7,{"path":91,"title":92,"description":93,"type":8,"language":9,"tags":94,"date":71,"order":95,"cluster":26},"\u002Fblog\u002Fdata-migration-for-finance-systems","Data Migration for Finance Systems","Finance data migration — extract, cleanse, map, load and reconcile into a new system — is the riskiest part of a cutover. Source data is always dirty.",[11,88,87,15,80],7.3,{"path":97,"title":98,"description":99,"type":8,"language":9,"tags":100,"date":71,"order":103,"cluster":26},"\u002Fblog\u002Ffit-gap-analysis-for-finance-systems","Fit-Gap Analysis for Finance Systems","A fit-gap analysis compares what a standard system does against what the business needs — fit, gap, or change the process. Avoiding the customization trap.",[11,101,102,15,80],"fit-gap","requirements",5,{"path":105,"title":106,"description":107,"type":8,"language":9,"tags":108,"date":71,"order":109,"cluster":110},"\u002Fblog\u002Fhow-to-define-a-measurable-outcome","How to Define a Measurable Outcome","A measurable outcome states what will be true when the work is done, in a way you can verify — a result, not an activity. How to write one, and the traps.",[11,69,102,15],3,"intake",{"path":112,"title":113,"description":114,"type":8,"language":9,"tags":115,"date":71,"order":117,"cluster":110},"\u002Fblog\u002Fhow-to-write-good-requirements-for-finance-systems","How to Write Good Requirements for Finance Systems","How to write good requirements: state what the system must do — clearly, testably, without prescribing the solution. Bad requirements are why delivery fails.",[11,102,15,116],"business-analysis",4.5,{"path":119,"title":120,"description":121,"type":8,"language":9,"tags":122,"date":71,"order":124,"cluster":110},"\u002Fblog\u002Fhow-to-write-scope-in-and-scope-out","How to Write Scope In and Scope Out","Scope defines what work includes and — crucially — excludes. The 'out of scope' list is the half that prevents scope creep. How to define it from the outcome.",[11,123,102,15],"scope",4,{"path":126,"title":127,"description":128,"type":8,"language":9,"tags":129,"date":71,"order":130,"cluster":110},"\u002Fblog\u002Fproblem-statements-vs-solution-requests","Problem Statements vs Solution Requests","A solution request tells you what to build; a problem statement tells you why. Converting solutions back to problems is the highest-leverage move in intake.",[11,102,110,15],2,{"path":132,"title":133,"description":134,"type":8,"language":9,"tags":135,"date":71,"order":137,"cluster":110},"\u002Fblog\u002Fproject-intake-process-for-finance-and-engineering-teams","Project Intake Process for Finance and Engineering Teams","How a team receives, shapes and decides on incoming work before committing people — the stages, the fields that matter, and four honest decisions.",[11,110,136,15],"process",1,{"path":139,"title":140,"description":141,"type":8,"language":9,"tags":142,"date":71,"order":147,"cluster":26},"\u002Fblog\u002Ftesting-strategy-for-finance-systems","Testing Strategy for Finance Systems: SIT, UAT and Regression","A testing strategy defines how you prove a finance system works before go-live — unit, SIT, UAT and regression. In finance, the numbers must reconcile too.",[11,143,144,145,146,15],"testing","sit","uat","regression",5.5,{"path":149,"title":150,"description":151,"type":8,"language":9,"tags":152,"date":71,"order":153,"cluster":26},"\u002Fblog\u002Fuser-acceptance-testing-for-finance-systems","User Acceptance Testing for Finance Systems","UAT is where the people who'll use a finance system verify it does what they need, with real scenarios and reconciling numbers. Why finance UAT is different.",[11,145,143,15,80],6,{"path":155,"title":156,"description":157,"type":8,"language":9,"tags":158,"date":161,"order":9,"cluster":9},"\u002Fblog\u002F07-cost-of-unclear-ownership","The cost of unclear ownership in enterprise delivery","When no one owns the outcome, delivery slips in the seams — invisibly on every status report, until it's too late to fix cheaply.",[11,159,160],"ownership","enterprise","2026-06-18",{"path":163,"title":164,"description":165,"type":8,"language":9,"tags":166,"date":168,"order":9,"cluster":9},"\u002Fblog\u002F06-slack-request-to-initiative","Turning a Slack request into a decision-ready initiative","How to take a one-line ask and shape it into something a team can commit to — or decline — in a few minutes, not a few meetings.",[11,136,167],"product","2026-06-03",{"path":170,"title":171,"description":172,"type":8,"language":9,"tags":173,"date":175,"order":9,"cluster":9},"\u002Fblog\u002F05-commit-before-clear","Why teams commit before the request is clear","The pressure that turns a one-line ask into a commitment before anyone knows the scope — and the bill that shows up weeks later.",[11,174,167],"leadership","2026-05-20",{"path":177,"title":178,"description":179,"type":8,"language":9,"tags":180,"date":184,"order":9,"cluster":9},"\u002Fblog\u002F03-finance-team-friction","The friction tax on finance teams","Finance teams move slowly not because the math is hard, but because every number has to be defended. The real bottleneck is provenance, not compute.",[181,182,183],"finance","workflow","observation","2026-05-08",1785182343880]