Information Technology M&A Integration Checklist
As IT systems become ever more complex, integrating a target’s data and systems into your own becomes increasingly daunting. With our M&A integration template, you can itemize tasks and take this process one step at a time! Book a playbook demo to explore — schedule a call with us and we will reach out to help you get started.
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IT M&A Integration Checklist
This information technology (IT) M&A integration checklist provides a framework for all necessary tasks that must be completed during integration as it concerns IT. This checklist is tailored specifically to assist practitioners accomplish IT aspects of integration during an M&A transaction.
- Most suitable during integration planning and execution for complex M&A transactions
- Includes the typical IT goals and requirements needed for successful M&A integration.
- DealRoom encourages teams to customize these checklists to accommodate the unique needs of your deal and M&A process.
Understanding and conducting the proper requirements in regards to IT during integration is essential for completing a successful M&A transaction. This checklist includes the main IT requirements and tasks needed to ensure that the integration of a target company is adequately conducted, meaning that all IT matters are sorted for the seamless combination of workforces. This checklist serves as a guideline and should be customized to fit the specifics of each M&A deal.
What Tasks does the
Information Technology M&A Integration Checklist
Include
1. Define Day 1 Target Operating Model
This section enables practitioners to thoroughly define Day 1 IT policies, roles, systems, and functions. This is an in-depth checklist to prepare for successful integration across IT operations.
- Review All Workstream/Function Target Operating Models (TOMs) for Day 1 Systems/Tools Assumptions
- Identify IT-Specific Processes in Scope for the Transaction per the IT Charter
- Identify Subprocesses for each IT-Specific Process
- Define Day 1 IT Organization Design, Roles, & Responsibilities
- Define Day 1 IT Processes and Policies
- Define Day 1 IT Facilities/Locations
- Compile Day 1 TOM Systems Inventory, Ensuring that Overall IT Architecture, IT-Specific Systems/Tools, and All Systems from Workstream/Function TOMs are Included
- Conduct Cross-Functional Validation to Ensure Day 1 Target Operating Model and Systems Inventory Assumptions are Consistent and Viable, Paying Particular Attention to Facilities Assumptions for Network/Telephony Ramifications
- Based on Target Operating Model, Define Integration Program Exit Activities/Milestones
2. Address Roadmap, Staffing, and Budgeting
Successfully integrating IT functions require addressing budget structures, determining staffing models and creating appropriate roadmaps for initial responsibilities post close. This section should be customized to your specific IT functions but provides a standard template.
- Determine whether IT Budget will be Centralized or Dispersed Among Teams
- If IT Budgeting is Dispersed, Prepare and Disseminate Protocol and Timeline for Submitting Budget Line Items, and Carefully Review Submissions for Completeness
- Review Overall IT Roadmap, Postpone All Non-Critical Roadmap Projects to Allow Acquisition Focus
- Alongside Integration Leadership, Determine IT Program Staffing Model Considering all TOM Requirements, Scope, and Timing Needs
- Compile Overall IT Program Budgeting in Accordance with Guidelines Established by Integration Leadership, Adding Contingency Commensurate with Integration Uncertainty, i.e. 15-20% Initially, Reducing with Iteration When Possible
3. Address IT Organization Design, Processes, and Policies
Design any new IT jobs and onboarding processes as well as any new or altered policies, performance metrics or training requirements. This section will need extensive assistance from human resources to ensure successful implementation.
- Draft Any New Job Descriptions and Get Approval from HR
- Ensure All IT Onboarding Requirements Addressed by Program-wide Onboarding Plan, Fill Gaps if Needed
- Document New/Altered IT Processes, Including Controls
- Document New/Altered IT Policies
- Identify and Address IT Training Requirements for Day 1
- Address Departmental Performance Measurement and Incentives
4. Address IT Facilities Requirements
This section ensures that all required facilities are designed and ready for Day 1 implementation, this includes office space, inventory and technology.
- Ensure Facilities Plan Aligns with IT Organization Design Including Seating, Conference Rooms, and Auditor Facilities
- Ensure Facilities Plan Accommodates Overall Day 1 Systems Inventory, Including Network, Telephony, Bandwidth, Storage, Mobility, Etc.
5. Establish Data Stewardship & Execute Data Activities
It is essential during any type of M&A transaction that important data is organized, assigned stewardship and securely stored. This section ensures that data activity is accounted for during the integration process.
- Using Systems Inventory, Prepare Corresponding Data Inventory Indicating: System Owner, Data Owner, Data Type, Corresponding Seller System and System Owner, Corresponding Seller Data Owner, Date Data is Due from Seller, and Delivery Method/Format for Data Provision
- Identify Whether Any Items on the Data Inventory Require Additional Governance, i.e. Review by Corporate Development, Finance, or Legal
- Identify RACI for Data Cleansing, Mapping, Migration, Testing, and Archiving
- Assign Data Stewardship Role(s), Assessing the Data Inventory, Data Governance Requirements, and RACI for Data Cleansing, Mapping, Migration, Testing, and ArchivingEstablish and Communicate Data Stewardship Protocols and Governance Processes
- Complete Data Cleansing-Testing and Data Archiving Programs as Designed
6. Address Information Security
It is vital to consider and address security concerns, protocols and safeguards before Day 1. Follow this checklist to ensure important tasks are not forgotten.
- Review Diligence for Information Security Protocols at Counterparty
- Based on Day 1 Target Operating Model, Assess Whether Any Security Concerns Will Exist and Require Remediation. Include Mobility, BYOD.
- Develop and Implement Remediation Plan for Any Identified Security Concerns
7. Address Employee Enablement
This portion of the checklist provides tasks essential to employee enablement within the IT department or function. This includes employee roles, system access requirements, employee devices, and department policies.
- Review All Target Operating Models for Employee Roles, Responsibilities, and Locations
- Determine System Access Requirements
- Alongside HR, Develop a Plan to Set Up Employee Master Data/Employee IDs and Email Addresses
- Determine Whether Employees Will Receive New Devices, Considering Security Image, Licensing, and Help Desk Continuity
- Determine Protocol for Legacy Email and Hard Drive Migration, Consulting Legal and HR
- Develop Consolidated IT Policies and Procedures, Including Help Desk
- Alongside Change Management, Communications, and HR, Deliver Communications and Training re IT Employee Enablement
8. Address Hardware, Software, and Licensing
Determining hardware, software requirements and system inventory as well as license agreements during integration planning creates an easier integration process post-close.
- Determine Hardware and Software Requirements as Indicated on TOMs and System Inventory
- Assess Additional Hardware and Software Requirements for Overall IT Infrastructure/Architecture/Information Security
- Assess License Agreements for Items Transitioning from Counterparty to Determine Conveyance in Acquisition
- Assess Existing Acquirer License Agreements for Adequate Coverage to Accommodate Acquisition Scope
- Acquire Additional Licenses as Needed, Advising Corporate Development, Finance, and Integration Management of Costs
9. Address Development and Implementation Requirements, Address Retirements
Once systems, tools and licenses are determined integration practitioners must ensure all requirements are met for proper implementation such as preparing technical design and acquiring the proper frameworks.
It is also important to evaluate the target company’s IT systems and inventory as a way to develop the IT integration plan as well as measure compatibility. You will also need to develop a retirement plan for each system the target company uses that will not be carried over.
- Determine Development and Implementation Requirements as Indicated on TOMs and System Inventory
- Acquire Any Systems/Tools/Licenses for New Implementations
- Gather Functional Designs for Implementations/Development Objects/RICEFs from Stakeholders, Ensuring that Functional Designs are Provided for Each Such Item as Indicated on TOMs
- Prepare Technical Designs for All Items
- Build/Test/Deploy All Items, Ensuring that Day 1 Testing Includes All Migrated Data and Locations Prior to Day 1 Go-Live
- Compile Counterparty System Inventory
- Evaluate Counterparty and Acquirer System Inventory for Systems to be Retired Based on Day 1 TOM
- Develop Data Retention and Retirement Plan for Each System to be Retired
- After Obtaining Sign-Off from Data Owner, Archive System Data
- Once Data is Archived, Obtain Sign-Off from System Owner for Final Retirement
- Disable System and Terminate Licensing and Support
FAQ
What Is Due Diligence?
Due diligence is a critical aspect of any deal that begins very early in the process and can continue right up until closing. During due diligence, the potential buyer asks questions and requests documentation from the seller that helps the buyer understand the target company and its business. These requests are usually general to start and become more specific as the buyer develops a greater understanding of the target. Buyers use the information provided by the seller to evaluate the opportunities and risks associated with the potential transaction. It is important for sellers to stay organized throughout the process. Buyers often submit thorough, detailed request lists that require input from numerous members of the seller’s deal team.
What is a due diligence checklist?
As the name implies, a due diligence request list is a list of questions and requests for information and documentation that a buyer submits to a seller in order to learn about the target company, its business and its operations. The initial diligence request list tends to be broad and typically includes an extensive list of questions covering a wide range of subjects. This allows the buyer to gain a broad understanding of the target company and identify key issues that can be investigated and considered more closely. Because every deal is different, due diligence request lists have to be tailored to meet the needs of the buyer and address the unique circumstances of your transaction.
However, there is a variety of fundamental requests that are relevant in most deals. These are the types of requests that our templates are designed to address.
What Questions Does the Master Due Diligence Questionnaire Include?
As the name implies, a due diligence request list is a list of questions and requests for information and documentation that a buyer submits to a seller in order to learn about the target company, its business and its operations. The initial diligence request list tends to be broad and typically includes an extensive list of questions covering a wide range of subjects. This allows the buyer to gain a broad understanding of the target company and identify key issues that can be investigated and considered more closely. Because every deal is different, due diligence request lists have to be tailored to meet the needs of the buyer and address the unique circumstances of your transaction.
However, there is a variety of fundamental requests that are relevant in most deals. These are the types of requests that our templates are designed to address.
Key considerations when using our m&a due diligence template
Our templates are drafted to provide an inclusive and wide-ranging list of initial due diligence requests. However, the templates, as well as the information contained therein, are not legal advice. They are not complete, and they are not specific to your transaction. The templates are designed to elicit general information from the seller that will provide the buyer with a broad overview of the target and it’s business and operations. You should review any template before using it, and it may need to be modified to ensure that it is suitable and relevant to your circumstances. Information provided by the seller will likely trigger additional questions that focus on specific aspects of the target’s business and issues identified during the due diligence process.
Are the requests in the template comprehensive?
No. Our Due Diligence Checklist is drafted to include typical requests that are relevant in most transactions. However, every deal and every target company is unique. Before utilizing any template, it is important that you review it with the help of your legal and other professional advisors to ensure that the requests are complete and tailored to the specific circumstances of your deal.
How to use the template with Dealroom
- Start 14-day Free Trial of DealRoom and sign-up
- Select a Master Due Diligence Template while creating a new room
- Start assigning, adding to, and completing due diligence requests with needed documents by uploading them into the built-in virtual data room. The Requests tab is automatically populated with the requests from the due diligence template.
Can I change requests in this checklist or add new?
Every M&A process is different. Downloaders are urged to make these checklists their own by changing the providing information to better fit their needs.
Does this questionnaire provide all the necessary integration information?
This checklist was created by and for M&A professionals. It includes a comprehensive starting point for the integration process. However, every deal is different and may require additional requirements and tasks.
How to use this template with DealRoom?
- Start 14-day Free Trial of DealRoom and sign-up
- Select an Integration Template while creating a new workspace
- Start planning, assigning, adding to, and completing integration tasks. The Requests tab is automatically populated with the tasks from the integration template.
Key considerations when using our m&a due diligence template
Our templates are drafted to provide an inclusive and wide-ranging list of initial due diligence requests. However, the templates, as well as the information contained therein, are not legal advice. They are not complete, and they are not specific to your transaction. The templates are designed to elicit general information from the seller that will provide the buyer with a broad overview of the target and it’s business and operations. You should review any template before using it, and it may need to be modified to ensure that it is suitable and relevant to your circumstances. Information provided by the seller will likely trigger additional questions that focus on specific aspects of the target’s business and issues identified during the due diligence process.
Are the requests in the template comprehensive?
No. Our Due Diligence Checklist is drafted to include typical requests that are relevant in most transactions. However, every deal and every target company is unique. Before utilizing any template, it is important that you review it with the help of your legal and other professional advisors to ensure that the requests are complete and tailored to the specific circumstances of your deal.
How to use the template with Dealroom
- Start 14-day Free Trial of DealRoom and sign-up
- Select a Master Due Diligence Template while creating a new room
- Start assigning, adding to, and completing due diligence requests with needed documents by uploading them into the built-in virtual data room. The Requests tab is automatically populated with the requests from the due diligence template.
Information Technology M&A Integration Checklist
As IT systems become ever more complex, integrating a target’s data and systems into your own becomes increasingly daunting. With our M&A integration template, you can itemize tasks and take this process one step at a time! Book a playbook demo to explore — schedule a call with us and we will reach out to help you get started.
Information Technology M&A Integration Checklist
As IT systems become ever more complex, integrating a target’s data and systems into your own becomes increasingly daunting. With our M&A integration template, you can itemize tasks and take this process one step at a time! Book a playbook demo to explore — schedule a call with us and we will reach out to help you get started.
Utilizing a checklist is just step one. In order to have a seamless process, M&A checklists need to be utilized with the proper deal workflow tool.
Request a demo to learn how you can turn a checklist into an automated process and workflow with the DealRoom platform. With DealRoom, you can tackle any type of due diligence.
- Review All Workstream/Function Target Operating Models (TOMs) for Day 1 Systems/Tools Assumptions
- Identify IT-Specific Processes in Scope for the Transaction per the IT Charter
- Identify Subprocesses for each IT-Specific Process
- Define Day 1 IT Organization Design, Roles, & Responsibilities
- Define Day 1 IT Processes and Policies
- Define Day 1 IT Facilities/Locations
- Compile Day 1 TOM Systems Inventory, Ensuring that Overall IT Architecture, IT-Specific Systems/Tools, and All Systems from Workstream/Function TOMs are Included
- Conduct Cross-Functional Validation to Ensure Day 1 Target Operating Model and Systems Inventory Assumptions are Consistent and Viable, Paying Particular Attention to Facilities Assumptions for Network/Telephony Ramifications
- Based on Target Operating Model, Define Integration Program Exit Activities/Milestones
- Determine whether IT Budget will be Centralized or Dispersed Among Teams
- If IT Budgeting is Dispersed, Prepare and Disseminate Protocol and Timeline for Submitting Budget Line Items, and Carefully Review Submissions for Completeness
- Review Overall IT Roadmap, Postpone All Non-Critical Roadmap Projects to Allow Acquisition Focus
- Alongside Integration Leadership, Determine IT Program Staffing Model Considering all TOM Requirements, Scope, and Timing Needs
- Compile Overall IT Program Budgeting in Accordance with Guidelines Established by Integration Leadership, Adding Contingency Commensurate with Integration Uncertainty, i.e. 15-20% Initially, Reducing with Iteration When Possible
- Draft Any New Job Descriptions and Get Approval from HR
- Ensure All IT Onboarding Requirements Addressed by Program-wide Onboarding Plan, Fill Gaps if Needed
- Document New/Altered IT Processes, Including Controls
- Document New/Altered IT Policies
- Identify and Address IT Training Requirements for Day 1
- Address Departmental Performance Measurement and Incentives
- Ensure Facilities Plan Aligns with IT Organization Design Including Seating, Conference Rooms, and Auditor Facilities
- Ensure Facilities Plan Accommodates Overall Day 1 Systems Inventory, Including Network, Telephony, Bandwidth, Storage, Mobility, Etc.
- Using Systems Inventory, Prepare Corresponding Data Inventory Indicating: System Owner, Data Owner, Data Type, Corresponding Seller System and System Owner, Corresponding Seller Data Owner, Date Data is Due from Seller, and Delivery Method/Format for Data Provision
- Identify Whether Any Items on the Data Inventory Require Additional Governance, i.e. Review by Corporate Development, Finance, or Legal
- Identify RACI for Data Cleansing, Mapping, Migration, Testing, and Archiving
- Assign Data Stewardship Role(s), Assessing the Data Inventory, Data Governance Requirements, and RACI for Data Cleansing, Mapping, Migration, Testing, and ArchivingEstablish and Communicate Data Stewardship Protocols and Governance Processes
- Complete Data Cleansing-Testing and Data Archiving Programs as Designed
- Review Diligence for Information Security Protocols at Counterparty
- Based on Day 1 Target Operating Model, Assess Whether Any Security Concerns Will Exist and Require Remediation. Include Mobility, BYOD.
- Develop and Implement Remediation Plan for Any Identified Security Concerns
- Review All Target Operating Models for Employee Roles, Responsibilities, and Locations
- Determine System Access Requirements
- Alongside HR, Develop a Plan to Set Up Employee Master Data/Employee IDs and Email Addresses
- Determine Whether Employees Will Receive New Devices, Considering Security Image, Licensing, and Help Desk Continuity
- Determine Protocol for Legacy Email and Hard Drive Migration, Consulting Legal and HR
- Develop Consolidated IT Policies and Procedures, Including Help Desk
- Alongside Change Management, Communications, and HR, Deliver Communications and Training re IT Employee Enablement
- Determine Hardware and Software Requirements as Indicated on TOMs and System Inventory
- Assess Additional Hardware and Software Requirements for Overall IT Infrastructure/Architecture/Information Security
- Assess License Agreements for Items Transitioning from Counterparty to Determine Conveyance in Acquisition
- Assess Existing Acquirer License Agreements for Adequate Coverage to Accommodate Acquisition Scope
- Acquire Additional Licenses as Needed, Advising Corporate Development, Finance, and Integration Management of Costs
- Determine Development and Implementation Requirements as Indicated on TOMs and System Inventory
- Acquire Any Systems/Tools/Licenses for New Implementations
- Gather Functional Designs for Implementations/Development Objects/RICEFs from Stakeholders, Ensuring that Functional Designs are Provided for Each Such Item as Indicated on TOMs
- Prepare Technical Designs for All Items
- Build/Test/Deploy All Items, Ensuring that Day 1 Testing Includes All Migrated Data and Locations Prior to Day 1 Go-Live
- Compile Counterparty System Inventory
- Evaluate Counterparty and Acquirer System Inventory for Systems to be Retired Based on Day 1 TOM
- Develop Data Retention and Retirement Plan for Each System to be Retired
- After Obtaining Sign-Off from Data Owner, Archive System Data
- Once Data is Archived, Obtain Sign-Off from System Owner for Final Retirement
- Disable System and Terminate Licensing and Support
1. Define Day 1 Target Operating Model
This section enables practitioners to thoroughly define Day 1 IT policies, roles, systems, and functions. This is an in-depth checklist to prepare for successful integration across IT operations.
- Review All Workstream/Function Target Operating Models (TOMs) for Day 1 Systems/Tools Assumptions
- Identify IT-Specific Processes in Scope for the Transaction per the IT Charter
- Identify Subprocesses for each IT-Specific Process
- Define Day 1 IT Organization Design, Roles, & Responsibilities
- Define Day 1 IT Processes and Policies
- Define Day 1 IT Facilities/Locations
- Compile Day 1 TOM Systems Inventory, Ensuring that Overall IT Architecture, IT-Specific Systems/Tools, and All Systems from Workstream/Function TOMs are Included
- Conduct Cross-Functional Validation to Ensure Day 1 Target Operating Model and Systems Inventory Assumptions are Consistent and Viable, Paying Particular Attention to Facilities Assumptions for Network/Telephony Ramifications
- Based on Target Operating Model, Define Integration Program Exit Activities/Milestones
2. Address Roadmap, Staffing, and Budgeting
Successfully integrating IT functions require addressing budget structures, determining staffing models and creating appropriate roadmaps for initial responsibilities post close. This section should be customized to your specific IT functions but provides a standard template.
- Determine whether IT Budget will be Centralized or Dispersed Among Teams
- If IT Budgeting is Dispersed, Prepare and Disseminate Protocol and Timeline for Submitting Budget Line Items, and Carefully Review Submissions for Completeness
- Review Overall IT Roadmap, Postpone All Non-Critical Roadmap Projects to Allow Acquisition Focus
- Alongside Integration Leadership, Determine IT Program Staffing Model Considering all TOM Requirements, Scope, and Timing Needs
- Compile Overall IT Program Budgeting in Accordance with Guidelines Established by Integration Leadership, Adding Contingency Commensurate with Integration Uncertainty, i.e. 15-20% Initially, Reducing with Iteration When Possible
3. Address IT Organization Design, Processes, and Policies
Design any new IT jobs and onboarding processes as well as any new or altered policies, performance metrics or training requirements. This section will need extensive assistance from human resources to ensure successful implementation.
- Draft Any New Job Descriptions and Get Approval from HR
- Ensure All IT Onboarding Requirements Addressed by Program-wide Onboarding Plan, Fill Gaps if Needed
- Document New/Altered IT Processes, Including Controls
- Document New/Altered IT Policies
- Identify and Address IT Training Requirements for Day 1
- Address Departmental Performance Measurement and Incentives
4. Address IT Facilities Requirements
This section ensures that all required facilities are designed and ready for Day 1 implementation, this includes office space, inventory and technology.
- Ensure Facilities Plan Aligns with IT Organization Design Including Seating, Conference Rooms, and Auditor Facilities
- Ensure Facilities Plan Accommodates Overall Day 1 Systems Inventory, Including Network, Telephony, Bandwidth, Storage, Mobility, Etc.
5. Establish Data Stewardship & Execute Data Activities
It is essential during any type of M&A transaction that important data is organized, assigned stewardship and securely stored. This section ensures that data activity is accounted for during the integration process.
- Using Systems Inventory, Prepare Corresponding Data Inventory Indicating: System Owner, Data Owner, Data Type, Corresponding Seller System and System Owner, Corresponding Seller Data Owner, Date Data is Due from Seller, and Delivery Method/Format for Data Provision
- Identify Whether Any Items on the Data Inventory Require Additional Governance, i.e. Review by Corporate Development, Finance, or Legal
- Identify RACI for Data Cleansing, Mapping, Migration, Testing, and Archiving
- Assign Data Stewardship Role(s), Assessing the Data Inventory, Data Governance Requirements, and RACI for Data Cleansing, Mapping, Migration, Testing, and ArchivingEstablish and Communicate Data Stewardship Protocols and Governance Processes
- Complete Data Cleansing-Testing and Data Archiving Programs as Designed
6. Address Information Security
It is vital to consider and address security concerns, protocols and safeguards before Day 1. Follow this checklist to ensure important tasks are not forgotten.
- Review Diligence for Information Security Protocols at Counterparty
- Based on Day 1 Target Operating Model, Assess Whether Any Security Concerns Will Exist and Require Remediation. Include Mobility, BYOD.
- Develop and Implement Remediation Plan for Any Identified Security Concerns
7. Address Employee Enablement
This portion of the checklist provides tasks essential to employee enablement within the IT department or function. This includes employee roles, system access requirements, employee devices, and department policies.
- Review All Target Operating Models for Employee Roles, Responsibilities, and Locations
- Determine System Access Requirements
- Alongside HR, Develop a Plan to Set Up Employee Master Data/Employee IDs and Email Addresses
- Determine Whether Employees Will Receive New Devices, Considering Security Image, Licensing, and Help Desk Continuity
- Determine Protocol for Legacy Email and Hard Drive Migration, Consulting Legal and HR
- Develop Consolidated IT Policies and Procedures, Including Help Desk
- Alongside Change Management, Communications, and HR, Deliver Communications and Training re IT Employee Enablement
8. Address Hardware, Software, and Licensing
Determining hardware, software requirements and system inventory as well as license agreements during integration planning creates an easier integration process post-close.
- Determine Hardware and Software Requirements as Indicated on TOMs and System Inventory
- Assess Additional Hardware and Software Requirements for Overall IT Infrastructure/Architecture/Information Security
- Assess License Agreements for Items Transitioning from Counterparty to Determine Conveyance in Acquisition
- Assess Existing Acquirer License Agreements for Adequate Coverage to Accommodate Acquisition Scope
- Acquire Additional Licenses as Needed, Advising Corporate Development, Finance, and Integration Management of Costs
9. Address Development and Implementation Requirements, Address Retirements
Once systems, tools and licenses are determined integration practitioners must ensure all requirements are met for proper implementation such as preparing technical design and acquiring the proper frameworks.
It is also important to evaluate the target company’s IT systems and inventory as a way to develop the IT integration plan as well as measure compatibility. You will also need to develop a retirement plan for each system the target company uses that will not be carried over.
- Determine Development and Implementation Requirements as Indicated on TOMs and System Inventory
- Acquire Any Systems/Tools/Licenses for New Implementations
- Gather Functional Designs for Implementations/Development Objects/RICEFs from Stakeholders, Ensuring that Functional Designs are Provided for Each Such Item as Indicated on TOMs
- Prepare Technical Designs for All Items
- Build/Test/Deploy All Items, Ensuring that Day 1 Testing Includes All Migrated Data and Locations Prior to Day 1 Go-Live
- Compile Counterparty System Inventory
- Evaluate Counterparty and Acquirer System Inventory for Systems to be Retired Based on Day 1 TOM
- Develop Data Retention and Retirement Plan for Each System to be Retired
- After Obtaining Sign-Off from Data Owner, Archive System Data
- Once Data is Archived, Obtain Sign-Off from System Owner for Final Retirement
- Disable System and Terminate Licensing and Support
How DealRoom can help you execute due diligence
By using our master due diligence template, alongside DealRoom’s M&A lifecycle management software, you can create a smooth diligence process.
How DealRoom can help you execute integration
By using our integration template, alongside DealRoom's M&A lifecycle management software, you can create a smooth integration process
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