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HOW DO YOU ENSURE SUCCESS ON YOUR ATM MIGRATION PROGRAMME?
For those within the industry, it is no secret that the recent windows migration has been a key factor in driving many ATM swap out programmes.
With key stakeholder interest it is critical that programmes are managed and implemented successfully, ensuring budgets and time frames are achieved.
So we ask what are the potential risks and how can these be avoided?.
1 – Choose your ATM wisely
There has been noticeable changes within the UK industry over the past couple of years with a shifting balance in ATM manufacturers. For those who have responsibility in sourcing new ATMs, this has provided a much broader portfolio. The introduction of multi functioning ATMs has also been a consideration as many buyers explore ways to increase user engagement. Additional thought should be given to your existing ATM estate and how this compares to any new ATMs considered, especially when looking at TTW machines. Significant changes to the height and footprint of the ATM may mean the existing ATM aperture cannot be reused. Not only will this cause potential issues for building regulations and planning consents, but has the potential for increased installation costs as subsequent building works may be required.
2 – Planning applications
When managing a sizable ATM migration programme, it is likely that you will have to deal with sites requiring planning permissions, listed building and building warrants. Dealing with these correctly is critical if you are going to keep the programme on track, with key responsibility sitting with the Project Management team. The main consideration is that applications are timely and require constant attention to ensure all inquiries from local planning officers are addressed. Programme scheduling should also factor in these requirements as a failure to do so has the potential to cause significant delays to your ATM migration.
3 – Defining your K.P.Is and S.L.As
Just like any project, the success of an ATM migration will be dependent on the service delivery you receive from your providers. It is therefore imperative that you choose your support wisely and have in place key service level agreements and key performance indicators that can be used to measure performance. Not only is this of benefit to the ATM estate holder, but also provides clarity on what is expected. To increase the likely success of your ATM programme, time should also be dedicated to track and review performance. You should not be concerned in holding key suppliers accountable for their performance and they should equally welcome an opportunity to introduce improvement plans.
4 – Communication
With significant investment and key stakeholder interest, being able to monitor the status of any ATM migration is key. The support of a Project Management team, whether in house or external, is therefore imperative as they are likely to be your single point of contact. Confirm regular reports, meetings and conference calls are in place with your PM team at the start of any project. Consider points of escalations and out of hours contacts, as although it is hoped these will not be required, they can prove critical when issues arise.
5 – Project Management
Whether you are looking to complete project management internally or outsourced externally, the success of your ATM migration will fall heavily on the team chosen. Appointing incorrectly will likely result in significant delays, increased costs and potential impact to brand loyalty. To help increase your success, you should not be afraid to ask about their experience with ATM’s. It is a specialist field and has many unique challenges that would not be known to the unfamiliar. Be mindful of your ATM estate and locations, as managing work in new build retail locations will differ greatly to listed buildings. More importantly, ensure you appoint a team that are approachable, flexible and willing to support you as you will likely be very reliant on them over the next few years.