One thing, I found helpful is to start small and showcase the quick business value to all the stakeholders involved. Definitely need to make sure that all the stakeholders are aligned and understand the impact of migration activities and get ready for change management. This also means to build a plan to avoid any interruption to day to day operations for a successful migration.

In my experience, addressing stakeholder resistance in data warehousing migrations hinges on aligning the project goals with their priorities. Building on the mentioned strategies, I would add the importance of transparent communication. Regularly sharing progress and success metrics builds trust and demonstrates the tangible benefits of the changes. Additionally, identifying and empowering key stakeholders as champions can help influence others and reduce pushback. A phased implementation approach, with pilot testing and iterative feedback, often eases concerns and fosters a sense of collaboration throughout the process.

I did this already, I can mention my experience. In this fast pacing world stake holders are hesitant to accept a process unless there is a greater benefit in time and cost ( yes turn around time is a crucial factor), and people want numbers, so a POC to prove the change and it's benefit is necessary, that makes both parties confident with solution, and next part , make a detail plan with effort and cost for both training and all activities, this makes it even more effective. Green light is not so far at this point...

When managing data warehousing migrations, aligning project goals with stakeholder priorities is essential to mitigate resistance. Transparent communication is key; regularly sharing progress and success metrics builds trust and highlights the tangible benefits of the changes. For example, demonstrating how the new system improves query performance or reduces data retrieval times can be compelling. Empowering key stakeholders as champions can help influence others and reduce pushback. A phased implementation approach, with pilot testing and iterative feedback, often eases concerns and fosters collaboration. For instance, starting with a small, non-critical dataset can help demonstrate the system's effectiveness before a full-scale rollout.

Balance is everything! It is neither effective nor It is effective to fight back or be silent, passive. As a specialist in the area, it is necessary to position ourselves in order to offer the best service provided or operational/financial gains from the processes and demonstrate what is lost by maintaining something legacy. Therefore, even if the change does not occur, you will have enough arguments not to be questioned.

Handling resistance in a data warehousing migration project starts by involving stakeholders early to build trust. Showing them the benefits of the new system, offering training to help them adapt, and keeping communication clear and transparent are key steps. Empowering key supporters who can help influence others and implementing the changes in stages, starting with a pilot, make the transition easier and encourage acceptance of the new processes.

I would highlight three key principles for effectively managing resistance during data migration: 1. Identifying and implementing quick-win cases while engaging successful stakeholders as change promoters 2. Thorough analysis of concerns and organizing comprehensive training for all interested parties 3. Maintaining constant and transparent communication about migration progress, including regular status updates and open discussion of challenges

Incremental and iterative approaches are not only for app development but also for data management. In my conversations with stakeholders I provide them the end goal and how to start. While it is not possible to picture the full goal in the beginning, starting with a small business unit warehousing use case that could deliver value would be first starting point. While at delivering first iteration start planning for second step. Continuously planning for next delivery while end goal in mind is key to make sure not only solution is scalable but also ensures stakeholders getting trust in the process. In my experience, it is important to get trust and alignment by taking stakeholders through the journey

Stakeholder's resistance in EDW process changes during the migration projects are immenseive particularly at onsite, because they feel insecure if the project gets migrated and for which they try put sort of road-blocks as much as possible in methodical way, where we can't overlook nor deny. That kind of sensitive play they do and this is where the real project mgt, program mgt, people mgt, tool vendor mgt, relationship mgt and stakeholders mgt are warrented and this is where the real project success also resides actually.

The biggest thing that I have found to help with stakeholder resistance is having a documented plan to ensure data accuracy. If you are changing an existing reporting process the biggest risk is re-defining the numbers so they mean something different pre-change and post-change. This is a nightmare scenario for users.