Think about your migration project like running a marathon in rented shoes. (I know, I know. It’s not a photo-realistic example, but stick with me. You’ll get the point.) You start out with some good shoes, but they’re very expensive. Comfortable and well-fitting, but expensive. At, say, the 10-mile marker you have the opportunity to swap out your shoes. The ones you have are expensive and you don’t want to keep spending the money. Besides, you’re doing fine. So, you stop, select a less expensive iran rcs data pair, and put them on. ticking and you’re not making any progress toward the finish line. You’re betting on the expectation that you’ll make up the lost time by running the remainder of the race faster. The shoes are cheaper, but they don’t fit as well, and after a few miles your feet begin to hurt. Your pace slows considerably. You finish the race. Eventually. Far short of your goal, blood soaking through your socks, and far slower than had you not migrated. As you hobble back home with your disappointing result, you can console yourself with the money you saved as you try to convince yourself that it was worth it.
Migration projects are not going to change the business. They’re not going to run the business either. They’re a full stop, with the expectation that progress will be faster when it’s finished.
The objective is to offset the ground lost during the migration with the ground gained afterward. Therefore, before launching a migration project, it’s important to account for all of the cost factors – those that are obvious and those less so. Only then can the advisability of the migration project be objectively evaluated.