Second, it was obvious that Sue hadn't put any planning into the upgrade. We all voiced our concerns, but one person on the team in particular questioned her, pointing out that a major upgrade should have a good migration plan and testing before going live. He said that he'd been through a few of these upgrades in his career and agreed that a three-day weekend is a perfect time to do it, but more planning was necessary. Sue assured him that she too had been through many of these and knew exactly what she was doing. And as usual, nobody above her told her to do things differently.
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So we upgraded over the weekend with the help of our network admins and two reps from the software company on site. We tested the install in our production environment, and within five hours, Sue triumphantly declared success and sent us all home.
Tuesday morning when the rest of the staff (about 600 people) came to work, most of them couldn't do their jobs. We're talking everyone from document scanners to accounts payable. The problem was, we didn't have any real-world users testing the upgrade. The only testing was done by the software admins who had the most access and the least amount of restrictions. The reps from the software company didn't tell us that since the lower users (about 500 people) weren't local admins on their machines, we'd have to grant access to each PC, download new ActiveX controls, and then unregister old version DLLs and register the new DLLs. That detail would have been good for us to know. Maybe they told Sue.
It took us over two months to get everyone's computer working normally. The next two months were marred in lost productivity and very colorful exchanges between Sue and the vendor, as well as Sue and the CIO.
Well, Sue still has egg on their faces from the whole mess. Thankfully, I am no longer working for her, although I do keep in touch with my former colleagues who report to her, and it sounds like top management and others in the company are getting fed up with her attitude and failure to deliver on projects. It's a shame because the software really is a gem, but you just can't ram ideas down people's throats. You need to have realistic goals for deliverables, and you need to treat co-workers with respect. Hopefully, she'll realize that one day.