Dear Bob ...
Our management is making so many mistakes that I'm not sure where to begin.
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We're in the process of converting an old-technology bread-and-butter system (OTB&BS), "in the process" being ManagementSpeak for "We have no plan and are making very little progress."
So of course, as the last three rounds of downsizing swept through IT, cutting the total staff in half (we're down to 150), management figured there was no reason to keep more than a skeleton crew to support the OTB&BS. I'm part of that team (if you can even call three survivors out of an original 15 a "team").
Management recently hired an outside integrator to handle most of the conversion -- everything except the data conversion and the temporary programs needed to keep the two systems in sync during the transition period. Which is to say, everything except for two-thirds of the total effort. That falls on our shoulders, along with all of the business requests that haven't slowed down at all, and for which the integrator charges big bucks since they're all change orders for the new system.
So now, the three of us have become the bottleneck for the conversion effort, and both our management and the integrator project manager are coming down hard on us for not getting out tasks done.
Dear Buried ...
Suggestions? Let's see: You've been put in an impossible-to-succeed situation. If you succeed anyway, the integrator will get the credit. And once the project finishes, you'll be out of a job.
You did realize you're being asked to work yourself out of a job, didn't you?
I am drawing an inference in saying this. You said nothing about being trained into the new system while describing enough work to keep you underwater without devoting any time to learning it. This means that when you turn on the new system and turn off the old one, you'll have extensive expertise in a system that doesn't exist anymore and no expertise at all in what your department needs.
I think it's a safe inference.
So what should you do? Hmmm...