Tech Manager—Bad Timing
I like the latest versions of software. I usually upgrade when a new release comes out. On the personal side, I auto upgrade the OS and apps on my Pixel phone. I do not do that on my wife’s iPhone. I upgrade my MacBook when a new OS is about 2 months old and the kinks are worked out. I upgrade my WinOS after the troubles die down also. My Chromebook auto-updates all the time.
So, you can see that while I have a desire to upgrade to the latest versions, I do not do that across the board. I do not do it all at the same time. I do not treat every device the same. I also time the upgrade for a convenient time, or an opportune time, or a time when the negative, that might happen, won’t annoy me beyond belief. I also do not do every device at the same time. I make sure that I have a stable device handy in case I need to search out a fix for a problem. So timing is key. Back in 2008 I wrote some advice on getting the timing right for an upgrade and I “update” that advice below.
DON’T LET IT HAPPEN WITHOUT GOOD TIMING
ou probably get the popups on your phone or laptop that an update is ready to install. You could just hit “Start” and make it happen, but it might be advantageous to think about doing it later. You get emails urging you to jump to the latest release. The temptation to just get it done can be daunting. Timing a personal device upgrade impacts only you but timing a firm-wide upgrade is another matter. The timing needs to set you up for success.
BEFORE THE NEXT PROJECT BEGINS
Many Tech Managers want to prepare and move before a major project starts. Rather than move the whole company at one time they take one project into the next release and manage the process like a Project Manager. This can be a good thing and a bad thing.
This would set you up to use the increased productivity in the new release for the new project. It also places you on track for the future since the project will outlast your prior release use. By taking one project into the new release, you can control the tools used on a small scale, selecting which new tools to apply. No need to use all the new improvements, just select the ones that will impact the project for the better. And you can take the successes into the next new project, expanding as the work rolls in.
Be aware that the upgrade may slow down the project schedule as staff get up to speed. Training and tech support issues may impede project timeline. Productivity may (will) take a slight dip until users stabilize. All this impacts the project. Also, make sure the Project Manager is supportive. Let him/her know the issues surrounding the use of the new software. Make them your ally. If not -- they could turn into your worst critic. If they are reticent to upgrade, wait for another project.
Make sure you track the troubles you have and the successes. Document anything that is a concern. Define new processes and establish new guidelines. Make a definitive process of expanding it to the next project.
AFTER TRAINING
Most firms want to do some form of training prior to a new rollout. It may be formal, informal, or just a handout.
When you have completed training your users are hopefully excited and ready to use the software. Training can create momentum for the migration. It could be a one-day, new features training. It could be a webinar to remote workers. I might take on many forms, but it needs to be done just as the software is made available. I have seen some firms upgrade the desktop machines while the person was in the training. When they returned to their station, the new was already in place.
Training does takes time away from project work, but productivity loss from training time will be recovered as users return to the project environment and use new tools that make things run faster. Training does not stop when the class ends. Keep in touch with the users. Make handouts that can be used as reference material. Have refresher talks. Do not let them slip back into old habits.
WHEN CLIENTS REQUIRE A SPECIFIC VERSION
Don’t fret, this may force your team to make a move if you are having difficulty making progress. It is often hard to get the migration started. After I was prepared, I have used a client’s demand for upgrades to get my team moving. The demand may come before you are ready. You may not have trained. You are forced to move and may be reluctant. Bad morale may creep in since it was not your choice.
WHEN YOU ARE BUYING NEW HARDWARE
When new hardware is coming, it may be time to move to new software. You will have the horsepower to make the move and you need to capture that inertia. I have most often seen the software push you toward new hardware, but the opposite may happen too. Opening a new branch office might be a good time to take the entire office to a new level. They will get new hardware and they are open to change.
THE TIME IS COMING
The timing of when to move may or may not be in your hands. If it is, you can think about the timing as outlined above. If it is not, and others might foist it on you, you should prepare for it because it may be inevitable. Be prepared! Be prepared before anyone asks you. Get everything set and handle the migration on your terms, even if the timing is not.
