The “Go-Live” Weekend

Large IT projects often culminate in a step referred to as “go-live” in which the new or upgraded computer system goes LIVE, meaning the software is installed and working on the computers, and users start to actually use it every day. One of my projects just recently reached this go-live step after a year of preparation. Because it is a big computer system with hundreds of users, it required a 3-day weekend to perform all of the tasks needed to upgrade to the new version of the software and then go live on the Tuesday morning after the 3-day weekend.

Now that the weekend is over and the dust has settled, it strikes me how different go-live weekend was from the rest of the project.

For most of the project, tasks were measured in days or weeks. Go-live weekend, however, was much more tightly choreographed; tasks were planned and tracked by the hour.

For most of the project, resources worked on tasks that were typical of his/her role, and during 8-hour days and 5-day weeks. During go-live weekend, things were much less structured. People pitched in on whatever tasks needed to be done, whenever they were needed. For example, some radiation therapists helped to install software, and a director performed data entry and configured the software to get it working. For most everyone, go-live days were long; some worked from early morning to late at night.

For most of the project, communication was regular and targeted. Meetings were held weekly and status reported every 2-4 weeks. If a problem occurred, it was discussed with the few people who would be most apt to be helpful. On go-live weekend, communication occurred often and was broadcasted. Email updates were sent after key tasks were done, sometimes multiple times per hour. And if a problem occurred, people conversed via an email thread that went to EVERYONE working on the project, to everyone who could possibly help. (Between the vendor and us, over 100 people worked over the go-live weekend.)

For most of the project, the work is planned with the right amount of resources and executed at a sustainable pace over many months. For go-live, the planning is even more tightly coordinated, but with extra resources (just in case) and executed at a frantic pace because it all has to get done in that one weekend!

The average person does not look forward to go-live weekends because they are long, tiring, and stressful. However, the successful go-live marks the end of the project, which the team has been working toward for months. It delivers the result for which the project was designed and provides a great sense of accomplishment. But because it is also so very different from the rest of the project, with long hours, spirited collaboration, and selfless “pitching in”, it can also be exhilarating. That was my experience, and I will look forward to the next one – but not yet!