A Tightrope Migration: Maintaining 24/7/365 Changing Directorates

Author: Matthew Delphia , Release Manager

Change is an integral part of progress, especially in the dynamic world of IT and government contracting. As a Release Manager overseeing multiple development, database, and customer service teams, I've come to embrace my role as a 'Change Agent.' It's my responsibility to ensure that all nine of my teams and the products we support evolve with the needs of our government users/customers without ever going down.

Recently, our portfolio faced a significant shift: relocating 120 developers from one Senior Executive Service (SES)-level Directorate to another - which constitutes a large change in both the way we deliver solutions and the technical domain in which they operate. This was not just a logistical challenge but a mission-critical endeavor. Our suite of applications, vital for securing our nation's borders, demanded uninterrupted high availability throughout the transition.

In April 2023, the suggested transition became a prescription. While the move was gradual, it was imperative to meticulously inventory our applications, integration points, and incoming processes. My portfolio of applications operates in a highly integrated environment and proper inspection when changes are made is imperative. Any dropped ball risks dire consequences for our end users – as they depend on 24/7/365 access availability to perform the duties of their mission. Amidst this, maintaining the confidence of our team was paramount. Rumors can erode trust, and trust is the foundation of effective teamwork.

Being skilled technical professionals that know what to anticipate with the technologies and how to execute workflows and integrations is one thing, but navigating the unpredictable human aspect is another.

This is where a Human-Centered approach became the cornerstone of our strategy. I initiated Daily Stand-Up Meetings (DSUs) to foster open communication and transparency. By explaining the process, addressing concerns, and clarifying doubts, I aimed to nurture a sense of security and inclusivity among all team members. In times of change, it's the human element - the care for expectations and concerns at the individual level - that holds everything together.

Furthermore, the uncertainty of government contracting can often lead to anxiety about job security, which can, in turn, affect productivity and focus. I'm proud to say that through consistent transparency and reassurance,

we retained every team member during this transition. It's a testament to the power of clear and empathetic communication in maintaining morale and productivity.

As we integrated into the new Directorate, it was crucial to understand the impending changes in processes like Release Management, Change Configuration, and Information Security. With no room for a pause in our operational tempo, we had to ensure that any modifications were seamlessly incorporated into our existing workflows.

The transition also brought a new chain of command and a change in Government Program Managers. In such scenarios, documentation becomes the backbone of continuity. It provides a structured knowledge base that is invaluable for new team members, especially when they lack prior experience with our applications.

By prioritizing human-centered communication and meticulous planning, we successfully navigated our portfolio's transition into the new directorate. Within four months, we ensured a smooth shift for our development teams, applications, and, most importantly, our customers. This experience reinforced my belief in the importance of a human-centered, data-driven approach in managing change. It's not just about the technology or processes; it's about understanding and having the data to address the needs and concerns of the people involved, ensuring that we continue to fulfill our mission without disruption.

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