Conflict over the design strategy.
Conflict over the design strategy. My management has come to some sort of understanding with the PMO and related departments about the design of a solution. It is my fear that these "understandings" from management's perspective are based either incomplete or inaccurate information. I have come to this conclusion after discussions with technical peers who raise serious and valid concerns about the high-level approach presented by management.
Yesterday, I made a nice little Visio drawing and used to discuss the design issues with a peer whose technical opinions I respect greatly. His suggestion was that, as designed, things would not work well. His recommendation:get an exception. I went to our boss and the PM with the reasoning for getting an exception. Both came back with the same response: That was the very first thing that they looked at and decided against it. So, at least I am getting up to speed.
Next, I brought up to my management that we should do the two big chunks sequentially, not in parallel. The chunks are: the design response and UAT acceptance of the new mainframe app, and moving of the business unit's functions out of UAT and into a production "customer setup" environment. That was shot down too. No sequential. Parallel it is. All this simply confirms that my task now is to quantify the effort in more detail so that my management can get more resources--or at least try. And that is confirmed by my management.
I am going through anything I have--emails, draft documents--to try and nail down requirements. I am entering them into RequisitePro and a place to keep them.