307

So here's the part that seems sketchy to me: You've asked your employee, John, to do unpaid overtime work on the weekend. The reason it's "work" is because learning Angular is not something John would like to do in his free time, hence why he hasn't done it already (and continues to not do it), and it provides no value to John personally except inasmuch as ...


305

telling someone “your 6 months work will be a total waste” is not easy Don't think of it as a waste, try to look at it as an opportunity. Ultimately you won't be required to deliver (but I would absolutely plan to, just in case), but you still need to be delivering something, so to me this seems like a perfect opportunity to experiment with things you ...


239

Your CEO noticed on Monday that something went wrong. So apparently he or she thought it was fine for themselves not to be on standby. Fact is: Being on standby is something that people will want compensation for. Especially qualified people who won't have a problem finding a job elsewhere. If I'm on standby that means I can't go to the movies where I have ...


228

Management needs to set measurable goals. They then need to confirm the developer is hitting those goals. If not, they need to take action. If you are facing issues related to this and are not this employee's manager, focus on the velocity problems when you talk with your boss. If you are the manager you need to be more clear on expectations. For the ...


190

The short answer: No, you should not tell your boss that his work was worthless. Instead, express that it's not what you need. My rationale is that worthless is emotionally charged, maximally judgmental, and very much subjectively based. Worthless implies that there is literally zero underlying value to the way your boss arranged the information, and ...


161

To triage while looking for a different job: start pushing back. Phrases like: "I will look into that first thing tomorrow" "I'm in the middle of something, can I get back to you in X minutes/hours?" "Can you run that request through my boss?" Learn to use them. And use them. Assuming you are planning on quitting, continue to use them to delay the day to ...


159

DOCUMENT EVERYTHING Every time there is a change of scope do the following: Document the change. Show the effects this will have on your work Submit a new timeline Have the stake holders sign off Scope creep happens, but the only way to avoid being the one who gets the blame is to document everything, demonstrate the effect, get people to sign off so ...


161

You do this by presenting the thought process that led you to this conclusion - not the conclusion alone. This gives the team, or the individual, a chance to offer their perspective regarding your concerns. You might find that there are viable solutions to the problems you anticipate, which you did not think about. Ask prompting questions that highlight ...


155

Should I do anything further (if so how) in terms of bringing this up to management, project manager, etc? They've already paid you in terms of your "expenses" and given you extra time off, so I'd think there's no point other than to vent anger (which is a bad idea). How can I approach booking any future time off given that this could happen again? ...


152

As my study of this situation, there are other problems, actual problems that needs to be investigated. People simply don't get demotivated for working 2+ years on the same project, they get demotivated when they either feel They are not valued Their work is not valued Their opinion is not valued They don't see any growth opportunity for their personal as ...


147

I'd tell them they are right, so how are we going to achieve that goal in practice? In principle, this is a laudable and achievable goal. Let's look at the specifics: If every single developer is working in isolation on their own little island with their own style and making their own choices independently this is a recipe for disaster. How will their work ...


140

Collective code ownership is a thing within Agile development and it generally is considered a Good Thing. But it seems that your boss(es) have just taken one thing they like from the agile manifesto that fits them and ignored all the others. For this to work you need to have a team that works tightly together and communicates often. Most assignments ...


127

As an old school developer myself who uses text editors and the CLI, I can say that forcing someone to use different tools will not necessarily increase speed. That said, if you're the team lead, it is generally unwise to micromanage down to the level of demanding he use certain tools over others. Either he is doing his job or he is not. If he is, leave ...


127

We all encounter this kind of conflict. The only thing you can do is DOCUMENT EVERYTHING There's nothing wrong with the boss being the boss until he tries to push his mistakes off on others. The most effective way to push back is to do the following. Document the flaws you see in his approach Document the consequences you foresee in taking his approach ...


123

This is a very unfortunate situation but since you can't change it anymore, make it a valuable experience. Do I have to report in daily scrum? Yes! If you are scared of telling this to your team, start with your scrum master or product owner. Transparency and honesty is one of the key elements of scrum. You are responsible for the team and the team is ...


122

After reading interview questions about "describe a time when a project you have lead has failed" As an interviewer, if I asked this question I would be most interested in your role and how you learned from the experience. I would have no problem with you professionally pointing out that the project was doomed due to insufficient resources; companies not ...


118

I don't mind busting my ass; I mind the sense of dread and emergency she approaches every conversation with because she's worried about the project timelines. It stresses me out and makes me feel uncomfortable for not giving her time estimates. So... How should I handle this? Give your best estimate. Avoiding one isn't helping you, and certainly ...


114

Just ask what you should bill your time on instead. Archive those e-mails in case someone higher up ask you why you are charging your time the way you do. Depending on the answer, you have to decide. Can that work against you or is it a outright lie (on another project / Education etc.) or is it just a biased opinion kind of thing (general internal ...


110

Reading your question and while completely agreeing with keshlam's answer, I think the right question to ask is, as a manager, "how can you get your boss to prioritise new work rather than imposing an increase in workload without considering the impact on the team?" If you are: Late in a sprint (and potentially on time); and Asked to add something into the ...


104

Unfortunately, you don't get to decide what activities are productive and unproductive - the manager does. The manager thought you would be good for this role and allocated resources (you) according to business need. The idea is that you would be effectively doing the task you were given. With regard to timesheet, to second the comments to OP, the hours ...


102

I think there are already answers covering many aspects, but if you're looking for a good response to this emotional manipulation, you could maybe say something like that: If I am not rested, I cannot work focused, more errors sneak in, and that is irresponsible! So I take responsibility, go home and try to sleep well!


101

So far, the answers focus on what it would take to offer 24/7 support, but the first question that you should be asking is: What kind of service level are we willing to promise? As indicated by the other answers, it takes serious resources to offer 24/7 support. Perhaps you can bully your staff into doing this free of charge, but that will likely not be a ...


101

Short answer: Just quit. Longer answer: I've been where you are and it ended very badly for me. I ended up having a stroke from all the stress at the ripe old age of 40. IF you stay where you are, one of several things are going to happen: You get fired You burn out, and THEN get fired You burn out and end up in the hospital. Management has made it ...


87

The easiest approach is simply to direct the project managers to your manager (who I'm guessing is the product manager). Prioritizing work is your manager's job. If you're working on something for project manager A and project manager B comes to you with an "urgent" request, tell them you'd be happy to do so. You just need an email from your boss saying ...


84

I think the problem is with you and not with your managers. different people have different ways doing thing You need to stop that right now, set coding standards, start working with designs and do become exchangeable. When one of my coworkers goes on a vacation we get a document of what he's working on, what that progress is and what outstanding issues ...


83

What answer should I give? This answer is for a software developer role (no direct reports): The simple answer here is the truth. And in this specific instance if you know the deadline isn't going to be met, delivering the truth sooner rather than later is best. Basically they want to know you are not going to hide the fact that you aren't going to ...


82

Money. You need to supply him with appropriate costing as to why his methodology is going to cost more than yours. Why is it going to takes months to do infrastructure work? What bottom line benefit is there for him to do this work. I'm talking about cold hard numbers. Why are modern practises better? Why should he care? Where is benefit to his customers ...


80

You can never win a dispute by arguing rationally. When I took debate class I learned that an emotional argument will trump a rational one every time and my almost 60 years of life experience tells me this is true. But the best argument of all is an emotional argument disguised as a rational argument because people want to appear to be rational. (This is why ...


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