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 ...
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 ...
You know what? I'll do the frame challenge answer and say, Don't Tuck Tail.
Oh, don't get me wrong. You're going to get blamed a bit, and possibly thrown under a bus. But trying to flee and find another job before the hammer falls without defending yourself is a terrible proposition.
Instead, stand tall, stand firm, and say:
"I was not given the go-...
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 ...
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 ...
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 ...
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 ...
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 ...
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 ...
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? ...
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 ...
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 ...
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 should ...
Cover your butt, and have an escape plan ready, because this will probably blow up in your face
You can't take a bunch of people who have never written code before and suddenly expect them to start making useful contributions. It simply doesn't work that way - learning to program in a nontrivial fashion takes months to years even for those with a knack for ...
Very few things in software engineering are actually infeasible. They might take a lot of time and/or cost a lot of money, but most things can be done eventually one way or another. "The architecture does not support it" is in fact "this would take X months and need Y people". Your job is to estimate X and Y, your manager can then work ...
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 ...
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
Normally, you should do what your manager asks you to do. Unless the CEO personally reached out to your team and asked you to stop working on the project, I would continue to do what your manager is asking. The manager will be the one to have to deal with the consequences of the CEO discovering that he has ignored his request.
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 ...
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 ...
What should I have done differently?
From my experience, projects that require crazy (in my country even illegal) hours with lousy project management will fail anyway. And anybody but the project managers will be at fault obviously, although it's recognizable to anybody with a brain that they are in over their head. But since only the project managers ...
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 ...
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 ...
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 ...
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!
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 ...
The normal situation here would be for you to work with colleagues and management to argue the benefits of rewriting it, get your co-workers on board, provide documentation, provide time estimates, divide work up and tackle it. That way you get the sign-off from managers first, discuss various problems as a team and form a plan to overcome them. Coworkers ...
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 ...