New answers tagged

-1

Don't discuss dates with the client, discuss milestones. Explicitly define all of the prep work that needs to be done before the upgrade can be attempted. Break it down into individual tasks and make sure that you indicate who is responsible for each task. If some tasks are dependent on prior tasks being completed then you need to make sure that the ...


0

Professional way to handle pressure for delivery date from client? If you have already tried several things, I suggest you consult your manager on how to handle this. You manager should be able to give you a definite answer you can give them, or take any action necessary to ease the pressure they have on your upgrades.


2

There are books about this, such as Edward Yourdon's Death March. I'm going to say some major things you could do differently, rather than "should", because "should" implies you've done something wrong, and that's really for you to decide. If you've not broken the law or hurt anyone, it's really up to you. So, arguably you should have reported them to the ...


4

You should have escalated your concerns sooner(go above the PMs). Problem with this that you need to be 100% certain you are right when you do this since this will make you many enemies, but if we are honest this was your duty. You are not hired to make friends, you are hired to try to give best possible outcome to the people paying you. Same thing with ...


1

The PM's are at fault here. The best you can do is provide schedule information of your task to them more frequently. You can hold meetings with them to discuss or ask about schedules. The PM needs to ask the developers for their time estimates, at the beginning. The PMs should check with their developers about the completion estimates, at a more ...


20

What should I have done differently? The only winning move is not to play. You were put into a no-win situation. You say that yourself: "given the conditions imposed I know I could have achieved no better results." Your employer created the conditions where you not only spent your whole life at the office and lost your personal life, but also where you ...


0

You said you did everything you could. You worked crazy hours and you identified risks at an early stage. Going forward, when you make suggestions or identify risks keep a record. Make it into a report that you can show your line manager and stakeholders at the end of the project. Don't rely on finding past emails, you don't have to prove anything. Just ...


37

What should you have done differently? If you are working 65-75 hours a week over a long period of time the project will fail. If you have a PM with a failing project who can’t limit feature creep, that just makes failure even more inevitable. If you are paid by the hour, you can take the job, get paid for lots of hours, and take a long holiday when the ...


120

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 ...


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