The best part is when you fail to make the one day deadline (as do all of the other subsystems), and it gets pushed back a day, the PM then adds another week's worth of tasks to the list.
I worked on a project where management rejected engineering's plan to do 8 releases over 3 years, because "releases have a high associated cost" and "you shouldn't need more than 4 releases".
Time it took to do all the release paperwork and associated process: roughly 3 days, depending on which group you were int.
Number of actual releases in the first year because PM declared an urgent fix was needed in the field: 37.
Standard number of work days per year: 252
Number of days doing paperwork for releases that year: 111
My director thought I was kidding when I said that the project team spent 45% of the entire year doing nothing but release paperwork, until he looked at the release history.
I had a PM who wanted to discuss the status of projects daily. I also had to account for my time. He once asked why I was putting so much time in "status meetings." I had to point out to him that it was all him; he could go with fewer meetings or meet for less time. He didn't get it.
Feed her an alarm clock so you can hear her coming. ⏰ Tick. Tock.
tinker bell of the office socialization and politics
The best part is when you fail to make the one day deadline (as do all of the other subsystems), and it gets pushed back a day, the PM then adds another week's worth of tasks to the list.
I worked on a project where management rejected engineering's plan to do 8 releases over 3 years, because "releases have a high associated cost" and "you shouldn't need more than 4 releases".
Time it took to do all the release paperwork and associated process: roughly 3 days, depending on which group you were int.
Number of actual releases in the first year because PM declared an urgent fix was needed in the field: 37.
Standard number of work days per year: 252
Number of days doing paperwork for releases that year: 111
My director thought I was kidding when I said that the project team spent 45% of the entire year doing nothing but release paperwork, until he looked at the release history.
If i ever run a company i just need to read the comments to figure out how to avoid being a dumb manager or c suite
I had a PM who wanted to discuss the status of projects daily. I also had to account for my time. He once asked why I was putting so much time in "status meetings." I had to point out to him that it was all him; he could go with fewer meetings or meet for less time. He didn't get it.
I used to book a fake meeting in one of the conference rooms to get some peace and quiet.