Managing by crisis

[pioneer98]

We have a "matrix" style organization. Which means I have at least 3 different managers competing for my time. They each persuade me and my direct supervisor that their project should be my top priority.

One of these managers sets ridiculous target dates for things all the time, just to keep his project in crisis mode. The target dates are insane enough by themselves. Yet, he sets dates even more insane to keep things at a really, really high crisis level on purpose. This way, his project always seems most important.

One of his underlings managing this project is very condescending. Yes, we are always scrambling and behind on this project. I fully admit that. But he acts like it is our fault because we are lazy and stupid. Yeah, this team full of guys with MBA's and master's degrees are doing a sub-par job because we're dumb and lazy. That's it. It has nothing to do with the [expletive] fact that we are trying to complete something in 7 weeks that normally takes 7 months.

When I was assigned to this project, I was also told it would only take 10% of my time. I immediately knew it was BS, and challenged the number. The guy said "Oh, I meant 10% if you averaged it out over 2 years." LOL. I almost asked why not just average it out over the next 30 years? Then it would be less than 1% of my time. It turns out we were both wrong. I'm spending about 110% of my time on it, and then another 40% to tread water on my other projects.

The reward if we actually get this project done on time? An even tighter schedule on our next project! Obviously, there must have been waste if we were actually able to pull it off. Never mind that once it goes into production it may be a giant train wreck since we cut so many corners. Oh well. If it is a failure, it will no doubt be the fault of us stupid, lazy people.

[Joe Shlabotnik]

We have a "matrix" style organization. Which means I have at least 3 different managers competing for my time. They each persuade me and my direct supervisor that their project should be my top priority.

One of these managers sets ridiculous target dates for things all the time, just to keep his project in crisis mode. The target dates are insane enough by themselves. Yet, he sets dates even more insane to keep things at a really, really high crisis level on purpose. This way, his project always seems most important.

One of his underlings managing this project is very condescending. Yes, we are always scrambling and behind on this project. I fully admit that. But he acts like it is our fault because we are lazy and stupid. Yeah, this team full of guys with MBA's and master's degrees are doing a sub-par job because we're dumb and lazy. That's it. It has nothing to do with the [expletive] fact that we are trying to complete something in 7 weeks that normally takes 7 months.

When I was assigned to this project, I was also told it would only take 10% of my time. I immediately knew it was BS, and challenged the number. The guy said "Oh, I meant 10% if you averaged it out over 2 years." LOL. I almost asked why not just average it out over the next 30 years? Then it would be less than 1% of my time. It turns out we were both wrong. I'm spending about 110% of my time on it, and then another 40% to tread water on my other projects.

The reward if we actually get this project done on time? An even tighter schedule on our next project! Obviously, there must have been waste if we were actually able to pull it off. Never mind that once it goes into production it may be a giant train wreck since we cut so many corners. Oh well. If it is a failure, it will no doubt be the fault of us stupid, lazy people.

I am stuck in the same kind of deal. Software development though. And driven by the fact that we don't generate enough revenue so many execs are inking anything at any price just to book revenue for the current quarter. Its a death spiral. And you are in the same situation if what you describe is correct. That model is simply not sustainable.

How did American business - you cite MBA's and masters degrees and I believe it - get to this point?

Anyway I am dealing with it as healthfully as I can. I've got 3 phone screens this week and a contracting gig that is just waiting for me to say 'yes' in my back pocket. I won't be in this situation by the end of the year. And you should promise yourself likewise and then follow up to insure it happens.

Good luck.

[Radbird]

I have a good management team for the first time in quite awhile. They let the teams we deal with know that adequate time to do our jobs must be built into their schedules - the whole "lack of prior planning on your part..." mantra. My VP will shoot them down in flames if they escalate me over a "crisis" proposal that was, in his opinion, manufactured.

I'll do everything I can to provide quick turnaround, but it is really nice to know someone has my back if I'm asked to do the impossible.

[wart57]

sorry, couldn't resist. Just messin with ya!

[lukethedrifter]

You don't need an MBA to be a dysfunctional manager. That's for sure.

Can I get an Amen?

[Joe Shlabotnik]

You don't need an MBA to be a dysfunctional manager. That's for sure.

Can I get an Amen?

AMEN

[wart57]

You don't need an MBA to be a dysfunctional manager. That's for sure.

Can I get an Amen?

[pioneer98]

For the record, I don't have an MBA, but I do have a master's. Not that it is all that useful.

[docellis]

Was it worth what it cost?

[pioneer98]

I am stuck in the same kind of deal. Software development though. And driven by the fact that we don't generate enough revenue so many execs are inking anything at any price just to book revenue for the current quarter. Its a death spiral. And you are in the same situation if what you describe is correct. That model is simply not sustainable.

How did American business - you cite MBA's and masters degrees and I believe it - get to this point?

Anyway I am dealing with it as healthfully as I can. I've got 3 phone screens this week and a contracting gig that is just waiting for me to say 'yes' in my back pocket. I won't be in this situation by the end of the year. And you should promise yourself likewise and then follow up to insure it happens.

Good luck.

We are in a very weird business. We are profitable. Our "base equipment" is very good, probably best in class. So that is our foundation. Where we fail is in options and aftermarket. There are always smaller players that can bring in some add-on feature way faster than we can. One of our competitors will partner with or buy out one of these small outfits and start offering things that we don't...If we wait too long to respond, then it will start impacting our foundation. It's like playing whack-a-mole. We'll go after the feature hurting us the most. By the time we get that project done, a different competitor will be killing us. And so on.

Part of our profitability probably has to do with the fact we are staffed surprisingly thin for such a seemingly large operation. I feel like Newman.

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