Well, let’s see. 6 hours of actual work, plus 2 hours for the meeting to discuss the plan. 1 hour meeting to actually plan. 1.5 hour meeting to recap the plan. Half hour meeting to confirm the plan and make any last minute changes. 3 hour meeting at the halfway point to discuss whether the plan needs to modified, and if so, schedule another 1 hour meeting to discuss those changes. 2 hour meeting after the work is done to discuss if we did it the right way. 1 hour meeting to discuss when to release it. 3 hour meeting after the release to discuss how to modify it again because one customer doesn’t like it. 1 hour meeting to make a plan to change the current release. 3 hours to make that change...etc, etc.
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4 comments:
I feel your pain. I also enjoy the fact that the most critical problems - you know, the ones where the solution needs to happen fast - are also the ones with the most meetings.
I was in a meeting the other day where one of the guys said that his job was to "stamp out creativity".
yeah. luckily, a lot of my work is done without silly managers knowing.
was he serious?
oh yeah - that's the best way. If something is brought directly to my attention first, I usually do it, and then AFTER it's done, include it in the weekly status report.
yes, that guy was dead serious. He wasn't a manager, though. Even worse, he is a "distinguished engineer" which is supposed to be equal in pay, bonus structure, etc.. to a manager but who lives outside the regular management chain. So, he's not anybody's boss or employee, but he's "distinguished" so everybody is supposed to listen to him.
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