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Post by Deleted on Nov 28, 2022 17:17:37 GMT -7
I’m an IT engineer/architect (software engineering/architecture, infrastructure, etc). After successfully delivering a series of solutions over the course of a year, I was asked to “join” a team that had been stalled for over a year. I went to one of their meetings and they refused to work with me. They would ignore my questions and walk out of the meeting as if I wasn’t there and speak in veiled language. Something smelled. They had attempted to blame infrastructure for their failures throughout the previous year. I had proven this to be false each time when I had been asked to take a look. The chief of the org in which I was working as a contractor would come to me at the end of each week and ask me for status. I’d say, “I don’t know. They won’t speak with me, so I’m working on other important issues.” They’d get a talking to and invite me to another meeting, then do the same thing. Without telling the chief, I’d already decided to invoke one of my rules: “Sometimes, you have to let people fail.”
(They eventually put me in charge and I found the problem in one component in under 5 minutes. That led to what smelled. A COTS product vendor was embedded in the solution and had consultants on the team. Their product had been crashing during the entire past year and they were covering for it.)
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Post by End Zone on Nov 29, 2022 17:22:41 GMT -7
I’m an IT engineer/architect (software engineering/architecture, infrastructure, etc). After successfully delivering a series of solutions over the course of a year, I was asked to “join” a team that had been stalled for over a year. I went to one of their meetings and they refused to work with me. They would ignore my questions and walk out of the meeting as if I wasn’t there and speak in veiled language. Something smelled. They had attempted to blame infrastructure for their failures throughout the previous year. I had proven this to be false each time when I had been asked to take a look. The chief of the org in which I was working as a contractor would come to me at the end of each week and ask me for status. I’d say, “I don’t know. They won’t speak with me, so I’m working on other important issues.” They’d get a talking to and invite me to another meeting, then do the same thing. Without telling the chief, I’d already decided to invoke one of my rules: “Sometimes, you have to let people fail.” (They eventually put me in charge and I found the problem in one component in under 5 minutes. That led to what smelled. A COTS product vendor was embedded in the solution and had consultants on the team. Their product had been crashing during the entire past year and they were covering for it.) Wow, good job pinpointing the IT problem and then sniffing out the conspirators. As a contractor, you were in a very tough spot. There were people that did not want you to find the problem because the problem seemed to assure some people continued employment, or helped them avoid responsibility for causing the problem in the first place. You did not tell the end of the story about your continued work on the team so I'm assuming it all worked out for you. And I hope the conspirators are off the team forever.
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Deleted
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Post by Deleted on Dec 1, 2022 20:59:50 GMT -7
I’m an IT engineer/architect (software engineering/architecture, infrastructure, etc). After successfully delivering a series of solutions over the course of a year, I was asked to “join” a team that had been stalled for over a year. I went to one of their meetings and they refused to work with me. They would ignore my questions and walk out of the meeting as if I wasn’t there and speak in veiled language. Something smelled. They had attempted to blame infrastructure for their failures throughout the previous year. I had proven this to be false each time when I had been asked to take a look. The chief of the org in which I was working as a contractor would come to me at the end of each week and ask me for status. I’d say, “I don’t know. They won’t speak with me, so I’m working on other important issues.” They’d get a talking to and invite me to another meeting, then do the same thing. Without telling the chief, I’d already decided to invoke one of my rules: “Sometimes, you have to let people fail.” (They eventually put me in charge and I found the problem in one component in under 5 minutes. That led to what smelled. A COTS product vendor was embedded in the solution and had consultants on the team. Their product had been crashing during the entire past year and they were covering for it.) Wow, good job pinpointing the IT problem and then sniffing out the conspirators. As a contractor, you were in a very tough spot. There were people that did not want you to find the problem because the problem seemed to assure some people continued employment, or helped them avoid responsibility for causing the problem in the first place. You did not tell the end of the story about your continued work on the team so I'm assuming it all worked out for you. And I hope the conspirators are off the team forever. Thanks. It was even worse than that. They were hiding the flaw because the company was amid attempting to sell themselves to the prime contractor. Ugly.
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