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Subject:Re: People don't see problems that don't happen From:Chris Borokowski <athloi -at- yahoo -dot- com> To:techwr-l -at- lists -dot- techwr-l -dot- com Date:Mon, 7 May 2007 06:40:25 -0700 (PDT)
Unfortunately, all of these workarounds contribute to
an office more mired in time-wasting politics. She
needs to go to her upstream controllers and tell them
she is overworked and can't keep it up, and then
suggest how to fix it. She will either get sign-off,
get them thinking about it, or learn how quickly she
should find a new job.
--- neilson -at- windstream -dot- net wrote:
> The phrase "documentation plan" comes to mind.
> Indeed, the phrase "very elaborate documentation
> plan with statistics drawn from previous projects"
> comes to the furthest front of the mind. What's
> needed is not the imminent failure of a project, but
> an accurate presentation of how close to failure the
> company continues to run every project.
>
> > > ... I told her, gently, because you MEET every
> deadline,
> > > no matter how ridiculous. You have to at least
> allow the
> > > project to appear to crash and burn. Before you
> rescue
> > > it, of course.
> > >
> > > Always painful but sometimes necessary. Not
> > > surprisingly, she won't do it...
> > >
> >
> > Neither would I. Sounds pretty unethical to me.
>
>
>
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