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asgs901214dContext not required to support your feelings
That sucks. But as they say "It's always a people problem".
Is management open for help from outside? Maybe an agile-coach or something like that? (Someone who actually knows stuff, not the mr-buzzword-buy-my-book-type).
As for control, software development is one of the most transparent jobs there is in my option: git, IDE time-tracking + ticket-system and colorful reports with funny diagrams. It does not get any more detailed than that...
Hope it works out for you! :)
Buy a dozen copies of the mythical man month and give them all some cobra kai education.
@SuspiciousBug I highly doubt it. Upper management won't let themselves being taught anymore. I think they're preparing that shit for weeks if not months. Simply convincing them would imply that they would have to admit a mistake, which won't happen.
Instead they need to realize themselves that software development is not assembly line work, in which case they'll simply silence the issue and promote something else. Something new. Something even better. But it is to early for that.
I'm not sure if I want to be the one who told them upfront, because otherwise I'll later be the one who remembers the truth. Like the one who knows the murderer.
I think that managers starting at a certain level are generally good at "not making mistakes" by either successfully blaming others or by distracting from the error made. Otherwise they would never have reached that position in the first place.
@SuspiciousBug Regarding the measurability of a software developers' work I have to disagree. Any job where you have to process a certain number of tasks of nearly unique size is more measurable than software development. The more complex a task the more risk is attached to it, which generally makes any two such tasks incomparable. Sure you can generate a whole bunch of funny numbers, but how meaningful are they? Risk causes imprecision of any measurements done, even afterwards.
That's the whole point of why so many project managers fail at managing software development related projects if they originally come from other companies where they had to manage other types of projects. Most fail to realize that managing software development is mostly risk management. That's why scrum or agile in general focuses on what has been learned and constantly updating the plan rather than on planning ahead too far based on wrong assumptions.
rim011278dI know this feeling pretending to work agile because they can add what they want but project still should deliver all functionality on the deadline..