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OP needs to be concerned about the blame game if the project is a big deal. The manager won’t want to take blame, same for everyone else in the chain. The best
by jf- 8y ago
OP needs to be concerned about the blame game if the project is a big deal. The manager won’t want to take blame, same for everyone else in the chain. The best thing OP can do is raise it quietly with the manager, and not terribly forcefully, note that this was raised. I also think going to anyone other than the direct manager is a bad idea. Then take some actions that can be used in retrospect as evidence that OP was trying to ameliorate the situation. Fundamentally this is a management issue, don’t let it become a game of blaming engineering for management’s flaws.
- jehlakj 8y agoThis isn’t fundamentally a management issue. Lead roles should be able to give them a better idea of how long a project will take. if they expect delays, it should’ve been brought up way before. There’s little to no room for change without a dent in the company’s reputation at this point. However, these things happen time to time and when you have a stubborn PO like that from the beginning, you should have started looking elsewhere way before as a lead role. I’ve never heard of situations where a manager takes the blame. It always falls to the engineers.
- ljw1001 8y agoOften, if you 'stay positive' and don't make too many waves no-one will get blamed. Like all cultures groups of managers like to see problems as being with external groups or things outside their control, and become more tight-knit as a result. If you do too much boat-rocking, though, you may find yourself looked on as "external" to the other responsible people, which is not a good place to be.