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> I know it's a bullshit game. But I play it well, and all the software developers on my team get paid and promoted because I am so good at it. On one level I
by bartread 8y ago
> I know it's a bullshit game. But I play it well, and all the software developers on my team get paid and promoted because I am so good at it.
On one level I have to take my hat off to you because you sound like exactly the kind of manager - one who has your team's back - that a lot of people would want to work for.
On another level you're part of the problem: you're wasting organisational resources that could be better and more profitably used elsewhere.
Still, needs must I suppose, because the real fault here - as the article itself hints - is in the determination of what the most valuable use of everyone's time is. I.e., if projects are going to be late (and they are) then you ought only to deploy teams to work on the ones with a putative 10x ROI.