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> For instance figure out the resources that was suppose to create the application, pass by its office, offer its a coffee and communicate clearly why the thing

> For instance figure out the resources that was suppose to create the application, pass by its office, offer its a coffee and communicate clearly why the things is important and how important it is and what is the goal of the project and finally reassure the resources by putting in whatever work tracking system all the details. You are assuming that just because the manager can swing by at author's desk, their team is also at the same location. Not necessarily true. They could be sitting across the world, in a another dysfunctional team, they have a bi-weekly dysfunctional meeting and nothing functional comes out of it. Even when engineers are in the same place, some of those can be very bureaucratic/defensive/lazy/CYA type because bigco allows such people to exist in the shadows. Based on past experience, I'm only slightly exaggerating. > These kind of human work and relationships building is fundamental. Having said that I said, I also agree with this in the current context - that personal connection, when established, speeds things up. But then again, this doesn't always work out/is possible due to reasons mentioned above.

siscia 5y ago
Of course it was just an example! But even a chat message or an introduction does wonders. My point was that, from the tale, I don't think the author did enough to actually accomplish the task and that the complaints on the internet public square is hardly justified. Said so, I find it a well written piece that may be useful to younger engineers approaching these kinds of dynamics. I would find extremely interesting a similar article comparing when stuff goes well and when they move at high speed highlighting the differences of approaches and results.
- cutemonster 5y ago
  > comparing when stuff goes well I suppose that then the dashboard team would have replied that same afternoon: "Done, here: __", end of story. Without needing any coffee. And if they (the dashboard team) didn't see how the dashboard was important, they'd kept asking for clarifications until they knew, and then clearly said if they'd do it or not

siscia 5y ago

Of course it was just an example! But even a chat message or an introduction does wonders. My point was that, from the tale, I don't think the author did enough to actually accomplish the task and that the complaints on the internet public square is hardly justified. Said so, I find it a well written piece that may be useful to younger engineers approaching these kinds of dynamics. I would find extremely interesting a similar article comparing when stuff goes well and when they move at high speed highlighting the differences of approaches and results.

cutemonster 5y ago
> comparing when stuff goes well I suppose that then the dashboard team would have replied that same afternoon: "Done, here: __", end of story. Without needing any coffee. And if they (the dashboard team) didn't see how the dashboard was important, they'd kept asking for clarifications until they knew, and then clearly said if they'd do it or not