Good things to do when starting new contract

[zamzummim]

If a manager is a complete swine and decides to shaft one of his/her manage, then they’ll do it, whether you have reports or not, obviously clarifying everything in writing is good, but really if a manager wants to do the dirty work, they normally know and find a way to do it!

[vetran]

Compromise

File a weekly summary on a suitable sharepoint site, make sure he has access & mention its location. Its not a weekly report its your notes on key issues / achievements for your own reference. You leave it there so he as access if you are indisposed (on Holiday / bout of the flu etc).

Nice balance between toadying and cya.

[MPwannadecentincome]

In some contracts I've worked in, I've spent the afternoon of every Friday documenting:

1. What I'd done that week - including deliverables
2. What I'm doing the next week - including expected deliverables

Gives clientco the illusion of control.

Its good to be organised, most people do it last thing on Monday morning when they are trying to finish what they said they would finish the previous week

[Zippy]

They are all different. Check out the culture, remember you are managing them, don't show up anyone up etc, but I'd have to say on balance - What Menelaus said

[centurian]

Having had my fingers (read: hand... arm... soul...) burnt in my last job (permie) for not having documented evidence of what I was doing compared to what I was asked to do (read: was well and truly shafted by manager) I'm keen to avoid that mistake again. But I don't want to come across as a bureaucratic jerk with a guilty conscience.

I'm planning on weekly reports, whether they are asked for or not, highlighting what I've done, what I'm planning on doing next week, and any concerns.

Do you produce any kind of terms of reference when you start a role?

My role is in the project support arena.

At ClientCo, been shifted through a number of different teams, so had four different managers. Each one has their own style and it's surprising as to the degree of difference. 1st manager wanted daily updates, 2nd manager was very hands on with technical questions, 3rd one would ask progress every few days and 4th would ask for updates only occassionaly and allow me to get on with it.

I don't have a particular preference. It's simply a case of understanding their expectations and reacting according. The 1st manager liked to be constantly bothered so he's up to speed, but the 4th manager prefers not, except in important matters. The money still gets paid which is the important thing.

[rootsnall]

WHS.

If nothing else, I tend to do a brief "work summary" email for the week and post it to any manager I happen to be reporting to. It's there just in case any arguing ever starts about who was supposed to be doing what. In general, though, I've not had any real problems over the years. Still, make sure you always have something in email form if you work for one of those PMs who never produce (or update) a Project Plan.

Nomadd

WHS

This has been my tactic, a weekly email and maybe an attached spreadsheet. It will be appreciated by most line managers and has proved very handy in times of conflict. Just saying things like 'I clearly pointed this problem out in my weekly report' is usually enough to nip any attempt at the blame game in the bud.

[herman_g]

Sixteen years ago, I received the best possible advice from a contractor of nearly 30 years:

- managers come and go - they ramp up staff when they are building their power and they cut your contract at a heartbeat when their management slashes the budget

- make close friends with your fellow contractors - they are in the same boat as you and will look out for you

This advice has been priceless as I've met my fellow contractors on other gigs, in other cities and other countries. Showing them respect and watching their backs meant they've watched mine and set me up for future work. Without them I'd me nowhere even to this day.

[kanulondon]

Sixteen years ago, I received the best possible advice from a contractor of nearly 30 years:

- managers come and go - they ramp up staff when they are building their power and they cut your contract at a heartbeat when their management slashes the budget

- make close friends with your fellow contractors - they are in the same boat as you and will look out for you

This advice has been priceless as I've will met my fellow contractors on other gigs, in other cities and other countries. Showing them respect and watching their backs meant they've watched mine and set me up for future work. Without them I'd me nowhere even to this day.