Read boss's mind?

[DimPrawn]

I take everybody's point about D&C but in this case I'm OK with that because I'm outside the UK (yes yes I know) and acting in an IR35-avoiding way anyway.

Actually tomtomagain got it, indirectly: do what they need, not what they say they want. But I am actually looking for an easy bum-on-seat techie contract with oodles of D&C and no thought needed, and my real complaint is that the D&C are crap!

The PM is stressed and can't stop taking it out on others. I have realised that he is a blame-meister, his whole attitude and speech is slanted towards everything being someone's fault (not his). Presumably any logical arguments to the effect that it was actually his fault will lead to a demonstration of power.

You know what? I don't want this tulip any more.

I wouldn't sweat it, it will be going to India soon I suspect.

[expat]

I wouldn't sweat it, it will be going to India soon I suspect.

So will I, on a long holiday, if I can stick out this contract and don't get canned from it.

[bintang]

Your expertise inside application progress is not html coding up what many people tell you to perform. It truly is html coding up what needed.

[tomtomagain]

You have to remember this simple fact. That most people are incapable of imagining how a computer program should work.

Therefore the only way they can progress a software development is to give you some inaccurate requirements. See the results, then iterate towards the solution.

This is why Agile is better than waterfall. Because it recognises this intrinsic truth and shortens the cycle between "DO" and "CHECK".

The problem comes because they do not know they are incapable of imagining how a computer program should work and don't appreciate the skill and time required to build a sophisticated piece of software.

[expat]

You have to remember this simple fact. That most people are incapable of imagining how a computer program should work.

Therefore the only way they can progress a software development is to give you some inaccurate requirements. See the results, then iterate towards the solution.

This is why Agile is better than waterfall. Because it recognises this intrinsic truth and shortens the cycle between "DO" and "CHECK".

The problem comes because they do not know they are incapable of imagining how a computer program should work and don't appreciate the skill and time required to build a sophisticated piece of software.

True, and for much more than just computer programs.

In my personal case right now, my problems are that the PM doesn't know what is needed (neither does the user probably but I don't get to interact with them at all and anyway the project is at an advanced stage allegedly), can't tell me what is needed, leaves out bits even of what he does know, won't put it in writing or even discuss it, needs it this afternoon WITHOUT FAIL, and will tell me afterwards if I didn't get it right. How to feed back is irrelevant, need to feed back is already a "fail".

I started off feeling that that situation was the all-too-common one of an almost impossible project, bid low on price by a desperate small software house, with a PM under the gun and over his head, an angry client and a sinking project plan, with a contractor brought in to be a wizard and make everything all right. But I am beginning to feel that it might be the not unknown case of a project already sunk, with a contractor brought in with the job description (supposed to be unknown to him) of "scapegoat". I have been that contractor before and I don't intend to be again.

So far I think it may be just that the project and the PM are crap and the PM has an attitude problem.

Confirmation in the lift going down: a distant colleague said, you're a new contractor? Yes. Which project are you on, XXXX I suppose? Yes. Tough luck, it's a tulip project. Demanding client, impossible deadlines.

[yasockie]

1. shut up and keep invoicing.

Make it's handling exceptions quietly.
It's a bank - they'll cover it up when the hit fists the fan or sth like that

[tractor]

....

True, and for much more than just computer programs.

In my personal case right now, my problems are that the PM doesn't know what is needed (neither does the user probably but I don't get to interact with them at all and anyway the project is at an advanced stage allegedly), can't tell me what is needed, leaves out bits even of what he does know, won't put it in writing or even discuss it, needs it this afternoon WITHOUT FAIL, and will tell me afterwards if I didn't get it right. How to feed back is irrelevant, need to feed back is already a "fail".

I started off feeling that that situation was the all-too-common one of an almost impossible project, bid low on price by a desperate small software house, with a PM under the gun and over his head, an angry client and a sinking project plan, with a contractor brought in to be a wizard and make everything all right. But I am beginning to feel that it might be the not unknown case of a project already sunk, with a contractor brought in with the job description (supposed to be unknown to him) of "scapegoat". I have been that contractor before and I don't intend to be again.

So far I think it may be just that the project and the PM are crap and the PM has an attitude problem.

Confirmation in the lift going down: a distant colleague said, you're a new contractor? Yes. Which project are you on, XXXX I suppose? Yes. Tough luck, it's a tulip project. Demanding client, impossible deadlines.

Contrary to what agents and clients think, the purpose of an interview is for the contractor to determine how tulip a project/PM/Client is before you commit to it.