How To Successfully Complete The Job

[BJCooperIT]

Here is my dilemma. I am working on a contract that has, from the beginning, been difficult. Now I seem to be between a rock and a hard place. Here are the basic facts:

[ul][li]I am a consultant[/li]
[li]I sit in a laboratory (part of a US state government department).[/li]
[li]I work for a group of non-IT folks (engineers & chemists).[/li]
[li]I am tasked with performing a data conversion to load legacy data into a purchased software package.[/li]
[li]The DBAs at the IT department are non-responsive to my requests, however well documented.[/li]
[li]I have been here since December 2002.[/li]
[li]I requested a development software tool, a development database, tablespace, and private schema since day 1.[/li]
[li]I now have a database but it is an older version so I cannot use the features available in the production environment. The DBAs won't touch the old version but they won't give me privileges either.[/li]
[li]I still have no tablespace, no schema, no tool[/li]
[li]They have put in a purchase order for the tool but it seems to be caught up in the goverment's red tape.[/li]
[li]I have offered to purchase the tool myself if they can assure me that permission will be given to load it on the state's PC I use.[/li]
[li]I cannot find out if backups are being made of the database or whether I will be able to test and request a restore so I can retest.[/li]
[li]My manager looks me straight in the eye and hears what I say but offers no response, even when I say I am handcuffed and cannot get the work done. He just has me write more useless emails.[/li]
[li]I keep my consulting firm current with the status.[/li]
[li]I have offered to my consulting company to stepdown from the contract, but they have declined.[/li]
[li]My users flip-flop on how they want things done.[/li]
[li]When I first got here I was bombarded with data files but no one had any idea what they wanted done with them. I have given them a mapping document of legacy data and how it will be loaded into the new system. They have no idea if it is correct. I can get no feedback.[/li]
[li]The software vendor is less than helpful and is still modifying the software and database without keeping me in the loop (despite repeated requests).[/li][/ul]
Does anyone have any constructive suggestions? I am at my wits end because the July deadline is looming large. Am I as doomed as I feel?

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Consultant/Custom Forms & PL/SQL - Oracle 8.1.7 - Windows 2000
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[pmonett]

I think you are missing a point. The emails you write are not useless. When you are in a hard place, documenting the situation with your company and your acting superiors is a definite must.
Make sure the hierarchy knows about every setback, every refusal, every delay and every missing component. Write weekly summaries where you specify exactly what has moved and how far, and where you remind everyone of what has still not moved and why it should.
Maybe try suggesting that the contract should be extended due to the extreme difficulty of getting anything done. Mind you, this could be a bit dangerous, since it might paint you as someone who cannot handle the job. On the other hand, you might be able to scare them into realizing that they risk having a project go way beyond the initial estimates if they don't get off their hands and start helping you a bit.
It sounds boring and useless, but it could make the difference between just losing the contract and becoming a scapegoat.
That said, it seems you are managing the issue rather well, given the circumstances. It is totally inadmissible to get no answer to your requests for information.
I can only sympathize, and tell you to hang in there. Keep up the mail summaries, I would think it is your only hope.

 

[BJCooperIT]

pmonett
Point taken. The word "useless" was used because I was thinking of a specific email I wrote to the IT tech in charge of the network. I was told to ask him whether the server was being backed up. I sent the email out only to get an auto-response that he was out of the office all week. I then forwarded a copy of the email to the help desk where it disappeared into oblivion.

I actually have spent time on this contract having nothing more to do than web surfing (mostly monitoring Tek-Tips), taking online CBTs with a laptop, or reading Oracle manuals. I was here for 3 months before the lab managed to obtain a PC for me to use! My consulting company knows this and says it is the client's fault that they are not providing the necessary tools and want me to put in the 40 hours/week anyway. I suppose it would be a great thread under the ethics topic because I actually refused to come work the contract for a time knowing there was nothing I could do. A waste of my time and the clients money.

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[CajunCenturion]

My initial question is then "My manager" person referenced in point 13 work for the same consulting firm referencedin point 14? I'm guessing not because you made two separate points about it. That then leads to who is you manager in your consulting, and what does (s)he know, and when did (s)he know it? Does your consulting firm have an Account Mananger (or responsible sales person) who has a vested interest in this project, and how deep is their involvement, and can you invite them to become more involved?

I would also try to seek out those people, both within the state agency, and within your consulting firm, who have the most to lose if this project fails. Get together with these people, and bring them up to speed on the current status of the project, identifying the potential critical hurdles yet to cross and, without pointing fingers, or laying any blame, explain what you'll need from whom to get jump those hurdles.

Good Luck
--------------
As a circle of light increases so does the circumference of darkness around it. - Albert Einstein

 

[BJCooperIT]

CajunCenturion
May I say before I answer your questions, after having read many of your posts, that I have the utmost respect for your opinion? You have a way of expressing even the most obvious things that challenges my thinking and enlightens me.

You are correct that item 13's "My manager" is the Senior Engineer / Department Manager for the laboratory, not my manager at the consulting firm. I either talk on the phone or email my consulting manager several times a week so he is well apprised of my situation. He, however, is not directly involved with the project because I am sub-contracted out to another consulting firm who was awarded the contract. My manager then contacts the "real" project manager (let's call him "Fred&quot. I also send status reports to "Fred" and have talked to him several times and basically get the "do the best you can" pep talk.

Now for some good news
The lab manager just asked me about whether I got that response from the help desk. I told him "No" and he is going to management to get the answer. That is the first positive step I have seen in weeks. I also saw on another thread that I can get a free copy of a tool that will work just fine for my purposes. Now if I can just get approval to get it installed on my PC....

select * from Life where Brain is not null

Consultant/Custom Forms & PL/SQL - Oracle 8.1.7 - Windows 2000
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[CajunCenturion]

Thank you for the kind words.

There is a second consulting firm involved (the Prime Contractor)? That definately complicates the issue. So I guess what role is the Project Manager from the Prime Contractor playing, and do you have good open lines of communication with that individual.

There are also other lines that you may or may not want to pursue, but they're not without pitfalls by any stretch. Since this is state agency, then public monies are involved and subject to review.

Does this state have an Ombudsman, or Inspector General that you can seek.

You (or have someone else to isolate yourself) can also get your own state representative and/or state senator involved by asking for a review of this project.

Let me again "expressing even the most obvious things", :-D" that pursuing these lines is not without personal risk, however, bringing pressure from these other directions can sometimes have benefits. In fact, it is exactly such situations like the one you're in, that public bodies like state governments have put in place public oversight methodologies to insure that state (public) money is being used wisely and productively.

Good Luck
--------------
As a circle of light increases so does the circumference of darkness around it. - Albert Einstein

 

[BJCooperIT]

Hmmm...whistle blowing is not a role I had in mind, however it is completely appropriate. This situation is a perfect example of the use of the sarcastic phrase "Your tax dollars at work".

Do I want to use my bed as an outhouse and then lie down in it? Can I live with myself if I do? If I don't? Will I ever be able to get more work? This provides much food for thought. An ethical dilemma in the making.

Who would wind up getting their hands slapped?
My consulting firm?
Most likely not, they are too far removed.
The prime consulting firm?
Perhaps, but doubtful. They are providing my services and what the client does with me is out of their control.
The IT Department?
Desirable, but probably won't happen because they will say that money is not being wasted out of their budget. They are, after all, accomplishing their tasks. The users needs seem to be treated as a nuisance that would drain their resources. Mind you, I do understand that they have a large task load, but this project is not their priority.
The laboratory office?
Most likely. It is their budget that is being wasted by having me sit idle.

Is it the lab's fault? You judge. The IT department is distressed that one of their users got disgruntled and sought outside resources for this project. Simply stated, the IT department is not playing nice with others. These are, after all, users who circumvented IT and bought a package that would suit their needs instead of waiting 2-3 years for IT to write a custom application that probably would have been outgrown before it was BETA tested. When software packages were evaluated, the lab did not choose the vendor that the IT department wanted. Now the lab appears to get little co-operation from IT. All of that combined with governmental red tape makes this situation seem hopeless.

select * from Life where Brain is not null

Consultant/Custom Forms & PL/SQL - Oracle 8.1.7 - Windows 2000
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[sleipnir214]

BJCooperIT:
I'm wondering if you haven't made a strategic error in your choice of how to deal with these wackadoos. It seems to me you're dealing logically with a group of people who are more interested in playing at politics.

The political problem is that you require someone to provide assistance across moiety lines, and it seems you haven't been able to interest anyone in that.

I don't know how large your client's office is, but it sounds like it is large enough to have an office manager. Office managers tend to deal with all kinds of problems all across a heirarchy, and have an ability to cross interdepartmental turf-war lines with relative impunity -- kind of an intra-office Red Cross or Red Crescent.

You might approach your client's office manager to see whether that person has any advice for you on a more expedient way of dealing with the problem. Don't necessarily try to get them to help -- just ask for advice and see where it gets you.

Want the best answers? Ask the best questions:

http://www.catb.org/~esr/faqs/smart-questions.html

TANSTAAFL!

 

[BJCooperIT]

OK, "wackadoos" I can figure out. But "moiety" has me stumped. Can you elucidate?

Seriously though, the one fellow who would have the power to cross the political boundaries is my lab manager. Sad isn't it? In a fit of frustration I have emailed "Fred" and mentioned that the light at the end of the tunnel is about to run me over (with a lot of facts to back it up).

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[CajunCenturion]

Actually, I'm not sure is the best word because there are four parties in play (your consulting company, the prime contractor, the IT department, and the lab) and Moeity generally refers to only two entities.
Moiety generally, at least as far as I know, refers to half, in fact either half of a whole, but not the whole, or as pertinent in this case, one of two main tribal subdivisions.

I think sleipnir214 is trying to say is that you need someone who has influence across departmental boundaries.

Now as far as wackadoos is concerned, I'm not sure if that refers to the players in your situation, or the participants in this thread.

Good Luck
--------------
As a circle of light increases so does the circumference of darkness around it. - Albert Einstein

 

[sleipnir214]

BJCooperIT:

<aside>
(from yourdictionary.com)
moiety: Anthropology Either of two kinship groups based on unilateral descent that together make up a tribe or society.

Although the word implies bifurcation (it's based on &quot;medius&quot;, Latin for &quot;middle&quot, it's been generalized in usage that it is often used to describe situations where there are more than two subgroups.
</aside>


It may be that Fred's responsibilities are over only the lab, not the office as a whole. As such, he has a vested interest in getting this project rolling, but he may be seen as intruding on other territory if he makes moves to see it happen.

Office managers tend to be somewhat separate from the operating hierarchy. Their salary, for example, is often budgeted against a general operating account, not the account of any department. So office managers don't have a turf to defend, which limits their power, but allows them to find back-channel solutions to problems more readily.

Want the best answers? Ask the best questions:

http://www.catb.org/~esr/faqs/smart-questions.html

TANSTAAFL!

 

[BJCooperIT]

moiety \MOY-uh-tee\, noun:
1. One of two equal parts; a half.
2. An indefinite part; a small portion or share.
3. One of two basic tribal subdivisions.

wackadoo \wack-ah-doo\, noun, adjective:
1. What I am definitely turning into
2. What the clients are if they think I can get this done
3. A dance my dogs perform when the pizza delivery guy rings the bell!

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Consultant/Custom Forms & PL/SQL - Oracle 8.1.7 - Windows 2000
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[sleipnir214]

In this context, &quot;wackadoo&quot; can be interpreted as &quot;generic derisive word&quot;. Normally I use the term as a categorization term which can be contrasted with &quot;wangdoodle&quot;.

A wackadoo is someone who has no idea what he is doing. Your average user falls in this category.

A wangdoodle is someone who has no idea what he is doing, but thinks he does. Your average user with an idea falls in this category.

Of the two, I have found wangdoodles to be much more dangerous than wackadoos.

Want the best answers? Ask the best questions:

http://www.catb.org/~esr/faqs/smart-questions.html

TANSTAAFL!

 

[BJCooperIT]

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Consultant/Custom Forms & PL/SQL - Oracle 8.1.7 - Windows 2000
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[CajunCenturion]

And lets not forget the two moeities - the Elois and the Morlocks.

Good Luck
--------------
As a circle of light increases so does the circumference of darkness around it. - Albert Einstein

 

[sleipnir214]

In the IT world, those are the Prime Moieties.

But what's the old line?

There are two kinds of people in the world: those who divide people into groups, and those who don't.

Want the best answers? Ask the best questions:

http://www.catb.org/~esr/faqs/smart-questions.html

TANSTAAFL!

 

[KornGeek]

sleipnir214,
Do I understand correctly that two moeities are wackadoos and wangdoodles?

Is it just me or is this thread deteriorating? Rapidly. (But with humor.)

 

[CajunCenturion]

Quite rapidly in fact. Hopefully a little comic relief will provide a small respite for BJCooperIT

Good Luck
--------------
As a circle of light increases so does the circumference of darkness around it. - Albert Einstein

 

[sleipnir214]

No, CajunGrocer is right -- the two moieties: Eloi and Morlocks.

However, you could say that &quot;wackadoos&quot; and &quot;wangdoodles&quot; are the two largest moietal subdivisions of the Eloi.

Want the best answers? Ask the best questions:

http://www.catb.org/~esr/faqs/smart-questions.html

TANSTAAFL!

 

[BJCooperIT]

Moieties, Eloi, Morlocks, Wackadoos, Wangdoodles...
You're killing me here, just killing me!

Update
Had a conversation the primary consulting firm's manager &quot;Fred&quot; this afternoon as a result of my e-mail. He has brought to my attention some very valid points. This client has brought in a software vendor who does not have to follow any of our &quot;normal&quot; IT rules. They create non-normalized tables, they make database changes without letting anyone know (let alone getting approval, causing me to have to recode scripts), and in general run-amok over the clients who are non-technical. No one is in control here. IT cannot control the environment or the application they are being handed to manage. At the last minute they were told that the application was to run on a Citrix platform and the deadline for making that happen was less than a couple of months away. I can only imagine how stressed they must have felt. &quot;Fred&quot; acknowleges that I am in the hotseat here and is going to bat for me with the client and the DBAs (it helps that he works in the state capital for the same department). He is going to counsel the lab manager on what his role needs to be here. It is progress, of a sort.

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Consultant/Custom Forms & PL/SQL - Oracle 8.1.7 - Windows 2000
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