I can't win... 1

[peteij]

We have outsourced our development for the last four years. As you would expect, by now we know every problem there is with doing this. I know I could reduce the cost and time of any project by halving the number of developers and bringing them in house. However, if it was that simple, I could probably deal with it.

This is how we are currently setup:

We have an initial project that was outsourced. We have a designer/development manager (me) and a test manager. The outsourcing is a partnership rather than a client/supplier relationship. This means we own an equal share of the IPR. However, because the partner company started to get nervous, we don't share an equal share of the up front cost.

We need two further modules to the development, which our partner could not deliver. For the first one, we have introduced another partner (so now we have one third of the IPR each). This partner misses every deadline, makes changes to the design oon a whim and does everything on the fly.

The second module is outsourced as client/supplier relationship with a development contract (for what that's worth). We foot the bill for this (usually late), but gain no extra IPR.

Because of the complicated nature of the project, two other employees have been added - a project manager and an off shore development manager who is based in India.

My problem is this:

I cannot get direct access to the developers, because I have to go through the offshore manager. That means if they mess up, he cops it on their behalf, which he then takes personally.

The project manager should deal with the commercial issues, leaving me free to deal with the development issues. However, we have more of a manager/assistant relationship. This means he ends up dealing with some development issues, but not others, pretty much as he sees fit. It also means that if I send out any e-mails I have to OK it with him first.

Today's example of exactly what frustrates me about this is how we deal with a release of the software.

1. We proritise the fixes.
2. They fix what they think they can get ready for a weekly release (so anything that takes more than 5 days will never make it).
3. They update the defect tracking tool when they have fixed something, so we never know if they have started or there are any issues with fixing something.
4. We get a release. It gets tested.
5. The release is sub-standard with a closure rate less than 50% - most of them are simple functional issues or cosmetics. We complain to the project manager because we can't go direct to anyone.
6. He writes a mail to the offshore manager who then comes back with inadequate answers (defects not fixed because they are not to specification, when they clearly are; Three people test it for three days before release including the off shore manager).
7. I write a mail back (without permission - bad boy) CLARIFYING what the project manager has said, e.g. if it's in the spec, we don't care why it's a problem to fix it, just do it, otherwise the developers are in breach of contract; If three people test it, why can my test manager not close half the defects?
8. The offshore manager takes offense, calls the project manager who then agrees with everything I said, but gives me a rap on the knuckles for saying it and upsetting the offshore manager.

Now I'm supposed to work closely with this guy, but I can't communicate with him without checking first. Then half the problems get dealt with by the project manager - so I'm supposed to know when to deal with something or when to leave it to him. Needless to say, I'm confused and can't really do my job properly. The job roles/level of authority are not clear enough.

If the release is sub-standard and he tested it, but did not bounce it back or make us aware, how can I deal with that without having a dig at him. He does a good job on the whole, but the issue had to be addressed and he was going to get upset. He should be upset, I would be (and have been) when I've let sub-standard work slip through. I got grief for not being aware enough of the situation and I had to accept it.

I'm not sure whether I'm just ranting or looking for help. The structure is not going to change any time soon and I want to see the project through. So do I just live with it or is there something I can do?

Sorry for the long mail!

 

[jtb]

1st you need to get your project manager on board or nothing will change... No blame, no whining, no complaints. describe your view to him as respectfully as possible and ask him to recommend ways for you to improve the qa process.

There may be political things involved that you are not aware of. i.e., maybe the offshore guy's boss is your pm's brother-in-law or something...

Then, if you win the pm over, get the two of you on the phone with the offshore manager and repeat the process.

No blame, no whining, no complaints. just "how can we improve the process"?

Be sure to document every conversation, meeting, phone call, email, and etc. because if either or both of these guys are more evil than clueless you may need to justify your actions... And it can help you on later projects to review this type of situation to see what works and what doesn't.


If neither of 'em want to "play ball", you have tried and you can take whatever next steps your common sense tell you are good for your career...


Good hunting!!


JTB
Have Certs, Will Travel
"A knight without armour in a [cyber] land."

 

[FearsomeFastFemale]

Hi,

I know the feeling (done the diaster project and now on to the third) and in the longer term the only soultion is to have direct access to the developers. I have found it helps to go direct (no copying the bosses) as some developers in india are under more pressure not to be wrong.
They also tend to be coders not anyalst/programmers so will not question things. Their local organisation may lack experiance. They often have the technical skill must not the 10 years of problem solving. - Can you get one of the indian developers on site with you to act as a liasion.

Rules I have and may help.
1) Never ask a question that can be answered yes or no (you will always get yes).
2) Where possible ask them to explain to you want you want doing (after telling them first * )
3) Expect to get a very literal response - the spec must be right and unambiguious.
4) Make review of the testplans they use part of the project.
5) Review code often (may be a bit late for you now)
6) Provide technical contact here They may not have the senior experianced staff available for support, and therfore just not know how to fix the problem.
7) Maybe fix a sample of the problems and send them back to inicate what it you want.
8) Have video conferance meetings it does help.
9) try to be non-confrontational
10) deal with problems at the lowest level possible.

and yes it is a lot of extra work

 

[OhioBill]

I agree with JTB regarding the project manager(PM). The PM is supposed to be your ally and confidant, and shouldn't be wasting time rapping you on the knuckles.

From your description it seems that the offshore manager (OM) believes that the best defense is a good offense. The OM takes whatever criticisms you offer personally because it helps get him/her off the hook for poor performance. His antics and tantrums divert the thrust of the criticism from the quality of the work to something else. You might bring this up to the PM and suggest that the PM tell the OM to stop wasting time and energy and just fix the problem.

Try not to lose track of the schedule and the victory conditions. In this case, again from your description, victory is bringing the project to a successful conclusion. This is not necessarily what the OM wants, something you should be aware of.

As JTB pointed out, be aware of the political situation and document everything. Copious documentation is always a good thing.

Good luck to you, and let us know how things turn out.

 

[peteij]

JTB - Probably not evil or clueless, but I agree with your way of handling it.

FearsomeFastFemale - I think I either do, try or have suggested most of those things. Maybe I was a bit more blunt than usual.

OhioBill - In fairness to the OM, we were very late with two payments and he's the guy caught in the middle, since he is the first point of contact coming into our company. I think he's still a bit sore about that. However, you are right, his time and energy should be spent getting the resolution we want.

To be honest, I think his job role is superfluous, but the MD took the decision to employ him (without consultation), so I don't think that is going to change any time soon. I don't like the Chinese whispers, I'd rather go straight to the developers. It would avoid a lot of confusion, I'm sure.

We've mad a big mistake in the payment terms, by only holding back 10% until acceptance. If they get caught in a long defect resolution cycle it may be better financially to them to stop supporting and forget the 10%. They are already trying to get out of fixing things and the OM is not being strong enough in holding them to their contractual obligation.

 

[gamar]

Hey jtb:

"No blame, no whining, no complaints. just "how can we improve the process"?"

Very good approach. I think I will use that "How can we improve..." line. Seems like a very professional and effective way to communicate.

Thanks for that.

tg

 

[jtb]

I once saw a situation where my company stood to lose several million dollars because a few people were so offended at having to work with a [unpopular trait] DBA that they actually started sabotaging the project. As it was overseas, my employer tended to favor the locals when there was a dispute...

The guy/gal was called on the carpet to respond to allegations of his/her misdeeds (really the work of those who didn't want to work with him/her). It was a serious situation.

That's when the "hero" of my annecdote pulled out seven (7) binders detailing _every_ conversation in the hallway, on the phone, backed up with confirming emails and etc. He/she even had signatures from the conspirators acknowledging work completed that they later destroyed.

Never underestimate the power of a PhD to create documentation!!

(granted many of the rest of us tried to avoid working with him/her, because of the undesirable trait; but it was extremely cool to watch the saboteurs' jaws drop when confronted... "uh...uh...uh...")

After that, those rascals demanded extra documentation on everything; but it was worth it!!

JTB
Have Certs, Will Travel
"A knight without armour in a [cyber] land."

 

[Darrylles]

PeteJ,

Be professional and do the job that you should be being paid handsomely for: take it to the board - now, before it gets to the point of no return.

They'll decide on whether you can or can't handle it - rightly or wrongly.

This will depend on how you submit it to them.

Either way - your problem is solved, if you can't handle it - get out of the job - if you can - get stuck in there and sort out the mess.

If there is an issue of management structure, then leap-frog - you wouldn't be in this forum if you didn't have good reason.

Regards,

Darrylle


Never argue with an idiot, he'll bring you down to his level - then beat you with experience. darrylles@yahoo.co.uk

 

[peteij]

By way of an update:

I have convinced the project manager to let me get on with the development issues and to deal with any commercial issues, so that part is resolved. The offshore manager is fine, he now realises we are on the same side.

In the end it just took a bit of diplomacy and sticking to my guns. I wouldn't go over someone else's head, unless the situation was much more dire. The managing director would just send me away and tell me to sort it out with the project manager anyway. He doesn't care who does what as long as it gets done.

Unfortunately, we are now out of our warranty period, with an unfinished product and an uncooperative developer. Whoever agreed the contract should be shot!

We have, however, sold our incomplete product to three companies and we're doing a roadshow at the end of the month.

For the record, I am not paid handsomely at all. In fact I barely make enough to cover my mortgage on a one bedroom flat. Had we not moved oour offices to within walking distance, the cost of running a car would have sent me over the edge. The only reason I stay is because I want to see the project through. Well, that and the fact that if the product takes off, I'm in a good bargaining position for my salary!!!

 

[jtb]

Peteij,

Congratulations for seeing it through!

Read the free booklet on Dollarization at the Fox and Company website... it'll help the important side (yours) of the salary negotiations if you're thinking like the decision-makers...

JTB
Have Certs, Will Travel
"A knight without armour in a [cyber] land."