新組新挑戰
自澳門回到後, 工作上發生重大變化, 之前隸屬的組被拆散, 我被分配到另一個經理, 是中東人叫「穆哈默」, 不過我仍 leads 同一個 product line。 新經理重新分配組員, 加入兩位新血, 其中一位印度人「卡釋」, 做事有主見有衝勁, 我和經理「穆哈默」都什喜歡他, 交了一個有適量挑戰性的 project 給他, 本來是打算讓他熱身的。
想不到, 基於顧客的要求, 這計劃的重要性突然提高, 要於三個星期, 7月尾完成, 我被迫向卡釋定下明確的時間表。 這時他開始覺得有壓力, 作出反抗, 只要任何人或任何事有變更, 他便公開說: 「因為原因 ABC, 可能要遲一兩天才能交貨 …」 這令經理「穆哈默」十分不滿, 認為那麼\些理由只是籍口, 在開會時同卡釋吵了一次, 更怪我唔夠強硬。 之後經理私底下告訴我, 卡釋常有遲交貨的紀錄。 但現在是新組的第一個計劃, 所以, 無論如何, 一定要準時交貸。
如此情況, 又用了我不少腦汁, 出了好多計仔施加了「軟壓力」, 一要令卡釋準時交貸, 二要不傷全組和氣, 三要老細放心。 詳情不談了, 總之計劃什為成功, 7月尾全部搞掂, 我自己也為此高興。 更喜出望外的是, 剛巧我們要出年度 performance review, 新老細對我搞定呢次緊急任務什為滿意, 給了最高 rating。 這對一個剛轉組的人是什為難得, 希望這 rating 有助遲些公司合併時保住飯碗。
Hmm… it seems it’s not politically correct to use too much workload or additional workload as excuse for dealine portponing…
Comment by skc — August 10, 2009 @ 9:01 am
skc: haha it is true. Managers do not like to hear this. Especially there is another person who can always deliver on time. Then the manager will think “Why person A can do that but person B can’t?” Although the manager should spend more time to understand the difficulty person B is facing, well …
Well, I have my own way to push for team progress yet don’t stress them out, perhaps I can share my tricks next time. (Even my manger think those are good tricks)
Comment by Sam — August 10, 2009 @ 10:19 am
but meeting deadline versus meeting deadline with quality work are different. although deadline seems to be placed higher relative to quality in priority and i can start to understand why software deployment involves bug fixes and patches and additional builds, which is different from the hardware world i came from. i do need to admit the complexity and deadline cycles are completely different between software and hardware development.
Comment by skc — August 10, 2009 @ 11:48 am
skc: true. meeting deadline and deliverable quality is actually a trade-off in software. I am thinking to blog about this experience too.
Comment by 森記 — August 10, 2009 @ 11:30 pm