Also in the public sector and when I started, project managers were required to include everyone under the sun for pointless update meetings every two weeks for the PM to read out the reports everyone gave them so nobody missed anything. By the time they were done everyone wanted to bail, including me. They were meetings that could be an email, and if there were issues then additional meetings were scheduled.
Over time I have been promoted up through PM and now get to define the best practices for projects including meetings. My meetings are productive and people actually want to show up as they are discussions where work might be canceled or put off so people don’t get overloaded. I make sure everyone is included without putting anyone on the spot. The departments we work with to create web apps like us more since we started giving reasons for saying no instead of working devs to death in overtime because PMs were not allowed to say no.
I do have one project that is an albatross I can’t kill because of the sunk cost fallacy, but at least it is one small project that gets raised every few months to get put on the backburner while the largest and most complex project is now running smoothly. Other PMs have also improved their interactions when they were given examples in how to more clearly communicate their challenges, although a few don’t want to give up the ‘do everything asked’ approach.
We have also had 5 developers who left for the private sector come back over the last 10 years because of the work culture. The grass wasn’t greener, but they did come back with new skills and a better appreciation for the improved communication and overtime is almost entirely voluntary!
Also in the public sector and when I started, project managers were required to include everyone under the sun for pointless update meetings every two weeks for the PM to read out the reports everyone gave them so nobody missed anything. By the time they were done everyone wanted to bail, including me. They were meetings that could be an email, and if there were issues then additional meetings were scheduled.
Over time I have been promoted up through PM and now get to define the best practices for projects including meetings. My meetings are productive and people actually want to show up as they are discussions where work might be canceled or put off so people don’t get overloaded. I make sure everyone is included without putting anyone on the spot. The departments we work with to create web apps like us more since we started giving reasons for saying no instead of working devs to death in overtime because PMs were not allowed to say no.
I do have one project that is an albatross I can’t kill because of the sunk cost fallacy, but at least it is one small project that gets raised every few months to get put on the backburner while the largest and most complex project is now running smoothly. Other PMs have also improved their interactions when they were given examples in how to more clearly communicate their challenges, although a few don’t want to give up the ‘do everything asked’ approach.
We have also had 5 developers who left for the private sector come back over the last 10 years because of the work culture. The grass wasn’t greener, but they did come back with new skills and a better appreciation for the improved communication and overtime is almost entirely voluntary!