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How Can a Programmer Make Everyone Happy?
Nuttles1 asks: "Ever since I became a professional programmer, 4 years ago, I have struggled with giving my superiors everything they want. For instance, I have a programming supervisor that stresses correctness in programming first, amount of time needed second, features third, but I also have upper management stressing features and amount of time needed first and correctness of programming a distant second. The nature of my job requires pretty strict deadlines so time is not very variable. So, things get done in a way that fits the time allotted. The problem is that I don't make my direct supervisor happy because of the time constraint shortcuts in correctness must be made. The other problem is that, because I perform within the time constraints, they think that the time constraint can either stay relatively the same or that they can be squeezed a little more. Upper management also expects the advantages of having a strict programmatically correct program (code reuse, loose coupling, ease of maintenance) and are at loss when things are less then perfect after the initial release. It doesn't seem like a programmer can come out ahead. I have read many books but they usually have a utopian viewpoint or view time to develop as a variable. In real life, how do programmers handle this situation?"
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Lets get real here. The stiuation is bad, your'e not in a position to change it. Ask yourself who writes your performance reviews. Talk to them. Find out what they want from you. Give it to them. Wait for your review and then either move up or be prepared to move away.
Sometimes you just have to be your own best friend.
Well, really the manager made the mistake of taking the engineer in there in the first place. The second mistake from the manager is not taking him in "the room" and laying out a plan of action.
Ultimately, it's ALWAYS management's fault.
Yes, Always. Always, always, always. Remember: It's always management's fault.
Did the programmer slack and not deliver the program on time/at all? Management should have motived him or replaced him. It's always management's fault.
Therefore: It's not the engineer's fault, ever.
"Piter, too, is dead."
I explained the problems you're facing to my wife.
She said "How long has he worked for Microsoft?"
After giving it some thought, she suggests "get some balls and ask your boss exactly 'what do you want?' so that you can cover your ass, preferably by email and when the higher smucks express displeasure, hit the print button."
She goes so far to say you should include the higher smucks in that discussion of how it should be done. Carbon copy them in the email if you're emailing.
Disclaimer: I am posting her suggestion because she has been in this type of situation and came out well. Personally, I see a danger of tanking evaluations and having to keep an eye out for the next job.
B) Eliminate all the stupid users. This is frowned upon by society.
Talk to your line manager. In a private meeting, explain the compromises you're having to make in your work. Explain that the code you're being forced to release is unmaintainable, is prone to be bugged or poorly-structured because of the time constraints being forced.
Explain a compromise where you get some of the time you want in return for some of the code quality you want. You'll never get all the time you want but, if you can convince your boss that it's going to be of overall benefit, you might get enough.
Most importantly, if the shit hits the fan and your product comes back to you, make sure you're absolutely realistic with management about why this has happened. Yes, the code was sub-quality. Yes, the design was insufficient. Yes, it's management's fault on both counts for not allowing enough time for the proper running of the project.
One of the main problems is that a typical lifecycle (specification, design, implementation, testing) makes no sense to management. Even a technical manager will try to rush the specification and design so they can have demonstrable progress - something to show the client, even if it's not been thought through. And, as soon as the product looks complete, they'll want to get it out where it makes money, regardless of how thoroughly it's been tested.
Educating your superiors about the reality of these things is hard work. You might have managers that will - slowly - learn, in which case you may make some progress. Alternatively, look elsewhere: it's one of the most subtly self-destructive things, to be stuck in a job without being given the opportunity to do it well. Find somewhere that gives you that freedom.