FWD: Re: FW: Contractors of Questionable Ability

["Eric J. Ray" <ejray -at- RAYCOMM -dot- COM>]

Name withheld upon request. Please reply on list.

*************************************************

>__________________________8<_______________
>SNIP
>Basically, I don't know what to do anymore. The more I test, the more
>frustrated I become. I have covered my gluteus maximus as much as
>possible, yet I feel as if it's my fault, or, at the very least, that I
>will somehow be held responsible for this debacle.
>__________________________8<_______________
>
>Your rant is more than justified.  Our company has recently acquired 4
>contractors as the result of a multi-million dollar software
>implementation, and we've been less than satisfied with their
>performances, although we have also been directed by management to stick
>with them.   I love what I do and the company that I work for, and to
>have to watch contractors (who we're paying through the nose for)
>blunder their way through case after case was sickening.  I was fed up,
>and decided that my own gluteus maximus was not going to be blamed for
>the failure of this high-priced project due to their incompetence.  So,
>I did what any rational, calm, business-like person in a responsible
>position would never do.  I lost it.   I pulled my manager into a
>meeting and unloaded every gripe, bent feeling, complaint, and
>frustration I was feeling as a result of the decisions of the atomic
>geniuses with whom I was forced to work, prefacing it with a strong
>disclaimer that nothing of what I had to say was directed at him, the
>management team, or the company itself.  He was floored.  I think he
>knew that I had been frustrated, but didn't really understand the extent
>to which I was feeling pressure to deliver the entire package without
>flaw.
>
>What I did after that probably had the most impact.  I went back to the
>original list of responsibilities (maybe in your case it would be a
>contract) that I had generated and detailed point by point how the
>contractors were or were not meeting that expectation.  Since I had
>already vented my frustrations, it was fairly easy to be objective
>without pointing fingers.  I met with the manager (whose gluteus maximus
>would be proverbial toast if this project failed) and showed him the
>list of deliverables the contractors had promised and how they were
>failing to do deliver them.  It resulted in him asking for similar lists
>from everyone else on the team, and we found that my interpretation of
>the situation was on the mark.   The list was eventually forwarded on to
>the contractor's regional manager for review.  He addressed the concerns
>with them and with us, and there have been some improvements since that
>time.  We're not leaping over buildings in a single bound, but the
>contractors are making more of an effort to understand our business.
>
>It's extremely difficult when you're working with incompetent
>contractors, and even more frustrating when you are the primary contact.
> I would start with your manager or management team and detail your
>expectations and equivalent frustrations (one page, bullet points that
>can be easily scanned).  That way, if the project fails, they will
>already have your concerns on paper.  I would definitely not donate your
>time to bailing these rocket scientists out of the holes they are
>digging for themselves.  Their work will speak VOLUMES to those who have
>to use it.  Ultimately, their livelihood will suffer in the long run.
>Contractors have to build their reputations off of recommendations, too.
> I hope this helps!
>