I’m not that crazy about this, but I’ll play along for awhile. Our flop of the ClearCase implementation has left us with an addiction for the implementation company. In the past I’ve reduced the dependency by transferring knowledge to IT. This worked and now we want to get rid of the on site support completely.
So now we’re after the second (and final) part of the management review. The second meeting was different than the first one. On the first one, the PMs were active (in a defensive way, mind you). This time they were more quiet. I know the feeling from past meetings like this: I want out, the
Continuing with the metric fest, we calculated that throughout the last year, one of the projects accumulated more than 250 open bugs. That means that after removing the fixed new bugs, and fixed all bugs from the count, the team is far behind in catching up the runaway train. What’s the solution? There’s not one