How do we improve the relationship with a client software team that performs poorly and is becoming less...





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I work as a team leader in a team of 6 (2 very senior devs, 1 senior dev, 1 medium level dev, 1 junior dev and 1 senior graphic designer). Our client has his own internal team of 5 (1 architect, 2 senior devs and 2 junior devs).



The performance and the skills of the internal team are extremely low (commits that don’t compile, even tags, merges that break/remove working functionalities and that reach production untested, nonsense questions, months to complete simple changes, etc.) and we are always fixing their poor work. For example:




  • We fixed dozens and dozens of bugs opened in the last year and a half and that were assigned to the internal team, spending less than 30 minutes on each (even in the part of the project we have never worked on before);

  • A project was assigned to the internal team and was estimated at 3 months: after 6 months they admitted they were unable to complete it, so the client assigned it to us. In 6 months they did less than 10% of the required work. In a month and a half we closed this project;

  • We had to spend more than a week to fix a mess in SVN they created


From the beginning of this year, the client more or less bypassed his own team and assigned everything directly to us (in fact our team will soon grow by at least 4 devs). The other team didn’t take it well and are trying to sabotage us; we need them to contact other suppliers because for their internal policy; 2 suppliers cannot speak directly without client mediation and they literally take weeks to simply forward an email. When we need clarifications on code they developed, they are elusive and don’t provide any useful explanation. They didn't give us resources or privileges that we required in order to complete our tasks, etc.



The client is well aware of the situation but he seems he wants to do nothing to solve it. Does anyone who went through a similar situation have some advice on how to solve this problem?










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  • 3





    @Allerleirauh client is a big (mainly national) company with more or less 2000 employees. This company has an internal IT department but is not its main focus (about 100 people) My company is multinational with 20000 employees. I work in the IT division. Your client is not assimilable with ours: internal IT decides autonomously the tasks that should be done, at what priority and who will develop them (internally, externally and to which supplier)

    – Elitot Confused
    yesterday






  • 21





    Your company has 20,000 people? This is not something you should even attempt to manage yourself, as you are the team leader, not the one actually responsible for the contract. Tell your boss the issue; they will tell you what to do.

    – MineR
    yesterday






  • 3





    By "the client is well aware of the situation" do you mean that you, your management, or whoever is in charge of the contract in your company, has communicated with the person or persons in the other company who are in charge of the contract and responsible for approving payment of your company's invoices? From other things you have said, it sounds like you mean "I sent email more than once to the people I normally communicate with on their team". If that's what you really mean, then that's not "the client is well aware of the situation".

    – Makyen
    yesterday






  • 5





    The client is giving you additional work. One way to look at it is as a problem; the other way is as sales.

    – John Wu
    yesterday






  • 2





    You keep saying "client" but that doesn't tell us very much. What is your relationship with this other organisation? Are you a consultancy? For what purpose was your firm hired by the client?

    – Lightness Races in Orbit
    13 hours ago


















39















I work as a team leader in a team of 6 (2 very senior devs, 1 senior dev, 1 medium level dev, 1 junior dev and 1 senior graphic designer). Our client has his own internal team of 5 (1 architect, 2 senior devs and 2 junior devs).



The performance and the skills of the internal team are extremely low (commits that don’t compile, even tags, merges that break/remove working functionalities and that reach production untested, nonsense questions, months to complete simple changes, etc.) and we are always fixing their poor work. For example:




  • We fixed dozens and dozens of bugs opened in the last year and a half and that were assigned to the internal team, spending less than 30 minutes on each (even in the part of the project we have never worked on before);

  • A project was assigned to the internal team and was estimated at 3 months: after 6 months they admitted they were unable to complete it, so the client assigned it to us. In 6 months they did less than 10% of the required work. In a month and a half we closed this project;

  • We had to spend more than a week to fix a mess in SVN they created


From the beginning of this year, the client more or less bypassed his own team and assigned everything directly to us (in fact our team will soon grow by at least 4 devs). The other team didn’t take it well and are trying to sabotage us; we need them to contact other suppliers because for their internal policy; 2 suppliers cannot speak directly without client mediation and they literally take weeks to simply forward an email. When we need clarifications on code they developed, they are elusive and don’t provide any useful explanation. They didn't give us resources or privileges that we required in order to complete our tasks, etc.



The client is well aware of the situation but he seems he wants to do nothing to solve it. Does anyone who went through a similar situation have some advice on how to solve this problem?










share|improve this question









New contributor




Elitot Confused is a new contributor to this site. Take care in asking for clarification, commenting, and answering.
Check out our Code of Conduct.
















  • 3





    @Allerleirauh client is a big (mainly national) company with more or less 2000 employees. This company has an internal IT department but is not its main focus (about 100 people) My company is multinational with 20000 employees. I work in the IT division. Your client is not assimilable with ours: internal IT decides autonomously the tasks that should be done, at what priority and who will develop them (internally, externally and to which supplier)

    – Elitot Confused
    yesterday






  • 21





    Your company has 20,000 people? This is not something you should even attempt to manage yourself, as you are the team leader, not the one actually responsible for the contract. Tell your boss the issue; they will tell you what to do.

    – MineR
    yesterday






  • 3





    By "the client is well aware of the situation" do you mean that you, your management, or whoever is in charge of the contract in your company, has communicated with the person or persons in the other company who are in charge of the contract and responsible for approving payment of your company's invoices? From other things you have said, it sounds like you mean "I sent email more than once to the people I normally communicate with on their team". If that's what you really mean, then that's not "the client is well aware of the situation".

    – Makyen
    yesterday






  • 5





    The client is giving you additional work. One way to look at it is as a problem; the other way is as sales.

    – John Wu
    yesterday






  • 2





    You keep saying "client" but that doesn't tell us very much. What is your relationship with this other organisation? Are you a consultancy? For what purpose was your firm hired by the client?

    – Lightness Races in Orbit
    13 hours ago














39












39








39


5






I work as a team leader in a team of 6 (2 very senior devs, 1 senior dev, 1 medium level dev, 1 junior dev and 1 senior graphic designer). Our client has his own internal team of 5 (1 architect, 2 senior devs and 2 junior devs).



The performance and the skills of the internal team are extremely low (commits that don’t compile, even tags, merges that break/remove working functionalities and that reach production untested, nonsense questions, months to complete simple changes, etc.) and we are always fixing their poor work. For example:




  • We fixed dozens and dozens of bugs opened in the last year and a half and that were assigned to the internal team, spending less than 30 minutes on each (even in the part of the project we have never worked on before);

  • A project was assigned to the internal team and was estimated at 3 months: after 6 months they admitted they were unable to complete it, so the client assigned it to us. In 6 months they did less than 10% of the required work. In a month and a half we closed this project;

  • We had to spend more than a week to fix a mess in SVN they created


From the beginning of this year, the client more or less bypassed his own team and assigned everything directly to us (in fact our team will soon grow by at least 4 devs). The other team didn’t take it well and are trying to sabotage us; we need them to contact other suppliers because for their internal policy; 2 suppliers cannot speak directly without client mediation and they literally take weeks to simply forward an email. When we need clarifications on code they developed, they are elusive and don’t provide any useful explanation. They didn't give us resources or privileges that we required in order to complete our tasks, etc.



The client is well aware of the situation but he seems he wants to do nothing to solve it. Does anyone who went through a similar situation have some advice on how to solve this problem?










share|improve this question









New contributor




Elitot Confused is a new contributor to this site. Take care in asking for clarification, commenting, and answering.
Check out our Code of Conduct.












I work as a team leader in a team of 6 (2 very senior devs, 1 senior dev, 1 medium level dev, 1 junior dev and 1 senior graphic designer). Our client has his own internal team of 5 (1 architect, 2 senior devs and 2 junior devs).



The performance and the skills of the internal team are extremely low (commits that don’t compile, even tags, merges that break/remove working functionalities and that reach production untested, nonsense questions, months to complete simple changes, etc.) and we are always fixing their poor work. For example:




  • We fixed dozens and dozens of bugs opened in the last year and a half and that were assigned to the internal team, spending less than 30 minutes on each (even in the part of the project we have never worked on before);

  • A project was assigned to the internal team and was estimated at 3 months: after 6 months they admitted they were unable to complete it, so the client assigned it to us. In 6 months they did less than 10% of the required work. In a month and a half we closed this project;

  • We had to spend more than a week to fix a mess in SVN they created


From the beginning of this year, the client more or less bypassed his own team and assigned everything directly to us (in fact our team will soon grow by at least 4 devs). The other team didn’t take it well and are trying to sabotage us; we need them to contact other suppliers because for their internal policy; 2 suppliers cannot speak directly without client mediation and they literally take weeks to simply forward an email. When we need clarifications on code they developed, they are elusive and don’t provide any useful explanation. They didn't give us resources or privileges that we required in order to complete our tasks, etc.



The client is well aware of the situation but he seems he wants to do nothing to solve it. Does anyone who went through a similar situation have some advice on how to solve this problem?







performance clients






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edited 13 hours ago









Nathan L

63739




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asked yesterday









Elitot ConfusedElitot Confused

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  • 3





    @Allerleirauh client is a big (mainly national) company with more or less 2000 employees. This company has an internal IT department but is not its main focus (about 100 people) My company is multinational with 20000 employees. I work in the IT division. Your client is not assimilable with ours: internal IT decides autonomously the tasks that should be done, at what priority and who will develop them (internally, externally and to which supplier)

    – Elitot Confused
    yesterday






  • 21





    Your company has 20,000 people? This is not something you should even attempt to manage yourself, as you are the team leader, not the one actually responsible for the contract. Tell your boss the issue; they will tell you what to do.

    – MineR
    yesterday






  • 3





    By "the client is well aware of the situation" do you mean that you, your management, or whoever is in charge of the contract in your company, has communicated with the person or persons in the other company who are in charge of the contract and responsible for approving payment of your company's invoices? From other things you have said, it sounds like you mean "I sent email more than once to the people I normally communicate with on their team". If that's what you really mean, then that's not "the client is well aware of the situation".

    – Makyen
    yesterday






  • 5





    The client is giving you additional work. One way to look at it is as a problem; the other way is as sales.

    – John Wu
    yesterday






  • 2





    You keep saying "client" but that doesn't tell us very much. What is your relationship with this other organisation? Are you a consultancy? For what purpose was your firm hired by the client?

    – Lightness Races in Orbit
    13 hours ago














  • 3





    @Allerleirauh client is a big (mainly national) company with more or less 2000 employees. This company has an internal IT department but is not its main focus (about 100 people) My company is multinational with 20000 employees. I work in the IT division. Your client is not assimilable with ours: internal IT decides autonomously the tasks that should be done, at what priority and who will develop them (internally, externally and to which supplier)

    – Elitot Confused
    yesterday






  • 21





    Your company has 20,000 people? This is not something you should even attempt to manage yourself, as you are the team leader, not the one actually responsible for the contract. Tell your boss the issue; they will tell you what to do.

    – MineR
    yesterday






  • 3





    By "the client is well aware of the situation" do you mean that you, your management, or whoever is in charge of the contract in your company, has communicated with the person or persons in the other company who are in charge of the contract and responsible for approving payment of your company's invoices? From other things you have said, it sounds like you mean "I sent email more than once to the people I normally communicate with on their team". If that's what you really mean, then that's not "the client is well aware of the situation".

    – Makyen
    yesterday






  • 5





    The client is giving you additional work. One way to look at it is as a problem; the other way is as sales.

    – John Wu
    yesterday






  • 2





    You keep saying "client" but that doesn't tell us very much. What is your relationship with this other organisation? Are you a consultancy? For what purpose was your firm hired by the client?

    – Lightness Races in Orbit
    13 hours ago








3




3





@Allerleirauh client is a big (mainly national) company with more or less 2000 employees. This company has an internal IT department but is not its main focus (about 100 people) My company is multinational with 20000 employees. I work in the IT division. Your client is not assimilable with ours: internal IT decides autonomously the tasks that should be done, at what priority and who will develop them (internally, externally and to which supplier)

– Elitot Confused
yesterday





@Allerleirauh client is a big (mainly national) company with more or less 2000 employees. This company has an internal IT department but is not its main focus (about 100 people) My company is multinational with 20000 employees. I work in the IT division. Your client is not assimilable with ours: internal IT decides autonomously the tasks that should be done, at what priority and who will develop them (internally, externally and to which supplier)

– Elitot Confused
yesterday




21




21





Your company has 20,000 people? This is not something you should even attempt to manage yourself, as you are the team leader, not the one actually responsible for the contract. Tell your boss the issue; they will tell you what to do.

– MineR
yesterday





Your company has 20,000 people? This is not something you should even attempt to manage yourself, as you are the team leader, not the one actually responsible for the contract. Tell your boss the issue; they will tell you what to do.

– MineR
yesterday




3




3





By "the client is well aware of the situation" do you mean that you, your management, or whoever is in charge of the contract in your company, has communicated with the person or persons in the other company who are in charge of the contract and responsible for approving payment of your company's invoices? From other things you have said, it sounds like you mean "I sent email more than once to the people I normally communicate with on their team". If that's what you really mean, then that's not "the client is well aware of the situation".

– Makyen
yesterday





By "the client is well aware of the situation" do you mean that you, your management, or whoever is in charge of the contract in your company, has communicated with the person or persons in the other company who are in charge of the contract and responsible for approving payment of your company's invoices? From other things you have said, it sounds like you mean "I sent email more than once to the people I normally communicate with on their team". If that's what you really mean, then that's not "the client is well aware of the situation".

– Makyen
yesterday




5




5





The client is giving you additional work. One way to look at it is as a problem; the other way is as sales.

– John Wu
yesterday





The client is giving you additional work. One way to look at it is as a problem; the other way is as sales.

– John Wu
yesterday




2




2





You keep saying "client" but that doesn't tell us very much. What is your relationship with this other organisation? Are you a consultancy? For what purpose was your firm hired by the client?

– Lightness Races in Orbit
13 hours ago





You keep saying "client" but that doesn't tell us very much. What is your relationship with this other organisation? Are you a consultancy? For what purpose was your firm hired by the client?

– Lightness Races in Orbit
13 hours ago










11 Answers
11






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oldest

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113














Please don't mislead yourself, you are nothing more than an external contractor to the company. You are NOT part of the company, so there is no legal or moral reason to grant you anything more than you already have. You don't belong to the company, you are not their human resources, you work as a provider-client relationship.



You have been paid, right? There should not be any reason for you to go above the boundary, it's not your company. Please don't be emotional. If you're not given resources, simply ask. If not granted, it's not yours.




Someone that pass through a similar situation has some advice on how to solve this problem?




Simple. Send your invoice to your client for your time.






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  • 11





    You are right! However, the poor performance on the client's internal team is making their job harder, so I understand the reason behind the question being posted

    – asdf
    yesterday






  • 62





    @asdf so charge for the extra time as they make the job harder...

    – Solar Mike
    yesterday






  • 36





    "The client is well aware of the situation" - this is the key factor. If you've made them aware, all that's left to do is send the bill. If they weren't aware, then make them aware... and then send the bill.

    – UKMonkey
    yesterday






  • 7





    I don' think this answer is in the best interest of the contractor, at least not if you are interested in working with company in the future. If you cannot get the job done because people in the company obstruct your work, you cannot just redirect the blame. Parts of it will stick.

    – J. Fabian Meier
    yesterday






  • 10





    @ElitotConfused Even if you are on a fixed price contract, you still have teh same answer. Make your higher ups aware of the problem. It is between your company's managers and the client company. Your company may pull people to work on other projects/clients. You cannot make the other team do anything.

    – pboss3010
    yesterday



















39














This is normal. The client doesn't have a good development team, so they contract some of the work to you. Their development team realise that you are a threat to their jobs so they have no incentive to help you.



Their manager should have been aware that this was going to happen, and there are various things he can do to solve it, but that's not your problem.



Your problem is how to ensure that these delays don't make you look bad to the person paying the bill. Make sure he's aware that there are problems and ask how you can help him.



Maybe he'd like to know about email queries that are unanswered after a week, or maybe he'd like to be CC'd at the start. Maybe he'd like you to fix the other team's bugs and just bill him, but maybe he wants to approve each one.






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  • 6





    Presumably there are formal contacts for the outsource company and the client company. Problems should be escalated to that level. The IT company should give regular feedback from that level. We completely X, and Y. Z will be completed in 3 weeks. "Elitot Confused" has been waiting two weeks for aaa so we do not have an estimated completion date for AAA. "Elitot Confused" has been waiting five weeks fo bbb and so we have stopped work on BBB. and so on. // Short version - Document everything!!!

    – MaxW
    yesterday





















22














Email the requests to the client team, and follow up with an email after the amount of time it would have taken you to comply with that request. CC this (nicely worded) reminder to the boss of the client company. They will either ignore it or help you out. If they ignore it, you have the paper trail to prove you are not the ones slowing the project, if they help you, all the better. After some iterations the boss of the client company will think of a way to reduce his spam-load, and give you a quick pass through (Some person just passing along the messages, as your own personal VPN).



In parallel, try to establish a personal relationship with one or more members of the other team. The petty communication outages that they produce are a sign that they harbor personal resentment. This can often be remedied by face-to-face meet ups. I stress personal relationships. Not the 'let's implement X'-kind of conversation, but the 'public transport sure sucks, huh?'-common ground kind of conversation. Let them see the humans in your bunch of know-it-alls , and try yourself to see the humans in their bunch of nitwits.






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  • Knowing the client, they will ignore the spam. We had a lot of chats and meeting with person of that team. Usually they stay on their ideas and we stay on ours. usually again ours proves to be correct and the client knows it (because we use solid proof to demonstrate our ideas)

    – Elitot Confused
    yesterday






  • 2





    @ElitotConfused If they ignore the spam, you will have a BS job, but a paid BS job - find the mental place to deal with that, or quit; --- about the meetups: I stress personal relationships. Not the 'let's implement X'-kind of conversation, but the 'public transport sure sucks, huh?' kind of conversation. Let them see the humans in your bunch of know-it-alls , and try yourself to see the humans in their bunch of nitwits.

    – bukwyrm
    yesterday



















11















Client is well aware of the situation but he seems he wants to do
nothing to solve.




So, you've brought this to the attention of the "powers that be" and they're not interested in fixing the problem. I assume that they pay you for all of this "extra" work that you perform? If so, then either continue performing the work and continue getting paid for it or fire the client. There are no other options.






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  • 1





    this is not helpful if for example boss of own company and boss of client insist on this relationship...

    – Allerleirauh
    yesterday






  • 2





    @Allerleirauh "there are no other options" may not be helpful but it is the right answer

    – Pierre Arlaud
    yesterday






  • 1





    We work on a body rental type of contract. There is no extra pay. the price is fixed at the beginning of the contract.

    – Elitot Confused
    yesterday






  • 3





    @ElitotConfused I understand you saying that the cost per hour is fixed, but is the number of hours fixed or the product delivered (or both)? If it is both, you should find a new job. Otherwise, the cost has been increased--either they are paying for more hours (overtime) or they are paying for more hours (because it will take longer to get their product delivered).

    – user3067860
    yesterday



















6














Ask for a regular status meeting with the client (hopefully you have that already but I get the sense that you don't). (NOTE: By regular I mean at least weekly, if not 2-3 times a week. If you can swing it, a stand up every day would be ideal.) During this status meeting, talk about the roadblocks you currently have... list them one by one, what you need, what you are waiting for and from whom, and what the dangers are if the request isn't filled in a timely manner... the project quality will suffer, you will ship late, etc.




We sent an email last week that we need X from the suppliers and that we would need it within a week in order to not put the project deadline in danger. We are rapidly approaching a week since our request. Do you have any updates on when we might get X? If we don't get it by this Friday, we will have to push back the delivery date by a week.



We sent an email last week to Jim asking for clarification on the Widget code. We can't proceed until we get that clarification. When can we set up that meeting?




and so on. Don't be accusatory or emotional, be factual, be clear about what problems this issue is causing or will cause to the project. When you don't get X for 3 weeks and you needed it the next day, no one should be surprised when you state that the delivery date will slip by 3 weeks.



Once things start looking like you won't ship on the initially agreed upon time, start communicating regularly with the client management. Inform them that the X, Y, and Z delays that you have notified them of are of their teams' doing and will put you past the scheduled timeframe. Any additional work past X date will incur additional at the rate of $Z. (Maybe it's too late to do some of this but you can at least start dropping hints of contract renegotiation due to delays beyond your control and of the client company's making).






share|improve this answer



















  • 2





    Yup. Status meeting should have the Joe Friday approach. "Just the facts sir..." It is not a place to brainstorm solutions. So the client contact takes a todo to have Joe at client's site respond or to find out when Joe will respond.

    – MaxW
    yesterday



















3














Here is what I read:




  • We are great

  • Client not so much

  • They don't like us


Pro-tip, sometimes it better to be liked than right. Who do you want to be friends with more, the boss man, or the workers? Boss man pays the bills so always be his friend. But sometimes it helps to be friends with the workers also.



So instead of "Us" versus "Them", try to make it "We".



Rule #1: BE NICE



I'm sure you are always very professional, but from what you said in your post, I'm doubting you are always nice.



Sometimes a friendly visit to the client, box of donuts/candy/meat-veg tray/ice cream/movie tickets/etc... can go along way. Basically say, "we want to get along, we want to help you, we are on your side."



This isn't so much a reward, since it doesn't sound like you are in a position to reward or punish. Its more about trying to change the perception of the other team about you from "they are our enemies" to "they are our friends".



Rule #2: Be in control



If I was manager in this situation, I would say, "how can we manage the code better".



If possible, I'd maintain a separate Git repo, where you can add their contributions as separate pull requests. If they are stuck on SVN, so be it. You can give them your contributions as big single commits. Even if you have to move the code manually, its better than the client team screwing up the repo your team depends on.



Don't let their bad commits and bad SVN practices control your productivity.



Also, like the other posts said, document communications in case you need to CYA.



Good luck!






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  • 1





    Seriously? You're suggesting to reward obstructionist and unprofessional behaviour by buying another company's employees .. ice cream and movie tickets?

    – Lightness Races in Orbit
    13 hours ago













  • And SVN is not the problem here.

    – Lightness Races in Orbit
    13 hours ago











  • @LightnessRacesinOrbit sometimes the carrot works better than the stick. It’s not about “rewarding” so much as strategies for controlling the situation to obtain the desired outcome.

    – Turtle1363
    13 hours ago








  • 1





    If I were wilfully ignoring a team for weeks on end, then they turned up to give me movie tickets, I'd find that really awkward and weird.

    – Lightness Races in Orbit
    13 hours ago






  • 1





    @LightnessRacesinOrbit, maybe? Relationships can be awkward and weird. That's when you pull the team lead aside and say something to the effect of, "I feel like our communication hasn't been the best lately. I want you to know that we are here for you, and we all have the same goal of wanting the company to succeed. I just wanted to give you this small token, I hope you enjoy it. If you need anything please let us know. We are looking forward to the new challenges and opportunities in the next few weeks, I hope I can count on you for your support."

    – Turtle1363
    13 hours ago



















1














Document each request, each complaint, and the hours wasted trying to work through the internal team to get the resources you need.



Right now, the internal team is fighting you because, so far, you have proven more capable of handling the application and are upstaging them - they are retaliating by making things more difficult for you.



Continue to provide the support you have thus far, and keep your client in the loop about all of these hang-ups. CC them, if you can, so that they are well aware of your attempts to keep things moving.



Eventually, they will have to confront this issue - but this is not your problem to solve. Your only concern should be getting your own work done, and showing that you are doing everything you can to get the resources for that work.



So long as you are doing your work to the degree you've described thus far, with the only complications being the internal team, they should have no reason to break off ties with you (though, they may want to consider restructuring that team - but again, this is not your problem to solve).






share|improve this answer
























  • +1 this seems the right answer. An excel sheet with emails and how long they are delayed, can go a long way.

    – Rui F Ribeiro
    16 hours ago



















0














So I've read the existing answers and there's more to deal with.




Send your invoice to your client for your time.




Correct; however we also now have an employee morale problem on your side; or if we don't we will soon. Whatever cheapish things you can do to keep morale up, it's time to start doing them.



You may have to approach your customer with something along the lines of "Due to certain problems on your side causing an employee morale problem for us, we have to increase our future rates for you by about 10% so that we can buy perks for the employees." But please, find somebody more diplomatic than I.






share|improve this answer



















  • 1





    OP is not the boss, so I don't think this answer makes sense for them.

    – user87779
    yesterday











  • @user87779: In which case the morale problem will have to propagate upwards until it does reach someone who can act on it.

    – Joshua
    yesterday











  • exactly, i agree. So maybe edit the answer to say that, and maybe a way for the OP to help if happen if you think they can.

    – user87779
    yesterday













  • @user87779: I don't suppose you could splice an edit in? I've ran out of ability (which is why my rep stays low...)

    – Joshua
    yesterday











  • huh, I'm not able to either. I wonder if the question was protected or something weird.

    – user87779
    yesterday



















0














The customer (here: the client) is always right. As long as the customer pays. So as long as the customer pays for every hour you work, it doesn’t matter if their team is lazy and incompetent. If your job takes three times longer, you get paid three times as much.



Of course, as long as the customer pays. So you should have a log about anything you asked the client team to do, and when it was delivered, and with ho many bugs. So if the customer doesn’t want to pay, you can show them why things take so long.






share|improve this answer



















  • 1





    The OP has said they get a fixed amount of money. I don't know exactly what that entails, but in a few other comments they seem to imply they don't get paid more for working longer. That seems crazy to me, but you may know more about situations like that.

    – user87779
    yesterday





















0














Where is the client internal team located? Is there a possibility that somebody from your team can go to the site where the internal team is located? I have had experiences in the past with teams that were difficult to work with, and I find that the best solution is to just go down and talk with people directly. I have had to spend entire days tracking down information myself from internal teams, just because the communication and initiative was simply not there. There is no need to be abrasive, or confrontational, just show up and get the communication lines established. Find out if they have a weekly meeting and have someone attend it. The bottom line is that the other team is struggling and your work is showing that to everyone. They are defensive for a good reason, so just show up with the attitude of "how can we help each other?". Maybe you can start doing some mentoring, or help them improve their process. You are hired as consultants not just to deliver the project, but to enhance the company/team.






share|improve this answer








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Brian Y is a new contributor to this site. Take care in asking for clarification, commenting, and answering.
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    0














    Other answers covered how to cover the financial side of the things. Now, if their damage also causes you unnecessary anxiety and setbacks that extra money alone can't fix, you can eliminate that damage alone. For example, with these measures:




    • Don't work on the same codebase. Only merge their changes occasionally (to drastically limit the time spent on pointing out their flaws again and again) and only after they pass your scrunity.


      • You can rationalize this to the client as smth like: "Their code is not up to our standards so we have to bring it up to them each time before incorporating it -- otherwise, it costs much more of our time and your money down the line".

      • Incentivise them to merge your changes back opportunistically by smth like: "Otherwise, it will cost us disproportionally more time on the next merge."

      • You mentioned that they are using SVN. You can use Git internally 'cuz it features much more advanced branching and merging logic, making complex merges much easier. (Git comes with a two-way SVN bridge out of the box.)



    • Don't fix their bugs for them as an integral part of your work but rather as a separate activity (e.g. as a part of the above-mentioned scrunity) so that it's easy to separate it from your regular work and easy to bill for it separately (plus the client will see exactly how much their staff's incompetence is costing them).

    • If your part of the work depends on some modules provided by them, warn the client that you will not complete that part of functionality if their module doesn't arrive in time. Only work on that module once the client explicitly asks you to and in the same manner as above.

    • Offer to couch their staff as an extra activity but only if they themselves are willing -- from code reviews (e.g. during the above scrunity, let them themselves address the flaws) to teaching them the best practices.






    share|improve this answer


























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      11 Answers
      11






      active

      oldest

      votes








      11 Answers
      11






      active

      oldest

      votes









      active

      oldest

      votes






      active

      oldest

      votes









      113














      Please don't mislead yourself, you are nothing more than an external contractor to the company. You are NOT part of the company, so there is no legal or moral reason to grant you anything more than you already have. You don't belong to the company, you are not their human resources, you work as a provider-client relationship.



      You have been paid, right? There should not be any reason for you to go above the boundary, it's not your company. Please don't be emotional. If you're not given resources, simply ask. If not granted, it's not yours.




      Someone that pass through a similar situation has some advice on how to solve this problem?




      Simple. Send your invoice to your client for your time.






      share|improve this answer





















      • 11





        You are right! However, the poor performance on the client's internal team is making their job harder, so I understand the reason behind the question being posted

        – asdf
        yesterday






      • 62





        @asdf so charge for the extra time as they make the job harder...

        – Solar Mike
        yesterday






      • 36





        "The client is well aware of the situation" - this is the key factor. If you've made them aware, all that's left to do is send the bill. If they weren't aware, then make them aware... and then send the bill.

        – UKMonkey
        yesterday






      • 7





        I don' think this answer is in the best interest of the contractor, at least not if you are interested in working with company in the future. If you cannot get the job done because people in the company obstruct your work, you cannot just redirect the blame. Parts of it will stick.

        – J. Fabian Meier
        yesterday






      • 10





        @ElitotConfused Even if you are on a fixed price contract, you still have teh same answer. Make your higher ups aware of the problem. It is between your company's managers and the client company. Your company may pull people to work on other projects/clients. You cannot make the other team do anything.

        – pboss3010
        yesterday
















      113














      Please don't mislead yourself, you are nothing more than an external contractor to the company. You are NOT part of the company, so there is no legal or moral reason to grant you anything more than you already have. You don't belong to the company, you are not their human resources, you work as a provider-client relationship.



      You have been paid, right? There should not be any reason for you to go above the boundary, it's not your company. Please don't be emotional. If you're not given resources, simply ask. If not granted, it's not yours.




      Someone that pass through a similar situation has some advice on how to solve this problem?




      Simple. Send your invoice to your client for your time.






      share|improve this answer





















      • 11





        You are right! However, the poor performance on the client's internal team is making their job harder, so I understand the reason behind the question being posted

        – asdf
        yesterday






      • 62





        @asdf so charge for the extra time as they make the job harder...

        – Solar Mike
        yesterday






      • 36





        "The client is well aware of the situation" - this is the key factor. If you've made them aware, all that's left to do is send the bill. If they weren't aware, then make them aware... and then send the bill.

        – UKMonkey
        yesterday






      • 7





        I don' think this answer is in the best interest of the contractor, at least not if you are interested in working with company in the future. If you cannot get the job done because people in the company obstruct your work, you cannot just redirect the blame. Parts of it will stick.

        – J. Fabian Meier
        yesterday






      • 10





        @ElitotConfused Even if you are on a fixed price contract, you still have teh same answer. Make your higher ups aware of the problem. It is between your company's managers and the client company. Your company may pull people to work on other projects/clients. You cannot make the other team do anything.

        – pboss3010
        yesterday














      113












      113








      113







      Please don't mislead yourself, you are nothing more than an external contractor to the company. You are NOT part of the company, so there is no legal or moral reason to grant you anything more than you already have. You don't belong to the company, you are not their human resources, you work as a provider-client relationship.



      You have been paid, right? There should not be any reason for you to go above the boundary, it's not your company. Please don't be emotional. If you're not given resources, simply ask. If not granted, it's not yours.




      Someone that pass through a similar situation has some advice on how to solve this problem?




      Simple. Send your invoice to your client for your time.






      share|improve this answer















      Please don't mislead yourself, you are nothing more than an external contractor to the company. You are NOT part of the company, so there is no legal or moral reason to grant you anything more than you already have. You don't belong to the company, you are not their human resources, you work as a provider-client relationship.



      You have been paid, right? There should not be any reason for you to go above the boundary, it's not your company. Please don't be emotional. If you're not given resources, simply ask. If not granted, it's not yours.




      Someone that pass through a similar situation has some advice on how to solve this problem?




      Simple. Send your invoice to your client for your time.







      share|improve this answer














      share|improve this answer



      share|improve this answer








      edited yesterday









      AndreiROM

      46k23108178




      46k23108178










      answered yesterday









      SmallChessSmallChess

      1,4805924




      1,4805924








      • 11





        You are right! However, the poor performance on the client's internal team is making their job harder, so I understand the reason behind the question being posted

        – asdf
        yesterday






      • 62





        @asdf so charge for the extra time as they make the job harder...

        – Solar Mike
        yesterday






      • 36





        "The client is well aware of the situation" - this is the key factor. If you've made them aware, all that's left to do is send the bill. If they weren't aware, then make them aware... and then send the bill.

        – UKMonkey
        yesterday






      • 7





        I don' think this answer is in the best interest of the contractor, at least not if you are interested in working with company in the future. If you cannot get the job done because people in the company obstruct your work, you cannot just redirect the blame. Parts of it will stick.

        – J. Fabian Meier
        yesterday






      • 10





        @ElitotConfused Even if you are on a fixed price contract, you still have teh same answer. Make your higher ups aware of the problem. It is between your company's managers and the client company. Your company may pull people to work on other projects/clients. You cannot make the other team do anything.

        – pboss3010
        yesterday














      • 11





        You are right! However, the poor performance on the client's internal team is making their job harder, so I understand the reason behind the question being posted

        – asdf
        yesterday






      • 62





        @asdf so charge for the extra time as they make the job harder...

        – Solar Mike
        yesterday






      • 36





        "The client is well aware of the situation" - this is the key factor. If you've made them aware, all that's left to do is send the bill. If they weren't aware, then make them aware... and then send the bill.

        – UKMonkey
        yesterday






      • 7





        I don' think this answer is in the best interest of the contractor, at least not if you are interested in working with company in the future. If you cannot get the job done because people in the company obstruct your work, you cannot just redirect the blame. Parts of it will stick.

        – J. Fabian Meier
        yesterday






      • 10





        @ElitotConfused Even if you are on a fixed price contract, you still have teh same answer. Make your higher ups aware of the problem. It is between your company's managers and the client company. Your company may pull people to work on other projects/clients. You cannot make the other team do anything.

        – pboss3010
        yesterday








      11




      11





      You are right! However, the poor performance on the client's internal team is making their job harder, so I understand the reason behind the question being posted

      – asdf
      yesterday





      You are right! However, the poor performance on the client's internal team is making their job harder, so I understand the reason behind the question being posted

      – asdf
      yesterday




      62




      62





      @asdf so charge for the extra time as they make the job harder...

      – Solar Mike
      yesterday





      @asdf so charge for the extra time as they make the job harder...

      – Solar Mike
      yesterday




      36




      36





      "The client is well aware of the situation" - this is the key factor. If you've made them aware, all that's left to do is send the bill. If they weren't aware, then make them aware... and then send the bill.

      – UKMonkey
      yesterday





      "The client is well aware of the situation" - this is the key factor. If you've made them aware, all that's left to do is send the bill. If they weren't aware, then make them aware... and then send the bill.

      – UKMonkey
      yesterday




      7




      7





      I don' think this answer is in the best interest of the contractor, at least not if you are interested in working with company in the future. If you cannot get the job done because people in the company obstruct your work, you cannot just redirect the blame. Parts of it will stick.

      – J. Fabian Meier
      yesterday





      I don' think this answer is in the best interest of the contractor, at least not if you are interested in working with company in the future. If you cannot get the job done because people in the company obstruct your work, you cannot just redirect the blame. Parts of it will stick.

      – J. Fabian Meier
      yesterday




      10




      10





      @ElitotConfused Even if you are on a fixed price contract, you still have teh same answer. Make your higher ups aware of the problem. It is between your company's managers and the client company. Your company may pull people to work on other projects/clients. You cannot make the other team do anything.

      – pboss3010
      yesterday





      @ElitotConfused Even if you are on a fixed price contract, you still have teh same answer. Make your higher ups aware of the problem. It is between your company's managers and the client company. Your company may pull people to work on other projects/clients. You cannot make the other team do anything.

      – pboss3010
      yesterday













      39














      This is normal. The client doesn't have a good development team, so they contract some of the work to you. Their development team realise that you are a threat to their jobs so they have no incentive to help you.



      Their manager should have been aware that this was going to happen, and there are various things he can do to solve it, but that's not your problem.



      Your problem is how to ensure that these delays don't make you look bad to the person paying the bill. Make sure he's aware that there are problems and ask how you can help him.



      Maybe he'd like to know about email queries that are unanswered after a week, or maybe he'd like to be CC'd at the start. Maybe he'd like you to fix the other team's bugs and just bill him, but maybe he wants to approve each one.






      share|improve this answer



















      • 6





        Presumably there are formal contacts for the outsource company and the client company. Problems should be escalated to that level. The IT company should give regular feedback from that level. We completely X, and Y. Z will be completed in 3 weeks. "Elitot Confused" has been waiting two weeks for aaa so we do not have an estimated completion date for AAA. "Elitot Confused" has been waiting five weeks fo bbb and so we have stopped work on BBB. and so on. // Short version - Document everything!!!

        – MaxW
        yesterday


















      39














      This is normal. The client doesn't have a good development team, so they contract some of the work to you. Their development team realise that you are a threat to their jobs so they have no incentive to help you.



      Their manager should have been aware that this was going to happen, and there are various things he can do to solve it, but that's not your problem.



      Your problem is how to ensure that these delays don't make you look bad to the person paying the bill. Make sure he's aware that there are problems and ask how you can help him.



      Maybe he'd like to know about email queries that are unanswered after a week, or maybe he'd like to be CC'd at the start. Maybe he'd like you to fix the other team's bugs and just bill him, but maybe he wants to approve each one.






      share|improve this answer



















      • 6





        Presumably there are formal contacts for the outsource company and the client company. Problems should be escalated to that level. The IT company should give regular feedback from that level. We completely X, and Y. Z will be completed in 3 weeks. "Elitot Confused" has been waiting two weeks for aaa so we do not have an estimated completion date for AAA. "Elitot Confused" has been waiting five weeks fo bbb and so we have stopped work on BBB. and so on. // Short version - Document everything!!!

        – MaxW
        yesterday
















      39












      39








      39







      This is normal. The client doesn't have a good development team, so they contract some of the work to you. Their development team realise that you are a threat to their jobs so they have no incentive to help you.



      Their manager should have been aware that this was going to happen, and there are various things he can do to solve it, but that's not your problem.



      Your problem is how to ensure that these delays don't make you look bad to the person paying the bill. Make sure he's aware that there are problems and ask how you can help him.



      Maybe he'd like to know about email queries that are unanswered after a week, or maybe he'd like to be CC'd at the start. Maybe he'd like you to fix the other team's bugs and just bill him, but maybe he wants to approve each one.






      share|improve this answer













      This is normal. The client doesn't have a good development team, so they contract some of the work to you. Their development team realise that you are a threat to their jobs so they have no incentive to help you.



      Their manager should have been aware that this was going to happen, and there are various things he can do to solve it, but that's not your problem.



      Your problem is how to ensure that these delays don't make you look bad to the person paying the bill. Make sure he's aware that there are problems and ask how you can help him.



      Maybe he'd like to know about email queries that are unanswered after a week, or maybe he'd like to be CC'd at the start. Maybe he'd like you to fix the other team's bugs and just bill him, but maybe he wants to approve each one.







      share|improve this answer












      share|improve this answer



      share|improve this answer










      answered yesterday









      Robin BennettRobin Bennett

      42115




      42115








      • 6





        Presumably there are formal contacts for the outsource company and the client company. Problems should be escalated to that level. The IT company should give regular feedback from that level. We completely X, and Y. Z will be completed in 3 weeks. "Elitot Confused" has been waiting two weeks for aaa so we do not have an estimated completion date for AAA. "Elitot Confused" has been waiting five weeks fo bbb and so we have stopped work on BBB. and so on. // Short version - Document everything!!!

        – MaxW
        yesterday
















      • 6





        Presumably there are formal contacts for the outsource company and the client company. Problems should be escalated to that level. The IT company should give regular feedback from that level. We completely X, and Y. Z will be completed in 3 weeks. "Elitot Confused" has been waiting two weeks for aaa so we do not have an estimated completion date for AAA. "Elitot Confused" has been waiting five weeks fo bbb and so we have stopped work on BBB. and so on. // Short version - Document everything!!!

        – MaxW
        yesterday










      6




      6





      Presumably there are formal contacts for the outsource company and the client company. Problems should be escalated to that level. The IT company should give regular feedback from that level. We completely X, and Y. Z will be completed in 3 weeks. "Elitot Confused" has been waiting two weeks for aaa so we do not have an estimated completion date for AAA. "Elitot Confused" has been waiting five weeks fo bbb and so we have stopped work on BBB. and so on. // Short version - Document everything!!!

      – MaxW
      yesterday







      Presumably there are formal contacts for the outsource company and the client company. Problems should be escalated to that level. The IT company should give regular feedback from that level. We completely X, and Y. Z will be completed in 3 weeks. "Elitot Confused" has been waiting two weeks for aaa so we do not have an estimated completion date for AAA. "Elitot Confused" has been waiting five weeks fo bbb and so we have stopped work on BBB. and so on. // Short version - Document everything!!!

      – MaxW
      yesterday













      22














      Email the requests to the client team, and follow up with an email after the amount of time it would have taken you to comply with that request. CC this (nicely worded) reminder to the boss of the client company. They will either ignore it or help you out. If they ignore it, you have the paper trail to prove you are not the ones slowing the project, if they help you, all the better. After some iterations the boss of the client company will think of a way to reduce his spam-load, and give you a quick pass through (Some person just passing along the messages, as your own personal VPN).



      In parallel, try to establish a personal relationship with one or more members of the other team. The petty communication outages that they produce are a sign that they harbor personal resentment. This can often be remedied by face-to-face meet ups. I stress personal relationships. Not the 'let's implement X'-kind of conversation, but the 'public transport sure sucks, huh?'-common ground kind of conversation. Let them see the humans in your bunch of know-it-alls , and try yourself to see the humans in their bunch of nitwits.






      share|improve this answer


























      • Knowing the client, they will ignore the spam. We had a lot of chats and meeting with person of that team. Usually they stay on their ideas and we stay on ours. usually again ours proves to be correct and the client knows it (because we use solid proof to demonstrate our ideas)

        – Elitot Confused
        yesterday






      • 2





        @ElitotConfused If they ignore the spam, you will have a BS job, but a paid BS job - find the mental place to deal with that, or quit; --- about the meetups: I stress personal relationships. Not the 'let's implement X'-kind of conversation, but the 'public transport sure sucks, huh?' kind of conversation. Let them see the humans in your bunch of know-it-alls , and try yourself to see the humans in their bunch of nitwits.

        – bukwyrm
        yesterday
















      22














      Email the requests to the client team, and follow up with an email after the amount of time it would have taken you to comply with that request. CC this (nicely worded) reminder to the boss of the client company. They will either ignore it or help you out. If they ignore it, you have the paper trail to prove you are not the ones slowing the project, if they help you, all the better. After some iterations the boss of the client company will think of a way to reduce his spam-load, and give you a quick pass through (Some person just passing along the messages, as your own personal VPN).



      In parallel, try to establish a personal relationship with one or more members of the other team. The petty communication outages that they produce are a sign that they harbor personal resentment. This can often be remedied by face-to-face meet ups. I stress personal relationships. Not the 'let's implement X'-kind of conversation, but the 'public transport sure sucks, huh?'-common ground kind of conversation. Let them see the humans in your bunch of know-it-alls , and try yourself to see the humans in their bunch of nitwits.






      share|improve this answer


























      • Knowing the client, they will ignore the spam. We had a lot of chats and meeting with person of that team. Usually they stay on their ideas and we stay on ours. usually again ours proves to be correct and the client knows it (because we use solid proof to demonstrate our ideas)

        – Elitot Confused
        yesterday






      • 2





        @ElitotConfused If they ignore the spam, you will have a BS job, but a paid BS job - find the mental place to deal with that, or quit; --- about the meetups: I stress personal relationships. Not the 'let's implement X'-kind of conversation, but the 'public transport sure sucks, huh?' kind of conversation. Let them see the humans in your bunch of know-it-alls , and try yourself to see the humans in their bunch of nitwits.

        – bukwyrm
        yesterday














      22












      22








      22







      Email the requests to the client team, and follow up with an email after the amount of time it would have taken you to comply with that request. CC this (nicely worded) reminder to the boss of the client company. They will either ignore it or help you out. If they ignore it, you have the paper trail to prove you are not the ones slowing the project, if they help you, all the better. After some iterations the boss of the client company will think of a way to reduce his spam-load, and give you a quick pass through (Some person just passing along the messages, as your own personal VPN).



      In parallel, try to establish a personal relationship with one or more members of the other team. The petty communication outages that they produce are a sign that they harbor personal resentment. This can often be remedied by face-to-face meet ups. I stress personal relationships. Not the 'let's implement X'-kind of conversation, but the 'public transport sure sucks, huh?'-common ground kind of conversation. Let them see the humans in your bunch of know-it-alls , and try yourself to see the humans in their bunch of nitwits.






      share|improve this answer















      Email the requests to the client team, and follow up with an email after the amount of time it would have taken you to comply with that request. CC this (nicely worded) reminder to the boss of the client company. They will either ignore it or help you out. If they ignore it, you have the paper trail to prove you are not the ones slowing the project, if they help you, all the better. After some iterations the boss of the client company will think of a way to reduce his spam-load, and give you a quick pass through (Some person just passing along the messages, as your own personal VPN).



      In parallel, try to establish a personal relationship with one or more members of the other team. The petty communication outages that they produce are a sign that they harbor personal resentment. This can often be remedied by face-to-face meet ups. I stress personal relationships. Not the 'let's implement X'-kind of conversation, but the 'public transport sure sucks, huh?'-common ground kind of conversation. Let them see the humans in your bunch of know-it-alls , and try yourself to see the humans in their bunch of nitwits.







      share|improve this answer














      share|improve this answer



      share|improve this answer








      edited yesterday

























      answered yesterday









      bukwyrmbukwyrm

      66838




      66838













      • Knowing the client, they will ignore the spam. We had a lot of chats and meeting with person of that team. Usually they stay on their ideas and we stay on ours. usually again ours proves to be correct and the client knows it (because we use solid proof to demonstrate our ideas)

        – Elitot Confused
        yesterday






      • 2





        @ElitotConfused If they ignore the spam, you will have a BS job, but a paid BS job - find the mental place to deal with that, or quit; --- about the meetups: I stress personal relationships. Not the 'let's implement X'-kind of conversation, but the 'public transport sure sucks, huh?' kind of conversation. Let them see the humans in your bunch of know-it-alls , and try yourself to see the humans in their bunch of nitwits.

        – bukwyrm
        yesterday



















      • Knowing the client, they will ignore the spam. We had a lot of chats and meeting with person of that team. Usually they stay on their ideas and we stay on ours. usually again ours proves to be correct and the client knows it (because we use solid proof to demonstrate our ideas)

        – Elitot Confused
        yesterday






      • 2





        @ElitotConfused If they ignore the spam, you will have a BS job, but a paid BS job - find the mental place to deal with that, or quit; --- about the meetups: I stress personal relationships. Not the 'let's implement X'-kind of conversation, but the 'public transport sure sucks, huh?' kind of conversation. Let them see the humans in your bunch of know-it-alls , and try yourself to see the humans in their bunch of nitwits.

        – bukwyrm
        yesterday

















      Knowing the client, they will ignore the spam. We had a lot of chats and meeting with person of that team. Usually they stay on their ideas and we stay on ours. usually again ours proves to be correct and the client knows it (because we use solid proof to demonstrate our ideas)

      – Elitot Confused
      yesterday





      Knowing the client, they will ignore the spam. We had a lot of chats and meeting with person of that team. Usually they stay on their ideas and we stay on ours. usually again ours proves to be correct and the client knows it (because we use solid proof to demonstrate our ideas)

      – Elitot Confused
      yesterday




      2




      2





      @ElitotConfused If they ignore the spam, you will have a BS job, but a paid BS job - find the mental place to deal with that, or quit; --- about the meetups: I stress personal relationships. Not the 'let's implement X'-kind of conversation, but the 'public transport sure sucks, huh?' kind of conversation. Let them see the humans in your bunch of know-it-alls , and try yourself to see the humans in their bunch of nitwits.

      – bukwyrm
      yesterday





      @ElitotConfused If they ignore the spam, you will have a BS job, but a paid BS job - find the mental place to deal with that, or quit; --- about the meetups: I stress personal relationships. Not the 'let's implement X'-kind of conversation, but the 'public transport sure sucks, huh?' kind of conversation. Let them see the humans in your bunch of know-it-alls , and try yourself to see the humans in their bunch of nitwits.

      – bukwyrm
      yesterday











      11















      Client is well aware of the situation but he seems he wants to do
      nothing to solve.




      So, you've brought this to the attention of the "powers that be" and they're not interested in fixing the problem. I assume that they pay you for all of this "extra" work that you perform? If so, then either continue performing the work and continue getting paid for it or fire the client. There are no other options.






      share|improve this answer



















      • 1





        this is not helpful if for example boss of own company and boss of client insist on this relationship...

        – Allerleirauh
        yesterday






      • 2





        @Allerleirauh "there are no other options" may not be helpful but it is the right answer

        – Pierre Arlaud
        yesterday






      • 1





        We work on a body rental type of contract. There is no extra pay. the price is fixed at the beginning of the contract.

        – Elitot Confused
        yesterday






      • 3





        @ElitotConfused I understand you saying that the cost per hour is fixed, but is the number of hours fixed or the product delivered (or both)? If it is both, you should find a new job. Otherwise, the cost has been increased--either they are paying for more hours (overtime) or they are paying for more hours (because it will take longer to get their product delivered).

        – user3067860
        yesterday
















      11















      Client is well aware of the situation but he seems he wants to do
      nothing to solve.




      So, you've brought this to the attention of the "powers that be" and they're not interested in fixing the problem. I assume that they pay you for all of this "extra" work that you perform? If so, then either continue performing the work and continue getting paid for it or fire the client. There are no other options.






      share|improve this answer



















      • 1





        this is not helpful if for example boss of own company and boss of client insist on this relationship...

        – Allerleirauh
        yesterday






      • 2





        @Allerleirauh "there are no other options" may not be helpful but it is the right answer

        – Pierre Arlaud
        yesterday






      • 1





        We work on a body rental type of contract. There is no extra pay. the price is fixed at the beginning of the contract.

        – Elitot Confused
        yesterday






      • 3





        @ElitotConfused I understand you saying that the cost per hour is fixed, but is the number of hours fixed or the product delivered (or both)? If it is both, you should find a new job. Otherwise, the cost has been increased--either they are paying for more hours (overtime) or they are paying for more hours (because it will take longer to get their product delivered).

        – user3067860
        yesterday














      11












      11








      11








      Client is well aware of the situation but he seems he wants to do
      nothing to solve.




      So, you've brought this to the attention of the "powers that be" and they're not interested in fixing the problem. I assume that they pay you for all of this "extra" work that you perform? If so, then either continue performing the work and continue getting paid for it or fire the client. There are no other options.






      share|improve this answer














      Client is well aware of the situation but he seems he wants to do
      nothing to solve.




      So, you've brought this to the attention of the "powers that be" and they're not interested in fixing the problem. I assume that they pay you for all of this "extra" work that you perform? If so, then either continue performing the work and continue getting paid for it or fire the client. There are no other options.







      share|improve this answer












      share|improve this answer



      share|improve this answer










      answered yesterday









      joeqwertyjoeqwerty

      2,384517




      2,384517








      • 1





        this is not helpful if for example boss of own company and boss of client insist on this relationship...

        – Allerleirauh
        yesterday






      • 2





        @Allerleirauh "there are no other options" may not be helpful but it is the right answer

        – Pierre Arlaud
        yesterday






      • 1





        We work on a body rental type of contract. There is no extra pay. the price is fixed at the beginning of the contract.

        – Elitot Confused
        yesterday






      • 3





        @ElitotConfused I understand you saying that the cost per hour is fixed, but is the number of hours fixed or the product delivered (or both)? If it is both, you should find a new job. Otherwise, the cost has been increased--either they are paying for more hours (overtime) or they are paying for more hours (because it will take longer to get their product delivered).

        – user3067860
        yesterday














      • 1





        this is not helpful if for example boss of own company and boss of client insist on this relationship...

        – Allerleirauh
        yesterday






      • 2





        @Allerleirauh "there are no other options" may not be helpful but it is the right answer

        – Pierre Arlaud
        yesterday






      • 1





        We work on a body rental type of contract. There is no extra pay. the price is fixed at the beginning of the contract.

        – Elitot Confused
        yesterday






      • 3





        @ElitotConfused I understand you saying that the cost per hour is fixed, but is the number of hours fixed or the product delivered (or both)? If it is both, you should find a new job. Otherwise, the cost has been increased--either they are paying for more hours (overtime) or they are paying for more hours (because it will take longer to get their product delivered).

        – user3067860
        yesterday








      1




      1





      this is not helpful if for example boss of own company and boss of client insist on this relationship...

      – Allerleirauh
      yesterday





      this is not helpful if for example boss of own company and boss of client insist on this relationship...

      – Allerleirauh
      yesterday




      2




      2





      @Allerleirauh "there are no other options" may not be helpful but it is the right answer

      – Pierre Arlaud
      yesterday





      @Allerleirauh "there are no other options" may not be helpful but it is the right answer

      – Pierre Arlaud
      yesterday




      1




      1





      We work on a body rental type of contract. There is no extra pay. the price is fixed at the beginning of the contract.

      – Elitot Confused
      yesterday





      We work on a body rental type of contract. There is no extra pay. the price is fixed at the beginning of the contract.

      – Elitot Confused
      yesterday




      3




      3





      @ElitotConfused I understand you saying that the cost per hour is fixed, but is the number of hours fixed or the product delivered (or both)? If it is both, you should find a new job. Otherwise, the cost has been increased--either they are paying for more hours (overtime) or they are paying for more hours (because it will take longer to get their product delivered).

      – user3067860
      yesterday





      @ElitotConfused I understand you saying that the cost per hour is fixed, but is the number of hours fixed or the product delivered (or both)? If it is both, you should find a new job. Otherwise, the cost has been increased--either they are paying for more hours (overtime) or they are paying for more hours (because it will take longer to get their product delivered).

      – user3067860
      yesterday











      6














      Ask for a regular status meeting with the client (hopefully you have that already but I get the sense that you don't). (NOTE: By regular I mean at least weekly, if not 2-3 times a week. If you can swing it, a stand up every day would be ideal.) During this status meeting, talk about the roadblocks you currently have... list them one by one, what you need, what you are waiting for and from whom, and what the dangers are if the request isn't filled in a timely manner... the project quality will suffer, you will ship late, etc.




      We sent an email last week that we need X from the suppliers and that we would need it within a week in order to not put the project deadline in danger. We are rapidly approaching a week since our request. Do you have any updates on when we might get X? If we don't get it by this Friday, we will have to push back the delivery date by a week.



      We sent an email last week to Jim asking for clarification on the Widget code. We can't proceed until we get that clarification. When can we set up that meeting?




      and so on. Don't be accusatory or emotional, be factual, be clear about what problems this issue is causing or will cause to the project. When you don't get X for 3 weeks and you needed it the next day, no one should be surprised when you state that the delivery date will slip by 3 weeks.



      Once things start looking like you won't ship on the initially agreed upon time, start communicating regularly with the client management. Inform them that the X, Y, and Z delays that you have notified them of are of their teams' doing and will put you past the scheduled timeframe. Any additional work past X date will incur additional at the rate of $Z. (Maybe it's too late to do some of this but you can at least start dropping hints of contract renegotiation due to delays beyond your control and of the client company's making).






      share|improve this answer



















      • 2





        Yup. Status meeting should have the Joe Friday approach. "Just the facts sir..." It is not a place to brainstorm solutions. So the client contact takes a todo to have Joe at client's site respond or to find out when Joe will respond.

        – MaxW
        yesterday
















      6














      Ask for a regular status meeting with the client (hopefully you have that already but I get the sense that you don't). (NOTE: By regular I mean at least weekly, if not 2-3 times a week. If you can swing it, a stand up every day would be ideal.) During this status meeting, talk about the roadblocks you currently have... list them one by one, what you need, what you are waiting for and from whom, and what the dangers are if the request isn't filled in a timely manner... the project quality will suffer, you will ship late, etc.




      We sent an email last week that we need X from the suppliers and that we would need it within a week in order to not put the project deadline in danger. We are rapidly approaching a week since our request. Do you have any updates on when we might get X? If we don't get it by this Friday, we will have to push back the delivery date by a week.



      We sent an email last week to Jim asking for clarification on the Widget code. We can't proceed until we get that clarification. When can we set up that meeting?




      and so on. Don't be accusatory or emotional, be factual, be clear about what problems this issue is causing or will cause to the project. When you don't get X for 3 weeks and you needed it the next day, no one should be surprised when you state that the delivery date will slip by 3 weeks.



      Once things start looking like you won't ship on the initially agreed upon time, start communicating regularly with the client management. Inform them that the X, Y, and Z delays that you have notified them of are of their teams' doing and will put you past the scheduled timeframe. Any additional work past X date will incur additional at the rate of $Z. (Maybe it's too late to do some of this but you can at least start dropping hints of contract renegotiation due to delays beyond your control and of the client company's making).






      share|improve this answer



















      • 2





        Yup. Status meeting should have the Joe Friday approach. "Just the facts sir..." It is not a place to brainstorm solutions. So the client contact takes a todo to have Joe at client's site respond or to find out when Joe will respond.

        – MaxW
        yesterday














      6












      6








      6







      Ask for a regular status meeting with the client (hopefully you have that already but I get the sense that you don't). (NOTE: By regular I mean at least weekly, if not 2-3 times a week. If you can swing it, a stand up every day would be ideal.) During this status meeting, talk about the roadblocks you currently have... list them one by one, what you need, what you are waiting for and from whom, and what the dangers are if the request isn't filled in a timely manner... the project quality will suffer, you will ship late, etc.




      We sent an email last week that we need X from the suppliers and that we would need it within a week in order to not put the project deadline in danger. We are rapidly approaching a week since our request. Do you have any updates on when we might get X? If we don't get it by this Friday, we will have to push back the delivery date by a week.



      We sent an email last week to Jim asking for clarification on the Widget code. We can't proceed until we get that clarification. When can we set up that meeting?




      and so on. Don't be accusatory or emotional, be factual, be clear about what problems this issue is causing or will cause to the project. When you don't get X for 3 weeks and you needed it the next day, no one should be surprised when you state that the delivery date will slip by 3 weeks.



      Once things start looking like you won't ship on the initially agreed upon time, start communicating regularly with the client management. Inform them that the X, Y, and Z delays that you have notified them of are of their teams' doing and will put you past the scheduled timeframe. Any additional work past X date will incur additional at the rate of $Z. (Maybe it's too late to do some of this but you can at least start dropping hints of contract renegotiation due to delays beyond your control and of the client company's making).






      share|improve this answer













      Ask for a regular status meeting with the client (hopefully you have that already but I get the sense that you don't). (NOTE: By regular I mean at least weekly, if not 2-3 times a week. If you can swing it, a stand up every day would be ideal.) During this status meeting, talk about the roadblocks you currently have... list them one by one, what you need, what you are waiting for and from whom, and what the dangers are if the request isn't filled in a timely manner... the project quality will suffer, you will ship late, etc.




      We sent an email last week that we need X from the suppliers and that we would need it within a week in order to not put the project deadline in danger. We are rapidly approaching a week since our request. Do you have any updates on when we might get X? If we don't get it by this Friday, we will have to push back the delivery date by a week.



      We sent an email last week to Jim asking for clarification on the Widget code. We can't proceed until we get that clarification. When can we set up that meeting?




      and so on. Don't be accusatory or emotional, be factual, be clear about what problems this issue is causing or will cause to the project. When you don't get X for 3 weeks and you needed it the next day, no one should be surprised when you state that the delivery date will slip by 3 weeks.



      Once things start looking like you won't ship on the initially agreed upon time, start communicating regularly with the client management. Inform them that the X, Y, and Z delays that you have notified them of are of their teams' doing and will put you past the scheduled timeframe. Any additional work past X date will incur additional at the rate of $Z. (Maybe it's too late to do some of this but you can at least start dropping hints of contract renegotiation due to delays beyond your control and of the client company's making).







      share|improve this answer












      share|improve this answer



      share|improve this answer










      answered yesterday









      JeffCJeffC

      1,6671513




      1,6671513








      • 2





        Yup. Status meeting should have the Joe Friday approach. "Just the facts sir..." It is not a place to brainstorm solutions. So the client contact takes a todo to have Joe at client's site respond or to find out when Joe will respond.

        – MaxW
        yesterday














      • 2





        Yup. Status meeting should have the Joe Friday approach. "Just the facts sir..." It is not a place to brainstorm solutions. So the client contact takes a todo to have Joe at client's site respond or to find out when Joe will respond.

        – MaxW
        yesterday








      2




      2





      Yup. Status meeting should have the Joe Friday approach. "Just the facts sir..." It is not a place to brainstorm solutions. So the client contact takes a todo to have Joe at client's site respond or to find out when Joe will respond.

      – MaxW
      yesterday





      Yup. Status meeting should have the Joe Friday approach. "Just the facts sir..." It is not a place to brainstorm solutions. So the client contact takes a todo to have Joe at client's site respond or to find out when Joe will respond.

      – MaxW
      yesterday











      3














      Here is what I read:




      • We are great

      • Client not so much

      • They don't like us


      Pro-tip, sometimes it better to be liked than right. Who do you want to be friends with more, the boss man, or the workers? Boss man pays the bills so always be his friend. But sometimes it helps to be friends with the workers also.



      So instead of "Us" versus "Them", try to make it "We".



      Rule #1: BE NICE



      I'm sure you are always very professional, but from what you said in your post, I'm doubting you are always nice.



      Sometimes a friendly visit to the client, box of donuts/candy/meat-veg tray/ice cream/movie tickets/etc... can go along way. Basically say, "we want to get along, we want to help you, we are on your side."



      This isn't so much a reward, since it doesn't sound like you are in a position to reward or punish. Its more about trying to change the perception of the other team about you from "they are our enemies" to "they are our friends".



      Rule #2: Be in control



      If I was manager in this situation, I would say, "how can we manage the code better".



      If possible, I'd maintain a separate Git repo, where you can add their contributions as separate pull requests. If they are stuck on SVN, so be it. You can give them your contributions as big single commits. Even if you have to move the code manually, its better than the client team screwing up the repo your team depends on.



      Don't let their bad commits and bad SVN practices control your productivity.



      Also, like the other posts said, document communications in case you need to CYA.



      Good luck!






      share|improve this answer










      New contributor




      Turtle1363 is a new contributor to this site. Take care in asking for clarification, commenting, and answering.
      Check out our Code of Conduct.
















      • 1





        Seriously? You're suggesting to reward obstructionist and unprofessional behaviour by buying another company's employees .. ice cream and movie tickets?

        – Lightness Races in Orbit
        13 hours ago













      • And SVN is not the problem here.

        – Lightness Races in Orbit
        13 hours ago











      • @LightnessRacesinOrbit sometimes the carrot works better than the stick. It’s not about “rewarding” so much as strategies for controlling the situation to obtain the desired outcome.

        – Turtle1363
        13 hours ago








      • 1





        If I were wilfully ignoring a team for weeks on end, then they turned up to give me movie tickets, I'd find that really awkward and weird.

        – Lightness Races in Orbit
        13 hours ago






      • 1





        @LightnessRacesinOrbit, maybe? Relationships can be awkward and weird. That's when you pull the team lead aside and say something to the effect of, "I feel like our communication hasn't been the best lately. I want you to know that we are here for you, and we all have the same goal of wanting the company to succeed. I just wanted to give you this small token, I hope you enjoy it. If you need anything please let us know. We are looking forward to the new challenges and opportunities in the next few weeks, I hope I can count on you for your support."

        – Turtle1363
        13 hours ago
















      3














      Here is what I read:




      • We are great

      • Client not so much

      • They don't like us


      Pro-tip, sometimes it better to be liked than right. Who do you want to be friends with more, the boss man, or the workers? Boss man pays the bills so always be his friend. But sometimes it helps to be friends with the workers also.



      So instead of "Us" versus "Them", try to make it "We".



      Rule #1: BE NICE



      I'm sure you are always very professional, but from what you said in your post, I'm doubting you are always nice.



      Sometimes a friendly visit to the client, box of donuts/candy/meat-veg tray/ice cream/movie tickets/etc... can go along way. Basically say, "we want to get along, we want to help you, we are on your side."



      This isn't so much a reward, since it doesn't sound like you are in a position to reward or punish. Its more about trying to change the perception of the other team about you from "they are our enemies" to "they are our friends".



      Rule #2: Be in control



      If I was manager in this situation, I would say, "how can we manage the code better".



      If possible, I'd maintain a separate Git repo, where you can add their contributions as separate pull requests. If they are stuck on SVN, so be it. You can give them your contributions as big single commits. Even if you have to move the code manually, its better than the client team screwing up the repo your team depends on.



      Don't let their bad commits and bad SVN practices control your productivity.



      Also, like the other posts said, document communications in case you need to CYA.



      Good luck!






      share|improve this answer










      New contributor




      Turtle1363 is a new contributor to this site. Take care in asking for clarification, commenting, and answering.
      Check out our Code of Conduct.
















      • 1





        Seriously? You're suggesting to reward obstructionist and unprofessional behaviour by buying another company's employees .. ice cream and movie tickets?

        – Lightness Races in Orbit
        13 hours ago













      • And SVN is not the problem here.

        – Lightness Races in Orbit
        13 hours ago











      • @LightnessRacesinOrbit sometimes the carrot works better than the stick. It’s not about “rewarding” so much as strategies for controlling the situation to obtain the desired outcome.

        – Turtle1363
        13 hours ago








      • 1





        If I were wilfully ignoring a team for weeks on end, then they turned up to give me movie tickets, I'd find that really awkward and weird.

        – Lightness Races in Orbit
        13 hours ago






      • 1





        @LightnessRacesinOrbit, maybe? Relationships can be awkward and weird. That's when you pull the team lead aside and say something to the effect of, "I feel like our communication hasn't been the best lately. I want you to know that we are here for you, and we all have the same goal of wanting the company to succeed. I just wanted to give you this small token, I hope you enjoy it. If you need anything please let us know. We are looking forward to the new challenges and opportunities in the next few weeks, I hope I can count on you for your support."

        – Turtle1363
        13 hours ago














      3












      3








      3







      Here is what I read:




      • We are great

      • Client not so much

      • They don't like us


      Pro-tip, sometimes it better to be liked than right. Who do you want to be friends with more, the boss man, or the workers? Boss man pays the bills so always be his friend. But sometimes it helps to be friends with the workers also.



      So instead of "Us" versus "Them", try to make it "We".



      Rule #1: BE NICE



      I'm sure you are always very professional, but from what you said in your post, I'm doubting you are always nice.



      Sometimes a friendly visit to the client, box of donuts/candy/meat-veg tray/ice cream/movie tickets/etc... can go along way. Basically say, "we want to get along, we want to help you, we are on your side."



      This isn't so much a reward, since it doesn't sound like you are in a position to reward or punish. Its more about trying to change the perception of the other team about you from "they are our enemies" to "they are our friends".



      Rule #2: Be in control



      If I was manager in this situation, I would say, "how can we manage the code better".



      If possible, I'd maintain a separate Git repo, where you can add their contributions as separate pull requests. If they are stuck on SVN, so be it. You can give them your contributions as big single commits. Even if you have to move the code manually, its better than the client team screwing up the repo your team depends on.



      Don't let their bad commits and bad SVN practices control your productivity.



      Also, like the other posts said, document communications in case you need to CYA.



      Good luck!






      share|improve this answer










      New contributor




      Turtle1363 is a new contributor to this site. Take care in asking for clarification, commenting, and answering.
      Check out our Code of Conduct.










      Here is what I read:




      • We are great

      • Client not so much

      • They don't like us


      Pro-tip, sometimes it better to be liked than right. Who do you want to be friends with more, the boss man, or the workers? Boss man pays the bills so always be his friend. But sometimes it helps to be friends with the workers also.



      So instead of "Us" versus "Them", try to make it "We".



      Rule #1: BE NICE



      I'm sure you are always very professional, but from what you said in your post, I'm doubting you are always nice.



      Sometimes a friendly visit to the client, box of donuts/candy/meat-veg tray/ice cream/movie tickets/etc... can go along way. Basically say, "we want to get along, we want to help you, we are on your side."



      This isn't so much a reward, since it doesn't sound like you are in a position to reward or punish. Its more about trying to change the perception of the other team about you from "they are our enemies" to "they are our friends".



      Rule #2: Be in control



      If I was manager in this situation, I would say, "how can we manage the code better".



      If possible, I'd maintain a separate Git repo, where you can add their contributions as separate pull requests. If they are stuck on SVN, so be it. You can give them your contributions as big single commits. Even if you have to move the code manually, its better than the client team screwing up the repo your team depends on.



      Don't let their bad commits and bad SVN practices control your productivity.



      Also, like the other posts said, document communications in case you need to CYA.



      Good luck!







      share|improve this answer










      New contributor




      Turtle1363 is a new contributor to this site. Take care in asking for clarification, commenting, and answering.
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      share|improve this answer



      share|improve this answer








      edited 13 hours ago





















      New contributor




      Turtle1363 is a new contributor to this site. Take care in asking for clarification, commenting, and answering.
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      answered yesterday









      Turtle1363Turtle1363

      1394




      1394




      New contributor




      Turtle1363 is a new contributor to this site. Take care in asking for clarification, commenting, and answering.
      Check out our Code of Conduct.





      New contributor





      Turtle1363 is a new contributor to this site. Take care in asking for clarification, commenting, and answering.
      Check out our Code of Conduct.






      Turtle1363 is a new contributor to this site. Take care in asking for clarification, commenting, and answering.
      Check out our Code of Conduct.








      • 1





        Seriously? You're suggesting to reward obstructionist and unprofessional behaviour by buying another company's employees .. ice cream and movie tickets?

        – Lightness Races in Orbit
        13 hours ago













      • And SVN is not the problem here.

        – Lightness Races in Orbit
        13 hours ago











      • @LightnessRacesinOrbit sometimes the carrot works better than the stick. It’s not about “rewarding” so much as strategies for controlling the situation to obtain the desired outcome.

        – Turtle1363
        13 hours ago








      • 1





        If I were wilfully ignoring a team for weeks on end, then they turned up to give me movie tickets, I'd find that really awkward and weird.

        – Lightness Races in Orbit
        13 hours ago






      • 1





        @LightnessRacesinOrbit, maybe? Relationships can be awkward and weird. That's when you pull the team lead aside and say something to the effect of, "I feel like our communication hasn't been the best lately. I want you to know that we are here for you, and we all have the same goal of wanting the company to succeed. I just wanted to give you this small token, I hope you enjoy it. If you need anything please let us know. We are looking forward to the new challenges and opportunities in the next few weeks, I hope I can count on you for your support."

        – Turtle1363
        13 hours ago














      • 1





        Seriously? You're suggesting to reward obstructionist and unprofessional behaviour by buying another company's employees .. ice cream and movie tickets?

        – Lightness Races in Orbit
        13 hours ago













      • And SVN is not the problem here.

        – Lightness Races in Orbit
        13 hours ago











      • @LightnessRacesinOrbit sometimes the carrot works better than the stick. It’s not about “rewarding” so much as strategies for controlling the situation to obtain the desired outcome.

        – Turtle1363
        13 hours ago








      • 1





        If I were wilfully ignoring a team for weeks on end, then they turned up to give me movie tickets, I'd find that really awkward and weird.

        – Lightness Races in Orbit
        13 hours ago






      • 1





        @LightnessRacesinOrbit, maybe? Relationships can be awkward and weird. That's when you pull the team lead aside and say something to the effect of, "I feel like our communication hasn't been the best lately. I want you to know that we are here for you, and we all have the same goal of wanting the company to succeed. I just wanted to give you this small token, I hope you enjoy it. If you need anything please let us know. We are looking forward to the new challenges and opportunities in the next few weeks, I hope I can count on you for your support."

        – Turtle1363
        13 hours ago








      1




      1





      Seriously? You're suggesting to reward obstructionist and unprofessional behaviour by buying another company's employees .. ice cream and movie tickets?

      – Lightness Races in Orbit
      13 hours ago







      Seriously? You're suggesting to reward obstructionist and unprofessional behaviour by buying another company's employees .. ice cream and movie tickets?

      – Lightness Races in Orbit
      13 hours ago















      And SVN is not the problem here.

      – Lightness Races in Orbit
      13 hours ago





      And SVN is not the problem here.

      – Lightness Races in Orbit
      13 hours ago













      @LightnessRacesinOrbit sometimes the carrot works better than the stick. It’s not about “rewarding” so much as strategies for controlling the situation to obtain the desired outcome.

      – Turtle1363
      13 hours ago







      @LightnessRacesinOrbit sometimes the carrot works better than the stick. It’s not about “rewarding” so much as strategies for controlling the situation to obtain the desired outcome.

      – Turtle1363
      13 hours ago






      1




      1





      If I were wilfully ignoring a team for weeks on end, then they turned up to give me movie tickets, I'd find that really awkward and weird.

      – Lightness Races in Orbit
      13 hours ago





      If I were wilfully ignoring a team for weeks on end, then they turned up to give me movie tickets, I'd find that really awkward and weird.

      – Lightness Races in Orbit
      13 hours ago




      1




      1





      @LightnessRacesinOrbit, maybe? Relationships can be awkward and weird. That's when you pull the team lead aside and say something to the effect of, "I feel like our communication hasn't been the best lately. I want you to know that we are here for you, and we all have the same goal of wanting the company to succeed. I just wanted to give you this small token, I hope you enjoy it. If you need anything please let us know. We are looking forward to the new challenges and opportunities in the next few weeks, I hope I can count on you for your support."

      – Turtle1363
      13 hours ago





      @LightnessRacesinOrbit, maybe? Relationships can be awkward and weird. That's when you pull the team lead aside and say something to the effect of, "I feel like our communication hasn't been the best lately. I want you to know that we are here for you, and we all have the same goal of wanting the company to succeed. I just wanted to give you this small token, I hope you enjoy it. If you need anything please let us know. We are looking forward to the new challenges and opportunities in the next few weeks, I hope I can count on you for your support."

      – Turtle1363
      13 hours ago











      1














      Document each request, each complaint, and the hours wasted trying to work through the internal team to get the resources you need.



      Right now, the internal team is fighting you because, so far, you have proven more capable of handling the application and are upstaging them - they are retaliating by making things more difficult for you.



      Continue to provide the support you have thus far, and keep your client in the loop about all of these hang-ups. CC them, if you can, so that they are well aware of your attempts to keep things moving.



      Eventually, they will have to confront this issue - but this is not your problem to solve. Your only concern should be getting your own work done, and showing that you are doing everything you can to get the resources for that work.



      So long as you are doing your work to the degree you've described thus far, with the only complications being the internal team, they should have no reason to break off ties with you (though, they may want to consider restructuring that team - but again, this is not your problem to solve).






      share|improve this answer
























      • +1 this seems the right answer. An excel sheet with emails and how long they are delayed, can go a long way.

        – Rui F Ribeiro
        16 hours ago
















      1














      Document each request, each complaint, and the hours wasted trying to work through the internal team to get the resources you need.



      Right now, the internal team is fighting you because, so far, you have proven more capable of handling the application and are upstaging them - they are retaliating by making things more difficult for you.



      Continue to provide the support you have thus far, and keep your client in the loop about all of these hang-ups. CC them, if you can, so that they are well aware of your attempts to keep things moving.



      Eventually, they will have to confront this issue - but this is not your problem to solve. Your only concern should be getting your own work done, and showing that you are doing everything you can to get the resources for that work.



      So long as you are doing your work to the degree you've described thus far, with the only complications being the internal team, they should have no reason to break off ties with you (though, they may want to consider restructuring that team - but again, this is not your problem to solve).






      share|improve this answer
























      • +1 this seems the right answer. An excel sheet with emails and how long they are delayed, can go a long way.

        – Rui F Ribeiro
        16 hours ago














      1












      1








      1







      Document each request, each complaint, and the hours wasted trying to work through the internal team to get the resources you need.



      Right now, the internal team is fighting you because, so far, you have proven more capable of handling the application and are upstaging them - they are retaliating by making things more difficult for you.



      Continue to provide the support you have thus far, and keep your client in the loop about all of these hang-ups. CC them, if you can, so that they are well aware of your attempts to keep things moving.



      Eventually, they will have to confront this issue - but this is not your problem to solve. Your only concern should be getting your own work done, and showing that you are doing everything you can to get the resources for that work.



      So long as you are doing your work to the degree you've described thus far, with the only complications being the internal team, they should have no reason to break off ties with you (though, they may want to consider restructuring that team - but again, this is not your problem to solve).






      share|improve this answer













      Document each request, each complaint, and the hours wasted trying to work through the internal team to get the resources you need.



      Right now, the internal team is fighting you because, so far, you have proven more capable of handling the application and are upstaging them - they are retaliating by making things more difficult for you.



      Continue to provide the support you have thus far, and keep your client in the loop about all of these hang-ups. CC them, if you can, so that they are well aware of your attempts to keep things moving.



      Eventually, they will have to confront this issue - but this is not your problem to solve. Your only concern should be getting your own work done, and showing that you are doing everything you can to get the resources for that work.



      So long as you are doing your work to the degree you've described thus far, with the only complications being the internal team, they should have no reason to break off ties with you (though, they may want to consider restructuring that team - but again, this is not your problem to solve).







      share|improve this answer












      share|improve this answer



      share|improve this answer










      answered yesterday









      ZibbobzZibbobz

      7,13952656




      7,13952656













      • +1 this seems the right answer. An excel sheet with emails and how long they are delayed, can go a long way.

        – Rui F Ribeiro
        16 hours ago



















      • +1 this seems the right answer. An excel sheet with emails and how long they are delayed, can go a long way.

        – Rui F Ribeiro
        16 hours ago

















      +1 this seems the right answer. An excel sheet with emails and how long they are delayed, can go a long way.

      – Rui F Ribeiro
      16 hours ago





      +1 this seems the right answer. An excel sheet with emails and how long they are delayed, can go a long way.

      – Rui F Ribeiro
      16 hours ago











      0














      So I've read the existing answers and there's more to deal with.




      Send your invoice to your client for your time.




      Correct; however we also now have an employee morale problem on your side; or if we don't we will soon. Whatever cheapish things you can do to keep morale up, it's time to start doing them.



      You may have to approach your customer with something along the lines of "Due to certain problems on your side causing an employee morale problem for us, we have to increase our future rates for you by about 10% so that we can buy perks for the employees." But please, find somebody more diplomatic than I.






      share|improve this answer



















      • 1





        OP is not the boss, so I don't think this answer makes sense for them.

        – user87779
        yesterday











      • @user87779: In which case the morale problem will have to propagate upwards until it does reach someone who can act on it.

        – Joshua
        yesterday











      • exactly, i agree. So maybe edit the answer to say that, and maybe a way for the OP to help if happen if you think they can.

        – user87779
        yesterday













      • @user87779: I don't suppose you could splice an edit in? I've ran out of ability (which is why my rep stays low...)

        – Joshua
        yesterday











      • huh, I'm not able to either. I wonder if the question was protected or something weird.

        – user87779
        yesterday
















      0














      So I've read the existing answers and there's more to deal with.




      Send your invoice to your client for your time.




      Correct; however we also now have an employee morale problem on your side; or if we don't we will soon. Whatever cheapish things you can do to keep morale up, it's time to start doing them.



      You may have to approach your customer with something along the lines of "Due to certain problems on your side causing an employee morale problem for us, we have to increase our future rates for you by about 10% so that we can buy perks for the employees." But please, find somebody more diplomatic than I.






      share|improve this answer



















      • 1





        OP is not the boss, so I don't think this answer makes sense for them.

        – user87779
        yesterday











      • @user87779: In which case the morale problem will have to propagate upwards until it does reach someone who can act on it.

        – Joshua
        yesterday











      • exactly, i agree. So maybe edit the answer to say that, and maybe a way for the OP to help if happen if you think they can.

        – user87779
        yesterday













      • @user87779: I don't suppose you could splice an edit in? I've ran out of ability (which is why my rep stays low...)

        – Joshua
        yesterday











      • huh, I'm not able to either. I wonder if the question was protected or something weird.

        – user87779
        yesterday














      0












      0








      0







      So I've read the existing answers and there's more to deal with.




      Send your invoice to your client for your time.




      Correct; however we also now have an employee morale problem on your side; or if we don't we will soon. Whatever cheapish things you can do to keep morale up, it's time to start doing them.



      You may have to approach your customer with something along the lines of "Due to certain problems on your side causing an employee morale problem for us, we have to increase our future rates for you by about 10% so that we can buy perks for the employees." But please, find somebody more diplomatic than I.






      share|improve this answer













      So I've read the existing answers and there's more to deal with.




      Send your invoice to your client for your time.




      Correct; however we also now have an employee morale problem on your side; or if we don't we will soon. Whatever cheapish things you can do to keep morale up, it's time to start doing them.



      You may have to approach your customer with something along the lines of "Due to certain problems on your side causing an employee morale problem for us, we have to increase our future rates for you by about 10% so that we can buy perks for the employees." But please, find somebody more diplomatic than I.







      share|improve this answer












      share|improve this answer



      share|improve this answer










      answered yesterday









      JoshuaJoshua

      525412




      525412








      • 1





        OP is not the boss, so I don't think this answer makes sense for them.

        – user87779
        yesterday











      • @user87779: In which case the morale problem will have to propagate upwards until it does reach someone who can act on it.

        – Joshua
        yesterday











      • exactly, i agree. So maybe edit the answer to say that, and maybe a way for the OP to help if happen if you think they can.

        – user87779
        yesterday













      • @user87779: I don't suppose you could splice an edit in? I've ran out of ability (which is why my rep stays low...)

        – Joshua
        yesterday











      • huh, I'm not able to either. I wonder if the question was protected or something weird.

        – user87779
        yesterday














      • 1





        OP is not the boss, so I don't think this answer makes sense for them.

        – user87779
        yesterday











      • @user87779: In which case the morale problem will have to propagate upwards until it does reach someone who can act on it.

        – Joshua
        yesterday











      • exactly, i agree. So maybe edit the answer to say that, and maybe a way for the OP to help if happen if you think they can.

        – user87779
        yesterday













      • @user87779: I don't suppose you could splice an edit in? I've ran out of ability (which is why my rep stays low...)

        – Joshua
        yesterday











      • huh, I'm not able to either. I wonder if the question was protected or something weird.

        – user87779
        yesterday








      1




      1





      OP is not the boss, so I don't think this answer makes sense for them.

      – user87779
      yesterday





      OP is not the boss, so I don't think this answer makes sense for them.

      – user87779
      yesterday













      @user87779: In which case the morale problem will have to propagate upwards until it does reach someone who can act on it.

      – Joshua
      yesterday





      @user87779: In which case the morale problem will have to propagate upwards until it does reach someone who can act on it.

      – Joshua
      yesterday













      exactly, i agree. So maybe edit the answer to say that, and maybe a way for the OP to help if happen if you think they can.

      – user87779
      yesterday







      exactly, i agree. So maybe edit the answer to say that, and maybe a way for the OP to help if happen if you think they can.

      – user87779
      yesterday















      @user87779: I don't suppose you could splice an edit in? I've ran out of ability (which is why my rep stays low...)

      – Joshua
      yesterday





      @user87779: I don't suppose you could splice an edit in? I've ran out of ability (which is why my rep stays low...)

      – Joshua
      yesterday













      huh, I'm not able to either. I wonder if the question was protected or something weird.

      – user87779
      yesterday





      huh, I'm not able to either. I wonder if the question was protected or something weird.

      – user87779
      yesterday











      0














      The customer (here: the client) is always right. As long as the customer pays. So as long as the customer pays for every hour you work, it doesn’t matter if their team is lazy and incompetent. If your job takes three times longer, you get paid three times as much.



      Of course, as long as the customer pays. So you should have a log about anything you asked the client team to do, and when it was delivered, and with ho many bugs. So if the customer doesn’t want to pay, you can show them why things take so long.






      share|improve this answer



















      • 1





        The OP has said they get a fixed amount of money. I don't know exactly what that entails, but in a few other comments they seem to imply they don't get paid more for working longer. That seems crazy to me, but you may know more about situations like that.

        – user87779
        yesterday


















      0














      The customer (here: the client) is always right. As long as the customer pays. So as long as the customer pays for every hour you work, it doesn’t matter if their team is lazy and incompetent. If your job takes three times longer, you get paid three times as much.



      Of course, as long as the customer pays. So you should have a log about anything you asked the client team to do, and when it was delivered, and with ho many bugs. So if the customer doesn’t want to pay, you can show them why things take so long.






      share|improve this answer



















      • 1





        The OP has said they get a fixed amount of money. I don't know exactly what that entails, but in a few other comments they seem to imply they don't get paid more for working longer. That seems crazy to me, but you may know more about situations like that.

        – user87779
        yesterday
















      0












      0








      0







      The customer (here: the client) is always right. As long as the customer pays. So as long as the customer pays for every hour you work, it doesn’t matter if their team is lazy and incompetent. If your job takes three times longer, you get paid three times as much.



      Of course, as long as the customer pays. So you should have a log about anything you asked the client team to do, and when it was delivered, and with ho many bugs. So if the customer doesn’t want to pay, you can show them why things take so long.






      share|improve this answer













      The customer (here: the client) is always right. As long as the customer pays. So as long as the customer pays for every hour you work, it doesn’t matter if their team is lazy and incompetent. If your job takes three times longer, you get paid three times as much.



      Of course, as long as the customer pays. So you should have a log about anything you asked the client team to do, and when it was delivered, and with ho many bugs. So if the customer doesn’t want to pay, you can show them why things take so long.







      share|improve this answer












      share|improve this answer



      share|improve this answer










      answered yesterday









      gnasher729gnasher729

      90.9k41161285




      90.9k41161285








      • 1





        The OP has said they get a fixed amount of money. I don't know exactly what that entails, but in a few other comments they seem to imply they don't get paid more for working longer. That seems crazy to me, but you may know more about situations like that.

        – user87779
        yesterday
















      • 1





        The OP has said they get a fixed amount of money. I don't know exactly what that entails, but in a few other comments they seem to imply they don't get paid more for working longer. That seems crazy to me, but you may know more about situations like that.

        – user87779
        yesterday










      1




      1





      The OP has said they get a fixed amount of money. I don't know exactly what that entails, but in a few other comments they seem to imply they don't get paid more for working longer. That seems crazy to me, but you may know more about situations like that.

      – user87779
      yesterday







      The OP has said they get a fixed amount of money. I don't know exactly what that entails, but in a few other comments they seem to imply they don't get paid more for working longer. That seems crazy to me, but you may know more about situations like that.

      – user87779
      yesterday













      0














      Where is the client internal team located? Is there a possibility that somebody from your team can go to the site where the internal team is located? I have had experiences in the past with teams that were difficult to work with, and I find that the best solution is to just go down and talk with people directly. I have had to spend entire days tracking down information myself from internal teams, just because the communication and initiative was simply not there. There is no need to be abrasive, or confrontational, just show up and get the communication lines established. Find out if they have a weekly meeting and have someone attend it. The bottom line is that the other team is struggling and your work is showing that to everyone. They are defensive for a good reason, so just show up with the attitude of "how can we help each other?". Maybe you can start doing some mentoring, or help them improve their process. You are hired as consultants not just to deliver the project, but to enhance the company/team.






      share|improve this answer








      New contributor




      Brian Y is a new contributor to this site. Take care in asking for clarification, commenting, and answering.
      Check out our Code of Conduct.

























        0














        Where is the client internal team located? Is there a possibility that somebody from your team can go to the site where the internal team is located? I have had experiences in the past with teams that were difficult to work with, and I find that the best solution is to just go down and talk with people directly. I have had to spend entire days tracking down information myself from internal teams, just because the communication and initiative was simply not there. There is no need to be abrasive, or confrontational, just show up and get the communication lines established. Find out if they have a weekly meeting and have someone attend it. The bottom line is that the other team is struggling and your work is showing that to everyone. They are defensive for a good reason, so just show up with the attitude of "how can we help each other?". Maybe you can start doing some mentoring, or help them improve their process. You are hired as consultants not just to deliver the project, but to enhance the company/team.






        share|improve this answer








        New contributor




        Brian Y is a new contributor to this site. Take care in asking for clarification, commenting, and answering.
        Check out our Code of Conduct.























          0












          0








          0







          Where is the client internal team located? Is there a possibility that somebody from your team can go to the site where the internal team is located? I have had experiences in the past with teams that were difficult to work with, and I find that the best solution is to just go down and talk with people directly. I have had to spend entire days tracking down information myself from internal teams, just because the communication and initiative was simply not there. There is no need to be abrasive, or confrontational, just show up and get the communication lines established. Find out if they have a weekly meeting and have someone attend it. The bottom line is that the other team is struggling and your work is showing that to everyone. They are defensive for a good reason, so just show up with the attitude of "how can we help each other?". Maybe you can start doing some mentoring, or help them improve their process. You are hired as consultants not just to deliver the project, but to enhance the company/team.






          share|improve this answer








          New contributor




          Brian Y is a new contributor to this site. Take care in asking for clarification, commenting, and answering.
          Check out our Code of Conduct.










          Where is the client internal team located? Is there a possibility that somebody from your team can go to the site where the internal team is located? I have had experiences in the past with teams that were difficult to work with, and I find that the best solution is to just go down and talk with people directly. I have had to spend entire days tracking down information myself from internal teams, just because the communication and initiative was simply not there. There is no need to be abrasive, or confrontational, just show up and get the communication lines established. Find out if they have a weekly meeting and have someone attend it. The bottom line is that the other team is struggling and your work is showing that to everyone. They are defensive for a good reason, so just show up with the attitude of "how can we help each other?". Maybe you can start doing some mentoring, or help them improve their process. You are hired as consultants not just to deliver the project, but to enhance the company/team.







          share|improve this answer








          New contributor




          Brian Y is a new contributor to this site. Take care in asking for clarification, commenting, and answering.
          Check out our Code of Conduct.









          share|improve this answer



          share|improve this answer






          New contributor




          Brian Y is a new contributor to this site. Take care in asking for clarification, commenting, and answering.
          Check out our Code of Conduct.









          answered yesterday









          Brian YBrian Y

          1011




          1011




          New contributor




          Brian Y is a new contributor to this site. Take care in asking for clarification, commenting, and answering.
          Check out our Code of Conduct.





          New contributor





          Brian Y is a new contributor to this site. Take care in asking for clarification, commenting, and answering.
          Check out our Code of Conduct.






          Brian Y is a new contributor to this site. Take care in asking for clarification, commenting, and answering.
          Check out our Code of Conduct.























              0














              Other answers covered how to cover the financial side of the things. Now, if their damage also causes you unnecessary anxiety and setbacks that extra money alone can't fix, you can eliminate that damage alone. For example, with these measures:




              • Don't work on the same codebase. Only merge their changes occasionally (to drastically limit the time spent on pointing out their flaws again and again) and only after they pass your scrunity.


                • You can rationalize this to the client as smth like: "Their code is not up to our standards so we have to bring it up to them each time before incorporating it -- otherwise, it costs much more of our time and your money down the line".

                • Incentivise them to merge your changes back opportunistically by smth like: "Otherwise, it will cost us disproportionally more time on the next merge."

                • You mentioned that they are using SVN. You can use Git internally 'cuz it features much more advanced branching and merging logic, making complex merges much easier. (Git comes with a two-way SVN bridge out of the box.)



              • Don't fix their bugs for them as an integral part of your work but rather as a separate activity (e.g. as a part of the above-mentioned scrunity) so that it's easy to separate it from your regular work and easy to bill for it separately (plus the client will see exactly how much their staff's incompetence is costing them).

              • If your part of the work depends on some modules provided by them, warn the client that you will not complete that part of functionality if their module doesn't arrive in time. Only work on that module once the client explicitly asks you to and in the same manner as above.

              • Offer to couch their staff as an extra activity but only if they themselves are willing -- from code reviews (e.g. during the above scrunity, let them themselves address the flaws) to teaching them the best practices.






              share|improve this answer






























                0














                Other answers covered how to cover the financial side of the things. Now, if their damage also causes you unnecessary anxiety and setbacks that extra money alone can't fix, you can eliminate that damage alone. For example, with these measures:




                • Don't work on the same codebase. Only merge their changes occasionally (to drastically limit the time spent on pointing out their flaws again and again) and only after they pass your scrunity.


                  • You can rationalize this to the client as smth like: "Their code is not up to our standards so we have to bring it up to them each time before incorporating it -- otherwise, it costs much more of our time and your money down the line".

                  • Incentivise them to merge your changes back opportunistically by smth like: "Otherwise, it will cost us disproportionally more time on the next merge."

                  • You mentioned that they are using SVN. You can use Git internally 'cuz it features much more advanced branching and merging logic, making complex merges much easier. (Git comes with a two-way SVN bridge out of the box.)



                • Don't fix their bugs for them as an integral part of your work but rather as a separate activity (e.g. as a part of the above-mentioned scrunity) so that it's easy to separate it from your regular work and easy to bill for it separately (plus the client will see exactly how much their staff's incompetence is costing them).

                • If your part of the work depends on some modules provided by them, warn the client that you will not complete that part of functionality if their module doesn't arrive in time. Only work on that module once the client explicitly asks you to and in the same manner as above.

                • Offer to couch their staff as an extra activity but only if they themselves are willing -- from code reviews (e.g. during the above scrunity, let them themselves address the flaws) to teaching them the best practices.






                share|improve this answer




























                  0












                  0








                  0







                  Other answers covered how to cover the financial side of the things. Now, if their damage also causes you unnecessary anxiety and setbacks that extra money alone can't fix, you can eliminate that damage alone. For example, with these measures:




                  • Don't work on the same codebase. Only merge their changes occasionally (to drastically limit the time spent on pointing out their flaws again and again) and only after they pass your scrunity.


                    • You can rationalize this to the client as smth like: "Their code is not up to our standards so we have to bring it up to them each time before incorporating it -- otherwise, it costs much more of our time and your money down the line".

                    • Incentivise them to merge your changes back opportunistically by smth like: "Otherwise, it will cost us disproportionally more time on the next merge."

                    • You mentioned that they are using SVN. You can use Git internally 'cuz it features much more advanced branching and merging logic, making complex merges much easier. (Git comes with a two-way SVN bridge out of the box.)



                  • Don't fix their bugs for them as an integral part of your work but rather as a separate activity (e.g. as a part of the above-mentioned scrunity) so that it's easy to separate it from your regular work and easy to bill for it separately (plus the client will see exactly how much their staff's incompetence is costing them).

                  • If your part of the work depends on some modules provided by them, warn the client that you will not complete that part of functionality if their module doesn't arrive in time. Only work on that module once the client explicitly asks you to and in the same manner as above.

                  • Offer to couch their staff as an extra activity but only if they themselves are willing -- from code reviews (e.g. during the above scrunity, let them themselves address the flaws) to teaching them the best practices.






                  share|improve this answer















                  Other answers covered how to cover the financial side of the things. Now, if their damage also causes you unnecessary anxiety and setbacks that extra money alone can't fix, you can eliminate that damage alone. For example, with these measures:




                  • Don't work on the same codebase. Only merge their changes occasionally (to drastically limit the time spent on pointing out their flaws again and again) and only after they pass your scrunity.


                    • You can rationalize this to the client as smth like: "Their code is not up to our standards so we have to bring it up to them each time before incorporating it -- otherwise, it costs much more of our time and your money down the line".

                    • Incentivise them to merge your changes back opportunistically by smth like: "Otherwise, it will cost us disproportionally more time on the next merge."

                    • You mentioned that they are using SVN. You can use Git internally 'cuz it features much more advanced branching and merging logic, making complex merges much easier. (Git comes with a two-way SVN bridge out of the box.)



                  • Don't fix their bugs for them as an integral part of your work but rather as a separate activity (e.g. as a part of the above-mentioned scrunity) so that it's easy to separate it from your regular work and easy to bill for it separately (plus the client will see exactly how much their staff's incompetence is costing them).

                  • If your part of the work depends on some modules provided by them, warn the client that you will not complete that part of functionality if their module doesn't arrive in time. Only work on that module once the client explicitly asks you to and in the same manner as above.

                  • Offer to couch their staff as an extra activity but only if they themselves are willing -- from code reviews (e.g. during the above scrunity, let them themselves address the flaws) to teaching them the best practices.







                  share|improve this answer














                  share|improve this answer



                  share|improve this answer








                  edited 13 hours ago

























                  answered 13 hours ago









                  ivan_pozdeevivan_pozdeev

                  31619




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