2 Teams at work, however, both served by one Business Analyst/Work Provider - lets call him Fred.
Both teams have monthly meetings to discuss/demo work provided and delivered that month.
This week, after the monthly demos, one of the other team - who is a good friend said that Fred had seriously dissed one of the people in our team saying he had fucked up in their monthly meet- someone who i know had done nothing wrong and had worked diligenty during that period to deliver what he thought was correct.
This has seriously pissed me off big time.
Now, i've let it be known that this has happened to select people but not to the person concerned - and the original 'informer' has subsequently said 'please dont let this out because i've got to work with him'
Needless to say, most people hate Fred - however, he has the ear of senior management.
I want to tell the person concerned, but dont want to upset the informer.
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Comments
Keohanesorry I mean Fred did was an honest mistake and he'll learn from itHe's great at dealing with such delicate office issues.
Yours bitterly
M Largo
a lickety-boom-boom down!
That's just how I'd deal with it
This is also definitely the right forum to ask re: business critical questions though, I learnt that first hand a few months back
:-)
Imagine yourself working for the same company a couple of years from now. Most of the original protagonists are still there. Your career hs progressed.
Now imagine yourself remembering this situation with Fred, the informant and the friend who under-performed. What do you think you would *like* to be able to say you did?
Is the situation so trivial that it will pass within a coupe of days? If you think it is, then it might be worth doing nothing at all.
Or, is the situation so dire, so mission-critical and so terminal that, without your intervention, it will become irretrievable? If that's the case, then you might decide that, friendship or the worries of your "grass" are of secondary importane and you have to talk to all of them.
The point I am trying to make is this: in your current situation and from the point of view you have on the issue and on your colleagues, it might seem impossible to correct. So you need to give yourself a different perspective. And the easiest way to do that is to imagine the situation from a different timeframe. I am pretty sure if you do that, you'll come to the conclusion that you can intervene and you will work out what to do. After all, over the next couple of years (or more) you will probably have to deal with many more situations at work that are a lot worse than this one.
After a few pints, ask how the last team meeting went and get the third guy to say about the concerns over your team member.
Then beat up Fred.
Alternatively do nothing, keep quiet and don't get involved in other arguments and office gossip.
The problem will sort itself out.
I'd leave it if I were you.
I'm a bit confused as to how someone has spent any sizeable amount of time working on a given task, whilst doing it wrong, without any oversight from the BA? Either Fred believes his responsibility ceases when he provides the requirements (Wrong.) or he's failed to keep himself in a position whereby he can monitor progress and inject feedback in to the process.
I'd argue Fred is pretty poor at his job, and rather than having the professionalism to accept a mistake, he's struck out in a preemptive form of self defence. Not someone I'd want to work with, and not someone I'd trust with anything overly important to be fair.
With this in mind, would it possible to talk to someone a bit higher up and - rather than overtly throwing Fred under the bus - say you're a bit concerned with the current process that facilitated this situation, and perhaps hint that Fred has failed to keep on top of things? That way you're protecting the bloke on your team, but avoiding the risk of confrontations arising from you breaching the confidentiality.
Ultimately though, don't be like Fred; Fred is a dick.
In which case blame it on Brexit,
If not, blame it on immigrants.
Simple.
And then take consultancy opportunities because quite frankly, in retirement we could all do with an extra bob or two, couldn't we
That was known as Deal but No Deal (for Anyone Else)
Shocking eh.