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I have a somewhat different approach available: all of my mail, and I do mean all of it, goes through email forwards. I can redirect the mail they send to me (with an address that usually has their name built right in, like amazon@ or newegg@ ). It can go back to them or perhaps to another spammer.
Case in point: some years ago I was looking to buy a new car so I allowed kelly blue book to give my requirements to local dealers to sent their prices. After I finally got a car (I use the "one bid" method for a dealer: they get one bid and if it's the best I'll come back and buy the car but I will not ask twice). Anyway, when I wanted them to stop it seemed they really didn't care. They all used the email forward I had for kelly blue book, kbb@ - and so I redirected the car dealer offers to one of the car dealers and let them spam one of their own.
Try sending them snail mail (us postal) insured with signature required delivery. Once some hand is applied to the receipt, send them some more snail mail but address it "ATTENTION" (like on those TV legal aid adds and medical insurance verts targeting seniors with hearing and vision impairment) person-with-hand-who-signed-the-return-receipt. Ask him/her to take name off mailing list (oh, wait a minute, there is no mailing list).
Once you have the hand's name you could address him at corporate in attachments and wotnaut.
Try sending them snail mail (us postal) insured with signature required delivery
That is both costly and time consuming.
I'd rather hit them "in kind".
In the spirit of your methodology, I once looked up the online presence (it was a small educational institution and HR spammed people to get possible suckers students). Well, as it turned out, they had their top staff and board members on the site, complete with an email contact address - well, I can send out a few hundred angry emails to the bunch of them as easy as to the HR directory - and I did.
There was a lot of displeasure heaped upon the HR director (per his unhappy "apology" - for bothering me). When the sh*t flows uphill, as in this case, the effects are quite gratifying.
I once was subpoenaed by a court south of here because I ended up on a list of names of people who were seeking justice in the state for having been wronged by a small business that "took the money and ran". I wasn't on the list for the obvious reason, like contacting State's attorney and BBB etc and complaining, but for dialing up on my land line the actual phone number obtained by going online and seeing who's who on the products (the product I never received, having it ordered through US postal and magazine advertisement) website legal page.
I talked to the head honcho's attorney's secretary, who had a name and, under the guise of seeking legal aid from her boss, began asking particulars about where I might find the office, send more particulars, etc … long story short the story I gave the class-action attorney who was representing the wronged listed sat there at our first meeting the day of the trial trying to think of ways that my testimony could possibly have added to the vigor of his prosecution of that boss … and guess he wasn't satisfied with what I said under oath to the jury of 12 because he never contacted me again to let me know how the trial turned out.
Sound like a nightmare? Long since settled for having done due diligence giving up my $100.00 for a product I never received chalking the whole thing up to experience.
If you cut down a talking tree, would it dialogue?
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I'd imagine it wood not leave it alone, and bark orders to try and get to the root of the problem. But the converse might be true, and it would fall silent.
"the debugger doesn't tell me anything because this code compiles just fine" - random QA comment
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My coworker (I'll use "C" for their name) and I were recently asked by the project manager (for context, he was a very new hire, but that doesn't imply he was new to the field of project management) assigned to our project, "Can you and C put due dates on all of the tasks for this project?"
My one line answer. "No"
The silence was deafening.
After the pregnant silence gave birth, the obvious question "Why not???" was asked.
1. Our daily activities include a variety of other unpredictable tasks that are constantly shifting in priority (aside - such is the life in a small company. Isn't that the definition of Agile? )
2. We are working with undocumented verbal specifications where new information is provided every week in the weekly meeting with the client and often previous requirements change slightly. (aside - we're an Agile team, right?)
3. The nature of the work requires interfacing with third party API's that are finicky and difficult to map their data responses into something we understand how to map to our fields. (aside - everyone is Agile nowadays, right?)
4. Your own (the client's) dataset doesn't have all the information we need and we're waiting for you to update your datasets. (aside - are THEY Agile???)
5. To put a due date on something, yes, we can estimate the number of hours, on average, per day that we can work on the project, but a due date means figuring out how many hours the task will take, and we're dealing with some unknowns that make that impossible at the moment. (Agile!) Once we have removed those unknowns, it may become possible to predict the hours.
Of course, the senior project manager started off the whole conversation with the typical Dilbert-esque management speak: "I am here to facilitate -- if you need something from the client, let me know and I'll make it happen." I've been around the block enough times to know what utter BS that is.
So the manager decided that what his male ego needed was a daily 30 minute conference call with moi and C to review, each and every day (except weekends) the status of each ticket. Riiiight. So we complained to our direct manager, who "managed" - managed to get that stopped. I mean really, the guy can just look at the ticket to see the status, right?
The irony is that this project manager went from being a bull in a China shop to a mouse - no facilitation, no responses to our emails when we actually need some information from the client that he could "facilitate", in fact, no communication at all except an hour before the scheduled weekly meetings "Are you guys ready?"
It's amazing, the Power of No (apologies to Eckhart Tolle)
If something has a solution... Why do we have to worry about?. If it has no solution... For what reason do we have to worry about?
Help me to understand what I'm saying, and I'll explain it better to you
Rating helpful answers is nice, but saying thanks can be even nicer.
I have come across a few project managers who are like that, project managers who want to help the people they work with are not that rare.
I sometimes wonder if the contempt some devs feel for some project managers is what is partly responsible for the occasional problems between project managers and devs.
I have generally found that if as a dev I take the time to explain the complexity and issues involved then most project managers are quite grateful, understanding and do their best to support me as a dev.
“That which can be asserted without evidence, can be dismissed without evidence.”
if as a dev I take the time to explain the complexity and issues involved then most project managers are quite grateful, understanding and do their best to support me as a dev.
This has been hit and miss for me in the past. Some PMs really do care about this, others don't. If you don't make them look good, they couldn't care less about your problems. Often times promises are made there are discussions with management / clients that happen without consulting the delivery team, and then they don't want to listen to anything that makes them look bad.
In my experience, some are little more than task admins. They come with a list of tasks asking "Is task x done yet?" and move on. But I have had those that really care about enabling the delivery team, and those are to be treasured.
. We are working with undocumented verbal specifications where new information is provided every week in the weekly meeting with the client and often previous requirements change slightly. (aside - we're an Agile team, right?)
This is really the core problem, right?
Plus, that may be what some company or many companies think Agile is (running around with no idea what your doing and having your tasks change and be re-prioritized constantly) but it is not. But, that's a much longer story.
Maybe you should tell C that when he documents the verbal specs and keeps them in change control so you can view the changes over time, then you would be able to give him better estimates.
Software can be extremely easy when you know what your building.
Alas, we rarely get to know what we are building.
Last Visit: 31-Dec-99 18:00 Last Update: 6-May-21 0:42