My manager, while not technically inclined, oversees an engineering team, making it challenging to update him on intricate scenarios beyond his expertise. He tends to consult his former team, unrelated to our current one, for guidance when he doesn't grasp the situation. Additionally, he organizes meetings with external parties for minor issues, leaving little time for our team to devise solutions. He often proposes numerous ideas that exceed our current bandwidth. His commitments to higher-ups and clients sometimes involve unusual deliverables. While I don't view him negatively, there's a misalignment within our team. How can I navigate this situation?"
Bandwidth miscalculation is the biggest problem imo. Clearly stating time required per task with some pointers to justify (eg: 2 days backend, 1 day frontend, 1 day testing + fixes) might help your manager explain this to higher ups and prioritise.
It's better to ship 2 things/week instead of delaying the release by a few days to fit 4 tickets. The customer should get continuous updates
Yeah not sure why it's a sin to under commit and over deliver. They usually do the other way around
Typical of service based companies.
You mentioned your team is left with little time to devise a solution. This is where you can gather thoughts from the team and put it in a healthy way in front of your manager. Let them know that execution needs time and that's the consensus.
Well his idea is to not reinvent the wheel so why waste time in finding a solution when you can just ask for help. As I said, not a tech person
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Need help with the office situation.
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