一个组里面,太多的senior engineers, 大家都想当lead。
故事是这样的,有个老美,去年加人我们组,在外州,但是他在我们公司12年了,资格最老,但是,级别比我小一级。
本来director有个项目,是安排给我的。但是,由于去年年底我手头事情太多,没有时间,他正好有空,我的manager把项目给了他,我有空帮忙或者救护,所以,他是主要的,他马上开始写weekly report给客户,并且cc 三级management,我也被CC了。
后来这个客户又增加了一个项目,manager给我做,说我比较合适,同时私底下说让我lead两个projects。我怀疑manager 没有跟他说让我lead。我同时还兼做另外一大摊事情。我太忙,无法透彻了解他那个项目,所以无法lead。他就这两个项目,又没有小孩,大把时间,所以对我的那个项目一清二楚。
由于他一直写weekly report, 表面上他就是lead了,我只能忍着。他写的weekly report表面看起来不错,毕竟是老美,能说会道。但是,他几乎把我的功劳拿走了,我无所谓,我不必跟他争技术上的东西,也忍着。
上个星期五,他又写了一个weekly report,这次就比较离谱了。他说我们六月份要出厂一个试品。我当时就觉得莫名其妙。我后来查了一下Email,二月份他问过我和manager, 应该考虑一下什么时候出试品,manager说可不可以六月份?我说可能,但是手头很多东西,看看再说。仅此而已。没有想到他这次就敢正式宣布给客户了。
我觉得应该反击了。下面是我起草的Email,大家觉得有什么不妥吗?有哪些需要改进吗?这封信将寄给他,同时cc三级management,跟他发出的一样,但是把customers删掉了。
You are right that we can do it. But my biggest concern is the schedule. Perhaps we(manager, you and me) can discuss a little bit more before you announce any further commitment on this project, Here are two reasons:
1). my schedule is really tight as I have several projects in hand before June, plus occasionally some short term urgent help for other projects;
2). Our customers haven't specified what the modification and/or enhancement will be for this project yet, no schedule either, it seems that they are not in a hurry mode. So, we can wait a little bit more on this project compared to others. I don't want to push them either as I don't have time.
Although we briefly touched this topic in Febuary, but we didn't make a clear decision, and things have changed since then. Let's figure out what would be the best in term of schedule!
Thanks.