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Billing hours to client be like...
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How hands-on are you in scrum meetings?
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Preference and viewpoints on B2B vs B2C ?
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Escalate to the engineering manager, and if he balks escalate to the next level. If you are seeing risky behavior and are concerned about the impact to users/business then the engineering leaders need to know and either change or agree from product and engineering leadership to accept the risk
He has escalated and that person is going to be told to cooperate
In my organization and AI assessment is necessary for any product that contains any kind of AI component. If your organization does not have your back and does not want to deal with AI assessment, then you need to make sure somebody signs off on the risk. As long as you make senior leadership aware and they are okay with signing off on the risk then it's no longer your concern.
Well, if they succeed it's the team's credit, but if they fail, it's your position at stake. Maybe be assertive but try to be strategic about it. Record what happens during team meetings, for whatever purpose you may use it when the eventuality happens.
And maybe bring senior leadership up to speed? If you can't enforce those guardrails maybe someone higher up can? Sure it'll mean you'll look bad, but being at the recieving end of that scolding is still better than being at the arse end of the scolding when everything's burning to the ground and the company has lost a lot of money.
Well, I think it depends on your organization but everywhere I’ve worked The Dev team is just an extension of my team. Although they might have reporting lines CTO or CIO they have a dotted line to me and if I don’t like the way they work I just fire them from the project.
You might need to set clear expectations. Ultimately, it’s your responsibility for the product. If they’re shipping features that you don’t have alignment with or haven’t met your expectations i.e. test testing then they should not be shipped.
That was my experience in previous orgs. In this company, devs just skip code publically using velocity as an excuse with no guardrails. everyone has a line to the ceo and cto which they keep abusing. I escalated today and that has bought me some time but I need to get ahead of this and I would love suggestions on how to manage this. Especially adding in some guardrails while shipping with velocity.
How you handle this comes down to the org and power structure of the company. In some companies, the PM truly owns the product and must sign off on the releases and has the power behind them to do what is right for the product. In others, the PM is a weak role seen as a necessary but not critical element to allow the devs to do what they want. If the former, sure, escalate and push up the risk factors and then let someone above your pay grade decide to make that call. If the later, basically take a CYA approach with documentation and less pushing. You need to be their friend to survive the next reorg/RIF more than you need to spearhead fixing the issue. You can't care more than the org does.
Who’s managing the devs? There should be guardrails in place on their side. Is that Product Owner backing you?