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Hey Googlers, I’m going in for my GCP TAM second round on Monday and had a few QQs for you all:
1. For the RRK2 case study if there is a scenario for handling peak time workloads where the client did a lift & shift of a monolithic architecture, is the best suggestion to move them to micro services to enable serverless and auto scaling features?
2. I was told that they’ll give me 15 mins to prep after the case study is shared live, would you suggest I build a 1 pager or is that not required?Google
Hi guys
I am SAP PS ( Project System) consultant with about 4.8 yr of experience of which major exp in support.
I feel i am not that expert in the module and also not much scope or PS.
Please suggest what to do at this stage..
Should I do some MBA and come back to SAP or learn some new module
Totally confused.
Infosys Tata Consultancy Accenture Deloitte
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Same. We notice. Everyone has their unique strengths so I try to evaluate everyone through that lens. If someone isn’t carrying their weight, odds are that I know that, but I won’t have that conversation with you if you are a peer. That being said, if you are working crazy hours and a peer is sliding by, you should approach the SM or P and talk about workload balancing. Have some ideas to suggest.
I have a pretty good sense - generally. I am usually more involved than I care to admit on delivery however.
That M got great feedback for successfully overseeing such a difficult project while the other M and I got shat on for letting some internal workstreams fall behind (was actually the “Lead” M’s fault because they messed up with one of the vendors) and overworking the junior team members on the project, neglecting the fact that we also worked from 7:30 to midnight almost every day on the client site AND on most weekends while the “Lead” contributed nothing due to their being intellectually useless.
Do Ps even take into account that if Person A is juggling 13 tasks, there is way more room for error than Person B, who really only has maybe 2 tasks? Especially when those two tasks basically consist of other people delivering on their ends (which they WILL because insecure overachieving and whatnot).
Wondering if I should quit and go elsewhere because meritocracy seems to be a pipe dream. The more infuriating part is that the less skilled M is known for being less skilled and is allowed so much wiggle room wrt responsibilities, tasks, etc and doesn’t even make up for it by selling anything.
What might this Partner be thinking? Why not cut the fat?
We notice. Usually. Or my door is open for my teams to walk in, shut it, and provide their side and take on what is (not) happening. Past tense re “what happened” is not nearly as productive. I had a senior and a manager walk in to tell me their D was worthless and it was a huge surprise for me to research and confirm that...and it led to immediate changes on the team.
I think you may be evaluated on different “levels” of the hierarchy than the lead M.
It is naturals to say the “we or I” have a good sense for what’s going on... but do partners really do or think they do? In my experience partners don’t spend enough time with the team to get a good sense
Perception is reality