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Take 'me for all you can get (Score:1)
You have to figure out if the extra money you get to bill them for finding/fixing their stupidity is worth your sanity. If it is, enjoy the extra cash. If not, wait... that's probably not your decision anyway. ;-)
"Perl users are the Greatful Dead fans of computer science." --slashdot comment
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Re:Take 'me for all you can get (Score:2)
I can't help but wonder if your title was a typo -- 'me versus 'em :)
We have broken this down for them before but the response is typically something along the lines of "once we nail this thing, it won't change any more" (which, of course, is the reason most of us with jobs still have them.)
You are correct in thinking that giving up the ongoing revenue from their stupidity is worth my sanity, but I have three other problems with issue. First, I hate to have a system that I know is wrong. The data vali
Re:Take 'me for all you can get (Score:1)
I'm not sure that interrupting your flow is the worst part. To me, it seems more important that you've taken time away from other tasks. If you've been scheduling time for various customers, you've made an agreement with them to accomplish something within a certain time period. Having to respond to emergencies is understandable, but if the "emergencies" happen regularly, they ought to be scheduled as such.
Of course, if you have a service level agreement with the flammable customer, that's another th
Re:Take 'me for all you can get (Score:1)
Point #1: I hate having a fragile system as well. It really bugs me that I have to keep tweaking it for no _good_ reason. I had a project like this once at my current job, but I finally bit the bullet and got things right. Life has been much simpler since.
Point #2: Right on! This also applies to inter-business projects. I'm constantly getting notes about how something didn't work right. 95% of the time it's either a known issue I'
"Perl users are the Greatful Dead fans of computer science." --slashdot comment
Re:Take 'me for all you can get (Score:2, Insightful)
This sounds to me like the customer problem is masking a management problem, or perhaps an impedance mismatch between you and your management. From what you say, they seem a lot more comfortable with exchanging reputation for money than you do.