Public service employment has grown by 31 per cent

[daftandbarmy]

I've actually said that during the pilot, and pointed out that's what we did for the $4B AJISS (AOPS/JSS ISSC) contract, so our $30M procure/maintain contract would probably be okay.

That didn't really work, so instead they added 2 years of work to it. To be fair they were the worker bees stuck implementing TBS directive to do it.

Maybe we'll get lucky and the TBS champion for this will get let go/shifted to a position of zero influence in the downsizing so they can stop spiking our tires.

I’m sure they’re just trying to help.

Some of the biggest challenges emerge from that kind of motivation

 

[Navy_Pete]

I’m sure they’re just trying to help.

Some of the biggest challenges emerge from that kind of motivation

I also pointed out fast tracking some steps by combining them, or agreeing they weren't needed is allowed under the policy but we had to jump through all the hoops first to figure out that it wasn't required.

Lord save me from people that want to help...

 

[daftandbarmy]

I also pointed out fast tracking some steps by combining them, or agreeing they weren't needed is allowed under the policy but we had to jump through all the hoops first to figure out that it wasn't required.

Lord save me from people that want to help...

I like working with the clients who say things like "We just won't provide them with that report anymore then see if they miss it"

 

[tomydoom]

I like working with the clients who say things like "We just won't provide them with that report anymore then see if they miss it"

I can’t say I have never done that.

 

[Navy_Pete]

I like working with the clients who say things like "We just won't provide them with that report anymore then see if they miss it"

I've done that before with a CO's approval for a twice daily message, we just included a note in one that we would consolidate the twice daily update to the morning one. No one noticed for about 5 weeks at CJOC, but they also had no idea we were sitting off the coast of Syria within range of their shore battery and about a mile away from the Russian carrier doing bombing runs on locals, and thought we were on a NATO booze cruise so that victory felt a bit hollow. Still, one less daily message to generate was a plus!

In this particular case we needed approval to go to the next round of SBCA (directors at CAF, PSPC and ISED to DGs at each) so that wasn't an option, and the whole thing was a mandatory approval gate (with 4 or 5 sub gates) to move onto RFP release, which still actually hasn't happened. It's just to buy some COTs gear, that meets a commercial standard, and then maintain it, for possibly it's lifespan (15 years) with options for a bit of maintainer training etc, so actually really straight forward.

This may have been the particular straw that made me want to never be posted back into ADM(Mat) ever, as it was just so stupid with zero value added. I'd kind of love to shift over to an auditor job for a bit to look at things like this to see what impact the significant delays had on actual outcomes, and what the real costs to delaying the project were. In this case, it was probably $3-4M for a project worth about $30-35M (depending on some inflation, wear and tear and maintenance projections).

 

[daftandbarmy]

I've done that before with a CO's approval for a twice daily message, we just included a note in one that we would consolidate the twice daily update to the morning one. No one noticed for about 5 weeks at CJOC, but they also had no idea we were sitting off the coast of Syria within range of their shore battery and about a mile away from the Russian carrier doing bombing runs on locals, and thought we were on a NATO booze cruise so that victory felt a bit hollow. Still, one less daily message to generate was a plus!

In this particular case we needed approval to go to the next round of SBCA (directors at CAF, PSPC and ISED to DGs at each) so that wasn't an option, and the whole thing was a mandatory approval gate (with 4 or 5 sub gates) to move onto RFP release, which still actually hasn't happened. It's just to buy some COTs gear, that meets a commercial standard, and then maintain it, for possibly it's lifespan (15 years) with options for a bit of maintainer training etc, so actually really straight forward.

This may have been the particular straw that made me want to never be posted back into ADM(Mat) ever, as it was just so stupid with zero value added. I'd kind of love to shift over to an auditor job for a bit to look at things like this to see what impact the significant delays had on actual outcomes, and what the real costs to delaying the project were. In this case, it was probably $3-4M for a project worth about $30-35M (depending on some inflation, wear and tear and maintenance projections).

My favorite project was where we asked a group of accountants to print off paper copies of all the reports that they had to produce for executive, tape them to the wall in a big meeting room, then put coloured dots on them indicating frequency (daily, weekly, monthly etc).

They covered two big walls with dozens of reports, most of them 'very frequent' e.g., weekly or sooner.

We then walked the executive team into the room. One of them cried a little when they saw what they were doing to their staff.

That gave me hope