Thread regarding DXC Technology layoffs

"You must be a troll to come up with the cr*p !"

Finish the paragraph in context dude...

"well they are nothing more that managerial and leadership failures.

Troll??? Please I am on the line.

"The system that we all are supposed to work in is the problem. And the leadership that is suppose to provide us with the resources we need to perform the tasks needed to grow this company and become the leading edge in the space... "

You must be a troll to come up with the cr*p !

"3hdw" (Current PM in DXC) must either be a new grad or a dinosaur PM."

Actually neither. But thanks for trying.

You are all on to the issues here. "-4zeh" is talking about a real gap between the sell and deliver silos. I submit they exist between the firewall, security, administrations, DBAs, email, network, etc... Nobody knows who is supposed to do what and have both the PM and the tech side running around like the proverbial chicken without a head.

A saying in 2008... "Too big to fail" I submit many organizations are too big to succeed. DXC is one of them. Merge a company on paper and over a year later the internal systems that are supposed to drive efficiency and growth are not merged or so poorly planned and executed it collaspes on first use.

They system that we all are supposed to work in is the problem. And the leadership that is suppose to provide us with the resources we need to perform the tasks needed to grow this company and become the leading edge in the space... well they are nothing more that managerial and leadership failures.

Lest we forget, Nefkens once famously referred to employees as 'inventory'...

6ppa

I totally agree

Any outfit that refers to human beings as "resources" has a fundamental problem.

‘finger pointing at overworked staff. Priceless! ‘ .....

And a blame culture that leaves those at the coal face unsupported and shafted, not because of personal ability but because of a lack of leadership, management and broken DXC systems of work and restrictive practice.

There is no Resource requisition's. Everyone is pulled into projects , production outages and migrations at will. Our managers don't have a clue on our daily tasks , free time or nothing.

Time sheets don't help because we don't have WBS codes to charge 90% of our day too.

DXC needs a valid source management tool that takes into account every one, from PM's , AT&T (Networking Tech's), Cyber (Firewall ) , Technical People. The way we run projects it will NEVER EVER happen

Just leave! I did and now I am happy.

Issue is NOT the Project Manager. Issue is the GAP between what DXC sell and what DXC deliver.

Protecting shareholders interest will succeed, if and only if you have employees to serve the organisation's commitment to the customer.

In other words, inclusiveness is missing.

Organisation preach on Automation, still spend many man hours in creating excel reports manually. And many reports are Garbage In and Garbage Out.

Resource requisition don't have any realistic number. Always, 1 FTE even for 40 hr work in a month.

Resource Managers do not have a clue on workload of the resource. Resources are either overloaded or sitting duck.

Role of Individual contributor doesn't mean that he/she should judge on what he/she is doing. Resource manager have a responsibility to have monthly one to one with the resource. However, one to one become yearly ritual.

"3hdw" (Current PM in DXC) must either be a new grad or a dinosaur PM.

"3rai" (I am not a PM) makes some interesting comments, but its clear they are from someone who

isn't a PM :)

Posts from 3fdm and 3nui sum this company up! The reality that 3nui has to live with is a choice between running himself into the ground or saving his sanity! What a choice, and what a bunch of fookwits the management are, with an attitude of ‘get it done’ and finger pointing at overworked staff. Priceless!

"You have a firewall issue, why are you yapping at me. Get with the firewall folks and get the port open per the design specifications. Why do I need to ask as the PM?"

This scenario is often lack of, or failure to meet a planning milestone/checkpoint (that should exist for every dependency hand off). The tech guy should have never been involved with this in the first place. I am the tech guy. Often the firewall folks are a different company (or isolated group). There is a design spec that has been violated. While I am chasing after firewall guys to do their work per spec, who will be doing mine ? Am I suppose to work $0 OT (cause I am exempt) but still have to get my stuff done ?

"....technical people run everything though a PM instead of talking to directly to their counter parts and coming back to the meeting with a status."

Yes - Lots of PMs would love this magical free world where the project doesn't have to pay for things and their targets are delegated away from their project.

Meanwhile, the poor tech guys get slaughtered for using a "support" WBS when they really should be using the project codes.

It a different workd now - lots of suppliers - all trying to dump their liabilities on each other and blame others why they can't deliver.

As a current PM with DXC. I will second this comment...

"I am stick of my counter parts, relaying technical items though a PM to ask another group some technical question."

In my previous employment as a PM, I have never been the go between for technical folks. They have the type of professional relationship to handle technical items within the project scope and goals in mind.

You have a firewall issue, why are you yapping at me. Get with the firewall folks and get the port open per the design specifications. Why do I need to ask as the PM?

I am not a Project manager and your totally wrong when you say "DXC project managers are inexperienced" . Project managers are just that , they should not be technical, just manage tasks. The problem is the technical people run everything though a PM instead of talking to directly to their counter parts and coming back to the meeting with a status.

I am stick of my counter parts, relaying technical items though a PM to ask another group some technical question.

There are alot wrong with DXC, but putting the blame on the PM is not one of them

DXC project managers are inexperienced using low rates (although billed at higher) to try and maximise recovery, but ironically their low experience raises the risk of non-delivery from day 1 but is reported green.

Too many prices of work called 'projects' with far too much overhead, no budget to train everyone and a skill vs complexity match that is indirectly proportional tot the risk.

Fixed price requires careful control and scrutiny by the client and a contract with very, clear unambiguous terms tied to clear penalties. DXC will always look for opportunities to try and say x or y was not int the scope and nickel and dime for everything, hoping the client will roll over.

However, the clients are far more savvy than their DXC counterparts and can run rings around them. But given the competition, it is better to go with someone with lower risk and more success than a high priced supplier with high risk.

It's by design - WFR to a skeleton crew, wait for remaining customers to exit contracts and WFR some more - rinse and repeat until you can close offices.

DXC is a major client of mine and their clueless project managers just think that a fixed price project should be flexible (in their favour) to allow for increased cost to be passed on to the customer (me) without following a proper governance approach. Well if that is how DXC want to play ball then it just shows that they are not a Tier 1 company but behave more like a Tier 2 or 3 desperate to cover costs and guard against their margin being eroded. They signed up to a fixed price project and must accept the consequences of doing so.

Another failed renewal and a slow painful end to DXC. Thank god I am out of that hellhole. Let's see how all those arrogant arses in management deal with driving a company to ruin. They will likely run with their tales between their legs and blame others for DXC's demise.

This happens when a business is managed based on numbers by people who have no idea what our work is about. All older people )+45) out and replaced by younger people and offshore.

It looks ok when you only take into account cost and numbers. In reality it just does not work.