A Product Manager that rejects any idea that did not come from them.
A Product Manager who is only concerned with meeting the demands of the sales team, giving no thought to a holistic product vision.
A Product Manager who only documents what the stakeholders have asked for, but denies access to the stakeholders, such that requirements cannot be negotiated.
A Product Manager whose requirements are so vague that the development team must fill in the gaps, only to be told their decisions were incorrect.
A Product Manager who bypasses change control and impact analysis by presenting a big requirements change as a series of small changes distributed over time.
A Product Manager who produces such a high volume of requirements documentation that it creates a barrier to adapting to change, as the documentation must be kept up to date.
A Product Manager who increases the scope of a project while keeping the delivery date the same.
A Product Manager who believes their core job responsibility is to seek concessions and compromises between the development teams and stakeholders.
A Designer who is relegated to doing nothing more than documenting the ideas of others.
A Designer who feels they are powerless to influence the design of the project, and therefore are not providing design direction.
A Designer so committed to the science and theory of user interface design, that they ignore the UI requirements coming from the stakeholders.
A Designer who is more concerned with how the product looks and feels than if it does anything useful for the end user.
A Designer who has lost all credibility with the project team, leading to their UI requirements being ignored as they are deemed to be not in the products’ best interest.
A Designer who specifies every detail of the UI to such a fine level of specification that there is no leeway for developers to choose alternative implementations that can reduce development time.
A Project Manager who believes all project problems are caused through a lack of communication and coordination, and that copious amounts of meetings are the solution.
A Project Manager who is only concerned with establishing lists and checking items off, regardless of what those items are.
A Project Manager so out of touch with the realities of the project, that they are representing falsehoods to the stakeholders.
A Project Manager that has concluded that the project will fail, cannot be convinced otherwise, and is vocal about their belief.
A Project Manager that has convinced themselves of project success regardless of evidence to the contrary.
A Project Manager who focuses on making sure everyone on the project is happy, rather than if the project will be successful.
A Project Manager that treats project members with contempt in the name of motivating them to work harder.
A Project Manager so obsessed with process, they forget their job is to help the project be successful.
A Project Manager who believes that constantly asking for status keeps people focused on completing their tasks.
A Development Manager who was a software Developer as some point in their past, leading them to believe their technical opinion in still relevant with today’s technology.
A Development Manager with no technical knowledge, and are therefore out of their depth when managing developers.
A Development Manager with ambitions to advance their career, and sees their development team only as a means to do so.
A Development Manager who believes arguments are counterproductive, and therefore works to suppress debate of any kind.
A Development Manager who wishes to return to the life of coding, after discovering that the life of a Development Manager is not for them.
A Developer so talented, so productive, so essential that if they were to leave, the entire project would collapse.
A Developer who has decided that to escape the difficulties having to code, their career path should be one of management.
A Developer so focused on getting the work done, that they completely forgo any notion of quality.
A Developer so convinced of their irreplaceability that they adopt an attitude of arrogance that makes them impossible to manage.
A Developer who has become so afraid of missing their deadlines that they ask for as much additional time as they can get away with.
A Developer who consistently massively underestimates the amount of time needed to complete a task.
A Developer who has written a piece of mission-critical software, and refuses to let any other Developer work on it so that they may remain indispensable.
A Developer is so obsessed with achieving architectural elegance and code perfection that they forget their job is to add business value.
A Developer who lacks the intelligence or skill to do the job of writing software.
A Developer who does exactly what they are told without questions, regardless if it is the right thing to do.
A Developer that is so excited to try new technologies that they will introduce them into the project regardless of if they are appropriate.
A Developer whose only capability is the maintenance of legacy software, and therefore is incapable of taking on new work.
A QA who floods the developers with so many bug reports that they overwhelm the development team with a backlog of bugs they will never close.
A QA who accuses the developers of not testing their work whenever they find a bug.
A QA who has declared that the entire product is of an unacceptable level of quality based only on their first impressions.
A QA who spends the majority of time documenting bugs, rather than finding new bugs.
A QA who often reports bugs inaccurately, leading the Developer down the wrong path as they attempt to reproduce and fix the problem.
A QA who has been beaten down by developers to the point that they hardly report any bugs for fear of Developer bullying.
A QA who looks for bugs by simply clicking on whatever they feel like.
A QA whose bug reports are so passive aggressive that developers interpret them as being rude.