> and I know I'm going to be staying late until it's done.
I cant tell you how many times I spent long days, 16 hours at a time, sometimes over the weekend etc. Only to have the manager stroll in monday talking about how great their weekend was, and barely acknowledge the item was completed. And then I find out the customer that "needed this so bad" didn't touch it for the next month. Or were never told it was deployed etc.
So many deadlines are fake that it's hard to trust any deadline.
Fake or not, at least you were told what the deadline was. The agile approach to this dysfunction is for you to be pulled aside at some point and told, "You're not delivering enough points," with the manager remaining extremely vague about how many points is "enough".
I think you illustrated the point of the deadline well. How else were they going to get you to work 16 hours days? No way to make someone eat the cost of estimation error by pretending there is no error and making job performance and team esteem dependent on "not failing the sprint".
I cant tell you how many times I spent long days, 16 hours at a time, sometimes over the weekend etc. Only to have the manager stroll in monday talking about how great their weekend was, and barely acknowledge the item was completed. And then I find out the customer that "needed this so bad" didn't touch it for the next month. Or were never told it was deployed etc.
So many deadlines are fake that it's hard to trust any deadline.