Title is pretty self explanatory but... I wound up on a team that doesn't believe in sizing or sprints or really any sort of planning. I was assigned an entire feature without any goalposts/subtasks. (This is unfortunately very common where I am and yes I know it's broken.. and yes, these broken processes have me interviewing for a transfer/new job but it's taking a bit.) It's been taking me a few weeks to get it implemented with every single feature called out on the docs, and I can feel my management becoming impatient because to them it sounds like I've just been dilly-dallying on a super small change for weeks. How do I accurately convey this without sounding like I'm making excuses other than directly showing management all the work I've completed? I've literally output the most LOC out of anyone but I feel like their perception is I'm slacking 🙃
Prepare a roadmap listing down each task and their subtask. Describe each of them, and the effort/time involved for each of the task. Also write down how it ties to the big feature and its impact on the feature. For instance, task A will and B are core modules of the feature/system and have this impact Then present this design and roadmap to the larger team including your manager and get a buy-in. Keep marking each task as complete/in progress every week and share it with the team. If any questions are asked, just say that this much work remains and we will have to scope it down if the management needs it faster than the estimated timeline
Lol, obviously the key is to claim credit for small tasks that look big.