I agree with Tom. Every time someone changes a deadline or the major 
parameters of a job on me, I give them some consequences that make them 
think twice about doing it again. I always display a positive attitude 
"Sure, I can do that for you" but there is a cost "but we'll have to 
send the manual without an index". I try to pick something that I know 
they absolutely want, and then show them how it's put into jeopardy 
because of their last-minute changes. I once had a product manager 
decide to change the name of the product five days before release. It 
took two circuits of the block before I was calm enough to tell him the 
implications of his cavalier decision. The thing he was most concerned 
about -- releasing on time -- was the first casualty in my plan to 
accommodate his wishes. In a product with a 2-year development cycle, 
and a suite of 11 manuals as documentation, a "global search and replace 
on the product name" was not going to cut it. It's okay to pull the 
rabbit out of the hat; make sure it's always to your advantage.

Thomas Johnson wrote:
> The problem is the manager solved someone else's problem and not yours. Now
> you've shown you can pull the rabbit out of the hat and he or she is going
> to expect you to do that on a regular basis. If the manager is a good one,
> you'll be compensated accordingly.
>   

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