Comment you're woefully understaffed (Score 2, Informative) 255
This does sound like a plea for help as much as anything, but gathering information is your first step in fixing a situation.
Here are some comparisons from my recent past. Currently, I'm the only tech guy, and I do everything. But that's because I just left my last job to found a start up :-)
Prior to that, I was one of three developers in a department that also had a designer, a writer, and a project manager. That was to service an organization of ~1,100 people. Some departments also had their own techish people who'd do departmental sites and the like. We did no ecommerce at all nor any desktop support, just interweb stuff (we wrote and maintained a fairly sophisticated Struts-based CMS system), and we were stretched way thin -- there was a greater demand for our services than we could reasonably comply with. We were also a non-profit, which meant more people wasn't a realistic option.
Before that I worked for a company with ~30,000 employees worldwide, and while I was there we were just rolling out ecommerce. We had three dedicated developers, a DBA, a network guy, two support people (just for the web site, they didn't do desktops) and two managers. That was some years ago, I believe they've grown since then. This was mostly to maintain a site -- the design and development of it has initially been outsourced. This felt like reasonable manpower, but again, we were doing incremental change on a project that had been built by a larger team. And the pace was, shall we say, bureaucratic.
It's possible to educate managers about what resources are required for a given volume of work, but you'll have to communicate well and be direct when you know you're right. Good luck.
Here are some comparisons from my recent past. Currently, I'm the only tech guy, and I do everything. But that's because I just left my last job to found a start up
Prior to that, I was one of three developers in a department that also had a designer, a writer, and a project manager. That was to service an organization of ~1,100 people. Some departments also had their own techish people who'd do departmental sites and the like. We did no ecommerce at all nor any desktop support, just interweb stuff (we wrote and maintained a fairly sophisticated Struts-based CMS system), and we were stretched way thin -- there was a greater demand for our services than we could reasonably comply with. We were also a non-profit, which meant more people wasn't a realistic option.
Before that I worked for a company with ~30,000 employees worldwide, and while I was there we were just rolling out ecommerce. We had three dedicated developers, a DBA, a network guy, two support people (just for the web site, they didn't do desktops) and two managers. That was some years ago, I believe they've grown since then. This was mostly to maintain a site -- the design and development of it has initially been outsourced. This felt like reasonable manpower, but again, we were doing incremental change on a project that had been built by a larger team. And the pace was, shall we say, bureaucratic.
It's possible to educate managers about what resources are required for a given volume of work, but you'll have to communicate well and be direct when you know you're right. Good luck.
