+1000,

As much as possible, find a way to reference some of those old conversations/discussions when sending out new emails/memos/etc.

Whenever your plans are reversed by your boss send him a note asking for the reasons to do so. If there is no reply send a f/u request for explanations. Get both of them on the record as much as possible.

Good luck and be determined in pursuing your plans. Show strength under duress.

T9

Based on the political dynamics/structure you describe, all the documentation/evidence in the world will be of no value (unless your concern is that you might go to jail). You are what I call "the designated scapegoat." If successful, you will not really get full credit...but you will get full blame if not. The only thing you can do...is do everything you can to make this project successful; and if you survive, that will earn you a real responsibility next time.

One thing I've found is that open documentation often changes behavior of the political animals - it can force their hand. If everyone up and down the chain knows what is going on it is much tougher to point fingers later on. But some leopards never change their spots.

It's funny because I was talking with one of my programmers when we were in Hattiesburg last week. He said he put "Potential Scapegoat" on his resume as a job skill. I told him that I'll hold him to that if the sim crashed the next day.

I have been the "designated scapegoat" many times. It has sort of become my specialty. The first couple of times I was hired into positions that were seeming way beyond my expectations. They were on programs that were not only expected to fail, but projects that the top leadership wanted to fail...but could not admit publically. Unfortunately, no one told me...so they turned out wildly successful in spite of even outright sabotage at times

The last couple of programs were already failing...but at least the folks at the top were hoping for success...but I was certainly hired as the guy to blame if they failed. I sorta like the challenge, but it usuallly means crazy hours, lots of pressure, and little high-level support or resources. So far, I have turned all around which although painful (burnout), have been pretty lucrative for me.

Sounds about right. I know what we need to do to succeed, but it will go nowhere if my actions are undone.

Matt,

Thoughtful documentation copying everyone concerned including CEO with the project. This will bring your concerns to light in a productive manner.
Luke

Matt, beyond documenting everything it is essential that you also challenge the changes being made to your instructions.

You MUST document your challenge to those changes and require an explanation. Also document repeated attempts on your part to get that explanation. If you know changes are being made and you remain silent, then you are in fact approving those changes and you WILL be held accountable.

With our corporate culture that would likely get me fired, or at least unofficially blacklisted within the company. Sad but true.

Trust me, that has been the topic of many a heated discussion. DM deflects the issue and refuses to own up to changes, CE thus far prefers to ignore the issue which is effectively siding with the DM.

its been said and Ill say it again. DOCUMENT everything. Times, dates, issues, etc. and make a copy of it somehwere. DON'T rely on company servers to hold this info, as if the crap hits the fan, you will not have access to your emails or the servers..

Unfortunately, you do not have the power to do exactly as you wish. Maybe after many successes, you will...but not now. You must make alliances that will adjust the direction of the project gradually so that they are not recognized as threats (like buying your Porsche parts a few at a time instead of a single $10k purchase...to avoid the wife's wrath). Get buy-in on your ideas from the other primary leaders (maybe make them think that they are their ideas..give them credit for them). Especially those pulling against you. And always remember; perhaps you are wrong and they are saving your job daily by following the correct path (or maybe only sometimes). Last of all, for many decisions...it really doesn't matter much which path you take; concentrate on the ones that are critical. You need to choose which hill to die on.