> "He refused to take time off or allow any work to be delegated. He also repeatedly rejected attempts to introduce free open source frameworks to replace hard-to-maintain bespoke tools."
Why did he have the authority in either of those last two decisions?
> "I agree that the situation that came about was also his manager’s fault. "
And his manager's manager, and basically anyone who was aware of this project and the fact that it was delayed by two years.
Nobody above Rick's manager was looking into this project when it was delayed by two years? Nobody took a look at the JIRA/whatever board and saw that one person was blocking everyone despite working 100 hours a week?
I think an argument could be made for everyone in Rick’s chain up to and potentially including the CEO should be let go.
> I’d been aware of the project for a while, because it had grown infamous in my organization, but hadn’t been assigned to it.
And especially the blog post writer who knew about the problem for a long time self admittedly and did nothing about it, only to then pat himself on the back for handling the situation poorly when it was finally assigned to him.
If so, we're talking 3 years overdue while billing an entire team. That's typically considered a success for the outsourcing firm. Remember that they bill by time*men, not by project delivered, coulnd't care less about the software and the people.