We have one technology manager and three product managers. As our small startup grows from 4 people to almost 100 I had assumed that our new product managers would also be 'project managers.' (The tech managers used to fill in as the 'project managers' before we had PM.) That is not necessarily happening. There is too much overlap and not enough distinct responsibility.
Our team looks like this (number of persons in role at the end):
- Product team with product managers: 3
- Programmers: 16
- QA: 4
- Director Technology : 1
- Director Engineering : 1
We practice a non-rigid agile-like methodology, but we are not Scrum ideologues. We set aside about 3 weeks worth of work, estimate it, put it into Jira, and assign to devs. But the PM often changes requirements during the work cycle.
Recently I have been thinking that perhaps the flexibility that this accords us is having a deleterious effect in that the product mangers now have the ability to tweak requirements, sometimes based on beta testing with early adopters during the sprint. This is causing minor finger pointing. Engineers feel like PM keep changing things up. PM feel like devs are perhaps slower than they should be. The CEO doesn't know if we are doing a good job of driving accountability and productivity.