15

Person-month is politically correct synonym for Man-month. It's mean amount of work performed by the average worker in one month. So, if: project requires 12 persons-months of development time all team members do only pure development activity (i.e. they are telepaths and they don't need to spend time for communication with each other). [note: this is not ...


7

Firstly, you could use different methods/frameworks to run projects. Scrum wouldn't necessarily be the solution here as your prime concern is around the line in responsibilities between these two, both different and both required, roles. As well as getting the right level of communication set up. I have grasped something from the tone of your question that ...


7

Not to be pedantic, but the correct way to write the term would be person-month, or man-month. The distinction is that person/month implies units of people per month. This is inaccurate. A person-month is a unit of work that's calculated by multiplying the number of persons by the number of months they work. So a team with three developers working on a task ...


6

The number of communication channels in the Chief-Programmer model is theoretically n-1 because it assumes that everyone communicates with the central chief-programmer role and he delegates work out and that no communication needs to happen between the other roles. That model does not address real-life complexities and assumes that the chief programmer is ...


6

In my professional experience, the single point of contact is a gatekeeper or clearinghouse, rather than a sole resource. This person functions as a spokesmodel for the contract, but may certainly delegate responsibilities or facilitate communications between parties as needed. This point of contact is the first call you should make with questions, and ...


5

It is highly unlikely that your "single point of contact" (SPC) is the only stakeholder [person with an interest in the outcome your project]. Although contracts will identify a SPC such as a contracting officer or contracting officer's technical representative, this responsibility is a contractual requirement to ensure that contracts are not modified by ...


5

Pankaj Jalote in the book "An Integrated Approach to Software Engineering" describes three types of team structures: Ego-less team (aka democratic team). Chief-programmer team. Controlled decentralized team. Ego-less team have no leader. All decisions in it are making through discussion and with consensus. Every member of democratic team have ...


5

There is nothing wrong with having several people from the project team contacting the client. As you already pointed out, some people are naturally more appropriate. If you developers are interfacing with the client's systems and there is a specific coding problem, then the dev might need to talk to a client dev contact. Normally, the client will have ...


5

Two key expectations from a PM are: Assess, track and report Risk Manage Stakeholder's expectations You are doing all the risk management, and it seems the second part could be improved. So, you could take some actions, such as Consider and cost, on your original plan, the risk of going 50% beyond schedule. With this, you'll be agreeing upfront the ...


4

From my experience, I would say the problem here is "leadership". I am just taking couple of points from your statement. Team not successful in convincing clients when requirement creeps Team do not give importance to communication skills and they believe it is not a part of their job These are things that should be driven by a strong leader. The leader ...


4

I'm going to read between lines a bit here, but I think the issue that management has is not explicitly that the mitigation strategy is too reactive- mitigation, almost by definition, has to be reactive. I think the issue is that the way you are handling the project is demonstrating that you don't really know what the budget or timescale should be and that ...


3

To be blatantly honest, if your project has a non-technical project manager who is not very strong on the business logic or functional aspects of the project and is also involved with other projects, his involvement in the project should be no larger than that of managerial tasks – which is a nicer way of saying – "Getting the crap out of your team’s way and ...


3

I understand that the situation are: You are a technical lead (TL), You report to a PM that has no or almost no domain knowledge, technical knowledge. The PM does not understand you. "A non-technical PM cannot identify certain dependencies because they have no idea that they exist.": He doesn't have to. I think it is your main responsibility to explain the ...


3

TL;DR Should I include the developers in these emails or not? Increased direct communications, if done effectively, can improve the viability of a project. However, there are often pros and cons that must be considered. A lot depends on your project management framework, your project communications plan, and on the type of relationship you have with your ...


3

Is it wise to send email meeting invites in advance for each of these 3 meetings? Yes. It allows the attendees to plan their own diaries and helps to ensure they will be available at the time of the meetings, which is good for your projects Should we include this in our Communications Management plan? That depends on practise at your organisation. Some ...


3

This should be documented in the communications plan. There are almost as many answers to your question as there are combinations of clients and providers, which is why each project should have a communications plan that summarizes who talks to whom about what. In your shoes, I'd create a template communications plan for the company, and then validate key ...


3

If you are talking about how to manage effective meetings, your best bet is to call out when what the two managers are contributing isn't adding value. You can do this by politely taking the first opportunity (when they pause to catch their breath?) to ask them to take their discussion offline and come back to the next meeting with a recommendation. ...


3

TL;DR The legal questions are really just a subset of the premise that this is fundamentally a business decision, albeit a highly political one. Determining whether or not to kill a project, and who should be assigned to a trouibled or failed project, is primarily a business decision with potential consequences (good or bad) to all parties regardless of the ...


3

That's something I have seen a lot. It happens when the dust settles and the teams are grown up and everything is save and sound. And even the most performing team needs to be evolved and facilitated and is going through changes constantly - but this is taken care of in half the workday. And now you have a bunch of Scrum Masters that feel redundant and ...


2

You seem to have answered the question for yourself already, but here are some key points that you may take into consideration: Task Priority is not the same as Task Urgency. Some urgent, but low-priority, tasks may have tight deadlines, but they can (and, sometimes, must) be ignored if other, higher-priority, tasks are under risk. How to prioritize them is ...


2

Has anyone done this before? How effective it is compared to using a laptop Of course this has been tried before. And obviously a system with better microphones and speakers will be better than one without them. Of more interesting to note here though is that you seem to be hosting some kind of "Scrum" meeting with multiple Scrum teams. Is that really ...


2

The status report that I have used to update management and team includes a variant of a quadrant report. This will address the key concern and also the need to know status for the management and team. I have successfully managed to bring across key concerns and also highlight job well done by the team to management Is as follows - HighLights (Bring Good ...


2

I will assume in my answer that you are primarily concerned with communications between the Vendor (you) and a foreign Customer and not your internal communications. In the short term you can identify the team members that can best communicate with your customers. This is both in terms of English language skills and also whatever technical skills they need ...


2

Few things like this you can try: Arrange an English course training to team to improve to next level. Influence management to get this training conducted and show your plan of improvement etc.. Use translators before sending emails, i.e they can type first in English, team can also type in their first language and use translators and get the English ...


2

From a business perspective, sometimes the PM has to get reassigned even if it isn't his/her fault. It depends on how much the PM was the face of your company, and if you have someone that can do the job better. I have seen a similar situation where deadlines were not being met and there was no visible progress. Letters were exchanged and there were threats ...


2

Ideally you should have a Business Analyst who should be communicating to clients.. Because Business Analyst has more insights and knowledge about a project since he is activly involved in the project.. And if you need any technical help you can always go back your tech team..


2

Different Organisation follow different process for the active projects so based on that I can just give an answer that projects are always initiated with the Technical Architects and PM and QA Manager. When the active projects are finalised with reviews etc then its proceeded with the developement and if any changes are needed then the concerned Lead will ...


2

PM should be single point of communication for status, schedule and scope As Mark pointed out, this depends on the size and complexity of the project. However, here are some tips from my experience in managing software projects. For technical issues, it is OK for the tech to talk to the client tech. However, if I were the PM, I will want to listen in on ...


2

This is a facilitation problem. It is not an issue between the different approaches. I would suspect you have other issues in your meetings, too, if you do not have a strong facilitator running the meetings. Different mental models are valuable. You do not want to squash it. Deploy a strong facilitator role in these meetings, somebody that knows how ...


2

I'll try to answer your question, but I'm not sure it's really possible to. Let's say there are 5 discrete messages one can send to another. Feature - Something that is expected to be delivered. Decision - Something that needs to be (?) or has been (!) decided. Question - Generic, may also be used as a prefix, to specify a type of question. (e.g ?feature ...


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