26

There are different ways of tackling this: Zero-bug policy If you plan your sprint just with new features, but keep a zero-bug policy then your velocity will drop. Eventually you will know how much stories the team can get done while fixing any open and new bugs first. Understand Yesterdays Weather and plan accordingly. Placeholder PBI Each sprint add a ...


12

It will mostly depend of the scope of what you call project management. If this include mostly code, milestones, and issue tracking, then Gitlab can fit your need. You may complete Gitlab with third party tools that integrate with it's API like Taiga On the other hand if you need more flexibily, customizable reports, cross-project issue/milestones sharing,...


8

Interesting problem. I'd be a little concerned that an interview setting is not necessarily a realistic microcosm of a real project. You're going to enter with much less understanding of the problem and 'customer' than you might expect to have in a normal professional engagement. However since you seem to have some idea what a successful outcome would look ...


8

PMI's studies have shown that projects that are managed complete more often and more successfully than projects that are not managed. (I can't find the citation right now). A 4 person team could use a project manager, if the projects are large and complex enough. Alarms go off in my mind when I read your statement, Does a PM need to have some ...


6

What's your interpretation of a ScrumMaster? I am asking because doing an employee evaluation is not a classical task of a ScrumMaster. Regardless if the evaluation is somehow related to the agile process or not. But we do not have a formal feedback process from the Scrum team to managers for individual team member. I am not sure if this would be a ...


6

Even If It's Not Trolling, It's a Recipe for Creating Disastrous Outcomes This is (at best) tangentially on topic as a project management question, and may possibly be trolling. Even assuming good intentions, it's hard to see how the prevailing literature and extant best practices don't answer your question. Assuming you are a project manager, and looking at ...


5

There are a few really hard problems to solve that relate to programmers in the workplace. In my opinion, it's your job as part of management to solve some or all of them. If you are doing so, you could say you are indirectly responsible for the efficiency of the programmers, overall. You may also take account of a few things compared to other companies, ...


5

You are asking the wrong questions. This is not about whether or not a PM role is valuable. This is more about interpersonal and political issues you are experiencing in this very small company. You need help with that, maybe also you need some career coaching or a mentor. I am not suggesting you are at fault but you are clearly not coping and you are ...


5

It is hard to know exactly what they intend with this interview mock project, but if I were to do something like this (as the interviewer) I would primarily be looking to see the candidate's strategy for ensuring they have an accurate understanding of the customer's problem and priorities. As a secondary benefit I would be able to see how the candidate ...


4

I'd strongly encourage you to talk to your supervisor about the project management practices your company uses. I've been in a similar situation, and it's much more effective to be on a project team, then to have to do all project work by yourself. If you have a team dedicated to a project, it's likely to be a much more solid piece of software than one ...


4

For an agile transformation to be successful, it requires support from the Top, the Middle and the Teams. While resistance in the Middle or Teams can slow things down, lack of active support from the top almost always leads to failure. Unless the team is already high performing and management is happy with their work, guerrilla agile rarely works. I nearly ...


4

You don't need a project manager to run this project. In fact, unless heavily empowered all a project manager is going to do is give the headache to someone else. What you need is to have a "product owner" or "chief product owner" for the overall Web Site. A product owner's job is to the "final call" on requirements. This includes prioritization, ...


4

If this is the US Federal government, you are in the middle of some serious fraud. This isn't something you fix, this is something you report. Call the whistleblowers hotline and look for a new job. I think each department has its own process how to do this so you'll need to look that up.


3

This can be actively managed through some enterprising Kanban and a normal Scrum delivery team method. Some agile coaches struggle with the concept that an organisation can have a single Scrum Team delivering the business change from a portfolio of programmes with multiple projects all with their own 'backlog'. Sometimes Agile methods need adapted ...


3

On big projects with a multitude of stakeholders, it may be hard for the project manager to properly cater to all of the stakeholders. Therefore, it is a must for the project manager to know who the most influential stakeholders are and who is able to provide support on a project. Here is the list of typical questions: Who will have or require direct/...


3

There isn't a project management term for this that I'm aware of. This is generally referred to as a Delegation Management Style. It's considered a very good management technique and the sign of a skilled people manager. It is very much like assigning a project as a client would and creates an environment for employees to excel and learn.


3

TL;DR What is the best way to complete projects efficiently? There is no canonical answer to your question, because it is highly dependent on the organization, the skill sets of the teams, and the scope of the projects involved. However, it is safe to say that whatever your organization is doing is currently not working for you, and that's a valid point ...


3

The first question I would ask is: is this person truly considered "key," does this person really possess such a unique set of skills and abilities that it would be near impossible, or very expensive, to replace? This situation can certainly occur, especially for FOIK projects, but often times I find it is more a false perception of that individual. ...


3

Taking Care of People is Efficient The empirical project management approach is to determine the efficiency and effectiveness of an approach by measuring its outcomes. Pragmatically, the goal is therefore to optimize the effectiveness and efficiency of project delivery rather than "efficiency" in some philosophical or abstract sense. People (and by ...


2

I would say that, rather than being about the job title, it's all about the skills you display, use day-to-day etc etc. A lot of PM roles are very heavy on coordination, some focus on leadership etc..it all varies by organisation and industry. I would say that a project coordinator is not yet a PM (not ultimately responsible for delivery), but it's on the ...


2

Basically estimation in hours and time tracking can result in problems during planing and daily meetings. Thus, I would suggest using storypoints instead. What is more, you should use planning on demand technique. You can read more here.


2

SWOT analysis from published data Here is a sample SWOT analysis of a well known company - Coca Cola. Opportunities and threats are external. They are in the marketplace. Research the market for the sector your company is in. Opportunities are, typically, unfulfilled customer needs. Threats can come from not only competitors, but also from replacement ...


2

As already mentioned in another answer there is no Holy Grail answer to this question, but let me give you some food for thought: Issues happen This is not a real eye-opener, is it? Bugs, issues, defects or whatever you call them should not jeopardize the schedule, at least to a certain extend. Although rework is a loss of time, it happens in every (...


2

You must work on project mode and meet the requirements noticed in the PMBOK. here is the requirements from the PMBOK: (PMBOK® Guide—Fifth Edition) Regards :)


2

I have seen the following things work: Scrum Master bi-weekly one-on-one coaching meetings: These might not have the mandate to really have an impact if the person does not want to change. This because the SM does not have any real power, but you could always advise management. Still this is the best start as you can find out what is really going on, maybe ...


2

Mapping stakeholder interests is an always-ongoing activity. It should never be complete, merely reviewed. Organisations revolve staff through Projects and Programmes constantly so stakeholder maps should be updated as often as required. Asking Directly As a Project Manager, you will receive very little guidance about how to run your project and that level ...


2

Stakeholder analysis can get as sophisticated and detailed as you want to make it. There are practitioners that specialize in this and this effort can get quite exhaustive, time consuming, and expensive, but very valuable. Since you are new to the PM role and do not have experience with stakeholder analysis and management, you can design an effort that is ...


2

I will try myself at this answer. Basically, "overhead" can have two meanings: Negatively connoted: When negatively connoted, overhead describes excess and UNNECCESARY effort or costs, that incure because the project is managed poorly and through this, effort will be redundant, mistakes will be repeated, information imbalance will affect quality of results ...


2

In your OP, you used "junior" and "mid-level" judgment words. That's based on your subjective scale, which could be very different than others. However, the bottom line is she is not performing to expectations. As a PM, this is in your domain to make a decision to either 1) get her up to expectations and take on the risk you may fail ...


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