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24

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

Roles and Responsibilities for Team Composition This is an interesting question, because it addresses some of the subtleties of self-organization with agile frameworks. In particular, it highlights the differences between authority and influence. Scrum Team Members are responsible for identifying impediments (e.g. the team doesn't have sufficient expertise ...


12

I'm going to assume that you are running one of the versions of Scrum in which there is both a "story point" estimation, done by the entire team, and an "hours estimation" done by the individual assigned the work. If it's not, and your only estimation is the story point one, this issue shouldn't arise because the estimation should be done by concensus of the ...


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,...


9

Only judging by what you wrote, the maladaptive emotion might be yours that you are interpreting or displacing on to her and labeling it disrespect. There are 100 reasons, completely benign to how she might feel about you, that could cause her to be late, many of them random and out of anyone's control. You indicating a deadline and having a mid-way ...


8

TL; DR Personality conflicts and process diseconomies are clouding the real issue. Tracking the proper performance metrics will improve your overall process and provide guidance for addressing issues of team composition. Your Problem Isn't Estimates [O]ur SQA resource...overestimates everything. So what? If your team is using planning poker, or any ...


8

Break tasks into smaller details. When this individual gives you an outrageous estimate ask them more details about it. For example, if the task is to Test Feature X, it might involve setting up environment Y, going through cases Z, etc. Then ask them to estimate on each sub-point. You will be able to drill down and ask things like "Does it really take 2 ...


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 ...


7

Frequent task switching generally results in inefficiencies, wasted effort, stress and eventually burn-out. I think most people have problems managing this because, generally speaking, they want to be helpful and responsive... and most people are also likely to take ruthless advantage of your helpfulness and responsiveness to get what they want without real ...


6

Development is not assembly line work. Some developers take quite a bit longer to develop code than others. It is possible that your developer is, while competent, one who takes longer to develop than others. Unless you are his manager, if he is goofing off or not should not be your concern. Rather you should be concerned that he is meeting resource ...


6

A manager who does the hiring, firing, performance reviews and has technical ability can still undermine the Team and force them to do things his/her way whether this person is the Scrum Master or not. For this person to take on the role of Scrum Master is just an additional burden on them. The decision makers who chose to go the Scrum path hopefully know ...


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. If you mean by ScrumTeam the ...


5

The answers to those questions depend heavily on your company/institution/hierarchy. I think we can only respond in the context of PMI (although I'd love to hear from a PRINCE practitioner or other non-PMI organization). Work performed as a project coordinator almost certainly qualifies as job experience towards PMP certification (I'm only hedging because ...


5

I would be wary about giving an absolute answer to this because the meaning of a job title can vary hugely from organisation to organisation and sector to sector. In my own sector - digital/software development - I would say that Project Coordinators normally report in to Project Managers who may, in turn, report in to Programme Managers. In my experience ...


5

In the Navy, we were taught that authority comes from rank, from expertise and from leadership (in increasing order of importance). Staff may respect you because you're a director, but I would never rely on positional authority. Staff may respect you for your competence - if you have the skills and a proven record of delivery. It sounds like this won't ...


5

It seems like the company has decided to go this way even though you understand that this undermines some of the basic principles of Agile. So I'll stick to some of the caveats that should be watched out: Missed deadlines/goals by the team should not get attributed to your hiring/firing decisions. Hiring process maybe changed to have a peer-interview ...


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 ...


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 ...


4

Probably not the answer you were looking for, but - While I'm sure they may be something out there that incorporates all of those items, I question real usefulness of it. You're talking about a single program or suite that does correspondence, document tracking, scope definition, estimate development, proposal submission, project tracking/gantt charting, ...


4

Yes, the flow is the same, because you're not talking about a change to the scope, or the cost, or the schedule, you're talking about change to the project. Change management (or control) deals with those three in that for every change, all three must be assessed for impact. "How does this change in scope affect my schedule? How does this this delay affect ...


4

Bluntly the relationship between the project coordinator function and that of project manager is similar to that between a secretary. The secretary has an excellent grasp on the day to day activities of the task, but has never taken responsibility for delivery. This does not mean that the project coordinator cannot make the step to being a project manager, ...


4

My answers below are based on the assumption that you are all located in the same office space. I think that using a software solution for your project management may be overkill, and may actually be getting in your way as you start out. I'd suggest sitting down with your CEO and PM for an hour and decide on what exactly makes sense for you to be tracking ...


4

Rule of thumb: methodologies and tools fits to your needs, not the other way round. Having said that, you need to assess: The problems you are facing now The procedures you have in place you believe could be improved What you believe is working fine and you want to keep This information can be discussed informally with everyone (and eventually, someone ...


4

I am an Application Development Manager in this position, and it works excellently for my team. The main thing is the difference in mindset from traditional management. I have the benefit of building the team from the ground up so made it very clear from the start that I am here to help them, and they make decisions more than I do. At first it took some ...


4

TL;DR We're trying to plan for agile transformation soon, and one of the main sticking points in this is organizational structure. Management's expectation is to have a Scrum Master perform all normal functions, but tacking on hiring, firing, and performance reviews for people under his management. Your company is not planning on transforming anything. ...


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, ...


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