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How can I handle these negotiations to stop accepting these activities even if they are paid? A better question would be "How do I inform the commercial staff about the risk, extra effort, scope creep, fixes, and data corrections that these activities bring to the project?" You don't negotiate to stop accepting such requests, you raise awareness on the ...


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The idea behind a successful business is to supply what the customers demand. The decision to supply shouldn't be made because you find it hard, there's some rework, or other issues. Should be based on whether building and maintaining that capability would be profitable, whether you build it or buy it. So don't stop those negotiations. The bigger question ...


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Don't. Migration is a commonly asked-for - and provided - service. If your competitors are providing it and you are not, you'll probably suffer more than you currently do doing the migration work. You have a hole in your (Team's?) skillset. My advice is to fill that hole. Either hire someone who has more experience with migrations, or else expend effort ...


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Assuming by clusters, you mean sections, then it really depends. I know this type of visualization as a kanban board, so you can also look that up. By grouping all your tasks into sections, you can see work broken up and gain insight into the health of a task or project. In your example, the 3 sections are very basic view of the tasks that have been ...


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Re: components and epics, I think this will be a really good read for you. The biggest takeaway there, and I think the biggest distinction between Components and Epics is that Components are timeless and categorical, whereas Epics are time-bounded bodies of work.


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