5

Your processes look broken. The Sprint is not meant to be a commitment the business can use to punish developers for not meeting. I fear this will reflect badly on me since I was intended to write the feature. ...Who says this feature was intended for you? In Scrum, work is assigned to the Team, not to individuals. If it was assigned to the Team, then ...


4

In order to know how to reach the place you want to be, you first need to know where you are now. Structure You don't necessarily need a hierarchy for people to work better. A 20 people company can function well with a flat structure. Introducing intermediate management layers might benefit the work or might harm it. So you really need to understand the ...


4

Simple answer: If your client asks you to do something, you're not a consultant. If they ask you what they should do, you're a consultant.


3

From the strictly technical point of view: Rise a risk. In this case the risk might be project failure due to insufficient control. The cause of the risk is missing or late reports. Perform a qualitative risk analysis (high probability, high impact) Perform a quantitative risk analysis (will cost xy) Don't forget to include team members / experts during the ...


3

My understanding of the PMs job is the following: PM is responsible for the success of the project. The PM is responsible to provide necessary information to the management in order to allow good decisions. If something out of the control or capacity of the PM hinders the PM doing or achieving this, the PM has to escalate this information also. PM is ...


3

You want to calculate Overall Labor Effectiveness. Here is a document that discusses it: http://www.kronos.com/ads/effective/30/Kronos_effective.pdf I hate to send you to Wikipedia but this write-up shows an example of how to calculate based on what appears to be a manufacturing job: http://en.wikipedia.org/wiki/Overall_Labor_Effectiveness The overall ...


3

There is a joke: "Project managers are people that believe 9 women can give birth to one baby in a month." It is your professional responsibility to set realistic expectations. Going all out and working a 80+ hr. week is mentally exhausting, which in software development leads to more bugs than genuine progress. In France since 2000, the legal work week is ...


3

I suggest to sit down with your boss and talk about responsibilities and expectations. It sounds that he gave you something (the freedom) and expects something in return that he forgot to mention to you. There is a common misunderstanding that the extra work requires overtime. I think you as a project manager are expected to organise and prioritise your ...


3

You can always call yourself consultant, because the definition of a consultant is not that strict: A person who provides expert advice professionally. You are person (check), you are an expert, therefore you can give expert advices (check), and you'll plan to earn your living from doing it - you are a professional - (check). Due to the nature of the job - ...


3

Productivity Trade-Offs Open plans increase communications opportunities and interpersonal bandwidth. However, the potential benefit doesn't come free; as you've seen, it often comes at the expense of both privacy and interruption-free quiet spaces to work. Some teams find this a net benefit, but some do not; it is generally considered an agile best ...


2

You could consider using Microsoft's Team Foundation Service preview. It does offer the features that you're looking for. It is currently free while in preview and the pricing page indicates there will be some level of free service available once it fully launches.


2

It depends: the line is where you draw it, knowing that if he wants more than you're willing to give, you have to find a different job where the line is drawn differently. Depending on where you draw the line, if you want to work less than other available PMs, that other job may be harder to find or pay less.


2

It sounds to me like this specific issue is probably the tip of the iceberg. Although the company has clearly publically invested in deployment of a formal PM methodology, it sounds like there is no real appetite for the structure and control it provides, either "at the coalface" or with the management. Simply put, if there is no appetite for enforcing a ...


2

TL;DR The results from cognitive research are largely statistical. You will not find a single canonical source for your question that can be expressed as a fixed percentage and that will be accurate across all domains. There are, however, some generally-accepted rules of thumb for task switching, interrupted flow, and operational overhead. Each of these ...


1

Your calculation is correct, but you're misinterpreting the result. Let's have a simple example: Standard hourly pay (R) is $1 Standard working time (S) is 10 hours. Actual time taken (T) is 8 hours. Compared to the standard wage of $10 you're now earning -(10-8)^2/10 = -0.4. So you're earning $9.6 instead of $10, but you worked 2 hours less! If you ...


1

1) I don't believe he can do it in time (we got a 5 days sprint, two days left). If this is the case, just raise the issue with him. Tell him: "Jerry, if you work alone on this I think we will not deliver it in the time left. Please let me help you". If he refuses, raise it with the Scrum Master (it's an impediment). This is a topic for the Sprint ...


1

This might be too broad of a question to answer completely in a post like this. I'll encourage you to think about your situation and break it down into sub-problems. It sounds like there are at least two. Problems First, at least some stakeholders (you) are uncomfortable with the current way the project is being run. This can be due to the lack of ...


1

I have worked both in Waterfall setting as well as Agile. From time to time it is proven that resources cannot be productive at their work for 6-6.5 hrs a day. Remaining time goes into status meeting, collaboration and 'other stuff' that deviates them from being productive. I would agree with above suggestions that task switching is not a good idea at all. ...


1

Get a bunch of open-minded people involved in the problem (or those invested in solving it) into a room, grab a whiteboard, and keep asking why - map out the symptoms, root causes and "vicious cycles" as nodes/links until you feel you've found the true origins, then ask yourselves if they can be fixed or not. i.e. root cause analysis (http://blog.crisp.se/...


1

I suspect not providing checkpoint reports is one of many symptoms that you are experiencing. It appears your organization has a very low to non existent PM capability maturity. Also, it sounds like your eight-month project is not a material project for your company. The good news, you can only go up from here. Notwithstanding trying to make your ...


1

It does not sound like you are a consultant at all. A consultant would provide advisory services, usually to a variety of clients concurrently, in determining the best course of future action. Within the realm of software development specifically, which from the sound of it you are involved in, a consultant would assist an external client in designing a ...


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