644965 examples of To in a sentence
help my team execute well, but I’m aware the environment is different.
What project management best practices have you seen across the industry, and what advice would you have on which approach
answer this question, I pulled in help from across the industry as well.
Before we jump in, here’s a personal story about why it’s sometimes hard
put a finger on how important project management approaches are.
All engineers and product people were sent
best-in-class Scrum training, facilitated by one of the Agile manifesto’s founders.
Skype went all-in on Scrum, moving all teams
this methodology over a few quarters.
And the move
Scrum was seen as a success at Skype.
We went from shipping the flagship Windows app once-a-quarter at best,
Teams rotated Scrum Master roles, agile coaches dropped in
give feedback on the teams, and Microsoft – which had just acquired Skype – was interested in taking inspiration from the speedup in delivery.
However, while Skype moved over
Scrum, a competitor was executing ruthlessly: Whatsapp.
However, it is not – and should not be – an end goal, only an enabler
reach that goal quicker.
Even within the group of large non-tech companies, some experiment with novel approaches, while others stick
doing the same thing that has been working well enough for years.
The survey revealed a few interesting findings, some of which related
the question: “On a scale of 1 (not satisfied)
5 (very satisfied) how satisfied/happy are you with the current project management methodology?”
treat these carefully, given the survey is non-representative in sample size.
Teams being allowed
choose their own way of working was more common at public tech companies and venture-funded scaleups.
Large, non-tech companies and smaller, non-venture-funded companies were more likely
mandate the same approach for all teams within the company.
Team autonomy and high satisfaction seemed
Teams struggling often had little
do with the methodologies.
get things done without working much with JIRA was mentioned as a positive.
Additionally, a recently IPOed, high-growth tech company moved over
JIRA and ran a survey among engineers.
In my view, it’s one of the easiest ways
demotivate engineers –
the point of some leaving – and also
get a false sense of what a team can achieve.
However, when a dedicated project manager is unable
shield the team from requirements changing, respondents rated this approach as poor.
Teams with no autonomy
change a failing project management approach also recorded low satisfaction.
These kinds of responses were pronounced at companies where all teams were expected
follow the same methodology.
It’s an example of directive leadership and while this approach can work well for roles where there is little creativity needed, it is usually a poor way
build high-performing software engineering teams.
Teams are free
choose the project management methodology they use.
The ratio of TPMs
engineers was around 1:50 at Uber.
However, if you were
copy this same approach in a more traditional company, it would likely fail.
The expectation of developers at traditional companies is
complete assigned work.
At SV-like companies, it's
solve problems that the business has.