We all think that we are unique. Even when we make mistakes – they are unique. But it seems we are so predictable, that people already studied and classified all our epic fails – past and future ones. So it is very useful sometimes to read about the issues others suffered and compare yourself to the persons described – you definitely find something common. Project managers are not exceptions – you may think you are a smart project manager, but still you can follow some of the well known anti-patterns. I tried to collect the most common ones – which I built myself or observed in action. I found they fancy names on the internet and now I am prepared to use them in my speech, so I would look as smart as the developers talking about their architectural patterns.
I never had such an issue or was thinking about this topic during my PM career(Not because I was extremely respected by the developers. It was more like…I didn’t care.) But it seems to be an important question for a lot of Project managers. A good indicator of that is the interview question they keep asking you – “How can you get a team’s respect if you don’t have 10+ years of Haskell development experience???”. Looks like project managers really have some issues with respect…Sometimes I even think that developers treat project managers worse than QAs.. Oh my God, QAs!!! How that can be possible?
When we talk about the development process in outsourcing with my colleagues we usually “start” project with development phase: “So, we got that project and started with the team our sprint 1”. It is the most often phrase you can hear about the kick-off of the project. In the books about scrum you can find a lot about sprints, but so few about sprint 0 and preparation to the development. They start with “Ok, we have a list of features and we need to estimate them and get a backlog”. But where from we get this list of features? We start with design and then hang this design to the developers? Of course, not. We need a good Sprint 0 with a team to be able to start development. And then I discovered that we even need Sprint -1, where we go through the analysis of the project idea.
I just want to share my practical experience, which suits for the outsourcing software development company, that wants to deliver better product-oriented service. I am surprised how far from that we can be in some of our big outsourcing leaders.