Category: Project Manager

Navigating the Challenges of Engineering Projects: A Guide for Business Leaders

I have been reviewing project efficiencies from the past to see where I was successful and where I was less successful. In addition, I have been studying for my Green Belt in Lean Six Sigma certification, and now I am trying to apply some of what I have learned to past roles and projects. Sometimes, a smaller continuous change approach ( Kaizen) is required, as personalities sometimes resist change from historical practices. Smaller continuous changes may take too long to see results, but sometimes, the only option is to work within your box ( try-try-again as much as you can ).

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5 Essential Elements for a Successful Software Roadmap

Creating a successful software roadmap is akin to charting a course for a ship. It guides the team toward their goals, ensuring they stay on track and reach their destination. For engineers, a well-crafted roadmap is essential to meet targets efficiently. Let’s explore the five key elements that contribute to a successful software roadmap:

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Running Onshore and Offshore Development Teams – A Guide for Vice Presidents of Engineering

As a Vice President of Engineering, managing both onshore and offshore development teams can be both challenging and rewarding. Balancing the benefits of cost savings and access to global talent with the complexities of communication and cultural differences requires strategic leadership. In this blog, we’ll explore best practices for successfully running onshore and offshore teams, ensuring seamless collaboration and project success.

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Achieving Order in Chaos

Trying to streamline things at work and make it so we are producing higher quality code I have learned a few things. Mind you I have only been in my new position for a few weeks, but already I along with our Account Manager have discovered some long lingering holes that need to be plugged. Nothing major, but nevertheless, we need to fill the holes. Some of the uncovered issues are: communication, processes and specifications for developers. It is not enough to get the projects done, but we need to do it right and right on spec.

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New Project or Team Manager – First Two Weeks

There are plenty of tasks a person could do in their first two weeks as a new Project or Team Manager.  I have isolated some of the more important tasks that need to be addressed in the first two weeks of starting the new position.  Mind you these can vary depending on the size of team and the discussions with your new superior.

  1. Discuss your role and management styles with new superior.  Ensure you are both on the same page.
  2. Become intimate with company policies
  3. Get to know everyone on the team including their name, responsibilities
    and what they have done in the past
  4. Review all project descriptions and time lines
  5. Find out what each team member is currently working on and where they are in the time lines
  6. Compare where each team member is at on the time lines with the actual time line
  7. Discuss progress with My Boss
  8. Team Meeting
    • discuss priorities
    • discuss what everyone’s expectation is.
    • discuss what I expect of them
    •  ideas to get the projects back on track
    • look for team suggestions
  9. Discuss progress with my superior
  10. Meet with each member
    •  – discuss where they are in the project
    •  – together figure out how to advance in a more efficient way
    •  – set some realistic goals
  11. Discuss progress with my superior