web designer needed for 2 day job

Steamy Tom said:
lol i don't think a good pm should be hated, the way you view a pm imo is why people hate them that you deem they should be opposed to the needs and expectations of a sm, imo they should largely be aligned. i do however agree that generally pm's are hated.
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PM work by design is command and control. You said you'll get X work item done by today but it isn't so we'll escalate the crapout of you to show management that it wasn't the PM that stuffed up, but rather the dev.

SM work, we try to predict team capacity and give a general cadence and from there try to stop as much possible interruptions from happening so the team can work to the best of their abilities. Failure is encouraged as a learning opportunity.

Very different approaches. The two can live in harmony, but never as the same person.
 
GhostSixFour said:
PM work by design is command and control. You said you'll get X work item done by today but it isn't so we'll escalate the crapout of you to show management that it wasn't the PM that stuffed up, but rather the dev.

SM work, we try to predict team capacity and give a general cadence and from there try to stop as much possible interruptions from happening so the team can work to the best of their abilities. Failure is encouraged as a learning opportunity.

Very different approaches. The two can live in harmony, but never as the same person.
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your idea of a pm is very old school.
 
Steamy Tom said:
your idea of a pm is very old school.
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Not really. It is the work of a PM as defined by PMBOK. Yes, people are butchering the agile framework and applying bits and pieces of it to a waterfall environment and calling themselves "agile". And yes, this is where some of the "new" PM's come to fore, but this is also a big ass reason as to why so many agile "transformations" fail so epically.

Also, remember when I said when you're doing to PM role 100%, then what I've described is exactly what is expected of you. I was a PM before I went into SM, so this is not old school thoughts or my way of thinking, this is the expectations that was placed on me.

Are you currently a PM? Or a Agile PM? If so - what size business and which industry?
 
GhostSixFour said:
Not really. It is the work of a PM as defined by PMBOK. Yes, people are butchering the agile framework and applying bits and pieces of it to a waterfall environment and calling themselves "agile". And yes, this is where some of the "new" PM's come to fore, but this is also a big ass reason as to why so many agile "transformations" fail so epically.

Also, remember when I said when you're doing to PM role 100%, then what I've described is exactly what is expected of you. I was a PM before I went into SM, so this is not old school thoughts or my way of thinking, this is the expectations that was placed on me.

Are you currently a PM? Or a Agile PM? If so - what size business and which industry?
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i am not but i have the way forward to be. large company different industries.

i fully agree that you can't call something agile if you aren't literally doing agile, but at the same time i feel that you can't say you shouldn't use elements of something because you aren't using the framework. Eg we do stand ups but have a generally waterfall delivery model. I feel any tool that helps you perform your functions is fine obviously dont label it as something else though

i think there are a lot of factors involved and a pm can be a leader/nurturer given the person, environment and team, it doesnt all have to be one way or the other.
 
Steamy Tom said:
i am not but i have the way forward to be. large company different industries.

i fully agree that you can't call something agile if you aren't literally doing agile, but at the same time i feel that you can't say you shouldn't use elements of something because you aren't using the framework. Eg we do stand ups but have a generally waterfall delivery model. I feel any tool that helps you perform your functions is fine obviously dont label it as something else though

i think there are a lot of factors involved and a pm can be a leader/nurturer given the person, environment and team, it doesnt all have to be one way or the other.
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If you're doing standups but following a waterfall delivery model - then you're doing waterfall, and should really refrain from calling them standups. I'll take a guess and say that they're longer than the prescribed 15minutes timebox. This is not a best practice. This is literally the rules. longer than 15minutes is not a standup. Plus, the team is giving a status to the PM instead of discussing their plans with each other. I'm assuming.

If you want waterfall use waterfall. If you think your environment is too rigid to use agile, use SAFe. if you feel that your environment is too big to agile use a pilot project, and trial it using agile best practices. Introducing pieces of one framework into another just breaks both.

And yes, a PM can be a nurturer and servant leader. Completely do-able. However, as a PM it is expected that you are responsible for the delivery of a project. Thus you have a vested interest in driving the team to a certain date or whatever. You'll never get away from that, and the moment deadlines start coming down on you, your nurturing will go away and instead you'll want status updates thrice a day, with a RAG status and an up to date risk register blah blah blah...

Don't get me wrong, I'm not saying one is better than the other - both have their place, and as I said, can even co-exist, just not as the same person as the interests and goals aren't aligned. All the best with future endeavors though! And don't let me put you off. :)
 
GhostSixFour said:
If you're doing standups but following a waterfall delivery model - then you're doing waterfall, and should really refrain from calling them standups. I'll take a guess and say that they're longer than the prescribed 15minutes timebox. This is not a best practice. This is literally the rules. longer than 15minutes is not a standup. Plus, the team is giving a status to the PM instead of discussing their plans with each other. I'm assuming.

If you want waterfall use waterfall. If you think your environment is too rigid to use agile, use SAFe. if you feel that your environment is too big to agile use a pilot project, and trial it using agile best practices. Introducing pieces of one framework into another just breaks both.

And yes, a PM can be a nurturer and servant leader. Completely do-able. However, as a PM it is expected that you are responsible for the delivery of a project. Thus you have a vested interest in driving the team to a certain date or whatever. You'll never get away from that, and the moment deadlines start coming down on you, your nurturing will go away and instead you'll want status updates thrice a day, with a RAG status and an up to date risk register blah blah blah...

Don't get me wrong, I'm not saying one is better than the other - both have their place, and as I said, can even co-exist, just not as the same person as the interests and goals aren't aligned. All the best with future endeavors though! And don't let me put you off. :)
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nope 15 minutes and normally less, anything else is taken off line. what they are called really doesn't matter to me it is all about their function.
 
ThatOtherDude said:
we're looking for someone to upgrade our company website.
our current site is just a form with some "contact us" information.

We need a simple 4 - 6 pager
nothing too fancy or outlandish.

"who we are, what we do, our team, contacts , yadda yadda"

the usual.

site must have a professional appearance.
Nothing that's template based.


PM me if interested.
We're in Midrand
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I lol'd.

In those two days where does the following fit in:

1. Initial meeting to
a. Get on the same page and same language
b. Agreed tech stack
c. Define work items
d. Define guesstimates
e. Sign off
(of course C and D requires flow diagrams, wireframes and any branding assets)

2. Initial work starts
(while work is done it is shown to client to ensure things are on the right track)

3. Any changes and affected timelines are of course updated and or items added / subtracted

4. Finalization
(which includes recheck of work done vs business requirements)

5. Testing

... oh wait 2 days right?
 
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