The hottest Project management Substack posts right now

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The most neglected words of the Agile Manifesto

Ageling on Agile • 119 implied HN points • 31 Oct 24
đź•ą Technology Project management
  1. The Agile Manifesto emphasizes that we're always discovering better ways to develop software, not just relying on established methods. It's about improving and adapting continuously.
  2. Though there are popular Agile methods like Scrum and XP, the key is to find what works best for your unique organization. Every team is different, and a one-size-fits-all approach may not fit your needs.
  3. The first sentence of the Agile Manifesto is often overlooked, but it encourages ongoing exploration in software development. This mindset fosters innovation and flexibility rather than strict adherence to any single method.

Genie: Death of the Iron Triangle?

Software Design: Tidy First? • 243 implied HN points • 02 Mar 26
đź•ą Technology Project management
  1. The old Iron Triangle idea—pick any two of better, sooner, or cheaper—doesn't fit software development.
  2. If you fix quality high and let scope vary (an idea from XP), teams can actually deliver sooner and for less cost.
  3. Faster, cheaper, and sooner are connected, and achieving them is a deliberate trade-off of scope rather than a bit of magic.

The most neglected words of the Agile Manifesto

Ageling on Agile • 99 implied HN points • 17 Oct 24
đź•ą Technology Project management
  1. The Agile Manifesto emphasizes that we are constantly discovering better ways to develop software, not just using established methods. This means we should keep looking for improvements in our processes.
  2. It's important to focus on finding unique solutions that work for your specific organization. No single method is perfect for everyone.
  3. The Agile principles encourage collaboration and adaptation rather than strictly following a set plan. Being flexible helps teams create more value.

Slow down to speed up

The Engineering Manager • 41 implied HN points • 13 Mar 26
đź•ą Technology Project management
  1. When execution gets cheap and fast, getting requirements and design right matters more; slow down to clarify the problem, success criteria, and constraints before you build.
  2. Fast AI-generated work can look finished but still be solving the wrong problem, creating technical debt and costly rework; only unleash speed once you’re confident the direction is correct.
  3. Make deliberate slowness practical: timebox a clarification phase, run pre-mortems and inverted questions (even using AI), build throwaway prototypes, and share artifacts so you catch mistakes cheaply and make later execution faster.

TBM 403: The Seduction (And Folly) Of Rollups, Points, and (Most) Time Tracking

The Beautiful Mess • 542 implied HN points • 27 Jan 26
đź’Ľ Business Project management
  1. Rollups, story points, and detailed time tracking feel like neat accounting but are really proxies and guesses, and over-relying on them leads teams to game metrics or manage the proxy instead of the real work.
  2. Time allocation is not the same as capacity — capacity is emergent and built over time — so measurement approaches must match the nature of the system rather than forcing every team into a single rollup model.
  3. Focus on outcome-oriented, low-cost signals that support decisions (like releases, customer impact, dependencies, and flow metrics), connect work to goals when it makes sense, and use rough estimates instead of chasing false precision.
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When To Kill A Project

Jacob’s Tech Tavern • 1749 implied HN points • 20 Nov 25
đź’Ľ Business Project management
  1. Know when to stop a project that's not working. Sometimes it's better to cut your losses and move on rather than keep putting effort into something that won't succeed.
  2. Always do market research before launching an idea. Talking to potential users can help you understand their needs and avoid mistakes.
  3. Even successful projects can have an end date. Recognizing when something has outlived its usefulness allows you to focus on your next opportunity.

Future Scrum Resistance

Rethinking Software • 99 implied HN points • 15 Feb 26
đź•ą Technology Project management
  1. When Scrum is imposed from above and developers have no say, the clearest option is to leave — for example by freelancing or starting your own business.
  2. Engineers can push back inside the company using tactics like shadow projects, skipping rituals, malicious compliance, or forming unions, but each approach has risks and needs careful judgment.
  3. Talking about the harms, documenting problems, and spreading awareness can build pressure for change, and collective evidence makes it more likely entrenched practices will be challenged.

10 Situations Where Scrum Is a Burden For Developers

Ageling on Agile • 79 implied HN points • 10 Oct 24
đź•ą Technology Project management
  1. Scrum is not always the best fit for software teams. It works well in complex environments but can become a hassle if the situation is straightforward.
  2. When teams don't need to work together, like in the case of maintenance or support tasks, Scrum can feel unnecessary and unhelpful.
  3. If there’s no proper interaction with stakeholders or a culture of learning, the Scrum framework can hinder progress instead of helping it.

A year of uv: pros, cons, and should you migrate

Bite code! • 7584 implied HN points • 15 Feb 25
đź•ą Technology Project management
  1. Using the uv tool for Python project management is generally a good idea because it simplifies many tasks. You can always revert to other methods if it doesn't suit your needs.
  2. Uv helps solve common problems in Python setup by being independent of system Python installations. This makes it easier for users to manage different environments without confusion.
  3. While uv is great, there are certain situations where it might not be the best choice, like for legacy projects or in restrictive corporate environments. It's best to try uv first and see if it works for you.

Translating Data Buzzwords Into Real Requirements

SeattleDataGuy’s Newsletter • 412 implied HN points • 02 Dec 25
đź’Ľ Business Project management
  1. Data teams often struggle to explain complex terms that business leaders misunderstand. This leads to confusion and unmet expectations.
  2. Buzzwords like 'real-time' and 'data quality' can sound impressive, but they often miss the real needs of the business.
  3. Understanding the actual requirements behind data projects is crucial to avoid wasted effort and ensure solutions are effective.

Continuous Software Engineering: Part 2 - Continuous Planning & Prioritization

The Healthy Engineering Leader • 19 implied HN points • 19 Sep 24
đź•ą Technology Project management
  1. Continuous Planning means regularly updating your plans as things change. This helps teams stay effective and respond quickly to new information.
  2. Continuous Prioritization allows teams to adjust their focus based on what’s most important at any moment. This ensures they always work on tasks that matter the most.
  3. Both continuous planning and prioritization make teams more adaptable. They can shift their strategies easily and keep delivering value, even in changing environments.

Communicate like a Senior: Add the (right) context

High Growth Engineer • 782 implied HN points • 27 Jul 25
đź’Ľ Business Project management
  1. When tagging someone in a long conversation, give them a quick summary and a clear question to avoid making them read everything. This way, they can help you faster.
  2. For pull requests, include not just what changed but also why it matters. Explain the context so reviewers understand your changes right away.
  3. When asking for help, be specific about your issue and share what you've already tried. Add relevant links and screenshots to make it easier for others to assist you.

5 engineering dogmas it's time to retire

Leading Developers • 139 implied HN points • 16 Dec 25
đź•ą Technology Project management
  1. Don’t automatically reach for a third‑party package; weigh the security, maintenance, and reliability costs of a dependency against writing and owning the code yourself.
  2. Rigid rules like mandatory reviews for every PR and fixed 2–4 week sprints can slow teams and kill creativity; trust skilled engineers, consider pair programming, and try alternative ways of working that fit your team.
  3. Use feature flags judiciously because they add complexity and testing burden, and don’t be dogmatic about comments—short, clear comments can save future developers a lot of time.

Testing Too Late: A Case Study

QUALITY BOSS • 139 implied HN points • 09 Jul 24
đź•ą Technology Project management
  1. Testing too late can cause big delays in getting software to users. If QA is behind, it creates confusion and slows down the whole process.
  2. Good communication between development and QA teams is really important. Working in separate sprints can lead to misunderstandings and more difficult bug fixes.
  3. It's essential to define when a task is 'done' to include testing. If something isn't tested, it shouldn't be considered complete, ensuring that quality stays high.

#1 I started a new project

Nittarab’s Substack • 59 implied HN points • 06 Aug 24
đź’Ľ Business Project management
  1. The author is beginning a new project and wants to share the journey publicly. This approach helps them learn and receive feedback from others.
  2. They aim to create an all-in-one platform for freelancers to manage their online businesses easily, addressing gaps in existing solutions.
  3. The author emphasizes the importance of enjoying the project and views it as a way to bring new energy into their life without making radical changes.

Delusions of grandeur

Kenny’s Sub • 239 implied HN points • 21 May 24
đź’Ľ Business Project management
  1. Having big ideas can be exciting, but it's important to ground them in reality. You might be really enthusiastic about your dreams, but they need to be achievable in the real world.
  2. It's easy to get caught up in the excitement and ignore warnings. Just because something feels good doesn't mean it will be successful.
  3. Learning from failure is okay. Taking risks and experiencing disappointment can teach you valuable lessons for the future.

Fruits & Roots

Software Design: Tidy First? • 2187 implied HN points • 15 Nov 24
đź•ą Technology Project management
  1. The Forest represents a way of working where teams can deliver value quickly and effectively, highlighting benefits like fewer bugs and delivering good news often.
  2. Achieving the success of The Forest requires commitment to its roots, which involve working together, learning actively, and not over-planning.
  3. Communicating a shared purpose and fostering a strong community are crucial for maintaining the balance between roots and fruits in a productive team environment.

The corporate solopreneur

Kenny’s Sub • 159 implied HN points • 18 Jun 24
đź’Ľ Business Project management
  1. It's important to understand the context of your clients' businesses. Many small businesses don't have complex plans like big corporations do.
  2. Asking detailed project questions can be unhelpful when working with smaller clients. They may only need basic support for their immediate needs.
  3. Using the right tools for each specific job is crucial. If your current skills don’t fit, it's okay to seek help or adapt your approach.

Bugs Optional?

Software Design: Tidy First? • 1723 implied HN points • 03 Jan 25
đź•ą Technology Project management
  1. Bugs don't have to be a normal part of software development. Some teams manage to almost eliminate bugs by approaching their work differently.
  2. Instead of seeing bugs as inevitable, teams can work to understand and prevent them right from the start. This includes practices like continuous integration and team collaboration.
  3. Changing how we think about bugs from a normal part of life to something rare can help create a better work environment and improve software quality.

Forest & Desert

Software Design: Tidy First? • 1900 implied HN points • 11 Nov 24
đź•ą Technology Project management
  1. In software development, there are two environments: a challenging 'desert' where mistakes are costly, and a supportive 'forest' where teams can work collaboratively and learn from their errors.
  2. Strategies that work in a desert, like detailed planning and strict reviews, won't help in a forest, which thrives on testing, incremental growth, and collaboration.
  3. To shift from a desert to a forest, teams need to understand why their current situation exists and take small steps toward creating a more supportive and effective work environment.

Measuring Programmer Influence, Kinda Sorta

Software Design: Tidy First? • 1347 implied HN points • 27 Jan 25
đź•ą Technology Project management
  1. Data can provide hints about a programmer's influence, but it can't give a clear answer. It's important to interpret the data with caution and avoid making strict decisions based solely on it.
  2. Creating files is one way to measure initiation of influence, but it's not the only factor. The impact is also determined by how frequently those files are modified by others.
  3. Using data for bonuses or promotions can lead to problems. It's better to focus on improvement and impact rather than just the numbers, to maintain a healthy team dynamic.

Anyone Else Struggling to Keep Up With Data Tools

SeattleDataGuy’s Newsletter • 447 implied HN points • 31 Jul 25
đź•ą Technology Project management
  1. Focus on mastering just a couple of technologies each year instead of trying to learn everything at once. It’s better to really understand a few tools well than to have a surface-level knowledge of many.
  2. Start with the basics that won’t go away, like SQL and core principles of data management. New tools can come and go, but some fundamentals will always be important.
  3. Build side projects or engage in real work opportunities to apply what you've learned. Practical experience is one of the best ways to deepen your understanding of data tools.

How to build an AI side project using AI in 2025

High Growth Engineer • 1434 implied HN points • 05 Jan 25
đź•ą Technology Project management
  1. Start a waitlist for your project before building it. This way, you can see if there's interest first and save time in the development process.
  2. When getting feedback, ask people about their experiences instead of yes-or-no questions. This helps you understand their actual problems and find better solutions.
  3. Using AI tools can make building your project more fun and efficient. You can create features quickly and not stress too much about cutting ideas.

Build Software Like a Home

Tech Ramblings • 39 implied HN points • 11 Aug 24
đź•ą Technology Project management
  1. Designing software is like laying the foundation of a house. A good structure makes it easier to build and change things later.
  2. Planning your work is crucial. Just like you wouldn't install plumbing before your walls are up, you shouldn't write code before having a solid plan.
  3. Create a clear process to develop your software. Start with architecture, build the basics, and then refine. This helps you deliver updates quickly and efficiently.

The Product Development Triathlon

Software Design: Tidy First? • 1436 implied HN points • 06 Dec 24
đź•ą Technology Project management
  1. Product development happens in three main phases: Explore, Expand, and Extract. Each part has its own challenges and ways to tackle them.
  2. You need different skills and tools for each phase. Trying to use expansion tools in exploration will slow you down.
  3. It's important to notice when you're transitioning between phases. Adapting quickly helps keep the project on track.

v0.0.1: Open Source GitHub repo review

The Open Source Expert • 79 implied HN points • 08 Jul 24
đź•ą Technology Project management
  1. Getting a repo's setup right is important. A good description and a clear README help users understand the project quickly.
  2. Having key documents like a Code of Conduct, License, and templates for issues and pull requests makes collaboration smoother.
  3. Using labels for issues helps keep everything organized, making it easier to find what you need in a busy project.

Managing Expand Projects

Software Design: Tidy First? • 1193 implied HN points • 02 Jan 25
đź’Ľ Business Project management
  1. In a phase of rapid growth, problems can emerge suddenly, and it's crucial to focus on quick fixes instead of getting bogged down in perfect plans. This might mean using basic solutions to keep things running.
  2. When facing high demand and limited resources, the goal is to delay or prevent resource shortages. This can involve spending more money or reducing the growth rate to manage resources better.
  3. It's important to stay calm and creative during crises. Experimenting with new ideas in small, parallel teams can help find solutions quickly, which is necessary to continue growing without causing irreversible problems.

When Overwhelmed, Make a List of Questions

Push to Prod • 39 implied HN points • 05 Aug 24
đź’Ľ Business Project management
  1. When you feel overwhelmed, writing down your questions can help clarify your thoughts. It's a simple way to break down a complex problem.
  2. Answering even one question can give you more confidence and direction, leading to better decision-making. It’s a helpful way to gather information and make progress.
  3. This technique isn't just for work; it can be useful in everyday situations too, like before meetings with accountants or lawyers. Taking the time to write questions helps you feel more prepared.

Remote Site Growth Is Not A Conquest Game

Software Design: Tidy First? • 839 implied HN points • 24 Jan 25
đź•ą Technology Project management
  1. When growing a remote site, it's better to explore many projects at once rather than stick to just a few. This can help increase chances of success early on.
  2. Balancing between immediate growth and long-term profitability is key. Sometimes, a quick push in new projects can lead to bigger rewards down the line.
  3. Bringing in new talent to fresh projects can provide new ideas and perspectives. It's important to believe in their potential to contribute quickly.

Lost in Bugspace

Breaking Smart • 27 implied HN points • 10 Jan 26
đź•ą Technology Project management
  1. Software implementation has a one-way time asymmetry: you can usually tell the minimum time needed, but there is no reliable upper bound. Rare, heavy-tailed bugs create a "bugspace" where time stretches and effort stops correlating with progress.
  2. Debugging becomes fundamentally harder as many independent factors combine — skewed defect distributions, NP‑hard diagnosis, poor observability, human cognitive limits, and organizational frictions — turning implementation into costly search and diagnosis. Tools and heuristics can collapse complexity briefly, but they fail when their assumptions break, producing long stalls and regime shifts.
  3. When stuck there are three pragmatic exits: restart and discard history, ship an expedient imperfect solution, or embrace yak‑shaving and expand scope for internal integrity. Each choice trades off predictable delivery, internal quality, and environmental robustness, so you need to pick explicitly which clock you’re answering to.

TBM 335: "Simple" Dependency Coordination

The Beautiful Mess • 753 implied HN points • 22 Jan 25
đź’Ľ Business Project management
  1. It's better to focus on fewer tasks and do them well, rather than spreading yourself too thin and making mediocre progress on everything. Aim for a clear main focus.
  2. Collaboration patterns between teams are more effective than just relying on lists of tasks. Discuss how to work together instead of getting bogged down in details.
  3. Starting with a conservative approach is usually smarter. Leaving some room for capacity means you can tackle tasks better rather than cramming everything in and ending up with nothing to show.

5 Habits Of Highly Effective Data Engineers To Master in 2025

SeattleDataGuy’s Newsletter • 800 implied HN points • 20 Dec 24
đź•ą Technology Project management
  1. Being proactive means solving problems before they become bigger issues. If you see something that can be improved, go ahead and make that change instead of waiting for someone else to do it.
  2. Make sure your contributions are visible, so people recognize your work. Share your successes and updates with your team and leadership to build a stronger reputation.
  3. Become the go-to person for a specific area in your company. Focus on something valuable that can help others succeed, and make sure to share your knowledge and support with your team.

Stop forcing AI tools on your engineers

Leading Developers • 267 implied HN points • 08 Jul 25
đź•ą Technology Project management
  1. Managers should not force engineers to use AI tools. This can create more pressure and lead to mistakes instead of improvements.
  2. It's important to give engineers time to explore and adopt AI tools at their own pace. Rushing them can hurt their performance.
  3. Companies should focus on the outcomes of work rather than just the tools used. The goal should be to serve customers better, not just to show off new technology.

7 Lessons I Learned the Hard Way From 9+ Years as a Data Engineer

SeattleDataGuy’s Newsletter • 730 implied HN points • 21 Nov 24
đź•ą Technology Project management
  1. It's important to avoid building complex systems just for the sake of it. Focus on creating infrastructure that actually helps your team and the business.
  2. If you don’t plan your data model, you’ll end up with a messy one. Always take the time to design it properly to make future work easier.
  3. Good communication is really powerful. Being able to share your ideas clearly can help you get support and make a bigger impact in your projects.

Good Luck/Bad Luck. Good Design/Bad Design

Sunday Letters • 99 implied HN points • 28 Apr 24
đź•ą Technology Project management
  1. Software can be easy to create but hard to maintain. It's important for engineers to think about how their choices today will affect the future.
  2. Using simple designs and clear roles in a project can help avoid complicated problems later. Teams should focus on making changes quickly and smartly.
  3. Sometimes, the best solution is to remove unnecessary parts instead of adding more. If something isn't needed right now, it's better to not include it.

How to Keep Your Data Team From Becoming a Money Pit

SeattleDataGuy’s Newsletter • 282 implied HN points • 23 May 25
đź’Ľ Business Project management
  1. It's important to focus on outcomes, not just outputs. Creating a lot of dashboards means nothing if they don't help people make better decisions.
  2. Making good data work requires engaging with stakeholders. Understanding what users actually need can lead to more effective solutions.
  3. Success in data teams means having clear ownership and goals. Projects can fail if no one knows who is responsible for them or what they should achieve.

Data Leadership Done Right: Focusing on Work That Matters

SeattleDataGuy’s Newsletter • 506 implied HN points • 14 Jan 25
đź’Ľ Business Project management
  1. Focus on what really matters in your work to create an impact, rather than just completing tasks. It's important to understand the value of what you do.
  2. As you grow in your role, ask yourself what projects move the needle for your organization. This questioning mindset helps drive meaningful change.
  3. To advance in your career, be proactive in identifying valuable projects instead of waiting for your manager to tell you what to do. Taking initiative is key to success.

TBM 322: Work Shape Mix

The Beautiful Mess • 647 implied HN points • 20 Nov 24
đź’Ľ Business Project management
  1. Companies often deal with three types of work: large projects, independent product work, and new zero-to-one efforts. Each type requires different management and has its own risks.
  2. As a company grows, it shifts from doing new projects to having more complex ones. It’s important to balance these types of work to avoid chaos and inefficiency.
  3. Recognizing when to formalize new processes is crucial. Waiting too long could lead to bigger problems, so it’s key to find a balance between addressing issues and letting some friction stay.

Beyond Guesswork: The Art and Science of Project Estimation

Mindful Matrix • 179 implied HN points • 08 Feb 24
đź’Ľ Business Project management
  1. Project estimation is a critical skill influencing project success; it involves setting realistic expectations, aligning efforts, and managing resources effectively.
  2. Key considerations in estimation include understanding project scope, conducting risk analysis, and utilizing estimation strategies like historical analysis and buffer times.
  3. Transparency and communication are crucial in estimation; transparency helps manage stakeholder expectations while effective communication ensures clarity and trust in the estimation process.