The hottest Project management Substack posts right now

And their main takeaways
Category
Top Technology Topics

I Was Wrong About Scrum, Again

Rethinking Software • 549 implied HN points • 30 Nov 24
🕹 Technology Project management
  1. Sprints can feel non-stop and stressful since they don't have breaks, which can lead to burnout. It's suggested that a 'sustainable pace' would help, but taking real breaks might be a simpler solution.
  2. Daily stand-ups can make team members feel pressured to justify their work constantly. However, the intent behind them is not for status updates but to facilitate communication and support.
  3. The role of a Product Owner in Scrum can leave developers feeling sidelined. Developers may worry that their insights are overlooked, but it’s believed that good Product Owners will always prioritize the development team's needs.

Why Your Data Infrastructure Migration Project Will Fail (And How to Succeed)

SeattleDataGuy’s Newsletter • 376 implied HN points • 12 Feb 25
🕹 Technology Project management
  1. Having a clear plan is crucial for successful data migration projects. You need to know what to move and in what order to avoid chaos.
  2. Ownership of the migration process is important. There should be a clear leader or team responsible to keep everything on track.
  3. Testing data after migration is a must. Just moving the data doesn't guarantee that it works the same way, so check for any discrepancies.

Scrum’s Definition of Done Is Polishing Plates in a Burning Kitchen

Rethinking Software • 499 implied HN points • 20 Nov 24
🕹 Technology Project management
  1. Scrum's Definition of Done creates extra pressure on developers to deliver perfect work, even when the process is chaotic. It doesn't fix the problems; it just shifts the blame onto the team.
  2. Instead of focusing on quality, Scrum encourages speed and follows strict checklists. This leads to developers cutting corners just to meet unrealistic deadlines.
  3. Real improvements would come from changing the whole process, like allowing more time for reflection, empowering developers, and reducing unnecessary meetings, which would promote better quality work.

Hours ∝ Story Points

Rethinking Software • 299 implied HN points • 04 Feb 25
🕹 Technology Project management
  1. Story points and hours can be related, but they aren't the same. It's like comparing apples to oranges.
  2. In Scrum, we often use story points to estimate work instead of hours, but it's possible to convert story points to hours if needed.
  3. Understanding how to relate story points to hours can help teams plan their work more effectively.
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Why Scrum is Stressing You Out

Rethinking Software • 445 HN points • 11 Sep 24
🕹 Technology Project management
  1. Sprints make work feel never-ending because they are constant deadlines without breaks. Unlike past methods, there’s no time to rest and recharge, leading to ongoing stress.
  2. Sprints are often imposed on teams without their input, removing their freedom and motivation. Control over how work is done is important for reducing stress and improving satisfaction.
  3. In Scrum, there is little time for preparation before starting tasks. Developers need time to think, plan, and get ready to tackle projects, or they end up feeling overwhelmed and unprepared.

Is the grass greener on the consulting side?

Kenny’s Sub • 119 implied HN points • 27 Dec 23
💼 Business Project management
  1. Jumping into freelancing or consulting can seem better, but it often comes with its own challenges. It's important to realize that every choice has its problems.
  2. Finding the right work-life balance is key. It's okay to take breaks from things you do regularly to avoid burnout.
  3. When choosing what to work on, ask yourself what problems you're willing to tackle. Not every job will be perfect, and it's vital to focus on what truly motivates you.

10 simple internal tools any EM can build in under 2 hours

Leading Developers • 65 implied HN points • 19 Aug 25
🕹 Technology Project management
  1. Engineering managers can build simple internal tools in just a couple of hours. This helps solve problems for their teams and boosts productivity.
  2. There are various tool ideas like a demo-data preparator or a kudos board that can enhance team engagement and streamline processes.
  3. Using platforms like Base44 or Cursor can make developing these tools easier and more efficient, even for non-technical managers.

Code Reviews, Not Code Approvals

Rethinking Software • 299 implied HN points • 03 Nov 24
🕹 Technology Project management
  1. Asynchronous communication is key for remote work, allowing people to respond when they can without blocking others. This way, everyone can keep working on their own tasks without unnecessary interruptions.
  2. Traditional code reviews often act more like approvals, which can slow down progress and cause delays. It's better to think of them as a way to give feedback after code is deployed, not as a gatekeeping step.
  3. By changing code reviews to be more like reviews after deployment, teams can keep moving forward. This helps avoid bottlenecks and allows for quicker corrections and improvements in code.

The term "technical debt" is bad, and we should feel bad

Bad Software Advice • 82 implied HN points • 21 Jul 25
🕹 Technology Project management
  1. The term 'technical debt' can confuse people and isn't very helpful. It makes it sound like a mistake when it’s often just how things change over time.
  2. Technical projects often struggle for attention because they're not seen as urgent or important compared to other tasks. This makes fixing issues harder.
  3. Instead of thinking about technical problems as debts to be paid back, we should see them as regular maintenance needed to keep things working well and up-to-date.

How Agile Are You Really?

Rethinking Software • 299 implied HN points • 11 Oct 24
🕹 Technology Project management
  1. Agile should give more decision-making power to developers instead of keeping it all with managers. When developers can make choices, they can respond better to challenges in their work.
  2. Developers should connect directly with customers instead of relying on a middle person, like a product owner. This helps them understand what users want and build better products.
  3. Releasing work often and early is important for getting feedback. Instead of waiting for fixed time frames, developers should share updates when they're ready to adjust based on customer input.

Definition of Dumb

Rethinking Software • 249 implied HN points • 30 Nov 24
🕹 Technology Project management
  1. The Definition of Done in Scrum can often mask real problems instead of solving them. It makes it seem like poor quality doesn't exist by placing all responsibility on the developers.
  2. Many companies stick to strict processes without recognizing their flaws. This leads to frustration among developers who are pushed to meet unrealistic expectations.
  3. Empowering developers to create their own processes might lead to better results. By trusting the team, companies can produce high-quality work without getting bogged down by rigid frameworks.

No sacred masterpieces

Basta’s Notes • 753 HN points • 15 Sep 23
🕹 Technology Project management
  1. Sometimes, valuable projects end abruptly without much recognition or lasting impact.
  2. It's important to focus on creating business value with your work, rather than building impressive but ultimately unnecessary solutions.
  3. Every piece of code you write as an engineer is legacy and may not last forever, so focus on learning from each project's outcome.

Engineering Managers Should Not Exist

Victor’s Substack • 41 HN points • 26 Mar 24
🕹 Technology Project management
  1. Software engineering managers should not exist as they generally take on multiple roles poorly, whereas specialists could excel at each task.
  2. Engineering managers often were mediocre engineers who compensated by picking up non-engineering tasks and ended up in managerial roles.
  3. Best teams often function well without an engineering manager observing their every move, allowing engineers to focus and be more productive.

3 steps to value focused data product management

Datent • 58 implied HN points • 09 Feb 24
💼 Business Project management
  1. Transitioning from a BI role to a data product team requires defining a Value Gateway to ensure projects deliver tangible benefits.
  2. To manage the progress and accountability of data work, reporting on value at key points is crucial, showcasing the value realized and areas needing support.
  3. Establishing a process around failing fast and doubling down on successful projects, supported by agile project management, is essential for efficient data product management.

Technical Debt 101: A Short Quick Guide

Weekend Developer • 19 implied HN points • 31 May 24
🕹 Technology Project management
  1. Technical debt is like borrowing time when you write code shortcuts that need to be revised later, similar to financial debt repayment with interest.
  2. Ways technical debt can occur: rushed development, lack of documentation, poor testing, ignoring refactoring, avoiding version upgrades, and lacking developer tools.
  3. Consequences of excessive technical debt include decreased productivity, increased bugs, higher costs, team morale issues, and security risks; managing it involves prioritizing refactoring, writing tests, documenting, reviewing code, and communicating with stakeholders.

Becoming a Data Engineering Force Multiplier

SeattleDataGuy’s Newsletter • 671 implied HN points • 23 Apr 23
🕹 Technology Project management
  1. Data engineering is crucial in today's data-driven landscape, with a growing demand for skilled professionals.
  2. Developing technical skills like architecture, data modeling, coding, testing, and CI/CD is essential for becoming a successful data engineer.
  3. Non-technical skills such as teaching, long-term project planning, and communication are equally important for data engineers to excel and become force multipliers.

Permission to be Not Good Yet | #30

The Pole • 99 implied HN points • 02 Sep 23
💼 Business Project management
  1. Giving yourself permission to not be good yet is essential for growth and learning.
  2. It's okay to have moments of being rambly or imperfect in your work, as long as you keep showing up.
  3. Developing skills takes time and iteration, so allowing yourself to suck at first is part of the process.

Think Slow, Act Fast

burkhardstubert • 99 implied HN points • 08 Sep 23
🕹 Technology Project management
  1. Thinking slowly helps you plan better before jumping into action on projects. It's important to take the time to think through complexities and potential issues.
  2. Projects often fail when teams rush into coding without adequate planning. This can lead to messy products that are hard to maintain and costly to fix.
  3. Effective planning should involve experimentation and iteration, similar to how Pixar develops movies. This approach helps to refine ideas early and reduce risks down the line.

Intentionally Building Your Product Stack

Nadia’s Substack • 19 implied HN points • 06 May 24
🕹 Technology Project management
  1. When setting up your technology stack, choose tools that best serve both your product and team.
  2. As AI becomes more prevalent in software development, product managers and founders need to adapt their product stacks.
  3. Regularly update and tailor your product stack based on your team's needs, growth, and the evolving technology landscape.

My biggest leadership failure (so far)

Boots Too Big • 17 HN points • 15 May 24
💼 Business Project management
  1. Feeling lost in a new leadership role is common, especially when transitioning from a different position with mismatched skills.
  2. Leadership roles require different tools such as clear communication, flexibility in technical design, and proper ownership of gaps.
  3. Learning from mistakes is crucial for growth in leadership positions, and self-reflection through journaling can help in being prepared for future challenges.

How To Define A Task

trydeepwork • 2 implied HN points • 01 Feb 26
💼 Business Project management
  1. Treat tasks as units of noticeable progress, not just blocks of time, so you can clearly see what changed when it’s done.
  2. Very long or vague tasks break feedback loops: completion gets fuzzy, progress is hard to describe, scope creeps, and motivation drops.
  3. For big or exploratory work, break it into short probes with clear next-step outcomes you can complete in a few hours and sequence those probes to keep momentum and learning.

Fighting over Crumbs

Rethinking Software • 99 implied HN points • 30 Dec 24
🕹 Technology Project management
  1. Many programmers feel like they have no control over their work, which can lead to unhealthy competition for the little power that exists. Instead of fighting for crumbs, they should focus on shared decision-making.
  2. Behaviors like land grabbing and excessive code reviews show that programmers crave autonomy but don't know how to get it responsibly. They need to find better ways to collaborate and share power, rather than hoarding it.
  3. Team leads and committees often create more bureaucracy and slow things down. Programmers should work more as peers, trust each other, and let go of the need for strict control to improve their work environment.

Procrustes - en francais!

Squirrel Squadron Substack • 3 implied HN points • 13 Jan 26
💼 Business Project management
  1. Be ruthless about scope: focus your team on solving the real business problems in priority order and cut anything not necessary to be ready by the deadline.
  2. Make hard decisions early so the team can finish the core work on time rather than stretching to satisfy endless custom requests.
  3. Use a skilled account manager to manage client expectations, reframe requirements as requests, and deliver what users need instead of promising every requested feature.

Procrustes - auf Deutsch!

Squirrel Squadron Substack • 3 implied HN points • 13 Jan 26
💼 Business Project management
  1. Ruthlessly focus on the customer's real business problems and cut anything nonessential so the team can meet an immovable launch date.
  2. Use experienced customer-facing people to manage expectations, reframing many requests from “requirements” to “wishes” and disappointing customers tactfully when needed.
  3. Avoid micromanaging by scheduling regular update checkpoints in your calendar and making the team accountable for progress so you only act when issues are reported.

Uncompromising Celerity

Embracing Enigmas • 39 implied HN points • 11 Jan 24
💼 Business Project management
  1. Projects can be completed quickly and ambitiously with the right approach and mindset.
  2. Key factors like ownership, innovation, and setting big goals contribute to outsized performance.
  3. Embracing uncertainty, flexibility, and adapting to challenges are crucial for achieving fast and successful outcomes in large projects.

Console #172 - Interview with Dima of Novu - open-source notification infrastructure

Console • 354 implied HN points • 27 Aug 23
🕹 Technology Project management
  1. Novu is an open-source notification infrastructure created by Dima and his co-founder to simplify communication for businesses.
  2. Novu empowers users to switch between email or SMS delivery providers seamlessly with its core principles of Triggers, Workflows, and Providers.
  3. Novu has a diverse team from around the world, emphasizes self-hosting, and offers a managed cloud version and enterprise licenses for revenue.

The "Macros" for healthy engineering teams - part 2: Proteins

The Healthy Engineering Leader • 19 implied HN points • 02 Apr 24
💼 Business Project management
  1. Continuous improvement is like protein for engineering teams. Just as proteins help our bodies grow and heal, ongoing learning helps teams adapt and stay strong.
  2. Team skills are essential for a resilient team. Skills like project management and communication are the building blocks that help a team work well together and tackle challenges.
  3. Engineering leaders play a key role in developing these skills and fostering a culture of improvement. By supporting their team's growth, leaders create an environment where everyone can thrive.

Reader Mailbag: Architect having a hard time letting go

Tech and Tea • 82 implied HN points • 27 Oct 24
🕹 Technology Project management
  1. Building a good relationship with your architect is important. Showing that you appreciate his work can help create a positive atmosphere.
  2. Understanding why the architect is holding on too tightly to tasks can help you address his concerns. It might be about trust, feeling needed, or being overwhelmed.
  3. Start with small projects to help him delegate tasks. This can build trust and reduce his workload, allowing him to focus on more strategic aspects.

Unicorn Projects

Polymathic Being • 65 implied HN points • 01 Dec 24
💼 Business Project management
  1. Many teams believe their projects are special or unique, but this mindset can lead to mistakes because they ignore proven methods that could help them succeed.
  2. Looking for what’s common between projects instead of focusing on differences can help teams use best practices more effectively, leading to better outcomes.
  3. True innovation happens when teams recognize common problems and find areas that actually need new solutions, rather than chasing after the idea of uniqueness.

Communicating To Stakeholders

Become a Senior Engineer • 19 implied HN points • 08 Feb 24
💼 Business Project management
  1. Identify stakeholders by knowing who they are and understanding their needs.
  2. Tailoring communication involves classifying stakeholders based on their power and interest in the project.
  3. Effective communication with stakeholders requires keeping them satisfied or informed based on their level of power and interest.

Is your project on schedule? How do you know?

Respectful Leadership • 54 implied HN points • 29 Dec 24
💼 Business Project management
  1. To keep projects on track, it's essential to dig deep into details and understand all aspects involved. This helps find hidden issues before they become problems.
  2. Unexpected challenges will always arise, so having backup plans is crucial. It's better to prepare for potential setbacks than to face surprises later.
  3. Effective project estimates need thorough discussions and clear communication among all teams. This helps ensure everyone understands what needs to be done and avoids over-optimism.

Rethinking The Software Development Life Cycle

Beekey’s Substack • 2 HN points • 31 Jul 24
🕹 Technology Project management
  1. The traditional waterfall model of software development rarely works well. Projects often go over budget, and the software can end up being unusable.
  2. Agile development was created to improve this, but many teams still stick to outdated processes and struggle with meeting user needs.
  3. Involving users early by writing code during requirements gathering can lead to better feedback and faster development, making sure the software created is valuable.

Scrum is the Symptom, not the Problem

Rethinking Software • 77 HN points • 07 Aug 24
🕹 Technology Project management
  1. Scrum is often seen as a bad tool for management, restricting developers' productivity and self-esteem. Many developers feel frustrated, yet companies keep using it because it controls people rather than empowers them.
  2. The main issue isn't Scrum itself, but a bigger problem of control in software companies. Developers often lack genuine power and are seen more as replaceable parts than valuable contributors.
  3. To truly change their working conditions, developers may need to start their own companies or work independently. This way, they can reclaim decision-making power and avoid micromanagement.