The hottest Project management Substack posts right now

And their main takeaways
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Top Technology Topics

Fit then optimize

Sunday Letters • 159 implied HN points • 10 Apr 22
🕹 Technology Project management
  1. Always focus on finding the right fit for your project before trying to optimize it. It’s easier to make improvements once you know what works.
  2. Watch out for a messy situation where too many things need fixing. Start cleaning up gradually once you see your project gaining traction.
  3. Avoid creating overly complex systems before you understand the problem you're solving. Keep things simple and relevant to ensure usefulness.

Bi-Weekly Notes

Rethinking Software • 49 implied HN points • 18 Nov 24
🕹 Technology Project management
  1. Agile is all about being flexible and responding to changes quickly, rather than trying to predict everything in advance. It helps teams deal with unexpected challenges effectively.
  2. Good teamwork means collaborating and helping each other out. If you get stuck on a project, it’s important to ask your teammates for support instead of trying to figure everything out alone.
  3. Building software is unpredictable, so it’s best not to set strict deadlines and feature lists. Trying to rush or add more people won't necessarily speed things up, and can often make things worse.

How to Measure Progress in a Software Project

Rethinking Software • 56 HN points • 19 Sep 24
🕹 Technology Project management
  1. The main way to measure progress in a software project is by assessing the working software itself, not through estimates or projections. This means focusing on what you can actually deliver and test at any moment.
  2. Agile encourages regular feedback by delivering small increments of software frequently, allowing teams to adjust based on customer needs. This approach helps avoid wasting time on unnecessary features.
  3. Many teams have reverted to old methods of measuring progress with estimates and projections, which can lead to project failures. Sticking to the core Agile principle of valuing actual working software is crucial.

The rainbow of disgust and joy

Sunday Letters • 119 implied HN points • 15 May 22
🕹 Technology Project management
  1. When working on code, it's common to feel frustrated with the design. It's important to remember that things often need to move quickly to stay competitive.
  2. Finding a balance between speed and maintaining good code is key. Being too perfect can be as problematic as moving too fast.
  3. Emotions about your code can help gauge your progress. Being slightly embarrassed yet moving fast usually leads to better outcomes.

The MANY Alternatives to Scrum

Rethinking Software • 50 HN points • 01 Oct 24
🕹 Technology Project management
  1. Scrum isn't the only way to manage software development. There are many effective alternatives that some companies are using successfully.
  2. Each alternative relies on worker freedom and experimenting, so it's important to find a process that fits your team's needs, not just a one-size-fits-all solution.
  3. Processes like Kanban or Agile focus on continuous flow and autonomy, which can lead to better results than traditional Scrum methods.
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What Do TPMs Distribute If AI Gets Better At Owning The Message

Building Rome(s) • 15 implied HN points • 27 May 25
💼 Business Project management
  1. Technical Program Managers (TPMs) plays a key role in communication. They must make sure their messages are clear and tailored for different audiences to ensure understanding and action.
  2. AI can help with processing data but isn't yet reliable for communicating important messages on behalf of people. Trusting AI for key updates still requires human judgment.
  3. Poor communication can harm credibility and team trust. It's important for TPMs to learn from past mistakes in message distribution to improve future clarity and alignment.

The Fight Begins

Splattern • 19 implied HN points • 14 Sep 23
💼 Business Project management
  1. The person has chosen to take on a challenging project at work instead of accepting a severance package. They see it as a chance to learn and grow.
  2. Feedback from both their boss and a senior engineer highlighted areas for improvement, making them realize they need to change their approach to work and learning.
  3. They are making a conscious effort to balance work and life, treating this project like a marathon where pacing and focus will help them succeed.

Minimum Lazy Product

Thoughts • 19 implied HN points • 18 Sep 23
🕹 Technology Project management
  1. Implementing new ideas can be challenging and often requires a lot of effort to complete.
  2. Consider the concept of Minimum Lazy Product (MLP) as a minimalistic approach to presenting and validating ideas.
  3. Categorize tasks into 'Easy/Fun' and 'Hard/Unfun' to make project development more manageable and efficient.

Hitting the ground running

Splattern • 19 implied HN points • 19 Sep 23
💼 Business Project management
  1. Starting a project well means preparing for it and breaking down tasks ahead of time. It helps to think through every step and potential problem before jumping in.
  2. Having a manager who supports you can make a big difference in your work life. When you show that you care and take ownership, they are more likely to invest in your growth.
  3. Being valued for your work is important. Many people find purpose and motivation when they know their contributions matter to the team.

How TPMs Lose Credibility and What to Avoid

Building Rome(s) • 20 implied HN points • 14 Jan 25
💼 Business Project management
  1. Credibility is crucial for TPMs because it's how they build trust with their teams and leaders. Consistently following through on promises and communicating effectively helps maintain that trust.
  2. Small mistakes can lead to big problems. Overlooking details, not following processes, and poorly communicating can damage a TPM's credibility quickly.
  3. Being proactive rather than reactive is important. TPMs should anticipate potential issues to show they're engaged and capable, which strengthens their credibility.

The Daily Scrum

Rethinking Software • 29 HN points • 25 Sep 24
🕹 Technology Project management
  1. Daily Scrum meetings can feel like micromanagement and add stress to developers. It often makes people feel pressured to justify their productivity.
  2. Development work is not always linear, and sometimes progress takes time. It’s okay if some days don’t yield immediate results.
  3. Scrum's requirement for daily check-ins suggests a lack of trust in developers. It would be better if teams could choose when and how to meet, respecting their autonomy.

Zenful Estimates: Ditching Task Estimates to Build a Faster Team

Dev Interrupted • 51 implied HN points • 14 Mar 24
🕹 Technology Project management
  1. Engineering task estimates are often costly in time and resources, leading to inaccuracies and increased stress within the team.
  2. Distinguishing between task estimation and project estimation can help teams prioritize better and allocate resources more effectively.
  3. By adopting a 'Zenful' approach that focuses on project estimates rather than granular task estimates, teams can save time, reduce stress, and improve overall efficiency.

How to beat the critical path

Wednesday Wisdom • 47 implied HN points • 13 Mar 24
🕹 Technology Project management
  1. To beat the critical path, the first step is to acknowledge its existence.
  2. Effective project planning, like utilizing the Critical Path Method (CPM), can prevent delays and ensure timely project completion.
  3. Maintaining a Directed Acyclic Graph of project activities with expected durations is crucial in project management to identify critical paths and manage dependencies effectively.

Academia vs Business

inexactscience • 19 implied HN points • 02 Mar 23
💼 Business Project management
  1. Academia and business both use data to solve problems, but they focus on different aspects. In academia, getting the right answer is more important than how fast you get it.
  2. The speed-quality frontier shows that in academia, quality matters a lot, which means projects can take years. In business, speed is key, so decisions often get made quickly.
  3. Feedback loops are faster in business. Companies test ideas against real market data quickly, while in academia, feedback often comes later from peer reviews, slowing down the process.

Building CAUSL - Episode 8: The Growth Conundrum

CAUSL Effect • 19 implied HN points • 07 Apr 23
💼 Business Project management
  1. The team has learned a lot about managing projects by working closely on them, even though it's just two people. This hands-on experience has been valuable and helped them understand client needs better.
  2. Finding ways to grow is a major concern for the team since they are still small. They realize the need to adapt and look for new opportunities for their business.
  3. With new team members joining who bring different skills, they are expanding their services. This helps them to not only grow but also offer more value to their clients in areas like product leadership.

The worst project manager ever: a total idiot

Respectful Leadership • 54 implied HN points • 22 Mar 23
💼 Business Project management
  1. Qualities of a great project manager are qualitative and include moral convictions, confidence, and perceptiveness, rather than just formal credentials.
  2. Respect is key in achieving excellent project management: respecting time, understanding priorities, and communicating effectively define a good project manager.
  3. Dealing with changing priorities respectfully involves supporting the team emotionally, being transparent about costs and time estimates, and facilitating collaboration between different levels of staff.

Social Contract

Identity Revive • 38 implied HN points • 17 Aug 23
💼 Business Project management
  1. A social contract is like a signed agreement for your team or project.
  2. It outlines who you are, how you'll work, what you'll do and won't do, and what you stand for.
  3. Having a social contract can create clarity and alignment among team members.

Why "bias for action" is not good enough

The Caring Techie Newsletter • 11 implied HN points • 12 Nov 24
🕹 Technology Project management
  1. Having a 'bias for action' can be good, but it's not always the right approach. Sometimes, acting without enough thought can lead to bigger problems.
  2. In situations where you don't fully understand the problem, it might be better to wait and gather more information before jumping to conclusions.
  3. Instead of rushing into decisions, take a moment to think things through. Thoughtful action can help you make better choices.

Troubleshooting in a Future with AI TPMs

Building Rome(s) • 3 implied HN points • 13 Jun 25
🕹 Technology Project management
  1. Troubleshooting is about finding out what's wrong when things don't go as planned. It involves understanding complex issues that can come from different sources like technical problems or team dynamics.
  2. AI can help recognize patterns and surface issues quickly, but it might struggle with understanding the emotional and human aspects of problems. This is where a human touch is still very important.
  3. As organizations rely more on automation, the ability to troubleshoot might decline. It's crucial to develop this skill to ensure problems are caught and solved before they escalate.

Scrum - use the good parts too!

Nikola’s Substack • 1 HN point • 20 Apr 24
💼 Business Project management
  1. Consider streamlining meetings in Scrum - fewer, more effective meetings can be beneficial.
  2. Simplify story points and estimations in Scrum by setting straightforward guidelines to avoid confusion and enhance planning.
  3. Maintain the core strengths of Scrum like sprint structure and the Scrum Master role, while adapting them to best suit the team and project needs.

How to run your marketing team day-to-day

MKT1 Newsletter • 5 implied HN points • 16 Jan 25
💼 Business Project management
  1. Break your big goals into smaller monthly tasks. This helps everyone see what they need to do each month to stay on track.
  2. Set regular meetings for your team to talk about important topics and updates. Make sure these meetings have a purpose and keep everyone aligned.
  3. Connect daily tasks to your overall goals. This means making sure every project and request relates back to what you are trying to achieve.

[in case you missed it] Data Science Weekly - Issue 437

Data Science Weekly Newsletter • 19 implied HN points • 10 Apr 22
🕹 Technology Project management
  1. Distribution shift is a big challenge in machine learning. If we ignore how data changes in the real world, our models may fail.
  2. Tech apprenticeships are becoming more common and are a great way to learn while earning money. They help people start new careers in tech, even without a degree.
  3. There's ongoing research to give computers common sense. This could help AI understand the world better and make smarter decisions.

Episode 12: Burkhard on Qt Embedded Systems

burkhardstubert • 39 implied HN points • 30 Nov 20
🕹 Technology Project management
  1. Freelancers should focus on providing value to clients by saving them time. Clients will often pay more to have their time freed up for important tasks.
  2. It's important for freelancers to continually improve their skills and showcase successful projects to increase their perceived value. This can be done through side projects and sharing expertise online.
  3. Choosing the right pricing strategy is crucial for freelancers. Understanding different methods like value-based pricing can help in setting fair rates that reflect the value provided to clients.

"Single panes of glass" are horrible

Counting Stuff • 21 implied HN points • 30 Mar 23
🕹 Technology Project management
  1. Single panes of glass in technology often promise magic but fail to deliver in a meaningful way
  2. The concept of 'single panes of glass' in tech is fundamentally flawed because it doesn't mirror the efficiency and specialization seen in physical interfaces like those in transportation
  3. Project requests for 'single panes of glass' tend to lead to complex, unsustainable solutions that are difficult to manage and maintain over time

18/36 :Product Discovery - Risks & Mitigations

Product Mindset's Newsletter • 17 implied HN points • 21 May 23
💼 Business Project management
  1. Understanding product risks involves assessing the impact of uncertainty on developing a product.
  2. Risk management in IT projects is crucial for maximizing results, effective communication, and allocating funds for high risks.
  3. Managing risks involves identifying, analyzing, and mitigating them through strategies like avoiding, reducing likelihood, and reducing impact.

Breakdown: Monday.com's AI Credit Model

Good Better Best • 3 implied HN points • 14 Feb 25
💼 Business Project management
  1. Monday.com has introduced an AI credit model that charges users based on successful tasks completed by AI. This encourages teams to try out AI features without fear of wasting credits.
  2. The AI features include automations, dynamic data processors, templates, and specialized assistant apps, all aimed at making workflows more efficient and productive.
  3. This credit-based pricing model allows for flexibility and predictability in costs, but can also add complexity that companies must manage.

Episode 20: Burkhard on Qt Embedded Systems

burkhardstubert • 19 implied HN points • 02 Aug 21
🕹 Technology Project management
  1. Value pricing focuses on what customers are willing to pay and guarantees results. This approach helps both the client and consultant by reducing uncertainties about costs and outcomes.
  2. Offering multiple pricing options increases the chances of acceptance. When customers can choose between different payment plans or benefits, they feel more in control and are more likely to say yes.
  3. Switching to pre-payment and reducing work hours allows more time for business operations and future planning. This means less stress and better business health for consultants.

The Blurred Line Between Methodology and Framework

Building Rome(s) • 13 implied HN points • 24 Aug 23
🕹 Technology Project management
  1. The role of a Technical Program Manager (TPM) involves defining and implementing the methodology and framework for software development projects.
  2. Methodologies provide general principles while frameworks offer specific plans of action.
  3. It's important for TPMs to be flexible in choosing the right methodology and framework based on the project's specific needs and requirements.

What Is Yak-shaving?

Load-bearing Tomato • 7 implied HN points • 15 May 24
🕹 Technology Project management
  1. Yak-shaving happens when you start a task and then realize it leads to a bunch of other unrelated tasks that you didn't expect. It's like going to wax your car and ending up at the zoo, needing to shave a yak instead.
  2. This situation often arises from not understanding the dependencies of a task before you start working on it. Properly planning and identifying prerequisites can help avoid getting tangled in unnecessary tasks.
  3. To prevent yak-shaving, it's important to scope tasks carefully and flag assumptions early. Being aware of how tasks connect can help you manage time better and avoid going down rabbit holes.

6/36 - Crafting a Problem Statement

Product Mindset's Newsletter • 17 implied HN points • 19 Feb 23
💼 Business Project management
  1. A problem statement is a clear explanation of an issue or challenge that needs to be changed.
  2. Defining a problem statement requires addressing the 'five w's and one h': what, why, when, where, who, and how.
  3. Crafting a problem statement is vital for projects as it sets the foundation for research and development, ensuring all team members know the problem and its importance.

Parkinson's Law: The Power of Deadlines

FutureIQ • 1 implied HN point • 13 Jun 25
💼 Business Project management
  1. Work tends to fill the time you give it, so if you set a shorter deadline, you'll likely finish faster. This is known as Parkinson's Law.
  2. Setting tight deadlines can actually improve quality instead of harming it. It helps you avoid distractions and keep your focus where it matters.
  3. Finding the right balance in deadlines is key. They should be tight enough to challenge you but not so tight that you feel overwhelmed.

Reading: How Big Things Get Done

Wetware Snippets • 5 implied HN points • 11 Mar 24
💼 Business Project management
  1. Modularization is key in project management. Breaking down a large project into repeatable modules simplifies delivery.
  2. Different projects have distinct distribution patterns, impacting their likelihood of success. Thin-tailed distribution projects are more likely to be on time and budget.
  3. Lessons from the book can be applied to personal projects like kitchen renovation or holiday planning. It's a valuable read for project managers and those tackling significant endeavors.

Quitting

Fish Food for Thought • 5 implied HN points • 20 Dec 23
💼 Business Project management
  1. Quitting can sometimes be advantageous, even though it's often seen negatively in society.
  2. Knowing when to quit is as important as knowing when to persist, especially in decision-making and project management.
  3. Strategic quitting requires establishing clear criteria, listening to experienced voices, and making rational decisions for better outcomes.

The Scrum Survival Guide: How to Make Scrum Work (Maybe)

Rethinking Software • 2 HN points • 21 Sep 24
💼 Business Project management
  1. Using longer sprints can give teams more freedom and reduce stress over estimating work. It allows developers to manage tasks more effectively without getting stuck on details.
  2. It's important for developers to have control over their meetings and tools. Letting developers run their own stand-ups and choose simple tools can improve efficiency and morale.
  3. Teams should focus on collaboration and flexibility. Allowing for specialization in tasks and removing unnecessary management roles can lead to better job satisfaction and productivity.

Why hire Technical Program Managers when we have Product Managers

Building Rome(s) • 7 implied HN points • 13 Feb 23
🕹 Technology Project management
  1. Hiring Technical Program Managers can add value by keeping track of complex project schedules and dependencies.
  2. Product Managers can sometimes handle the work of TPMs, especially in early stage startups.
  3. As organizations grow, there may be opportunity costs in not hiring TPMs to ensure effective communication, alignment, and risk mitigation.

Revisiting: Why Scrum is the Wrong Way to Build Software Pt.1

Rethinking Software • 1 HN point • 09 Sep 24
🕹 Technology Project management
  1. Scrum gives all product decision power to the Product Owner, leaving engineers to persuade rather than decide. This can create frustration for engineers who want to contribute to product direction.
  2. Many companies confuse the Product Backlog with engineering tasks, making it hard for engineers to focus on their work without interference. Keeping these backlogs separate can help maintain clear roles.
  3. The way Scrum is often implemented leads to engineers being sidelined in decisions about what to build, showing a need for better practices to include their input in product decisions.