Meet Dominik, our seasoned project manager passionate about navigating the complex world of IT initiatives. As he approaches his 30th birthday, he decided to reflect on his transformative journey, not just in terms of personal growth but also in his role at G-Group.dev. Moreover, he decided to share his thoughts with us in this blog post. Find out what lessons he considers most valuable and what conclusions he drew out of them in the last few years.
From marketing specialist to project manager
Dominik’s journey in the IT industry began in his previous workplace. Initially, he was responsible for marketing endeavors. However, he soon transitioned into a project manager, recognizing it as his true calling. He found himself drawn to the challenging, yet highly satisfying environment of overseeing products and projects in software companies.
Over the past two years at G-group.dev, Dominik was polishing his skills in project management. Currently, he’s leading a hybrid department, which combines testing and project management functions.
5 key lessons from our project manager Dominik
What did Dominik learn while PMing for various IT projects? Let’s find out:
1 – Clear communication is crucial
One of Dominik’s core deductions is that one should never assume that the client, the PM, and the team understand the discussed matter (e.g. a specific feature) in the same way. Thus, it’s important to ensure everyone involved in a project is on the same page when talking about the next steps or current issues.
He even shared an anecdote where a lack of detailed communication led to unexpected misunderstandings:
“I took charge of a client’s project, overseeing a substantial functionality that promised to revolutionize their system. Armed with a concise specification that appeared to meet the client’s needs, we confidently delivered the functionality, convinced it was precisely what they had in mind. Unfortunately, that wasn’t exactly the case.
It became evident that our initial understanding, though seemingly sufficient, required further refinement. We devoted a lot of time discussing what should be reshaped – the devil is indeed in the details.”
This experience served as a catalyst for Dominik’s emphasis on precise documentation and transparent communication practices. He decided to implement a clear-cut specification process. In his projects, epics and user stories have to be done in a certain way. This allows his teams to minimize the risks of misunderstandings in the future. Also, it leaves no room for misinterpretations. Dominik’s approach not only strengthens internal communication but also fosters trust-based communication between the client, the team, and all stakeholders.
2 – Time management has to be realistic
Dominik also learned that a PM should never be confident in estimated deadlines. Moreover, they should add a bit of time to all reassurances from the programming team that the task will be finished at the predicted time. That’s why he decided to start setting realistic milestones with specific deadlines established for each stage of a project. Dominik ensures that potential delays are identified and mitigated early on, resulting in a seamless project flow.
He describes his learning process behind this lesson:
“Software development becomes the most effective when it’s process-oriented – from requirements gathering, task specification, task estimation, confirmation of requirements, backend work (front-end work in parallel if possible), deployment to the test server, testing, handover to the client, client confirmation, deployment to the production environment, and… done!
It would seem logical that the task completion deadline is when its basic version is delivered to the client on the test server. However, each teammate is only responsible for their part of the work – when they finish one task, the PM has to worry about the next steps. That’s why my take from this is that we need to specify each stage of work with a specific deadline.
Every member of the team should be informed about finished tasks and the final deadline at all times. For example, if we finish the backend on Friday, and then the frontend on Monday, and we perform tests on Tuesday and everyone (including the client) knows what’s going on – delays are less likely to occur!”
In other words, Dominik’s methodical approach to task allocation involves breaking down projects into manageable components. By designating deadlines for individual tasks, Dominik empowers each team member to take ownership of their responsibilities. This way, they can contribute to the collective success of the project.
3 – More developers don’t equal faster development
A good PM knows that a task done by one employee in 40 hours can’t be done by two employees in 20 hours. Dominik knocks down this common misconception and highlights how collaborative efforts can sometimes lead to unexpected complications. Instead, he advocates for thoughtful task allocation. He believes that the unique expertise of each team member is invaluable.
What does he have to say about the anti-math predictions some clients tend to make?
“I think it’s a typical lesson every PM has to go through to gain valuable experience. Why, may you ask? Because IT systems are large, living organisms. Most things in them are relatively connected to a greater or lesser extent. Of course, working on one big functionality in pairs speeds up the process, but the probability of regression occurring elsewhere is really high. We don’t want to add up to testers’ work, do we?
Clients don’t always remember that programmers develop specific parts of the systems. This means that other team members might partially be able to understand the logic of their colleagues’ work but will never know exactly what the author meant. If we don’t have to break down the tasks between people, it’s better not to do it.”
By carefully considering the strengths and specialties of each team member, Dominik ensures that tasks are assigned in a manner that maximizes efficiency and minimizes the risk of potential setbacks.
4 – The project manager has to take the wheel (and remind others about status updates!)
Dominik also places significant importance on task statuses as the key to efficient team communication. He underlines how timely updates keep teammates informed and aligned. This proactive approach to communication ensures that everyone is on the same page, facilitating a smoother project workflow.
Find out what’s his take on project organization and the role of PM in it:
“There are many tools PMs have to know, like Jira, ClickUp, or GitLab. All have one feature in common – statuses. Their goal is to inform the person that looks at the tasks: “Hey, the task is ready for testing”, “Hey, hand it over to the client”, or “Hey, I don’t understand, we need to discuss this”. This way, team members don’t have to ask each other all the time if the task is done. Instead, they wait for the status change.
Some people have a problem with observing status changes which can cause delays. For instance, part A of the task is already on the server, but the person responsible for it forgets to change the status – a normal situation. Someone is waiting for this change to happen, so they can work on part B, but they can’t see it. How to prevent such situations? It’s the PM’s role to be “omnipresent” – ask, inquire, check the system, and remind others to change statuses. Some colleagues might consider PMs pushy at times, but it’s essential to deliver end results on time.”
Dominik’s commitment to staying aware of what’s going on in his projects showcases his dedication to fostering a collaborative environment. He knows that information has to flow and progress needs to be tracked with precision.
5 – Positive vibes are necessary for success
Beyond the technicalities of project management, Dominik recognizes the important impact of a positive team dynamic. He shared the story of a team member who let frustration compromise his work ethic.
So, how does a supportive, understanding work environment become instrumental in overcoming obstacles? That’s what Dominik also talks about:
“Once upon a time, back in the ‘old days’, I collaborated with a programmer who complained a lot. He was not satisfied with the project he had to work on, which of course can happen. However, his discontent led to negative outcomes. He didn’t even conduct smoke tests for the feature he was developing. The client received the app that was not properly tested! And the programmer didn’t want to take any responsibility, nor find an agreement with other involved parties.
When I was hired at G-Group.dev, I could tell the work culture was something I would appreciate. The company pays a lot of attention to building teams that support each other when facing challenges. To compose properly functioning IT squads, we have to showcase that relationships are important. After all, it’s also about people, not only writing code. Showing an understanding of everyday situations like an urgent doctor’s appointment, asking about weekend plans, and trying to find a source of occurring problems is important. It requires little effort, but pays off with great relations within the team based on pure human concern.”
Dominik genuinely cares for the well-being of his team members and extends beyond the workplace environment. By taking the time to understand people’s individual needs and circumstances, he creates a culture of trust and respect.
Final thoughts
Dominik’s journey proves there’s power in continuous learning and reflecting on one’s journey at any given point. His experience influenced his effectiveness as a project manager and set the course for further growth. Now, he has a set of principles that help him navigate through PMing challenges. We can’t express how positively he contributes to our team culture at G-Group.dev.
As he looks forward to his 30th birthday, Dominik stands as an example of what can be achieved through dedication, clear communication, and a genuine passion for project management. His story is an inspiration to all aspiring project managers looking to make their mark in the IT industry. We wish him a happy birthday and can’t wait to hear about his future successes!
Do you want to work in a human-centric environment? G-Group.dev is hiring! Check out our career page for more details and become a part of a team that gives developers the freedom to pick their own projects, cultivates teamwork, and provides a healthy, supportive work environment.
