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Company Pulse​

  1. I am happy at work.
  2. I am satisfied with the career advancement opportunities available to me.
  3. I trust my coworkers.
  4. I believe in my company's mission.
  5. I receive valuable feedback on my work that helps me improve.
  6. My accomplishments are recognized by others.
  7. What's the one thing you would change about this company?
  8. My organization is dedicated to my well being and professional development.
  9. For the most part, my job takes advantages of my strengths.
  10. I am enthusiastic about the work that I do for my team and am enabled to do my best work.
  11. I feel valued by my coworkers and manager(s).
  12. I know what is expected of me at work.
  13. I would recommend this company to friends & family as a great place to work.
  14. Do you have any general feedback for the company?

  • Thinking Time - https://thinkingtime.org

  • Arc: Google Analytics summaries in Slack

  • Meekan: Schedule meetings with teammates effortlessly from Slack

  • Paid - Teamline: Keep track of team tasks and reminders

  • BusyOn: Track task and activity progress for your team

  • Kyber: Manage projects, assign tasks, organize meetings, add to-dos

  • Must-Read: Make sure your most important Slack messages are read by your team

  • Zapier: Build your own Slack bot with no coding knowledge required

The workflows you create in Zapier are called Zaps, and they can automate many common tasks for you - like adding items to your to-do list or updating leads in your CRM.

https://workstreams.ai/

https://snacknation.com/blog/best-slack-apps

https://github.com/maxchehab/phelia

https://www.paymoapp.com/blog/best-slack-apps

5 Most Common Questions for Project Managers (Interview Questions)​

  1. What are the key challenges in the project management industry today and how do you tackle them?

    • Communication

  2. Communication

    • What is the type of communication you do
    • How do you handle communication within a team
    • How do you communicate bad news with your key stakeholders

  3. Relationships

    • How would you motivate your team members
    • How would you make sure that team members meet their own goals and are happy and motivated

  4. Bad experiences - A situation where you messed up

  5. Decision Making / Change Management (CR - Change Request) / Risk Management

https://blog.capterra.com/how-to-answer-project-management-interview-questions

Certification​

Project ManagementProfessional (PMP) is a certification administered by Project ManagementInstitute, U.S.A. It is a project management course recognized all over the world. PMBOK-fifth edition is the latest version for this exam. The certification is valid for 3 years

Planning Poker​

Planning Poker is a consensus-based estimating technique. Agile teams around the world use Planning Poker to estimate their product backlogs. Planning Poker can be used with story points, ideal days, or any other estimating unit.

Planning Poker is an agile estimating and planning technique that is consensus based. To start a poker planning session, the product owner or customer reads anagile user story or describes a feature to the estimators.

Each estimator is holding a deck of Planning Poker cards with values like 0, 1, 2, 3, 5, 8, 13, 20, 40 and 100, which is the sequence we recommend. The values represent the number of story points, ideal days, or other units in which the team estimates.

The estimators discuss the feature, asking questions of the product owner as needed. When the feature has been fully discussed, each estimator privately selects one card to represent his or her estimate. All cards are then revealed at the same time.

If all estimators selected the same value, that becomes the estimate. If not, the estimators discuss their estimates. The high and low estimators should especially share their reasons. After further discussion, each estimator reselects an estimate card, and all cards are again revealed at the same time.

The poker planning process is repeated until consensus is achieved or until the estimators decide that agile estimating and planning of a particular item needs to be deferred until additional information can be acquired.

https://www.mountaingoatsoftware.com/agile/planning-poker

https://en.wikipedia.org/wiki/Planning_poker

Story Points​

Story points are a unit of measure for expressing an estimate of the overall effort that will be required to fully implement a product backlog item or any other piece of work.

When we estimate with story points, we assign a point value to each item. The raw values we assign are unimportant. What matters are therelative values. A story that is assigned a 2 should be twice as much as a story that is assigned a 1. It should also be two-thirds of a story that is estimated as 3 story points.

Because story points represent the effort to develop a story, a team's estimate must include everything that can affect the effort. That could include:

  • The amount of work to do
  • The complexity of the work
  • Any risk or uncertainty in doing the work

A story point estimate must include everything involved in getting a product backlog item all the way to done. If a team's definition of done includes creating automated tests to validate the story (and that would be a good idea), the effort to create those tests should be included in the story point estimate.

https://www.mountaingoatsoftware.com/blog/what-are-story-points

Story points vs. hours​

Traditional software teams give estimates in a time format: days, weeks, months. Many agile teams, however, have transitioned to story points. Story points rate the relative effort of work in a Fibonacci-like format: 0, 0.5, 1, 2, 3, 5, 8, 13, 20, 40, 100. It may sound counter-intuitive, but that abstraction is actually helpful because it pushes the team to make tougher decisions around the difficulty of work. Here are few reasons to use story points:

  • Dates don't account for the non-project related work that inevitably creeps into our days: emails, meetings, and interviews that a team member may be involved in.
  • Dates have an emotional attachment to them. Relative estimation removes the emotional attachment.
  • Each team will estimate work on a slightly different scale, which means their velocity (measured in points) will naturally be different. This, in turn, makes it impossible to play politics using velocity as a weapon.
  • Once you agree on the relative effort of each story point value, you can assign points quickly without much debate.
  • Story points reward team members for solving problems based on difficulty, not time spent. This keeps team members focused on shipping value, not spending time.