Nikita Miller: evaluation

Transcript context

…What have you found as impact that comes from doing this a before and after? What kind of difference do you see having done this on team? So I'd say recently, I'd say in the past maybe five years, one of the things that has shifted and has caught some people by surprise, I don't know if it should or not, is around project management. So I think 10, 12 years ago, everyone expected that they would have Scrum Masters, and Scrum Masters have largely in many companies just disappeared. But then you think well, where did that responsibility go, because someone has to do project management? And this is different from program management internal to a team. And from my perspective, a lot of that now sits with engineering managers, which is a little bit different from how it was when I started in product where actually, a lot of that was put on PMs. And some of you might recall, it caused a lot of issues with product managers because they were the ones that were constantly like, "What's happening in the sprints? What didn't make it? Why didn't it? " Doing a lot of that work. And I think PMs are still responsible to keep track of that, but engineering managers are increasingly expected to be the ones that are actively making sure that sprint goals, for instance, are met. And that's a shift that I've seen recently that we do have to debate often. I think one of the most interesting elements of this approach is that the product manager role is so I ill-defined and so different in every company, and so I imagine much of the benefit here is just what the hell is the PM's responsibility?…

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