Hi, Is it good to join Salesforce for Technical Consultant role (YOE - 3.2 years) ?
I checked with few of my connections, they saying I will be mostly allocated to Salesforce industries (Vlocity) project. Please suggest about the team structure and work life balance for this role.
and also in future, is it possible to apply for IJP in Salesforce ?
Please provide your thoughts on this.
Thanks
Salesforce
Visual Storyteller
Is opening a boxing gym worth it?
Guys pls advise me, urgent query
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I have raised a laptop replacement TT but it haven't even dispatched & I'll be going back to Bangalore in 5days, so if the laptop doesn't get delivered to me before I go off to Bangalore, can i raise another TT & get it exchanged in the office??? Please help, if you know what can be done here !!! Amazon
Hello Fishes,
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Can refer you for the following roles:
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Associate Team Lead / Team Lead / Senior Team Lead
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REQ-025489 I Dept: Sustainalytics I Posting Date 28th June 2022
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Dude, how would you know what to build next if you dont do grooming sessions?
In my experience, this is how these boring tasks are related to PM role:
Step 1: You have a user feedback/ first principle thought and build a hypothesis around it with a high level solution
Step 2: You would need inputs from other PMs or SMEs/ architects/ EMs. I call this high level grooming. This helps to validate/ brake the big complex problem into smaller solvable chunks. (2 hrs per sprint)
Step 3: Do a solutioning or feasibility analysis called special grooming with senior engineers in the team to get a sense of how can you solve this (2 hrs per sprint)
Step 4: Refinement - Explain to entire eng. team what are the features for n+2 sprints so that they are all on the same page. Story pointing is boring, but it ensure everyone in the team knows what they're gonna pick next (2 hrs per sprint)
Step 5: Daily stand-ups. These are boring, but pretty important for a PM as this is the place you would know if everything is going as per plan. (2 hrs per sprint)
Step 6: Reviews - How would you know if the developed item is meeting your/ customer expectation? PM is the KING of review meetings and it is by far the most formal and serious meeting of all (1 hr. per sprint). I think teams should be able to take care of retros by themselves with scrum master
Finally, if you could manage your time effectively in the above tasks, which is not hard btw as it is just ~10 hrs per sprint, you would still have a plenty of time to do the comp. analysis and roadmapping.
But the scenario could be different if you're facing customers, building POCs, etc., OR you're in such products where there is more of fire fighting than actual product management
Aah... Now I get your problem. First things first, you cant call a team agile when you have 15 devs in it. Elephants are not agile because of their heavy bodies
Refinement meetings are critical, they should be detailed enough. I would suggest NOT to try and optimise it and make shorter. This will impact your product quality in mid to long run
Basic idea of stand-ups are for teams to get a sense of how others are progressing so that they can counter any blockers. So, it should be fine even if you skip a few of those. Three stand-ups would be critical for me though:
1. Day after planning - Gives you a sense of what has been committed, any last minute changes etc.,
2. Mid-sprint - Gives you a high level understanding of how the deliverables are going on
3. Review day - Gives you a picture of what's gonna be reviewed. You can also use this to quickly do an informal demo
As a thumb rule, in agile, stand-ups should be < 15 min. Should only be used to share the updates.
Retro - You can skip if you have a reliable SM. All you have to do is to see the retro report and see if you have any action items on your side
I dont how possible it is, but I think you should try and build a case to your leadership on the team size. Maybe, split it into 2 smaller teams and allow an APM (under your direction) to drive things.
Depends what’s the end product, is it a feature, hardware? Software? Some new releases?
It depends a lot on the end result.
Its software for the end user, b2c , new feature
Yeah, these are part of the role in most firms.
+
Sorry for the late reply, in MS in general most PMs do the basic not so productive tasks . If you are in engineering wing as a PM , you are expected to bring innovation and managers push their teams
PM must sync with PO, most of the cases (primarily in my case) I got requirement without having any primary research/feasibility done, moreover dev team is not as responsive as we expect from them.
I guess best is use POC model, pick different people for different initiative, so that you can make people owner of work they are doing.
Hey mind if I ask ur fix ctc at SPM level ? Wht co are u with ?