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Nagarro 🐠🐋🐟, Have got a preference mail for Project allocation
1. Technology - I have added my tech
2. Colleagues - asking for Nagarro mail id (don't know so will leave blank)
3. Line Of business - Please suggest which are best Client projects in Nagarro eg Retail, automotive, Finance
4. MNC - Yes
Need Suggestion for Point 3, also if have onsite opportunity will be plus
🚨 Plz Help, Urgent 🚨
I currently work at Capgemini Engineering. I got allocated to a project a month back. But i have not been liking the project, work and its members at all. Now the scrum master/project manager has asked me straightaway if I am not happy with the project and would like to get a release, as the client is not happy with my progress.
I am really tensed considering the present scenario. If i ask for release from project, will I get terminated from the company? TIA 🙏
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Certified Agile Manager

What are our thoughts on The L Word, Gen Q?
The answer will vary widely depending on size of team, maturity, skills and company culture. There is no single standard for it. How it rolls is all over the board.
I think a product manager should be involved in the Day to day of engineering to make those decisions or at least be involved in the decisions that translate the vision into product reality. I don't think program managers and project managers have much role in an agile team (assuming you are a software product manager). Some companies have the role spilt into PM/PO roles but I would rather have a PM own a smaller area from strategy to implementation rather than being split into separate responsibilities on a bigger product area.
Engineering decisions happen prior to project starting. While project is in execution, the entire scrum team should know WHAT to do and HOW to do it. , If the PM does their job well, the requirements and architecture re is all figured out before your team starts that's why I am very surprised when someone says they need to be involved in the day to day. What exactly is it that you are doing daily with the scrum team . Are you clarifying rquirements - red flag since it means your team started without due diligence and it possibly means delayed timelines, unresolved dependencies . Are you deciding whether to use some other tech stack - red flag again since it means due diligence with Engg Managers and leader wasn't done and the team started the project. So, in my head, if a PM is involved day to day , it means, they are having the team start without having done the due diligence
++ what Google said. It greatly varies.
At my current company the Associate Product Mangers are scrum master. In another organization an engineer was the scrum master.
For new products, I attend all the standups. I do this to make myself available and supportive.
For mature products, I don’t engage with engineers as much.
If the culture “release fast and break fast” then I am working closely with engineers.
If the team culture is “kanban” but they were told to use scrum, I work closer to engineers.
Thinking about your post… Over 15 years of working with scrum teams, I have never heard of a program manger doing day to day with engineers. This is the engineer lead/engineer manger