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Worst process to get into project in nagarro.
First go through the internal project interview then client interview if not selected then again tons of interview.Why they people take interviews at the time of hiring.
I am feeling depressed now.
In this tough time where companies are firing their employees, i am not having any project due to this pissed process in nagarro.
Joined on 1sep 2022.One more interesting fact giving interview in zs associate account(contractor) I never want to work as permanent.
^when the client puts you on actuals^
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I recently had a situation where several projects escalated. Combination of client’s unrealistic expectations, under staffed and too many meetings. It’s easy to play the blame game, but the situation reminded me about process and setting boundaries. If you’re feeling overwhelmed and can never catch up it’s a sign to start asking for help or flagging with management. Let them know what you’re dealing with and what is at risk if things continue. I also tried to really differentiate what is my fault and what is out my control, learn and move forward. From my experience you only get axed if people complain about your performance or if they can no longer afford you.
If the client changes deliverables then how is that being tracked? Do they pay for changes, or do they not for time ? If it’s the latter, maybe move to Kanban and just work through a list of things Thant need doing
Second point, you need the team to take some responsibility here. Whenever a task comes in get them to estimate and hold them to account
Hey there sorry about the situation you’re in. One thing to consider is to escalate more often to department heads. On one kind I kind of feel it’s tough explaining all the details to a boss, especially one who’s in space or maybe not even as skilled as you might be in the day to day of the project, (it happens). But asking for help/insight etc will make you look more collaborative and proactive and whatever outcome comes later won’t be entirely on you. Presumably they know how to solve everything if they’re getting paid all the big bucks so take some stress off your shoulders.
I just wanted to update everyone on this thread that my instincts were right and I lost my job. They didn’t give me a reason initially. When I asked, they cited poor communication and not able to perform to the agency standard.
Well, I’m 33 and I lost 2 prior jobs (those I lost due to pure economic reasons not performance) before I got and lost this one. I’m not sure what to do professionally at this point. I don’t have any transferable skills that I can pivot into another salaried profession.
In any event, I really appreciate the advice above. Thanks all and Godspeed.
Coach
I hope you’re doing ok! 💕🌸
Can you explain why they go off the rails? Are you missing risks at the start, is the client changing requirements or can the team not estimate ?
I’m missing risks at the start and the team is poor as estimation.
Bowl Leader
Sounds like you’re outpaced. as you get up to an SPM level you probably are assigned to larger more complex projects If you can possibly cover the breadth, it’s doubtful you’ll have the bandwidth to deal with depth on the myriad of issues that crop up. You end up playing defense (fire fighting) rather than offense (fire prevention) and then, inevitably are consumed in the fire - pardon the drama here.
If your org doesn’t assign associate PMs to take the busy bottom off your plate - see blog post on those young warriors below - see if you can partner w/another person in your shoes on your project with you on their’s. This will allow more PM power in more than one place at a time on both your projects.
Also, if there aren’t, see if they can establish the ratio of PM to some point of reference on a project - e.g. fee on the project, hours of other team members.
http://pm2pm.blogspot.com/2009/01/pound-for-pound-best-project-managers.html?m=1
Sometimes it’s the client. They have a moving target and change expectations on the deliverable. Mostly I’m missing potential risks. I know it’s not good. For example, we had to launch an ad campaign and it’s been a full week and only one channel is launched. The paid media manger has never set up these channels and I didn’t know it was going to take her this long. But it’s my fault of course not hers
So she didn’t know how to do it?
A good thing to do is to review your schedule and plan with your stakeholders ahead of time. Get buy-in or at least hear their concerns which you can relay well ahead of time. And develop a Plan B to address the problem if it actually happens.
Coach
Are you not having status meetings? With team & clients. Also check ins. Is this scope creeps or is it your workload? If you’re blind sighted something is missing. What about 1:1 with your boss? These weekly areas & check ins are for a reason. If a project goes wrong blame the PM. When a project is successful thank the team. Usually how companies see PM’s.
I’m doing all of those items but the team I worked with wasn’t clear about their own roadblocks and risks that would derail the timeline