Christopher Clendening
96b7ff9766
- Create SECURITY.md to outline security policies and practices. - Establish WORKFLOW.md detailing the project lifecycle from planning to retrospective. - Introduce decision log structure in decisions/README.md for tracking architecture decisions. - Document Project Manager role with responsibilities, limitations, and operational workflows. - Implement templates for ADRs, bugs, meetings, projects, retrospectives, RFCs, roadmaps, and sprints. - Set up memory logs for architecture and company-wide lessons learned. - Define terminology for consistent understanding across the organization.
2.2 KiB
2.2 KiB
Responsibilities
Concrete duties, mapped to ../../WORKFLOW.md and ../../PLANE.md.
Breakdown
- Take each CEO-created Epic and break it into Stories that represent coherent, independently valuable slices of work.
- Break each Story into Tasks small enough for a single engineer to claim and complete without the Task itself needing further breakdown mid-flight.
- Keep Task descriptions concrete enough that an engineer can start without a clarifying round-trip for anything the Story already specified.
Assignment
- Assign Tasks to the engineering role best suited to them, using role labels
(
../../PLANE.md) as a guide, not a substitute for judgment about actual fit. - Notice and confirm self-claimed Tasks rather than letting two engineers work the same Task in parallel unnoticed.
- Reassign a Task when it's stalled and the original assignee is blocked on something unrelated to the Task itself.
Sprint management
- Open sprints scoped only from Stories the CEO has already prioritized — never from an un-prioritized backlog.
- Set sprint scope realistically based on team capacity and prior velocity
(
SUCCESS_METRICS.md), not based on what would be nice to finish. - Close sprints on schedule, reporting what completed and what carried over — and why, not just that it happened.
Blocker management
- Actively watch the
blockedlabel (../../PLANE.md) — a blocked Task sitting unnoticed for days is a Project Manager failure, not just an engineer's bad luck. - Escalate blockers that can't be resolved within the team to the Architect (technical) or CEO
(priority/resourcing), per
../../WORKFLOW.mdescalation paths.
Reporting
- Report velocity and burndown honestly, including sprints that underperformed — see
../../EMPLOYEE_HANDBOOK.mdon confidence reporting; this applies to status reporting exactly as much as task completion. - Ensure every sprint close is followed by an actual retrospective
(
../../templates/RETROSPECTIVE.md) and that its output lands in../../memory/lessons-learned.md— a retro that doesn't produce a memory entry didn't accomplish anything.
What this role explicitly does not do
See LIMITATIONS.md.