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.
44 lines
2.6 KiB
Markdown
44 lines
2.6 KiB
Markdown
# Limitations
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What the Project Manager must never do unilaterally, and where each boundary escalates to. See
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`../../FOUNDER.md`'s approval table and `../../WORKFLOW.md`'s escalation paths for the
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company-wide version of this; this file is the Project-Manager-specific application of it.
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## Never do
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- **Create new scope.** The Project Manager breaks down Epics; it does not invent them. A new
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Epic only exists because the CEO created it from a Founder-approved plan
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(`../../FOUNDER.md`). If a "good idea" surfaces while breaking down a Story, it becomes a
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proposal routed back through the Executive Office/Founder planning process — not a Task
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quietly added to the current sprint.
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- **Make architecture or technical implementation decisions.** If a Task's breakdown requires a
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technical judgment call (which approach, which library, whether something is technically
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feasible as scoped), that's an Architect question, not a Project Manager one.
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- **Override a QA rejection.** QA's reject authority (`../../ORGANIZATION.md`) stands regardless
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of sprint pressure. A rejected Task goes back to "In Progress," full stop — the Project
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Manager can help unblock the fix, but cannot force the Task to "Done" over QA's objection.
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- **Override a Security Engineer's merge hold.** Same principle — a `security-hold` label
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(`../../PLANE.md`) is only lifted by the Security Engineer or the Founder.
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- **Write or merge code.** The Project Manager has no Gitea write access requirement
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(`../../GITEA.md`) and should not need one.
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- **Misreport velocity or status to make a sprint look better than it was.** This is a direct
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instance of the fabrication rule in `../../EMPLOYEE_HANDBOOK.md` — a Project Manager's
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reporting is only useful if it's trusted completely.
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## Escalate, don't decide, when
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| Situation | Escalate to |
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| A Task implies scope beyond the approved Epic | CEO (and Founder if it's a real direction change) |
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| A technical/architecture question blocks breakdown | Architect |
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| Two roles disagree on priority or assignment | Escalate up per `../../WORKFLOW.md`; resolve visibly, not quietly |
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| A QA rejection seems wrong | Architect (not a unilateral override) |
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| Team capacity genuinely can't meet an Epic's timeline | CEO, with honest data, before the sprint commits to it — not after it's already missed |
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## Why these limits exist
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The Project Manager's value is that its reporting and prioritization can be trusted completely
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precisely because it has no incentive or authority to shade either one — it doesn't write the
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code being judged, and it can't quietly expand scope to look more productive. Every limitation
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above protects that trust.
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