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Being a part of Netguru is an amazing adventure. I joined the company as very fresh junior PM, without experience in taking care of my own projects or mentoring anyone. The company was around 80 people and 5 PMs. After 4 years of being here, not only has the company reached 600 employees (with close to 50 PMs on board!), but also I feel that I grew at least at the same pace as the organization! Along the way, I became a leader and had the privilege of helping other managers to grow into their full potential. Some of them are also leaders right now. I also became a senior, but I still feel like I am just getting started!  
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Welcome back! I hope you got to implement at least some of the tips from the previous article. In case you have missed it, check out or calendar- and inbox-oriented advice here: How To Manage Your Time While Working As A PM? 10 Hands-On Tips on How to Make Your Calendar and Inbox Great Again.
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It’s been quite a while since talked about our failures here. Since then, we've made some new mistakes but used each of them as an opportunity to grow and we would like to share with you the lessons we learned. In Netguru, we strive to deliver the best work possible, but, we admit, we sometimes fail and, as long as we don’t make the same mistake twice, we accept it as a part of the learning curve. Today, I’d like to tell you about the popular mistakes a PM can make (and we know because we’ve made them all) so that you can avoid them in your daily work.  
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Managing projects can be a bit confusing - you are juggling a lot of tasks, and it’s hard to name one main thing you are responsible for.  Let’s try and see what makes up a PMs week at Netguru - hopefully, this will let you understand the role a bit better!
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As Project Managers at Netguru, one of our responsibilities is to help our teams in planning and tracking the progress of development. We strongly believe that the tools we use should facilitate our process and needs and not the other way around. That is why we chose JIRA as one of our project management tools.
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Jira is a really popular tool for tracking bugs, issues, and project management activities in general so you would think that the wide range of option it offers are just common knowledge at this point, and the adoption of productive integrations and apps has been exploited to the point where it is really hard to do something more effective anymore. The reality is a bit different, though, and there are a few reasons why most companies do not take advantage of the full potential of Jira, the main ones being:
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You start working as a Project Manager. If the company is at least the size of Netguru (almost 600 people, including almost 50 PMs, and still growing), after a couple of days you will have this overpowering feeling that it’s impossible to do to your job. Honestly, this feeling will come back every once in a while. But this only *seems* unmanageable – after all, who is better at this than yourself, a ma-na-ger? In general, don’t leave things for later, you will forget about them or they will pile up and suffocate you (metaphorically speaking, of course). There is no way you can remember everything. You can try, but I am certain that your brain will fry or shut down pretty quick. Here’s a list of 10 useful tips and tricks on managing your calendar and inbox as a gift from me, a PM at Netguru.
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Imagine the nightmare of every project team: all tickets in the sprint are done, but the feature itself is not working. Unfortunately, as I’ve experienced too many times before, such a scenario is not that far from the reality of project management. It all boils down to finding the right form of task description. In most cases, we balance between poorly described tasks, which results in extra clarification meetings or calls during a sprint, and exhaustive, detailed lists of requirements which tend to kill developers’ creativity.
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If you’re a product owner and want to work with a team from bespoke software development company that will develop your product, imagine the following situation. You’re a sport team coach and your task is to draft a team of players that will guarantee a victory in the championship. Who you need is a star that will lead your whole team and a ball handler guy who will turn your idea for the game into a game plan. You will also need a glue guy who will pass the ball smoothly and dominating centers who will score points. A dirty job guy may also come in handy to check whether you are turning your strategy into life. “OK, but what does sport have in common with software development”? you may ask. Not much. But it was a fun way to start this blogpost. ;)
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After managing software development projects for some time, you may find it surprising how design projects can differ from them. In this article, you will find five important tips on how to survive and succeed. If you have any doubts about their usefulness – it is not only the Project Manager’s point of view, the tips gathered are the essence of my conversations with designers as well.
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This post tells my story about becoming a project manager in Netguru and gives you a sort of a “recipe” how to do so.
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I’m Zuzia and I work as a Project Manager at Netguru. However, my journey to get to this place was full of turning points and unexpected outcomes. With passion, determination, and the right attitude, I shifted my career to seek and follow the path I really want to take. Here are a few chapters of my story on how I became a PM without a university background in this field.
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Even though we all go through the recruitment process at least several times in our careers - with various results - there’s no denying it can be really stressful and overwhelming. Even more so if it’s for a position you would really like to work in. Like with all things, coming prepared can only help you, and since I can still remember my interviews with Netguru (pretty intense - but in a good way!), I’m happy to take advantage of this opportunity to give you some insight into what we ask our candidates.
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From this interview, you will learn: How ad-hoc teams could work like companies, improving their workflow and collaboration standards. What the 7 things are that every team on a planet needs to have to operate efficiently. Why John Furneaux, CEO of Hive, doesn’t believe in big organisations as a smart way to achieve goals. What the most insane competitive advantage is that any company can gain if they reinvent themselves in terms of team collaboration
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Want to become a project manager and work on international projects in a software house? There are many ways to prepare for it and learn some skills that are definitely required for the job. I have definitely chosen an unconventional one. In this article, I would like to share with you the characteristics and skills that are needed to work as a project manager. I also included some tips on how to acquire them based on my own story of learning various tips and tricks while organising a hackathon.
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Every person who has ever worked in software development company can agree that estimating work is one of the key pain points in IT. Often the tasks and projects are underestimated, there are a lot of (unpleasant) surprises, the deadlines are not met, the client is stressed out, and the pressure put on the team is almost tangible.
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Self-organising Teams in Software Houses

You hear a lot about scrum rituals and artifacts. People write books on how to transfer their theoretical frames into reality. Yet sometimes striving for excellence in inspecting and adapting might lead us to losing sight of the very essence of agile software delivery, which is the self-organising team. A culture of openness and creativity, which results in a true understanding of agility, can only be built based on trust and independence.
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Fun fact: when I first looked at the job listing for a Project Manager at Netguru, I wasn’t sure if I would cut it. It’s that intimidating. Then I read through the offer and realised that while the skills required are quite specific, they are not rocket science. This is true for project management positions at other companies, as well.
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Let’s talk about health, but not about your physical health . Let’s talk about the health of your process. Didn’t you know that each process has its own health? Have you noticed that sometimes you have a process or flow but you don’t get the result you want?
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A month ago, I changed my position in the company and became the leader of the PMO (project, portfolio or program management office  –  pick the one you like). Our main goal is to make things work efficiently. We all know it’s hard.
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