VPEng/CTO responsibilities in deferring a project with exceeding scope

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Assessment

Difficulty
5/5
Estimated time
Over a week
Newbie friendliness
20/100
Issue type
Documentation
Clarity
Needs clarification
Activity status
Stale
Domain
content

Research direction

The issue names no file, test, or entry point. Start by reviewing the surrounding project context and clarify whether the intended outcome is an article, guidance, or discussion; done requires an agreed scope and a defined published result.

Written by the indexing model from the issue text.

Description

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A big project that isn't the top priority needs to be pushed out a quarter due to engineering capacity. This is the consistent view from the engineering and product teams but a number of folks on the senior executive team will be really disappointed. To what lengths do we go to explore alternatives and who carries the message in an organization?

Another variation is when many on the engineering team are convinced that a major project needs to be pushed out 2 months (scope/staffing can't be solved say) and this new timeline is going to be very disappointing to CEO (how much do we creatively explore ways to get it done despite the team having already done this? who carries the message to the team/CEO?

Dominant language
JavaScript
Stars
7
Forks
30
PR merge metrics
No merged PRs in 30d

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