VPEng/CTO responsibilities in deferring a project with exceeding scope
Nobody has claimed this yet.
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
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
Contributor guide
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