When I became a Product Manager in 2012, I ran into some big challenges:
- My boss kept asking me for progress reports. The only way I could get this information was to go interrupt a developer and ask them “How much work have we finished so far?”
- I had no way of tracking velocity. Once I knew our progress, my boss’ next question was: “What’s normal for our team? What’s a reasonable expectation for what we can get done in a week?”
- I didn’t know where we were spending our time. We were running a 10 year-old SaaS application; I couldn’t tell where our developers were spending most of their time. Was it on bugs? New features? Maintenance tasks?
- Managing team workload was a challenge. I couldn’t see who was overloaded, and who needed more work. Some developers were buried in tasks, but I didn’t know who I could shift those tasks to (without interrupting each developer and asking them).
- Customer support felt out of the loop. Our support staff felt like they didn’t have a way of participating in the development process (submitting bugs, offering comments). They also had no way of seeing what we were working on, or knowing what was done.
I signed up and fell in love. Here’s why I loved it:
- It gave me a “development pulse”: how healthy were our current development efforts?
- Helped me report up (to my boss) and across the whole team
- Helped manage individual team member’s workload
- Helped forecast project completion
How I use Sprintly
Since then, I’ve recommended Sprintly to hundreds of managers. A lot of them were interested how I use the product, so I made this video:
Want to try Sprintly for yourself?
I was able to champion Sprintly internally by getting a trial, and running an experiment with our CTO. We used Sprintly in tandem with our other project software for 3-4 weeks; then we showed the CEO the information we were getting out of it (that’s what sold him). You can do this too: get a special 30 day free trial here.