Introduction
PMs are intended to manage a single (or for experienced PMs a few) project within a subteam. Please note that leads should document the primary project manager for each project their subteam is working on.
Responsibilities
Conduct project meetings
These can be regularly scheduled or selected whenever people are available
These can be work sessions or synchronization meetings
Sufficient meeting minutes should be taken
Plan and orchestrate project timelines
Work with subteam leads for planning timelines
Work with subteam members in carrying out tasks
Ensure project documentation
PMs do not need to do documentation themselves, but if they aren’t, they should ensure their team is doing sufficient documentation
Documentation should allow for directors, subteam leads, and integration members to be able to easily gauge the state, direction, and timeline of a project.
Documentation includes meeting minutes, but having technical specific documentation is also important for each project.
Communicate with team and individual contributors
PMs are the interface between a project’s individual contributors and the rest of the team’s integration and architecture efforts
PMs should attend integration related meetings relevant to their project
Qualifications
Technical criteria for a good project manager:
Vision and goal
The project manager has a clear idea of what a finished project should be and do, in relation to the rest of the system(s)
Knowledge: The project manager knows:
Theoretical background of the project
How the components of the project work in general
How the components interface (with clear definitions and reasons for the abstraction)
How the project behaves with various input
Which parts of the project are unit testable, and why
What needs to be done to set up an integration test framework around the project
Why design decisions and architecture is done in a particular way (e.g. tradeoffs, limitations)
Management criteria for a good project manager:
Communication: The project manager is able to convey the technical details of the project and its components in written form
This includes task setting and Definition of Done (DOD)
Delegation: able to delegate tasks
The project manager is able to:
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Split the work required for the project so that task interdependency is minimized
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Minimize requiring intimate knowledge of the entire system for a member to complete tasks
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Make the task workload manageable
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Reassign tasks as required
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Record and track task progress
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People management: The project manager is able to:
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Assist, review, and debug technical work of others
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Request resources (e.g. hardware, flight test) from subteam leads
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Overview
This document introduces Project Managers to their new role, general information and includes checklist for a smooth on-boarding process.
The process of becoming a PM is outlined in How to become a Project Manager?
Todo Checklist:
As a PM, you have access to more of the team’s resources, SDC room codes and important team credentials.
Resubmit team roster with respect to your new role as a PM!
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Ensure you have the applicable Discord roles
You must have a “Project Manager” role and a “[Subteam specific] Project Manager”
Review info in #logins
this contains the passwords that WARG controls, and codes for SDC rooms and the Bay
Ensure you are added to your subteam specific lead channel
for example, if you are a Mechanical project manager, then you must be in #mech-leads channel
you do not have access to other subteam lead channels
General Information:
To log into WARG Outlook/Onedrive
credentials are in #logins
you need to add your device to 2FA 2FA Self-Service Enrolment - University of Waterloo (uwaterloo.ca)
someone who already has 2FA must approve the first time you login. Then, you can add your own device to 2FA
it is recommended that you use a different browser for WARG Onedrive to avoid difficulties