This is an excerpt from my interview, read more at Polidea’s website.

What is React Native? React Native is a framework created by Facebook to enable a smooth and easy cross-platform mobile development. It basically means that you don’t have to create an iOS and Android app separately. All you need is one codebase to develop beautiful apps for both platforms, without compromising on the UX and UI experience.

Today, the biggest companies in the world recognize more and more the React Native’s potential for business. What are those benefits? Is React Native the right solution for you? Is it better than the native development? …

Have you ever witnessed a retrospective during which the team spent most of the time discussing issues instead of looking for ways to improve? Or a meeting when the number of concerns, threats and problems identified by the team was overwhelming? Both scenarios are frustrating right? They also inevitably lead to a situation where your team slowly loses its hope in their ability to change anything.

I found retros especially challenging during my last two projects. Both of them were quite big and the size of each team occasionally exceeded the recommended amount of people for a scrum team.

In order to handle these projects, I needed a retro technique that would allow me to gather ideas quickly, properly identify the most important concerns to discuss, and then spend most of the time on the actual problem-solving discussion. …

Hello tired Jira manager. Hello never-listened-to scrum master. Hello ignored project manager. Welcome to the world of project management. Did you read all the articles about creating a risk log, managing tasks or using Excel to generate Gantt-charts?

Let’s talk about examples from real-life projects. Product owners not attending sprint reviews. Scrum teams seating on three different floors without a single conference room to meet. Conference calls when you can barely hear your client. Busy teams that never have time for retrospectives. Half an hour standup meetings.

The problem

Your client (in this article “a client” means a product owner) assured that he is a big fan of agility. He attended the first demonstration (well, it was nothing to show, but you know, this was the first one). Then he was late. Then he asked to move the ritual by one day. …

Retrospective — what is it?

Retrospective aka retro is an essential part of Scrum — it allows your team to keep getting better. The meeting takes place at the end of each sprint, when all team members check what went wrong, what went well and what can be improved in the project.

Among the sprint planning, Daily Scrum and sprint review, sprint retrospective is the last — and sadly very often ignored — Scrum ceremony.

Why you should care?

Despite the fact that PMs know and appreciate the importance of retros, quite often when I ask them when was the last time they organized it, they try not to look directly into my eyes. In their mind it’s a ‘pleasant meeting’ that actually doesn’t change much about the project. However, in the world where everything around us is changing: people, technology, project requirements etc, the fact that we find our workflow ‘pleasant’ is not going to cut it. …

A couple of weeks ago I was scrolling through the Internet, when Google suggested to me an article related to project management. This time it was — once again — something on Gantt Charts: “5 Reasons to Use Gantt Chart Excel for Project Management” (please allow me not to link it — you’ll learn why in a moment). I actually get many article suggestions related to this topic. And because of this Gantt Chart “propaganda” some people may believe it’s the right tool to use in project management.

My problem with Gantt Chart is that it doesn’t apply to the modern knowledge and approach of how projects are supposed to be managed. Which is why I want to show you the exact reasons why you actually should not use it. …

Have you ever heard that something will be done in two weeks? Surprisingly it doesn’t matter if it relates to a giant international project or your bathroom renovation. In both cases (and in most other) the term in two weeks can be read as:

We are in the woods and we have no idea when we’re done

Why we tend to use two-weeks timeframe as an “I have no idea” replacement? Because in two weeks is a perfect excuse when we completely have no control on the situation. It’s an our wish, not the judgment of the situation.

Imagine yourself managing a delayed, almost ready project that you have no control under. Would you ever say to your customer, that the project will be finished in a month? No way. Two weeks sound hard but there is a chance that customer will buy it. It is in a foreseeable future. On the other hand I bed you would never say that the project will be finished in a week (or anything shorter than two weeks). A week is too close, too imaginable. It is too risky. …


Szymon Nieradka

Project Manager / Agile Coach / MBA / Windsurfer

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