Lead Project Manager
CurrentAs I'm approaching a more senior role in DANA, my focus has expanded beyond project-level. SDLC improvement in the division happens more frequently from every aspect.Tools Optimization- JIRA: Streamlined workflows by automating status updates based on engineers' code updates (e.g., pull requests, merges, deployments) and date-triggered labeling; implemented integrations with Slack and other tools to enhance communication and tracking. Reduced just ~5 minutes of engineers daily load, but at least helping them to have less context switching- Productboard: Developed a roadmap system enabling engineers to input estimates for releases, fostering collaboration and realistic goal-setting; integrated seamlessly with Slack and JIRA.- Excel: Built a centralized hub for managing engineer capacity across teams and projects, ensuring efficient resource allocation for each release. Since we do this there's only 15-20% additional scope in the middle of a sprint. We also have a 95% delivery rate, with most of failure comes from minor tasks - Notion: Recently exploring Notion to merge the function of two tools mentioned above in order to have a centralized solution while reducing operational cost. Potentially cutting USD2700 annuallyWorkflow Innovations- Sprint Adjustments: Led iterative trials to find an optimal sprint length, evolving from 4-week and 2-week cycles to a balanced 3-week sprint, aligning workloads with stakeholder expectations.- Agile SDLC Practices: Partnered with engineering teams to establish a flexible, non-linear development process, enabling task completion, testing, and deployment on demand within sprint periods.- Performance Metrics: Monitored release success rates by tracking team performance against sprint timelines, discovering that frequent task delivery correlates with improved outcomes. On average, teams that have adopted agile practices can finish their committed scope 1.5 days earlier
