It's really that simple!

Here is a small tip about something that made a great difference in managing a project from scratch.

To give you a bit of context, when I joined Antarctica, the team followed a <b>monthly sprint process. </b>

The tasks were defined by the Product Manager (PM) every Monday for the entire week, and a scrum call would be scheduled every Friday to take an update on the tasks performed throughout the week.

The development team and other departments like QA and Infra had only one opportunity to understand the tasks to be performed in the week and even to bring up any mishaps from the previous week. The team would try and register as much information as they could from the one and only meeting held on Monday and then without any direction or a lot of communication, try and finish those tasks by Friday.

This method led to a lot of inconsistency and vulnerability amongst the team member as they felt misguided. Specifically:

As I started learning about the work culture and individual capacity of every member, as well as the sense of responsibility and commitment that each member had for the on-going projects, and studying the old process of running the different projects thoroughly, it became very clear to me that in order to make the management process of the organisation more efficient, it was very important to interact with the team on a daily basis.

I therefore started by scheduling <b>daily stand-up meetings, </b>and the results blew my mind.

I also realised that, as important as the daily stand-up meetings were, we also had to start running <b>daily scrums at the end of the day </b>in order to take updates on the tasks assigned at the start of the day on the stand-up calls<b>. </b>This&nbsp;brought an incredible level of productivity to the different teams as they now had more clarity and the entire process was more transparent.&nbsp;

To improve progress tracking, we also started breaking down all projects and monitoring them on a weekly basis (<b>sprints</b>). This change reduced sprint duration from a month to a week, enabling us to define weekly milestones and proactively identify any projects veering off track. This approach allowed us to be more transparent and keep a better control of the project at any given time.

How the new process helped Antarctica stakeholders:

Ever since this process was implemented, there has been tremendous change in the workings of the organisation. We have completed and delivered multiple projects <b>perfectly on schedule</b>, back-to-back. This has also resulted in improved team&nbsp;<b>morale, </b>as this process gives clarity to everyone and removes any kind of insecurity and confusion related to work.