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Four invisible Risks that no TK mentions

Symptoms — the product/business owner responds in 2-3 days, cancels the demo at the last minute, and comments come in a telegraphic style: "normal/ not normal."

  • Stuck solutions → the team is idle; according to our measurements, 23% of the sprint time was lost in the banking project.
  • Inconsistent expectations → in retrospect, 60% of bugs were "misunderstood by the wishlist."
ReceptionHow they did itEffect
10-min "heartbeat call"In MS, we introduced the CEO-PM–TechLead daily call: only "yes/no" for questions sent in advance-20 % of idle tasks
One-pagerBefore the sprint, the product fills in the template "1 page: goal, criterion done, date"The "what did you want" debate is going to zero
Escalation SLAIf the response is > 24 hours, the ticket is marked "yellow" → PM pings the stakeholders L+2solutions come in an average of 3 hours.

Symptoms — the release date was announced at a press release, but DevOps and the UI designer are being taken away from you to the "neighboring fire".

  • Overheating of the team → people go "into the shadows", the speed drops exponentially.
  • Compromises inflate the technical debt → pay three times in 3 months.
  1. The "Scope ↔ Time ↔ Resources" chart is displayed for review once a week: if the resource ↓ is scope ↓ or deadline ↑. Visualization instantly convinces businesses.
  2. The principle of "replacement-for-replacement" We fix it contractually: if the Senior frontender leaves, the Senior frontender from another team comes, not the Junior.
  3. Scope-Kill Matrix («must / nice / trash») At the first threat to the deadline, PM and business together transfer to trash what users won't see right away.

The symptoms are "move the logo by 2 px" → "and let's push the button below" → "the color is a little darker"; the front goes into the eternal pixel-perfect hell.

  • Sprawling tasks → simple backend, re-QA, minus morale.
  • Invisible overspending → the client thinks it was "worthless," and you're wasting real hours.
ReceptionDetailsResult
Rule 3-cosmetics = 1-featureEvery third UI edit raises the question "are you ready to remove one feature?"clients begin to group requests
UI-Lock for 72 hoursAfter accepting the layout, the design is "frozen"The pixel economy is going to a weighted P/L
Comparative screenThe front puts out a "before/after" diff shot, where 2 px is visiblemore than half of the edits disappear, "because it's unnoticeable"

The symptoms are "another filter", "another export to Excel", "another analyst role" — and so on for the sixth month.

  • Sinking budget → burn-rate is growing, ROI is approaching ∞.
  • The moral effect → the team does not see the release, the motivation melts.
  1. The “freeze” date + pilot A clear "feature stop" date; the MVP rolls out to 1-2 small departments. After the reviews, the following features are included in a separate contract.
  2. Release = Marketing Event We link the launch to an external event (press release/ conference) - it becomes "reputationally expensive" to move.
  3. The "Help-desk" policy adds all new wishlist requests to the help-desk system's backlog. No ticket → no completion.
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Egor Sidorenko

June 4, 2025 09:21

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