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*This document is part of the ['Organization'](/handbook/organization/Organization) chapter of the Sinergise Operational Handbook.*
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----
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We are trying to keep our management structure lean:
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- CEO: Grega Milčinski
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- deputy CEO: Mariza Pertovt
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- CTO: Miha Kadunc
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- COO: Teo Cerovski
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As the management is stretched thin, they will often delegate managerial tasks and responsibilities to other employees.
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## Management responsibilities
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The management is responsible for everything that the teams themselves do not cover, e.g.:
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- setting boundaries; i.e. assigning responsibilities and privileges to teams (may be somewhat different for each team)
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- setting direction;
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- assigning teams to products
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- assigning high-level priority on product level
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- ranking employees on the compensation ladder
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- annual employee performance reviews
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- approving budget for resources, education etc.
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- (maybe) appointing team coordinators
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- (maybe) appointing product owners
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- (maybe) assigning employees to teams
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In addition, management's responsibility should be to monitor the team's performance and help in (at least) the following ways:
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- support the team with infrastructure, guidelines and best practices
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- ensure that available resources are sufficient to achieve deadlines promised to the customer
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- mentor/coach the team, and especially the team coordinator, as needed to achieve independence
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- when requested, provide advice on difficult technical and organisational decisions
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- suggest (subtle) changes in case self-organization doesn't work
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While the management is responsible for assigning products to teams and monitoring their progress, the management should generally not be involved in management of the products and should definitely not micro-manage them (unless someone from management acts as the product owner); i.e. tasks should be prioritized by the teams, depending on the context, best understood by the team.
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However, when problems in product management are detected or when either the team or the product owner asks the management for help, the management might jump in and get actively involved in managing the product to get it back on track. The management's responsibility in such cases is to openly communicate what should be done differently and coach the team and the product owner to be able to tackle similar situations or problems independently in the future.
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If the team or the product owner feels that they are being micromanaged unnecessarily, they should clearly communicate this to the management.
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----
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Document history:
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|Date|Author|Change Description|
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|----|------|------------------|
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|2021-04-30|mkadunc|Migrated and adapted from [the original reorganization PDF](https://git.sinergise.com/operations/docs/-/blob/master/reorganization.pdf)| |
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\ No newline at end of file |