- 1.1. QuickStart of ZenTao 12 series
- 1.2. ZenTao 12 series Starter
1.3. ZenTao 12 series Advanced
- 1.3.1. Process overview
- 1.3.2. Personal issues management
1.3.3. Product Manager management
- 184.108.40.206 Manage product
- 220.127.116.11 Manage product line
- 18.104.22.168 Create and review stories
- 22.214.171.124 Change story and review story
- 126.96.36.199 Story status and development stages
- 188.8.131.52 Notes of the Story
- 184.108.40.206 Manage product module
- 220.127.116.11 Create plans
- 18.104.22.168 Create releases
- 22.214.171.124 Roadmaps
- 126.96.36.199 Document management
- 188.8.131.52 Product planning meeting
- 184.108.40.206 Participate in project management, demostrations, and summaries
- 220.127.116.11 Basic statistical reports of stories
1.3.4. Project Manager management
- 18.104.22.168 Create a project
- 22.214.171.124 Set up the project team
- 126.96.36.199 Determaine the story list in a project
- 188.8.131.52 Task Breakdown
- 184.108.40.206 Daily standup meetings
- 220.127.116.11 Track the progress of projects via Burndown chart
- 18.104.22.168 Track the progress of projects via various lists
- 22.214.171.124 The review meeting and retrospective meeting
- 126.96.36.199 Basic statistical reports for project tasks
- 1.3.5. Development Team management
1.4. QuickStart of ZenTao Biz 12 series
- 1.4.1 Gantt Chart
One of the mistakes that many product managers make is that they disappears after the project starts. For example, the product manager just explained the requirements to team members in the planning meeting, and then disappeared after the project started. In fact, this can cause a lot of problems, such as:
- It is impossible to ensure that all team members understand the tasks correctly only by mere textual descriptions and planning meetings. So the product manager should track the progress of the project and solve problems in time.
- If the product manager wasn't involved in the project process, it is easy to create a confrontation between the product manager and the development team, which is bad for the project delivery.
Therefore, the product managers should keep track of the project progress after the project starts: participate in daily stand-up meeting, understand the task progress through the project view in ZenTao, view the defects through bugs, check and confirm the requirements in time, etc.
After the development completed, the product managers should confirm the requirements in this sprint to ensure that it is what they want. They should also actively participate in the demo sessions (sprint review meeting) held by the team, listen to everyone's comments and feedback, and and record them in ZenTao.
Product managers should also actively participate in retrospective meetings to summarize experience and lessons learned in this project.