Hello, Habr! My name is Vladimir, I am a business analyst in the Rostelecom data office and I am involved in the development of reporting. The company is committed to developing a data-driven culture. Business demand for data and analytics is growing and the data management ecosystem, including organizational structure and business processes, is evolving accordingly.
By the end of 2019, the volume of reporting tasks has grown dramatically and this has become a kind of load testing for our processes. It became clear that it is becoming more and more difficult for us to work in the old way and comply with the SLA. New rules of the game were needed, compliance with which would make managing common tasks easier, planning more predictable, and fulfilling commitments realistic even in conditions when the growth of the team was very limited, and the growth in the number of applications was unlimited.
From the beginning of 2020, we began to build a project approach, considering requests from businesses as projects. The controversial issue turned out to be the choice of the person responsible for the task as a whole, i.e. who in these projects should act as the project manager. Here we describe how we solved this issue and what results we got.
Introduction
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