By; Bill Terranova
Co-written and Edited by: Anyla Zogu
Project Manager & Scrum Master at QUAD A Development
When people hear the title Project Manager, they often imagine schedules, deadlines, and endless meetings. And while those things are certainly part of the job, they barely scratch the surface of what project management, especially in software development, really is.
For me, being a Project Manager and Scrum Master at QUAD A Development is about connection, coordination, and clarity. It is about understanding people just as much as it is about understanding projects. Every day is different, but each day revolves around the core responsibility of keeping the team aligned, focused, and moving forward together.
At its core, a Project Manager acts as the link between ideas and execution. In software development, that link is critical to translate business needs into technical direction, help developers stay organized and supported, and build confidence that stakeholders are informed about the status of their projects. Beyond the formal definition, I often describe my role as similar to that of a train conductor, keeping everything on track, ensuring the train keeps moving, and making sure no one gets left behind.
We utilize an Agile Development approach. Agile is a flexible approach that breaks large projects into small, manageable chunks, called Sprints. This emphasizes collaboration, partner feedback, and working software rather than rigid plans and extensive documentation. Agile, to me, is less about frameworks and more about mindset. It is about being comfortable with change, responding thoughtfully to feedback, and staying focused on delivering real value. The Agile Development framework mechanisms, notably Scrum, require teams to question assumptions, experiment responsibly, and learn from both successes and failures.
I also serve as the Scrum Master. My approach as a Scrum Master begins with observing how the team works, not just how the process looks on paper. I spend time understanding team dynamics, delivery patterns, and communication gaps. This often means listening more than talking and paying attention to where friction arises, where work slows, and where expectations are unclear. From there, I focus on creating alignment by facilitating meaningful conversations, refining ways of working, and helping the team turn uncertainty into actionable steps.
What I value most in my role is the opportunity to act as a bridge between people, priorities, and progress. Part of the work is ensuring the structure is in place so the team can move forward with confidence, but another equally important part is removing pressure where it does not belong. I see my role as protecting the team’s focus while encouraging ownership, accountability, and trust.
My day usually starts the moment I walk into the office, by checking Airtable tickets reported overnight. These tickets might be bug reports, minor fixes, or requests from other departments. I read through each one carefully and decide who on the team is best suited to handling it. Some tasks are straightforward and can be handled quickly. Others turn out to be bigger issues that need to be logged into Jira and added to the development pipeline. The method I use to assign these tasks is to understand each team member’s strengths and assign the right task to the right person.
Once tickets are assigned, I begin preparing for one of the most critical moments of my day, the daily stand-up. Every morning, I lead our stand-up meeting. This is where the entire team discusses what was done yesterday, what is planned for today, and what obstacles might be in the way. I keep detailed notes during stand-up because the information shared here shapes the rest of my day. If a designer mentions that a mockup is almost complete, I know I will need to follow up later. If a developer flags a potential issue, I mentally bookmark it to revisit. Stand-up is a roadmap for how I will support the team throughout the day.
After the stand-up, my role becomes more adaptable. I check emails for updates and feedback on recently finished features or new requirements that might have surfaced. In software development, it is very common to be nearly done with a feature when new ideas or changes are introduced. For example, on a current project, development was technically complete, but discussions with stakeholders revealed the need for extra adjustments to the functionality. Moments like these require quick coordination, clear communication, and a high level of flexibility. My job is to help the team pivot smoothly without losing momentum.
By midday, most Airtable tickets assigned in the morning are either completed or clarified. I ensure that everything is resolved before the next workday, so when stakeholders log in, they can see the progress immediately. Of course, that often leads to follow-up requests, clarifications, or additional fixes later in the day. I see this as a positive thing because it means communication is flowing and issues are being caught early rather than later.
Not every day is only about execution. A significant portion of my role involves planning future features, including our roadmap for upcoming quarters. This includes writing detailed requirements documents, something for which I have recently taken on more responsibility.
When planning a new feature, I follow a structured process. First, I schedule an initial brainstorming meeting with key stakeholders. I come prepared with a set of guiding questions. Who will use this feature? Where will it live? What need does it serve? After the meeting, I document everything in Confluence. This includes every idea, decision, and open question. I then review documents with the developers to verify technical feasibility. Once that is done, it goes back to stakeholders for feedback. We repeat this process until everything is clear, aligned, and ready for development. This cycle may take two meetings or occasionally many more. Either way, my goal is to ensure that when development begins, everyone knows exactly what we are building and why.
In my day-to-day work, process and people are constantly intertwined. I may be facilitating a Sprint or removing an impediment, but I am always zooming out to understand how these actions affect the team’s long-term effectiveness and the product’s direction. Ultimately, my goal is to help teams work in ways that are sustainable, transparent, and aligned with both business goals and human needs.
I studied business management in university, but it was project management that truly clicked for me. From my very first class, I knew this was the kind of work I wanted to do. I enjoy organizing complexity, bringing structure to ideas, and helping teams do their best work. In software development, project management is crucial. Developers are juggling code, logic, data, and deadlines. They do not need more pressure. Instead, they need support, reminders, and someone keeping the bigger picture in mind. Sometimes that means reminding someone about a task they are buried under. At other times, it means pulling out a requirements document written a year ago and walking the team through it again, as details naturally fade over time. Being that constant reference point is one of the most valuable parts of my role.
One of the biggest lessons I have learned is that managing a team is not about forcing everyone into the same workflow, because people work differently. Some individuals require frequent reminders, while others are completely self-driven. Some prefer detailed documentation, while others prefer quick conversations. My job is to understand those differences and adapt accordingly. Over time, I have learned what motivates each team member, how they communicate best, and how to support them without micromanaging. That human element is what makes this job so meaningful to me. Project management is about trust, effective communication, and strong connections. It is not just about timelines.
At the end of the day, being a Project Manager and Scrum Master at QUAD A Development means being a steady presence in a fast-moving environment. It means listening, organizing, reminding, guiding, and sometimes simply being there when someone needs clarity. I love this role because it sits at the intersection of people and progress. Every feature we release, every bug we fix, and every plan we execute is the result of collaboration, and I am proud to be the one helping keep it all moving forward.
