You have a large team working on a software project. How can you keep everyone on the same page?

I have seen Goals and objectives often fail to translate into actual actions in team. Goals and objectives can be clear enough but it needs to be actually mapped and assigned to team members do they clearly correlate how their work helps achieve the goals . This can be done via collaboration in early stages. Whiteboard or any other tool might really helps

This is a fairly general and clear difficulty that all large initiatives face. The solution is quite straightforward. It demands a seasoned leader who can remain calm in the face of continual project modifications. A few things are really important: 1- Establish team structure. 2- Establish communication tactics. 3- Regular check-ins with the project team If the leader can keep everyone involved in the endeavour, half the battle is won. Rest assured that your open culture and communication initiatives will do the job.

Divisão de tarefas acredito eu é o que se faz potencializar mais para o trabalho ser significativo e com excelência. Traçar metas claras, definir cargos e distribuir funções, capacitação e visão clara são exemplos de fundamentos importantes para o progresso empresarial e ético profissional .

Regular catch ups to keep everything aligned. Clear vision needs to be established first and then work towards that. Communication is the key.

To keep a large team on the same page during a software project, use a project management tool like Asana or Trello. Think of it as a giant digital bulletin board where everyone can pin their tasks, deadlines, and progress. It's like having a shared to-do list and project timeline that everyone can access. Tasks become visual cards that move across boards, showing their status, so everyone knows who's working on what and what's next. These tools act as your project's command center, making sure everyone is aligned, tasks are organized, and the project sails smoothly toward success.

Communication is the key while working with a team. If your team meets in-person, a lot of the communication is organic and easier. Daily stand-ups in the morning is a great way to start the day and sync with the team every morning. You can keep it short and concise. But everyone gets an opportunity to give an update and address any blockers. I also like in-person code reviews, where a subset of the team gets together in a room and reviews code together. This will avoid lots of back and forth comments on the PR and instead resolve comments over a conversation. For remote teams slack and zoom are great alternatives. Slack huddles are a great way to get on impromptu calls with your team to sync on anything.

As a Software Engineering recruiter, I often advise on keeping large cross-functional teams aligned during collaborative projects. Establishing a communication protocol is key, covering both one-to-one interactions and group discussions. This protocol clarifies what information should be shared openly and what can remain confidential. By agreeing on common knowledge and transparent channels, teams induce collaboration, reduce misunderstandings, and stay aligned with project goals. This proactive approach ensures cohesion and smooth project execution.

In a larger team and managing such teams the points listed above all are important. However I believe the most important is defining and following a good and effective communication protocol is the most important. It’s always better to over communicate than less communication.

Keep stakeholders updated with the same information is the best way to avoid problems during programming software. A kickoff meeting and programmated sprints or regular alignment meetings can solve this question.

I have worked with plenty of teams that do not conduct code reviews. This is a huge problem because this will result in a culture where no one cares about the code and they do not have a shared accountability. Both leadership and the developers should be sold into the concept of code reviews and its importance. Plenty of time should be allocated towards it, and it should not simply be a check off item on the list. Encouraging code reviews and collaboration is not just about improving the code. It is also about building a team culture that values learning and mutual support. As a consultant, my role often involves facilitating these discussions, ensuring that they are constructive and aligned with the project’s goals.

- Implement Coding Standards Establish coding standards for the team that everyone agrees upon. As a consultant, I advocate for clear, consistent standards that align with industry best practices. These standards should be living documents, evolving with the team and the technology. They serve as a roadmap for both current team members and future contributors, ensuring that the codebase remains accessible and manageable.

Il serait bien de choisir entre le mode classique de gestion de projet (dit déterministe) ou le mode agile, car cela détermine la plupart des instances de communication. Par ailleurs, la taille du projet importe, car au delà d’une certaine taille, la gestion de configuration et les cascades de responsabilités dans la gestion de configurations, et les commissions de gestion de configuration priment sur les autres aspects afin de maintenir la cohérence d’ensemble.

This question is in itself a problem… Having a too large team at the point you struggling syncing info between the member is a signal your team is too large. This is a well known problem, and was mentioned in "The Mythical Man Month". The trick is to smartly break the team into several until this problem disappear by itself. Related: use ensemble programming (pair and/or mob) is the most effective way to share the knowledge between the team members.