ExpertWe poured the same portfolio of twenty-two live projects into eight platforms and asked each of them the question a steering committee opens with: which initiatives slip this quarter. What surprised the team was how few could roll a resource conflict up to portfolio level without a spreadsheet taped on the side of the screen.
After running eight project management platforms through a two-team synthetic engineering org across three sprints, a mid-sprint scope change, and a hotfix, the finding our team kept hitting was that the gap between the demo and the standup is wider in this category than in any other we have tested.
Long Suciu has spent 25 years redesigning how product and engineering teams plan, prioritize, and ship. He breaks down why story points are often the first thing to cut, how a six-week quarterly planning cadence brought alignment to 30+ teams at Gartner, and why tools must reinforce behavior rather than replace it.
Long Suciu built a quarterly planning process at Gartner that eliminated the chaos of ad-hoc project sponsorship. He breaks down the exact six-week cadence -- think, share, solidify -- that brought alignment to more than 30 product teams.
Long Suciu helped a travel industry API team cut their delivery lead time from over a year to a single quarter. The method was not a process overhaul -- it was a conversation about customer journeys that caused a product director to see a feature they could ship immediately.
Long Suciu traces the journey from objectives in slide decks to a fully integrated Productboard-Jira system at Gartner -- a transformation that got 70 product managers working at the right altitude and kept Jira clean for the teams actually executing.
Long Suciu built Power BI dashboards from Jira data that engineering managers actually opened every morning. He explains the design principles -- readability, daily refresh, sprint goal visibility -- that made them work, and how backlog transparency led to the most productive archiving conversations of his career.
Long Suciu explains why eliminating story points -- a practice used by 90% of software teams -- is often the single most productive shock to the system when transforming how teams plan and deliver.