Throughout my career in software engineering, from trainee to project manager, I have worked with numerous team members across various business domains. One challenge I have consistently encountered is the resistance of some team members or leads to openly share domain knowledge.
When a junior team member seeks to learn about a new business domain from a lead or colleague, it can often be a daunting task, and at times, it ends in failure.
In one particular project, I was assigned alongside a senior expert to deliver results within a strict deadline. Despite having the necessary technical expertise, we failed to meet the objective—simply because the transfer of domain knowledge was insufficient. The team lead on that project was very closed-minded, fearing that our involvement might threaten his position. This fear hindered the smooth flow of knowledge, ultimately derailing the project.
Transferring domain knowledge is not something that can be achieved overnight; it is a gradual process that evolves through continuous work and collaboration. While documentation plays an important role, it is not sufficient on its own. A project manager must continuously think about onboarding strategies—from the early stages of the project to its larger scale—ensuring a parallel focus on both technical and domain knowledge.
Successful onboarding is a key indicator of effective project management. As a junior, I struggled with this challenge, and now, as a project manager, I see other juniors facing the same issues. It is critical to address these challenges from the very beginning and prioritize smooth onboarding to ensure the long-term success of both individuals and the project.