Depends on the project manager and the project. I've seen some PMs handle teams of 50 to 80 devs; I've seen other's struggle with 2 people.
It sounds to me like this project was greenlighted long before anyone knew what it was supposed to do. Which means you might be feeling good now, but wait until the final month or so. Things will change.
The Project manager never manages the developers directly. With the help of Tech/Team Leader (who manages 7-8 folks). A typical manager will manage a team of 30+ Developers (along with 4-5 Lead who leads atleast 7 developers each). Also we have Domain Consultant/Technical Consultant/Business Analyst who get the requirements from client and create the System Spec documents which will assist the Tech Lead to convert those requirement into a Design Spec and then the Developer implements it!
There is no such thing as "the golden developers to PM ratio". The problem itself is not likely to be rooted in the ratio itself, but whether you find yourself starved for work on a project it most probably means that the proejct manager is not doing their job very well:
One too many people were allocated for the project to start with.
The task you're assigned to is waiting on an external dependency. PM should have provided you with an alternative tasks as part of the ongoing risk management.
You've completed task early and PM didn't prepare to take advantage of the situation by letting you refactor, bring documentation up to date or similar. Being able to capitalise on an opportunity is just another side of risk management.
There is a bottleneck in the project organisation, that is to say things cannot be scoped, planned, quality assured as fast as you can deliver new software.
Wasted time during the fuzzy front end. The "fuzzy front end" is the time before the project starts, the time normally spent in the approval and budgeting process. It's not uncommon for a project to spend months or years in the fuzzy front end and then to come out of the gates with an aggressive schedule. It's much easier and cheaper and less risky to save a few weeks or months in the fuzzy front end than it is to compress a development schedule by the same amount.
我们有几名开发人员、一名文学士和一名项目经理。过去，我们又聘请了一名 BA 来帮助确定所需内容以及整个系统的复杂程度。
Why are the project managers getting the requirements? Where I work we have a business analyst that helps get requirements though at times developers can go to end users to get requirements in some cases since not everything is known in the beginning.
We have a handful of developers, one BA, and one project manager. In the past we have had one more BA to help map out what is required and how complicated the overall system would be.
We have no connection between the two. Each project manager would deal with however many developers are available and assigned to the project. If the project has lots of developers, that's where senior/lead developers and development team managers might get involved rather than the PM deal with them all directly.
In finding a good ratio, weather it be 5:1, 10:1, etc. I would lean more heavily on the developer side than what you think the average needs will be. If PM/BA shortages crop up, we as developers can "reluctantly" step into a "PM" role to fill the gap. (temporarily, hopefully) It is easier to turn a developer into a PM than a PM into a developer. This makes the team more adaptable.
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取决于项目经理和项目。我见过一些 PM 管理着 50 到 80 名开发人员的团队；我见过其他人与两个人的斗争。
在我看来，这个项目早在人们知道它应该做什么之前就已经被批准了。这意味着您现在可能感觉良好，但要等到最后一个月左右。事情将会改变。
Depends on the project manager and the project. I've seen some PMs handle teams of 50 to 80 devs; I've seen other's struggle with 2 people.
It sounds to me like this project was greenlighted long before anyone knew what it was supposed to do. Which means you might be feeling good now, but wait until the final month or so. Things will change.
项目经理从不直接管理开发人员。在技术/团队负责人（管理 7-8 人）的帮助下。典型的经理将管理一个由 30 多名开发人员组成的团队（以及 4-5 位领导，每人领导至少 7 名开发人员）。此外，我们还有领域顾问/技术顾问/业务分析师，他们从客户那里获取需求并创建系统规范文档，这将协助技术主管将这些需求转换为设计规范，然后开发人员实施它！
经理
******** |>业务分析师（1-2）
******** |>领先 (4-5)
***** * ***** |>开发人员 (7-8)
****** |>测试线 (1-2)
****** * ******* |>测试员 (2-3)
The Project manager never manages the developers directly. With the help of Tech/Team Leader (who manages 7-8 folks). A typical manager will manage a team of 30+ Developers (along with 4-5 Lead who leads atleast 7 developers each). Also we have Domain Consultant/Technical Consultant/Business Analyst who get the requirements from client and create the System Spec documents which will assist the Tech Lead to convert those requirement into a Design Spec and then the Developer implements it!
Manager
******* |> Business Analyst (1-2)
******* |> Lead (4-5)
****** * ******* |> Developers (7-8)
******* |> Test Lead (1-2)
****** * ******* |> Tester (2-3)
不存在所谓的“开发商与项目经理的黄金比例”。问题本身不太可能根源于比率本身，但无论您是否发现自己在某个项目上缺乏工作，这很可能意味着项目经理没有很好地完成他们的工作：
PM 陷入经典软件错误#19：
在模糊前端期间浪费了时间。 “模糊前端”是项目开始之前的时间，通常花在审批和预算过程中的时间。一个项目在模糊的前端花费数月或数年的时间，然后以紧迫的时间表走出大门，这种情况并不罕见。在模糊前端中节省几周或几个月的时间比将开发进度压缩相同的时间要容易得多，成本低得多，风险也小得多。
There is no such thing as "the golden developers to PM ratio". The problem itself is not likely to be rooted in the ratio itself, but whether you find yourself starved for work on a project it most probably means that the proejct manager is not doing their job very well:
PM falling for the classic software mistake #19:
Wasted time during the fuzzy front end. The "fuzzy front end" is the time before the project starts, the time normally spent in the approval and budgeting process. It's not uncommon for a project to spend months or years in the fuzzy front end and then to come out of the gates with an aggressive schedule. It's much easier and cheaper and less risky to save a few weeks or months in the fuzzy front end than it is to compress a development schedule by the same amount.
我们有不同的角色。
项目经理负责管理开发人员，最多可能有 15 名。
业务分析师是提供需求的人。这个比例更像是两三个开发者其中之一。
We have different roles.
The Project Manager manages the developers, can be up to 15 maybe.
The Business Analysts are the ones that provide the requirements. The proportion is more like one of them for two or three developers.
通常 5 名开发人员配 1 名项目经理效果很好。
Usually 5 developers per 1 project manager works well.
为什么项目经理会得到这些要求？在我工作的地方，我们有一位业务分析师帮助获取需求，但有时开发人员可以在某些情况下去找最终用户获取需求，因为并不是一开始就知道一切。
我们有几名开发人员、一名文学士和一名项目经理。过去，我们又聘请了一名 BA 来帮助确定所需内容以及整个系统的复杂程度。
Why are the project managers getting the requirements? Where I work we have a business analyst that helps get requirements though at times developers can go to end users to get requirements in some cases since not everything is known in the beginning.
We have a handful of developers, one BA, and one project manager. In the past we have had one more BA to help map out what is required and how complicated the overall system would be.
我们两者之间没有任何联系。每个项目经理都会处理有多少可用的开发人员并分配给该项目。如果项目有很多开发人员，那么高级/首席开发人员和开发团队经理可能会参与其中，而不是由 PM 直接与他们打交道。
We have no connection between the two. Each project manager would deal with however many developers are available and assigned to the project. If the project has lots of developers, that's where senior/lead developers and development team managers might get involved rather than the PM deal with them all directly.
在找到一个好的比例时，无论是 5:1、10:1 等。我会更倾向于开发人员，而不是您认为的平均需求。如果出现 PM/BA 短缺的情况，我们作为开发人员可以“不情愿”地扮演“PM”角色来填补缺口。 （暂时，希望如此）将开发人员转变为 PM 比将 PM 转变为开发人员更容易。这使得团队的适应性更强。
In finding a good ratio, weather it be 5:1, 10:1, etc. I would lean more heavily on the developer side than what you think the average needs will be. If PM/BA shortages crop up, we as developers can "reluctantly" step into a "PM" role to fill the gap. (temporarily, hopefully) It is easier to turn a developer into a PM than a PM into a developer. This makes the team more adaptable.