Wednesday 15 December 2021

How to simplify project execution

Task optimization adjustments:

Further refinement of work arrangements, if found that the team's small partners are new, can not get on with the task, you need to split the task, split to what particle degree, split into the team's small partners can get the particle degree, of course, pull, do not do all the arrangements instead of doing it. 


Let the risk happen to the extent the project allows! this is the key moment of team talent ladder establishment, here, how to develop team design ability, is a long story, we return to the main issue. if too small partners have a lot of experience, it is more reassuring to give him the whole cake, he is divided into responsible persons. 


The following work content how to dismantle, should be done in a few steps, please let go. it's good to use only the key nodes and control the quality.

  1. identify output targets
  2. clarify the content of the output
  3. clarify the purpose of the output
  4. identify output dependence

split responsible person:

This piece and appeal of the task optimization adjustment is linked, when we reasonable split task, of course, he this task to match to the relevant responsible person, such as task optimization adjustment, can be a relatively large block of tasks, such as information architecture this big block, user research this block, the development of relevant people as Owner, as to how he to dismantle the task, but also need to invite those people to collaborate, byOwner to take full responsibility for the results, Owner is responsible for the results. If it's a new person, splitting it into a large piece can't be done, and I don't know what I'm going to do every step of the way, cut the big cake thinly to the particles he can try to swallow.

in the project activities, for more than 2 designer teams, we can use the design kanban. long-term agile delivery partners are no strangers to this tool.

for experienced people, split by chunk

for newcomers, after splitting by chunk, the branch or stage task needs to be disassembled in the next step

the following is attached to the daily design work management tools - design kanban

or that sentence, there is a design progress tracking tool small partner please bypass oh, this is a very simple and straightforward design management model, so that you can track the progress of the work in everyone's hands every day, but also with which tasks have been completed pull. the title bar above, "to be designed," "design completed", can also place different titles depending on the stage of the project, and when our design is complete, we can pick up the new design task pull.

Every day such a mobile card will not be messy, how to sync information with everyone? so we're going to talk about a key activity in the design process?

station/business alignment meeting

In tra group synchronization:

daily station will be more than indispensable to the project, generally set in the morning, the project all small partners to participate, the first thing to work is to open the station will pull, how ritual sense of the day, the station will usually occupy 10-15mins, the station will be used to:

synchronized information includes yesterday, today's work content put forward the risk, have difficulty to shout out, find everyone together to ask for help

So you're very clear about what everyone is doing, what i rely on for my work, who i'm looking for to address the context, and who's exposed to the risks in a timely manner. ask for help in a timely manner

Another activity i particularly like to use in my team: the business alignment conference

When the project is large, each designer or business analyst is divided into multiple lines to track the industry design and business. that business alignment will also be more than essential, of course, business alignment will not only align business input, when the need to develop to determine whether the solution is feasible, or need other roles to discuss the issue together, we will be put into the daily or next day or the next week's business alignment meeting together to discuss, the frequency of meetings according to the actual situation of the project, inviting members are usually designers and business analysts together, but also invite other roles, depending on the need for the meeting to discuss issues

Make it easy for students involved in different lines of business to align with the business panorama. there are differences in the way of thinking of the characters, and you can change your perspective to look at the problem can review each other's design, business analysis process and other activities, to find gaps

Its advantages are:

Guarantee the complete time of the scenario. don't interrupt everyone's input and think time, fixed time synchronization information sync information efficiently. will not sync too much information at a time, the amount of information is too large, tend to saturate, will be a small number of times, the maximum is not more than 1h, if more than will increase the frequency of meetings to reduce the length of time.

Related people communicate:

Finally wrote the related people communicate, this is really a big hole

There are several key points in the communication of stakeholders:

building trust - the foundation of all good communication frequent communication - reduce risk present your insights in a timely manner - reflect your value

building trust - especially at the beginning of a project can be fatal, and if you can build a good trust relationship at the beginning, it will be much easier to make decisions on many small issues later on, and for customers to recognize your solution.

How do i build trust at the beginning of a project?

A quick understanding of the customer's existing product business - by passable on the c-side (relatively simple and easy to understand). here refers specifically to the b-side products, part of the b-side products business is sometimes very professional, especially before we do this project, do user interviews, each sentence can use a number of professional terms, you have not yet figured out what this is going on, it is necessary to follow the next topic. for our non-professional designers, to do a good job of design, improve the user experience, the beginning is to establish an understanding of the product business.

-self-learning, through various channels to find learning course ware, in advance of the field of professional terminology combed, the relevant background knowledge, the current situation of the field of awareness, including existing competition can also be looked at, learn from.

Find domain experts for help, for the field where experience is not available, also can not find some relevant information channels, can involve some industry secrets, can find third-party domain experts, and domain experts interview, from where they can get a lot of first-hand information. when we have some assumptions about the project, we can also ask domain experts to verify the feasibility of the assumptions

Learn from the interviewee, you can judge the interviewee's personality traits, if it is obvious that the expression is good at expressing, like to talk to you more information, then you can seize the opportunity to properly ask some field questions
Learn from customers that po may not be responsible for specific lines of business, or may not touch specific business operations for many years, but they still have some reference to the theory.


  • Of course, so much information is now collected that it needs to be sorted out and digested, and the reliable heart of the information is verified to be correct.
  • Cross-validation of multi-channel information whether information can be related to each other, in series with each other, forming a closed loop

The professional skills dimension - professional ability dimension is the basis of the designer, needless to say, but here are a few points to emphasize. Design logic is clear, design results are important, but design ideas are equally important, many designers in the display of their own program, only show what to do, how the results, very good, very sophisticated, but must have a logical and coherent thinking process, in order to reflect your thinking logic, our program is not fabricated out of thin air, not a pat on the head to think out, our design is after what steps, what is the role of this step, design conclusions are how to push down, such design includes which design principles, what are the benefits? sacrifice what, how to weigh its sacrifice.


design from the strategic layer of inversion performance layer, the more close to the performance layer, the more subjective its evaluation criteria, difficult to reconcile, especially for non-design professionals, this evaluation criteria in our hands, we have to give us the reasons for doing so is what, what are the benefits, in order to get the trust of customers.

Frequent communication don't smoulder design oh, at each stage of the project to define a regular display of case points, in addition to these points in time, you can also about here's a cut from the point of view of the problem changes in demand, capricious halfway out of the trip bite gold - the related person changes. Increase the scope of The boss is not satisfied, there is a conflict of opinion between stakeholders. The stakeholders don't recognize previous decisions.

"Requirements change, capricious."

In general, according to the normal project process to go, we through the pain point scattered out of the opportunity point step by step convergence needs to continue to design the program, the user side of the demand priority has been taken into account, so the sudden change of demand may be mostly from also unscrupulous, or super vvvip users

Determine what type of requirement is needed?

Reasonable needs: can plan the needs, judge the priority of the project needs, if reasonable and urgent, can be aligned with the relevant stakeholders, give the initial program plan, make a replacement for some of the existing needs (if the stakeholders often change the needs, can make an estimate of the design, according to the person/day replacement needs), if reasonable not urgent, come up with our trade-off slider, clearly need focus under the current project priority, do not spread too much, the relevant product evolution route can be customized and implemented step by step through iterative evolution

Unreasonable demand: can be euphemistically refused, if really can not refuse, you can spend some small effort to tell him why unreasonable

Half way out to bite gold - the related person changes

When identifying core stakeholders, ask if there are changes to the core stakeholders during the project, and identify them in advance

Sometimes the change of the stakeholders is sudden, can not be identified in advance, do not panic, continue to do down. general stakeholders changes can cause the following problems:

To overturn the previous direction - the equivalent of starting a new project, if the direction is denied, do not continue to do, stop in time, re-plan the direction of the project.

To add a project scope - the new scope is so large that you can re-plan a new project, just plan a new project, if the new scope is controllable, or according to the project's trade-off slider to determine which is the high priority range, do it first, not high displacement out.

The boss is not satisfied

  • 1. reduce the risk of boss dissatisfaction, that is, to establish more communication, it is best to report to the upper level in person.
  • 2. to ensure the logic of the scheme, all design ideas are well-founded.
  • 3. ensure the value that the program brings to the enterprise. for more mature projects, the best value can be quantified, measurable, if you can not use data horizontal measurement, you can use qualitative ways to judge the value, such as when the user verifies, test whether the new program can meet customer needs, how the user is evaluated on the new program, in the numerous "evidence", the boss will not be unprovoked dissatisfaction

There is a conflict of opinion between stakeholders. Don't make microphones between stakeholders pull together dissenting stakeholders to discuss the problem

The stakeholders do not recognize previous decisions

This matter is quite common in some customer stakeholders, for the super difficult to manage stakeholders, every meeting to send an e-mail, not agile, in order to introduce the lack of documentary evidence, and more pits

Important conclusions, meeting minutes and email tracking

Note: be sure to draw conclusions first, most people don't have the patience to read everything, but the bold-and-bold conclusions of the meeting are concise and concise, and what decisions were adopted at this meeting. what are the legacy events, who the specific responsible person is, the cut-off events that need to be completed should be marked

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