Monday 14 February 2022

Deliver traditional agile projects quickly

First, reflect the value of the product - project approval meeting

The value and significance of project establishment, needless to say, should be understood by everyone, for research and development is the cost department, we hope to put more resources and funds into valuable things, bring greater returns. 


As the company will measure many projects, carry out project set management and project portfolio management, and allocate resources and funds reasonably. project establishment review, let everyone think clearly about the things to be done in the project, and have a clearer understanding of the value of the project.

1. product necessity and basis;

(1). market analysis, competitive analysis, market potential, prospects and benefits of the product;

2. product objectives and r&d content;

(1). product positioning, value, technical reserves, product functional structure brain map;

3. product main delivery roadmap;

(1). product user story map, main delivery routes, major milestones;

4. product market operation analysis;

(1). product operation plan, on-line promotion, operation activities, production problem feedback mechanism;

5. product input-output analysis;

(1). product cost budget, product revenue and profit, input-output ratio, market risk assessment;


2. reach a team consensus - project kick-off meeting

the product prospect is very attractive, the project is successful, then start doing it. before the specific implementation of the project, the most important thing to do is to organize the project kick-off meeting that the team agrees on. the team needs to ensure that we have a relatively clear understanding of the project and think about the relevant issues in place to ensure that the project is relatively smooth.

1. product vision

(1). purpose: mainly to explain the market prospects of the product and the significance of the project, so that the team recognizes the value of our hard work;

(2). how: the leader or boss introduces the background, prospect and value of the product, so that the team is aware of the importance of the project;

2. product roadmap

(1). purpose: mainly to explain the main delivery route of the product, the priority of the main demand of the product, and the approximate time point of the line;

(2). how: the product manager explains the product delivery route, demand priority, and the time point of going online;

3. overall project objectives

(1). purpose: mainly to supplement the product route, refine the delivery function module, and deliver all the functional points at the end of the project;

(2). how: the project manager disassembles the module based on the product route and requirements, and clarifies all the functional points;

4. project milestones

(1). purpose: mainly the milestone setting of the overall target functional point, and the main tasks completed by each functional group of each milestone;


5. team member responsibilities

(1). purpose: mainly based on the project function, clarify the team members and responsibilities, so that the team has a conceptual understanding of each person's responsibility;


6. teamwork method

(1). purpose: mainly the necessary explanation of the relevant links of the project, the team rules and regulations that everyone abides by;

(2). how: the project manager is based on the project, clarify the collaboration mode of team consensus, which can be determined and discussed by the project manager in the early stage, and can be decided by the team in the later stage;

7. project test plan

(1). purpose: mainly to clarify the arrangement of the test work plan, better coordinate the arrangement of testers, and clarify the main deliverables;

(2). how: the project manager arranges the test plan and related performance testing strategy based on the milestone and iterative delivery rhythm, and determines the matters and outputs of each stage;

8. project risk management

(1). purpose: mainly to carry out the risks of the project, clarify the person in charge and the way to deal with it, and arrange the work in advance;

(2). how: the project manager analyzes the existing risk problems in advance based on the project needs, and the team can also propose risks for analysis and discussion;

the essence of project management is that prevention is greater than regulation, and everything is abandoned if it is not predetermined.

do a good job of various planning arrangements and consensus resolutions, analyze and think about possible risks in advance, clarify the responsible person and the way to deal with it, do not become a fire captain, the project manager will feel very tired, the team will feel that the project is very chaotic, and many things are difficult to carry out or slow to carry out.


third, improve the efficiency of research and development - management tools

the initiation of a team consensus will be successful, and that is not something we can just let go of and start to do. in order to ensure that the consensus plan is implemented and the team maintains efficient delivery, we need to use some r&d management tools to assist us in the implementation of the project.

1. project management tools

(1). Purpose: Mainly to efficiently manage product requirements, project tasks, test bugs, can support the statistical analysis of report data;

(2). How to: enter product requirements, project tasks, test bugs and other matters into the project management tool in a timely manner, and continuously follow up, supervise and check;

(3). for example: before the iteration begins, the product manager will enter the detailed requirements of the combing into the project management tool, the project manager will enter the disassembled tasks into the project management tool, and prompt the follow-up in time; the task planning time is as early as possible before the real planned time, so that everyone can deliver as soon as possible; and strive to enter all the transactions into the project management tool, including things that have not been considered, and let the team build tasks for themselves.

2. project kanban

(1). purpose: mainly to expose the team's task progress and risk exposure, intuitively and clearly see the current situation and bottleneck of the team, and deal with and solve it in a timely manner;

(2). How to: design the Kanban content according to the actual situation of the project and the team, and use the green card to flow, the task to use the blue card to flow, and the bug to use the red card;

(3). for example, according to the team situation, the kanban content is customized, and the relevant matters are exposed and followed up, and all the matters are presented in the form of cards.

3. project iteration calendar

(1). purpose: mainly to ensure that the project is clearly implemented as planned, some key work items are carried out to remind the work, to ensure that the task is carried out in advance;

(2). How: Design an iterative calendar according to the actual situation of the project and the team, you can use Foxmai's calendar function to plan and maintain the key matters and remind them in advance;

(3). for example: design and optimize the iteration calendar, and plan and arrange the relevant meetings and key matters of the project iteration so that they can be carried out in advance and fully prepared;

4. daily project meetings

(1). purpose: mainly to inform team members of personal task progress and arrangements, as well as related matters that need support, and timely exposure of risks and problems;

(2). how: design daily stand-up meetings according to the actual situation of the project and the team, and tell the team what they did yesterday, what they want to do today, what problems they encounter and what support they need;

(3). for example, team members have been changed to take turns to host standing meetings, and team members talk about what they did yesterday, what they want to do today, the problems they encountered, and the support they need;

5. weekly report on project development

(1). purpose: mainly to ensure that the team has a clear understanding of the current situation of the project, the completion of the project this week's work and the next week's work arrangement plan;

(2). how: design a weekly report according to the project and team situation, including the overall goal, milestones, collaboration methods, completion of this week, next week's planning arrangements, and problem risk resolution methods;

(3). for example: weekly release of weekly reports, send project team members, clarify the overall goals, milestones, collaboration methods, the completion of each functional group this week, the task arrangement of each functional group next week, the risk problems encountered this week and the countermeasures, which can be used as a summary of the project's experience so that it can be handled in advance.

6. project risk management

(1). purpose: mainly to manage the risks and key matters carried out by the project, including known and unknown, timely registration, timely follow-up, and timely handling;

(2). how: the problems and support matters that will be exposed by the daily standing, the key matters of the project development, and the responsible person, the deadline, the processing progress, the completion situation, etc.

(3). For example: through Excel will stand or daily communication needs to help solve the problem, register tracking, can also use project management tools.

7. project iterative delivery products

(1). purpose: mainly according to the team's iterative delivery rhythm, clarify the iterative delivery function and main output products, so that the team has an overall understanding of the project;

(2). how: the product manager or project manager will sort out the iterative delivery functions, main development matters, and main delivery products according to the priority of functional delivery;

(3). for example, according to the project milestones, sort out the team's iterative deliverables, including the functions, key matters, and related products of the iterative delivery;

i once heard a classic saying that the time of the project manager is the time of the project, and we must do a good job and strengthen time management.

i don't know if this sentence is correct, but there are still some points to insist, these 7 tools can be a good reminder, supervision, and assistance for us to land a beautiful plan, so that the team management is more transparent, so that the project implementation is more specific, and the project risk is more predictable.

accelerate the pace of delivery — agile iteration

with the assistance of r&d tools, the adoption of agile iterative development in the actual development of the project will accelerate the delivery of team functions, maintain a smooth delivery rhythm of the team, and subsequently evaluate the team's capabilities.

usually agile development, the project iteration cycle is set according to the project cycle, the project cycle is less than 1 month, 1 week is 1 iteration; the project cycle is greater than 1 month, and 2 weeks or 1 month is 1 iteration.

1. iteration planning meeting

(1). purpose: mainly to explain the requirements of the functions delivered by this iteration, so that the ui design, development, and testing can understand the requirements in place to ensure the development of correct products;

(2). how: before the iteration begins, clarify the requirements to be delivered, refine the requirements, and dismantle the division of labor related work items; carry out demand publicity and work item division arrangements at the meeting;

(3). for example: for the function delivered by the iteration, before the iteration begins, the product manager improves the relevant prototype and project management tool requirements entry, the project manager disassembles it into work items, and the ui design can give priority to the interface design; explain the product prototype, project management tool requirements, and part of the ui interface in the iteration meeting, and propose modifications to the vague requirements or incorrect ui interaction to ensure that the team understands the requirements in place.

2. relevant review within the iteration

(1). purpose: mainly to review the functions delivered by this iteration, some core technical issues and major risk points, collective decision-making, and joint resolution;

(2). how: ui design review, architecture design review, database design review, interface design review, core solution review, test case review, etc.;

(3). for example: organize the review of relevant products when necessary, the design review of the database and the background interface in the early stage, the review of the test cases in the middle stage, and the review of the design of the revision in the later stage. the review version is that the team members privately discuss and determine the plan, and the project manager should supervise and follow up the impact.

3. intra-iteration test acceptance

(1). purpose: mainly to verify the functions delivered by this iteration, smoke test, functional test, regression verification, product manager acceptance;

(2). how: send email notification for demand testing, smoke test for this iteration, functional test and regression verification on the upper iteration, and final inspection by the product manager (or iterative review meeting);

(3). for example: iterative function testing sends a test email to inform which functions can be tested and verified, this iteration is verified by smoke testing, and regression verification is carried out in the upper iteration. the project team can grasp the frequency of releasing the test by itself, may be urgent release, or may maintain a rhythm of release (two mondays release), it is recommended to maintain a certain rhythm of release, so that the team rhythm is better.

4. iterative retrospective meeting

(1). purpose: mainly to review the iterative work, reflect on and summarize what is done well and which is not done well, and determine the improvement and improvement items;

(2). how: give everyone the right to speak, anonymously open to write out the iterative work to carry out the good, bad, can make individuals, teams, companies, and finally determine 5 improvement matters;

(3). for example: each person uses green and red post-ital notes respectively, writes 1 good and bad ones, the project manager reads to everyone and classifies them, and determines 5 improvement items to improve in the back iteration. the project manager can also add the things you see throughout the iteration and share with you, recognize the team's efforts and achievements, list risks and deficiencies, and make a simple plan for the next iteration.

5. the project deployment goes online

(1). purpose: mainly to make sufficient preparations for the project deployment to go online in advance, to ensure that it is launched according to the planned schedule, and the user experience grayscale is released;

(2). how to: prepare the production environment in advance, sort out the relevant configuration, prepare the program deployment package, find dependencies and conflicts, clarify the possible risks and responses, etc.;

(3). for example: refine product release version management, prepare deployment packages in advance, clarify deployment plans and steps, and analyze possible risks and problems;

6. project conclusion summary

(1). purpose: mainly to analyze and summarize the project experience to provide reference for future project development, recognize and motivate the team;

(2). how to: display the project results and the implementation process, inform the project results, recognize and motivate the team, analyze and summarize the project experience;

(3). for example, explain all the outputs of the project, review the project development process, the tasks completed by everyone at the corresponding node, and share and communicate the overall feelings and exchanges of the project;

7. project product operation

(1). purpose: mainly after the project is launched, product trial operation and promotion, to ensure the real use of products;

(2). how to: follow up on the solution of on-line problems, product feedback collection, product experience improvement, product operation promotion;

(3). for example: refine the product operation plan, cooperate with some market plans, and determine the follow-up feedback mechanism for product-related issues;

These meetings are mostly taken from the agile Scrum model, where the project manager needs to tailor to the project requirements and be controlled by the project manager.

because there are too many meetings, too much waste of everyone's time, and there is not much substantive help for the progress of the project work, it is tailored and adjusted according to the project situation.

for example: our project team, the iteration planning meeting must be held, because the needs are to be publicized; the iteration review meeting, organized once a month; the iteration review meeting, organized according to the needs of the project.

also know that by using teams efficiently and reducing waste and waiting, the various functional groups in the project can work in parallel, but some work should be done as early as possible.

for example: our project team, after the iterative planning meeting, according to the needs of the presentation, the ui is refined and adjusted, the front-end interface is built, the back-end is designed, and the test is tested to write test cases; continue to carry out, the front-end corrects the front-end interface according to the design drawing after the ui adjustment, debugs the relevant functions according to the interface of the background, and then carries out the relevant test work according to the function of the test.


fifth, build an efficient team - leadership style

the team to build: strong execution, task issuance, eliminate difficulties to solve; strong cohesion, no bystanders, prevaricators, share the responsibility to solve; strong ability, stand alone, everyone is a sharpshooter.

1. service team

(1). how to: follow up and solve the various matters that need support proposed by the team, and remove obstacles for the team to carry out the work;

(2). solution: the leader is only planning and urgently urging, but there is no substantive help for the development of the team project, and the project is left to rest.

2. lead the team

(1). how to: clarify the direction of the goal, inform the team of the development of related matters, and more methodically supervise the team to complete the corresponding tasks in a timely manner;

(2). solution: in the development of the project, the team will be confused, do not know what other things to deal with, do not know how to carry out the next step.

3. guardian team

(1). how to: protect the team from distractions, keep the team focused, reduce the waste and inefficiency of task switching;

(2). Solution: Team members are always interrupted in their work, cannot concentrate on work, and it takes time to pull back ideas, and may also produce a lot of bugs;

4. let go of the team

(1). how: fully trust the team's ability, do not argue with the team about technical details, and believe that the team has the ability to do things the best;

(2). solution: interfere with the details of the team's work too much, form interference, grasp the main line without deviating, unnecessarily small details are not entangled, and can also liberate the project manager.

5. exercise the team

(1). how: authorize the team to cultivate independent coordination resources to solve problems, may not be able to report in time, the project manager should regularly supervise and inquire;

(2). solution: the team's ability to solve problems independently is weak, many problems are solved by the project manager, the dependence on the project manager is too strong, and the team combat effectiveness is insufficient.

6. motivate the team

(1). how: recognize the team results, give timely recognition, encourage team members, we are the best team combination;

(2). solution: the team's sense of recognition of the project, the sense of belonging to the team, the embodiment of personal value, see the growth and highlights of the self, and form self-discovery.

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