[Reprint] Project risk management seven kinds of weapons-fist

When and QA to comb the quality risk response plan, little handsome found to implement this quality standards, QA there is human risk, and Rd lacks the corresponding experience. Small handsome habitual scratching scratching his heads, suddenly think of the professor once said: "The perfect plan, and then strict quality standards, all need to have a passionate responsible person to the landing, so must use the last weapon!" ”

The "Angry Pony" is what he is willing to do and likes to do all his life.

Keywords

Passion.

Offensive time, not to return!

Interpretation

Passion.

How to manage people risk in a project

In almost all projects, there is a risk of manpower shortages, particularly in the direction of exploratory projects, where product managers expect to pass multiple business ideas in parallel in order to validate ideas and achieve goals as early as possible. At this point, the most important thing is to re-examine each project to verify the goal, from the goal set up the MVP. Then, identify the priorities between multiple large projects, and each project outputs the human footprint of the main system. Ensure that high-priority projects are prioritized by human security (impact map). At the same time, the project establishes priority collation and agrees.

In addition to this scenario, the following conditions can also cause a person's risk:

1. The key personnel role is missing (for example, Ui,ue,fe), the full-featured team is difficult to build;

2. Turbulent situation of team members (high turnover period);

3. Outsourcing personnel management issues;

4. The absence of a clear division of labour in joint projects, the lack of accountability in key work;

5. Involvement of personnel in multiple projects;

6. The newly formed team lacks the necessary skills (OP, security, front-end testing, professional documentation).

Coping measures

1. Multi-project parallel situation, need to start from the project objectives, carding value, establish MVP, confirm priority (impact map);

2. Do a good job of personnel reserves, as far as possible to achieve mutual backup, especially the key personnel to have pair; In addition, work as far as possible to mitigate the progress risk caused by key personnel (to ensure that key personnel WIP and efficiency maximization);

3. The role of coordination between the roles, as far as possible to compensate for the key role of the short board, transfer part of the work to other roles;

4. Team building, create a good working environment, retain the core members;

5. Recruit the best people;

6. Seconded external team members and clear project objectives to ensure that seconded personnel become part of the project. Cross-team coordination across teams first at the boss level agree;

7. Outsourced personnel;

8. Ensure that every job has priority, and that every high-quality job has a person in charge;

9. The situation of the personnel in the multi-project should be avoided as far as possible, and the assignment and priority of their work should be confirmed and agreed upon when unavoidable;

10. Pre-training, coaching pair, afterwards case Study, share experience, establish rules and checklist in time;

11. Find professional team support, learn from mature experience, use platform technology, improve output quality and efficiency.

Next go to a real project

1. Features are as follows:

• Product Development Stage : direction exploration + accelerating catch-up. 2015 key products, from the market share ranked third, this year's important goal is the bend overtaking. At present, the product is exploring a new mode, in order to seize the market through new product positioning.

• Project Organizational Structure : internal and four departments have cooperation, external plan access to three heavyweight third-party partners.

• Team Organization Structure : The combination mode, the large-scale project by the characteristic team organization, the general development by the module team organization.

• end of product included : PC, SDK, APP (Andorid,ios), H5

• Project Classification : Platform category, innovation, optimization, operation, sales, product, research and development cooperation; Engineering strategy combined.

• Research and development model : The front-end is the scrum model, the retrieval end and the operation team are the streaming research and development mode.

2. Background Description:

• Parallel to multiple new services, the main system of manpower is tight, the project is facing the status of unable to start.

3. Risk Identification:

• identification phase: One months prior to the release planning phase.

• Trigger conditions: PM Review requirements at demand start meeting, arrange for manpower to determine scheduling.

• probability of occurrence (high, Medium, low): High
  

• impact assessment (high, Medium, low): high

4. Risk response measures (avoidance, mitigation, transfer):

• Re-examine the goals to be validated for each project and build the MVP from the goal.

• Identify priorities between multiple large projects, and the human footprint of each project's output to the main system. Ensure that high-priority projects are prioritized by human security (impact map).

• The project establishes priority collation and agrees.
  
  

Another related quality risk

1. Background Description:

• Na end (Native App) invested in PM, UE very little, only 1 UE vision classmate, needs review because a key PM classmate busy day other high excellent work, more than 20 Rd has waited until the evening to meet, all kinds of waiting and waste.

2. Risk Identification:

• recognition phase: accelerating forward (offensive moment)

• Trigger conditions: at the beginning of staff turnover more, PM and UE key personnel are left only one person, no backup, once absent will produce wait.

• probability of occurrence (high, Medium, low): High
  

• impact assessment (high, Medium, low): medium

3. Risk response measures (avoidance, mitigation, transfer):

• Do a good job of personnel reserves, as far as possible mutually backup;

• Especially the key personnel should have pair;

• Work as far forward as possible to mitigate the risk of progress by key personnel (ensuring maximum WIP and efficiency for key personnel);

• At the same time, encourage Rd classmate and PM, UE to discuss the problem at the same time, multi-ideas, multi-take program, enhance product sense, increase the product demand refinement of the dominant;

• For PM, UE and other bottleneck links, do a good job of time management, reasonable priority;

• For the secondment of external forces, the use of outsourcing methods, if there is mature experience can be used, or need to use caution, temporary short-term use of external forces on the project itself may have a negative impact.

See here, little handsome to suck a mouthful of coolness, thought almost fell into this trap.

For the funeral, please listen to tell.

Blog to: "Project risk management seven kinds of weapons fist 丨 Baidu Agile Coach"

[Reprint] Project risk management seven kinds of weapons-fist