[Reprint] Project risk management seven kinds of weapons-immortal sword

Keywords

Bring your strengths to the fullest

"A person who knows how to take advantage of his strengths does not have to use martial arts to knock people down." ”

Her forte was laughter--no matter how sharp the sword was, nor the touching smile.

Cologne finally said: "So I said the first weapon, not the sword, but laugh, only laughter can really conquer the heart." So when you understand this truth, you should put your sword to smile more! ”

Interpretation

The most important basic skill of a project manager is to make plans and execute plans. To do this , let's start with the risk management of the planning type, and explain how to do this to the extreme.

The program risks encountered in the project are mainly related to the following scenarios:

• role Responsibilities : The project organization structure involves a lot of departments, the project development process, there may be problems, no responsibility or unclear responsibility situation;

• Project Scope : The project scope is not clear at the beginning of the project, resulting in the project not working properly, unable to export the project scheduling and other large risks;

• demand : Pre-demand is not fully investigated, business value is uncertain, the situation of the appropriate target users can not be found;

• Technical Difficulty : The technical team is trying to iterate with the new technology scenario, which is expected to be better than the original approach. But because it has not been tried before, it only theoretically evaluates the possibility, so the plan offered is quite risky.

• Human Resources : According to business characteristics divided into three different sub-directions, respectively, by three PM, but there are public manpower, task allocation conflict (such as the front-end FE manpower, Ui/ue Manpower is the public manpower)

• Key Dependencies : The project has a large number of back-end (such as the search end, marketing end, B-end, etc.) rely on the version of the demand can be on schedule to the volume of the release has a great impact.

• Environment Preparation : During the course of the Iterative Rd test, due to the lack of test environment, some functions have not passed the TS test directly to QA test, which lead to high QA test cycle pressure, quality risk lag, and late fix bug risk and cost.

• scheduling : Technical staff is too optimistic, or in the scheduling process does not take into account the timing of the integration phase to take the RD time to fix the bug, as well as the abnormal schedule (weekend time) and so on.

Then we use this immortal sword to solve the plan risk in a real project.

Project Features:

• 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.

• The organizational structure of the team: The combination mode, the large-scale project by the characteristics of the team organization, the general development by the module team organization.

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

• Product Type: 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.

Project background: as a large product, the product team's organizational structure is more complex, from the front end, the product development line is very dependent on the back end of multiple end.

• Recognition phase: Accelerating forward (offensive moment)

• Trigger condition: Always so

• Probability of occurrence (high, Medium, low): high

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

• Coping measures (avoidance, mitigation, transfer): Mitigation

• Person in charge: Project manager

• Status (new, already occurred, processed, closed): Has occurred

• Priority (High, Medium, low): high

risk Description: as a multi-dependent large product, the Na end (Native APP) as a mobile user portal, each release of the release of the entire product line, but the NA-end version of the demand can be in accordance with the final version of the volume, there are a large number of back-end (such as search, marketing, B-terminal, etc.) dependent.

Response measures:

1. The whole product C-end, B-end of the monthly product demand planning, cross-end alignment requirements;

2. Full alignment requirements for each end pm and RD;

3. Implement back-end first;

4. The Na end is a trial version of AB, which incorporates a iteration of the fast iterations for no-end dependent or back-end dependent ready requirements.

Summary and refinement:

• Multi-dependent large product team, from the front view, back-end dependence is a high-risk, through demand planning, demand alignment and other means to promote the back-end first.

• At the same time, self-reinforcing version of the concept, the establishment of short-and long-line version mechanism, in the controllable range of digest, can play a certain mitigating effect.

Another related risk in the project:

Risk Description: Na end often in the scheduling of the weekend two days are counted, resulting in a complete absence of buffer, causing delay to become the norm.

Response measures:

1. The team from top to bottom, from the concept of gradual realization that this is an unsustainable way, not encouraged, should try to avoid.

2. From the reason of delay, it is recognized that the necessity of leaving buffer, especially as a large product, often has an uncontrolled high-priority demand insertion.

3. Cooperate with project management transparency and make plan adjustments or demand tradeoffs when high-quality requirements are inserted.

Summary and refinement:

• Normal scheduling (adding reasonable buffer) is necessary.

• To manage the boss's expectations, the plan benchmark should be reasonable.

• Continuous overtime overdraft is not sustainable and should be avoided as far as possible.

through the treatment of these two risks, the project gradually entered a stable release rhythm. and our immortal sword, also need to continue to cultivate, in order to be able to quickly copy these experiences to similar projects.

See here, little handsome fell into a meditation, his project plan really need to re-comb. For the funeral, please listen to tell.

Blog from: "Project risk management seven kinds of weapons of immortality sword | Baidu Agile Coach "

[Reprint] Project risk management seven kinds of weapons-immortal sword