REVIEW
strategic, large-scale, long-term comprehensive plan of action to achieve a certain goal (such as political, military, economic or national interest aspects of the target) have been made. Landing strategy is often through cross-sectoral, multi-role, multi-module units together to complete complex collaboration, based on this characteristic, strategic project management of systemic action, overall, higher demands. We found through repeated practice, experience Scrum framework of control theory also applies to strategic project management, we will combine transparent, view, these three pillars to adjust how we do strategic landing.
[Transparent (Transparency): big and clear focus, small punishable end in mind]
independent strategic projects usually just for a single team, local activities, cooperative composed of a wide range of complex and therefore prone to collaboration unit caught in specific transactional work exhausted, but I do not know where the body case even disoriented. The project manager of strategic projects at this time will need to play a "coupling" effect, the general direction of the goal of full and small "linked" so that all war arrows fired consistent with a bull's-eye, not because the floating direction and unnecessary waste.
Specific operation, we will be divided into three steps:
1, the association: We presented the project to target members of the local target in no way they think, but the common goal of the entire team. After a clear basic O (Objectives) and KR (Key Results) via the core team, according to O and KR split concrete action points, and test the feasibility of KR and O in the process of splitting by the specific execution unit, rationality , adversely affect the overall content of O-KR. After confirmation by the task will be showing such a link.
2, within reach: the team needs a common output battle flag in the most obvious place in the group announcement, the project home page, so that every recently added to the disorientation of the small partner team is able to quickly understand where to go with.
3, the overall review: project manager, head of the integration of the overall project progress report / see initial results from the overall perspective of strategic issues and projects.
[View (Inspection): find driving point, let faster growth flywheel turn]
Based on a common goal, each character will form their own action points, how to form close ties with each other and even do it in everyday driving the process? We often causal relationship between the various units of the project to build a strategic part of the forward loop, which is an increase of flywheel. Such companies typically grow flywheel as basis for decision making, and we view this as a business tool and means of healthy development. The ultimate goal is not to form a complete closed-loop, how to make the flywheel can turn faster, spins along is the key. We need to do, is to identify the link between the drive point, based on the driving point to view the possible deviations and risks, to ensure that each drive point really play a role.
The figure above the red square is the most dominant and most basic driving point. Feedback to business needs, for example, if the service was full service business process to identify the needs of the business process is slow, it will drive the product by the service side of the business done faster demand response, which is the driving point, to which we applied the SLA standard business process needs, with clear service standards to respond timely product technology, giving businesses the timely reply. The product technology found in the data iteration function is not obvious, it will drive sales inviting more businesses to enter, which in turn drives business counseling service end use. This process, we have established a service delivery SOP, by providing the documentation, tools live up courses to ensure that every settled in business to get started quickly.
[Adjustment (Adaptation): strengthening service awareness, continuous adjustment of review]
strategic projects landing is no longer superior to subordinate orders, as long as did lower on the list. In this rapid change of business, the moment is full of uncertainty, every day need to make high-efficiency, high-quality decision-making. Therefore, to improve the evolutionary force, improve agility and good elastic reaction force adjustment, has become particularly important. In view of the ongoing process, we will find that at different stages of development of the strategic objectives, the need for the team fighting capacity is not the same, how timely response necessary, we will play a good role in the following three elements:
1, regular project: regular members and content items are not seeking more, but refinement. Members of the need to include the last stage with a close fitting key role on behalf of, the dynamic adjustment made by the project manager. For example, in the initial product will only product, technology involved, market-oriented pre-need services, financial, legal assistance involved, the operational phase needs handy products, technology and marketing, in close coordination role of the service. As for the content, in addition to progress OKR task view and synchronize business data outside a key role in bringing the latest developments pre-conditions, but also to deepen the understanding of the business team can make timely adjustments from the respective channels.
2, weekly data business: business data is an important way to project members perceived business value and market feedback, the overall business data in sync and analysis weekly meeting, allowing a clear perception of the core members of the business.
3, re-set the stage: some projects pre-harvest market feedback cycle a lot, which means that project members prone to a sense of confusion milestones. In this regard, project managers and business owners need to be set for the period of 1-3 months stage milestones, and at the completion of each milestone will be re-set and motivation. So that small partners feel that every step is very practical, very worth it.
Conclusion
We go through three steps to achieve the target focused and transparent, think big, start small; build growth flywheel, grasping the driving point of view to do the process, the timely detection of support points each small step needed; by enhancing junior partner of service awareness, continuity and motivation to do the review stage to enhance our ability to adapt to rapid change. + + Transparent view adjustment, we bid farewell to linear, deterministic strategic project management, the formation of relatively flexible strategic project "experience control process" will quickly realize the strategic ground, but also in order to adapt to an uncertain and rapidly changing market world.
Of course, these three points can be understood as the basic support strategies implemented, the strategic want to run sprints landing was smooth, but also a lot of support mechanisms and tools, such as businesses demand management mechanisms, demand hierarchical management mechanism, demand row of rules and tools, how to practice specific strategy to support the ground in these areas, you can read the other articles in this column.
(Source: Techniques to praise: Redknapp team: performance improvement)
