background
With the rapid development of the company's business and the rapid expansion of business lines, the projects are not only numerous but also more and more complex, and many projects involve cross-team and cross-domain collaboration. Under this premise, the technical layer regularly organizes business-type project initiation and publicity preparatory meetings in order to avoid resource conflicts, synchronize resource information and project information, and ensure that the project is completed and delivered in a timely manner as planned.
Frequently asked questions about startups
Most start-up companies will encounter some problems in their rapid growth, such as project resource allocation, information alignment, and project management. Specific pain points can be divided into:
1) The project involves cross-domain, and the information is not aligned. Some projects involve cross-domain, but there is less communication between domains, and all parties have inconsistent understanding of project information, such as priority, planning time, product solutions, technical solutions, etc. These situations are not conducive to project advancement
2) Requirements or projects cannot be confirmed, and priority issues. Because there is no unified business project approval meeting and process, it is confirmed in each domain that it is a project requirement. However, due to the different conditions in each domain, the identification standards for the project are also quite different. In the A domain, it is carried out according to the project, and in the B domain. The domains follow the iterative requirements, so it is difficult to unify the priorities, and it is impossible to schedule projects
3) The project resources cannot be guaranteed, which affects the project plan. Due to misalignment of project information and priority issues, it is difficult to secure project resources
4) The leader of each block is not clear, and it is difficult to promote the project. Since there is no unified project establishment and process, and the project standards of each domain are not interoperable, it is difficult to determine the person in charge of business, product, and technology for the use of the project. Therefore, when encountering a problem, it is often impossible to take the lead in dealing with it, or the one who hurts the most will deal with it
Solutions
In order to solve the above problems, the technical department will take the lead in organizing regular independent project preparation presentations, formulate the presentation process, and promote the operation in the whole region.
Independent project publicity preparatory meeting: Due to the leadership of the technical department, the business/products independently report the information to be approved, and participate in the concentrated project project publicity meeting twice a week. The purpose is to confirm whether the project can be approved and promoted according to the project through a standardized and concentrated introduction to the project background, benefits, plans and other relevant information.
Next, we will introduce the project approval standards and meeting process related information in detail:
1) Project approval standards
Due to the different conditions of each domain, it is impossible to confirm a unified project establishment standard. Each domain will determine the baseline and standard of project establishment according to its own development situation and characteristics, so as to achieve a balance between business iteration and project. After confirmation, it will be publicized in all domains of the company so that all parties can understand the standards for project approval in each domain.
For example, the project approval standard of domain A:
Situation 1: The demand or project submitted by the business meets any two of the following conditions, and the independent project can be declared
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New business models or new features
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The number of cross-business lines ≥ 2
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Estimated investment resources ≥ 150 man-days
Situation 2: If you need to enter the trading version scheduling and meet any two of the following conditions, you can apply for an independent project
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Cross-version quantity ≥ 3
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The number of cross-business lines ≥ 2
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Estimated investment resources ≥ 150 man-days
"Cross-Business Lines" Description
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Such as: A domain, B domain, C domain, that is, "cross-line of business"
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Line a in domain A, line b in domain A, and line c in domain A are "same business lines" (business lines in domain A)
B domain project standards:
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High requirements on the integrity of the scheme (that is, it is not suitable for cross-version splitting in iterations)
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The R&D workload is estimated to exceed 100 man-days, and the relevant parties involve more than 3 business domains
On the whole, the project approval standards for each domain are mainly set around four aspects: whether the workload is large, whether it is cross-domain, whether it is 0-1 function, and whether it is clear and high-yield.
2) Confirm the corresponding persons in charge
The persons in charge of the main three parties in the project (business, product, and technology) need to be confirmed layer by layer when the project is initiated, that is, when the project is initiated, the person in charge of the business party is first confirmed, and then the person in charge of the business contacts the product side for product docking responsibility confirmation. After the approval of the project, the technical undertaker needs to arrange the corresponding technical responsibility to promote related matters on the technical side of the project.
The main duties of the three-party responsible person:
The person in charge of the business side : needs to do a good job of project information alignment at the business layer, such as cross-domain, and needs to take the lead in processing and aligning business layer information with the goal of project integrity.
The person in charge of the product side: It is necessary to align and input the product plan of the project at the product layer. If there is a problem with the product plan, it is necessary to take the initiative to take the lead in promoting and following up the process to confirm that the product plan is delivered on time and with high quality.
Person in charge of the technical side : It is necessary to carry out the promotion and alignment confirmation of technical side issues from the project perspective to ensure that the project is delivered according to the plan and requires high quality.
On the whole, it is necessary for each person in charge to break through their respective boundaries from the perspective of the project to advance the project and deliver the project with high quality according to the planned rhythm.
3) The project speaker will align the previous information
Project speakers can be business or product or technology. Project presenters need to collect, align and confirm information before project approval. Project information such as project background, objectives, MRD and other relevant information.
4) The project preacher enters the independent project preparation presentation form and registers according to the information in the form
Collect the information and register according to the requirements of the independent project preparation seminar. The required items are: project name, project background and goals, project value, business domain, sponsor, speaker, MRD, product:
5) Organize an independent project preparation meeting
- Regarding the cycle of the meeting, the meeting is organized every two weeks, which needs to be announced in advance in the registration and sent to all parties by email.
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The meeting organizer (PMO) will organize the meeting according to the project cycle time requirements and the registration information of the independent project preparation presentation form
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Participants, CTO, project speaker, technical director of the business domain involved, other optional personnel are initiators, products, business
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Create a project notification group, which is to pull all the speakers into the group to synchronize the project-related processes and matters needing attention
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Forward the meeting to the presenter and the corresponding business domain technology leader
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Confirm whether the project registration information is complete or incorrect, check the required items for the registration information, and forward the MRD to the technical person in charge of the corresponding business domain to confirm whether there is any problem. In order to improve the efficiency of the meeting, it is necessary to give an estimated presentation time according to the content of each MRD, and the presentation time needs to be controlled within 3-5 minutes
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During the meeting, according to the order of registration of each project, and the estimated duration of the presentation, one by one presentations will be made
6) Simultaneously announce the results of the independent project preparation meeting
After the briefing is completed, the organizer needs to register the presentation status and results of each project, and pass through all parties through email and Feishu group.
Summarize
By standardizing the project approval process and uniformly arranging the project approval meeting, it is possible to effectively avoid problems related to information misalignment, optimization, or inability to follow up, and further improve the efficiency and quality of project delivery.
Through the establishment of project approval standards, all domains are clear and clear which ones need to be approved and which ones do not need to be approved.
Through the unification of the project approval process, each domain can know more clearly how to initiate the project and what information is needed for the project approval, rather than the ambiguity caused by the inconsistent content of the previous projects.
Through the system of persons in charge of all parties, the corresponding responsibilities of each person in charge are clarified, so that project issues can be advanced and the process can be tracked.
Through the implementation of the above plans, we can better ensure the high-quality and timely delivery of the project.