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Project Management Growth Practices

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Amir Shokri
Amir Shokri

This document discusses project management growth practices and contains recommendations in several areas: 1) Be available to your team to reduce dependencies, optimize around available resources which may be constrained by project management, engineering or the team itself. 2) Improve processes by setting up project management software, using demos to drive progress, and dedicating special days to areas like bugs, polish or internal tools. 3) Anticipate risks and have mitigation plans to determine if risks are real problems, and have rollout or other plans to address risks like stability issues.

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PROJECT MANAGEMENT GROWTH PRACTICES - chapter 10 (Cracking the PM Career) Amir Shokri – amirsh.nll@gmail.com
BE AVAILABLE
BE AVAILABLE REDUCE DEPENDENCIES
OPTIMIZE AROUND YOUR TEAM'S RESOURCES • Design constrained • PM constrained • Engineering constrained
IMPROVE YOUR TEAM'S PROCESSES • Set up project management software • Use demos as a forcing function • Use special days to invest in areas that get overlooked
management software • Clarity • Everything in one place • Delegation • Reducing work about work
management software
Project Management Growth Practices
Use special days to invest in areas that get overlooked • Bugs • Polish • Internal Tools
SNIFF OUT RISKS AND MITIGATE THEM For each risk, come up with a mitigation: • Can you do something now to determine if the risk is a problem? Perhaps you can run a concept or usability test now. • Can you set up a plan to handle the risk? For example, if stability is a risk, you should probably plan for a slow rollout in order to catch problems while they're small. • Can you set up a plan to handle the risk? For example, if stability is a risk, you should probably plan for a slow rollout in order to catch problems while they're small.
DRIVE QUALITY AND VELOCITY IMPROVEMENTS ACROSS PRODUCT TEAMS • Launches hit their dates but miss their targets • Launches miss their dates • Teams spend a lot of time on other priorities instead of their main project • Process slows the team down • Mismatch between your expectations and the skill level of the teams
CONSIDER PARTNERSHIPS AND ACQUISITIONS
Thank You Amir Shokri

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Project Management Growth Practices

  • 1. PROJECT MANAGEMENT GROWTH PRACTICES - chapter 10 (Cracking the PM Career) Amir Shokri – amirsh.nll@gmail.com
  • 4. OPTIMIZE AROUND YOUR TEAM'S RESOURCES • Design constrained • PM constrained • Engineering constrained
  • 5. IMPROVE YOUR TEAM'S PROCESSES • Set up project management software • Use demos as a forcing function • Use special days to invest in areas that get overlooked
  • 6. management software • Clarity • Everything in one place • Delegation • Reducing work about work
  • 9. Use special days to invest in areas that get overlooked • Bugs • Polish • Internal Tools
  • 10. SNIFF OUT RISKS AND MITIGATE THEM For each risk, come up with a mitigation: • Can you do something now to determine if the risk is a problem? Perhaps you can run a concept or usability test now. • Can you set up a plan to handle the risk? For example, if stability is a risk, you should probably plan for a slow rollout in order to catch problems while they're small. • Can you set up a plan to handle the risk? For example, if stability is a risk, you should probably plan for a slow rollout in order to catch problems while they're small.
  • 11. DRIVE QUALITY AND VELOCITY IMPROVEMENTS ACROSS PRODUCT TEAMS • Launches hit their dates but miss their targets • Launches miss their dates • Teams spend a lot of time on other priorities instead of their main project • Process slows the team down • Mismatch between your expectations and the skill level of the teams