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This paper mainly introduces the practical experience of POLYV in agile project management for half a year, integrates the experience of R & D process management in the past ten years, and adopts the two-shift bus system to effectively promote the landing of customers' high commercial value requirements; at the same time, it also introduces the PM toolbox to ensure the risk control of the R & D process and the landing of customer value.

POLYV product line

Starting with the help center of the official website, the product line is simply divided into two categories: VOD and live broadcast, and also provides API and SDK technical support, as well as national patent-level Playsafe ®video copyright protection technology and three sets of CDN acceleration, which is committed to providing users with stable, secure and fast enterprise-class cloud video services.

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In order to ensure the income transformation of customers' business value, neither onerous CMMI maturity nor mechanically copied Agile Manifesto is adopted in project management, but rules are made according to the characteristics of the team, around the needs of high business value of customers, rapid iteration, process risk control, delivery feedback, rational use of resources and appropriate quality standards.

Introduction to PM Agile system

In order to ensure the income transformation of customers' business value, neither onerous CMMI maturity nor mechanically copied Agile Manifesto is adopted in project management, but rules are made according to the characteristics of the team, around the needs of high business value of customers, rapid iteration, process risk control, delivery feedback, rational use of resources and appropriate quality standards.

The classic Deming Ring PDCA practice in project management:

P (Plan)-Plan, define policies and objectives, define activity plans

D (Do)-- execute, do it in the field, and achieve what is in the plan

C (Check)-check, summarize the results of the implementation plan, pay attention to the results, and identify problems

A (Action)-Action to deal with the results of the summary inspection, affirm and properly popularize and standardize the successful experience; summarize the lessons learned from failures so as not to recur, and put the unresolved problems into the next PDCA cycle.

Scrum, an Agile solution commonly used in the industry

Scrum is an agile software development methodology for iterative incremental software development processes. Scrum means to fight for the ball in rugby in English.

Extreme programming (XP)

Extreme programming (eXtreme Programming) is a new, lightweight and dexterous software development method and a software engineering methodology. It emphasizes close collaboration between programming teams and business experts, face-to-face communication (more effective than written documents), frequent delivery of new software versions, compact and self-organizing teams, code writing and team organization that can adapt to changing requirements, and pay more attention to the role of people in software development.

Kanban

Kanban management, an important concept in Toyota production mode, refers to a tool to control on-site production process in order to achieve JIT (Just in Time, just-in-time). Almost every company learning Toyota TPS (Toyota Production System) will unconsciously regard Kanban as the first model to be introduced, because it is intuitive and effective.

PM Agile Management Architecture

The framework adopted by POLYV's PM management is a slight overlap of three different styles of lean and agile software development, which is optimized according to the business characteristics of the team.

PM management responsibilities

There are essential differences between product managers and project managers, and they are by no means the same.

To put it simply, the product manager transforms the customer's business value needs into a research and development understandable task, which is also a difficult process, how to express R & D and testability.

The project manager does everything he can to integrate R & D resources, push the tasks of high commercial value to the ground, and pay attention to process management and risk control. although there is no definition of project manager in agile development, it is indeed a very important role. Agile development should be adapted to local conditions. It is the last word that is suitable for the customization of team characteristics.

Project manager will be more professional business and coach two directions, continue to explore. No matter Agile Scurm,XP or Kanban, they are only forms and processes. The key business value goals of customers should be grasped, and the responsibilities should be succinctly summarized in six words: no matter what, how to manage, the main points of PM management responsibilities are:

According to the definition of product quality level and the corresponding testing strategy, track and feedback the landing of the R & D process with high priority requirements of commercial value in the process.

Follow up the implementation of the project plan, communicate with the product, market, R & D, testing, operation and maintenance production lines, identify risks and solve problems encountered by the team, prioritize, organize and coordinate various activities in the project, promote problem solving based on the principle of priority.

Serve the product, R & D, testing and operation teams to ensure smooth and quality delivery of the project, and provide quality data analysis in the R & D process.

Then different stages of PM will carry out different levels of work around management responsibilities, which is the relevant maturity definition of PM.

PM maturity

Based on the PM management responsibilities, the PM maturity is divided into six stages:

From the first paragraph to the sixth paragraph, it all revolves around: what to do, how to manage your duties, then in order to better fulfill your duties, you must have technical skills to do PM: understand the project, understand the business, understand the people.

PM three-board axe unique skill

Understand the project

In project management, the most classic iron triangle:

Time, cost, scope: the three should form a closed-loop management, interrelated, restricted, promoted, and promoted to achieve an efficient balance that is indispensable: just like an equilateral triangle, in order to maintain the balance, either side changes, the other two sides will also change adaptively. Mass is not only the core element of the center of the triangle, but also the "eye" of the project triangle. any change in the edge of the project triangle will affect the project quality, and the project quality and the three sides also restrict each other.

The so-called quality refers to the loss to the society after the product is put on the market. -Kenichi Taguchi

The inappropriate size of either party will affect the quality of the final commercial value delivered. when the deviation value of the target is less than the tolerance range, the closer to the target value, the smaller the loss.

Understand the business

People with development experience have advantages in both PM and testing.

From the business point of view of high commercial value, guide the product, R & D team and participate in planning and defining the project, refine the project and turn passivity into initiative.

Promote the whole staff to know clearly why the project was set up, and to understand the business value to help customers realize.

Mastering the relevant knowledge of the business domain, including the understanding of the product solutions to achieve its business requirements, knowing which technology stacks are used to implement them, and having a clear grasp of the difficulties and key points in the process of technology implementation.

Use the risk toolset to analyze where the business progress is stuck, so as to provide a basis for the relevant responsible persons to make decision analysis.

Understand people

Understanding people does not mean having the skills of mind reading, but mastering the advantages and disadvantages of team members' skills, as well as the depth of judgment on things, based on historical data screening and analysis, identifying risks in the R & D process, and being able to identify risk-solving strategies and promote implementation according to the characteristics of members.

In addition to understanding projects, business, and people, PM has many unique skills, such as these soft skills:

Scrum Agile process Management

Project management can not directly improve product quality, no matter how much testing can not improve product quality, products have been transformed into R & D tasks in the manufacturing process has determined the quality.

Project management has a very important point of view: pre-prevention, in-process control, post-analysis.

The establishment of the Scurm agile process management framework is also to implement this point of view, starting from the demand stage, R & D phase, release stage and operation stage, feedback the control process, identify risks, adjust the plan, embrace change, control the quality deviation to a minimum acceptable range, and achieve the landing of customers' business value requirements.

Overview: two-shift system

In the whole agile iteration cycle, it is divided into fast shuttle bus and version shuttle bus.

For example: during the three-week iteration, the urgent needs of the market and customers can be released every week, and the rest can be carried out according to the iterative pace of the version shuttle bus. This benefit not only ensures that customers' high business value requirements are realized, but also quickly iterates the version requirements forward to better serve customers and reflect value.

Demand stage

Focus: to deliver value-oriented, promote high business value requirements into the R & D pool.

Before Sprint meetin

PM participates in product requirements assessment, identifies customers' high business value needs, and transforms them into R & D iterative tasks.

Organize the R & D members participating in the current iteration to provide effective available man-hours and enter them into the system for evaluation and analysis

Organize the last iterative summary meeting and provide QA data (productivity statistics, quality dimension data) to analyze process problems.

In the Sprint meeting

Organize to evaluate the working hours of R & D and testing tasks, and eliminate the ambiguity of demand and working hours.

Promote product, R & D and testing personnel to put commercially valuable requirements into the R & D pool

Define the quality level according to the iterative task of the fixed version, and assist the test to specify the acceptance criteria.

Research and development stage

Focus: transparency, visualization, and early exposure of problems

Daily standing meeting

Organize team members to spontaneously participate in daily morning meetings, share information and propose roadblocks

Burnout diagram problem feedback, risk identification, progress feedback at each end

Follow-up and feedback on major issues after the meeting

Daily risk control

Daily problem feedback:

Major issues, task adjustment, bring in the product staff to discuss and decide

Daily operation customer problem identification risk, promote R & D, test solution

Task adjustment:

Keep the original saturation, when the working hours are tight, insert a new task, then remove the low priority

If you exceed the original plan, you must jump the queue, and if you do not consider moving out, the project cycle will be extended and changed.

Risk assessment:

Follow up and feedback the landing of the R & D process of high priority requirements of commercial value according to the definition of product quality level and the corresponding testing strategy.

Provide risk identification, communicate with product, market, R & D, testing, operation and maintenance production line, and solve the top priority.

Risk feedback of burnout map

The curve remains high: see what goes wrong and who can help solve it?

The curve drops too fast: whether the roadblock is removed, the mission assessment is not accurate, the reality is more optimistic, and whether the test can be accelerated.

Beware: loose in front and tight in back, optimistic figure in front, risk in the back

Confidence index feedback

Assess current team confidence based on known risk points to see if roadblocks can be successfully removed and goals achieved

Countdown

The sense of urgency of the project from delivery, full focus time is available, pay attention to the current overall progress

Release phase

Focus: on-site objects

Acceptance mechanism

Organize all members to participate in BugBash cleaning

Organize product related personnel to participate in customer value acceptance

Release process

Assist R & D and testers to develop checklist for online inspection

Organize testing to participate in requirements coverage online confirmation, clarify the focus of the release phase

Operation Pha

Focus: continuous improvement

Collect technical support feedback on the status of the current release, the degree of feedback on the realization of customer business value, and quickly respond to promote the solution.

All members of the team participate, summarize the problems encountered in the current version iteration, and form effective measures to implement them on the ground to avoid recurrence.

Iterative Kanban of PM toolbox

In the process of agile iteration, different roles have different priorities, which are divided into requirements Kanban and Agile Kanban.

Demand Kanban

Product staff do not need to pay attention to the details of R & D tasks, but only focus on the big aspects, the overall progress of requirements, but the disadvantage is that they do not understand the details and need to further check Agile Kanban and communicate with PM.

PM Kanban

As the core staff of implementing the agile PM framework, PM pays attention to the overall situation: requirements, details of R & D task progress, including various development types of task progress, bug progress, and so on.

Research and development of Kanban

It is actually PM Kanban, which hides the requirements and focuses on specific R & D tasks.

Risk checklist

The standing checklist of the PM toolbox provides basic checkpoints from business risk, technical risk and process risk. According to the problem feedback summarized by each Sprint, it can be transformed into new risk concerns and added to the checklist. The following extraction is listed from the toolbox.

Business risk checklist

The definition of commercial value of products is not clear.

The requirements are not clear and it will take more time than expected to complete the ambiguous definition of the product.

Compete with competitors for time at the expense of quality definition

Technical risk checklist

Insufficient development and self-testing

Poor testability of function points

Code design is complex.

Use unfamiliar technology with no extra research time

Insufficient CodeReview

Process risk checklist

Low morale and poor communication

Customer business value needs, inconsistent information transmission

Task estimation is overly optimistic and does not leave enough buffer time, such as daily meetings and learning sharing.

The progress is not updated in time, resulting in no progress in the overall progress of the project.

The new task is not notified to PM and testing, and the requirement coverage is incomplete.

Personnel are responsible for multiple projects, and the cost of context switching is high, resulting in delays in the progress of the project.

The equipment is not in place and there is something wrong with the development environment.

Data analysis

Through the collection of process data, the project quality is evaluated from four dimensions, including: project completion rate, Bug productivity, burnout chart health rate, team productivity:

Here is a list of simplified indicators

Project completion rate

Overall completion rate = total iterative completion workload / total iterative workload

Planned completion rate = completed planned workload / planned workload

Bug productivity

Bug productivity = iterative new bug workload / total iterative completion workload

Bug distribution phase: requirements, development, testing

Bug distribution module

Burnout chart health rate

The occurrence of Catton lasts for a long time and accounts for the overall time.

Statistics of task changes during development

Team work efficiency

Percentage of completion of personal productivity

Percentage of completion of team productivity

Statistics of personal development rate

Summary

The water flows because of the land, and the soldiers win because of the enemy. Therefore, the army has no constant potential, and the water has no normal shape; the one who can win because of the enemy is called the god. -Sun Tzu's Art of War

Project management is disorganized, not to mention rapid iteration, process risk control, delivery feedback, rational use of resources and appropriate quality standards around the needs of customers with high commercial value, and in the whole R & D process, in addition to customer business value, people are also one of the important factors in activities. Our core members have served Internet giants such as NetEase, Tencent, Sohu, Youku and other Internet giants. They have stepped on many pitfalls, have rich experience in solving problems, and are not afraid to make mistakes. The key is that the introspection mechanism is very important. Do not make the same mistakes again, ensure transparent feedback on process quality risks, reasonable allocation of resources, proper quality, and customer value realized.

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