Shulou(Shulou.com)06/02 Report--

Preface

The business department is the company's commercial cash flow department, an important source of income, and the leading product is commercial advertising. By finding the best match between "users" and "advertising", it helps media websites maximize the value of traffic and enhance the rate of return on investment of advertisers. Enhance user experience, balance the interests of all parties, and establish a sustainable development ecosystem.

Case background

A group in Shenzhen, the main business includes consumer goods manufacturing and distribution, real estate and related industries, infrastructure and public utilities three areas (hereinafter referred to as "HD Division"), HD Division of more than 800 people, more than 200 projects each year, before improvement using traditional waterfall development, project planning version and organization of resources, the average project cycle of more than 3 months. At that time, faced with the rapid development of business, the number of product lines needed to expand from 10 + to 20 +. With the rapid development of business, how to achieve rapid delivery of new business requirements and flexibly respond to new demand changes? How to improve R & D efficiency and better coordinate R & D resources to meet the parallel needs of more product lines was a great challenge for the business department at that time.

It was not until they met CORNERSTOEN that the situation was completely resolved. After customers choose CORNERSTONE as the company's project management platform, through the new collaborative work for product, R & D, operations and other departments, the development iteration cycle is shortened by 2/3, and the R & D efficiency is effectively improved.

How to break through the challenge quickly?

Set the goal: the overall business department to achieve agile transformation, in the shortest time to improve the overall R & D efficiency, product iteration speed, resource use efficiency, in order to support the rapid development of the business and maximize the input and output of resources.

Improvement ideas: overall switch from the project perspective to the product perspective, product goal-driven, top-down promotion, the front end to pull the back end, complete the overall agile transformation of the business department, and improve the response speed of new requirements and the efficiency of the use of resources. achieve rapid delivery of business value and maximize input and output of resources.

CORNERSTONE overall plan:

1. Switch from the project perspective to the product perspective, create the demand pool from the product perspective, determine the unique product owner for each product, plan the product-level iterative version according to the feature value according to the product perspective, and quickly deliver the product-level high-quality demand biweekly.

2. Establish a cross-role team according to the product direction, break the original resource pool management model, align each role goal, improve the efficiency of resource management and the consistency of each role goal.

3. The team formed according to the product direction should carry out team building and capacity training, enhance the cross-functional team cooperation ability and professional and technical ability, and improve the efficiency of team cooperation.

4. Each role collaborates in parallel with small-grained requirements to support visual Kanban, which can improve the flow efficiency of each demand, reduce waiting, and release resource capacity.

5. develop and continuously integrate on the backbone of product code, promote continuous integration and supporting tool chain from top to bottom, realize automatic R & D assembly line and improve efficiency.

6. The front and back end synchronizes the iteration cycle and requirements priority from a product perspective, releases iterative versions synchronously, and delivers business value in the shortest cycle.

Break all boundaries and establish an open and efficient cooperation system

The extension of external business has made HD a first-class enterprise with a market capitalization of hundreds of billions, but in the process of "opening up", "information collaboration" has become a major difficulty. To this end, HD continues to sort out the methodology of internal work specifications, coupled with the strong assistance of CORNERSTONE tools, the small HD division has established a solid foundation of underlying business processes. Let's take a look at how the HD Division works with CORNERSTONE.

Establish a global vision, no matter how many projects can be controlled in time.

The HD Division has more than 50 projects at the same time, so it is particularly important to keep abreast of all project progress and control project risks in a timely and effective manner. Of course, CORNERSTONE can easily meet these two requirements.

On the CORNERSTONE task list page, the progress of all projects is clear at a glance, of which:

When the project stagnates in a certain progress, the system will timely predict the resource risk to the manager. For example, when most projects are concentrated in the "not started" phase, the developer may be in a shortage situation, and the system will prompt you.

In addition, when a project is overdue, the system will inform the manager in time, and the task card will be displayed in red to let members know the time risk in a more eye-catching way.

Each task represents a specific project, and the progress, resources, and time nodes are clear on Kanban.

Cross-enterprise members collaborate in a system and share a visual workbench

Almost all HD projects need to be completed with external partners. The HD team can invite partner members to a specific project, collaborate in a unified organizational system, and CORNERSTONE becomes "the place where all teamwork begins." On the visual Kanban, task phases and partner members are established according to the project process, and you can collaborate with all transactions at any time to know exactly what to do at each stage, who is in charge, whether or not to complete, and so on.

For example, in the "product plan communication" stage, click on the task details page interface, you can see the communication related to all stakeholders, the need for important documents can upload files, forms, pictures, task links and so on in the task to ensure the retention of documents in the communication phase.

Internal and external members share a visual workbench.

Break organizational and geographical boundaries, internal and external members at any time @ each other to discuss key issues.

Build a "virtual team" for the project to keep the organization agile

In order to improve the efficiency of project development, HD advocates the establishment of virtual organizations without departmental boundaries in order to achieve the agile development purpose of flexible deployment of resources. CORNERSTONE is just suitable for this kind of collaboration scenario, which breaks departmental boundaries and is based on the free combination of project members.

Set up a "virtual team" for the project and invite members of the product, development, testing and other departments to join it.

Break down the inter-departmental coordination barrier and establish an efficient collaborative process

Traditionally, tasks can only be sent through QQ, Wechat, nails, etc., without knowing the progress of the work, verbal commitment, verbal cooperation, task cooperation is messy, the process is more random, and the risk is higher. Use "CORNERSTONE" to integrate WeCom port to help team fragmentation operation, create a mobile work platform; bind personal Wechat, project dynamic instant access, seamlessly receive message notifications.

So how effective is the use of CORNERSTONE in the HD Division?

With the rapid development of business, the overall agile transformation of the business department has been realized, and the ability of the business department to move forward rapidly has been established.

Product release cycle and new demand response

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