TAG Project Management的动态

Projects like roller coasters are best reviewed after the ride is over and asked before the team gets on their next ride. Projects have long had lessons learned and retrospectives as a means to collect feedback from customers as well as project teams. a few general classifications in projects tame these projects typically have low stakes and no surprises. it's often no one has much to say about lessons learned. traditional these projects retrospectives are driven by individual project team members identifying their lessons learned and the project manager consolidating them. thrilling these projects are found to deliver positive results or greater than expected benefits. The project manager meets with the team to explain how this was possible. intense these projects are ones which do not meet the benefits and results. these can lead to difficult conversations that the project manager is in the best position to lead. there can be both myths and conflict in terms of what really happened. extreme these projects are ones that are far from the norm. these projects have had consequences affect not only the project but other groups as well such as sales, quotations, safety, resources, legal, etc. having a methodology to look at the projects in retrospective is a key aspect of project management. Join us this summer as we review project management and roller coasters. if you want to check out a rollercoaster thrill scale check out this link: https://lnkd.in/ePRW6fEX

A walk in the park, or a walk in the zoo? We had a really insightful all-hands call with our team today learning how to tame the dangerous animals in product management. I had actually not seen this concept of dangerous animals before and found it both useful and funny (link below)! Proactive stakeholder management is a key skill probably in any role you hold. Thanks Perttu Nihti & all colleagues for sharing some great advise on how to tame a HippoZebraCobratamus. #wetakeownership https://lnkd.in/dcnwYReb

"Roads? Where we’re going we don’t need roads" (Back to the future) In a world that still craves certainty and predictability I often find myself at the intersection of tradition and innovation. Last time I talked about the management demand for business cases. What follows along are roadmaps. Now I want to shed a bit of light on agile roadmaps. Demanding Certainty in Uncertain Terrains One of the most pressing challenges faced by product managers in the agile space is the demand for a detailed plan, often reminiscent of the waterfall era (In which I grew up as well ??). In a world where change is the only constant and the terrain is characterized by complexity, traditional plans become obsolete almost as soon as they are conceived. Roadmaps as Dynamic Guides When I was asked to create a roadmap for the first time at tesa I was fortunate to have the help of Johannes, who was our Agile Coach at that time (Kudos to Johannes Schartau ?? ) I described my dilemma to him: I really didn’t want to create something that seemed to be a plan for weeks and months to come but actually had a validity of only days. And of cours, I wanted to meet the demand of “having a plan”. So Johannes showed me the concept of agile roadmaps. Agile roadmaps, in essence, are dynamic guides rather than rigid plans. They acknowledge the complexity inherent in the product development process and embrace change as a fundamental reality. Rather than presenting a fixed path, agile roadmaps offer a flexible framework that adapts to new requirements and insights. Now, Next, Later I’m still using the “Now”, “Next”, “Later” version of roadmaps which shows what topics / problems we’re working on right now, which ones are planned to be tackled next and “everything else”. It’s a great foundation for further discussions with stakeholders and a good chance for you, as the product manager, to pinpoint the most relevant problems you want to tackle and solve. [For more details check this nice article: https://lnkd.in/eimPSTpj] Implementation However, this comes with two questions you need to answer: Firstly: What is the right flight-level? How much detail do you need to provide and what’s the scope of topics? Secondly: When do we see results? What does “next” mean? The answer to both is: This highly depends on how close you have to manage your stakeholders and sponsors and therefore how often you meet. The more often, the smaller the topics and therefore the closer is “next”. Update Frequency I recommend updating stakeholders on progress, showcasing the iterative nature of development on a more regular basis. Foster a culture of transparency and continuous communication and embrace it as an opportunity for learning and innovation.? If you want to dig a bit deeper into the topic of agile roadmaps, I recommend the presentation of Janna Bastow at the product tank in London (The video quality is not perfect, I know ;-)) https://lnkd.in/eaSQnDXM

Have you heard? Dawn has an upcoming book, "Meet the Players in Projectland?: Decide the Right Project Roles & Get People On Board." ??? Here's what Hall of Fame baseball manager, Whitey Herzog, has to say: "The first, most important job that a manager has is fielding the right team. The intent of this book is to help project leaders do just that." ??? Join us LIVE in Projectland on March 20th at 8pm ET/5pm PT, where we plan to cover: ?? Do most projects really fail? Why? ?? How does understanding the players in Projectland? help us succeed? ?? What is Projectland? and why is it different from business-as-usual? ?? What are the roles you’re likely to encounter in Projectland?? ?? Do you know who your stakeholders are and what to do about them? ?? Can you really get the right people in the right roles and focused on the win? Gain practical insights through captivating stories and colorful animal avatars. ???? Plus, get your burning questions answered LIVE! PMP? Earn FREE PDUs! ?? RSVP here: https://lnkd.in/e5_Hz6RB #ProjectManagement #NewBook #TeamBuilding #ProjectlandPlayers

Have you heard? Dawn has an upcoming book, "Meet the Players in Projectland?: Decide the Right Project Roles & Get People On Board." ??? Here's what Hall of Fame baseball manager, Whitey Herzog, has to say: "The first, most important job that a manager has is fielding the right team. The intent of this book is to help project leaders do just that." ??? Join us LIVE in Projectland on March 20th at 8pm ET/5pm PT, where we plan to cover: ?? Do most projects really fail? Why? ?? How does understanding the players in Projectland? help us succeed? ?? What is Projectland? and why is it different from business-as-usual? ?? What are the roles you’re likely to encounter in Projectland?? ?? Do you know who your stakeholders are and what to do about them? ?? Can you really get the right people in the right roles and focused on the win? Gain practical insights through captivating stories and colorful animal avatars. ???? Plus, get your burning questions answered LIVE! PMP? Earn FREE PDUs! ?? RSVP here: https://lnkd.in/e5_Hz6RB #ProjectManagement #NewBook #TeamBuilding #ProjectlandPlayers

"I have to change to stay the same." - Willem De Kooning Last night I was walking by a sports bar that was hopping. Not because of the games that were on, but because it was trivia night.??You could hear the host on the microphone with answers and winners. It took me back 25 years. The summer I moved to Denver a neighbor took me to trivia night at Govnr's Park Tavern. I loved trivia night and I LOVED Govnr's Park. That is where I met my wife. That is where I spend most of my time at a bar in 1999 through 2001. Govnr's Park was always packed. For games. For happy hours. For trivia night. But over time, things change. The neighborhood changes. A new bar opens up with better TVs or a better location. People move, or move on. Hearing trivia last night took me back 25 years to some great memories, but it also reinforced the fact that markets are always changing. Whether it is the market for trivia nights or sports bars, or a specific B2B software market. You have to change to stay the same. You have to be aware and anticipate changes in the market. A new competitor. Evolving and changing priorities on problems to solve. New technology making your solution irrelevant. This is a critical responsibility in product management. We are the eyes and ears for our company in the market. We need to be change agents in our organization, helping everyone understand the need to change, and what changes we are seeing and anticipating in the market. Yes, I see product management in everything. Even trivia night at a sports bar. Oh BTW, when we moved back to Denver a couple of years ago, we lived near the old Govnr's Park. It was gone. I missed it. But in reality I was no longer in the market for that type of bar. The restaurant that replaced it, became one of our favorites. Our needs and value profiles were different in our 50s than they were in our late 20s. We changed. How well does your product management team do at sensing changes in the market, and being a change agent within your organization? #productmanagement #changeagent

As part of my Google Project Management course, I participated in a capstone project for Sauce & Spoon. Sauce and Spoon is a small restaurant chain that aimed to meet its annual growth and expansion goal by launching a pilot project to test out the impact of installing new tabletop menu tablets before implementing them in two of their restaurant locations. The new tablets would allow the restaurants to serve more guests in less time and provide valuable data to help Sauce and Spoon meet its business goals. As the project manager, I initiated the project through strategic thinking and effective business writing, identifying the greatest areas of opportunity: reducing cost, improving customer satisfaction and retention, and providing quality service. I analyzed project documents and supporting materials to identify project requirements and evaluate stakeholders. I applied effective negotiation skills with stakeholders to prioritize goals. I drafted a project charter summarizing details of the project. I created a comprehensive project plan, identifying tasks and milestones from project documents, research and conversations. I then ordered the tasks and milestones, linking dependencies. The project plan included a quality management plan, defining quality standards, creating evaluation questions, and indicators to measure how well the project is meeting established quality standards. Tablets were wired to tables for the test launch, and staff were trained on how to use them. Once the test launch was completed, the team conducted a survey for 50 customers who participated in the test launch. I presented an evaluation finding report to senior stakeholders using responses from the survey to measure customer satisfaction and the effectiveness of the tablet dining experience. The evaluation finding showed that a huge percentage of customers rated the tablet highly but didn’t find the usage very easy. The next steps were to send emails to educate and engage customers on tablet usage and improving tablets to achieve 98% order accuracy. A retrospective document was created to identify what worked, and what needs improvement using feedback from customers and the project team The tablet were rolled out at the two Sauce and Spoon restaurant locations. The impact report showed that 72% of respondents of the post-pilot survey indicated a satisfaction score of 4 or 5, with 5 being great, and a 14% increase after feedback from the post-pilot survey was implemented. Additionally, there was also a 20% increase in monthly revenue compared to the previous month. If you’re curious and would like to learn more about the project, check out my portfolio bit.ly/danielogunsola #projectmanagement #project #capstoneproject

Nice little show yesterday at @finnegansofdublin with @nomadfunktribe!!! Really liking this small setup! ?????? ? ? ? #drum #drums #drummer #drumming #drummers #drumlife #drumfam #drumuniversity #drumsetup #drumsoutlet #drumvideo #musiciansofinstagram #drummersofinstagram

Being a Project Coordinator for Thé Phoenix Project has taught me a lot of things; 1. You have to see the vision end to end and then work your way backwards. 2. Learn to trust your instincts and run with it. 3. Collaborations and partnerships are the driving force to success. Get valuable collaborations and nurture them. 4. Delegate to your team and trust them to grow through mistakes and learning. That’s one key way to set up systems without you. 5. The last and probably the most important ~ You havé so much inside of you that you don’t even know. You have given yourself to learning, training and experience. Never take that for granted and tap into those elements at every point in any challenging situation. #MrNkwonta

Big projects needs a clear and well descripted strategy to be successful, smaller ones settle for less planning. And if you don't want to start all over again then each of them needs strategy to be clear for everyone what's the goal and how we going to achieve it.