Explore techniques for setting the business up for success and setting the team up for success. Explore executive sponsorships and the definition of success and business value. Learn about aspects such as scope, schedule, resources, quality, and risk, while learning how to avoid waffling and avoiding direction changes.
- [Instructor] This section introduces a project framework involving project phases. We have Phase 0, Phase 1, Phase 2, and Phase 3. Phase 0 is enough to take a concept into detailed planning. Phase 1 is an engineering response to that detailed planning for committed features, for resources, and for schedule. Phase 2 is the execution phase, writing the code, standing up the hardware, doing a test. Adequate quality to release. Phase 3 is the actual release, where QA processes the information and determines the release is viable.
Product is delivered to the end users, the market, or internal IT. Each of these phases has a different personality, a different set of participants. Phase 0 is concept development. It's a small team, a program manager, architects, engineers, and a product manager. A handful of people. Phase 1, you'll see those same people continuously involved, but you'll add more engineering, more quality, more tech support, more tech pubs.
Getting these people involved early and having a continuous and stable project plan really ensures high quality toward the end of delivery. Phase 2 is the actual implementation, the development itself, where the software developers write the code, hardware developers develop the hardware, systems testing occurs, performance testing occurs, compatibility testing occurs. Again, it's healthy to have some people involved in the project continuously, but in this execution phase, more people, a lot more people, will be involved.
In phase 3, the people again shift. The program manager and product manager will have continuous involvement. Architecture and engineering will dial back their involvement. Quality, tech support, tech pubs, sales, and marketing will dial up their support. This is a very typical waterfall phased project implementation. Each of these phases typically involves an executive review and executive approval to map the budget to the next phase.
- Hard skills and soft skills needed for program management
- Reporting and managing risk
- Phases of program management
- Understanding customers
- Running effective team meetings
- Working with partners
- Engineering, architecture, design, and code reviews
- Managing delivery and release
- Competitive analysis
- Measuring results