Why is this situation happening in the project? In this case alone, aside from the problem of human capacity, I think there are the following problems in terms of project management:
1. Insufficient evaluation of the project (including project complexity, risk, manpower investment, etc.)
At the beginning of the project, I was overly optimistic and thought that the technology was not the problem, because the technical risks of the project and the investment of personnel were not fully assessed, so I rushed to code the code.
2. The project plan is too macro and the task decomposition is not carefully done
I think the most important task of a project manager is to break down the project and make a detailed development and validation plan. These are precisely what this project lacks. The project manager thinks that as long as we give the business process and the prototype diagram to the front and back end, there is no need to make a project plan. Because it does not go deep into the specific operational level, the risk of quality and schedule is grasped in detail. If the project is not able to adjust and avoid risks in time, it is easy to get results too late. Therefore, the project plan is also a process of gradual detailing.
3. Project monitoring is not in place
Project monitoring is not something that can be done overnight. There should be a fixed frequency and method for project monitoring. At his strictest, the boss asked the developers to use the Pomodoro Technique to fill out the log every 15 minutes, and I really think that this has no other use than to increase the workload of the developers. This boss is strict like a madman, and loose is even more like a madman, the front end does not complete the task as required, he helps the front end to excuse, the back end does not complete the task, he helps the back end to excuse. Such an attitude of shifting left and right, R&D personnel can not adapt.
The project planning stage is to formulate a complete project plan, finalize the objectives and scope of the project, and guide the project implementation in the later stage, which is an important guarantee for the success of the project. Complex projects require comprehensive and meticulous planning in all areas and at all levels.
Germany was defeated in both world wars, but the combat image of the German army was still formidable, with excellent quality and strong combat effectiveness. The brains of the German army, the General Staff, played a central role, and they had a specialty of making elaborate plans before the war, such as the Schlieffen plan in World War I, the blitzkrieg plan against Poland and France in World War II, and the Barbarossa plan against the Soviet Union. The Germans were unimaginably detailed and rigid in their battle plans, and even how many manpower each unit had, how many weapons and equipment to match, and how much supplies were transported.
A well-known German general once said frankly: "Before the war, a battle plan must be made, but once the war begins, all plans must be nullified, and the sound of artillery fire must command the direction of the troops." "He wanted to say that the plan didn't work? Of course not. The purpose of the plan is to coordinate complex affairs, and it is of great value to formulate a plan in advance, first of all, the process of formulating a plan is to clarify the strategic direction, unify the will and determination of the upper and lower levels, and take stock of the process of resources; secondly, through the refinement of the implementation plan, a small implementation module can be formed, although the overall plan is adjusted in the process of plan implementation, each small implementation unit can still be efficiently promoted; third, if there is a plan in advance, the responder has a resource framework to use, make a plan, implement the plan, Resources are the most significant constraint and constraint in the series of actions to adjust the plan.
The German army is known for its ability to plan, and the formulation of plans has also created the high quality of German commanders at the grassroots level, on the one hand, they are bound by strong plans to constrain their goals and behaviors, and on the other hand, they make targeted adjustments and deployments according to the rapidly changing situation on the battlefield.
The experience of building the combat effectiveness of the German army tells us that it is absolutely impossible to do without a plan, and if there is a plan and not executed, it is also impossible to strain.
So let's talk about how to prevent delays
Clarify goals and needs: Ensure that there is a clear understanding of project goals and requirements during the project initiation phase. This helps to avoid delays in the implementation of the project due to changes in requirements.
Develop a detailed plan: Develop a detailed project plan, including milestones, task assignments, timelines, and more. Plan the workload and time wisely to ensure that all parties involved are on the same page on the timeline of the project.
Risk assessment and management: Include risk assessment and management steps in the project plan. Identify potential risks in advance and develop a response plan to reduce possible delays.
Teamwork & Communication: It is very important to maintain good teamwork and communication. Ensure team members are clear about tasks, schedules, and project goals, communicate issues in a timely manner, and avoid information gaps.
Track and monitor progress: Track project progress regularly to ensure the project is on schedule. Use project management tools to monitor the completion of tasks and identify and resolve potential issues in a timely manner.
Stage Reviews: Reviews are conducted at key stages of the project to ensure that the project meets quality standards and objectives at every stage. This can help identify problems early and correct them.
Allocate resources wisely: Ensure that the project receives sufficient resources, including manpower, capital, and equipment. Rational allocation of resources can reduce the risk of project delays.
Adopt an iterative development model: For large hardware projects, consider adopting an iterative development model. This allows for partial functionality to be delivered early in the project, reducing the risk of overall project failure.
Technical Verification and Prototype Testing: Technical verification and prototype testing are conducted early in the project to validate key technologies and capabilities. This helps to reduce delays due to technical issues later in the project.
Be flexible about change: While it's important to avoid change as much as possible, sometimes change is unavoidable. Establish a proper change management process to ensure that changes don't cause unnecessary delays.
Change management for requirements and plans
One of the most important measures is broken down and analyzed as follows:
[Measure 1: Employment]
There are many incisive insights on the way of employing people in the "Book of the Family of Zeng Guofan", which can be summarized simply: extensive, cautious, diligent teaching, and strict discipline.
1. Recruit and tap talents from all walks of life through various channels.
If we want to recruit talents, we must first have a scientific attitude towards selecting talents. Although the saying "heroes don't ask where they come from" is simple, how many people can really take off their colored glasses when selecting people, regardless of their academic qualifications or background? Zeng's account has all kinds of talents, and this is first of all thanks to Zeng Guofan's unique art of recognizing talents.
2. Use with caution, the right people should be used in the right positions.
Many people will recruit talents, but not many can make good use of talents. Although Zeng Guofan recruited talents, he was very cautious in the use of talents. He is good at judging a person's character and virtue from the details, so as to form a comprehensive judgment on talents.
When Zeng Guofan was in charge of Liangjiang, many villagers and friends came to join him, but he was full of entanglements to ask them to go back. He said: Good horses and bad horses cannot be fed in the same trough, otherwise good horses will become bad horses. My Liangjiang Governor's Mansion is a talent house, and if mediocre talents also enter the talent house, then the real talents will leave with a chill.
3. Diligent teaching means regular training and education.
Zeng Guofan was very good at training and educating his subordinates through letters, face-to-face interviews, and casual conversations before meals. The letters are easy to understand, and Zeng Guofan's family letters are sprinkled with millions of words, and everything is discussed. The interview is equivalent to today's performance interview, summarizing achievements, pointing out deficiencies, discussing improvement methods, and promoting the growth of subordinates. These training methods have benefited many people under Tsang's tent, which was quite rare more than 100 years ago.
4. Strict rope is to manage and supervise subordinates by establishing and improving rules and regulations.
If the system is not perfect, good people will do bad things, and when the system is perfect, bad people will also do good things. More than 100 years ago, Zeng Guofan understood this truth and carried out rich practice, but it is a pity that people still do not understand this issue clearly.
Among these 8 words, "diligent teaching" is the most difficult. This is what Huawei says: "solidify first, then rigidize, and then optimize", a process that requires sufficient efforts from supervisors and project managers. For example, "regular meetings" and "problem tracking", many, many actions can form a habit, many, many habits can form a tradition, and many, many traditions can form a culture. Huawei's process culture can only be formed through a long period of experience, and a large number of people have invested in intellectual and physical strength.
Therefore, in the start-up team, if you want to establish a set of "rules and regulations", "norms" and "processes", these documents are available on the Internet, the core of process establishment is "people", and the core of process execution is also "people". There are many articles on Huawei's IPD process on the Internet, and it is definitely not possible to copy it, the key is to absorb the essence and then use it for me.
The selection of project managers is particularly important, and the selection of project managers is also very important, which is why Huawei has let R&D personnel be responsible for recruitment, rather than handing it over to headhunters and HR.
So as the old saying goes, "one soldier will be a nest", the CEO of a start-up team and the project manager of a large company decide the life and death of the project and the company.
[Measure 2: Grasp the demand and control the progress from the source]
As you can see from the diagram above, there needs to be a process for collecting product requirements before product development. This process ensures two points:
1. The demand is based on evidence
2. The requirements have a baseline, archiving and tracking
3. There is a discussion of demand, not a word, not a pat on the head.
If there is a problem with demand control, there will be scope creep.
Range creep can occur both from the inside and outside. Because developers often out of initiative, will put themselves in the user's point of view, will be in accordance with their own ideas to imagine the demand, often there will be the scope of the demand spread, gratuitously increase a lot of requirements that have not been discussed; some custom project hardware development cycle is relatively long, customers are likely to put forward some unreasonable requirements at will in the development process; some bosses and leaders in the development process found new value points or new business opportunities, will also be unable to help but put forward new requirements.
In order to avoid distortion of requirements during development, we need to do "scope management". Project scope management is about defining and controlling what should and shouldn't be included in a project. It includes all the processes involved to ensure that the project is completed within the required scope, including: determining the requirements of the project, defining the scope of the planned project, implementing scope management, managing the scope of change control, and verifying the scope. Project scope refers to all the work involved in producing project products and the processes used to produce those products. Stakeholders must agree on what kind of products the project is going to produce, and how to produce them.
The purpose of scope management is to allow scope creep to occur during the development of a project. The spread of scope will inevitably affect the quality, time and cost of the project. Therefore, we need to restrain the demand creep of a project, and the condition for restricting the demand creep of a project is to determine the "constraints" of the project - scope, demand, time, cost, and quality. The spread of scope will inevitably affect the quality, time and cost of the project.
Scope management
[Measure 3: Dismantle key actions to ensure the implementation of the plan]
In the project, you may have experienced the following scenarios
Case 1: The sales and the customer signed a contract, the product was delayed, and the sales complained that the R&D hardware team was too unreliable
Everyone went to the restaurant to eat, ordered the food and waited for a long time, but they didn't serve for a long time, and their hearts were anxious like ants on a hot pot. The perception of the delay in product delivery to the customer is like this, the salesperson urges you to "hurry up and supply", but you still have a lot of problems that have not been solved, and then regret that you should not have arranged the plan so aggressively. A difficult technical problem leads to the failure of this plan, the customer urges, the sales are in a hurry, but you can't help it.
Therefore, the hardware plan must be reliable, and if the plan is not reliable, others will think that the hardware project manager is unreliable.
Case 2: The board is back, the software debugging is not ready, and the next test activity cannot be carried out for a long time
The project schedule was tight, waiting for the equipment to seize the market, the hardware engineers worked overtime to complete the PCB board work ahead of schedule, and also accelerated the completion of the veneer processing, and the first batch of veneer output time was two weeks earlier than the original plan. When the board came back, it was found that the colleague of the bottom soft had not completed the preparation of debugging the software, and it took a whole week for the basic module to be adjusted. The hardware engineer was anxious, and the time saved was the result of the hard work of the team members, but it was a pity that the board debugging was blocked and delayed for a week.
Later, when our team made the plan, the coupling relationship in the project development was clear, when the hardware was given to the engineer who made the PCB, when the board could be returned, when the software could provide a software package that could be used for testing, and when the BOM would be stable for trial production verification.
Case 3: The boss feels that your plan is not detailed enough, and requires you to refine it to the day, which is time-consuming and laborious to arrange the plan, and the guidance is poor
The boss attaches great importance to the project you are responsible for, you must hand over the product within 5 months, he reviews the project plan himself, you take out the prepared plan to him, he is not very satisfied, he puts forward new requirements for you: "Xiao Ming, this project is very important to the company, a day in advance is valuable, your plan is still too coarse, as soon as possible to pull everyone to discuss it, our plan must be refined to the day, to the day for the granularity of the implementation plan." "You scratch your head about this task, but the boss's instructions must be carried out, so you pulled the team members overnight to disassemble the plan, and finally came up with a detailed 150-day work plan. In the early stage of the project, especially at the beginning of the project, the internal and external environmental conditions are very large, and the project plan needs to be revised in many places, and an overly detailed plan is time-consuming and labor-intensive for each adjustment. In the end, this "fine" plan was shelved, and everyone felt that the plan in front of it was easy to use, and the time granularity did not affect the execution, and it could be aligned and refreshed at the weekly meeting, especially when the key task preparation began, and it could be disassembled and detailed for the key task.
To summarize the above cases, the orderly development of the project is guided by the project plan, the plan is the metronome of the project, the plan is first and foremost reliable, delivered according to the promised time point; a good plan will be fully discussed at the coupling point of each team, and be fully prepared to avoid consuming time because of waiting for each other; to make a good plan must be hierarchical and graded, gradually clear, do not pursue a perfect and fine plan at the beginning of the project, we must ensure that the direction is correct, gradually adjusted, and conducive to implementation.
After the project review is passed, the project will be officially established. From the beginning of the project to the closure of the project, the project manager is always on the front line. The main stages of project development:
Project initiation (concept) → project plan→ project development and validation→ project release→ project closure
Project initiation: To put it bluntly, the initiation stage is the process of pulling people to set up a mountain. Tell everyone, I have a number, it's a regular army, you all follow me, there will be bread and wine. So SE, test manager, hardware, software, architecture, RQA, configuration manager all came to work for the development representative. The development representative introduces the project materials, requirements, how much it can cost, and how long it will take to complete it. Then let's evaluate the workload together and see if the time is tight or if it's very tight.
At this stage, some basic configurations must be completed: such as project code application, creating project basic information, recording budget allocation relationships, etc.
Project plan: Huawei's project plan consists of many independent plans: development and verification plan, version plan, version conversion plan, test plan, quality plan, and sub-project plans (hardware, software, structure, logic, etc.).
The core of doing so many plans is actually the same sentence, which is to divide a huge project into modules, and the person in charge of each module will make further plans according to the specific situation of the module and the resources at hand. At this time, the development representative should do a good job of communication and coordination of all parties, especially several modules with dependencies, which must be well connected in the plan, and fully consider the possible risks and set aside part of the estimated time.
Project development and verification: The key work at this stage is actually to track and monitor, regularly review the progress of each sub-project, whether there are unexpected risks, whether the newly introduced materials can be completed on time, and the certification preparation required by some specific customers, etc. In a word, tracking and monitoring need to be carried out in an orderly and effective manner, and any uncertain factors must be determined in a way not to bury mines for subsequent releases. One of the management tools that most project managers will use is the Task Tracker.
Project release: Implement internal and external release, project acceptance, and handover of all parties according to the plan. In fact, as long as the schedule deviation of the project is not too large, and there are no major bugs, at this stage of release, basically everyone can breathe a sigh of relief. Of course, you can't be careless. At this time, it is more of a handover action with all parties.
Project Closure: Closure of legacy issues, deactivation of project coding, archiving of documents, lessons learned, etc. The reward of the reward, the play of the board of the board. (Here, it can be explained that Huawei's year-end bonus is linked to this)
After the introduction of these main stages, it seems that it is still quite simple. In fact, in the whole process of project management, there are also a lot of risk management, requirements change management, immediate motivation of team members, etc., sometimes urgent, sometimes slow, but all need to be properly solved by the development representative. I was very impressed by one thing, that is, the whole team I was in at that time was borrowed to another product line to do the server development project, because the hardware manager of the project at that time was not good, and was directly replaced by the development representative, and then without the right manpower investment, the development representative through various methods, simply completed the impossible task. From the run-in of the team to solving the various problems left in the early stage, I am busy every day, and this progress and intensity are very large.
Good management is "process management"
[Measure 4: Overall planning method]
1. Make good use of tracking tools and link them to performance.
The development representative, who is only responsible for the program, is responsible for the delivery of the various versions of the product, so he is responsible for the delivery of the various versions of the entire product, there are many tools PMM (similar to the Redmine system, the project management software of the web), defect libraries, problem trackers, and burndown charts. Many start-up teams are using these tools, but whether they are implemented depends on whether the seriousness of the plan is linked to performance management. In this way, everyone attaches importance to the plan, and if you win, you will raise a glass to celebrate, and if you lose, you will desperately save each other.
2. The plan should be rigorous and the progress should be allocated in an overall manner.
Let's take the "smart power box" project as an example to see how to manage it in layers and gradually clarify a project plan.
1. Set goals first, make an overall plan, and set mileage points
At the beginning of the project, the hardware project manager sets the overall plan in order to unify the goals of the whole team, and the most important thing in this plan is to define the milestones in our project, in addition to setting the start and end points of the project. It's like in long-distance running, we divide the total length of 20 kilometers into several small goals for a few kilometers in length, run out one by one, and each run to see how big the difference is from the previous time goal, and then adjust it according to the physical condition and time goal.
When doing the project of smart power box, we are the five key nodes of project establishment, design and planning, single board investment, R&D acceptance, and customer acceptance, and each node has a surveyable and quantifiable goal. In the process of project implementation, if there is a large gap in the progress or quality of each node, it is necessary to give a red light warning to the project.
The setting of the overall plan of the smart power box project
| serial number | Milestone points | Inside the monument time | Milestones |
| 1 | The project was approved | February 10th | The project is approved, and the delivery scope, overall plan, quality objectives, and resource requirements of the project are determined. |
| 2 | General design Plan refinement | March 15th | 1. The overall design of the hardware is completed, and the design scheme is determined 2. Refinement of the project plan. |
| 3 | Veneer back board | April 7 | The detailed design of the hardware is completed, the veneer is processed back to the board, and the whole machine and other key supporting back boards. |
| 4 | R&D acceptance | June 15th | In the product development stage, the testing and verification activities were completed, and all quality problems were solved. |
| 5 | Customer acceptance | July 15th | The equipment is delivered in small batches, accepted at the customer's ready-to-use application, and the software functions are optimized. |
2. Refine the project plan in layers, and gradually clarify the project plan with the project development
After the completion of the project, the overall goal has been clear, with the overall design of the project gradually deepened, the project difficulty, key risks are also more clear, at this time, the project manager will be hardware, the whole machine, the software three team responsible persons together, divided into three parts: single board hardware development plan, machine structure development plan, product software development plan, discuss together, refine the project plan.
For example, in the hardware development plan, the time of the three PCBs in the power box is refined, such as the time to return the board, the completion time of the unit test, the completion time of the functional test, and the time of the hardware board change. Whether the plan is reasonable depends on three points, the first is to deeply understand the difficulty of the project by participating in the design and combining with their own experience, and then to weigh whether the team's execution ability can achieve the target table;
To sum up, in line with the goals set out in the overall plan, the project plan needs to be refined through collective discussion or sub-modules, and gradually clarified as the project is carried out.
3. Find the critical path in the plan and concentrate on management
The energy of a hardware project manager is very valuable, even if you have three heads and six arms, it is difficult to pay attention to every detail in the project plan, and you need to invest limited energy in the most critical places. What we recommend here is to demarcate the "critical path" in the plan, the reason why the key is that these transactions or work have many coupling relationships, difficult implementation, high risk of delay, and have a greater impact on the achievement of the project goal, because the key is worthy of the project manager's focus on management.
In the smart power box project, we have mapped out two critical paths.
Critical path (1): It is the design and initial sample verification of the whole machine, there are customized requirements for this appearance, high hardware integration, and products with special environmental adaptability and safety requirements, and the whole machine design, proofing, and trial installation problem solving must be completed before the single-board verification, and the problems of the whole machine are exposed first.
Critical path (2): After the project carries out various verifications, it is necessary to collect all the problems found and complete the "finalization" of the board. The closer you get to the final stage of the hardware project, the more you must be calm, collect all the problems and risks, judge the quality level of the project, complete the work of the whole machine, single board BOM, single board modification, etc., and enter the final project sprint stage.
These key issues that may affect the success or failure of the project should be marked out when the project is planned, and special attention should be paid to the project implementation stage to ensure success.
4. Pay attention to dependency and risk
The project of the intelligent power box is in full swing to the first week of May, the trial installation of the whole machine has been completed, the debugging and unit test of the single board have been completed, after the internal review of the test conclusions at this stage by hardware engineers, the conclusion is that PCB1 needs to solve the hardware problems by modifying the board, and the two module boards of PCB2 and PC3 can solve all hardware problems as long as the BOM is optimized, and at the same time, the trial installation problems and EMC test problems of the whole machine have been optimized and solved. At this stage, as long as we can ensure the smooth completion of PCB1 and the implementation of PCB2 and PCB3 single board BOM optimization, we are confident that the project will be delivered on time and smoothly, so the board modification has become the most critical work at this stage, and we have gathered the main project members together to align the plan again to ensure that the final delivery work is foolproof.
| serial number | Job description | Completion time | Responsible person | state |
| 1 | Hardware inspection and filling gaps, such as the verification of the Bluetooth module and voice module reserved by the strong current control board on the intelligent power module. | May 10th | Old age (Hardware) | Open |
| 2 | Software function-related testing to check and fill in the gaps, analyze the software functions that have not yet completed the integration verification, those related to hardware, and those with | May 12th | Komi (Software) | Open |
| 3 | The review of test items, including unit test, whole machine test, functional test, and software-related test, has been solved. | May 12th | Old age (Hardware) | Open |
| 4 | Preparation of new materials, such as transformers that need to be re-modified, solving EMC problems that have occurred, modification requirements for new transformers and procurement requirements for the first batch of materials | May 13th | Xiao-ming-hsien (Hardware) | Open |
| 5 | Bill of materials optimization is to modify and optimize the problems that have been found through BOM. | May 13th | Xiao-ming-hsien (Hardware) | Open |
| 6 | Schematic/PCB modification and board casting: PCB1 will be reviewed for modification points before board modification, first check whether all modification points have fallen into the PCB modification board, and then analyze whether the modification points have an impact on the functions and performance that have been verified. | May 14th | Xiao-ming-hsien (Hardware) | Open |
| 7 | After the PCB is remodeled and put into the board, the steel mesh is optimized to prepare for the trial production of the board change. | May 17th | hour (Whole machine) | Open |
The execution of the project plan will not be smooth sailing, the intricate coupling relationship will make the project consume time in waiting, unexpected risks will catch the delay off guard, risk management is a necessary part of the project execution, through a risk management table in the smart power box, we start to predict the project risk in advance, and prepare countermeasures in advance.
Two examples of risk management in a smart power box
| serial number | Key Risks/Dependencies | Circumventions | Responsible person |
| 1 | There is a lack of veneer materials, and many activities of software and the whole machine cannot be carried out | 1. Stabilize the BOM in advance and prepare the chips in the R&D stage. 2. After the veneer is put into the board, the PCB is processed, the production resources are contacted, and the airspace is transported to R&D after the production line. | Xiao-ming-hsien (Hardware) |
| 2 | Access testing must be completed before the board is listed | 1. Make an appointment for the resources of the certification body and complete the professional certification. 2. Contact the customer and make an appointment for on-site verification by the customer. | hour (Whole machine) |
[Measure 5] Track the closed loop
Remember the idea of solving the problem, and then all the activities, templates, and management methods should be developed and modified according to the actual situation of your own project.
Someone else's fire doesn't light your own lamp.
At all stages of the project, the near-term plan needs to be further refined according to the actual situation. Otherwise, the plan in the stage will not be completed, and the overall plan is destined to be uncomplete.
It's not okay to have a plan, but it's not okay to put a hard-earned plan on the shelf. Firmly implement the formulated plan, supervise the implementation effect, change the deviation in a timely manner, respond to the change in the project delivery process and constantly refresh, and the plan should be easy to manage.
1. The first version of the plan should be baseline first to ensure that there is evidence to follow
A good plan is a commitment outside the team and a goal within the team. Once you've reached an agreement, baseline the agreed-upon plan, such as marking the version number, and putting it in the team folder. Once this baseline is complete, the team's next steps are evidence-based, and if there is a change in the plan, explain the reason for the change, and upgrade the version number.
2. The plan should be supervised and implemented, and it should be "shouted out" when it is found that it is postponed
The plan is the basis for the operation of the team, and the project manager should keep an eye on the implementation of the team members, and if someone is delayed, he should remind him in time "Hey, you are lagging behind", and also remind other members of the project team to "pay attention to whether his extension has any impact on you". We often get bogged down in the handling of technical affairs in the project, ignoring the goal of looking up, so it is important to monitor and routinely align the project plan in a timely manner, for example, we can use the weekly project meeting to align the progress, and for urgent and critical matters such as the board, we can even spend 10 minutes every morning to align the plan, so that the information can be transmitted quickly.
3. Plans should keep up with changes
In the project, we have to respond to changes at any time, customer needs change, key technical problems cannot be solved for a long time, key team members have left, project costs are not enough, you have to be "sensitive" to these changes at any time, and the most dangerous thing is to turn a blind eye to changes and rigidly follow the inherent route.
The plan we have gives us a sense of direction and a framework of resources to start adjusting when you become aware of the change. For example, if the key technical problems of a module are difficult to solve, it is necessary to re-examine whether there is any uncoupled with this module in the next work transaction, and take it out in advance, so as not to let the impact of local transaction delay spread; if the key members of the team leave, it is necessary to see whether the tasks he is responsible for can be disassembled into other team members, and if these tasks are decomposed, the execution strategy should be readjusted according to the workload and the ability of the team members.
Finally, after the plan changes, it is necessary to notify the relevant members of the whole team in time, make good use of the weekly meeting or daily stand-up meeting, and do a good job of publicizing that "the plan has been adjusted".
4. Resource guarantee is the dependence on the implementation of the plan
No matter how perfect the plan is, it depends on people to execute, the project wants to plan to go down is to ensure the manpower well, in the figure below we are the intelligent power supply and the manpower estimation when making the plan, according to the transaction estimate how many people need to be invested each month, if the boss says "rest assured, we have people", then the success rate of the implementation of this plan is much higher.
Hardware projects also need to pay extra attention to the cost, hardware veneer costs money, professional experiment incubator booking costs money, product certification requirements, every step of the project has a place to spend money, the same, this also requires you to do a good job of budgeting and keeping the cost. As the saying goes, the soldiers and horses have not moved, the grain and grass go first, and the resources are all there, so you just let it go.
Legacy problems - diligent tracking, to close the loop
To understand the whole process of development, you can learn about this book
Is there a book that is equivalent to 10 years of experience at Huawei?