When a project has been launched and planned, and there is a milestone and Gantt chart produced by the joint efforts of everyone, the project can finally email list enter the execution stage. In product development, this execution can be divided into two main steps: development and testing.
At this stage, the product manager does not need to do other superfluous things, whether it is the development or testing process, only need to complete these three things, namely manage progress, manage changes and manage bugs. On the basis of milestones and Gantt charts, we should assess the situation and act according to the plan.
4.1 Manage progress
In terms of schedule management, product managers need to correctly recognize their role. In this process, the core of product managers is to keep the project on the right track. At the same time, I have an equal relationship with the development of children's shoes, and there is no leadership relationship. A measure such as the ratio of the evaluation time to the actual time is useless except to let you know whether the development is reliable.
What product managers need to track most is the remaining time required to complete the task. By comparing this time with the task time cost, the risk of work segmentation can be assessed. If risks that may be caused by lack of time are identified, a process to address the risks needs to be introduced.
Therefore, product managers need to keep an eye on two remaining times: milestones remaining and work details remaining . The former depends on the progress of the latter, remember: it is difficult to have good results without a good process. When the completion of the details of the work is delayed again and again, the milestones cannot be completed smoothly.
Everyone doesn't want to be disturbed frequently, especially the development that sinks into the code world. Interrupting R&D is equivalent to stagnant production and the quality of production tools declines (this sentence comes from our company's technical experts). Therefore, in the early stage of the project, a better way to manage the progress through weekly meetings, this rhythm can prevent the team from being interrupted frequently. First, through weekly meetings, product managers need to pass on the pressure of milestones to everyone on the project, and second, to give team members the opportunity to understand and tell everyone why development is faster or slower than expected, this process also helps Product managers identify whose progress is blocked. Finally, in the face of some complex issues, you can synchronize information at the weekly meeting, communicate with each other, and reach a consensus.
In fact, both product managers and developers themselves tend to be overly optimistic. When the product manager finds that the entire project has serious time risks, it may be necessary to start the agile schedule management mode, such as the opening of a 5-minute standing daily meeting.