How to plan for the year. Case IT companies 120 people and two practices for small teams

    Habr, hello! My name is Anton, I am the head of YouGile (project management system). The most useful thing I do in a company is to communicate with clients on how to manage projects and how to link departments in the management system.

    The topic of any long-term planning is rarely raised, and only with those companies that are very good at managing.

    Two good planning practices for the year on an Agile board in a small team:

    It turned out that only 5% of teams in general have at least some goals and ideas about what should happen to them in a year. But at the same time, long-term plans and the overall picture of what is happening in the company are the strongest way to draw the team into the project work.

    Key thesis planning for the year for small teams:

    1. Planning for the year is necessary, even if you are a small department in a large organization. The best team plan that I saw in the state unit. Companies - get a full bonus for the year. The team in the department was super cohesive, unlike all those who were outside their office.
    2. The processing of outstanding tasks is important. A good practice is to leave the failed tasks on the board and tick off the reasons.
    3. If initially the team agrees on what to do 8 out of 10, then the adoption of long-term tasks in the team becomes much easier.
    4. The planning scheme on the board for long plans should be extremely simple and intuitive. If an outsider cannot understand in 1 minute what you want to do, then it is necessary to change the scheme.
    5. Of course, we need regular discussions of the planned and amendment of tasks. Once a month to discuss the trajectory of the general flight will be enough.

    Planning for the year in an IT company 120 people

    In a large team, where many departments and managers are all a little different:

    • implementation of a single board with plans will take a couple of months
    • need strict rules and well-configured user groups with different rights
    • we need boards where anyone can express an idea on a project, otherwise the system is perceived by something imposed

    The video shows in detail the case of one IT company:

    Key thesis planning for the year of large teams:

    1. It is worth patience. The introduction of something new in a large team is not easy and quick. There will be three stages: resistance, formation of rules, fixation of rules.
    2. We need chips that make common plans interesting for everyone in the company. For example, the discussion of tasks to improve the office.
    3. Regular discussion processes are needed both throughout the company and in each division separately. All department heads should be involved.
    4. A board with a collection of ideas from all employees works very well next to the board with plans. It is important to ensure the processing of all ideas, but it is easier than it may seem.
    5. If you managed to gather a large team around the general plans for the year, the benefits will be enormous. There will be results that no one planned at all. For example, no one will quit during the whole year.

    All the theses that are presented here are not dogmas. It is important to experiment, to introduce their approaches, to form their climate unlike any other company.

    Links to open boards from the video:

    For small teams
    For large teams
    Our site

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