Andrew Pallant

I have been reviewing project efficiencies from the past to see where I was successful and where I was less successful. In addition, I have been studying for my Green Belt in Lean Six Sigma certification, and now I am trying to apply some of what I have learned to past roles and projects. Sometimes, a smaller continuous change approach ( Kaizen) is required, as personalities sometimes resist change from historical practices. Smaller continuous changes may take too long to see results, but sometimes, the only option is to work within your box ( try-try-again as much as you can ).

Let’s Talk About It…

Software development projects often face delays, leading to frustration and potentially losing stakeholder trust. As a Vice President of Engineering, I’ve seen firsthand the impact late projects can have on a business. I have also seen where the leadership team resists changes even though a postmortem has indicated a change is required. However, strategic leadership and a commitment to continuous improvement can transform these challenges into opportunities for growth and innovation.

Inspiring Ownership Among Teams

Ownership is the cornerstone of a successful project. When product teams and engineers feel a sense of responsibility for the outcomes of their work, they are more likely to go above and beyond to ensure success. To help foster a sense of ownership, it is crucial to involve all stakeholders in the decision-making process, set clear expectations, and recognize their contributions. Doing so creates a culture where each team member is invested in the project’s success.

Gaining Efficiencies and Quality Improvements

Efficiency and quality are not mutually exclusive; they go hand in hand. Implementing agile methodologies, encouraging cross-functional collaboration, and investing in continuous learning can significantly improve both areas. Regular training sessions and workshops can keep the team updated on the latest industry practices, leading to a more efficient and high-quality output.

The Importance of a Postmortem

Conducting a postmortem after a project’s completion is not an admission of failure but a commitment to learning. It allows teams to reflect on what went well and what didn’t, providing valuable insights that can be applied to future projects. This process is essential for identifying bottlenecks and areas for improvement.

Implementing Findings from a Postmortem

Learning from a postmortem is only valuable if the findings are implemented. It is crucial to take action to drive change and prevent the recurrence of past mistakes. This requires a structured approach to integrate the lessons learned into the team’s workflow and practices.

Inspiring Continuous Change (Kaizen)

Kaizen, or the philosophy of continuous improvement, is a powerful tool for inspiring organizational change. It encourages teams to constantly seek ways to improve their processes, no matter how small. This mindset leads to incremental changes that, over time, result in significant improvements.

How Can Six Sigma Help?

Six Sigma is a methodology that provides teams with the tools to improve the capability of their business processes. By reducing process variation, Six Sigma can lead to more predictable and improved quality. Its data-driven approach is invaluable for making informed decisions that enhance performance.

Dealing with Resistance to Change

Change is often met with resistance, whether from business leaders or engineering teams. When business leaders are reluctant to alter their management style, it’s essential to demonstrate the value of change through clear communication and by presenting evidence of the benefits. Similarly, when engineering teams resist improving development processes, involving them in the solution-finding process can lead to greater buy-in and a willingness to adapt. The engineering team is often willing to adopt, but my recent experiences have shown that the leadership team will not. What you can do is try to make changes at the developer level the best you can but attempt to deliver what the leadership needs or desires; this will still often set you up for failure, but analyze, do a postmortem and keep trying to implement with baby steps to gain a continuous improvement as long as you can ( try-try-again ).

Conclusion

The role of a VP of Engineering is multifaceted, requiring technical expertise and the ability to lead and inspire teams. By addressing the common challenges faced in project management, fostering a culture of ownership and continuous improvement, and effectively implementing change, engineering leaders can drive their teams and projects to new heights of success. Remember, the journey toward excellence is ongoing, and each step is toward a more efficient, innovative, and prosperous future.

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