This article is compiled from the topic sharing on TOP100 by Huang Weibin, senior product manager of Digital Guangdong "Guangdong Provincial Affairs".
Project origin
Digital Guangdong Company was established in October 2017. It was jointly established by Tencent and the three major operators to help government services achieve digital transformation and upgrading. At present, Digital Guangdong has realized the "3+3+3" construction model in Guangdong, and has produced three service platforms, "Guangdong Provincial Affairs", "Guangdong Business Communication" and "Guangdong Zhengyi", which are oriented to different user groups. Among them, "Guangdong Provincial Affairs" has become one of the star brands in the national government service.
Although "Cantonese Affairs" is only a WeChat mini program, it carries a very large volume. As of December 2020, "Guangdong Provincial Affairs" has developed more than 90 million real-name users and launched more than 1,600 government services on the mini program. Seventy percent of the government services are "zero-running", which means that ordinary people can search for the "Guangdong Provincial Affairs" applet through WeChat, and after passing the facial recognition verification, they can realize the provident fund withdrawal and application for their children without leaving the house. Enrollment and other operations. "Guangdong Province Affairs" allows the people of Guangdong to enjoy the convenience of "fingertips".
At the beginning of 2020, the epidemic is raging and has an unexpectedly huge impact on all walks of life. It also brought a series of panics: ordinary people are worried about how to protect their health due to information asymmetry and lack of information. Various industries and companies have different epidemic prevention appeals, which need to be transmitted to the competent departments of various industries through the network, but this channel was very imperfect or even missing at the time. Local governments are faced with a sudden epidemic and lack channels to quickly collect grassroots appeals.
Based on the panic and anxiety caused by these aspects, the team, from the perspective of the company and "Guangdong Province", in turn realized that a set of socially responsible services is needed to serve the government and ordinary people. This is the epidemic prevention and control service. The origin of the project.
There are three difficulties in epidemic prevention and control service projects: tight time and heavy tasks, difficult to advance, and concurrent advancement of multiple special projects. The situation of the epidemic is getting worse, team members have to fight alone due to home isolation, and facing shorter and shorter R&D and release cycles in the foreseeable short period of time, these have brought a very big impact to the entire team. pressure.
In response to the above problems, the team had to reflect on whether the current research and development model can sustain it. After discussion, the team formed three ideas to accurately meet the key points of the team’s collaboration at the time: open product planning, flat team organization and management, continuous quality management, and use of excellent agile R&D tools to support project implementation .
Open product planning
At that time, the team was faced with receiving different requirements from multiple departments almost at the same time. If the team only did it in a point manner, the services they produced would be like chimneys that could not see each other. Such a service system It is very loose for the people and government customers. Therefore, the team resolutely raised this link to achieve a complete plan.
After that, the requirements are decomposed to clarify which of the many requirements are critical and prioritized, and which are derivative. After initially dividing them into several categories, add other requirements. After continuous combing, the team concluded three frameworks. These three frameworks are not only the current results, but also take into account the tolerance of new requirements in the future, which can organize the team's services in an orderly manner and lay the foundation for subsequent implementation.
Flat team organization and management
After setting up the framework, the next question is how to allocate the team's manpower so that everyone is clear about the service they are responsible for. The team formation management method has three characteristics: the first is dedicated supervision, that is, each small team takes care of the service construction in the corresponding framework; the second is the decomposition of responsibility, which is to decompose the construction work after the first step is dedicated to supervision, Implemented to specific roles, for example, a product manager is responsible for a certain function in the mass epidemic prevention service, and synchronizes with the established supporting performance decomposition mechanism in the team, so that the input and output of the entire team can be managed; The third feature is the joint review mechanism, which is aimed at some non-single-soldier operations, communication between systems, and serial services between functions. Related small teams can jointly implement cross-project allocation of resources and coordinated promotion strategies. Appeal.
Continuous quality management
In the solution of epidemic prevention and control, quality management is very important. In this regard, the team has mainly done four parts:
The first part is more intuitive, that is, to continuously publicize and implement a set of company specifications to the entire team, so that everyone can grasp the importance of quality control.
The second is the evaluation of role conformity, which is a model for the QA team to assign scores to different functional roles of the entire team based on a practical situation. For example, there is a role compliance evaluation index for the product manager model in the team, which is to quantitatively evaluate the timeliness of the demand solution output by the product manager in the special project he is responsible for, or to perform a certain demand review. The proportion of time in the delivery of the entire iteration.
From this indicator, it can be seen whether the product manager has left enough time for other functional positions. In this way, it is possible to quantify and output the degree of match between each role and the team's expectations in the entire team. This degree of match can be used by the entire team to reflect on which link is not well done, or that a certain function may still be improved Space.
The next two parts are iterative delivery quality audit and review analysis. They are all from some application tools, or implementation tools, extract some of the data process execution in a quantitative form, and synchronize its problems to the entire project team.
"Guangdong Province Matters" +TAPD
So, how to implement the above-mentioned methodologies? Tools are needed for landing. Here, the Guangdong Provincial Affairs Department mainly uses Tencent's agile R&D collaboration platform TAPD. This platform team is customized from five parts to meet the needs of the "Cantonese Provincial Affairs" in the high-speed operation of the epidemic project.
The first point is process customization and mode adaptation , that is, after the team starts using TAPD, how to "prun" it to fit the team perfectly. For example, the team has almost enabled all the key applications of TAPD, and re-customized the entire TAPD process according to the team’s actual experience in each application, reorganized and customized the project from process to field, and adjusted it to the best fit for the team’s work. The model saves unnecessary costs during the race against time for the construction of epidemic prevention and control services.
The second point is the sharing and management of project process output, here is the use of TAPD documentation and Wiki functions. The team sorted all the materials and put them in TAPD, organized them in the form of online file management, and updated them in real time. No matter which team or member, you can find the latest version of documentation in TAPD. This is very effective in avoiding the previous offline discrete communication and group posting of files, which caused the inconsistency of the file versions in your hands.
The third point is to make all the processes that require collaboration online , including some very important operations such as task deployment, demand transfer, release approval, etc. The team relies on TAPD to complete. And the flow of TAPD is completely transparent and open, that is to say, the relevant persons responsible for the entire project can see the details of each approval, or where each stuck or blocked point is. Secondly, the connection between TAPD and other tools is also very good, such as corporate WeChat, corporate email, etc. When the team needs to collaborate with others, after we initiate it with TAPD, we can send messages to more contacts simultaneously. If the other party is not in the office or in front of the computer, the TAPD mobile terminal on the mobile phone can also complete the related work, which is very efficient.
The fourth point is that the team's self-developed automation tool is connected to TAPD to achieve in-depth optimization of the process. For example, before the docking, when the team test is successful, it will automatically generate a test report based on the team's own research and development, and publish it to the entire team. But when switching back to the workflow, after completing the test, we must prepare to release the iteration. At this time, we have to fill it out and edit it again at the work order level before we can initiate a work order.
Although this link is a one-step manual operation, once more iterations and a faster pace become available, it will actually consume a lot of team energy. So around this aspect, the team also reviewed how to further improve efficiency. Therefore, the team did an iteration of its own tools, that is, after the test is successful, the data can be automatically reported to TAPD, and an applied work order is initiated.
The fifth point is continuous improvement and adjustment of the agile model , mainly around the QA function, that is, how to get more data, and reflect the data of the entire collaboration process in the QA report and the effectiveness of the entire team. This place actually uses the automatic analysis function of TAPD. The team can get real-time reports on demand, or see what operations have been experienced in each detail, that is, its history, and restore the entire processing process as much as possible.
Through the use of the TAPD platform, the team worked together. After 96 hours from the New Year's Eve, the first version of the "Guangdong Province" epidemic prevention and control service zone was quickly launched. In the four days after its launch, "Guangdong Provincial Affairs" released 6 successive versions. At present, the frequency of iterative evolution of "Guangdong Provincial Affairs" and its supporting epidemic prevention and control services has stabilized at more than 1.2 versions per day.
The “Yuekang Code”, an important digital epidemic prevention and control product in Guangdong Province, needs to be released in conjunction with important departments such as public security and health in every iteration. It is urgent and important and cannot be missed. Combining Tencent's agile practical experience and TAPD platform, "Yuekang Code" successfully passed the epidemic test and stably provided the province's epidemic prevention and control services, digital customs clearance information services for Guangdong, Hong Kong and Macao, and epidemic prevention management services for immigration personnel, becoming an important part of the prevention and control system in Guangdong Province Support results.
Based on Tencent’s TAPD agile product R&D platform and Digital Guangdong’s highly tailored and improved agile R&D model, the “Guangdong Provincial Affairs” platform is for Guangdong’s “external defense input, internal non-proliferation, group prevention and group governance, and joint prevention and joint control” epidemic The prevention and control system has built a solid and stable service guarantee.
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