- Set up time with your manager to understand your responsibilities and how you'll be evaluated.
- Learn how to delegate effectively.
- Accept coaching and take advantage of training.

- What projects are they working on?
- What motivates them?
- Where do they need help?

- Conduct one-on-one meetings with each member.
- Hold a team meeting to share your vision.
- Acknowledge team concerns and explain how you'll address them.
- Discuss your communication style with the team.

Good candidates are often overlooked because of excessive focus on technical skills that aren't required.

- Create a skills matrix for your team.
- List primary and secondary skills needed to meet goals.
- Identify gaps and decide whether to hire or train internally.

- Always be hiring.
- Use social media to attract new talent.
- Maintain a list of future skill needs.

Leaders must communicate the organizational vision clearly, explaining what, why, and how it impacts day-to-day tasks.

- Anticipate questions and prepare answers.
- Don’t discuss detailed tactics.
- Tie the vision to your team’s charter.
- Reiterate the vision often.

- Ensure each team member connects to the goal.
- Create goals collaboratively.
- Make them quantifiable and time-bound.
- Translate the vision into goals.

- Define clear objectives.
- Add measurement criteria.
- Determine measurement duration.

KPIs measure progress toward goals and create accountability for each individual.

Measure: Number of customers trained.
How: Enroll all new customers in monthly training.
Who: Training Manager.
When: Reviewed monthly.

Create 3–5 KPIs per individual.

When your team helps set goals, they are more invested and committed.

Communicating vision inspires the team—leave tactical details for later.

Pause meetings to align on goals. Ensure everyone understands how their work supports business objectives.

Developers should understand how their code aligns with business outcomes and communicate in business terms.

Leaders must be able to translate technical details into business impact.

- Know your audience and their needs.
- Use analogies for clarity.
- Avoid abbreviations unless well-known.
- Check for understanding regularly.

Teams must understand the business problem, competition, and differentiation.

Use weekly meetings to share business performance, customer growth, and company strategy.

Helps teams connect their work to business success and goals.

Know what your non-technical audience needs to accomplish their goals.

Teams should communicate their work in relation to business objectives and stakeholder impact.

Leaders must communicate frequently and empower regional teams.

Cultural nuances, communication barriers, time zones, and perception of power between HQ and regions.

- Meet with local HR to learn policies and culture.
- Hold "get to know each other" sessions.
- Create a shared info platform.
- Be mindful of time zones.
- Establish meeting ground rules.
- Give real-time feedback.

A clear, shared vision unites geographically and culturally diverse teams.

Explain how corporate strategy translates into regional action.

Encourage questions and ensure understanding across cultures.

Build cross-region virtual project teams to increase diversity and collaboration.

A team is built on trust in the vision, in one another, and in intent.

- Share team goals with stakeholders.
- Align regionally.
- Appoint regional leads.
- Share success stories regularly.

Virtual, cross-region teams promote understanding and collaboration.

Meet local HR to learn cultural and operational differences.

Communicate often and empower regional teams.

Break large problems into manageable parts and manage risk effectively.

Take a concept to revenue—execution determines success or failure.

Strong program management determines project success and company viability.

1. Tell me about yourself.
2. What would you like to contribute?
3. What’s going right with the project?
4. What needs fixing?

Teamwork is a learned skill—essential for substantial outcomes.

Both are critical for program management success.

Scope — What to build
Schedule — How long it takes
Resources — People & materials
Risk — Identify and mitigate issues early

- Right skills?
- Need training or help?
- Correct hardware/environment?
- Adjustments needed to avoid risks?
- Time/hardware/people/resources required?

Builds confidence and positive mindset.

Find problems early enough to fix them.

Each task reports 0%, 25%, 50%, 75%, or 100% done.
Identify stalled progress quickly.

Encourage developers to ask for assistance—it's not weakness.

Be clear, consistent, and trustworthy. Review results with team before execs.

Demonstrate value creation to build credibility and career growth.

Defect tracking pre- and post-ship maps directly to customer satisfaction.

Phase 0 — Concept
Phase 1 — Engineering Response
Phase 2 — Execution
Phase 3 — Release

Phase 0 — PM, Architects, Product
Phase 1 — Add Eng, QA, Support
Phase 2 — Developers, Testers
Phase 3 — QA, Tech Pubs, Sales, Marketing

Clarify purpose, roles, measurable criteria, and keep releases short.

Identify actual contributors early and ensure participation.

Traditional phases: Requirements → Design → Implementation → QA.

Defined by the customer—understand their expectations and problems.

Analyze personas to gather complete and accurate inputs.

Define pass/fail criteria; test internally first.

Ensure compatibility across OS, network, storage, and databases.

Smaller, incremental releases manage risk and clarity.

Define what success looks like—cost vs. results.

Have an agenda, name presenters, review actions, assign owners.

Clarify the problem before discussing solutions.

Assign ownership, confirm timelines, schedule follow-up.

Argue issues, not people; end with lessons and next steps.

Storming → Forming → Norming → Performing

Stable, agreed-upon plan avoids confusion and scope drift.

Phase 1 concludes with go/no-go and budget commitment.

MRD = Market Requirements Document
PRD = Product Requirements Document
MRD defines problems; PRD defines solutions.

Acceptable bug severity levels, beta/POC results.

Longest dependency chain in a project; determines duration.

Central hub for PoR, specs, schedule, reports, and change control.

Never delegate up; be prepared, objective, and concise.

Quarterly Business Reviews track schedule, risk, scope, and quality trends.

Requirements → Interface → Code Review → Testing → Findings

Sev-1: Crash/Data Loss
Sev-2: Productivity/Compatibility
Sev-3: Minor/Cosmetic

OK: many Sev-3, few Sev-2.
Not OK: any Sev-1.

High compatibility may reduce quality, support, or performance.

SWOT = Strengths, Weaknesses, Opportunities, Threats
Sources: Job postings, roadmaps, product lines.

Chief, Lead, Enterprise, Software, Infrastructure, Business, Data

Overall design of systems that keep the business running.

Understands business tech, strong design, strong communication.

CMMI, Carnegie Mellon, NAS EA Maturity Model.

COBIT, ITIL, ISO/IEC, TOGAF, Zachman, FEAF, Gartner, PMBOK, Six Sigma.

Benefits: Efficiency, support, control
Challenges: Cost, change resistance, differing standards

Open: Free but inconsistent
Closed: Stable but vendor-locked

Apps, Hardware, Identity, Development, Laws, Connectivity

1) Identify User
2) Authenticate
3) Authorize Access

Objectives → Goals → Tactics → Measures

Simplify, set standards, reduce vendors, use cloud, isolate critical assets.

Simplify structure, hire hybrid talent, iterate, collaborate.

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