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30-60-90 Day Plan

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Kimberly Wiethoff, MBA PMP CSM ITIL

This document outlines a 30-60-90 day plan for a new Technology Director/Manager. The plan focuses on: - Understanding team culture and customers in the first 30 days - Defining an action plan and securing early wins in the next 30 days - Reorganizing the team, engaging stakeholders, and implementing management processes in the following 30 days - Evaluating successes and failures after 90 days and identifying new strategic initiatives and challenges for the team.

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TECHNOLOGY DIRECTOR / MANAGER APPLICATION DEVELOPMENT 30-60-90 Day Plan
INTRODUCTION 4 Main Objectives: ï‚„ Be prepared ï‚„ Always do my best work ï‚„ Never take things personally, but analyze failures ï‚„ Never make speculations, but rely on facts Observe and Learn Act and Build Sustain and Push
30-DAY: SET THE BASELINES Understand Team Culture Meet Team Customers Stakeholders Learn Processes Procedures
GAIN VISIBILITY Analyze the current situation: • Get current status • Determine Immediate problems to solve • Understand where each customer stands Meet customers : • In terms of Management, Team, Organization, Process, Offer • Meet champion customers => gain feedback • Meet also early lost opportunities and churned customers Secure early wins meaningful to the team : • Focus on 3-4 most critical wins to be secured • Involve the team in this momentum
LEARN MORE ABOUT THE TEAM Meet the Team & Stakeholders and Prepare Team Skills Inventory & Stakeholder Analysis (RACI) Establish strengths and weaknesses chart & Identify gaps that need to be addressed (SWOT) 5 questions • What are the biggest challenges? • Why is the team facing them ? • What are the most promising opportunities for growth ? • What would need to happen for the team to exploit the potential for these opportunities ? • If you were me, what would you focus on ?
CULTURE AND MANAGEMENT Attend meetings, learn corporate culture • Processes, Procedures, and Culture • Have complete understanding of applications, products and tools Discuss activities With: • Top global account Directors / Top Management • Matrixed Cross Function managers and functional managers • Be open to suggestions and Best practices
60-DAY: DEFINE AN ACTION PLAN AND DELIVER Organize Team Culture Develop Relationships Team Customers Stakeholders Adapt Processes Procedures
IMPLEMENT AN EARLY MANAGEMENT PROCESS Book periodic meetings with the team : • Operations Team • Management Team • Strategy Team • Development Team Use proactive and reactive indicators : • Roadmap planning • Portfolio profitability • Time-sheets • Budget Analysis • Overall product health • Percentage churn / portfolio value / engagement
REORGANIZE AND EMPOWER THE TEAM Fill the gaps identified •Strategy – Executive Team •Operations •Project team •Production Support Team Make sure each member is at his right place •Developers/Engineers •Business Analysts •Quality Analysts and testers •PM – Scrum Master, Project Managers, Product owners Support the team and begin to value and foster team spirit and synergy.
ENGAGE : BE PROACTIVE Operationally Strategically Develop Relationships •Continuous feedback •Production basis •Strategic basis •Supervising basis •Leverage the relation to be more strategic (if needed) •Organize events at the Customers’ site or in-house •Into customers services •Cross-networking •Attend professional organization meetings
90-DAY: SHORT & LONG TERM PROJECT MANAGEMENT Push Team Secure Team Customers Stakeholders Optimize Processes Procedures
FIRST APPRAISALS Identify Wins and Failures •Products •Team production Achieve Alignment of the business unit •All team members must be working in a concerted effort •Elements to sync : Strategy, Structure, Skills, Culture Obtain feedback from new processes and procedures •From the team •Establish a way to reward team performance
IDENTIFY NEW CHALLENGES Identify Strategic initiatives Individual challenges Team projects Organize team building (informal ones)
30-60-90 DAY RECAP 30-Day : Observe & Learn 60-Day : Act & Build 90-Day : Sustain & Push
BY: KIM WIETHOFF

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30-60-90 Day Plan

  • 1. TECHNOLOGY DIRECTOR / MANAGER APPLICATION DEVELOPMENT 30-60-90 Day Plan
  • 2. INTRODUCTION 4 Main Objectives: ï‚„ Be prepared ï‚„ Always do my best work ï‚„ Never take things personally, but analyze failures ï‚„ Never make speculations, but rely on facts Observe and Learn Act and Build Sustain and Push
  • 3. 30-DAY: SET THE BASELINES Understand Team Culture Meet Team Customers Stakeholders Learn Processes Procedures
  • 4. GAIN VISIBILITY Analyze the current situation: • Get current status • Determine Immediate problems to solve • Understand where each customer stands Meet customers : • In terms of Management, Team, Organization, Process, Offer • Meet champion customers => gain feedback • Meet also early lost opportunities and churned customers Secure early wins meaningful to the team : • Focus on 3-4 most critical wins to be secured • Involve the team in this momentum
  • 5. LEARN MORE ABOUT THE TEAM Meet the Team & Stakeholders and Prepare Team Skills Inventory & Stakeholder Analysis (RACI) Establish strengths and weaknesses chart & Identify gaps that need to be addressed (SWOT) 5 questions • What are the biggest challenges? • Why is the team facing them ? • What are the most promising opportunities for growth ? • What would need to happen for the team to exploit the potential for these opportunities ? • If you were me, what would you focus on ?
  • 6. CULTURE AND MANAGEMENT Attend meetings, learn corporate culture • Processes, Procedures, and Culture • Have complete understanding of applications, products and tools Discuss activities With: • Top global account Directors / Top Management • Matrixed Cross Function managers and functional managers • Be open to suggestions and Best practices
  • 7. 60-DAY: DEFINE AN ACTION PLAN AND DELIVER Organize Team Culture Develop Relationships Team Customers Stakeholders Adapt Processes Procedures
  • 8. IMPLEMENT AN EARLY MANAGEMENT PROCESS Book periodic meetings with the team : • Operations Team • Management Team • Strategy Team • Development Team Use proactive and reactive indicators : • Roadmap planning • Portfolio profitability • Time-sheets • Budget Analysis • Overall product health • Percentage churn / portfolio value / engagement
  • 9. REORGANIZE AND EMPOWER THE TEAM Fill the gaps identified •Strategy – Executive Team •Operations •Project team •Production Support Team Make sure each member is at his right place •Developers/Engineers •Business Analysts •Quality Analysts and testers •PM – Scrum Master, Project Managers, Product owners Support the team and begin to value and foster team spirit and synergy.
  • 10. ENGAGE : BE PROACTIVE Operationally Strategically Develop Relationships •Continuous feedback •Production basis •Strategic basis •Supervising basis •Leverage the relation to be more strategic (if needed) •Organize events at the Customers’ site or in-house •Into customers services •Cross-networking •Attend professional organization meetings
  • 11. 90-DAY: SHORT & LONG TERM PROJECT MANAGEMENT Push Team Secure Team Customers Stakeholders Optimize Processes Procedures
  • 12. FIRST APPRAISALS Identify Wins and Failures •Products •Team production Achieve Alignment of the business unit •All team members must be working in a concerted effort •Elements to sync : Strategy, Structure, Skills, Culture Obtain feedback from new processes and procedures •From the team •Establish a way to reward team performance
  • 13. IDENTIFY NEW CHALLENGES Identify Strategic initiatives Individual challenges Team projects Organize team building (informal ones)
  • 14. 30-60-90 DAY RECAP 30-Day : Observe & Learn 60-Day : Act & Build 90-Day : Sustain & Push