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As a QA leader I had to choose between run a full check of a new functionality that wasnt very popular or use or let the change pass over with the aprove of the PM for some time saving. I choose run the full check, take a few days more, but when the functionality goes to production it works well, without any bugs.

I have handled multiple feature and integration program end-to-end. I will share an example with respect to the delivery of a partner integration program.

1. Align the scope with partner: We did a product walkthrough of the existing app with the partner to align them with the product user journey

2. API Documents from partner: Post the journey walkthrough, we request for the partner API for the loan onboarding journey

3. API Analysis and Documentation: Once we received the APIs, we do an exhaustive API testing and also map them with our existing application. During this phase, we evaluate if all the fields present in the partner APIs are relevant to the existing applications, feasibility check on the mandatory fields and parameters. Also evaluate workarounds in case of missing fields. This is then documented for the Engineering teams to consume for the tech solution and execution phases.

4. PRD Creation: Created a detailed documentation with relevant details like scope of the program, consents and tncs, API details, partner information, API workflow, user journey workflow stages, etc.

5. Product walkthrough and grooming: Align the engineering team with the scope of the program journey

6. Tech Solution: Finalize the implementation approach and alignment with all the relevant engineering teams required for the development. Finalize the internal contracts between engineering teams.

7. Roadmap and timeline plan: Create the execution plan, post discussions with all teams and align the same with the partner as well. Request the partner execution plan too for streamlining both team's timelines.

8. Development and Integration testing: During this phase, the engineering team completes the development and also conducts integration tests to confirm the changes are working end to end. the QA team, writes the manual and automation test cases for the E2E testing. Environment mappings are finalized for end to end testing

9. E2E Testing: The QA engineers execute all the test cases covering happy, negative and edge case scenarios. Bug reports are published, which the development team triages and fixes on priority for closure of this phase.

10. Product and Partner UAT: A workshop is conducted where the Product managers and Partner is given a demo for the entire journey to validate if they are aligned with the developed journey. Once teams have validated, a sign off is shared by internal and partner teams.

11. Production movement: A production production discussion is conducted to align on the backward compatibility of the changes, rollback plan and order of deployment before the production deployment date

12. CUG: A closed user group testing is conducted with selected real time customer, to check if the application is performing as expected on the live application

13. Agreement sign off: Confirm on all legal agreement closures before opening the feature to 100% live traffic

14. Customer Go-live: Whitelist users to be able to access the application.

My system will have the following components

a) Credit Check Service -> we use this to check the credit worthiness of the user 

b) Collect Credit card infomraiton - which will then be authorized to be charged in installments at a later time

c) A scheduler which schedules a payment to be charged 

When I started to as PM in China, I was responsible for managing a Project for an important customer. After few days in charge of this program, the Engineering Manager provided feedback that my Project schedule was not feasible based on the testing requirements defined by his team. This automatically delayed the first EVT delivery.

Then, immediately asked for a meeting with the Engineering team to get more specific feedback and understand what was missing in my schedule, what were the technical requirements and why these testing was so important.

I took the inputs and spent some time analyzing in detail all technical requirements, reviewing with different core team members all activities Lead Times, dependences between tasks and looking at other projects data to identify patterns.

With all these inputs, I created a new plan. I coordinated a daily opening and closing meetings with the core team to monitor activities and prevent task duplication between cross-functional teams. I also highlighted the issue to my manager and explained him the root cause of the problem, and the new plan. Together we informed our customer about the delay and kept working together to reach the new committed schedule.

Finally, we delivered the EVT units to our customer according to the new schedule. My manager also acknowledged the effort to enhance the customer satisfaction, and the experience showed me the importance of being honest and proactive in communication. From this day I also keep 2 weeks of buffer in my programs schedule

I was managing organization wide restructuring program where goal was to map all resources with their delivery accounts to keep a track of account’s PnL and manage capability as cost centre. We also intended to design KRA and KPIs for each individual level to make our Performance Assessment data driven and transparent. This was a big change at employee level at professional and emotional level too. It meant changes in their reporting structures, extra reporting and performance management by all managers, clear KPIs alignment and selection.

Planning Level: We identified all the major business account heads, capability and other function head and organized a communication platform to make them aware and comfortable with the changes. We undertook their inputs on pros and cons and some caution to be exercised

Execution Level: We started executing these changes with L0 level employees and moved up to leadership team. Along the way we encountered some risks and outlier conditions to be managed.

Communication Strategy: We worked with all business and functional heads on our communication strategy to reach out to all the employees. Head multiple events and workshops to discuss the changes.

Data Platform changes: Evaluated all the data platform changes required and planned a phased out approach to bring those changes in the system as well.

However, when we were about to reach closure of this program, I realized that I have made a big mistake of readiness of our existing platforms to support all the changes required and existing data integrity. It really took a toll on everyone involved to clear up data accuracy before the changes could be introduced.

我会主动和组内的成员进行沟通，遇到风险或者问题及时上报，同时我也会考虑是否有我可以帮的上组内工作的方面

在我刚加入我们团队对产品移动端重构的过程中，我发现大家在移动端设备的调试上不够熟悉，团队选择使用的是chrome的模拟工具，但是在不同设备的兼容问题的解决上效率很低。发现了这个问题之后，我向组内的资深工程师咨询，掌握了我们的项目的构建和调试方案，通过提供fiddler，charles脚本和文档的形式，分享给整个组一套切实有效的移动端调试方案，提升了组内的mobile debug效率。之后，团队变得更信任我，在我做为新人的情况下，主动让我负责了更复杂的项目。