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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

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.

At my previous job, the development process moving slower than expected at my first project since I was not familiar with the development progress.

When I realize this situation, I tackle this problems with some actions: (I took proper action afterwards:

1.First, I start by thorough understanding the development process and test plan, which associate the function test case, requirement and criteria for each phase. Those could let me planning the design schedule accurately, andarrange the test resource more efficiency.

2.On the other hand, to set the check point for project review

3.For issue management, provide the issue summary which include isolation result, impact and mitigation plan for risk assessment for further control. Take partial review with team members in order to ensure could meet target performance in tight schedule.

Both give me the precise control for development and test area, and could identify potential risk in advance, be able to have recommendations for improvements as well.

After that, I have in charge for more than 15 projects and achieve 94% timely delivery of high-quality results.

Alsoability to manage multiple projects simultaneously.

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.