I've been working with a rather large client, managing the release of a couple mobile applications. Their processes are well documented and many. I mean it...there is a LOT of process. Part of the process the PMs have to schedule are weekly checkpoints with the review board and review board gates prior to advancing into SIT, UAT or Prod. I know that some colleagues may consider this overkill or unnecessary, but I have come to appreciate it.
This type of process isn't for us when we are wearing our startup manager hat. We insist on flexibility and agility. We establish process and try to create repeatable successful performances based on strong startup engineering processes. However, we don't have the immense infrastructure that these large companies do. They have to be extra careful to not effect other groups when making changes, and only well adhered to communications protocols will ensure that.
However, the exercise of going through these gateways has reinforced in my mind the importance of orderly project management and impeccable planning and documentation. Here are a group of folks that insist on seeing your plans and signoffs. There are no excuses, just data: "do you have X?" If not, go back and get it done.
Startups can get sloppy on points like I've described here. Using "We're a startup - fast and furious" as an excuse is a trap. I think we can all look at how we prepare our plans and take this kind of responsibility back to our startups. Don't get bogged down in process EVER, and don't put processes into place before necessary, but plan well and be able to explain your plan and validation every step of the way.
Best of luck,
Brian
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