What does it take to orchestrate the largest software release in history? In 2006, a large software manufacturer asked Point B to lead the way on a project to simultaneously launch new versions of all three of its flagship projects around the world, across all sales channels. All at the same time.

This global endeavor included the build-out of many capabilities for launch, including the migration to DVD media, new product activation technology, new packaging form factors, and new product delivery platforms. Operational capacity across three divisions also needed to be analyzed for constraints and increased capacity installed where needed—including additional manufacturing equipment for proprietary media replication, server capacity for release processing, and customer downloads and product information systems. Finally, the company needed to coordinate worldwide operations activities across multiple divisions.

In the first year of leading this expansive project, Point B established the project leadership and methodology needed to make it happen. We built a program structure and Program Management Office for the project, and established a systematic approach to resolving issues, managing launch requirement changes and ensuring that all 38 launch projects were on track. We also coordinated the risk mitigation planning and issue triage essential to a successful execution on this scale. Scope was then expanded, and we evolved the project management methodology and infrastructure to ensure successful execution activities—coordinating the 38 workstreams and dozens of interdependencies that resulted.

Along the way, we created a subculture of collaboration within a typically functionally focused culture, which was critical to working successfully across multiple divisions. By understanding the needs and motivations of various stakeholders, we were able to address them and present the value of cross-division teamwork from their perspective. We also created an environment of trust, in which workstream leaders had the autonomy to manage their own project plans and a blame-free, results-focused environment in which to escalate issues as they needed.

We met every launch requirement and successfully managed the tracking and resolution of nearly 350 issues that we logged as potential threats to the launch. Because of the environments and habits we helped to foster within the workstreams, any problems that arose were quickly resolved—within 24 to 48 hours.

During the weeks leading up to the launch, we held daily team meetings to triage issues and mitigate any problems that could affect its success. Increased capacities and new capabilities were brought online smoothly and in time to support the worldwide launch. Our tight coordination across the products release and manufacturing supply chains enabled on-time launch dates and product delivery, despite the typical launch challenges of delays and component recalls along the way.

The results: a successful simultaneous launch of three flagship products that were ready to enter the global marketplace at the same time—along with the processes and tools to do more such launches in the future.

With the bar set high during the triage process at an executive level, the decentralized ‘business as usual’ model that returned post-launch was deemed less effective. As a result, we were asked to continue managing post-launch issues, leveraging the successful central issue management and communication model already established.

During the post-launch issue-managing phase, we also drove project closure activities to capture key success factors and lessons learned in order to recommend improvements to the company’s end-to-end launch management. These proven launch management tools and processes are now on board to ensure that our client succeeds in the scale, timing and synergy of future product releases.

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