Be with the team get in to issue, try to solve by including every stake holder. Motivate the team. Without blaming. Give updates to customer on plan & actions.

When facing technical glitches before a product launch, handling time constraints under pressure requires a structured approach: *Initial Response (0-15 minutes)* 1. Stay calm and assess the situation. 2. Gather key team members (dev, QA, PM). 3. Identify the root cause of the issue. 4. Communicate the situation to stakeholders (team, management, customers). *Prioritization and Triage (15-30 minutes)* 1. Categorize issues by severity and impact. 2. Focus on critical, show-stopping bugs. 3. Delegate tasks to team members. 4. Establish a war room or collaborators By following this structured approach, you'll be able to manage time constraints under pressure, ensure a successful product launch, and maintain stakeholder confidence.

To handle time constraints with technical glitches before a product launch, prioritize issues by impact and urgency, focusing on high-priority bugs that affect functionality or user experience. Assemble a task force or assign dedicated team members to address critical issues quickly, and hold brief, frequent check-ins to monitor progress. Streamline decision-making by reducing approval steps and ensure clear, focused communication across the team. If minor issues can’t be fixed in time, prepare a workaround or patch plan for post-launch. Keep stakeholders updated transparently on progress, demonstrating a calm, solution-oriented approach to manage both pressure and time effectively.

1. Firstly as a manager/leader we should gather a team or key members. 2. Then prioritise the issues or glitches to work on. 3. Then motivate the team to work. 4. we should have transparency about the situation to customers. 5. Whatever pressure for the timeline is there that needs to be soaked by you a leader, working team members should not feel the pressure for the timeline. 6. You should have to track the progress continuously and accordingly take a decision.

If the product has regressed through strict quality criterias the glitches might be quick to fix. Nevertheless engage focused teams 1. Investigating team. 2. Other to tackle the pressure escalations and feedback to stakeholders: Give full support to investigating team so that their focus doesn't get deviated from finding RCA. Bring in SMEs from outside if required to get independent view of the issue. Set up war rooms and ensure that team works together to find the cause. Once found plan the fix for permanent solution. Execute the plan to fix the glitch. As a leader depending upon nature of the glitch, its RCA,the fix plan you may need to take a hard call to postpone the launch. Be very transparent and calm in this whole process.

It is always better to have multiple stable versions of the product in hand. If the most recent version of the product is having issues, it would eb vise to start actioning on a parallel process of getting the previous stable ready and, esclte the current version issues with the delivery team. With this approach, if the issues can be resolved in a timely manner, then the latest can be deployed. If not, the last stable version could be used. Furthermore, it is better to script these kind of scenarios in to organisations disaster recovery plan - and test it.

During crunch time, I rely on an agile hybrid approach to manage technical challenges. I prioritize critical issues, ensuring the team addresses the most pressing tasks first. Transparent communication with stakeholders is key, keeping them informed with risk registers and mitigation plans. Internally, I foster open dialogue, boosting morale by framing challenges as opportunities and sharing past insights. Efficient resource allocation and pre-informing key leads ensure we stay prepared. With flexible leadership and buffer time, I navigate pressure while maintaining project momentum.

Glitches? If they are relevant to really offer a good experience or functionality to customer could be delayed launching. Worst decision is to give a product that won't work. You could lost confidence and word of mouth. Obviously you have to work hard to resolve in the less time possible.

Identify glitches frequency of occurrence. Link these frequencies back to the product basis (primal values) and go through the possible permutations among these basis that will produce the glitches. You need a dedicated team with problem solving mindset.

Creo que hoy en día la humanización de los lanzamientos es un gran diferencial de valor. Los errores están allí siempre y sirven para muchas cosas. Lo interesante en la resolución de los mismos es el conocimiento de las capacidades individuales y de las características del equipo. De esa experiencia se toman decisiones para mejorar en la siguiente etapa. Para mí un ingrediente fundamental es tener un equipo que conecté desde el alma