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Presentation at TAMK Digital media about project management in the field of digital service productions.
Citation preview
INSIGHT PROJECT MANAGER:
SUPERMAN IN PROJECTS OR SOMETHING ELSE?
Tommi Pelkonen Strategist
FRANTIC
October 11, 2012
© Frantic 2012
TOMMI IN BRIEF
2010$>:'Strategist'at'Fran-c'2008$2010:'Business'Consultant'at'Finpro'Budapest'in'ICT/so<ware'business'
2005$2008:'Strategist'at'Satama'Amsterdam/1999$2005:'Business'Consultant'at'Satama'Helsinki/1996$1999:'Research'at'the'HSE'Electronic'Commerce'Ins-tute,'
focus:'digital'media'service'companies'
'
Born'1971,'married,'daughter'
M.Sc.'(Econ.):'1999,'Helsinki/School/of/Economics,'HSE,'Interna-onal'Business,'Finance'&'Accoun-ng,'Informa-on'
Technology'
'
Lecturer'and'author'of'several'publica-ons'&'ar-cles'in'the'
fields'digital'media,'interna-onalisa-on'of'SMEs'and'service'
business'
'
Industrial'focus:'Media,'Telecoms,'Financial'sector,''
B2B'Commerce,'Industrial'manafacturing'
Consul-ng'focus:'Strategy,'Procesess'&'Innova-on,'Digital'
opportuni-es,'Business'modelling'
Mo#o:%%“The%most%robust%knowledge%is%created%in%interac9ons,%via%posi9ve%conflicts”%
© Frantic 2012
TOMMI IN LINKEDIN
© Frantic 2012
ONLINE CUSTOMER SERVICE DESIGN AND PRODUCTION (INCLUDING ADMINISTRATION USER INTERFACES) FOR HELSINGIN SANOMAT, THE LARGEST
DAILY NEWSPAPER IN SCANDINAVIA. ASIAKASPALVELU.HS.FI
5'
ONLINE SERVICE DESIGN (INCLUDING PRIVATE AND CORPORATE HEALTH EXTRANET) FOR TERVEYSTALO, LEADING PRIVATE HEALTH SERVICES PROVIDER
IN FINLAND. WWW.TERVEYSTALO.COM
EXPERIENCE OF SUCCESSFUL IMPLEMENTATION OF GLOBAL SITES
GLOBAL REDESIGN FOR LEADING ONLINE SECURITY COMPANY F-SECURE. WWW.F-SECURE.COM
EXPERIENCE OF SUCCESSFUL IMPLEMENTATION OF GLOBAL SITES
FRANTIC IS THE DIGITAL LEAD AGENCY FOR VALTRA, A LEADING TRACTOR MANIFACTURER - WWW.VALTRA.COM
EXPERIENCE OF SUCCESSFUL IMPLEMENTATION OF GLOBAL SITES
DIGITAL SERVICE DESIGN AND DEVELOPMENT FOR ALL 32 FINNAIR GLOBAL SITES. WWW.FINNAIR.COM
RESPONSIVE REDESIGN FOR WIRELESS POWER CONSORTIUM (IN WORKS)
EXPERIENCE OF SUCCESSFUL IMPLEMENTATION OF GLOBAL SITES
RESPONSIVE DESIGN
• A very hot topic in today’s web is responsive design
• Through responsive design, as the layout adapts to di!erent screen
resolutions (desktop, tablet and mobile), there is no need for a
separate mobile site
Frantic.com
Quru.fi
Campbells.fi
Toolonlahdetalot.fi
RESPONSIVE DESIGN AND PRODUCTION REFERENCES.
INSIGHT: PROJECT MANAGER - SUPERMAN IN PROJECTS OR SOMETHING ELSE?
• TO START WITH: Insight into digital media and internet in Finland
• DEFINITIONS: Key concepts in project management
• SOME HINTS: How projects succeed and fail…
• HOT TOPIC: Agile project management
• TOOLS AND SOLUTIONS: Insight into some practicalities of modern PM
• SUMMARY: Conclusions and recommendations
© Frantic 2012
BACKGROUND: THE DIGITAL REVOLUTION HAS REALISED, BUT IT STILL CONTINUES
• The Internet has changed consumer and industrial buyer behavior permanently.
PERMANENT CHANGE
• All business operations are influenced by the online channels and e-business. TOTAL IMPACT
• Customers and consumers have more power than ever in economic history
EMPOWERED CUSTOMERS
• Digital channel functions as transformation agent within organisations. Competences to run digital channel-drive business increase gradually.
CHANGE DRIVER
• Change process takes time – many business processes are not yet digitised nor utilise the online channel to the its potential. Solid success metrics are emerging.
STILL HUGE POTENTIAL
• Innovation and society fragmentation continues – globally. FRAGMENTATION
eBusiness = Business!
© Frantic 2012
A DAY IN THE INTERNET
14
© Frantic 2012
DAY IN INTERNET
15
WORLD-WIDE-WEB IN 60 SECONDS
© Frantic 2012
THE WEB OF TODAY IS:
SOCIAL MOBILE
CONTEXTUAL CONTENT-ORIENTED
DELIVERING EXPERIENCES AND BETTER BUSINESS
and all about
Image courtesy of Brad Frost - http://bradfrostweb.com/
Image courtesy of Brad Frost - http://bradfrostweb.com/
AND THE WAR OF ECOSYSTEMS IS ON
Mac computers iPhone iPad Apple TV
Chrome browser Android Android tablets Google TV
Windows, O!ce Windows 8 Windows Phone Xbox
PC smartphone tablet smart TV
Bubbling under:
BUT: IN SOCIAL MEDIA CONTENT IS THE
KING
CONTENT IS THE
FOUNDATION
CONTENT'
CONTEXT'
CONTACTS'
© Frantic 2012
LET’S SEE SOME FACTS IN BRIEF
23 NO - THIS IS NOT A CAT VIDEO !
15MM+ users
135MM+ users
51MM+ users
15MM+ users
62MM+ users
232MM+ monthly active users
115MM+ subscribers
20MM+ blogs
6MM+ users
800 MM+ monthly active users
230MM+ users 2MM+ users
500K+ users
800MM+ monthly users visit site
More people on more social networks than ever before
Source:'Official'and'Es-mated'sta-s-cs.'Facebook,'YouTube,'Zynga,'Twi^er,'LinkedIn,'Groupon,'Flickr,'Tumblr,'Instagram,'Foursquare,'Pinterest,'scvngr,'Path,'Google+'''''
SlashGear,'TechCrunch'/'Comscore,'FastCompany,'Oink:'TechCrunch,'GetGlue,'Foodspobng:'Soraya'Darabi’s'LinkedIn'
100K+ users
2MM+ users
2MM+ users
1.5MM+ users
THE SOCIAL MEDIA UNIVERSE IS EXPANDING
OUR SHOPPING BEHAVIOUR HAS BECOME A COMPLEX ONE
Source':'The'OPEN'Brand:'Digital'Trends'for'2011'by'Resource'Interac-ve'
Think of the poor marketing planner – life is no longer easy!
FINNS ARE ONLINE
Finnish Internet users spend
on average 13.2hrs online per week
87% of all Finns are online
EU: 65%, WE:81%, NE:87%, SE:61%, CEE:55%
EU: 14.8, WE:14.0, NE:14.8, SE:13.8, CEE:16.1
June, 2012
THE INTERNET IS AN ENTERTAINER AND ENABLER
76% of Finns are online during the traditional primetime TV evening slot (EU:52%)
June, 2012
More and more we multitask while watching TV (11% at the moment)
BENEFITS USERS GET VIA THE INTERNET
87% of all Finnish Internet users state the internet helps them manage their lifestyle
62% of all Finnish Internet users state the internet helps them book holidays or make travel arrangement
66% of all Finnish Internet users state the internet helps them manage finances
69%
of all Finnish Internet users state the internet helps them keep in touch with friends or relatives
EU: 81% WE:83% NE:85% SE:79% CEE:80%
EU: 44% WE:51% NE:62% SE:35% CEE:40%
EU: 43% WE:54% NE:61% SE:44% CEE:32%
EU: 63% WE:62% NE:66% SE:61% CEE:64%
Online is biggest culture changer since television came to mass markets!
June, 2012
INCREASING CHOICE OF INTERNET ACCESS
Accessing the internet via the computer is the most popular method – Used by 3.9 million Finns (87% - EU:64%)
However 39% of all Internet users in Finland (EU:37%) go online
via more than one device
June, 2012
Mobility is bound to grow and bypass by far the traditional wired usage
THE ALTERNATIVE WAYS OF GOING ONLINE
→ 7% of Finns (EU:8%) → Spend on average 5.7 hours per
week (EU:9.3hrs) → 84% use their tablet to go online
in the evening
→ 29% of Finns (EU:21%) → Spend on average 5.3 hours per
week (EU:9.4hrs) → 85% use their mobile to go online
during the day
1.3m Finns go online using a mobile
0.3m Finns go online using a tablet
June, 2012
2013: Winds of radical change arrive!
0.19m Finns go online using a games console
→ 4%/of/all/Finns/(EU:6%)/
FINNS'DO'BUY'ONLINE'–'TO'GROWING'EXTENT!'
€2,350/million/spent/online/in/Finland/across/a/6/month/period/EU:'€187,990m'
11//is/the/average/number/of/purchases/made/per/person/in/Finland/across/a/6/month/period/EU:'13'
€684/is/the/average/amount/spent/per/person/in/Finland/across/a/6/month/period/EU:'€544'
%s'Among'Internet'users/P6M'purchasers'
June, 2012
Total volume estimates (incl. foreign trade ~15-20 mrd! in 2012!
TOTAL NUMBER OF FINNS WHO HAVE BOUGHT ONLINE ~60% OF FINNS
Linear growth since the commercial beginning of the web!
ONLINE SHOPPING IS PART OF OUR NORMAL BEHAVIOUR
Fears of online credit card fraud are long gone.
Our postal o!ces are
getting more and more filled with
parcel from foreign & domestic retailers
BUT - FINNS ARE CAUTIOUS ONLINE BUYERS
The Internet influences people�s perceptions of brands and products, although this could be further maximised
The Internet is increasingly becoming the choice for consumption of other media – TV, radio, newspapers
Accessing the internet is no longer solely via traditional computer with people accessing more and more via mobiles, tablets and games consoles
Increasingly people are watching TV and using the internet at the same time, growing tablet ownership levels will only drive this media convergence higher
SOME CONCLUSIONS
INSIGHT: PROJECT MANAGER - SUPERMAN IN PROJECTS OR SOMETHING ELSE?
• TO START WITH: Insight into digital media and internet in Finland
• DEFINITIONS: Key concepts in project management
• SOME HINTS: How projects succeed and fail…
• HOT TOPIC: Agile project management
• TOOLS AND SOLUTIONS: Insight into some practicalities of modern PM
• SUMMARY: Conclusions and recommendations
WHAT IS A PROJECT ?
• A project is a temporary endeavor undertaken to create a unique product or service.
• It implies: – a specific timeframe – a budget – unique specifications
– working across organizational boundaries
We all work in project sometime in our lives!
PROJECT COMPONENTS • Attributes of a project include:
– it has a goal
– it has a start and finish
– it requires resources, including: • people
• money
• tools & equipment • Administration
– it requires coordination
– it is a temporary structure
– it is mounted to achieve change
PROJECT CHARTER: 5 W ‘S: WHAT - WHY - WHEN - WHERE - WHO
• What must be done? – What are the required resources?
– What are the constraints?
– What are the short and long term implications?
• Why to do it? • When must it be done?
• Where must it be done? • Who does what?
– Who is behind the project?
– Who is funding the project?
– Who is performing the work of the project?
Simple rule: Write these down before you start a project
PROJECT PLAN?
Plan need to carry the key components and activities. It can be made a very formal one or it can be in someone’s head.
PROJECT VS. PROGRAMS?
A PROGRAM CONSISTS OF MULTIPLE CHAINED AND CONNECTED PROJECTS
WHAT IS PROJECT MANAGEMENT ALL ABOUT?
Project management is about organization
Project management is about decision making
Project management is about changing
people’s behavior
Project is a process that should always be
managed
Project management is about creating an
environment conducive to getting critical projects done!
IN BRIEF: Project management is there to make projects succeed!
KEY TASKS FOR A PROJECT MANAGER
• Project management encompasses all the activities needed to plan and execute a project: – Deciding what needs to be done – Estimating costs – Ensuring there are suitable people to undertake the project – Defining responsibilities – Scheduling – Making arrangements for the work – Directing – Being a technical leader – Reviewing and approving decisions made by others – Building morale and supporting sta" • – Monitoring and controlling – Co-ordinating the work with managers of other projects – Reporting – Continually striving to improve the process
PM’S ROLES
• Organize the team • Plan & schedule
• Manage the: – Deliverables
– Resources – time, money, people, knowledge
– Priorities
– Expectations
– Risks – Project Life Cycle
• Communicate all the time
• Monitor and measure (set up metrics)
• Document the essential
• Review, and make sure lessons are learned
• Manage the entire project life cycle and make sure it aligns with the vision & mission (strategy & charter)
• Make things happen!
It is your duty to ensure things will never become YOUR and YOUR TEAM’S problems by solving issues early enough the being ready for the unexpected!
PROJECT MANAGER’S JOB IN SHORT
• Manage resources… – Time
– Money – People
– Intellectual Capital
… to Drive : – E"ciency
– Productivity – E!ectiveness &
– Optimal Deployment of Resources
Simple in paper – challenging in practice!
PROJECT MANAGERS NEEDS CONSTANTLY TO BALANCE BETWEEN SIDES OF THE PM TRIANGLE
Constant variable management with tacit and intangible skills
PROJECTS NEED TO HAVE GOALS DEFINED
Projects need to set its targeted levels for outcomes
PROJECT PLANNING FLOW
THIS IS INDUSTRY-AGNOSTIC – ALWAYS THE SAME HIGH-LEVEL PATTERNS
PROJECT MANAGMENT FRAMEWORK
What a great profession – can be shifted to nearly any context!
WHY PROJECT MANAGEMENT?
• RISK MANAGEMENT: Project can be complex • Division of responsibilities – special skill need to
work together • Knowledge & expertise – breadth vs. depth • A typical tri-partite project leadership model:
– Business Lead – owner of the purpose (know why) – Technical Lead – subject matter expert (know how) – Project Manager – make happen (know when; know
who) – All Three – work as a team (all must know what)
T.E.A.M. = together everybody achieves more. BUT: would this be true without a PM?
PM: BETWEEN THE ROCK AND THE HARD PLACE?
NOTE: Middlefield players make the game to work in any sports!
PM’S WORLD IS PACKED WITH JARGONY AND TERMS TO KNOW
Organization, organizational
behavior
Life Cycle, “waterfall”,“iterative”
& “rapid & agile development”
process
Tasks, work breakdown structures
Milestones, deadlines, on-time
Dependencies, start, finish, critical path,
slack
Network diagrams, PERT, CPM, Gantt
Charts, Project plans
Requirements. Specifications,
project scope & scope creep
Justification, budget, variance
Resources, constraints, Utility
function, optimization
Status, reporting, communications
Responsibilities, ownership, respect,
trust
Collaboration, teamwork, community
Intellectual capital management,
knowledge re-use Post mortem Quality, excellence …
You’d better know your own terms and how to use them..
MANAGING CONCERNS AND CHALLENGES IN PM
• Accurately estimating costs is a constant challenge – Follow the cost estimation guidelines – It is very di#cult to measure progress and meet
deadlines – Constantly improve your cost estimation skills so as
to account for the kinds of problems that may occur.
– Develop a closer relationship with other members of the team.
– Be realistic in initial requirements gathering, and follow an iterative approach.
– Use earned value charts to monitor progress.
Estimating totally correct is a rarity – things do change!
COSTS OF A PROJECT
• Direct Costs – Hardware
– Software
– Contractor fees
– Estimated hours (own & contractors)
– Travel, materials, databases etc.
• Indirect Costs – Your people’s time and e!ort
• Estimated time on project • Estimated cost based on hourly
rate
– Other’s time and e!ort
• Opportunity cost – What projects or tasks are NOT
going to get done in order to get this project done?
• Training
• Fanfare
• Other costs
• …
Costs are the key factor to make profitable projects. Yet, key ingredients– COSTS – SCOPE – QUALITY – RESOURCES - RISKS
SPLITTING INTO PACKAGES AND ESTIMATING THE WORKLOAD?
• The WBS (work-breakdown-structure) is a hierarchy of: – Goal•
• Objectives – Activities
» Sub-activities
• Work Packages
• Have a good guess? – Calculate?
– Guess at minimum (A), probably(B) and maximum (C) – Calculate:(A + 3B + C)/5= good sophisticated guess!
TYPICAL PROJECT FLOW
h^p://www.graycellamerica.com/implementa-on_oracle.htm'
h^p://www.reply$mc.com/2009/06/01/pareto$would$have$been$a$good$project$manager/''
Competencies needed change over the project life cycle
PRACTICAL EXAMPLE FROM A REAL CASE
Plan and budget go hand in hand
TYPICAL ADDITIONAL COST CLAUSULES
Make sure you have all necessary clausules in you o"ers/contracts. You do not want to ruin your project after things have hit the fan…
INSIGHT: PROJECT MANAGER - SUPERMAN IN PROJECTS OR SOMETHING ELSE?
• TO START WITH: Insight into digital media and internet in Finland
• DEFINITIONS: Key concepts in project management
• SOME HINTS: How projects succeed and fail…
• HOT TOPIC: Agile project management
• TOOLS AND SOLUTIONS: Insight into some practicalities of modern PM
• SUMMARY: Conclusions and recommendations
WHY PROJECTS SUCCEED?
• Project sponsorship at executive level • Good project charter • Strong project management
• The right mix of team players with right skills • Good decision-making structure • Good communication
• Team members are working towards common goals
Even the best players fail, if they do not work as a team!
CRITICAL SUCCESS FACTORS
• Projects will only deliver if the team has: – The right mixture of skills and experience
– The right resources in the right place at the right time (equipment, space, support as well as people)
– Su"cient full-time permanent resources and the right mix of internal / external sta!
– A clear, shared and understood goal –a sense of unity
– Clear communication of progress, issues, risks and expectations – Don’t forget the basics –project teams have careers too & need
development • A successful project should enhance their CV
• BUT: members have their personal lives, too!
It is about making people to be motivated to work towards a common goal
CORE ASSET/STRATEGY: UNDERSTAND YOUR PEERS AND COLLEAGUES!
What ever you do – lead people – not milestones or numbers!
PM’S NEED TO UNDERSTAND THEIR TEAM MEMBERS NEEDS AND CONCERNS
You need to “drill” into your team members heads and understand them
REALITIES OF COMMUNICATIONS …
“Leave'me'to'it...”'
“Focus'on'the'final'
deliverable...'do'not'
bother'me'now'“'
“Project'mee-ngs'
are'a'waste'of'-me'
$I'know'what'to'do'
without'these...”'
“I’m'doing'it...”'
“This'is'possible,'I'
think'I'can'do'
this...”'
“Trust'me'–I’m'an'
expert'in'this...'“'
“It'will'take'as'long'
as'it'takes...”'
“I’m'just'finishing'
it...'“'
“I’ll'tell'you'if'I'have'
a'problem...'“'
“E$mail'this'to'me'
...'“'
“Give'me'another'
half$hour...”'
Would you believe in these openings and how certain would you feel about making the project in time and in budget?
SOURCES FOR PROJECT PROBLEMS
• Miscommunication on scope • Misunderstanding on exact form of
deliverables • Attitudes toward schedules result in
missed deadlines, long delays
• Poorly estimated durations
• Over-budgeted projects
• Sub-par projects
Identify the reason for the challenge, roll up your sleeves and start solving it!
REASONS FOR FAILURE
• Failure to align project with organisational objectives • Poor scope and scope management
• Unrealistic expectations and their management • Lack of executive sponsorship
• Failures and mistakes in actual project activities
• Lack of project management • Inability to move beyond individual and personality
conflicts • Politics (internal and external)
• Lack of quality control & measures
No rocket science – if you are now aware of the big picture & key variables, your risks of failure multiplies.
SELECTED MEANS TO AVOID PROBLEMS
• Communicating e!ectively in a large project is hard – Take courses in communication, both written and
oral.
• Learn how to run e!ective meetings. • Review what information everybody should
have, and make sure they have it. • Make sure that project information is readily
available. – Use ‘groupware’ technology to help people
exchange the information they need to know
Once again – it is about keeping your act together in all circumstances!
INTERNATIONAL DIMENSIONS FOR PROJECS
• Cultural di!erences add up to equations – Time zones & time perception
– Managerial styles and expectations from managers – Keeping promises
– Geographical distance – Communication challenges
– Multi-country, multi-location work – Prejudices and stereotypes
There is secret source in the international project success – they just need even better co-ordination and understanding!
SOME CONSIDERATIONS
• It is hard to obtain agreement and commitment from others – Take courses in negotiating skills and leadership.
• Ensure that everybody understands: – The position of everybody else. – The costs and benefits of each alternative. – The rationale behind any compromises.
• Ensure that everybody’s proposed responsibility is clearly expressed. – Listen to everybody’s opinion, but take assertive
action, when needed, to ensure progress occurs. Commi#ed%and%devoted%team%is%easier%to%manage%and%can%bring%amazing%results'
CASE STUDY IN PROJECT MANAGEMENT: DIGITAL MEDIA AGENCY
USER(S)
SERVICES
SITUATION LOCATION MOMENT DEVICE
Visual content & style
Interaction model and user interface(s)
Information architecture
Content strategy and production model
Service strategy and model
Textual content & style
CORPORATE STRATEGY
INTERACTIONS
BRAND
CHANNELS
EXPERIENCE
CHALLENGE: HOW TO CREATE A LONG-LASTING EXPERIENCES…
…IN ALL INTERACTIONS AND CHANNELS… …SO THAT END-USERS LOVE TO USE THEM EVERYWHERE
OUR TARGET: BEST-IN-CLASS USER EXPERIENCE
BEST USER
EXPERIENCE
I find things where I expect them to be
I like the brand and its visual design
It is nice to do things online
I saved a lot of time doing things online
I feel the site understands me
I get things done more e!ciently than o"ine
I got exactly what I needed know
I am impressed by the service
I want to recommend this to my friends
Fitting the user needs (utility)
Easy to use (usability)
Pleasurable experience
(satisfaction)
There are great examples of brand which have already made many of these things right . Yet, there is plenty of room for improvment
WOW!
KEY STEPS IN THE DIGITAL MEDIA PRODUCTION FLOW
Pretty standardised flow – Yet, challenges and surprises occur all the time
CO-ORDINATION OF ALSO EXTERNAL ACTORS AND THEIR INPUT: SERVICE DESIGN
Multi-vendor + multi-cultural projects are most propably the master class projects in this field
CO-ORDINATION OF ALSO EXTERNAL ACTORS AND THEIR INPUT: MARCOMS
Marcoms projects are very often very political projects due to passionate and self-aware actors in the markets
A SOLID PM PROCESS & METHOD IS CALLED FOR TO SUCCEED IN THIS
TARGETED OUTCOME: Great experiences
Technology specialists
Business Experts
Designers
Client understanding and needs
End-user understanding and needs
#’s
time & schedule
quality standards & expecations
people & processes
DIGITAL MEDIA PROJECT
MANAGER / PRODUCER
DIGITAL MEDIA PM TASKS
Planning and follow-up
Resource acquisition and
allocation
Managing client expectations
Internal conflicts within teams
Communication challenges inside and
outside
Quality ensurement
Competence development
Working with multiple
partners and sub-contractors
Keeping up with deadlines and
budgets
Legal and contractual
issues
Change management
Claim management
Substance management and support
Closing of projects –
approvals and milestones
…
CONCLUSION: THE SAME TASKS AS IN ANY OTHER INDUSTRY!
INSIGHT: PROJECT MANAGER - SUPERMAN IN PROJECTS OR SOMETHING ELSE?
• TO START WITH: Insight into digital media and internet in Finland
• DEFINITIONS: Key concepts in project management
• SOME HINTS: How projects succeed and fail…
• HOT TOPIC: Agile project management
• TOOLS AND SOLUTIONS: Insight into some practicalities of modern PM
• SUMMARY: Conclusions and recommendations
AGILE HAS SPREAD FROM SW DEVELOPMENT INTO ALL AREAS OF PM
AGILE PRINCIPLES
1. Satisfy the Customer 2. Welcome Change 3. Deliver Frequently 4. Work as a Team 5. Motivate People 6. Communicate Face-to-Face 7. Measure Working Software 8. Maintain Constant Pace 9. Excel at Quality 10. Keep it Simple 11. Evolve Designs 12. Reflect Regularly
PERSONNEL NEEDS AND RESULTS ARE AT THE CORE!
Source:'Jurgen Appelo , 2010'
PROCESS COMPLEXITY (M)
Agile projects
Chaotic projects
Structured projects
AGILE IS MADE FOR THE MODERN WORLD = COMPLEX AND UNCERTAIN
AGILE CONSISTS OF VARIOUS SCHOOLS OF DISCIPLINE
It is not about the purity of the method, it is about the utility of it to the team and to the problem to solve!
SCRUM
picture by Kiwi Flickr
SCRUM?
Source:'Jurgen Appelo , 2010'
SCRUM?
Manage Complexity, Unpredictability and Change through Visibility, Inspection and Adaptation
picture by OnTask
Source:'Jurgen Appelo , 2010'
SCRUM USAGE
Commercial software - In-house development
Contract development - Fixed-price projects
Financial applications - ISO 9001-certified applications
Embedded systems - 24x7 systems with 99.999% uptime
Joint Strike Fighter - Video game development
FDA-approved, life-critical systems - Web sites
Satellite-control software - Handheld software
Mobile phones - Network switching applications
ISV applications - Some of the largest applications in use
http://www.mountaingoatsoftware.com
As said, from sw-development, now expanding all over the project space
SCRUM ROLES
• Product owner – Customer representative
– Prioritizes product requirements
• Team – Develops product
– Responsible for failure or success
– Self managed and organized
• Scrum Master – Teaches and implements Scrum
– Ensures Scrum is practiced properly
– Maintains documentation required
Scrum makes clear distinction between committed members and interested members of a team.
The roles have to well understood and kept
Product Owner
Owner of project vision Represents the customer
picture by O!cial Star Wars Blog
Define features (according to vision)
Prioritize features (according to ROI)
Pick release dates Give feedback Manage stakeholders Accept or reject results
Source:'Jurgen Appelo , 2010'
The Team
Small (5–9 people) Colocated - Cross-functional
Self-organized - Full-time picture by ewen and donabel
Define tasks Estimate e$ort Develop product
Ensure quality Evolve processes
Source:'Jurgen Appelo , 2010'
Scrum Master
Servant leader Team protector Troubleshooter
Scrum guide
picture by Orange Beard
Remove impediments Prevent interruptions Facilitate the team Support the process Manage management
Source:'Jurgen Appelo , 2010'
PROCESS FLOW
Product Backlog As prioritized by Product Owner
Backlog tasks distributed
by team
Potentially Shippable Product Increment
15 mins
Daily Scrum Meeting
Source: Agile Software Development with Scrum by Ken Schwaber and Mike Beedle.
Scrum process flow is iterative and incremental in nature. As it is a light weight process, it results in better performance.
Sprint Backlog 30 days
Sprint
SCRUM ACTIVITIES
• Sprint planning meeting – Before every Sprint
– Divided in two half for focusing on what to do and how to do
• Sprint – Release cycle of 2 to 4 weeks
– No changes accepted while in Sprint
• Daily Scrum – Daily meeting during Sprint for about 15 minutes – Every member answers:
• What they did since last meeting?
• What they plan to do till next meeting?
• What obstacles are there in their way?
Scrum process is all about clarity, inspection and adaptation.
Con-nued…'Principles are made to keep hierachy minimum and progress maximum
Source:'Jurgen Appelo , 2010'
SCRUM ACTIVITIES
• Scrum review meeting – Is done after every Sprint
– To demonstrate that is being done – And give feedback
• Scrum retrospective meeting – Is done at end of every Sprint after review meeting
– To discuss experiences and problems faced to improve further
– The product owner is not required to attend this meeting
Scrum process is all about clarity, inspection and adaptation.
FEEDBACK & REFLECTION IS NEEDED TO PROCEED ANY FURTHER Source:'Jurgen Appelo , 2010'
PIGS AND CHICKENS
Product Owner Scrum Master
Team Members
Users Managers Marketing
COMMITTED INVOLVED
Source:'Jurgen Appelo , 2010'
CORE ARTEFACT = TASK BOARD picture by Mountain Goat Software
Sprint
Source:'Jurgen Appelo , 2010'
PRODUCT BACKLOG
Express value Defer decisions
picture by juhansonin Source:'Jurgen Appelo , 2010'
PRODUCT BACKLOG
Owned by Product Owner High-level requirements Expressed as business value
Not complete, nor perfect Expected to change & evolve Limited view into the future
OBJECTIVES ARE THUS MADE TANGIBLE
Source:'Jurgen Appelo , 2010'
SPRINT PLANNING (PART 1)
Strategical level planning Prioritize/select features Discuss acceptance criteria Verify understanding # - 1 hour per sprint/week
Source:'Jurgen Appelo , 2010'
Sprint Planning (Part 2)
Tactical level planning Define sprint backlog items Estimate sprint backlog items Use velocity (Yesterday’s Weather) Share commitment # - 1 hour per sprint/week
Source:'Jurgen Appelo , 2010'
Sprint Backlog
Breakdown of business value into assignable tasks
picture by oskay
Source:'Jurgen Appelo , 2010'
SPRINT BACKLOG
Owned by the team Team allocates work No additions by others
TASKS ARE ALLOCATED AND MANAGED CONSTANTLY AND FLEXIBLY
Source:'Jurgen Appelo , 2010'
Sprints
Steady pull of business value Inspect and Adapt
picture by kelsey e. Source:'Jurgen Appelo , 2010'
Sprints
picture by kelsey e.
Driven by Product Owner Small reversible steps
Welcome change
Cross-functional team Include design and testing
Maintain constant pace
Share commitment High quality, DONE
Get feedback
“Fail fast” Source:'Jurgen Appelo , 2010'
Sprint Review
Preparation needed Show complete features Accept or reject results
1-2 hours per sprint/week
Source:'Jurgen Appelo , 2010'
THIS IS HOW WE WORK: OUR DESIGN PROCESS
The DISCOVERY phase is all about generating knowledge and understanding.
The STRATEGY phase is all about making choices and finding focus
The IDEATION phase is all about dreaming up and drafting out potential futures. Multiple ones.
The PROTOTYPING & IMPLEMENTATION phase is all about getting our hands dirty and actually building things.
DESIGN LEADS TO TECHNICAL DEPLOYMENT
DESIGN READY
INSIGHT: PROJECT MANAGER - SUPERMAN IN PROJECTS OR SOMETHING ELSE?
• TO START WITH: Insight into digital media and internet in Finland
• DEFINITIONS: Key concepts in project management
• SOME HINTS: How projects succeed and fail…
• HOT TOPIC: Agile project management
• TOOLS AND SOLUTIONS: Insight into some practicalities of modern PM
• SUMMARY: Conclusions and recommendations
COLLABORATION TOOLS?
• Collaborative tools can help to manage multi-country/-location projects – YET - do not solve cultural nor people problems!• All
the team members should be able to use the tools in ~similar manner
• Di!erences should be turned into advantages, conflicts into learning - easier said than done
• Face-to-face meetings if possible during project, also usage of videoconferencing - min teleconferencing
• Special attention should be put to communications
PROJECT MANAGEMENT 2.0
PROJECT MANAGEMENT SOFTWARE
COMMUNICATION TOOLS
GROUPWARE TOOLS
BASECAMP – COMMUNICATION POWERHOUSE FOR PROJECTS
JIRA – PROCESS AND FLOW MANAGEMNET
INSIGHT: PROJECT MANAGER - SUPERMAN IN PROJECTS OR SOMETHING ELSE?
• TO START WITH: Insight into digital media and internet in Finland
• DEFINITIONS: Key concepts in project management
• SOME HINTS: How projects succeed and fail…
• HOT TOPIC: Agile project management
• TOOLS AND SOLUTIONS: Insight into some practicalities of modern PM
• SUMMARY: Conclusions and recommendations
CONCLUSIONS: PM IS A SUPERHERO! !
LET’S GO AND MANAGE GREAT PROJECTS!
Tommi Pelkonen [email protected]
+358-40-50 50 821
http://www.slideshare.net/TommiP