project management in digital media

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


FRANTIC IS THE DIGITAL LEAD AGENCY FOR VALTRA, A LEADING TRACTOR MANIFACTURER - WWW.VALTRA.COM


DIGITAL SERVICE DESIGN AND DEVELOPMENT FOR ALL 32 FINNAIR GLOBAL SITES. WWW.FINNAIR.COM

RESPONSIVE REDESIGN FOR WIRELESS POWER CONSORTIUM (IN WORKS)


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/

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

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…

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!

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?


SCRUM?

Manage Complexity, Unpredictability and Change through Visibility, Inspection and Adaptation

picture by OnTask


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


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


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


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


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


CORE ARTEFACT = TASK BOARD picture by Mountain Goat Software

Sprint


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


SPRINT PLANNING (PART 1)

Strategical level planning Prioritize/select features Discuss acceptance criteria Verify understanding # - 1 hour per sprint/week


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


Sprint Backlog

Breakdown of business value into assignable tasks

picture by oskay


SPRINT BACKLOG

Owned by the team Team allocates work No additions by others

TASKS ARE ALLOCATED AND MANAGED CONSTANTLY AND FLEXIBLY


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


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

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

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

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