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INSIGHT
  PROJECT MANAGER:
SUPERMAN IN PROJECTS
 OR SOMETHING ELSE?

       Tommi Pelkonen
          Strategist
          FRANTIC

       October 11, 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'
      '                                                               Mo#o:%%
      Industrial'focus:'Media,'Telecoms,'Financial'sector,''          “The%most%robust%knowledge%
      B2B'Commerce,'Industrial'manafacturing'                         is%created%in%interac9ons,%via%
      Consul-ng'focus:'Strategy,'Procesess'&'Innova-on,'Digital'      posi9ve%conflicts”%
      opportuni-es,'Business'modelling'
© 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
© Frantic 2012
ONLINE SERVICE DESIGN (INCLUDING PRIVATE AND CORPORATE HEALTH
EXTRANET) FOR TERVEYSTALO, LEADING PRIVATE HEALTH SERVICES PROVIDER
                 IN FINLAND. WWW.TERVEYSTALO.COM

                                                    5'
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
EXPERIENCE OF SUCCESSFUL
IMPLEMENTATION OF GLOBAL SITES




 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 different screen
   resolutions (desktop, tablet and mobile), there is no need for a
   separate mobile site
Toolonlahdetalot.fi



                                                  Campbells.fi




Quru.fi

         RESPONSIVE DESIGN AND PRODUCTION REFERENCES.



               Frantic.com
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
BACKGROUND:
    THE DIGITAL REVOLUTION HAS REALISED,
    BUT IT STILL CONTINUES

                 PERMANENT    •  The Internet has changed consumer and industrial buyer behavior
                   CHANGE        permanently.



                              •  All business operations are influenced by the online channels and e-
             TOTAL IMPACT        business.



                 EMPOWERED    •  Customers and consumers have more power than ever in economic
                 CUSTOMERS       history


                              •  Digital channel functions as transformation agent within
           CHANGE DRIVER         organisations. Competences to run digital channel-drive business
                                 increase gradually.


                 STILL HUGE   •  Change process takes time – many business processes are not yet
                                 digitised nor utilise the online channel to the its potential. Solid
                 POTENTIAL       success metrics are emerging.



          FRAGMENTATION       •  Innovation and society fragmentation continues – globally.


© Frantic 2012
                                                                     eBusiness = Business!
A DAY IN THE INTERNET




© Frantic 2012              14
DAY IN INTERNET




© Frantic 2012        15
WORLD-WIDE-WEB IN 60 SECONDS
THE WEB OF TODAY IS:
                        SOCIAL
                        MOBILE
                     CONTEXTUAL
                   CONTENT-ORIENTED
                          and all
                          about



                 DELIVERING EXPERIENCES
                  AND BETTER BUSINESS
© Frantic 2012
Image courtesy of Brad Frost - http://bradfrostweb.com/
Image courtesy of Brad Frost - http://bradfrostweb.com/
AND THE WAR OF ECOSYSTEMS IS ON



              PC             smartphone        tablet        smart TV




        Mac computers         iPhone            iPad         Apple TV




       Chrome browser         Android      Android tablets   Google TV




        Windows, Office    Windows Phone    Windows 8          Xbox

                    Bubbling under:
BUT: IN SOCIAL MEDIA
  CONTENT IS THE

   KING
CONTENT IS THE
FOUNDATION
   CONTACTS'




 CONTEXT'

 CONTENT'
LET’S SEE SOME FACTS IN BRIEF




© Frantic 2012                    NO - THIS IS NOT A CAT VIDEO ! 23
THE SOCIAL MEDIA UNIVERSE IS EXPANDING
                                       800 MM+ monthly active users                                                                                15MM+ users

                                       800MM+ monthly users visit site                                                                             15MM+ users

                                       232MM+ monthly active users                                                                                 6MM+ users

                                       230MM+ users                                                                                                2MM+ users

                                       135MM+ users                                                                                                2MM+ users

                                       115MM+ subscribers                                                                                          2MM+ users

                                       62MM+ users                                                                                                 1.5MM+ users

                                       51MM+ users                                                                                                 500K+ users

                                       20MM+ blogs                                                                                                 100K+ users



                         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'
OUR SHOPPING BEHAVIOUR HAS
        BECOME A COMPLEX ONE




                     Think of the poor marketing planner – life is no longer easy!

Source':'The'OPEN'Brand:'Digital'Trends'for'2011'by'Resource'Interac-ve'
FINNS ARE ONLINE

                      87%
                of all Finns are online
                 EU: 65%, WE:81%, NE:87%, SE:61%, CEE:55%


                  Finnish Internet users spend
                     on average 13.2hrs
                     online per week
                  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%)




More and more we multitask while watching TV (11% at the moment)
      June, 2012
BENEFITS USERS GET VIA THE INTERNET



    87%                         66% 62%
                      EU: 81%                    EU: 44%                     EU: 43%
                      WE:83%                     WE:51%                      WE:54%
                      NE:85%                     NE:62%                      NE:61%
                      SE:79%                     SE:35%                      SE:44%
                      CEE:80%                    CEE:40%                     CEE:32%

    of all Finnish              of all Finnish             of all Finnish
    Internet users state        Internet users state       Internet users state
    the internet helps          the internet helps         the internet helps
    them manage their           them manage                them book holidays
    lifestyle                   finances                    or make travel
                                                           arrangement



    69%                        of all Finnish Internet users state the internet
                               helps them keep in touch with friends or
                               relatives
     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




Mobility is bound to grow and bypass by far the traditional wired usage
       June, 2012
THE ALTERNATIVE WAYS OF GOING ONLINE

                 1.3m Finns go online using a mobile
                   →  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


                 0.19m Finns go online
                 using a games console
                    →  4%/of/all/Finns/(EU:6%)/


                                        →  7% of Finns (EU:8%)
 0.3m Finns go online                   →  Spend on average 5.7 hours per
                                           week (EU:9.3hrs)
        using a tablet                  →  84% use their tablet to go online
                                           in the evening

                  2013: Winds of radical change arrive!
    June, 2012
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/
                                       €684        /
                                       is/the/average/amount/spent/
    person/in/Finland/across/
                                       per/person/in/Finland/across/a/6/
    a/6/month/period/
    EU:'13'                            month/period/
                                       EU:'€544'
                                                        %s'Among'Internet'users/P6M'purchasers'



 Total volume estimates (incl. foreign trade ~15-20 mrd€ in 2012!
      June, 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
                              offices are
                           getting more and
                            more filled with
                             parcel from
                               foreign &
                               domestic
                                retailers
BUT - FINNS ARE CAUTIOUS ONLINE
BUYERS
SOME CONCLUSIONS

                                     Accessing the internet is
 The Internet is increasingly        no longer solely via
 becoming the choice for             traditional computer with
 consumption of other media –        people accessing more
 TV, radio, newspapers               and more via mobiles,
                                     tablets and games
                                     consoles
    The Internet influences
    people s perceptions      Increasingly people are watching TV
    of brands and             and using the internet at the same
    products, although this   time, growing tablet ownership
    could be further          levels will only drive this media
    maximised                 convergence higher
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
Project management is   Project management is
                                                    about changing
  about organization    about decision making
                                                   people’s behavior



                                    Project management is
             Project is a process     about creating an
            that should always be         environment
                  managed            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 staff •
   –    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               •  Monitor and measure (set
   •  Plan & schedule                    up metrics)
   •  Manage the:                     •  Document the essential
       –  Deliverables                •  Review, and make sure
       –  Resources – time, money,       lessons are learned
          people, knowledge           •  Manage the entire
       –  Priorities
                                         project life cycle and
       –  Expectations                   make sure it aligns with
       –  Risks                          the vision & mission
       –  Project Life Cycle
                                         (strategy & charter)
   •  Communicate all the             •  Make things happen!
      time

 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…             … to Drive :
  –  Time                            –  Efficiency
  –  Money                           –  Productivity
  –  People                          –  Effectiveness &
  –  Intellectual Capital            –  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
                              Life Cycle,
    Organization,         “waterfall”,“iterative”      Tasks, work
                                                                              Milestones,
    organizational          & “rapid & agile           breakdown
                                                                           deadlines, on-time
      behavior              development”                structures
                                process


                                                      Requirements.
 Dependencies, start,      Network diagrams,
                                                      Specifications,      Justification, budget,
  finish, critical path,    PERT, CPM, Gantt
                                                     project scope &            variance
         slack            Charts, Project plans
                                                       scope creep


     Resources,
                                                     Responsibilities,       Collaboration,
  constraints, Utility     Status, reporting,
                                                    ownership, respect,       teamwork,
      function,            communications
                                                          trust               community
    optimization



  Intellectual capital
    management,              Post mortem            Quality, excellence            …
  knowledge re-use



    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 difficult 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                              •  Opportunity cost
      –  Hardware                                 –  What projects or tasks are NOT
      –  Software                                    going to get done in order to get
      –  Contractor fees                             this project done?
      –  Estimated hours (own &                •  Training
         contractors)                          •  Fanfare
      –  Travel, materials, databases etc.
                                               •  Other costs
  •  Indirect Costs
      –  Your people’s time and effort         •  …
           •  Estimated time on project
           •  Estimated cost based on hourly
              rate
      –  Other’s time and effort


            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




                Competencies needed change over the project life cycle
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/''
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 offers/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)
      –  Sufficient full-time permanent resources and the right mix of
         internal / external staff
      –  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 …


                                                        “Project'mee-ngs'
                               “Focus'on'the'final'
                                                       are'a'waste'of'-me'
    “Leave'me'to'it...”'      deliverable...'do'not'                             “I’m'doing'it...”'
                                                       $I'know'what'to'do'
                                bother'me'now'“'
                                                         without'these...”'


    “This'is'possible,'I'
                               “Trust'me'–I’m'an'      “It'will'take'as'long'   “I’m'just'finishing'
      think'I'can'do'
                                expert'in'this...'“'       as'it'takes...”'            it...'“'
          this...”'



                “I’ll'tell'you'if'I'have'   “E$mail'this'to'me'      “Give'me'another'
                    a'problem...'“'                ...'“'              half$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 effectively in a large project is
    hard
     –  Take courses in communication, both written and
        oral.
 •  Learn how to run effective 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 differences 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)         SITUATION
                                         LOCATION
                                         MOMENT
                                         DEVICE    …IN ALL
                                                          INTERACTIONS
CHALLENGE:                                                AND CHANNELS…
HOW TO CREATE
A LONG-LASTING                                            …SO THAT
EXPERIENCES…                        CHANNELS              END-USERS LOVE
                                                          TO USE THEM
                               INTERACTIONS
                                                          EVERYWHERE
                                    EXPERIENCE
          Textual content & style              Visual content & style
                                     BRAND
  Information architecture                          Interaction model and
                                                    user interface(s)
 Content strategy and
                                    SERVICES               Service strategy and model
   production model
                        CORPORATE STRATEGY
OUR TARGET: BEST-IN-CLASS USER EXPERIENCE
                                                                                           WOW!


                                I find things where
                                I expect them to be
        I like the brand and
        its visual design                                           I got exactly what I
                                     Fitting the user needs         needed know
                                              (utility)

         It is nice to do
         things online
                                       BEST                             I feel the site
                                       USER                             understands me
     I saved a lot of time          EXPERIENCE
     doing things online                                              I am impressed
                                 Pleasurable         Easy to use      by the service
                                 experience           (usability)
                                (satisfaction)
         I get things done more
         efficiently than offline                          I want to recommend this
                                                           to my friends

There are great examples of brand which have already made many of these things
                right . Yet, there is plenty of room for improvment
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
    Client understanding                             End-user understanding
    and needs                                        and needs




  €’s                                    Designers                     DIGITAL MEDIA
                        Business
                        Experts
                                                                          PROJECT
  time & schedule                                                       MANAGER /
                                                                         PRODUCER
  quality standards                Technology
  & expecations                     specialists


  people & processes




                       TARGETED OUTCOME:
                         Great experiences
DIGITAL MEDIA PM TASKS

                      Resource
   Planning and                       Managing client       Internal conflicts
                    acquisition and
    follow-up                          expectations           within teams
                      allocation


  Communication                                              Working with
    challenges         Quality         Competence               multiple
    inside and       ensurement        development            partners and
      outside                                               sub-contractors


  Keeping up with     Legal and
                                         Change                Claim
   deadlines and     contractual
                                       management            management
     budgets            issues


                                Closing of
             Substance
                                projects –
            management                                  …
                              approvals and
            and support
                               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)




                                             Chaotic
                                             projects



                                         Agile
                                        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
          SCRUM?




Source:'Jurgen Appelo , 2010'
picture by Kiwi Flickr
picture by OnTask




                                  SCRUM?




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

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

  As said, from sw-development, now expanding all over the project space

http://www.mountaingoatsoftware.com
SCRUM ROLES
Scrum makes clear distinction between committed members and
interested members of a team.


•  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

            The roles have to well understood and kept
Product
    Owner
     Define features (according to vision)
     Prioritize features (according to ROI)
     Pick release dates

     Give feedback
     Manage stakeholders
     Accept or reject results

                                          Owner of project vision
Source:'Jurgen Appelo , 2010'
picture by Official Star Wars Blog
                                         Represents the customer
The
                                        Team
        Define tasks
        Estimate effort
        Develop product
        Ensure quality
        Evolve processes

                                     Small (5–9 people)
                                Colocated - Cross-functional
Source:'Jurgen Appelo , 2010'    Self-organized - Full-time
picture by ewen and donabel
Scrum
     Master
                                 Servant leader
                                Team protector
     Remove impediments         Troubleshooter
     Prevent interruptions         Scrum guide
     Facilitate the team
     Support the process
     Manage management




Source:'Jurgen Appelo , 2010'
                                       picture by Orange Beard
PROCESS FLOW
 Scrum process flow is iterative and incremental in nature.
 As it is a light weight process, it results in better performance.




                                                      15 mins
                                  Daily Scrum
                                   Meeting                           Sprint



                                      Backlog tasks        30 days
     Sprint Backlog
                                       distributed
                                        by team




                                                                      Potentially Shippable
                           Product Backlog                             Product Increment
                           As prioritized by Product Owner


Source: Agile Software Development with
Scrum by Ken Schwaber and Mike Beedle.
SCRUM ACTIVITIES
      Scrum process is all about clarity, inspection and adaptation.


      •  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?

   Principles are made to keep hierachy minimum and progress maximum
Source:'Jurgen Appelo , 2010'                                          Con-nued…'
SCRUM ACTIVITIES
        Scrum process is all about clarity, inspection and adaptation.


      •  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
       FEEDBACK & REFLECTION IS NEEDED TO PROCEED ANY FURTHER
Source:'Jurgen Appelo , 2010'
PIGS AND CHICKENS
      COMMITTED                 INVOLVED




                Product Owner               Users
                 Scrum Master              Managers
                Team Members               Marketing




Source:'Jurgen Appelo , 2010'
Sprint




CORE ARTEFACT = TASK BOARD
Source:'Jurgen Appelo , 2010'   picture by Mountain Goat Software
PRODUCT BACKLOG




                                 Express value
                                Defer decisions
Source:'Jurgen Appelo , 2010'
                                           picture by juhansonin
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

            ½ - 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

      ½ - 1 hour
      per sprint/week




Source:'Jurgen Appelo , 2010'
Sprint Backlog




                                Breakdown of business value
                                       into assignable tasks

Source:'Jurgen Appelo , 2010'
picture by oskay
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
Source:'Jurgen Appelo , 2010'
picture by kelsey e.
Sprints
                                 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'
picture by kelsey e.
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
•  Differences 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! !
Project Management in Digital Media
LET’S GO AND MANAGE
  GREAT PROJECTS!

        Tommi Pelkonen
    Tommi.pelkonen@frantic.com
       +358-40-50 50 821

  http://www.slideshare.net/TommiP

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Project Management in Digital Media

  • 1. INSIGHT PROJECT MANAGER: SUPERMAN IN PROJECTS OR SOMETHING ELSE? Tommi Pelkonen Strategist FRANTIC October 11, 2012
  • 2. 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' ' Mo#o:%% Industrial'focus:'Media,'Telecoms,'Financial'sector,'' “The%most%robust%knowledge% B2B'Commerce,'Industrial'manafacturing' is%created%in%interac9ons,%via% Consul-ng'focus:'Strategy,'Procesess'&'Innova-on,'Digital' posi9ve%conflicts”% opportuni-es,'Business'modelling' © Frantic 2012
  • 3. TOMMI IN LINKEDIN © Frantic 2012
  • 4. ONLINE CUSTOMER SERVICE DESIGN AND PRODUCTION (INCLUDING ADMINISTRATION USER INTERFACES) FOR HELSINGIN SANOMAT, THE LARGEST DAILY NEWSPAPER IN SCANDINAVIA. ASIAKASPALVELU.HS.FI © Frantic 2012
  • 5. ONLINE SERVICE DESIGN (INCLUDING PRIVATE AND CORPORATE HEALTH EXTRANET) FOR TERVEYSTALO, LEADING PRIVATE HEALTH SERVICES PROVIDER IN FINLAND. WWW.TERVEYSTALO.COM 5'
  • 6. EXPERIENCE OF SUCCESSFUL IMPLEMENTATION OF GLOBAL SITES GLOBAL REDESIGN FOR LEADING ONLINE SECURITY COMPANY F-SECURE. WWW.F-SECURE.COM
  • 7. EXPERIENCE OF SUCCESSFUL IMPLEMENTATION OF GLOBAL SITES FRANTIC IS THE DIGITAL LEAD AGENCY FOR VALTRA, A LEADING TRACTOR MANIFACTURER - WWW.VALTRA.COM
  • 8. EXPERIENCE OF SUCCESSFUL IMPLEMENTATION OF GLOBAL SITES DIGITAL SERVICE DESIGN AND DEVELOPMENT FOR ALL 32 FINNAIR GLOBAL SITES. WWW.FINNAIR.COM
  • 9. EXPERIENCE OF SUCCESSFUL IMPLEMENTATION OF GLOBAL SITES RESPONSIVE REDESIGN FOR WIRELESS POWER CONSORTIUM (IN WORKS)
  • 10. RESPONSIVE DESIGN •  A very hot topic in today’s web is responsive design •  Through responsive design, as the layout adapts to different screen resolutions (desktop, tablet and mobile), there is no need for a separate mobile site
  • 11. Toolonlahdetalot.fi Campbells.fi Quru.fi RESPONSIVE DESIGN AND PRODUCTION REFERENCES. Frantic.com
  • 12. 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
  • 13. BACKGROUND: THE DIGITAL REVOLUTION HAS REALISED, BUT IT STILL CONTINUES PERMANENT •  The Internet has changed consumer and industrial buyer behavior CHANGE permanently. •  All business operations are influenced by the online channels and e- TOTAL IMPACT business. EMPOWERED •  Customers and consumers have more power than ever in economic CUSTOMERS history •  Digital channel functions as transformation agent within CHANGE DRIVER organisations. Competences to run digital channel-drive business increase gradually. STILL HUGE •  Change process takes time – many business processes are not yet digitised nor utilise the online channel to the its potential. Solid POTENTIAL success metrics are emerging. FRAGMENTATION •  Innovation and society fragmentation continues – globally. © Frantic 2012 eBusiness = Business!
  • 14. A DAY IN THE INTERNET © Frantic 2012 14
  • 15. DAY IN INTERNET © Frantic 2012 15
  • 17. THE WEB OF TODAY IS: SOCIAL MOBILE CONTEXTUAL CONTENT-ORIENTED and all about DELIVERING EXPERIENCES AND BETTER BUSINESS © Frantic 2012
  • 18. Image courtesy of Brad Frost - http://bradfrostweb.com/
  • 19. Image courtesy of Brad Frost - http://bradfrostweb.com/
  • 20. AND THE WAR OF ECOSYSTEMS IS ON PC smartphone tablet smart TV Mac computers iPhone iPad Apple TV Chrome browser Android Android tablets Google TV Windows, Office Windows Phone Windows 8 Xbox Bubbling under:
  • 21. BUT: IN SOCIAL MEDIA CONTENT IS THE KING
  • 22. CONTENT IS THE FOUNDATION CONTACTS' CONTEXT' CONTENT'
  • 23. LET’S SEE SOME FACTS IN BRIEF © Frantic 2012 NO - THIS IS NOT A CAT VIDEO ! 23
  • 24. THE SOCIAL MEDIA UNIVERSE IS EXPANDING 800 MM+ monthly active users 15MM+ users 800MM+ monthly users visit site 15MM+ users 232MM+ monthly active users 6MM+ users 230MM+ users 2MM+ users 135MM+ users 2MM+ users 115MM+ subscribers 2MM+ users 62MM+ users 1.5MM+ users 51MM+ users 500K+ users 20MM+ blogs 100K+ users 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'
  • 25. OUR SHOPPING BEHAVIOUR HAS BECOME A COMPLEX ONE Think of the poor marketing planner – life is no longer easy! Source':'The'OPEN'Brand:'Digital'Trends'for'2011'by'Resource'Interac-ve'
  • 26. FINNS ARE ONLINE 87% of all Finns are online EU: 65%, WE:81%, NE:87%, SE:61%, CEE:55% Finnish Internet users spend on average 13.2hrs online per week EU: 14.8, WE:14.0, NE:14.8, SE:13.8, CEE:16.1 June, 2012
  • 27. THE INTERNET IS AN ENTERTAINER AND ENABLER 76% of Finns are online during the traditional primetime TV evening slot (EU: 52%) More and more we multitask while watching TV (11% at the moment) June, 2012
  • 28. BENEFITS USERS GET VIA THE INTERNET 87% 66% 62% EU: 81% EU: 44% EU: 43% WE:83% WE:51% WE:54% NE:85% NE:62% NE:61% SE:79% SE:35% SE:44% CEE:80% CEE:40% CEE:32% of all Finnish of all Finnish of all Finnish Internet users state Internet users state Internet users state the internet helps the internet helps the internet helps them manage their them manage them book holidays lifestyle finances or make travel arrangement 69% of all Finnish Internet users state the internet helps them keep in touch with friends or relatives EU: 63% WE:62% NE:66% SE:61% CEE:64% Online is biggest culture changer since television came to mass markets! June, 2012
  • 29. 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 Mobility is bound to grow and bypass by far the traditional wired usage June, 2012
  • 30. THE ALTERNATIVE WAYS OF GOING ONLINE 1.3m Finns go online using a mobile →  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 0.19m Finns go online using a games console →  4%/of/all/Finns/(EU:6%)/ →  7% of Finns (EU:8%) 0.3m Finns go online →  Spend on average 5.7 hours per week (EU:9.3hrs) using a tablet →  84% use their tablet to go online in the evening 2013: Winds of radical change arrive! June, 2012
  • 31. 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/ €684 / is/the/average/amount/spent/ person/in/Finland/across/ per/person/in/Finland/across/a/6/ a/6/month/period/ EU:'13' month/period/ EU:'€544' %s'Among'Internet'users/P6M'purchasers' Total volume estimates (incl. foreign trade ~15-20 mrd€ in 2012! June, 2012
  • 32. TOTAL NUMBER OF FINNS WHO HAVE BOUGHT ONLINE ~60% OF FINNS Linear growth since the commercial beginning of the web!
  • 33. ONLINE SHOPPING IS PART OF OUR NORMAL BEHAVIOUR Fears of online credit card fraud are long gone. Our postal offices are getting more and more filled with parcel from foreign & domestic retailers
  • 34. BUT - FINNS ARE CAUTIOUS ONLINE BUYERS
  • 35. SOME CONCLUSIONS Accessing the internet is The Internet is increasingly no longer solely via becoming the choice for traditional computer with consumption of other media – people accessing more TV, radio, newspapers and more via mobiles, tablets and games consoles The Internet influences people s perceptions Increasingly people are watching TV of brands and and using the internet at the same products, although this time, growing tablet ownership could be further levels will only drive this media maximised convergence higher
  • 36. 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
  • 37. 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!
  • 38. 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
  • 39. 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
  • 40. 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.
  • 41. PROJECT VS. PROGRAMS? A PROGRAM CONSISTS OF MULTIPLE CHAINED AND CONNECTED PROJECTS
  • 42. WHAT IS PROJECT MANAGEMENT ALL ABOUT? Project management is Project management is Project management is about changing about organization about decision making people’s behavior Project management is Project is a process about creating an that should always be environment managed conducive to getting critical projects done! IN BRIEF: Project management is there to make projects succeed!
  • 43. 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 staff • –  Monitoring and controlling –  Co-ordinating the work with managers of other projects –  Reporting –  Continually striving to improve the process
  • 44. PM’S ROLES •  Organize the team •  Monitor and measure (set •  Plan & schedule up metrics) •  Manage the: •  Document the essential –  Deliverables •  Review, and make sure –  Resources – time, money, lessons are learned people, knowledge •  Manage the entire –  Priorities project life cycle and –  Expectations make sure it aligns with –  Risks the vision & mission –  Project Life Cycle (strategy & charter) •  Communicate all the •  Make things happen! time 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!
  • 45. PROJECT MANAGER’S JOB IN SHORT •  Manage resources… … to Drive : –  Time –  Efficiency –  Money –  Productivity –  People –  Effectiveness & –  Intellectual Capital –  Optimal Deployment of Resources Simple in paper – challenging in practice!
  • 46. PROJECT MANAGERS NEEDS CONSTANTLY TO BALANCE BETWEEN SIDES OF THE PM TRIANGLE Constant variable management with tacit and intangible skills
  • 47. PROJECTS NEED TO HAVE GOALS DEFINED Projects need to set its targeted levels for outcomes
  • 48. PROJECT PLANNING FLOW THIS IS INDUSTRY-AGNOSTIC – ALWAYS THE SAME HIGH-LEVEL PATTERNS
  • 49. PROJECT MANAGMENT FRAMEWORK What a great profession – can be shifted to nearly any context!
  • 50. 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?
  • 51. PM: BETWEEN THE ROCK AND THE HARD PLACE? NOTE: Middlefield players make the game to work in any sports!
  • 52. PM’S WORLD IS PACKED WITH JARGONY AND TERMS TO KNOW Life Cycle, Organization, “waterfall”,“iterative” Tasks, work Milestones, organizational & “rapid & agile breakdown deadlines, on-time behavior development” structures process Requirements. Dependencies, start, Network diagrams, Specifications, Justification, budget, finish, critical path, PERT, CPM, Gantt project scope & variance slack Charts, Project plans scope creep Resources, Responsibilities, Collaboration, constraints, Utility Status, reporting, ownership, respect, teamwork, function, communications trust community optimization Intellectual capital management, Post mortem Quality, excellence … knowledge re-use You’d better know your own terms and how to use them..
  • 53. MANAGING CONCERNS AND CHALLENGES IN PM •  Accurately estimating costs is a constant challenge –  Follow the cost estimation guidelines –  It is very difficult 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!
  • 54. COSTS OF A PROJECT •  Direct Costs •  Opportunity cost –  Hardware –  What projects or tasks are NOT –  Software going to get done in order to get –  Contractor fees this project done? –  Estimated hours (own & •  Training contractors) •  Fanfare –  Travel, materials, databases etc. •  Other costs •  Indirect Costs –  Your people’s time and effort •  … •  Estimated time on project •  Estimated cost based on hourly rate –  Other’s time and effort Costs are the key factor to make profitable projects. Yet, key ingredients– COSTS – SCOPE – QUALITY – RESOURCES - RISKS
  • 55. 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!
  • 56. TYPICAL PROJECT FLOW Competencies needed change over the project life cycle 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/''
  • 57. PRACTICAL EXAMPLE FROM A REAL CASE Plan and budget go hand in hand
  • 58. TYPICAL ADDITIONAL COST CLAUSULES Make sure you have all necessary clausules in you offers/contracts. You do not want to ruin your project after things have hit the fan…
  • 59. 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
  • 60. 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!
  • 61. 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) –  Sufficient full-time permanent resources and the right mix of internal / external staff –  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
  • 62. CORE ASSET/STRATEGY: UNDERSTAND YOUR PEERS AND COLLEAGUES! What ever you do – lead people – not milestones or numbers!
  • 63. PM’S NEED TO UNDERSTAND THEIR TEAM MEMBERS NEEDS AND CONCERNS You need to “drill” into your team members heads and understand them
  • 64. REALITIES OF COMMUNICATIONS … “Project'mee-ngs' “Focus'on'the'final' are'a'waste'of'-me' “Leave'me'to'it...”' deliverable...'do'not' “I’m'doing'it...”' $I'know'what'to'do' bother'me'now'“' without'these...”' “This'is'possible,'I' “Trust'me'–I’m'an' “It'will'take'as'long' “I’m'just'finishing' think'I'can'do' expert'in'this...'“' as'it'takes...”' it...'“' this...”' “I’ll'tell'you'if'I'have' “E$mail'this'to'me' “Give'me'another' a'problem...'“' ...'“' half$hour...”' Would you believe in these openings and how certain would you feel about making the project in time and in budget?
  • 65. 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!
  • 66. 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.
  • 67. SELECTED MEANS TO AVOID PROBLEMS •  Communicating effectively in a large project is hard –  Take courses in communication, both written and oral. •  Learn how to run effective 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!
  • 68. INTERNATIONAL DIMENSIONS FOR PROJECS •  Cultural differences 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!
  • 69. 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'
  • 70. CASE STUDY IN PROJECT MANAGEMENT: DIGITAL MEDIA AGENCY
  • 71. USER(S) SITUATION LOCATION MOMENT DEVICE …IN ALL INTERACTIONS CHALLENGE: AND CHANNELS… HOW TO CREATE A LONG-LASTING …SO THAT EXPERIENCES… CHANNELS END-USERS LOVE TO USE THEM INTERACTIONS EVERYWHERE EXPERIENCE Textual content & style Visual content & style BRAND Information architecture Interaction model and user interface(s) Content strategy and SERVICES Service strategy and model production model CORPORATE STRATEGY
  • 72. OUR TARGET: BEST-IN-CLASS USER EXPERIENCE WOW! I find things where I expect them to be I like the brand and its visual design I got exactly what I Fitting the user needs needed know (utility) It is nice to do things online BEST I feel the site USER understands me I saved a lot of time EXPERIENCE doing things online I am impressed Pleasurable Easy to use by the service experience (usability) (satisfaction) I get things done more efficiently than offline I want to recommend this to my friends There are great examples of brand which have already made many of these things right . Yet, there is plenty of room for improvment
  • 73. KEY STEPS IN THE DIGITAL MEDIA PRODUCTION FLOW Pretty standardised flow – Yet, challenges and surprises occur all the time
  • 74. 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
  • 75. 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
  • 76. A SOLID PM PROCESS & METHOD IS CALLED FOR TO SUCCEED IN THIS Client understanding End-user understanding and needs and needs €’s Designers DIGITAL MEDIA Business Experts PROJECT time & schedule MANAGER / PRODUCER quality standards Technology & expecations specialists people & processes TARGETED OUTCOME: Great experiences
  • 77. DIGITAL MEDIA PM TASKS Resource Planning and Managing client Internal conflicts acquisition and follow-up expectations within teams allocation Communication Working with challenges Quality Competence multiple inside and ensurement development partners and outside sub-contractors Keeping up with Legal and Change Claim deadlines and contractual management management budgets issues Closing of Substance projects – management … approvals and and support milestones CONCLUSION: THE SAME TASKS AS IN ANY OTHER INDUSTRY!
  • 78. 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
  • 79. AGILE HAS SPREAD FROM SW DEVELOPMENT INTO ALL AREAS OF PM
  • 80. 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'
  • 81. PROCESS COMPLEXITY (M) Chaotic projects Agile projects Structured projects AGILE IS MADE FOR THE MODERN WORLD = COMPLEX AND UNCERTAIN
  • 82. 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!
  • 83. SCRUM SCRUM? Source:'Jurgen Appelo , 2010' picture by Kiwi Flickr
  • 84. picture by OnTask SCRUM? Manage Complexity, Unpredictability and Change through Visibility, Inspection and Adaptation Source:'Jurgen Appelo , 2010'
  • 85. 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 As said, from sw-development, now expanding all over the project space http://www.mountaingoatsoftware.com
  • 86. SCRUM ROLES Scrum makes clear distinction between committed members and interested members of a team. •  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 The roles have to well understood and kept
  • 87. Product Owner Define features (according to vision) Prioritize features (according to ROI) Pick release dates Give feedback Manage stakeholders Accept or reject results Owner of project vision Source:'Jurgen Appelo , 2010' picture by Official Star Wars Blog Represents the customer
  • 88. The Team Define tasks Estimate effort Develop product Ensure quality Evolve processes Small (5–9 people) Colocated - Cross-functional Source:'Jurgen Appelo , 2010' Self-organized - Full-time picture by ewen and donabel
  • 89. Scrum Master Servant leader Team protector Remove impediments Troubleshooter Prevent interruptions Scrum guide Facilitate the team Support the process Manage management Source:'Jurgen Appelo , 2010' picture by Orange Beard
  • 90. PROCESS FLOW Scrum process flow is iterative and incremental in nature. As it is a light weight process, it results in better performance. 15 mins Daily Scrum Meeting Sprint Backlog tasks 30 days Sprint Backlog distributed by team Potentially Shippable Product Backlog Product Increment As prioritized by Product Owner Source: Agile Software Development with Scrum by Ken Schwaber and Mike Beedle.
  • 91. SCRUM ACTIVITIES Scrum process is all about clarity, inspection and adaptation. •  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? Principles are made to keep hierachy minimum and progress maximum Source:'Jurgen Appelo , 2010' Con-nued…'
  • 92. SCRUM ACTIVITIES Scrum process is all about clarity, inspection and adaptation. •  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 FEEDBACK & REFLECTION IS NEEDED TO PROCEED ANY FURTHER Source:'Jurgen Appelo , 2010'
  • 93. PIGS AND CHICKENS COMMITTED INVOLVED Product Owner Users Scrum Master Managers Team Members Marketing Source:'Jurgen Appelo , 2010'
  • 94. Sprint CORE ARTEFACT = TASK BOARD Source:'Jurgen Appelo , 2010' picture by Mountain Goat Software
  • 95. PRODUCT BACKLOG Express value Defer decisions Source:'Jurgen Appelo , 2010' picture by juhansonin
  • 96. 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'
  • 97. SPRINT PLANNING (PART 1) Strategical level planning Prioritize/select features Discuss acceptance criteria Verify understanding ½ - 1 hour per sprint/week Source:'Jurgen Appelo , 2010'
  • 98. Sprint Planning (Part 2) Tactical level planning Define sprint backlog items Estimate sprint backlog items Use velocity (Yesterday’s Weather) Share commitment ½ - 1 hour per sprint/week Source:'Jurgen Appelo , 2010'
  • 99. Sprint Backlog Breakdown of business value into assignable tasks Source:'Jurgen Appelo , 2010' picture by oskay
  • 100. 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'
  • 101. Sprints Steady pull of business value Inspect and Adapt Source:'Jurgen Appelo , 2010' picture by kelsey e.
  • 102. Sprints 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' picture by kelsey e.
  • 103. Sprint Review Preparation needed Show complete features Accept or reject results 1-2 hours per sprint/week Source:'Jurgen Appelo , 2010'
  • 104. 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.
  • 105. DESIGN LEADS TO TECHNICAL DEPLOYMENT DESIGN READY
  • 106. 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
  • 107. 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 •  Differences 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
  • 113. JIRA – PROCESS AND FLOW MANAGEMNET
  • 114. 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
  • 115. CONCLUSIONS: PM IS A SUPERHERO! !
  • 117. LET’S GO AND MANAGE GREAT PROJECTS! Tommi Pelkonen Tommi.pelkonen@frantic.com +358-40-50 50 821 http://www.slideshare.net/TommiP