5. ONLINE SERVICE DESIGN (INCLUDING PRIVATE AND CORPORATE HEALTH
EXTRANET) FOR TERVEYSTALO, LEADING PRIVATE HEALTH SERVICES PROVIDER
IN FINLAND. WWW.TERVEYSTALO.COM
5'
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
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:
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
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
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.
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
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/''
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
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'
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
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!
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'
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'
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.
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
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