The digital project manager

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The digital project manager

  1. 1. PROJECT MANAGEMENT IN A DIGITAL ENVIRONMENT
  2. 2. SO WHAT EXACTLY IS DIGITAL Everywhere you go today you hear the word digital. From the computer that you sit in front of to your TV set and of course your mobile device. And yes it does seem as if the whole world is becoming a digital entity. The fact is that today product management and business are driving digital technology like never before and they need to get their products out into a very fast moving and competitive environment. Mobile, cloud, social media, virtualization and big data – once considered hot technology trends worth exploring – have moved well beyond the stage of experimentation. They are proven tools that have given birth to an age where technology has become the foundation of any successful business – it's a prime driver of market differentiation, business growth, innovation, adaptability, collaboration and profitability In line with this requirement more projects are being setup and project managers are now in demand to help deliver digital projects effectively
  3. 3. THE DIGITAL FOOTPRINT Business Leaders face an era of unprecedented change as mobility, cloud computing business intelligence and social media are transforming businesses and sparking a new wave of wealth creation Digital technologies drive consumer income and demand which ultimately leads to increased economic growth where business have to adapt very quickly to meet this competitive and diverse market place A brand is no longer what we tell the customer what it is - The customers tell each other what it is Scott Cook – Founder of Intuit
  4. 4. WEB TECHNOLOGY 2014 Interactive User Journeys Great Designs Content Management Responsive Functionality Social Media Management E-Commerce Intelligent Searching Multi channel marketing Application Functionality Web Rebranding
  5. 5. MARKETING TRENDS 2014 http://www.mediabistro.com/alltwitter/marketing-statistics- 2014_b51219 Source
  6. 6. THE PROJECT MANAGEMENT AND BUSINESS PARTNERSHIP
  7. 7. THE PROJECT MANAGEMENT AND BUSINESS PARTNERSHIP  Project management working with business today enables companies to innovate, plan strategically and ensure a return on investment through successful project delivery.  With careful business planning and a clear understanding of the business requirements project management and business will have a way to manage the product to be developed.  The outcome of the approved requirements will provide a foundation to communicate what the project needs to accomplish, in order to satisfy the business’ needs and quality requirements
  8. 8. THE 9 STEP BUSINESS MODEL TO IDENTIFY REQUIREMENTS http://www.businessmodelgeneration.com/canvas Alex Osterwalder Alexander Osterwalder is an entrepreneur, speaker and business model innovator. Together with Professor Yves Pigneur he co-authored Business Model Generation, a global bestseller on the topic of business model innovation. His Business Model Canvas, a tool to visualize, challenge and (re-) invent business models is used by leading organizations around the world, like GE, P&G, Ericsson, and 3M. Alexander is a frequent keynote speaker and has held guest lectures in top universities around the world, including Stanford, Berkeley, MIT, IESE and IMD
  9. 9. Finalise the concept Setup the business model Finalise the marketing plan Finalise the business case Source Suppliers Submit Request for Proposal Review Supplier Scope of Work (SOW) On approval handover SOW to the Project Office Keep in Mind This should be aligned to the size and complexity of the project which would be defined where understanding what the concept is and how this fits into the current infrastructure and maturity of the organisation DEFINING THE BUSINESS REQUIREMENTS STEP BY STEP
  10. 10. ALIGNING PROJECT MANAGEMENT Project Management Project Operations Business Requirements Software Development Project Office
  11. 11. In order to ensure that the full project delivery in controlled and managed the project office will ensure that confirmed processes and work flows are in place. This provides leadership and ensures that the Project Management Office will consistently deliver value to the project owners and stakeholders. ALIGNING PROJECT MANAGEMENT PMO Technical alignment Strategic alignment Team and resource management Project and portfolio management Project Operations Stakeholder management
  12. 12. ALIGNMENT PROJECT MANAGEMENT Provide effective project management Promote collaboration with the business and project teams Guarantee best practice standards for project delivery Manage stakeholder relationships Manage change and risk during the project life cycle The key advantages of a digital project office would:
  13. 13. TAILORING THE PROJECT In line with Project Management changing trends businesses want their products moved into the market a lot quicker but with the same quality criteria. Project Management has changed from being a long winded process into what we refer to as agile. The principles remain the same but the durations has become a lot shorter. Project Initiation Project Planning Project Execution and Control Project Close Out Business Requirements Analysis Design Development TestingImplementation Online Production Traditional Agile Project Plan control Project Plan control
  14. 14. One important factor is to remember when you plan your project processes is to define what is on the critical path and what are the supporting management requirements. The model below reflects how this can be setup Project Management Software Delivery Life Cycle Not on Critical Path The correct level of project management and administration must be planned carefully to support the project during the Software Delivery Lifecycle. It is important to remember that this is always based on the category and size of the project to be deployed Always on the Critical Path The development of the product is planned within the SDLC process and this is where the full time, scope and cost is controlled and this is normally managed by a technical project manager TAILORING THE PROJECT
  15. 15. TAILORING THE PROJECT Project Management regardless of the environment has to follow the correct process of delivering a project successfully. There are no shortcuts and it is important to note that you need to define a process that will align the best methodologies and practices. Today there are two main bodies of project management practices Each methodology has it’s own set of principles and the advantage for you as a project manager is that you can combine the best of both worlds Keep in Mind
  16. 16. Analyse • Analyse Requirements • Compile System Requirements Specifications • Finalise all test scenarios and test plans Design • Compile Functional Solutions • Acquire Solution Integration and Data Migration Inputs • Compile Technical Solution • Design Testing Specifications Build • Develop System • Perform Unit Testing • Prepare for testing and Release • Conduct System Walkthrough Test • Conduct QA • Resolve Defects • Release for UAT • Conduct UAT • Resolve defects Deploy • Implement to production environment • Prepare for production handover support • Handover to production and operations support Keep in Mind The SDLC methodology must be tailored to both the size and risk of the project to ensure that it produces a quality product. This process can be adapted to either a Waterfall or Agile approach. Each phase must have a formal release to ensure all identified tasks have been finalised and approved TAILORING THE PROJECT Aligns to Interative Agile Waterfall Scrum
  17. 17. Project Management Software Development Governance Planning Analysis Project Documentation Controlling Design Project Folders Executing Development Contract Management Collaborating Testing Project Operations Communicating Implementation Best Practice THE DIGITAL PROJECT MANAGER Planning and managing the implementation of a digital platform using best practice and skills to balance priorities motivate teams manage stakeholders and deliver results Agile and quality focussed
  18. 18. THE DIGITAL PROJECT MANAGER  In theory if you know project management then you ought to be able to project manage any project – it should be a case of organising the tasks and monitoring them through to a successful conclusion.  Being a good Digital Project Manager requires a diverse mix of skills and experience. And to be effective you need to be more than just organised and a good communicator.  The ability to prioritise, keeping calm and focused, being able to let go, not assume too much, being approachable and having a passion for Digital are all things that when combined together make for an awesome Project Manager. Oh, and it helps to have a sense of humour too! Ian May Programme Manager Creative Jar United Kingdom

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