1. INSIGHT PROJECT MANAGER:SUPERMAN IN PROJECTS OR SOMETHING ELSE? Tommi Pelkonen Strategist FRANTIC October 11, 2012
2. TOMMI IN BRIEF 2010$>:StrategistatFran-c 2008$2010:BusinessConsultantatFinproBudapestinICT/ so<warebusiness 2005$2008:StrategistatSatamaAmsterdam/ 1999$2005:BusinessConsultantatSatamaHelsinki/ 1996$1999:ResearchattheHSEElectronicCommerceIns-tute, focus:digitalmediaservicecompanies Born1971,married,daughter M.Sc.(Econ.):1999,Helsinki/School/of/Economics,HSE, Interna-onalBusiness,Finance&Accoun-ng,Informa-on Technology Lecturerandauthorofseveralpublica-ons&ar-clesinthe ﬁeldsdigitalmedia,interna-onalisa-onofSMEsandservice business Mo#o:%% Industrialfocus:Media,Telecoms,Financialsector, “The%most%robust%knowledge% B2BCommerce,Industrialmanafacturing is%created%in%interac9ons,%via% Consul-ngfocus:Strategy,Procesess&Innova-on,Digital posi9ve%conﬂicts”% opportuni-es,Businessmodelling© Frantic 2012
3. TOMMI IN LINKEDIN© Frantic 2012
4. ONLINE CUSTOMER SERVICE DESIGN AND PRODUCTION (INCLUDINGADMINISTRATION USER INTERFACES) FOR HELSINGIN SANOMAT, THE LARGEST DAILY NEWSPAPER IN SCANDINAVIA. ASIAKASPALVELU.HS.FI© Frantic 2012
5. ONLINE SERVICE DESIGN (INCLUDING PRIVATE AND CORPORATE HEALTHEXTRANET) FOR TERVEYSTALO, LEADING PRIVATE HEALTH SERVICES PROVIDER IN FINLAND. WWW.TERVEYSTALO.COM 5
6. EXPERIENCE OF SUCCESSFULIMPLEMENTATION OF GLOBAL SITES GLOBAL REDESIGN FOR LEADING ONLINE SECURITY COMPANY F-SECURE. WWW.F-SECURE.COM
7. EXPERIENCE OF SUCCESSFULIMPLEMENTATION OF GLOBAL SITES FRANTIC IS THE DIGITAL LEAD AGENCY FOR VALTRA, A LEADING TRACTOR MANIFACTURER - WWW.VALTRA.COM
8. EXPERIENCE OF SUCCESSFULIMPLEMENTATION OF GLOBAL SITESDIGITAL SERVICE DESIGN AND DEVELOPMENT FOR ALL 32 FINNAIR GLOBAL SITES. WWW.FINNAIR.COM
9. EXPERIENCE OF SUCCESSFULIMPLEMENTATION 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.ﬁQuru.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
16. WORLD-WIDE-WEB IN 60 SECONDS
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 THEFOUNDATION 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 beforeSource:OﬃcialandEs-matedsta-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:SorayaDarabi’sLinkedIn
25. OUR SHOPPING BEHAVIOUR HAS BECOME A COMPLEX ONE Think of the poor marketing planner – life is no longer easy!Source:TheOPENBrand:DigitalTrendsfor2011byResourceInterac-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 deviceMobility 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 HAVEBOUGHT ONLINE ~60% OF FINNS Linear growth since the commercial beginning of the web!
33. ONLINE SHOPPING IS PART OF OURNORMAL 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 ONLINEBUYERS
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 ALLABOUT? Project management isProject 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’Sproblems 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 TOBALANCE BETWEEN SIDES OF THE PM TRIANGLE Constant variable management with tacit and intangible skills
47. PROJECTS NEED TO HAVE GOALSDEFINED 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 THEHARD PLACE? NOTE: Middleﬁeld players make the game to work in any sports!
52. PM’S WORLD IS PACKED WITHJARGONY 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 ANDCHALLENGES 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 ANDESTIMATING 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 cycleh^p://www.graycellamerica.com/implementa-on_oracle.htmh^p://www.reply$mc.com/2009/06/01/pareto$would$have$been$a$good$project$manager/
57. PRACTICAL EXAMPLE FROM A REALCASE Plan and budget go hand in hand
58. TYPICAL ADDITIONAL COST CLAUSULESMake 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: UNDERSTANDYOUR PEERS AND COLLEAGUES! What ever you do – lead people – not milestones or numbers!
63. PM’S NEED TO UNDERSTAND THEIR TEAM MEMBERS NEEDS AND CONCERNSYou need to “drill” into your team members heads and understand them
64. REALITIES OF COMMUNICATIONS … “Projectmee-ngs “Focusontheﬁnal areawasteof-me “Leavemetoit...” deliverable...donot “I’mdoingit...” $Iknowwhattodo bothermenow“ withoutthese...” “Thisispossible,I “Trustme–I’man “Itwilltakeaslong “I’mjustﬁnishing thinkIcando expertinthis...“ asittakes...” it...“ this...” “I’lltellyouifIhave “E$mailthistome “Givemeanother aproblem...“ ...“ 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 projectsIdentify 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 knowOnce 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 stereotypesThere 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 INPROJECT MANAGEMENT:DIGITAL MEDIA AGENCY
71. USER(S) SITUATION LOCATION MOMENT DEVICE …IN ALL INTERACTIONSCHALLENGE: AND CHANNELS…HOW TO CREATEA LONG-LASTING …SO THATEXPERIENCES… 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 friendsThere 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 FLOWPretty standardised ﬂow – Yet, challenges and surprises occur all the time
74. CO-ORDINATION OF ALSO EXTERNAL ACTORS AND THEIR INPUT: SERVICE DESIGNMulti-vendor + multi-cultural projects are most propably the master class projects in this ﬁeld
75. CO-ORDINATION OF ALSO EXTERNALACTORS 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 ISCALLED 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 projectsAGILE IS MADE FOR THE MODERN WORLD = COMPLEX AND UNCERTAIN
82. AGILE CONSISTS OF VARIOUS SCHOOLS OF DISCIPLINEIt 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 , 2010picture by Kiwi Flickr
84. picture by OnTask SCRUM? Manage Complexity, Unpredictability and Change through Visibility, Inspection and AdaptationSource: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 spacehttp://www.mountaingoatsoftware.com
86. SCRUM ROLESScrum makes clear distinction between committed members andinterested 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 visionSource:Jurgen Appelo , 2010picture 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-functionalSource:Jurgen Appelo , 2010 Self-organized - Full-timepicture 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 managementSource: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 OwnerSource: Agile Software Development withScrum 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 maximumSource: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 FURTHERSource:Jurgen Appelo , 2010
93. PIGS AND CHICKENS COMMITTED INVOLVED Product Owner Users Scrum Master Managers Team Members MarketingSource:Jurgen Appelo , 2010
95. PRODUCT BACKLOG Express value Defer decisionsSource: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 TANGIBLESource:Jurgen Appelo , 2010
99. Sprint Backlog Breakdown of business value into assignable tasksSource:Jurgen Appelo , 2010picture by oskay
100. SPRINT BACKLOG Owned by the team Team allocates work No additions by others TASKS ARE ALLOCATED AND MANAGED CONSTANTLY AND FLEXIBLYSource:Jurgen Appelo , 2010
101. Sprints Steady pull of business value Inspect and AdaptSource:Jurgen Appelo , 2010picture 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 , 2010picture by kelsey e.
103. Sprint Review Preparation needed Show complete features Accept or reject results 1-2 hours per sprint/weekSource:Jurgen Appelo , 2010
104. THIS IS HOW WE WORK: OUR DESIGNPROCESS 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 TECHNICALDEPLOYMENT 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
108. PROJECT MANAGEMENT 2.0
109. PROJECT MANAGEMENT SOFTWARE
110. COMMUNICATION TOOLS
111. GROUPWARE TOOLS
112. BASECAMP – COMMUNICATIONPOWERHOUSE FOR PROJECTS
113. JIRA – PROCESS AND FLOWMANAGEMNET
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! !
116. LET’S GO AND MANAGE GREAT PROJECTS! Tommi Pelkonen Tommi.firstname.lastname@example.org +358-40-50 50 821 http://www.slideshare.net/TommiP