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eBusiness 2.0: Roadmap for Success by Ravi Kalakota and Marcia Robinson. Copyright Addison Wesley, 2000. This art is used with permission from Addison Wesley.
The E-Business material shall at all times remain the property of E-Business Strategies, Inc. No license under any trade secrets, copyrights, or other rights is granted by this Agreement or any disclosure of Confidential Information hereunder. Any such permitted copies will be considered Confidential Information. Confidential Information of E-Business Strategies, Inc. may not be copied or reproduced by the Recipient without E-Business Strategies, Inc. prior written consent. The E-Business material may not be re-sold. It is intended to be used solely for the purpose of accompaniment of the E-Business 2.0 Roadmap for Success book in an instructional manner.
Mobilizing the Organization: Tactical Execution Chapter Fourteen
Transition to e-Business needs tightly coordinated approach
Caveat: Traditional app execution characterized by number of groups working on various aspects of an issue but not talking
e-Project mgmt to bring order to chaos
Different from traditional project mgmt because of new challenges
Do the projects reflect changes in thinking about the business model?
Process Overview Define and Organize the Project Execution and Close Down Plan the Project Establish project team Determine project objective Assemble the project definition document Get project approval Develop work breakdown structure Develop project schedule Gather detailed project requirements Analyze resources Prepare cost analysis Collect project status data Complete project closing activities Planning and Managing Projects Conduct post project review Maintain, Monitor and Control
The Intangibles: Continuous Project Communication
A project communication plan necessary for a project to function like a well-oiled machine
to keep mgmt, customers, and team members informed of project’s status and milestones at risk of being missed
Identifies all persons concerned with the project and develops follow-up activities to keep them involved
Assigns communication responsibilities and process for keeping everyone informed
e-Development Process Opportunity Generation Solution Evaluation Customer Requirements Resource Mobilization Scope/ Feasibility Requirements Prototyping e-Process Redesign Implementation Maintenance/ Support
Opportunity Generation: What Customer Pain Are We Solving?
Projects must be built around opportunities for addressing customer needs
Classify: Pain killer or vitamin?
Most significant opportunities also simple: transactions in everyday life that could be simplified
Opportunities for relieving customer pain may be collected passively, but firms should also generate opportunities actively
Determining scope and narrowing focus first, most important step in project
Understanding scope essential to managing its development
Requires communication with customer to ensure correct interpretation of the defined need and unambiguous wording of the responsive requirement
Scope of many e-business projects fuzzy
Partition big problems into manageable chunks when scope too grandiose to overcome resistance
Keeps team focused and interested
Achieve early victories to sustain momentum
Realize achievements and internalize at faster rate
Scope can be rigid or flexible
Garnering Resources: Mobilize, Mobilize, and Mobilize
Define project mgmt team, resources, and time line
Step 1: Organize project teams
Step 2: Resource planning and allocation
Firms allocate resources for upfront activities, as strategy formulation
But underestimate for downstream activities
Internal Staff & Consultants Strategy Formulation Production Rollout, Maintain, Enhance and Change Effort Infrastructure (Tools, Apps, Software) New Application Development Supplier/ Partner Integration Well-budgeted by most enterprises Costs underbudgeted by 20% to 40% Costs underbudgeted by 50% to 100% Business Strategy Blueprint Planning & Project Management Prototype Implementation