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Satama SUP  (SIGCHI.NL Synergy Unlimited)
 

Satama SUP (SIGCHI.NL Synergy Unlimited)

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Presentation about the Satama Unified Process (SUP) as it fits in the Satama organization. A bit about how the design documentation was created, what it looks like, how much time it took, and how it ...

Presentation about the Satama Unified Process (SUP) as it fits in the Satama organization. A bit about how the design documentation was created, what it looks like, how much time it took, and how it is linked to other processes in the company.

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  • Yohan (ylab) is correct: this is a presentation from 2002 that I uploaded only now to be able to refer to it publicly. I should also thank my fellow presenter Boyd de Groot for preparing and delivering this presentation with me back then!
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    Satama SUP  (SIGCHI.NL Synergy Unlimited) Satama SUP (SIGCHI.NL Synergy Unlimited) Presentation Transcript

    • Satama Unified Process: Synergy on the work floor Presentation at SIGCHI.NL 2002 Summer Conference “Synergy Unlimited”, June 19, 2002 Peter Boersma ( peter. boersma @ satama .com ) Boyd de Groot ( boyd .de. groot @ satama .com )
    • Set-up
      • What’SUP? (Peter Boersma)
      • SUP Applied!
      • (Boyd de Groot)
      • Questions (& Answers)
    • What is SUP?
    • What is SUP? SUP is Satama’s delivery process A framework SUP helps in writing proposals and project plans Supports us: sell and do right things SUP is a collection of deliverables: templates and examples Increases efficiency and knowledge sharing SUP also contains instructions on parts of the delivery process Supports us to do things in the right way
    • Satama Unified Process ITERATIVE INCREMENTAL USER CENTRIC ARCHITECTURE CENTRIC 7 (+2) Workflows 5 Phases 4 Principles
    • Main Deliverables of SUP 1.0 Discovery Scan Inception Elaboration Construction Transition Analysis Insight Customer representation & Online offering Functional & Supplementary Requirements Interaction & Technical Design User & Technical Prototype Usability, Technical & eBrand Validation Launch Plan Project & Scope Plan Customer representation & Online offering Functional & Supplementary Requirements Interaction & Technical Design User & Technical Prototype Usability & Technical Validation Launch Plan Project Plan Interaction & Technical Design Software components Technical Validation Production environment Project Plan Guidelines Usability & Technical Validation Launched Service Project Plan & Closing Document VI Validation VII Launch Project management IV Analysis & design III Requirement capture II Business modeling I User exploration V Implementation
    • The SUP 1.0 Booklet
    • The SUP Deliverable Database
    • For each deliverable, we…
      • 1. Gathered examples, references, resources, similar documents
        • Local SUP Managers were doorway to local Resources
        • Tried to find examples everywhere
      • 2. Wrote drafts, reviewed with Deliverable Owner and Reviewers
        • Team “templatized” examples, identifying generic elements
      • 3. Wrote Instructions
        • Used comments from Reviewers about unclear parts as input
      • 4. Converted example(s) to template format
        • So we had at least one example in the intended format
      • 5. Developed Training Materials
        • To place instructions in SUP framework
    • Why SUP?
      • To deliver projects, of course 
      • On time, also in multi-vendor projects  project & program management workflow & deliverables
      • From small to big  modular approach, selection of deliverables
      • With customer’s consent  decision points after each phase
      • Managing risks  iterative, incremental approach with validations
      • With the end-user in mind  user exploration workflow
      • Now, and in the future  training sessions for (new) employees, and updates in the deliverable database
    • SUP 1.0 development process
      • September 2000
        • Offices talk about common method
      • May – June 2001
        • SUP Program started in May 2001
        • Design of overall structure by “SUP Development Team”
        • Selection of SET1 deliverables by “Local SUP Managers”
      • July – August 2001
        • Construction of SET1 deliverables by “Deliverable Owners”
        • Review of SET 1deliverables by “Resources”
      • September 2001
        • Introduction of SUP
        • Training sessions SET 1
        • Support for Projects
      • October 2001
        • Review of SUP, start Maintenance Process
      • December 2002
        • Kick-off development of SET2
      • July 2002
        • Training sessions SET2
      costs until November 2001 EUR 175.000 (Plus EUR 400.000 for Rational license & training)
    • Lessons learned
      • Creating a template costs about two days.
      • Day 1: study examples, prepare table of contents
      • Day 2: write template texts
      • Improving a template costs about two days.
      • Day 1: study reviews, change texts
      • Day 2: rearrange table of contents, start instructions
      • Writing instructions costs about two days.
      • Day 1: study deliverable, study instructions template
      • Day 2: change deliverable slightly, write instructions
      • But the whole process costs about two months…
    • The SUP is now part of Satama
      • Top management is extremely committed.
      • Over 90% of Satama people participated in the SUP trainings.
      • Feedback was positive and people are motivated.
      • But they need more support.
    • SUP is linked to other processes Satama Unified Process Resource management Billing Account management Competence development New business development Partner management Start a project Manage client relationship & expectations A framework to define competence needs Staffing A framework to manage sub-contractors Input for billing Evaluate the service and identify development opportunities
    • External Evaluation
      • Recommendations
      • from a study by the Helsinki University of Technology, 01/2002
      • Satama-wide participation in future developments
      • Internal promotion of the SUP to improve rooting and motivation
      • Monitoring & measurement of use in projects
      • Support for first-time implementers
      • Immediate implementation of SET 2
      • Project meetings and communication on top of competence-crossing deliverables
    • Further development
      • Currently
      • SET 2 deliverables completed
      • Training sessions for SET 2 planned for June (Finland) & August
      • Including interactive SUP Simulation event as refresh-course
      • Increasing use of SUP deliverable database
      • Maintenance process started (through Deliverable Owners)
      • Planned
      • SET 3 deliverables (hardcore business, software quality, manuals and guidelines), October 2002
      • SUP Brochure, maybe even a web site (a la http://www. iconprocess .com ), November 2002
    • SUP Applied!
    • Pragmatic and relevant support
      • Every project is different
        • From small, marcom oriented projects…
        • … to large, CRM based programs, with different releases for different channels
      • Every client is different
        • Industry, size, client team, partnering with other vendors, etc.
      • It is all about: people + tools + organization
    • Design Management
      • “ Design links Corporate Intent with Day-to-Day Delivery”
      • Raymond Turner, Group Design Director, BAA
      • Design Management:
        • Design Strategy, which is an integral and critical part of the overall business strategy
        • Operational Design Management, which is focused on a well executed day-to-day delivery within the different stages of the design process (e.g. SUP)
    • Design Program Framework II. Core process: III. Program support Design & Development Process: SUP Styleguide: Guidelines and Reusable Components Organization chart People / Competences Partner cooperation Administration/ Finance Information / Knowledge Technology / Tools I. Project Portfolio Content Mng / Maintenance Releases / Service line updates Explorative design Business Strategy Business plan Target Groups Technology Plan / Roadmap “ Lighthouse”: Vision Development
    • Project Portfolio and SUP Lighthouse (continuous project) / Horizon: 2-3 years / Accent on workflows: 1,2, hi-lvl 3 Explorative design / Horizon: 1-2 years / Accent on workflows 1,2,3, hi-lvl 4 (mock-up’s) Releases / Hor: 0.5-1 yr / Workflows: 3-6 CM + Maintenance / Horizon: present / Accent on workflows: 5-7 Workflows 1-7
    • Prototyping framework for releases Supporting service concepting and design work Detailing and preparing for Implementation Start Implementation Discovery Inception Elaboration 1 Elaboration 2 Construction Transition
      • Mockup-ing, options:
      • Paper mockups
      • Click-through mockups
      • Interaction mockups (only HTML-text)
      • Prototyping
      • Production source for:
        • Graphical assets
        • Content assets
        • Flash assets
      • 0-series prototype
      • ‘ Final’ HTML-source
      Extranet Implementation (By partners. In reality about 70-80% of the total project lead time)
    • Styleguide framework Common Elements Introduction Concept level Task level Presentation level Technical level UI-aspects (main focus in bold) Styleguide content structure
      • Structure (hi-level)
      • Layout / visual look (hi-level)
      • Flow / interaction (hi-level)
      • Content (hi-level: tone-of-voice)
      • Structure (navigation)
      • Layout / visual look
      • Flow / interaction (processes)
      • Content
      • Structure (information/navigation)
      • Layout / visual look (details)
      • Flow / interaction (details)
      • Content (details)
      • Structure (tech.details)
      • Layout / visual look (tech.det.)
      • Flow / interaction (tech.details)
      • Content (tech.details)
      Volume Knowledge Levels Design Patterns Specs & Guidelines Reusable Components (Design and Tech) user Experience Guidelines
    • Questions? Peter Boersma peter. boersma @ satama .com Boyd de Groot boyd .de. groot @ satama .com