Project Management in Digital Media

INSIGHT
PROJECT MANAGER:
SUPERMAN IN PROJECTS
OR SOMETHING ELSE?

Tommi Pelkonen
Strategist
FRANTIC

October 11, 2012

TOMMI IN BRIEF

2010$>:'Strategist'at'Fran-c'
2008$2010:'Business'Consultant'at'Finpro'Budapest'in'ICT/
so<ware'business'
2005$2008:'Strategist'at'Satama'Amsterdam/
1999$2005:'Business'Consultant'at'Satama'Helsinki/
1996$1999:'Research'at'the'HSE'Electronic'Commerce'Ins-tute,'
focus:'digital'media'service'companies'
'
Born'1971,'married,'daughter'
M.Sc.'(Econ.):'1999,'Helsinki/School/of/Economics,'HSE,'
Interna-onal'Business,'Finance'&'Accoun-ng,'Informa-on'
Technology'
'
Lecturer'and'author'of'several'publica-ons'&'ar-cles'in'the'
ﬁelds'digital'media,'interna-onalisa-on'of'SMEs'and'service'
business'
' Mo#o:%%
Industrial'focus:'Media,'Telecoms,'Financial'sector,'' “The%most%robust%knowledge%
B2B'Commerce,'Industrial'manafacturing' is%created%in%interac9ons,%via%
Consul-ng'focus:'Strategy,'Procesess'&'Innova-on,'Digital' posi9ve%conﬂicts”%
opportuni-es,'Business'modelling'
© Frantic 2012

TOMMI IN LINKEDIN

© Frantic 2012

ONLINE CUSTOMER SERVICE DESIGN AND PRODUCTION (INCLUDING
ADMINISTRATION USER INTERFACES) FOR HELSINGIN SANOMAT, THE LARGEST
DAILY NEWSPAPER IN SCANDINAVIA.
ASIAKASPALVELU.HS.FI
© Frantic 2012

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

5'

EXPERIENCE OF SUCCESSFUL
IMPLEMENTATION OF GLOBAL SITES

GLOBAL REDESIGN FOR LEADING ONLINE SECURITY COMPANY F-SECURE.
WWW.F-SECURE.COM


FRANTIC IS THE DIGITAL LEAD AGENCY FOR VALTRA, A LEADING TRACTOR
MANIFACTURER - WWW.VALTRA.COM


DIGITAL SERVICE DESIGN AND DEVELOPMENT FOR ALL 32 FINNAIR GLOBAL SITES.
WWW.FINNAIR.COM


RESPONSIVE REDESIGN FOR WIRELESS POWER CONSORTIUM (IN WORKS)

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

Toolonlahdetalot.fi

Campbells.fi

Quru.fi

RESPONSIVE DESIGN AND PRODUCTION REFERENCES.

Frantic.com

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

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!

A DAY IN THE INTERNET

© Frantic 2012 14

DAY IN INTERNET

© Frantic 2012 15

THE WEB OF TODAY IS:
SOCIAL
MOBILE
CONTEXTUAL
CONTENT-ORIENTED
and all
about

DELIVERING EXPERIENCES
AND BETTER BUSINESS
© Frantic 2012

Image courtesy of Brad Frost - http://bradfrostweb.com/

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:

BUT: IN SOCIAL MEDIA
CONTENT IS THE

KING

CONTENT IS THE
FOUNDATION
CONTACTS'

CONTEXT'

CONTENT'

LET’S SEE SOME FACTS IN BRIEF

© Frantic 2012 NO - THIS IS NOT A CAT VIDEO ! 23

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'

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'

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

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

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

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

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

FINNS'DO'BUY'ONLINE'–'TO'GROWING'EXTENT!'

€2,350/million
spent/online/in/Finland/
/
across/a/6/month/period/
EU:'€187,990m'

11//
is/the/average/number/of/
purchases/made/per/
€684 /
is/the/average/amount/spent/
person/in/Finland/across/
per/person/in/Finland/across/a/6/
a/6/month/period/
EU:'13' month/period/
EU:'€544'
%s'Among'Internet'users/P6M'purchasers'

Total volume estimates (incl. foreign trade ~15-20 mrd€ in 2012!
June, 2012

TOTAL NUMBER OF FINNS WHO HAVE
BOUGHT ONLINE ~60% OF FINNS

Linear growth since the commercial beginning of the web!

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

BUT - FINNS ARE CAUTIOUS ONLINE
BUYERS

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

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!

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

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

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.

PROJECT VS. PROGRAMS?

A PROGRAM CONSISTS OF MULTIPLE CHAINED AND CONNECTED PROJECTS

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!

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

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!

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!

PROJECT MANAGERS NEEDS CONSTANTLY TO
BALANCE BETWEEN SIDES OF THE PM TRIANGLE

Constant variable management with tacit and intangible skills

PROJECTS NEED TO HAVE GOALS
DEFINED

Projects need to set its targeted levels for outcomes

PROJECT PLANNING FLOW

THIS IS INDUSTRY-AGNOSTIC – ALWAYS THE SAME HIGH-LEVEL PATTERNS

PROJECT MANAGMENT FRAMEWORK

What a great profession – can be shifted to nearly any context!

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?

PM: BETWEEN THE ROCK AND THE
HARD PLACE?

NOTE: Middleﬁeld players make the game to work in any sports!

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..

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!

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

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!

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/''

PRACTICAL EXAMPLE FROM A REAL
CASE

Plan and budget go hand in hand

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…

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!

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

CORE ASSET/STRATEGY: UNDERSTAND
YOUR PEERS AND COLLEAGUES!

What ever you do – lead people – not milestones or numbers!

PM’S NEED TO UNDERSTAND THEIR
TEAM MEMBERS NEEDS AND CONCERNS

You need to “drill” into your team members heads and understand them

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?

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!

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.

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!

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!

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'

CASE STUDY IN
PROJECT MANAGEMENT:
DIGITAL MEDIA AGENCY

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

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

KEY STEPS IN THE DIGITAL MEDIA
PRODUCTION FLOW

Pretty standardised ﬂow – Yet, challenges and surprises occur all the time

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

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

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

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!

AGILE HAS SPREAD FROM SW DEVELOPMENT INTO ALL AREAS OF PM

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'

PROCESS COMPLEXITY (M)

Chaotic
projects

Agile
projects

Structured
projects
AGILE IS MADE FOR THE MODERN WORLD = COMPLEX AND UNCERTAIN

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!

SCRUM
SCRUM?

picture by Kiwi Flickr

picture by OnTask

SCRUM?

Manage Complexity, Unpredictability and Change
through Visibility, Inspection and Adaptation


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

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

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
picture by Official Star Wars Blog
Represents the customer

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

Scrum
Master
Servant leader
Team protector
Remove impediments Troubleshooter
Prevent interruptions Scrum guide
Facilitate the team
Support the process
Manage management

picture by Orange Beard

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.

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…'

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

PIGS AND CHICKENS
COMMITTED INVOLVED

Product Owner Users
Scrum Master Managers
Team Members Marketing


Sprint

CORE ARTEFACT = TASK BOARD
Source:'Jurgen Appelo , 2010' picture by Mountain Goat Software

PRODUCT BACKLOG

Express value
Defer decisions
picture by juhansonin

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


SPRINT PLANNING (PART 1)
Strategical level planning
Prioritize/select features
Discuss acceptance criteria
Verify understanding

½ - 1 hour
per sprint/week


Sprint Planning (Part 2)
Tactical level planning
Deﬁne sprint backlog items
Estimate sprint backlog items
Use velocity (Yesterday’s Weather)
Share commitment

½ - 1 hour
per sprint/week


Sprint Backlog

Breakdown of business value
into assignable tasks

picture by oskay

SPRINT BACKLOG

Owned by the team
Team allocates work
No additions by others

TASKS ARE ALLOCATED AND MANAGED CONSTANTLY AND FLEXIBLY


Sprints

Steady pull of business value
Inspect and Adapt
picture by kelsey e.

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”
picture by kelsey e.

Sprint Review
Preparation needed
Show complete features
Accept or reject results

1-2 hours
per sprint/week


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.

DESIGN LEADS TO TECHNICAL
DEPLOYMENT

DESIGN
READY

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

BASECAMP – COMMUNICATION
POWERHOUSE FOR PROJECTS

JIRA – PROCESS AND FLOW
MANAGEMNET

CONCLUSIONS: PM IS A SUPERHERO! !

LET’S GO AND MANAGE
GREAT PROJECTS!

Tommi Pelkonen
Tommi.pelkonen@frantic.com
+358-40-50 50 821

http://www.slideshare.net/TommiP

Project Management in Digital Media

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