Developing eBusiness Projects in Internet Time

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Developing eBusiness Projects in Internet Time
Cindy Woloszyn Director, eBusiness Solutions
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Classic Scenario

• Web re-design
• On-line ordering
• Dynamic Data
• Web collaboration

• Sophisticated user security and personalization
• Content management flow
• And etc

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Classic Scenario

• Web re-design
• On-line ordering
• Dynamic Data
• Web collaboration

• Sophisticated user security and personalization
• Content management flow
• And etc

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Classic Scenario

• Web re-design
• On-line ordering
• Dynamic Data
• Web collaboration

• Sophisticated user security and personalization
• Content management flow
• And etc

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Classic Scenario

• Web re-design
• On-line ordering
• Dynamic Data
• Web collaboration

• Sophisticated user security and personalization
• Content management flow
• And etc

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Classic Scenario

• Web re-design
• On-line ordering
• Dynamic Data
• Web collaboration

• Sophisticated user security and personalization
• Content management flow
• And etc

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Classic Scenario

• Web re-design
• On-line ordering
• Dynamic Data
• Web collaboration

• Sophisticated user security and personalization
• Content management flow
• And etc

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The Biggest Challenge eBusiness Initiatives
FaceMaking it to Market with the Right
Features
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And what are the challenges?

• Acquiring consensus across the stakeholders
• Keeping communications flowing throughout
  eBusiness effort
• Defining and prioritizing the features to meet
  the market schedule
• Coordinating across the multiple teams
  (co-location, marketing, web design, IT, etc)

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Quiz What is the success rate for eBusiness
projects?

• More than 75 of all eBusiness efforts succeed
• 50-75 of all eBusiness efforts succeed
• 25-50 of all eBusiness efforts succeed
• 15-25 of all eBusiness efforts succeed
• Less than 15

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Quiz What is the success rate for eBusiness
projects?

• More than 75 of all eBusiness efforts succeed
• 50-75 of all eBusiness efforts succeed
• 25-50 of all eBusiness efforts succeed
• 15-25 of all eBusiness efforts succeed
• Less than 15

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What are the biggest Gotchas?

• Lack of clear vision
• Lack of corporate support
• Feature prioritization issues
• Unclear communication channels

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Whats the best chance for success?

• Corporate sponsorship at the appropriate level
• Knowledge of the users access to the users
• Experienced project management
• Rapid development with good risk management to
  achieve market schedule using known development
  models (eRAD, prototyping, etc.)
• Communication Coordination

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PM Process Traditional vs. eRAD

• Traditional PM
• Traditional sequential development
• A fully defined fixed product is the success
  factor for traditional development projects
• Projects could be scoped with great precision and
  protracted development plans

• eRAD PM
• Highly iterative
• The success factors for eRAD is meeting both
  customer satisfaction and time-to-market
  needs.
• eBusiness RAD projects are initiated with broad
  scope and a broad set of business objectives.

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Waterfall Model Weaknessesits possible, but
costly, to swim backwards upstream

• Often do not understand design needs until
  prototypes are built
• Not all the requirements are understood initially
  feedback from users is needed
• The waterfall method can prescribe an excessive
  amount of documentation
• Flexibility is not easily achieved
• And,the waterfall method generates few signs of
  progress until the very end

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Project Management Activities

• Project Planning
• Scope Management
• Time Management
• Cost Management
• Team Management
• Communications Management
• Risk Management

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Scope Prioritizing

• High level vision of the product / need
• Where are we going?
• What are the most critical factors?
• What is the priority? What needs to hit the
  market first?

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Analysis Requirements balancing time
constraint with desired features

• Key goal to determine what can be delivered
  within the given time constraint
• Simplify where possible
• Be realistic with your selected feature set
• The goal of this phase is to achieve the schedule
  by constraining (not eliminating) the features

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Define the User Stories

• Define what the system delivers to each
  stakeholder
• Define what is will look like
• Describe each user story (use-case scenario)
• Describe all interfaces to outside systems
  (automated, manual, etc)
• Deliver the document to all stakeholders for
  check-off

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Criteria for eRAD its not for every project

• Usually lasts from 60-120 days. Projects too big
  can be divided into multiple projects
• Requires significant end-user involvement and
  extensive ongoing reviews of the developing
  system
• Requires experienced project management
  aggressive timelines on eBusiness projects that
  span multiple stakeholder groups
• Requires significant communication activity from
  the project manager to keep track of changes and
  feedback
• Requires a motivated development team with a
  sense of urgency

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Constant project management is critical to keep
communications and expectations realistic and in
synch across all stakeholders
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Quality Assurance

• Quality Assurance team must be involved early and
  continuously throughout the effort
• QA team must be charged with fully exercising the
  user stories
• QA must fully test all boundary controls
• QA must find defects early in the development
  cycle

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Defects must be caught ASAP..especially when
time-to-market is around the corner
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Critical factors to eBusiness RAD success

• Project team (ITbusiness users / stakeholders)
  must be empowered to make decisions expeditiously
• Rapid prototyping, issues managements, risk
  assessments, and quality assurance are continuous
• Decisions and tradeoffs are constant activities
• Project management bottlenecks and bureaucracy
  must be removed
• Ability to work closely together is key
• Communication, communication, communication

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The World is Different

• Time Criticality
• Prioritized Features
• Tight Management
• Distributed Deliveries
• Practice Makes Perfect.