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e-Business projects create new issues

e-Business projects create new issues. Heads up !. New Topic. “With these ideas you can succeed and still sleep in your cubicle!”. Accelerate delivery Create a memorable experience Achieve high performance Implement impenetrable security Smooth settlement and fulfillment

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e-Business projects create new issues

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  1. e-Business projectscreate new issues Heads up ! New Topic “With these ideas you can succeed and still sleep in your cubicle!” • Accelerate delivery • Create a memorable experience • Achieve high performance • Implement impenetrable security • Smooth settlement and fulfillment • Operate round-the-clock support

  2. TopicObjectives • Recognize that e-Business projects introduce new risks and issues • Build an understanding of successful solutions for addressing these new risks and issues Embrace new project management skills and techniques

  3. Accelerate DeliveryBad • Ponderous work is bad: • How many more focus groups will look at the page mockups? • Enough design documentation; when do I see a prototype? • Aren’t you over-doing the status report document? Pressure from: new/old competitors ease of entry

  4. Accelerate DeliveryGood SSL Certificates Encryption Use systems analyst to document HTML and CGI are not enough Acquire from rich selection Minimize development from scratch Ensures robustness Consider scalability and security Reference Sections 1 - 12 • Rapid application development is good: • Don’t skip over requirements • Use the new web-oriented development tools • Include performance & security at design • License applications and/or components • Re-use objects • Don’t skimp acceptance testing; don’t test in production

  5. Develop Multiple ReleasesConcurrently R1 - Development R2 - Development R1 - Test R1 - Production 1 R1 - Develop R2 - Develop R3 - Develop R4 - Develop R1 - Test R2 - Test R3 - Test R4 - Test R1 - Production R2 - Production R3 - Production 1 2 3 Few Large Releases Time Many Small Releases

  6. Benefits in Concurrent Releases “I’ll figure this out as soon as I get dressed!” • Achieves earlier production availability of release 1 • Produces earlier/faster discovery of: • refined business requirements • appropriate elements of an effective design • community reaction to web site • Makes it easier to deflect scope pressure to add functionality to current release • Flattens project resource utilization curve Responds to pressure for accelerated delivery

  7. Issues in Concurrent Releases • Requires multiple development environments • Demands superior: • version control software • development processes • team maturity/expertise • Creates temptation to make releases too small • Requires management of more concurrent tasks • Increases cost of development Requires attention to method and architecture

  8. Computing Environment for Concurrent Development Promotion Direction Web Server Web Server Web Server Presentation Application Server Application Server Application Server Application Data Database Database Database Development Test Production

  9. Small Release Examples Small, fast releases • Now we can reach prospects overseas easily • We can finally show our products visually • Enhanced security is building customer confidence • Our customers now see up-to-the-minute inventory data • Higher capacity server/network is improving performance • Our customer service chat room is improving responsiveness • Improved settlement is accelerating order delivery • Our E-mail notification is increasing sales

  10. TestingRemains Important

  11. H & R BlockCase Study • Form into groups • Read the Business Week article • April 17, 2000, page 200 • List major issues/difficulties: • tactical • strategic • Brainstorm solutions to: • solve immediate problems • strengthen the product/service offering • What would you recommend as a project manager?

  12. Create a Memorable Experience Bad • Boredom & frustration are bad: • These giant, gaudy graphics are distracting • I’m lost; where do I go from here? • This content is superficial and dated • What dull looking pages • I wonder if anyone ever responds to the Help button Loading . . . Please wait Please wait Please wait Please wait Please wait Please wait . . . Gone!

  13. Create a Memorable Experience Good "The big factor we see is that online consumer expectations are continuing to rise. Users are becoming more savvy as to what they should expect." Larry Freed, CEO of ForSee Results Inc. Reference Sections 29 - 36 • Providing reasons to return is good: • Deliver on the three “C’s • Insist on an ease-of-use design • Measure business success

  14. Deliver on the three “C’s • Compelling Content • Sense of Community • Effective Commerce

  15. Compelling Content Organize into small chunks Display small pictures Optimum detail; complexity Today’s events; tomorrow’s plans Check for errors; mis-information Create smiles & laughs Catchy; maintain attention Visually appealing Support multiple access paths See Reference Section 25 • Up-to-date • Accurate • Detail on request • Appropriately illustrated • Tuned to audience perspective • Thought provoking • Entertaining • Attractive • Cross-linked

  16. Sense of Community Offer chat rooms; post discussion Provide opinion on shared issues Update content; change offerings Respond to e-mails Maintain contact Respect & guard personal information See Reference Section 33 • Shared values • Benefits in returning • Ability to contribute • Support/advice • Communication • Privacy

  17. Effective Commerce Straight-forward purchasing Reasonable; not excessive Reasonable shipping & handling To bricks & mortar; easy shipping Implement encryption Enable a customized experience Deliver sufficient value See Reference Sections 34 • Ability to transact business • Secure transactions • Competitive pricing • Acceptable terms • Workable return capability • Personalization

  18. Insist on Ease-of-Use Design Thin client; small controls Little vertical scrolling Menus; tabs; navigation bar(s) On every page Analyze surfer navigation patterns Flat tree; many branches Don’t set as GIFs; not too small See Reference Section 36 • Design for high performance • Minimize page sizes • Make navigation clear • Offer prominent help buttons • Capture session information • Control the number of pages • Layout text for readability

  19. Measure Business Success • Sales revenue: • total revenue dollars per month • total sales value of products returned per month • Product sales success • unit sales by product per month • Return rate: • number of products returned per month • percent of total products sold • Collection problem rate • number of payment transactions rejected by card issuers per month Components of measurement

  20. Create MemorableWeb Sites

  21. Achieve High PerformanceBad • Excessive waiting & irritation are bad: • These huge pages take forever to load • Flash sure creates delays • The pictures are missing • The page can not be displayed • Page contains errors X WWW shouldn't stand for “World Wide Wait”

  22. Achieve High PerformanceGood Hardware Network Operating system Database Operations See Reference Sections 14 - 17 • Speed & smoothness are good: • Design short pages for fast loading • Minimize use of Java to maximize browser compatibility • Optimize the computing environment for performance:

  23. Network WorldInsufficient Capacity From: networkworldevents@lti.on.ca Sent: Thursday, September 28, 2000 1:33 PM To: yogischulz@corvelle.com Subject: Network World - Live! Web Site Back Online This message is brought to you by LTI, publisher of ComputerWorld, Network World and CIO Canada. Ever feel like you're living in a commercial? You know, the one about the site that goes live only to be brought down by a massive number of hits. Well, as they say, "Could happen!" In fact, did happen. Our sincere apologies for any inconvenience that you may have experienced while you were trying to register for the seminars. With literally thousands of hits per hour throughout the day our Registration server was simply not designed to handle such a high level of response. The bad news is that many were unable to get through to register for the free seminars. The good news is that our offer of a free conference program at Network World - Live! is obviously a 'big hit'; literally. We've recovered and we're back online. More good news; seating is still available in our Conference Program. If you were unable to register or received an error message, we invite you to revisit the site today and select those sessions of interest to you. Once again, we appreciate your understanding and look forward to seeing you at the show. Here's the link: http://www.NetworkWorldLive.com

  24. I’d visit a web sitemore often if . . . Jupiter Media Metrix October 2001

  25. Implement Impenetrable SecurityBad “Can’t you see that anyone can just walk in here!” • Neglect & inattention are bad: • There’s nothing valuable enough to attract interest • Logging on is so complicated; we must have good security • We’ve never had a problem before • Everyone has a key to the data center • Our server floor is visible from the highway

  26. Current State ofHacking/Security • The 2000 Information Security Industry Survey • surveyed 1,897 high-tech and info-security professionals • co-sponsored by ICSA.net and Global Integrity Corp. • appeared in the Sept. 2000 issue of Information Security, ICSA.net's independent magazine • Nearly twice as many companies experienced insider attacks, such as theft, sabotage or intentional destruction of computer property, compared to 1999 • 41 percent more companies had to deal with employees who intentionally disclosed or destroyed proprietary corporate information • Outsider breaches affected 80 percent of survey respondents

  27. Implement Impenetrable SecurityGood Manage keys/cards Change the default Consider need for certificates Check for intrusion attempts Close down access points Manage user profiles Reference Section 13 • Vigilance & paranoia are good: • Create/enforce a physical access policy • Control root access thoroughly • Minimize resource access • Implement SSL encryption at least • Scan servers and network actively • Default is deny for services/ports • Expire passwords regularly

  28. Safe Credit CardUse

  29. Smooth Settlement and FulfillmentBad “Customers won’t see me with my pants down!” • Non-delivery & non-return are bad: • I ordered green; they shipped red • The only record of my order is on my VISA statement • The Spring Collection arrived in time for summer

  30. Smooth Settlement and FulfillmentGood Quantity; size; amount Provide quick error/fraud detection Accelerate productivity; Reduce errors Minimize order-fill time Make small differences clear See Reference Section 32 • Accuracy & speed are good: • Edit orders for reasonableness • Validate credit cards online; not batch • Describe products distinctly • Use bar codes throughout • Staff back office adequately Left out-of-scope too often

  31. SmoothingFulfillment

  32. Operate Round-the-Clock SupportBad • Muzak & flaky answers are bad: • I’ve been on hold much too long • The voice response system has more options than my remote • I know the product better than the call center personnel • The personnel speak with a strong accent

  33. Operate Round-the-Clock SupportGood Invest in staff training Offer incentives for customer comments Enable e-mail & interactive response Cheaper; improves service • Quick & accurate responses are good: • Operate a professional call center • Enable customer interaction • Engage customers to provide insights • Encourage callers to visit web site

  34. Tesco Ltd. UKCase Study • Form into groups • Read the Business Week article • 1 October 2001 • List major issues/difficulties for: • customers • suppliers • Tesco • Brainstorm solutions to: • minimize risks of a cautious Web strategy • leverage interaction between bricks and clicks • What would you recommend as a project manager?

  35. TopicSummary • Accelerate delivery • Create a memorable experience • Achieve high performance • Implement impenetrable security • Smooth settlement and fulfillment • Operate round-the-clock support Time for Discussion

  36. DisasterRecovery Planning

  37. Project Management in the Web era • Project management has always been difficult, and has become more so in the Web era, since timelines have been compressed and expectations are unrealistically high. • However, the Web has also made development by successive prototyping easier, since there is no waiting for debugging of large amounts of GUI code. In my personal experience, users, whose satisfaction depends most strongly on quality of user interface, have been happier as customers of project results since the advent of the Web. • www.textuality.com/cgi-bin/glossary.pl?term=projman

  38. Call CenterCompetency

  39. Measure Memorable ExperienceBusiness View • Speed to receipt • minutes to complete the entire business process • Usability • how easy it is for users to successfully use the web pages • Transaction success rate: • total transactions commenced per month • number of transactions completed/abandoned • Customer communication rate: • number of e-mails, telephone calls, faxes per month • positive and negative • Banner ad click-through rate • number of users attracted to site from advertising on other sites

  40. Measure Memorable ExperienceTechnical View • Number of users: • average number of users per day by hour • origin of users • Page access activity: • average number of pages accessed per session by day • access frequency by page by day • Response time of key pages: • internal and externally measured in seconds • measured at multiple tiers of the business process (client level, network level, server level) • Site availability: • minutes of unplanned unavailability per month • minutes of planned unavailability per month Back to Measurement

  41. e-Business at Raytheon Co.The Balanced e-Scorecard - 1 • Innovation and flexibility: • average time from concept to start • speed to match a rival's site • speed at which the competition will match your site • time between re-launches. • Customer loyalty: • percentage who return within a year • time between visits; duration of visit • conversion rate; percentage who give personal information. • Transactional excellence: • unique visitors each month; online sales abandoned; percentage of orders correct; time to respond to a customer; percentage of orders filled on time.

  42. e-Business at Raytheon Co.The Balanced e-Scorecard - 2 • Customer information: • percentage of e-mail addresses collected out of all traffic. • Infrastructure reliability: • time to load a page; network uptime and scalability. • Supply-chain excellence: • inventory levels; inventory turns; order confirmation time; percentage of products built to order. • Valuation and financial performance: • return on invested capital; market capitalization migration (the changing value of the overall business). • Digital quotient: • for complementary e-business channels, percentage of total revenue generated online.

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