Projektledelse Projektledelse og Produktion af Digitalt Indhold (DPI)

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1 Projektledelse Projektledelse og Produktion af Digitalt Indhold (DPI)
Lektion 11 20. april 2005 Peter Olaf Looms

2 Dagens program 9:00-10:00 10:00-10:15 10:15 -11:00 11:00-11:15
11:15-12:00 12:00-13:00 13:00 -15:00 Kursusevaluering - udviklnigsmodeller (opfriskning) Pause Kvalitative metoder til projektvalidering Om at udvikle sammen med og for børn FROKOST Case 2: gruppekonsultationer.

3 Fra idé til færdigt produkt/den daglige drift
Emneoversigt Fra idé til færdigt produkt/den daglige drift Udvikling og produktionsmodeller for nye medier - historikken Fasemodel Vandfaldsmodel Spiralmodel (aka. Incremental, Iterativ Model) Blandingsmodeller Vandfald i forhold til Spiral - sammenligning Tilhængere og modstandere af de respektive modeller Udviklingsmodeller til børn

4 Fra idé til færdigt produkt/den daglige drift
Termer på dansk og engelsk

5 Fra idé til færdigt produkt/den daglige drift
Ressource- forbrug ramme- koncept pitch dummy koncept produkt lancering brief pitch dummy format product launch Produktudvikling Produktion Drift Product development Production Operation Tid

6 At gøre det rigtigt - milepæle hos ledelsen
Hensigt Prekvalificering At sikre at ressourcer kun anvendes på projekter hvor der er opbakning i organisationen Management beslutning Validering At sikre den nødvendige prioritering internt inden planlægningen påbegyndes og ressourcer anvendes Management beslutning Planlægning At sikre overblik så man hele tiden har føling med projektforløbet i forhold til styringsparametrene

7 Modeller for Udvikling og Produktion
1. Historikken

8 Historikken Fase model 1950 1960 1970 1980 1990 2000 Tid
Benington, Herbert D. (1956) Proc. Symp. On Advanced Computer Programs for Digital Computers" sponsored by ONR, June Republished in Annals of the History of Computing, Oct. 1983, pp Reprinted at the ICSE'87, Monterey, California, USA. March 30 - April 2, 1987. Historikken Fase model 1956 Tid

9 Fase model Vandfalds model
Royce,W.W. (1970) Managing the Development of Large Software Systems: Concepts and Techniques Proc. WESCON, IEEE Computer Society Press, Los Alamitos, CA, 1970. Reprinted at the ICSE'87, Monterey, California, USA. March 30 - April 2, 1987. Historikken Royce kaldte det ikke ”waterfall” To iterationer: ”prototype” Selve forløbet Fase model 1956 Vandfalds model Tid

10 Fase model Vandfalds model
Royce,W.W. (1970) Managing the Development of Large Software Systems: Concepts and Techniques Proc. WESCON, IEEE Computer Society Press, Los Alamitos, CA, 1970. Reprinted at the ICSE'87, Monterey, California, USA. March 30 - April 2, 1987. Historikken Faktisk ikke noget vandfald Feedback sløjfer m. mulighed for at gå tilbage!!! Fase model 1956 Vandfalds model Tid

11 Den første model som opdelte processen
Basili, Victor R. and Turner, A. J. terative Enhancement: A Practical Technique for Software Development IEEE Transactions on Software Engineering, vol. 1, #4, December 1975 (update appears as Portfolio , Auerbach Information Management Series 1978). Available for download at University of Maryland web site Historikken Den første model som opdelte processen I flere iterationer (korte forløb) Iterativ model 1975 Tid

12 Fase model Vandfalds model Spiral model
Boehm, Barry (1986) "A Spiral Model of Software Development and Enhancement", ACM SIGSOFT Software Engineering Notes, August 1986 Historikken En variant af ”Iterativ model” Funktionaliteternes antal og egenskaber øges i små skridt Fase model 1956 Vandfalds model Spiral model 1986 Tid

13 Fase model Vandfalds model Spiral model
Boehm, Barry (1986) "A Spiral Model of Software Development and Enhancement", ACM SIGSOFT Software Engineering Notes, August 1986 Historikken Ofte koblet sammen med Flad HTML løsninger Object-Oriented Programming Extreme programming Fase model 1956 Vandfalds model Spiral model 1986 Tid

14 Fase model Vandfalds model Spiral model Andre modeller
Gawlinski, Mark (2003) Interactive Television Production page 149 Historikken Prototyping i et simuleringsmiljø efterfulgt af Vandfaldsmetoden BBC, DR og andre med helt nye teknologier Tit Prototyping Vandfalds model Fase model 1956 Vandfalds model Spiral model 1986 Andre modeller 1998 Tid

15 Fase model Vandfalds model Spiral model Andre modeller
Gawlinski, Mark (2003) Interactive Television Production page 150 Se også Historikken Rapid Application Development Variant af Spiralmetoden fra England, bortset fra trinvis udgivelse Flere ”mini-vandfald” efter hinanden - korte iterationer Til DTV, MOG på mobil og lignende. Vandfald 1 Vandfald 2 Vandfald 3 Fase model 1956 Vandfalds model Spiral model 1986 Andre modeller 1998 Tid

16 Vandfald og Spiralmetoden
En sammenligning

17 Vandfald og Spiralen (RAD) - ressourceforbrug

18 Vandfald og Spiralen (RAD) - afkast

19 Vandfald og Spiralen (RAD) - risici

20 Vandfald og Spiralen (RAD) - risici

21 Hvad skriver man om modellerne?

22 ”Computer programs only make sense to the team who have developed it.”
Peter Naur (1985) Programming as theory building. In Microprocessing and Microprogramming vol. 15, pp ”Computer programs only make sense to the team who have developed it.” According to Naur, a theory about what the program does, and how it does it, is built simultaneously with the construction of the executable code. This theory cannot be written down or otherwise formalised.

23 Roots of Wicked Problems
Peter DeGrace (1990) Wicked Problems ”Problems that are fully understood only after they are solved the first time” [however poorly] Roots of Wicked Problems A customer not knowing [or being able to articulate] what he/she wants; changing expectations as the project progresses. Staff who are inexperienced in the problem domain, orwith the appropriate implementation techniques.

24 Two common web develop-ment approaches are:
Jakob Nielsen (2001) The Usability Lifecycle library/it-nielsen3/ Two common web develop-ment approaches are: Treating their Web sites like mud. The Waterfall model

25 1.Treating their Web sites like mud.
Jakob Nielsen (2001) The Usability Lifecycle library/it-nielsen3/ 1.Treating their Web sites like mud. The "method" is: Throw it at the wall. See if it sticks.

26 Jakob Nielsen (2001) 2. Waterfall
The Usability Lifecycle library/it-nielsen3/ 2. Waterfall ”The waterfall model fails for the simple reason that most people cannot read specs. Anything that is based on a linear progression from one set of specs to the next will fail. It sounds logical that you first analyze one thing, write down the requirements, and then move on to design something more detailed based on the now-fixed foundation.” Gennemgang af hans bud på en udviklingsmodel på samme side.

27 From idea to finished programme or service
Preliminary work (internal pitch) Additional work (visual pitch) Mock-up or simulator (test environment) Implementation: Production environment Enters into service Cost Hvor kan de placeres? Time Iterative/Spiral model Waterfall model Participative model

28 Ian Sommerville (1996) Software Processing Models. ACM Computing Surveys. Vol. 28, No. 1, March CRC Press.

29 Konklusioner Der er ingen ideel model Er det et stort projekt kommer en blandingsmodel tit i betragtning Det er projektlederens opgave at vælge en relevant udviklings- og produktionsmodel ved projektets begyndelse (hænger sammen med aftaleformen)

30 En kort gennemgang baseret på Lekakos, Georgios et al (2001)
Kvalitative modeller En kort gennemgang baseret på Lekakos, Georgios et al  (2001)

31 En oversigt over kvalitative værktøjer
Validering af mål, modeller og metoder - fra 10. Gang m. Johan Winbladh Screening af idéer samt interne pitches - drøftet i forbindelse med Stage Gate Heuristikker Tænke højt Iagttagelse Spørgeskemaer Interviews Fokus grupper Registrering af den faktiske brug Bruger feedback via web, , telefon, post Ethnografiske metoder Lekakos, Georgios et al (2001) Information Systems in the Living Room: A Case Study of Personalized Interactive TV Design.

32 Idévurdering i praksis

33 Hvilke informationer har vi brug for hvornår?
Ressource- forbrug ramme- koncept pitch dummy koncept produkt lancering brief pitch dummy format product launch Produktudvikling Produktion Drift Product development Production Operation Tid

34 At gøre det rigtigt - milepæle hos ledelsen
Hensigt Prekvalificering At sikre at ressourcer kun anvendes på projekter hvor der er opbakning i organisationen Management beslutning Validering At sikre den nødvendige prioritering internt inden planlægningen påbegyndes og ressourcer anvendes Management beslutning Planlægning At sikre overblik så man hele tiden har føling med projektforløbet i forhold til styringsparametrene

35 Formats from idea to dummy
Product Final applications for head-end, STB and back end Documentation for production team Documentation for technical support Evaluation plan (quantitative/qualitative) Formats from idea to dummy Product development Production Early concept Text & graphics Visual mock-up (Interactive) Powerpoint Interactive Demo Director/Flash Implementation: SMS, MHP, Open TV, Media Highway etc. Cost Tested simulator Use cases Interaction Design Flow Charts Budget for implementation External pitch Format Visualisation Proof of Concept Internal pitch Validation of basic concept Time

36 From idea to finished product/operation
” Me too - everyone else is doing it…” ”We have a vision” Feedback from users Partners Inside the organisation or own department A good idea can pop up anywhere: Suppliers At gøre det rigtige Doing the right thing At gøre det rigtigt Getting it right Innovation: Spotting opportunities From idea to proof of concept: Development Specification Validation Planning What gets done Model/approach chosen: COPE strategy for cross platform production Localisation strategy if overseas sales envisaged Needs requirements Use cases Technical specification Project plan Budget Project organisation Manpower allocation Production Criteria for getting started 1. New users/viewers 2. Increased loyalty on part of existing users/ viewers 3. Enhances existing media and services 4. Improved efficiency and effectiveness What gets done Research (market forecasts, scenarios, technology foresight, ethnographical studies, competitor analysis, SWOT) Format /service development (mock-up, dummy, scenario) Validation by target group Technical feasibility Dummy production and test Partners, funding, ethical and legal issues Goals and success criteria Launch and normal operations Test Scenarios from Use cases Evaluation Optimal design Optimal implementation

37 Valg af projekter: Stage gate til interne projekter
Gate X Gate Y 600 145 16 Robert G. Cooper Winning at New Products - Accelerating the Process from Idea to Launch 3rd edition Perseus Publishing, USA.

38 Product development model. Robert G. Cooper
Stakeholder analysis Robert G. Cooper Winning at New Products - Accelerating the Process from Idea to Launch 3rd edition Perseus Publishing, USA.

39 Product development model. Robert G. Cooper
Stakeholder analysis User Needs and Wants Analysis Robert G. Cooper Winning at New Products - Accelerating the Process from Idea to Launch 3rd edition Perseus Publishing, USA.

40 Product development model. Robert G. Cooper
Market Analysis Stakeholder analysis User Needs and Wants Analysis Robert G. Cooper Winning at New Products - Accelerating the Process from Idea to Launch 3rd edition Perseus Publishing, USA.

41 Product development model. Robert G. Cooper
Market Analysis Stakeholder analysis Competitor Analysis User Needs and Wants Analysis Robert G. Cooper Winning at New Products - Accelerating the Process from Idea to Launch 3rd edition Perseus Publishing, USA.

42 Product development model. Robert G. Cooper
Market Analysis Customer Wish List: Product Requirements Stakeholder analysis Competitor Analysis User Needs and Wants Analysis Robert G. Cooper Winning at New Products - Accelerating the Process from Idea to Launch 3rd edition Perseus Publishing, USA.

43 Product development model. Robert G. Cooper
Market Analysis Customer Wish List: Product Requirements Stakeholder analysis Competitor Analysis User Needs and Wants Analysis Technical Feasibility of Concepts Expected ratings and earnings Proof of Concept: Purchase Intent Robert G. Cooper Winning at New Products - Accelerating the Process from Idea to Launch 3rd edition Perseus Publishing, USA.

44 Product development model. Robert G. Cooper
Market Analysis Technical Assessment: Translation Production needs and costs Customer Wish List: Product Requirements Stakeholder analysis Competitor Analysis Financial analysis User Needs and Wants Analysis Technical Feasibility of Concepts Expected ratings and earnings Proof of Concept: Purchase Intent Robert G. Cooper Winning at New Products - Accelerating the Process from Idea to Launch 3rd edition Perseus Publishing, USA.

45 Product development model. Robert G. Cooper
Project plan: Market Analysis Technical Assessment: Translation Production needs and costs Customer Wish List: Product Requirements Product justification: Stakeholder analysis Competitor Analysis Financial analysis User Needs and Wants Analysis Technical Feasibility of Concepts Expected ratings and earnings Product definition: Proof of Concept: Purchase Intent Robert G. Cooper Winning at New Products - Accelerating the Process from Idea to Launch 3rd edition Perseus Publishing, USA.

46 Hvornår kan vi bruge metoden?
√ √ √ √ √ √ √ √ √ √ √ √

47 Komparativ analyse

48 Use Cases: examples of real-world application
From DR and R&D project called CONTESSA

49 Validation methods - what do we need?
Proof of Concept - the format is valid and has perceived added value for the user Proof of Concept - the format is valid and meets client’s requirements Content OK Navigation and interaction design OK

50 System architecture of CONTESSA
Service Maker

51 Heuristics (Jakob Nielsen et al)
Link to useit.com

52 CONTESSA 1

53 CONTESSA 2

54 CONTESSA 3

55 CONTESSA 4

56 CONTESSA 5

57 CONTESSA 6

58 CONTESSA 7

59 CONTESSA 8

60

61 Use cases to define Master Control and Continuity at DR (TV, radio, Web and others)

62 Use cases to define Master Control and Continuity at DR (TV, radio, Web and others)

63 Use cases to define Master Control and Continuity at DR (TV, radio, Web and others)

64 Hvem er genstand for de forskellige metoder?
Kolleger Regular/heavy users ”Naive” brugere Kunden Ledelse hos kunden Brugere hos kunden

65 Etnografiske metoder - mobilitet

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67

68 Tidlig version af DR Ekstra
Video demo of DR’s Digital Text (intern pitch) Director dummy for at teste navigationen

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74 Demos using PowerPoint
Strengths: Fast ,easy and cheap Good to get initial reactions to interaction design Good for initial testing of content Initial indication as to whether the eTV / iTV format will be a success Weaknesses: Not suitable where the context of the application is important Not suitable for interactive programming where timing and synchronisation in relation to video content is critical

75 Demos - Director

76 Demos - Director Strengths: Weaknesses:
Good at simulating eTV and iTV programming and services Suitable for time-based applications where the interactivity is synchronised with video Can use a remote control Suitable for testing and validating interaction design Valid basis to assess user added-value Weaknesses: Takes a few man-days to produce Risk of simulating something that cannot be implemented on one or more of the digital television platforms(APIs)

77 Discussion of validation methods
Heuristic evaluation Performance measures Thinking aloud Observation(includes ethnographical and contextual enquiry) Questionnaires and diaries Interviews Focus groups Logging actual use User feedback after the event

78

79 Udviklingsmetoder til Børn

80 Udvklingsmetoder til børn

81 Den ene udelukker ikke nødvendigvis den anden
Tre fremgangsmåder Vandfald Spiral Participativ Model Den ene udelukker ikke nødvendigvis den anden

82 Contextual Enquiry (ethnographical study)
Development Methods Contextual Enquiry (ethnographical study) Go to their territory (observe them in their rooms or where they hang out) Give kids time Wear informal clothing Do not stand up when with young children Use an object as a bridge or icebreaker Use ”I need your help...” to elicit opinions and feelings Use informal language ”Why’s that” rather than ”Why are you doing that” The interactor must not take notes Note-takers should use small pads Note-takers should not move - that way they become invisible

83 Development Methods Technology Immersion
Problem-based approach using rich technical environment Helps us understand situations when products and tools currently uncommon become common or even ubiquitous Run a ”problem” for up to 50 hours spread over a week with groups of kids Same basic rules as in Contextual Inqury apply here

84 Development Methods Participatory Design
Best with kids aged 7-10 years of age Teams of 4-5; more kids than adults Adult - Adult interactions important; not just Adult - Child & Child - Child Use a broad range of low tech protoyping tools; remember to combine them Introduce such low tech tools quickly Complex ideas and concepts can be developed It is OK for adults to be playful The goal should be flexible

85 What kids want in technology
Development Methods What kids want in technology What kids notice in technology

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91 Formats from idea to dummy
Product Final applications for head-end, STB and back end Documentation for production team Documentation for technical support Evaluation plan (quantitative/qualitative) Formats from idea to dummy Product development Production Early concept Text & graphics Visual mock-up (Interactive) Powerpoint Interactive Demo Director/Flash Implementation: SMS, MHP, Open TV, Media Highway etc. Cost Tested simulator Use cases Interaction Design Flow Charts Budget for implementation External pitch Format Visualisation Proof of Concept Internal pitch Validation of basic concept Time

92 From idea to finished product/operation
” Me too - everyone else is doing it…” ”We have a vision” Feedback from users Partners Inside the organisation or own department A good idea can pop up anywhere: Suppliers At gøre det rigtige Doing the right thing At gøre det rigtigt Getting it right Innovation: Spotting opportunities From idea to proof of concept: Development Specification Validation Planning What gets done Model/approach chosen: COPE strategy for cross platform production Localisation strategy if overseas sales envisaged Needs requirements Use cases Technical specification Project plan Budget Project organisation Manpower allocation Production Criteria for getting started 1. New users/viewers 2. Increased loyalty on part of existing users/ viewers 3. Enhances existing media and services 4. Improved efficiency and effectiveness What gets done Research (market forecasts, scenarios, technology foresight, ethnographical studies, competitor analysis, SWOT) Format /service development (mock-up, dummy, scenario) Validation by target group Technical feasibility Dummy production and test Partners, funding, ethical and legal issues Goals and success criteria Launch and normal operations Test Scenarios from Use cases Evaluation Optimal design Optimal implementation