I have updated this presentation to bring in marketing and rebranding of a web platform

1. PROJECT MANAGEMENT IN A DIGITAL
ENVIRONMENT

2. SO WHAT EXACTLY IS DIGITAL
Everywhere you go today you hear the word digital. From
the computer that you sit in front of to your TV set and of
course your mobile device. And yes it does seem as if the
whole world is becoming a digital entity.
The fact is that today product management and business
are driving digital technology like never before and they
need to get their products out into a very fast moving and
competitive environment.
Mobile, cloud, social media, virtualization and big data –
once considered hot technology trends worth exploring –
have moved well beyond the stage of experimentation.
They are proven tools that have given birth to an age where
technology has become the foundation of any successful
business – it's a prime driver of market differentiation,
business growth, innovation, adaptability, collaboration and
profitability
In line with this requirement more projects are being setup
and project managers are now in demand to help deliver
digital projects effectively

3. THE DIGITAL FOOTPRINT
Business Leaders face an era of unprecedented
change as mobility, cloud computing business
intelligence and social media are transforming
businesses and sparking a new wave of wealth
creation
Digital technologies drive consumer income and
demand which ultimately leads to increased
economic growth where business have to adapt very
quickly to meet this competitive and diverse market
place
A brand is no longer what we tell the customer what
it is - The customers tell each other what it is
Scott Cook – Founder of Intuit

4. WEB TECHNOLOGY 2014
Interactive User Journeys
Great Designs
Content Management
Responsive Functionality
Social Media
Management
E-Commerce
Intelligent Searching
Multi channel marketing
Application Functionality
Web Rebranding

5. MARKETING TRENDS 2014
http://www.mediabistro.com/alltwitter/marketing-statistics-
2014_b51219
Source

6. THE PROJECT MANAGEMENT AND BUSINESS PARTNERSHIP

7. THE PROJECT MANAGEMENT AND BUSINESS PARTNERSHIP
 Project management working with business today enables companies to
innovate, plan strategically and ensure a return on investment through
successful project delivery.
 With careful business planning and a clear understanding of the business
requirements project management and business will have a way to manage
the product to be developed.
 The outcome of the approved requirements will provide a foundation to
communicate what the project needs to accomplish, in order to satisfy the
business’ needs and quality requirements

8. THE 9 STEP BUSINESS MODEL TO IDENTIFY REQUIREMENTS
http://www.businessmodelgeneration.com/canvas
Alex Osterwalder
Alexander Osterwalder is an entrepreneur, speaker and business model innovator. Together
with Professor Yves Pigneur he co-authored Business Model Generation, a global bestseller
on the topic of business model innovation. His Business Model Canvas, a tool to visualize,
challenge and (re-) invent business models is used by leading organizations around the world,
like GE, P&G, Ericsson, and 3M. Alexander is a frequent keynote speaker and has held guest
lectures in top universities around the world, including Stanford, Berkeley, MIT, IESE and IMD

9. Finalise the concept
Setup the business
model
Finalise the
marketing plan
Finalise the business
case
Source Suppliers
Submit Request for
Proposal
Review Supplier
Scope of Work
(SOW)
On approval
handover SOW to
the Project Office
Keep in
Mind
This should be aligned to the size and complexity of the project which
would be defined where understanding what the concept is and how
this fits into the current infrastructure and maturity of the organisation
DEFINING THE BUSINESS REQUIREMENTS STEP BY STEP

10. ALIGNING PROJECT MANAGEMENT
Project
Management
Project
Operations
Business
Requirements
Software
Development
Project Office

11. In order to ensure that the full project delivery in controlled and managed the
project office will ensure that confirmed processes and work flows are in place.
This provides leadership and ensures
that the Project Management Office will
consistently deliver value to the project
owners and stakeholders.
ALIGNING PROJECT MANAGEMENT
PMO
Technical
alignment
Strategic
alignment
Team and
resource
management
Project and
portfolio
management
Project
Operations
Stakeholder
management

12. ALIGNMENT PROJECT MANAGEMENT
Provide effective project
management
Promote collaboration with the
business and project teams
Guarantee best practice
standards for project delivery
Manage stakeholder
relationships
Manage change and risk during
the project life cycle
The key advantages of a digital project office would:

13. TAILORING THE PROJECT
In line with Project Management changing trends businesses want their products
moved into the market a lot quicker but with the same quality criteria. Project
Management has changed from being a long winded process into what we refer to as
agile. The principles remain the same but the durations has become a lot shorter.
Project
Initiation
Project
Planning
Project
Execution
and Control
Project
Close Out
Business
Requirements
Analysis Design Development
TestingImplementation
Online
Production
Traditional
Agile
Project Plan control
Project Plan control

14. One important factor is to remember when you plan your project
processes is to define what is on the critical path and what are the
supporting management requirements. The model below reflects
how this can be setup
Project Management Software Delivery Life Cycle
Not on Critical Path
The correct level of project
management and administration
must be planned carefully to support
the project during the Software
Delivery Lifecycle. It is important to
remember that this is always based
on the category and size of the
project to be deployed
Always on the Critical Path
The development of the
product is planned within the
SDLC process and this is
where the full time, scope and
cost is controlled and this is
normally managed by a
technical project manager
TAILORING THE PROJECT

15. TAILORING THE PROJECT
Project Management regardless of the environment has to follow the
correct process of delivering a project successfully. There are no
shortcuts and it is important to note that you need to define a
process that will align the best methodologies and practices.
Today there are two main bodies of project management practices
Each methodology has it’s own set of principles and the
advantage for you as a project manager is that you can combine
the best of both worlds
Keep in
Mind

16. Analyse
• Analyse Requirements
• Compile System Requirements Specifications
• Finalise all test scenarios and test plans
Design
• Compile Functional Solutions
• Acquire Solution Integration and Data Migration Inputs
• Compile Technical Solution
• Design Testing Specifications
Build
• Develop System
• Perform Unit Testing
• Prepare for testing and Release
• Conduct System Walkthrough
Test
• Conduct QA
• Resolve Defects
• Release for UAT
• Conduct UAT
• Resolve defects
Deploy
• Implement to production environment
• Prepare for production handover support
• Handover to production and operations support
Keep in
Mind
The SDLC methodology must be tailored to both the size and risk of the
project to ensure that it produces a quality product. This process can be
adapted to either a Waterfall or Agile approach. Each phase must have a
formal release to ensure all identified tasks have been finalised and
approved
TAILORING THE PROJECT
Aligns to
Interative
Agile
Waterfall
Scrum

17. Project Management Software Development Governance
Planning Analysis Project Documentation
Controlling Design Project Folders
Executing Development Contract Management
Collaborating Testing Project Operations
Communicating Implementation Best Practice
THE DIGITAL PROJECT MANAGER
Planning and managing the implementation of a
digital platform using best practice and skills to
balance priorities motivate teams manage
stakeholders and deliver results
Agile and quality focussed

18. THE DIGITAL PROJECT MANAGER
 In theory if you know project management then you ought to be
able to project manage any project – it should be a case of
organising the tasks and monitoring them through to a
successful conclusion.
 Being a good Digital Project Manager requires a diverse mix of
skills and experience. And to be effective you need to be more
than just organised and a good communicator.
 The ability to prioritise, keeping calm and focused, being able
to let go, not assume too much, being approachable and
having a passion for Digital are all things that when combined
together make for an awesome Project Manager. Oh, and it
helps to have a sense of humour too!
Ian May
Programme Manager
Creative Jar
United Kingdom