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1
The Approach
Ingredients of eCommerce Success
• Motivations based on numbers/profits/ROI,
• Board involvement and support,...
Organizational traps
• eCommerce success is incompatible with
a Silo-based-organization - it should
involve marketing AND ...
Your Team
Product Owner
- details,
- making decisions &
finding consensus within
the Organization,
- problem solving.
Busi...
T&M vs. Fixed price
Agile - T&M
• Ongoing demos / retro meetings,
• Control over deadlines: deploy often / deploy early,
•...
Agile traps
• Is your company ready for Agile?
• To remember: Business Owners are focused
on results / time / budget
• It’...
Analysis and backlog
• Create detailed brief,
• Pricing you got from Sales rep != final budget,
• Final budget can be crea...
Paper Prototypes
8
Concept 1 Concept 2 Concept 3
Budgeting
• Fixed price required? Use MoSCoW - MUST = 60% of budget; SHOULD + COULD =
40%,
• Check if budget is realistic:...
Requirements consensus
• There is no “single stakeholder” at
your company,
• Requirements consensus sometimes
needs an off...
Workshops - achieving consensus
We work in teams.
We generate ideas using personas.
Then we do paper prototyping
After tha...
Project plan and schedule
• In SCRUM we try to map
the entire backlog to
sprints until the end of the
project using JIRA,
...
Ongoing cooperation
and reports
• Daily meetings are for the Team,
• Once per sprint, retro + demo,
• RAG light reports - ...
UATs
• Ongoing tests are focused on particular issues/tickets,
• UATs should be focused on overall business processes,
• N...
Product launch
• Deployment - most risky, most stressful
moment,
• Plan everything
– Plan A,
– Plan B,
– Plan C :-)?
• Pla...
Thank You!
Piotr Karwatka
say hi@divante.co
For more visit:
http://divante.co/knowledge
We base on the expertise we’ve got...
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Piotr Karwatka - Managing IT project with no doubts. How to work with Agency, manage process and expectations and execute successful Magento project using SCRUM methodology.

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Project management the hard way. Learn from the trenches of successful, large scale IT implementations.
What’s RACI and how does SCRUM work in reality? How to communicate business owner and understand the IT guys without letting the project to fall.
Presentation with case study insights from real world projects and lessons learned.

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Piotr Karwatka - Managing IT project with no doubts. How to work with Agency, manage process and expectations and execute successful Magento project using SCRUM methodology.

  1. 1. 1
  2. 2. The Approach Ingredients of eCommerce Success • Motivations based on numbers/profits/ROI, • Board involvement and support, • Courage to adapt your offline business and processes, – prices & offer, – logistics, – product management, – integrations. • Physically written e-Commerce Strategy, • On-board eCommerce Manager, • On-board CTO or Technical consultant. 2 http://www.slideshare.net/divanteltd/surprising-failure-factors-when-implementing- ecommerce-and-omnichannle-ebusiness
  3. 3. Organizational traps • eCommerce success is incompatible with a Silo-based-organization - it should involve marketing AND sales AND IT … • Setup RACI diagram - stakeholders who’s who: • Keep Business Owner informed, • Make sure Product Owner is decisive • Your stakeholders needs will be contradictory and can vary in time - collect them, try to find a consensus, design and show something easily understandable http://divante.co/blog/starting-ecommerce-management-boards-common-mistakes/
  4. 4. Your Team Product Owner - details, - making decisions & finding consensus within the Organization, - problem solving. Business Owner - interested in budget & time, - results, - not for problem solving. Project Manager - providing results, - making decisions, - problem solving. The Team - focused on technology, - not business guys, - details, quality, results.Managers - focused on their people, - focused on partial processes, - Product Owner must cooperate with them Organization Vendor
  5. 5. T&M vs. Fixed price Agile - T&M • Ongoing demos / retro meetings, • Control over deadlines: deploy often / deploy early, • Typically you work in SCRUM or other Agile methodologies, • Full control over the project, features, and quality, • Clarity - pay only for hours spent on the project, • No UATs wars at the end of the project - overall quality. 5 Waterfall - Fixed • Almost no control over the project after analysis phase, • Months with no feedback from the end users, • Waterfall methodologies in use • Specifications over quality • Little to no communication • Company team involvement • UATs wars. http://divante.co/blog/timematerials-definitely/
  6. 6. Agile traps • Is your company ready for Agile? • To remember: Business Owners are focused on results / time / budget • It’s tempting to start development without proper analysis and schedule/estimation • It’s easy to overrun the budget and/or schedule without the desirable results, • It’s required to book time for daily demo meetings, • It’s required to gather feedback early • Requires ongoing updates for BO (steering committees?) • Healthy Trust but verification is required • No surprises rule Agile in eCommerce = Use Waterfall instead :-) 1. Do the analysis at the start, create backlog, use User Stories and Mockups for a better understanding at a business level 2. Estimate the entire project - budget and deadline 3. Don’t negotiate down the dates and don’t be too optimistic 4. Trust but verify ongoing results - be active on demos and daily meetings.
  7. 7. Analysis and backlog • Create detailed brief, • Pricing you got from Sales rep != final budget, • Final budget can be created after analysis phase – business process description, – user stories, – mockups, – integrations (always risky part) • Never start development without analysis if you are required to stick to the budget and/or deadline, • Involve your team in the analysis process, • Prioritize requirements using MoSCoW
  8. 8. Paper Prototypes 8 Concept 1 Concept 2 Concept 3
  9. 9. Budgeting • Fixed price required? Use MoSCoW - MUST = 60% of budget; SHOULD + COULD = 40%, • Check if budget is realistic: – communication + PM (about 20% of development time), – time needed for tests (20% of development) + fixes, – buffer for risky parts (eg. 30% buffer on integrations), – buffer for change orders (it depends, 20-30%?), – every time you put business / end users in front of the system, there will be change orders :) • monitor project progress weekly: – time spent / total time; – time spent / time estimated; – team pace; – working hours until the end of the project 9
  10. 10. Requirements consensus • There is no “single stakeholder” at your company, • Requirements consensus sometimes needs an offline processes adoption (common minimal denominator), • Engage end users early - analysis, tests, • Plan pilot-phase carefully - select early adopters from your company units, • Late changes often result in budget overrun. 10http://divante.co/blog/7-worst-mistakes-product-manager-avoid/
  11. 11. Workshops - achieving consensus We work in teams. We generate ideas using personas. Then we do paper prototyping After that each team presents mockups and discusses them with other teams. Then we choose the best ideas and build one coherent mockup prototype.
  12. 12. Project plan and schedule • In SCRUM we try to map the entire backlog to sprints until the end of the project using JIRA, • You can use MS Project as well but it’s hard to make updates, • We create Project Knowledge documents using Google Docs: – Schedule, – Resources + availability, – Open risks registry, – Open Issues registry, – RAG light reports 12
  13. 13. Ongoing cooperation and reports • Daily meetings are for the Team, • Once per sprint, retro + demo, • RAG light reports - budget burning, team pace etc., • SCRUM - each sprint’s results should be accepted, • Bugs after sprint are normal - it’s how development works; Plan some buffer for issues if you don’t to have completely closed sprints, • Book your resources while sprint planning (eg. business people to consult with), • Be clear about tasks - set “Acceptance criteria”
  14. 14. UATs • Ongoing tests are focused on particular issues/tickets, • UATs should be focused on overall business processes, • Not all business users are equally tolerant of issues; • Invite testers carefully - avoid backfire • Create test scenarios for key Use cases / business processes, • If is often okay to have 100-300 bugs after UATs, • UATs should be done prior to Pilot phase (with end business users), • Budget some space for changes after Pilot phase to fit end user's needs.
  15. 15. Product launch • Deployment - most risky, most stressful moment, • Plan everything – Plan A, – Plan B, – Plan C :-)? • Plan DAY-0 with an hourly schedule, • What can go wrong? • Schedule with no surprises – 2 weeks for UATs, – 2-3 weeks for fixes, – 2 weeks for re-tests, – Code Freeze period, – 3-4 weeks for Pilot phase, – GO LIVE! 15http://divante.co/blog/launching-product/
  16. 16. Thank You! Piotr Karwatka say hi@divante.co For more visit: http://divante.co/knowledge We base on the expertise we’ve got from a number of projects and generalize it to find the gold rules eCommerce.

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