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Hub You - Managing Your Website Development - Eight Easy Steps to Project Management
People set themselves up in business for many different reasons. Sometimes they have an idea that will fill a niche in the market or is a vast improvement on current products or services available.We’re not all creative geniuses, though – but this doesn’t mean we can’t succeed in business. Many people set up a company simply to put themselves in control, perhaps because they feel passionate about the work that they do and feel that they will be able to make more of a difference by doing it their own way. This can often make starting up a business much easier – there’s no unfamiliar territory to explore in terms of the industry and the market. You’re also likely to have a ready-made network of associates and contacts in the field.Anot
Be aware that any adjustments you make to the plan might affect the quality of deliverables. If you need to increase the budget, seek approval from the project sponsor.
Change management
Once started, all projects change. Decide a simple change strategy with key stakeholders. This could be a committee which decides to accept or reject changes which comprises of you and one or more key stakeholders.
Assess the impact of each change on scope, cost and schedule. Decide to accept or reject the change. Be aware that the more changes you accept the less chance you have of completing the project on time and within budget unless you reduce scope in other areas.
Suppose the marketing manager wants to add a popup window to display full size photographs of products. Assess the impact of this change. You might need to remove some remainin
Business competitors are not meant to be relied upon. Of course, there are instances of healthy competition and you may even be friends with your competitors. Nonetheless, all competitors want to know the trade secrets of their opponents. As a result, be careful, no matter how cordial your relations are with your competitors; never ever reveal your business secrets to them.Let’s look at some of the most common trade secrets that you should keep from your competitor:1. New products – Any changes that you make in your product or service line should be kept under wraps till you are ready to reveal it to the public at large. Otherwise, you never know, maybe your competitor would beat you to it. These new changes, could take the form of n
Objectives guide everyone on the project to your final goals. Are your objectives to sell your product online, to provide customer support, to promote investor relations? Carefully decide and clearly document your objectives.
Decide the critical success factors – the things at the end of the project which tell you if you’ve been successful. Make them measurable so you know if you’ve achieved them. For example, the website development should result in an increase in online sales of 25% by year end.
Stakeholder analysis
A stakeholder is someone with an interest in your project’s success (or failure). Decide who they are and whether they support your project. Perform stakeholder analysis by classifying them (high or low) according to how motivated they are in helping (or blocking) your project and how influential (high or low) they are.
Highly influential and supportive people are your allies. Gain their support whenever you can. Aim to reduce the influence of people who are both highly influential and against your project as these people could act to damage your project.
During your stakeholder analysis, draw up strategies for dealing with each group of stakeholders.
Define deliverables
Deliverables are tangible things produced during the project. Talk with key stakeholders to help define deliverables. Will your website design include web page layouts and sitemap for use by the programming team? What is the content for each page? Write all this down.
Key stakeholders must review and agree the deliverables accurately reflect what they expect to be delivered.
Project planning
Define how you will arrive at your objectives. This involves planning how many people, resources and budget are required. If delivering this in house, decide what activities are required to produce each deliverable.
For example, you might decide a web designer will develop page layouts and navigation diagrams. You might decide the marketing team will supply all product details and photographs. You might decide the finance manager will set up merchant and payment gateway accounts to enable e-commerce transactions via your website. If outsourcing work, specify exactly what the sub-contractor should deliver.
Estimate the time and effort required for each activity and decide realistic schedules and budget. Ensure key stakeholders review and agree the plan and budget.
Communication planning
Hold a kick off meeting with the team and explain the plan. Ensure everyone knows exactly what the schedule is, and what is expected of them.
For example, the web designer needs to know that he is to produce page layouts and navigation diagrams based upon the marketing manager’s requirements. He needs to know his expected start and end times.
Share your project communication plan with the team. This should include details of report templates, frequency of reporting and meetings, and details of how conflicts between teams and their members will be resolved.
Project tracking
Constant monitoring of variations between actual and planned cost, schedule and scope is required. Report variations to key stakeholders and take corrective actions if variations occur. To get a project back on track you will need to juggle cost, scope and schedule.
Suppose your programmer hits technical problems which threaten to delay the project. You might recover time by re-organising or shortening remaining tasks. If that’s not possible, you might consider increasing the budget to employ an additional programmer, or consider reducing the scope in other areas.
Be aware that any adjustments you make to the plan might affect the quality of deliverables. If you need to increase the budget, seek approval from the project sponsor.
Change management
Once started, all projects change. Decide a simple change strategy with key stakeholders. This could be a committee which decides to accept or reject changes which comprises of you and one or more key stakeholders.
Assess the impact of each change on scope, cost and schedule. Decide to accept or reject the change. Be aware that the more changes you accept the less chance you have of completing the project on time and within budget unless you reduce scope in other areas.
Suppose the marketing manager wants to add a popup window to display full size photographs of products. Assess the impact of this change. You might need to remove some remaining
If you polled a group of small business owners and asked them which two areas of their marketing they wish they could improve on to help drive more business, most would say:- Increase my exposure within my chosen market - Enhance my credibility within my chosen marketWhat if you could achieve both of these objectives without buying any advertising? You can, by getting free publicity for your business.How the Media WorksThe media is in business, just like you are. Their “product” is the information that they present on the 6 o clock news, or in the pages of their newspaper, or on their website.Reporters create the media’s “product” by producing stories. To do this, they need experts to provide info
During your stakeholder analysis, draw up strategies for dealing with each group of stakeholders.
Define deliverables
Deliverables are tangible things produced during the project. Talk with key stakeholders to help define deliverables. Will your website design include web page layouts and sitemap for use by the programming team? What is the content for each page? Write all this down.
Key stakeholders must review and agree the deliverables accurately reflect what they expect to be delivered.
Project planning
Define how you will arrive at your objectives. This involves planning how many people, resources and budget are required. If delivering this in house, decide what activities are required to produce each deliverable.
For example, you might decide a web designer will develop page layouts and navigation diagrams. You might decide the marketing team will supply all product details and photographs. You might decide the finance manager will set up merchant and payment gateway accounts to enable e-commerce transactions via your website. If outsourcing work, specify exactly what the sub-contractor should deliver.
Estimate the time and effort required for each activity and decide realistic schedules and budget. Ensure key stakeholders review and agree the plan and budget.
Communication planning
Hold a kick off meeting with the team and explain the plan. Ensure everyone knows exactly what the schedule is, and what is expected of them.
For example, the web designer needs to know that he is to produce page layouts and navigation diagrams based upon the marketing manager’s requirements. He needs to know his expected start and end times.
Share your project communication plan with the team. This should include details of report templates, frequency of reporting and meetings, and details of how conflicts between teams and their members will be resolved.
Project tracking
Constant monitoring of variations between actual and planned cost, schedule and scope is required. Report variations to key stakeholders and take corrective actions if variations occur. To get a project back on track you will need to juggle cost, scope and schedule.
Suppose your programmer hits technical problems which threaten to delay the project. You might recover time by re-organising or shortening remaining tasks. If that’s not possible, you might consider increasing the budget to employ an additional programmer, or consider reducing the scope in other areas.
Be aware that any adjustments you make to the plan might affect the quality of deliverables. If you need to increase the budget, seek approval from the project sponsor.
Change management
Once started, all projects change. Decide a simple change strategy with key stakeholders. This could be a committee which decides to accept or reject changes which comprises of you and one or more key stakeholders.
Assess the impact of each change on scope, cost and schedule. Decide to accept or reject the change. Be aware that the more changes you accept the less chance you have of completing the project on time and within budget unless you reduce scope in other areas.
Suppose the marketing manager wants to add a popup window to display full size photographs of products. Assess the impact of this change. You might need to remove some remainin
The start of a new year is a time for a clean start. Resolutions are made, you clear your files of last year’s paperwork, and you swear you are going to start the year off keeping your financial house in order.It all sounds good when you say it on January 1st. But now, after only one month into the New Year, how many of you have done ANY of the above? I can’t raise my hand, can you? Here are a few easy to follow tips that will benefit all business owners.Learn to use the software you haveIf you purchased software last year, and it’s still shrink wrapped and sitting on your bookcase, get it open and install it onto your computer. Until you do that, you’ve done nothing more than waste money. You shouldn’t have
For example, you might decide a web designer will develop page layouts and navigation diagrams. You might decide the marketing team will supply all product details and photographs. You might decide the finance manager will set up merchant and payment gateway accounts to enable e-commerce transactions via your website. If outsourcing work, specify exactly what the sub-contractor should deliver.
Estimate the time and effort required for each activity and decide realistic schedules and budget. Ensure key stakeholders review and agree the plan and budget.
Communication planning
Hold a kick off meeting with the team and explain the plan. Ensure everyone knows exactly what the schedule is, and what is expected of them.
For example, the web designer needs to know that he is to produce page layouts and navigation diagrams based upon the marketing manager’s requirements. He needs to know his expected start and end times.
Share your project communication plan with the team. This should include details of report templates, frequency of reporting and meetings, and details of how conflicts between teams and their members will be resolved.
Project tracking
Constant monitoring of variations between actual and planned cost, schedule and scope is required. Report variations to key stakeholders and take corrective actions if variations occur. To get a project back on track you will need to juggle cost, scope and schedule.
Suppose your programmer hits technical problems which threaten to delay the project. You might recover time by re-organising or shortening remaining tasks. If that’s not possible, you might consider increasing the budget to employ an additional programmer, or consider reducing the scope in other areas.
Be aware that any adjustments you make to the plan might affect the quality of deliverables. If you need to increase the budget, seek approval from the project sponsor.
Change management
Once started, all projects change. Decide a simple change strategy with key stakeholders. This could be a committee which decides to accept or reject changes which comprises of you and one or more key stakeholders.
Assess the impact of each change on scope, cost and schedule. Decide to accept or reject the change. Be aware that the more changes you accept the less chance you have of completing the project on time and within budget unless you reduce scope in other areas.
Suppose the marketing manager wants to add a popup window to display full size photographs of products. Assess the impact of this change. You might need to remove some remainin
Interviews are often the most dreaded part of the job search process, but they need not be. With a little preparation, interviews become effortless and you can secure the job you want. When you sit to write an exam, you studied in advance. It's the same with interviews, but fortunately, not nearly as taxing as preparing for an exam. The steps themselves are simple, and don't require much in terms of preparation.First, anticipate the likely questions. Sit and think about what sort of questions you would ask, if you were conducting the interview. It's impossible to anticipate every question, but think of some big ones, and even if they don't get asked, they will be good preparation for other questions and provide you a base to answer fr
Share your project communication plan with the team. This should include details of report templates, frequency of reporting and meetings, and details of how conflicts between teams and their members will be resolved.
Project tracking
Constant monitoring of variations between actual and planned cost, schedule and scope is required. Report variations to key stakeholders and take corrective actions if variations occur. To get a project back on track you will need to juggle cost, scope and schedule.
Suppose your programmer hits technical problems which threaten to delay the project. You might recover time by re-organising or shortening remaining tasks. If that’s not possible, you might consider increasing the budget to employ an additional programmer, or consider reducing the scope in other areas.
Be aware that any adjustments you make to the plan might affect the quality of deliverables. If you need to increase the budget, seek approval from the project sponsor.
Change management
Once started, all projects change. Decide a simple change strategy with key stakeholders. This could be a committee which decides to accept or reject changes which comprises of you and one or more key stakeholders.
Assess the impact of each change on scope, cost and schedule. Decide to accept or reject the change. Be aware that the more changes you accept the less chance you have of completing the project on time and within budget unless you reduce scope in other areas.
Suppose the marketing manager wants to add a popup window to display full size photographs of products. Assess the impact of this change. You might need to remove some remainin
Know Your Competition And Their Product Inside Out.Don't limit your competition only to the ones you know. Keep an eye out for latent competitors too. Once you know what these people are doing, you can build a better mousetrap.Consistently Do Extraordinary Things.Spend more than 50% of your time leading yourself: your purpose, ethics, principles, motivation, and conduct. Create the circumstances of what you want to make happen, go before and show the way.Take A Look Periodically At Where You Are And Where You Want To Go.Vision is great for moving ahead, but you need to look at where you are before you continue forward. Regroup, readjust the direction of your sails, and then move o
Be aware that any adjustments you make to the plan might affect the quality of deliverables. If you need to increase the budget, seek approval from the project sponsor.
Change management
Once started, all projects change. Decide a simple change strategy with key stakeholders. This could be a committee which decides to accept or reject changes which comprises of you and one or more key stakeholders.
Assess the impact of each change on scope, cost and schedule. Decide to accept or reject the change. Be aware that the more changes you accept the less chance you have of completing the project on time and within budget unless you reduce scope in other areas.
Suppose the marketing manager wants to add a popup window to display full size photographs of products. Assess the impact of this change. You might need to remove some remaining tasks to include this change and stay within budget. Or, it might be impossible to include the change without increasing the budget or schedule.
Don’t blindly accept changes without assessing the impact or your project will overrun.
Risk management
Risks are events which can adversely affect the success of the project. Identify risks to a project early. Decide if each risk is likely or unlikely to occur. Decide if its impact on the project is high or low.
Risks that are likely to occur and have high impact are the severest risks. High impact but unlikely risks, or low impact but likely risks pose a medium threat. Unlikely and low impact risks pose the least threat.
Create a mitigation plan of the actions necessary to reduce the impact if the risk occurs. Start with the severest risks first, then deal with the medium risks. Regularly review risks. Add new ones if they occur.
Suppose the marketing manager cannot decide what he wants from the website. Without knowing what the marketing manager wants, the team cannot deliver a website to meet his expectations. You assess this risk as highly likely to occur and having high impact. Your mitigation plan might be that the web designer develops page layouts to be reviewed by the manager early in the project.
Summary
Performing best practices in project management will give your website development project the best chance of success.
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