Technology Projects. What could possibly go wrong
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Looks at common types of blockers that can impede technology projects, and how identifying local blockers can be used as a positive tool for focussing and prioritising scoping tasks, to help deliver projects successfully. Delivered to Museum Computer Network conference, Seattle 2012
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Technology Projects. What could possibly go wrong
- 1. Andrew Lewis Digital Content Delivery Manager Victoria and Albert Museum, London linkd.in/andrewlewis Technology projects - What could possibly go wrong? November 2012
- 2. Today’s mission... To reflect on types of recurring problems in tech projects To leave with some ideas for your strategies to defend against them
- 3. Format of this session • Review common technology project blockers • Describe some broad types of issue • Share experience of approaches & tactics • Audience participation • Questions
- 4. NOT in this session • Not project management theory • Nor detailed descriptions of change theory • Nowhere near enough time – Feel free to ask me stuff afterwards
- 7. What is the nature of technology projects?
- 10. Force Field Analysis (after Kurt Lewin)
- 11. Problems Organisational technology gaps Dependence on key skilled staff Measuring success at launch Trying to copy success Digitizing the analogue Scope creep Performance Executive override Brand control freakery Personal opinion Building technology not services Technical language confusion No access to gatekeepers Poor scoping Interdependence Multiple suppliers Failing to design support Launching is succeeding
- 12. The stages of a project
- 13. Need it Design it Build it Embed it (or stop it)
- 14. Sustainability Integration Product/Service Scoping Stakeholders Governance
- 16. Wake up – it’s audience participation time
- 17. Solutions to governance issues Define and later defend your terms of reference SCOPE CREEP Do a powerholder/gatekeeper review Executive override Only accept money that supports your strategy Free money Neigh-sayers Document your sign off Be strategic about leading partnerships Joint projects Be clear about Unrepresentative responsibilitie personal opinion s Brand control-freakery Define your technology Unilateral tech governance process decision making Lack of agreement Have a technology strategy on aims
- 18. Solutions to integration issues Multiple suppliers Rationalise your technology platform Data formats don’t mix Use data driven models Diverse technologies Have a technology don’t talk road map Key staff in the process are not able to deliver Define your standards Go modular/incremental Maintenance demand becomes too large Scope against your technical strategy Dependence on uncontrolled tech Include staff structural changes needed in your spec/TOR
- 19. Solutions to sustainability issues Review and Measuring success at launch Rationalise portfolio Data driven Scoping on non-representative model prototype as default Require a business model Not scoping ongoing costs Define product lifespan in scoping for staff and support Conduct load testing Reliance on obsolete technologies Review what can be outsourced as a commodity (e.g. Cloud) Project staff leave who have critical knowledge Test for platform or vendor lock-in Managing in-house Have a strategy for bespoke development versus off-the-shelf Building bespoke software
- 20. Solutions to avoid making rubbish services Faster, smaller changes Uncertainty of technological trends Use betas and Format dependence piloting Trying to copy success Understand and involve Thinking you’re special your users No-one uses the service/product Define lifespan Define success in advance Believing your views Require data to represent your audience’s substantiate claims Building technology not services Short planning cycles Digitizing the analogue
- 21. Solutions to scoping issues Keep requirements functional not specific Failure to plan for maintenance Define the maintenance responsibility and revenue budget Delays in agreeing requirements Be clear about sign-off Building bigger better versions of what you already have Short planning cycles Trying to do everything Scope within your technology strategy Make business case Technical language confusion
- 22. Solutions to stakeholder issues Establish good staff relationships Unrepresentative personal preferences Do user testing User expectations are not achievable Use audience behaviour data evidence Technical language confusion Late requests Be clear about your strategy for amendments User expectations are Communicate strategically not achievable Variation in interpretation Develop deflection tactics Resistance to change Identify where the real power lies
- 24. Examples
- 25. Sustainability
- 26. V&A website landscape March 2012
- 28. Governance
- 31. Incremental continuous development
- 37. ail newsletter Twitter ebook promotional module
- 38. Today’s mission... To reflect on types of recurring problems in tech projects To leave with some ideas for your strategies to defend against them
- 39. Andrew Lewis linkd.in/andrewlewis @rosemarybeetle MCN 2012
Editor's Notes
- Information scientist with 11 years managing projects and live digital services in museums and public libraries. BSc Cybernetics & Control Engineering, MSc Information and Library Studies, chartered librarian, makes stuff… Joined the Victoria and Albert Museum in 2008. Currently Digital Content Delivery Manager, previously Senior Web Content Manager. Projects – large-scale website redesign, content programme management, self-issue services, automated telephone renewal systems, public access computer services, online information, game development, SMART cards, multi-authority procurement and digitisation projects, etc.
- Change this but make I clear