Beta Programs And The Project Manager
- 1. Beta Programs and the Project Manager Gary Shea www.garyshea.com ©2008 G Shea Beta Programs PMI-Madison 1
- 2. Objective Show project managers the value of participating in beta programs ©2008 G Shea Beta Programs PMI-Madison 2
- 3. Topics Definitions Examples Benefits Gotchas The Role of the Project Manager Exercises Preliminaries Advice A Process The Ultimate Goal PMBOK Connections Questions ©2008 G Shea Beta Programs PMI-Madison 3
- 4. Definition - What is a Beta? Early usage Test non- Pre – General development – Sales / marketing Availability Support Not production Delivery Not buggy code Unique Partners’ configurations readiness period Customer perspective ©2008 G Shea Beta Programs PMI-Madison 4
- 5. Benefits? For the organization Product awareness and knowledge Critical business functions Competitive advantage Vendor contacts Vendor relationship $avings ©2008 G Shea Beta Programs PMI-Madison 5
- 6. Benefits? To Project Manager Gain knowledge of the business Be able to make a difference New contacts Visibility Travel Have more fun ©2008 G Shea Beta Programs PMI-Madison 6
- 7. Preliminaries (for the Project Manager) Be a pro-active project manager Be an investigator Get the lay of the land Configuration Management Dig in Determine what is critical Get the user perspective Moving targets – stay current Who? Get to know them. ©2008 G Shea Beta Programs PMI-Madison 7
- 8. A Process (for the organization) Interest Negotiation Qualification Implementation Closure ©2008 G Shea Beta Programs PMI-Madison 8
- 9. A Process: Interest Learn organization environment Identify core product set Your interests Identify possibilities (questionnaire) Organization needs, directions, sponsorship Sketch out project or 2: include timing, resources, benefits ©2008 G Shea Beta Programs PMI-Madison 9
- 10. A Process: Negotiation An internal process – gaining support for the project Evaluation of the next release – why early access is essential Executive approval Resources earmarked Expectations set ©2008 G Shea Beta Programs PMI-Madison 10
- 11. A Process: Qualification Vendor may seek you out You may have to sell – Why essential? Resources ready. Smooth sailing thru legalities, sponsorship… ©2008 G Shea Beta Programs PMI-Madison 11
- 12. A Process: Qualification Make case – paperwork, plan, schedule, meet deadlines, be pro- active and clear Keep your team involved and informed ©2008 G Shea Beta Programs PMI-Madison 12
- 13. A Process - Implementation Track activities & refine plan: what needs to be done – product and documentation shipments, installation, usage, meetings, training, reporting, issue management, test cases and tree Enjoy the intensity Report and resole issues, provide feedback. Make a difference. Stick to schedule, meetings, checkpoints Take good notes. ©2008 G Shea Beta Programs PMI-Madison 13
- 14. A Process: Closure Final report – jointly written. Team reviewed. Summarize issues, recommendations, … Lessons learned. Dot Is cross Ts all paperwork complete Make recommendations on going into production Report to sponsor ©2008 G Shea Beta Programs PMI-Madison 14
- 15. PMBOK Connections Configuration Work Breakdown Management Structures Stakeholders Project phases Cross functional Feedback team Closure Decentralized team Lessons learned Scope management Successful projects Dependencies ©2008 G Shea Beta Programs PMI-Madison 15
- 16. PMBOK – WBS Examples Evaluate environment for prerequisite products, system programmer, ½ day Upgrade prerequisite product to next version, separate dependent project Evaluate user guide (200 pages) – 3 days, four end users Interview end users – business analyst, 1 day …. ©2008 G Shea Beta Programs PMI-Madison 16
- 17. Real Life Example – Hudson Bay Company Canadian retailer uses BI for applications Example Top 50 Selling Products Qualifies for Teradata Beta program Five times participant ©2008 G Shea Beta Programs PMI-Madison 17
- 18. Selectively participates depending on new function Driven by project managers – “they know apps best and make case to senior management” ©2008 G Shea Beta Programs PMI-Madison 18
- 19. Real Life - Blackbaud Provides software for non-profits – Raisers’ Edge Local users: MSO, Wisc. Public TV Beta is main activity of Stabilization phase Processes refined over the years Fifty early user customers Formal agreements Beta Bucks, production environment ‘handholding” Recruits through trade shows, user groups Function specific, phased, short duration ©2008 G Shea Beta Programs PMI-Madison 19
- 20. Real Life – Harley Davidson Internal Engineering betas Roll out of tools and processes (e.g. issue tracking and risk assessing tool) Borrowed modules from sister division Best practices ©2008 G Shea Beta Programs PMI-Madison 20
- 21. Tweaking and tuning, refinement User acceptance (best case they embrace new product) Project oriented ©2008 G Shea Beta Programs PMI-Madison 21
- 22. Gotchas Organizational goal: minimal change Workarounds: pilots, proof of concepts, test environment Mismatch of PM / SDLC rigor Solutions: understood up-front, clear contract, flexibility Mismatch of needs (vendor / customer) Solutions: narrowly focused objectives, “next time” ©2008 G Shea Beta Programs PMI-Madison 22
- 23. Exercises Identify core functions, products, processes ….. ….. ….. Configuration (e.g. Oracle, Teradata, Blackbaud) ….. ….. ©2008 G Shea Beta Programs PMI-Madison 23
- 24. Advice Think quality and process improvements No hidden agenda Share ideas, information, wisdom Pushing too had? Ease off Stay focused Track, advertise, attract Consider others’ ideas Don’t forget what’s in it for the vendor ©2008 G Shea Beta Programs PMI-Madison 24
- 25. The Ultimate Goal Make a successful project of beta participation ©2008 G Shea Beta Programs PMI-Madison 25
- 26. Acknowledgements Paul Radke, PMI Bucky Wall, Blackbaud Ken Sutton,Harley Davidson Mahmood Rad, Harley Davidson Noel Skarpmoen, WUWM Radio Mary-Jane Jarvis-Haig, Hudson Bay Company Graphics by YKDesigns ©2009 G Shea Beta Programs and Proj Mgmt 26