Beta Programs And The Project Manager

©2008 G Shea Beta Programs PMI-Madison 1

Beta Programs and the Project Manager

Gary Shea www.garyshea.com


Objective

Show project managers the value of participating in beta programs


Topics Definitions Benefits The Role of the Project

Manager Preliminaries A Process

PMBOK Connections

Examples Gotchas Exercises Advice The Ultimate Goal Questions


Definition - What is a Beta?

Early usage Pre – General

Availability Not production Not buggy code Partners’

readiness period

Test non-development –

Sales / marketing Support Delivery

Unique configurations

Customer perspective


Benefits? For the organization

Product awareness and knowledge

Critical business functions

Competitive advantage Vendor contacts Vendor relationship $avings


Benefits?

To Project Manager Gain knowledge of the

business Be able to make a

difference New contacts Visibility Travel Have more fun


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.


A Process (for the organization)

Interest Negotiation Qualification Implementation Closure


A Process: InterestLearn organization environment Identify core product setYour interests Identify possibilities

(questionnaire)Organization needs, directions,

sponsorshipSketch out project or 2: include

timing, resources, benefits


A Process: Negotiation An internal process – gaining

support for the projectEvaluation of the next release –

why early access is essentialExecutive approvalResources earmarkedExpectations set


A Process: Qualification

Vendor may seek you out

You may have to sell – Why essential? Resources ready. Smooth sailing thru legalities, sponsorship…


A Process: Qualification

Make case – paperwork, plan, schedule, meet deadlines, be pro-active and clear

Keep your team involved and informed


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.


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


PMBOK Connections

Configuration Management

Stakeholders Cross functional

team Decentralized team Scope management Dependencies

Work Breakdown Structures

Project phases Feedback Closure Lessons learned Successful projects


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 ….


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


Selectively participates depending on new function

Driven by project managers – “they know apps best and make case to senior management”


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


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


Tweaking and tuning, refinement

User acceptance (best case they embrace new product)

Project oriented


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”


Exercises

Identify core functions, products, processes

….. ….. ….. Configuration (e.g. Oracle, Teradata,

Blackbaud) ….. …..


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


The Ultimate Goal

Make a successful project of beta participation

©2009 G Shea Beta Programs and Proj Mgmt 26

AcknowledgementsPaul Radke, PMIBucky Wall, BlackbaudKen Sutton,Harley DavidsonMahmood Rad, Harley DavidsonNoel Skarpmoen, WUWM RadioMary-Jane Jarvis-Haig, Hudson

Bay Company

Graphics by YKDesigns

Beta Programs And The Project Manager

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