Ms. E.

Gomez EME6631, Spring 2006

Due: March 20, 2006 Dr. Bonnie Armstrong
A3 Literature Review Page # 1 of 13

Literature Review

Introduction
Six months prior to completing my A.S. in Software Programming & Analysis,
while also pursuing my graduate studies in Instructional System Design, I started
my own business. I knew both fields blended quite seamlessly and what I would
not learn from one degree, I’d eventually learn from the other. However, neither
degree fully prepares one to manage a web-based application, software, or
instructional design product. And yet, in the early part of 2005, I was managing
my first client project with minimal structure. When the opportunity arose to
choose a book to review, I found Web Project Management, Delivering
Successful Commercial Web Sites by Ashley Friedlein 1 was exactly what I was
missing and needing to better manage future business projects.
The following review is a summary of the content of the book with pertinent
discussions on it’s relevance to managing performance improvement projects. I
conclude with my reactions or thoughts on what appealed to me from the
reading and the author’s presentation of the material. Also, I’ve included a table
from the book as Appendix A. It contains an overview of the phases, work stages
and deliverables for each and therefore, serves as an excellent job aid for
anyone who intends to work as a web project manager.

1
Friedlein, A. (2001). Web Project Management: Delivering Successful Commercial Web Sites. CA: San Francisco, Morgan Kaufmann Publisher.
Ms. E. Gomez EME6631, Spring 2006
Due: March 20, 2006 Dr. Bonnie Armstrong
A3 Literature Review Page # 2 of 13

Content Summary

The book is broken into three parts, despite the typo in the preface stating
it’s broken into four. The three parts are The World of the Web Project Manager,
The Method, and a Case study. The following is an overview of each part.

Part I: The World of the Web Project Manager

The first chapter sets the stage into the world of the project manager, the
development team and importance of implementing and using a method to
manage projects. Every project has three underlying elements; cost, time and
quality. Orchestrating each element is essential as changes in one element will
undeniably affect the other. Increase quality and chances are it will also increase
time and cost. However, the Web has increased in an unfathomable speed and
each web site or web-based application is increasingly more dynamic and
complex than the other.
Similarly, managing web projects is becoming more complex and
dynamic. Juggling many resources, people, budgets and timelines are skills that
not everyone can handle but every project manager must possess. To add to the
complexity, two of the most imperative skills a project manager must have are
communication and a base knowledge in business. Not possessing both of these
can doom a project from its inception. Nonetheless, being a project manager
has its rewards. Among the many rewards, you have “doing business creatively,
empowering creative resources, and creating a living breathing product”, which,
in many cases, is viewed by thousands or millions of people around the world. 2
The same increasing complexity and dynamism of the web, web projects
and the skills required to manage them, spill into the web development team. The
team structure is ever increasing to include specialists across multiple disciplines,
2
Friedlein, A. Web Project Management, pgs. 15-16.
Ms. E. Gomez EME6631, Spring 2006
Due: March 20, 2006 Dr. Bonnie Armstrong
A3 Literature Review Page # 3 of 13

information technology and project management. A typical team in a mid-size to

large development project may include as many as forty roles from accountants
to web cast specialist. These roles are needed to accommodate a variety of skills
and responsibilities. Although the tasks performed in each role will vary slightly,
depending on whether the project is being developed for an external or internal
client, each role plays a part in meeting the demands of this ever changing
world.

Part II: The Method

Part two covers the importance of implementing a method as the
foundation to managing projects. Chapter two and three introduce the method
and road map, while chapters four through eleven each cover one of the eight
stages that comprise the method presented by the author.

A. Importance and Benefits of using a Method

There are many methods available for project management and each
serves a specific purpose. Yet, the important thing is to use one. “The bigger the
project, the more critical a project method is.” 3
Having a defined method is the first step, but then one must put it into
use. The author points out twelve benefits of doing so. The following are perhaps
six of the most important:
1. Having a checklist from which to work from
2. Maintaining a common focus among team members
3. Justifying expenditures
4. Having a method of accountability
5. Maintaining control of the project
6. Increasing efficiency in budgeting and allocating resources

3
Friedlein, A. Web Project Management, pg. 40.
Ms. E. Gomez EME6631, Spring 2006
Due: March 20, 2006 Dr. Bonnie Armstrong
A3 Literature Review Page # 4 of 13

B. The Road Map

The author provides a road map, illustrated in Figure 2, consisting of four
phases and eight stages. It serves as a framework or model to guide project
managers in developing, implementing, maintaining and evaluating web
projects. 4

Figure 2: Project Phases and Stages

Phase I Phase II Phase III Phase IV
Preproduction Production Maintenance Evaluation

Project Solution Project Content Design and Testing, Maintenance Review and
Clarification Definition Specification Construction Launch, Evaluation
and
Handover

Phase I: Preproduction can take up to 50% of the total project time and
budget. This is the hardest portion to sell or obtain buy in for; it does not provide a
tangible product and the client may find it’s a waste of time and money.
However, the author stresses the importance of planning to improve total delivery
time, overall quality, and save money in the long run.

This phase consist of the three stages; the project clarification, solution definition,
and project specification. The author simplified each stage quite nicely:

The Project Clarification is the WHY it is being done,

The Solution Definition is the HOW it should be done, and
The Project Specification is the WHAT exactly is going to be done 5

4
Friedlein, A. Web Project Management, pgs. 41-43.
5
Friedlein, A. Web Project Management, pg. 56.
Ms. E. Gomez EME6631, Spring 2006
Due: March 20, 2006 Dr. Bonnie Armstrong
A3 Literature Review Page # 5 of 13

It is in these stages the project manager discovers the needs of the client,
refines the needs of the client and defines what will be done to complete the
project. Also, important to the success of the overall project is to obtain buy in
from key stakeholders, sponsors or champions. At the end of phase one all of the
data discovered, refined and defined should serve as the foundation for the
Project Specification document. This document will contain project objectives,
success criteria, functional, technical and content specifications, marketing
initiatives, project group credentials, assumptions, terms and conditions and
more. 6 Although the client may not see it in the same light, the project
specification document should be treated as a deliverable and it serves as the
groundwork and spring board into the next phase.

Phase II: Production will be much easier to accomplish once

preproduction has been successfully tackled. This phase is broken into Content,
Design and Construction, and Testing, Launch and Handover.
The content is gathered or created, storyboards prepared to specifications,
forward planning is considered, meetings are ongoing and change
management is challenged, the prototyped is delivered and signed-off, and
finally the product comes to life. But it does not end there. Testing must be given
just as much attention because of the intricacies of technology, compatibility
issues and system requirements. Once all bugs are fixed, the product will be
ready for launch and all art, content and documentation is finally handed back
to the client in the final handover stage.

6
Friedlein, A. Web Project Management, pgs. 102-103.
Ms. E. Gomez EME6631, Spring 2006
Due: March 20, 2006 Dr. Bonnie Armstrong
A3 Literature Review Page # 6 of 13

Phase III: Maintenance will vary depending on the complexity of the

project. It should be treated as an extension of the production phase; therefore,
requires just as much dedication. A maintenance team may need to be
assembled and service agreements defined and signed. Third parties may be
brought into the mix; more meetings may follow and perhaps even training and
development for the client’s staff. The role of the project manager is less defined
at this stage but still very important. How much time and energy the project
manager spends in this phase will depend on the maintenance requirements and
whether the maintenance will be done in-house or by an outside vendor. 7

Phase IV: Evaluation “includes a review of the strengths and shortcomings

not just of the final product but of the process through which it came about.” 8
This two-faceted evaluation allows the project manager and team members
examine the steps taken towards the completion of the product; what worked
and what needs improvement, as well as, how successful the product turned out.
Evaluating procedures forces everyone to look at internal processes and
determine how they can be improved upon. Evaluating the product, users and
external environments surrounding the project allows one to measure overall
successes and failures and how it all contributed to the final outcome. The
evaluation can be done with a combination of qualitative and quantitative
metrics, benchmarks and approaches. All of which makes measuring return on
investment (ROI) more accurately. 9

7
Friedlein, A. Web Project Management, pgs. 218-232.
8
Friedlein, A. Web Project Management, pg. 46.
9
Friedlein, A. Web Project Management, pgs. 237-248.
Ms. E. Gomez EME6631, Spring 2006
Due: March 20, 2006 Dr. Bonnie Armstrong
A3 Literature Review Page # 7 of 13

Part III: The Case Study

The author concludes by highlighting some of the ups and downs he
experienced and the lessons learned during a project in which he was a project
manager. Table I, titled Reality Bytes, summarizes the lessons learned by phase. I
selected and listed only those I found general enough to apply to any field and
not just web-project development. Many are quoted but those that were not self-
explanatory were paraphrased and explained.

Table 1: Reality Bytes 10

Phase Stage Lessons Learned

• Meet with a representative from each
department you’ll be working with
• Be aware of content sources, don’t assume
Project
the content is copyrighted and ready for use
Clarification
• Avoid committing to fixed budgets and
schedules at this stage

• Always keep the target market (or audience)

and objectives in mind
• Be sure the client understands the proposal
even if they don’t read it
• If you must recruit members for your team, do
Preproduction Solution so sooner NOT later
Definition
• Be aware of expectations a Prototype can
set, be sure client understands that just
because the Prototype was done quickly it
does not indicate developing the product will
be just as quick
• Writing the project specification is a time
consuming process that requires constant
updating but it’s well worth it
Project
• Defining success criteria (similar to
Specifications
performance standards) is important for the
long term, not just short term
• Have a system in place for managing scope

10
Friedlein, A. Web Project Management, Chapter 12.
Ms. E. Gomez EME6631, Spring 2006
Due: March 20, 2006 Dr. Bonnie Armstrong
A3 Literature Review Page # 8 of 13

creep and call it ‘incremental project’ – a

term that indicates ‘growth and progression’,
is less negative and clearer for the client to
understand its implications
• Don’t leave yourself open to escalating
content costs and don’t try to create it all
yourself
• Protect yourself from legal issues that may
Content
arise as a result of creating a product for a
client
• Demand the content early, and assume it will
come late and in the wrong format
• Keeping the project spec updated is even
Production more important when new members join the
team
Design and • It’s important to stay focused when new
Construction things crop up
• Prioritize paperwork that needs to be
completed internally, with the client, or
vendors
• Leave yourself enough time cushion for
Testing, Launch, inevitable last minute items
And Handover • Be very adamant about dedicating time for
testing
• Be sure to understand the business
expectations early on to avoid maintenance
Maintenance issues later on
Maintenance
• Dedicate adequate time and resources to
security issues, when applicable, in web-
based delivery
• When evaluating Marketing for a product:
Offline is still the best way to get people online
• Don’t ignore reviewing how well the group
Evaluation Review and
worked together and whether objectives
Evaluation
were met
• Never stop evaluating and improving the
product
Ms. E. Gomez EME6631, Spring 2006
Due: March 20, 2006 Dr. Bonnie Armstrong
A3 Literature Review Page # 9 of 13

Relevance to Managing Performance Improvement Projects

As I read the book I bookmarked the topics closely related to Instructional

Systems Design and managing Performance Improvement Projects. As I went
back to review them, I realize how many similarities there were; too many to
remark in a page or two. However, a few were more analogous than others.

The Role and Skills of the Project Manager

The role of a project manager seems to differ only in the specifics of the
product itself. While there may be different granular processes and terminology,
the roles are very much the same; they prepare and plan the project, define the
specifics on tasks, delegate roles, hire team members, consult subject matter
experts (SME’s), advise the client, schedule staff, time, and resources, provide
estimates and final costs, conduct and attend meetings, analyze the risks and
plan for contingencies, and, finally, evaluate the project and performance
outcomes.
The skills are also quite similar and again only vary in the context of the
field in which the product is developed. According to Ashley Friedlein, the two
primary skills a project manager should possess are “Communication” and
“Knowledge”, 11 (i.e. industry experience, business disciplines and skills, and “all
the connotations of experience and wisdom ...this implies”). 12 Perhaps he was
referring to having the proper balance of Emotional Intelligence or personal and
social competence. The ability to determine how one manages oneself and
others is better known as self-management, self-awareness and relationship
management. All of which can make one a better leader. 13 From a different
perspective, Jim Fuller, the author of “Managing Performance Improvement

11
Friedlein, A. Web Project Management, pg. 9.
12
Friedlein, A. Web Project Management, pg. 12.
13
Goleman, Boyatzis, and McKee. Primal Leadership. pg. 39.
Ms. E. Gomez EME6631, Spring 2006
Due: March 20, 2006 Dr. Bonnie Armstrong
A3 Literature Review Page # 10 of 13

Projects”, essentially states the same, “Communication and Managerial Skills” 14,
except he addresses these as benefits to using project management techniques.
One could say it comes full circle; you need to have good communication and
business skills to manage projects which will in turn benefit the overall outcome of
a project.

Project Management Principles and Methods

According to Fuller, “Project Management is a set of principles, methods,
tools, and techniques for the effective management of achieving objective-
oriented work.” 15 Freidlein emphasized the importance of establishing and using
a method. Whether it is a four phase-eight stage process or the ADDIE model,
what’s important is to have a method and work by it.

Defining a Project and Project Documentation

Having a road map is having the magical ingredient for any project
concoction. Call it Project Specification or Project Definition, the purpose for
writing one is all the same; to set a framework from which to work from. In it you
will include the project objectives, rationale for the project, target audience,
timelines, costs, risks and assumptions. As well as, prioritize cost, time and quality.
In Instructional Systems Design, this can be done in the form of a Priority Matrix.
According to Fuller, the matrix allows one to prioritize the three priority aspects of
a project; Time, Scope, and Resources. 16

Securing Project Sponsors and Establishing Client Relationships

Sponsorships are needed in any project type. They allow the project
manager to secure buy in, increase cooperation, and “speed up critical decision

14
Fuller, J. Managing Performance Improvement Projects, pg. x.
15
Fuller, J. Managing Performance Improvement Projects, pg. xi.
16
Fuller, J. Managing Performance Improvement Projects, pg.14.
Ms. E. Gomez EME6631, Spring 2006
Due: March 20, 2006 Dr. Bonnie Armstrong
A3 Literature Review Page # 11 of 13

making” 17 needed to move the project along. Equally important is to maintain

open and honest communication with the client. In the event of a mishap, it
increases the chances of salvaging the project, account, and long-term
relationship with the client.

Personal Reaction

Given the timing, for reading this book, could not have been more
suitable and the topic more applicable to my current circumstances, I found the
reading very enlightening. So much so, I read the book - 302 pages, in two days. I
still managed to bathe, eat, sleep and even take a stroll through Paynes Prairie
State Preserve.
The author addresses a topic that few books in technology cover, that of
managing the planning and implementation of a project from start to finish. He
expressed his knowledge with an honest tone that conveyed confidence and
credibility. Breaking down the tasks of project management into natural phases
and stages of the software and web-development cycles allowed me to better
understand how both the planning of the project and planning of a program
intertwine. Given my programming experience it made sense to see it broken into
the appropriate phases. It was also clear to see how project management
techniques apply regardless of the product one develops, be it a software
application, web site, instructional product or performance improvement project.
Unlike many case studies I’ve read, this one was presented in the same
phases and stages illustrated as the road map for effective project management.
The author presented the case by explaining what happened and lessons
learned at each stage. This left little to the imagination and clearly depicted how
a real life scenario was handled each step of the way.

17
Friedlein, A. Web Project Management, pg. 59.
Ms. E. Gomez EME6631, Spring 2006
Due: March 20, 2006 Dr. Bonnie Armstrong
A3 Literature Review Page # 12 of 13

Appendix A: Managing Web-Projects - Road Map and Deliverables 18

Phase Work Stage Deliverables

• Project brief; business, creative,
technical, and content requirements
• Outline budget, schedule, and resource
1. Project
plan
Clarification
• Full preproduction budget and
Preproduction schedule

2. Solution • Consultancy recommendations:

Definition business, creative, and technical
3. Project
• Project specification document
Specifications
• Content delivery plan
• Asset tracking mechanism
4. Content
• Content preparation
• Storyboards
• Project milestones as defined in project
Production 5. Design and
specification
Construction
• Change control documentation
• Testing as defined in project
6. Testing,
specification
Launch,
• Marketing initiatives
And Handover
• Handover briefing and documentation
Maintenance • Maintaining plan/SLA 19
7. Maintenance
• Training and Development
• Project Review
Evaluation 8. Review and
• Site Performance analysis; traffic, users,
Evaluation
information, technical, and commercial

18
Friedlein, A. Web Project Management, pg. 47.
19
Service Level Agreements
Ms. E. Gomez EME6631, Spring 2006
Due: March 20, 2006 Dr. Bonnie Armstrong
A3 Literature Review Page # 13 of 13

References

Friedlein, A. (2001). Web Project Management: Delivering Successful Commercial

Web Sites. CA: San Francisco, Morgan Kaufmann Publisher.

Fuller, J. (1997). Managing Performance Improvement Projects. CA: San

Francisco, Pfeiffer.

Goleman, D., Boyatzis, R., and McKee, A. Primal Leadership. Mass.: Harvard
Business School Press.