Transcript FEDWEB '99: Getting Buy

FEDWEB ‘99: April 29, 1999
“Winning the Battle
to Build the Right E-Business”
A Methodical Approach to Getting Buy-in and Creating
Lasting Change in a Digital World
Michele J. Bartram
E-Business Management Expert
[email protected]
Phone: 1-202-216-1652
©1999
Michele J.Bartram
[email protected]
Why are you here?
An on-the-spot customer survey
 How many people in the room have been in web
management or development for:
 less than 1 year? 1-3 years? 3-6 years? more than 6 years?
 How many people in the room:
 were involved in a web project that never got off the ground?
 are currently engaged in a web project that is less than ideal?
 are about to start a web development project?
 What are your expectations for this session?
ANSWER: This session is for anyone who wants to develop a
customer-driven organization and develop the right
combination of cultural change and technology innovation
that will further their business goals and that will be accepted
and implemented by the end users.
Page 3
©1999
Michele J.Bartram
[email protected]
Why attend this session?
 To learn some insider tips on reengineering, change
management and getting buy-in to move the right web
project forward.
 This session will provide you with real life experience
from both a business and technology perspective on:
 How to start- and keep on track- a successful web development
project by using the Blueprint Methodology
 How to obtain and retain support from key areas of your
organization
 The Do’s and Don’ts of reengineering
 How to save time, money and frustration by avoiding false
expectations
Page 4
ACT I: Setting the Stage
The Spark that Starts the Web Fires A-Burning
(Sometimes out of control!)
The Strange Paths that lead to the web
©1999
Michele J.Bartram
[email protected]
1
How Most Companies Start Down the
Wrong Path
3
Boss hears
about the
Web
Web is
proclaimed
“Silver
Bullet”
2 Staff summoned
from all over to
hear the vision
7
5
4
Project Director
told to start
contacting Web
vendors
“Get us on
the Net…
fast!”
6
The IDP/ISP
“Demo Wars”
Begin
Web Project Team
“Narrows the
Field”
8 If you’re lucky, the Team
is able to stop by
convincing management
of the need for goals;
if not, you build a bad
web site
Page 7
©1999
Michele J.Bartram
[email protected]
1
How to Start Over
Database
Marketing
Basics & Best
Practices
You, the Project Leader,
attend web conferences
to understand Web
business best practices
2
Network with other
companies to learn
from their successes &
mistakes
5
3
Attend Web Vendor
User Seminars or
Demos
4
Select an independent Web
Business Consulting Firm, if
needed, to create a Blueprint
Recommend to your
Boss that a full Web
Requirements Study
be performed
6
“Start over at the top”
with your customers
Page 8
ACT II: Under the Spotlights
The Public Side of Building a Web Business:
It Takes the Whole Village
Tried and True Web Project Management
Techniques to get to the right answers and all the
answers in one shot
©1999
Michele J.Bartram
[email protected]
9-Step Blueprint Methodology:
Repeat for Phases 2, 3 & 4 to map Current, Best, & Ideal Practices
5
1
Customer
What skill sets, roles, responsibilities,
& incentives are required to do the job?
Who are/should be your customers & what
are their requirements and preferences for
your organization in products and services?
who need
6
drives
What are the policies and differentiating
set of activities that your organization
needs to deliver a unique mix of value to
customers, and how should it effectively
allocate resources to perform these?
drives
3
supported by
7
supported by
8
Organizational Structure
What is the most logical grouping of
individuals needed to support each
business process effectively?
Data
What numbers, characters, images or
other recorded information is needed to
provide intelligence to make decisions?
dictates
4
Automation
What steps of the process can be
completed faster, better, or cheaper
by using computers or equipment?
Process
What is the series of action steps, tasks &
business rules that is required to complete
the strategies and polices?
Intelligence
What intelligence (research, reports,
information) is needed to allow people
to analyze the results, predict the outcome or decide a course of action?
Strategy
is comprised of
2
People
supported by
9
Technology
What computer systems are needed to
to best capture, store, process, & distribute data & automate the processes?
Page 10
©1999
Michele J.Bartram
[email protected]
The 7 E-Business Planning Phases
Phases 2-4: Blueprint Methodology
1
2
Inventory of
Current
Practices
Organize
The
Effort
3
Review
Best
Practices
4
5
Define
Ideal
Practices
6
Business
Impact
Analysis
Create
Implementation
Plan
Throughout all Phases: Organize/Plan/Report
Implementation
7
Build, Test, Roll Out
Time Box 1
Time Box 2
Time Box 3
1-3 months
1-3 months
1-3 months
Page 11
Do’s and Don’ts of the7 Reengineering Phases
How to Plan Fully and Well to Limit
Second-guessing
©1999
Michele J.Bartram
[email protected]
Phase 1- Organize The Effort
“The Journey Begins…”
 Get an “Executive Visionary” Champion
1
Organize
The
Effort
 Select a Project Director and Cross-functional Task
Force (7-10)
 Marketing, Sales, Customer Service, Fulfillment,
Public Affairs, Legal, etc. and especially IT!
 Identify Subject Area End-User Experts
 Front-line staff, customers, stakeholders
Select The
Core Team
Establish The
Rules, Standards
&
“What You Get”
 Create a Project Charter:
 Mission & Vision Statement
 Identify Business Objectives
 Define Constraints/Guidelines
 Define Project Scope
 Define Project Deliverables
Page 13
©1999
Michele J.Bartram
[email protected]
Deliverables
What Is Needed













Project Charter
Customer Requirements
Strategic Definition
Process Requirements
Organizational Definition
Personnel Requirements
Intelligence Requirements
Automation Requirements
Data Requirements
Technology Requirements
Business Impact Analysis
Implementation Plan
Concept Prototype
How To Get There
 Implementation Plan
 Management
Understanding & Support
 Staff Understanding &
Support
 Budget
 Resources
Page 14
Do’s and Don’ts of Project Organization
DO

Seek and utilize expert reengineering
guidance from those who’ve done it.

Clearly define the mission & motivations.

Seek and secure support from key senior
management.

Establish an empowered full-time core team
that has a positive attitude, and is willing to
embrace change.



Include functional area experts from both
the user and web technical sides.
Carefully outline the scope of the project,
including the risks/ rewards.
Clearly define the project deliverables to
avoid confusion and the “I thoughts...”

Establish a varied communications plan.

Immediately address issues head on.

Deliver results early and often.
DON’T
 Choose experts or consultants who
are aligned with particular
technologies.
 Allow the task force to become a
large group with only a few
“doers”.Limit to 8 core task force
members or less.
 Set off to “boil the ocean”. (You
cannot fix every problem. Keep the
effort manageable)
 Allow naysayers to impede and/or
confuse the effort.
 Produce White Papers that no one
reads.
 Stockpile the project results for a big
final presentation. (Over
communicate. People cannot fully
understand what is going on simply
by attending one big presentation.)
©1999
Michele J.Bartram
[email protected]
Phase 2 - Workshop #1: Current Practices
“Take Stock of the Current Situation”
2
Current
Inventory
 Worksheets:
 Problems & Opportunities
 25 Questions / 10 Metrics
 9-Step Current Blueprint:
Understanding
What’s Going
On
Today
Making Use of
All Prior
Efforts









Customer Segmentation
Business Strategies
Network Diagrams/Processes
Organizational Structure
People/Job Descriptions
Intelligence
Automation
Data
Technology
Page 16
©1999
Michele J.Bartram
[email protected]
Current Environment Workshop
 25 Questions/ 10 Metrics
 Use a Worksheet to capture the 25 If-then questions they
wish they could answer and the 10 Metrics if they did
• E.g., If only my program documents were online, then I could
deliver them for no cost to my customers
• If I were able to do or answer these 25 needs, what 10 benefits
of value to the organization could I deliver? Save $X in
printing
 9-Step Blueprinting Method for Current Practices
 Allow users to “dump” all their complaints of what is
wrong with the current environment in each of the areas
• Identify all customers, internal and external, that are currently being
served by your organization and their requirements for products,
services, information, etc. that you try to meet
• Define incorrect strategies and policies, poor processes, unclear
organizational responsibilities, inadequate skills, poor/ missing reports
and data, inadequate technology
Page 17
Do’s and Don’ts of Current Inventory
DO

Understand the problems and opportunities
present in the organization by asking those
who are most involved .. the staff.

Conduct structured workshops with
“expert” staff.

Ensure that all who participate in the effort,
including “special guests” understand the
motivation, scope and goals of the effort.

Maximize the use of people’s time by
keeping all meetings and presentations
focused with clear agendas & sending out
actionable minutes to attendees.

Maintain a project chronology detailing all
of the events and participants.
DON’T
 Allow participants to talk about what it
should be. (Keep the group focused on
the task at hand.)
 Allow naysayers to try to change the
scope of the effort, or take the project off
course.
 Take no for an answer. (If information,
or input from certain people is key to the
effort, make sure you get it. Assign
homework if not finished during the
workshop. Use your senior management
support if necessary.)
©1999
Michele J.Bartram
[email protected]
Phase 3- Workshop #2: Best Practices
“Keeping up with the [DOW] Jones”
3
Review
Best
Practices
 Best Practices Review
 Do prior web site surfing and
article clipping
 “Tools Lab” Demos
Start Thinking
“Outside of the
Box”
 Web and IT Standards and
Methodologies
 Web Tools and Standards
 Drop-In Architectures
 Portability/ Scalability
Page 19
©1999
Michele J.Bartram
[email protected]
Best Practices Seminar
 Comparative Review of Leading Organizations
 In order to design a solution to their own organization’s problems,
the members of the Task Force and User Group must be introduced
to other ways of thinking through presentation of “best practices”
solutions used by leading organizations that confronted and solved
similar problems.
 Bring in presenters if needed and actual examples of federal and
private sector “Best Practices” Web Strategies, Processes,
Organization and Technology solutions (NOTE: See my FEDWEB 4/28
briefing.)
 Technology Tools Lab
 Demonstrate leading edge web technology solutions or tools used by
leading organizations to address similar business problems
 Web Standards and Methodologies (web personnel only)
 Review accepted “best practices” web standards and methodologies
• e.g., Rapid Application Development, drop-in architectures, etc.
 Demonstrate “best practices” testing & management methods
• e.g., Database-driven content management, configuration management,
Page 20
testing tools, usability, cross-platform, etc.
©1999
Michele J.Bartram
[email protected]
Phase 4- Workshop #3: Ideal Practices
“Breaking out of the Box”
4
Define
Ideal
Practices
Understanding
the Gap between
how it currently
works
 Answer this question:
What should be the ideal web and
e-business strategies, policies,
processes, personnel, and
technology solutions for your
organization?
 Encourage all “blue sky”
thinking
and
Defining How it
“Should Work”
Page 21
©1999
Michele J.Bartram
[email protected]
Ideal Environment Workshop
 Stakeholder Issues
 CUSTOMER: Define what stakeholders should be served in
the future by your organization and their requirements
• Stakeholders could include: Customers, employees, suppliers,
dealers/ distributors, business partners, other government
agencies, Congress, non-profit organizations, etc.
• Include unmet needs that should be met and those needs that
your organization meets today that perhaps should not be.
 Business Issues
 STRATEGY• Describe needed changes in policies, laws, and regulations
• Outline the ideal business strategies that your organization
should follow in the future. Identify what needs of which
stakeholders should be met and in what fashion (e.g., charge
for certain functions, provide other information online to all,
choose not to serve certain customers because other agencies
already serve them, etc.)
Page 22
©1999
Michele J.Bartram
[email protected]
Ideal Environment Workshop
 People Issues
 PROCESS (Search “Business Process Reengineering”)
• Map each step that should be done in carrying out the new
strategies and policies. Eliminate unnecessary steps.
 ORGANIZATION/ PEOPLE
• Describe new organizational structure that will be needed to
perform the new processes. Include STAR Analysis: Skills,
Tasks, Authorities and Responsibilities needed and the new
positions and Job Descriptions that may be needed
 Systems Issues
 AUTOMATION
• Identify those ideal process steps that could be automated
 DATA/ TECHOLOGY
• Identify ideal new data elements, models, interfaces, and
generic descriptions of hardware/ software required
Page 23
Do’s and Don’ts of Ideal Environment Design
DO

Stick with your business model and
methodology. Remember the focus is
the customer!

Let your business processes drive
the components of your organization.
Don’t let technology dictate how your
business works.


Keep a careful eye on the comfort
level of your team, and the
organization. Remember, change is
scary. Spend extra time with people if
necessary.
Maintain an open mind. Sometimes
the best solutions are not the most
obvious. Make sure everyone on the
team has a chance to contribute their
ideas.
DON’T
 Conduct JAD sessions and ask
people “what technology they need”
(This is a waste of time, and all you’ll
get are individual wish lists.)
 Allow people to continually rehash
the same problem. (Let them know
the problem is noted, and get them to
focus on how to fix it. Require
solutions, not problems.)
 Assume you cannot do something
because of current or past policy or
culture (Question the status quo!)
 Lose sight of the project objectives (It
is very easy to try to add in items as
you go. Keep focused!)
©1999
Michele J.Bartram
[email protected]
Phase 5- Business Impact Analysis
5
Business
Impact
Analysis
 Team must define the quantifiable results that
should be gained by executing your e-biz plan:
 Customer Acquisition or Retention
 Profit: Increase Revenues, Reduced Costs
 Productivity (Time & $)
Measuring,
Quantifying, and
Comparing the
Difference
OBTAIN A FIRM
COMMITMENT
FROM THE TEAM
TO DELIVER!
 Improved customer satisfaction
 Identify private and public sector benchmarks
for comparison
 Federal: www.npr.gov, www.govexec.com
 Private: See Forrester, Jupiter, DMA, Gartner Group,
CIO.com, your contacts, etc.
 Ex. U.S. Mint site went from 15K hits in 12/97 to
21M in 12/98 (1400% increase) due to Dollar Coin
comments; added 5000 to e-newsletter; more selfadded to mailing list
Page 25
What will we get?
©1999
Michele J.Bartram
[email protected]
Example: Initial project start-up
Investment will pay for itself in
approximately x months
Revenue
350
300
250
200
80
60
40
20
Retention
Cost
15
20
25
30
1
2
3
4
Before
Acquisition
After
Page 26
Do’s and Don’ts of Business Impact Analysis
DO

Get the team to commit to real
deliverables. If people will not
commit, clearly define the reasons for
their reluctance.

Keep the expectations reasonable.
No one can predict the future, so it’s
better to err on the conservative side.

Although tangible benefits are best
(dollars saved, revenue to be earned,
hours reduced for task, etc.), include
intangible benefits as well.
DON’T
 Allow people to say “I don’t know”.
(Be persistent in getting
commitment.)
 Barrage people with statistics. (Keep
it simple.)
©1999
Michele J.Bartram
[email protected]
Phase 6- Implementation Plan
 Overall Implementation Plan
6
Create
Implementation
Plan
 Transition to Build Stage
 Change Management/ Training
 Detailed Project Management Plans,
including:
 Costs, Resources, Milestones and
Timelines
Prioritizing what’s next  Technical Plans including:
 Site mapping, hosting, content/
Not just a Systems
graphics/ database development, testing,
Plan… The Solution
launch, and monitoring
includes changing
People & Technology
Page 28
©1999
Michele J.Bartram
[email protected]
Designing an Implementation Plan
 Project Management
 Time Boxing
• Split tasks into manageable 2 to 4-month increments with
specific, separate deliverables and deadlines
 Personnel
• Define needs for additional internal and external assistance
 Systems Development Issues
 IT standards and methodologies- Identify your requirements
• See paper on Rapid Application Development Methodology
 Prototyping- Plan to involve users in developing/ reviewing
• New Applications: Plan application workshops with users to
develop initial functional prototype and subsequent
prototypes
• COTS: Plan for COTS Selection workshops to select web tools
 Testing
• Ongoing testing of intermediate prototypes
• Final integration & benchmark testing after prototype
accepted
Page 29
©1999
Michele J.Bartram
[email protected]
Designing an Implementation Plan
 Change Management- Overcoming resistance to change
 Training Plan
• Identify training needed, both technical and on processes
• Plan for a variety of training methods, since individuals learn
differently.
• Include role-playing,demonstrations, formal courses, on-thejob, peer assistance, competitions, etc.
 Communications Plan
• Prevent resistance to change by planning full communications
to users about the “new world” that is coming and how much
better it will be when the ideal environment is implemented.
• Include skits, presentations, briefings, etc. by consultants,
project leaders, representatives from other organizations who
have implemented similar projects, and users themselves
 Reorganization Plan
• Plan for how to fill any new/ changed positions and structure
Page 30
Do’s and Don’ts of Implementation Planning
DO
DON’T

Clearly define all tasks relating to
systems development, change
management and project
administration.
 Try to go from requirements definition
to development. (Spend the time to
define the detailed functional
requirements.)

Prioritize implementation efforts
based on immediate business impact.

Keep the deliverable timelines to
three-month chunks or less.
 Throw the project to the developers
and wait to see what happens. (Keep
the business side involved)

Make sure you have continued senior
management support. (the number
one reason projects fail is lack of
management support.)

Maintain regular status meetings.

Keep detailed minutes.
 Underestimate project management
time. Administration can be very time
consuming, and these projects
require extensive documentation,
meeting preparation and follow-up
work.

Assign action items to individuals
with specific deadlines… and follow
up!
 Forget to include Human Resources
and senior management if policy or
organizational changes are needed.
 Underestimate unit, systems, and
acceptance testing time.
©1999
Michele J.Bartram
[email protected]
7
Phase 7- Build/ Test/ Roll-out
Web Site Development Process
1.
Hold blueprint planning workshops
2.
Develop your site’s mission statement.
3.
Design and organize your content (develop site map).
4.
Determine technical requirements.
5.
Gather and write content (ensure copyright use)
6.
Develop a site style sheet -- color scheme, font style, etc.
7.
Create your graphics.
8.
Produce site (build final pages).
9.
Test site (or new content).
10. Launch and market the site.
11. Maintain and update the site.
12. Monitor customer acceptance, use and feedback.
13. When needed, redesign the site.
14. Return to step 1.
Page 32
Web Site Life Cycle Development
©1999
Michele J.Bartram
[email protected]
PROJECT
Ÿ Scope & Define
Ÿ Allocate
Ÿ Resources
Ÿ Timeline
REQUIREMENTS
Ÿ Budget
DEFINITION
TEST
Ÿ Design Requirements
Ÿ Design Guidelines
BUSINESS RULES
Ÿ Design Flow Chart
Ÿ Database Design
Ÿ Database Schema
Ÿ Security
Review
Common REWORK
NO
Items
Ÿ Content
Ÿ Usability
YES
Ÿ Graphics
Ÿ Layout
SITE DESIGN
Ÿ HTML 3/4,
Ÿ CSS DHTML
WEB APP/DATABASE
Ÿ Web Apps
Ÿ Email
Baseline Code into
Ÿ Form
Configuration Management
Ÿ Banners
Review
REWORK
Ÿ Content Review
NO
Ÿ Bobby
Ÿ Layout
YES
Ÿ Code Validator
Ÿ View on:
QUALITY
Ÿ Lynx
ASSURANCE
Ÿ pwWebSpeak
Ÿ multiple Browsers
Baseline Code into
& versions
Configuration Management
Ÿ Check Email, Form
Ÿ Print in B&W
Review
REWORK
Ÿ Print Color
NO
Ÿ Spell Check
Ÿ Test Environment
Ÿ Use Cases
Ÿ Test Criteria
Ÿ Test Scripts
Ÿ Tests
Ÿ Usability
Ÿ Performance
Ÿ Functional
Ÿ Load (Stress)
PLAN
KEYS:
- Business Rules
- Technical Design Reviews
- Functional Design Reviews
ACCEPTANCE
TESTING
Can include
Performance, Functional
and Stress Testing
YES
Ÿ
Ÿ
Ÿ
Ÿ
Use Cases
Test Scripts
Test Web App
Test Database
UNIT TEST
Baseline Code into
Configuration Management
NOTE: Requirements
Management and
Traceability Requirements
are the cornerstone of any
project. Each time there is a
change, then dependancy
and contraint must be
revisited.
Review
REWORK
NO
YES
Test Report
REWORK
CORRECTIVE
ACTION
REPORT
NO
PASS/
FAIL
YES
CUSTOMER
ACCEPTS
Page 33
©1999
Michele J.Bartram
[email protected]
Project Implementation
 Partner/ Vendor Selection (RFP)
 Develop RFP based on Blueprint
 Require conformance to agency and federal standards
 Review references
 Milestone Timeboxing
 Split tasks into timed milestones
 Review and test at each milestone before moving on
 Pilot*
 Test the process and technology with a limited user group before
rolling out to the general user community
 Train them on why the new web site is needed (review the
problems & opportunities), what new process steps they should
follow, what their new tasks, responsibilities and authorities are,
and how to use the new tools and technology to carry out these
new duties.
Page 34
“Top Ten” Steps
to Ensure a Successful
E-Business Development Project
©1999
Michele J.Bartram
[email protected]
Web Reengineering Project Top Ten List



Stay the course … this will not happen overnight.


Avoid “buzz words” and technical jargon … Keep it simple.


Protect your enthusiastic followers and stand up to special interests.

Expect to change all your business processes when implementing an
electronic business with full-blown web site.

If you don’t have sufficient experience or resources in-house, don’t go
it alone. Get expert outside help.

Ask all the questions before developing answers, (i.e., identify all
business requirements before choosing technical solutions), then do
your homework so you can understand the answers.
Invest in change … this is not a free lunch.
Create a positive, open environment that encourages new ways of
thinking and challenges the “old school”.
When you want people to let go, give them something in return. You
must build trust one step at a time.
Set up a dedicated full-time web management team and a core web
project task force of open-minded people willing to embrace change.
Page 36
ACT III: Behind the Scenes
How the Web Was (Really) Won
Winning the Battle for Buy-in so your Web
Project Takes Off and Keeps Going
Preparing for the Opening Battle
First Steps to Kicking off your Web Project
©1999
Michele J.Bartram
[email protected]
Know the Battleground
 Federal Laws that apply to all federal agencies, some to
private sector as well:
 FOIA & e-FOIA;
 NARA Electronic Records
 FACA (Federal Advisory Committee Act)- discussion groups,
consumer online communities and councils
 Paperwork Reduction Act- surveys, online forms
 Clinger-Cohen Act (ITMRA)- redesign processes, examine inhouse vs. outsource, look for off-the-shelf first , then custom
 Americans with Disabilities Act
 Digital Copyrights & Trademarks
 1st Amendment (freedom of speech)- posting of info
 FTC Privacy Notice
NOTE: Attend the Federal Webmaster Institute (www.fwmi.org) to learn them all
Page 39
©1999
Michele J.Bartram
[email protected]
Know the Battleground -Part II
 Executive Orders & NPR Initiatives (Federal
agencies only)
 Customer Service
 Citizens’ Electronic Privacy
 E-mail to/ from citizens
 Gore’s Federal Resources for Educational Excellence
 Private Sector & Independent Practices
 Child Privacy
 Consumer Privacy: TrustE
 WWW Consortium Recommended Practices
 International Webmasters Association Ethics Pledge
Page 40
©1999
Michele J.Bartram
[email protected]
The Rules of Law
 It must be written to be believed
 Most people believe they know what the law is but
haven’t really read them:
• TIP: Read them yourself and quote them by heart!
 Anyone saying something “can’t be done” because of a
law or regulation must bring the law in with the relevant
clause circled
 If it’s written, it still may not need to be obeyed
 Some laws are misinterpreted; ask first
 If it’s written and wrong, get it changed
 Get policy waivers from NPR
 Go with your customers to the relevant gatekeeper
agency or Congress to get it changed
Page 41
©1999
Michele J.Bartram
[email protected]
Know what Battle to Fight
 Choose your battles
 Know which functions you must have vs. want to have
and like to have
 Know which parts you may have to sacrifice
 Keep ‘em guessing
 Don’t tell you’re your critics the whole plan; save it for
the prototype
 Walk a mile in their moccasins
 Learn the problems they’ve had in the past (Legal,
Public Affairs, etc.) and what caused them
Page 42
Develop Your Battle Plan
Line up your resources and identify the compelling
reasons you need to even get started
©1999
Michele J.Bartram
[email protected]
Do Customer Reconnaissance
To develop the most compelling reasons to do the “right”
web site, ask your customers:
 Read direct communications received in the past
from your customers:
 E-mails, letters- complaints and suggestions
 Solicit new information from them
 Formal surveys or online forms
 Buckslips on other forms (Ideas for our web site?)
 Focus groups: formal or informal (Union Station?)
 Interview staffers that respond to customers
 Customer service reps, telemarketers
 ExecSec, Corporate Communications, Public Affairs
 Program Managers
Page 44
©1999
Michele J.Bartram
[email protected]
Be “Marcus Web-by”, M.D.
To go into battle you’ll need to be a medic, too.
You’ll need to:
 Identify the pain
 Diagnose the symptoms through high-profile customer
complaints about lack of access to information, areas of
Congressional inquiries, bad press, etc.
 Find the root cause
 Identify the two or three “killer apps” or mission critical
problems that are causing the most “pain” to the
decision makers:
 Prescribe your agency’s “pain killers”
 As you build your web prototype, plan to demonstrate
how it’s the “miracle cure” for these core problem areas
Page 45
©1999
Michele J.Bartram
[email protected]
Extreme
 To the Lab, Igor
Bureaucratic Medicine
 For stubborn policy resisters who say “they’ll never let us do
that”, the National Partnership for Reinventing Government
(NPR) has a Reinvention Lab that helps federal agencies get
policy waivers (along with good political coverage)
www.npr.gov
 Remember the “Prompt response or approval” policy!
• By Presidential mandate, any request for policy waiver (either
inside or outside your agency) must be responded to in 30 days
or less
• If you do not hear a response within 30 days, that means your
request is APPROVED! This kills the deliberate procrastinators
who delay your memo in order to keep it from passing.
 Keep pushing NPR on Internet relief on interpretation of:
• the Paperwork Reduction Act to allow web-based surveys and
quizzes and
• the Federal Advisory Committee Act for discussion groups to
Page 46
allow online communities to flourish
©1999
Michele J.Bartram
[email protected]
Winning over the Troops:
On the Road to Success
 Build grass roots support
 Start preaching the web (in short bites) to everyone
within hearing range
 Identify your “collaborators”
 Recruit an army of volunteers
 In meetings, hallways, ask folks to help
 Find small tasks for others to help in
 Appeal to their egos
 Use their content on the web; nothing builds support
for the web like being able to show off your content to
friends and family!
Page 47
©1999
Michele J.Bartram
[email protected]
Battle for the Bosses
 Do your homework
 Send out list of laws and executive orders that require
web access
 Educate the boss (right to the top)
 Offer private web surfing sessions
 Send articles on e-business and web techniques
 Keep up with the Joneses/ Spark some Competition
 Show ‘em what the other agencies and companies are
doing through demos and articles, particularly ones
citing web awards to sister bureaus or agencies.
Page 48
©1999
Michele J.Bartram
[email protected]
Secret Weapons
 Nothing breeds success like success
 Find the one “Show Stopper” that gives you amazing
press, such as asking the public to give you input via
the web on a new product or service
 E.g., Mint’s request for comments on Dollar Coin
 Take the Show on the Road
 Have a canned web presentation that you take to
different offices with the benefits skewed to their
needs
 Have some Java
 Hold “cyber cafes” with open PCs and Internet surfing
assistance for several days
Page 49
©1999
Michele J.Bartram
[email protected]
To Prototype or not to Prototype?
 A picture is worth a thousand words:
 ALWAYS USE A PROTOTYPE!!! Seeing a site is believing
 If you want to sell it, put it in the front window
 Splurge on the home page
 Share the vision
 Include areas all over the agency with customer-centric
naming of areas
 Develop skits and presentations to “pitch the plan”
 Show the big picture
 Create the “ideal” website prototype; compromise later
 If they see the whole, they may leave in the more radical
parts of your plan; let them remove items, not you
Page 50
Into the Fray
Kicking the Project Off and Keeping It Going
©1999
Michele J.Bartram
[email protected]
Choosing your Troops
 “The General” = Senior Management Champion
 Get your direction from him/ her
 “High Command” = Web Steering Committee
 Warning: Invoke only sparingly!
 “The Captain” = You!
 “Your Platoon” = Web Working Group
 All customer-facing areas of the organization:
• Customer Service
• Public Program Managers
 “M.P.’s” = Gatekeeper Roles
• Public Affairs & Legal
 “Citizens” = Customer Beta Testers
Page 52
©1999
Michele J.Bartram
[email protected]
Hold an E-Business Summit
 Plan a formal, off-site planning session with the senior
players and working group
 Prepare the battleground:
 Prepare a “blue sky” or “straw man” version of the ebusiness plan in advance to start things going
 Have a “rough” prototype web site built if possible
 If not, use a Powerpoint “Best Practices” briefing with:
• (preferably) live web connections to sites that emulate what
your team wants to do with your web site
• interspersed with mock-up pages or slides of what YOUR site
could do; screenshots are a good back-up
NOTE: See my presentation of Secret Weapons to Success on
the Web from yesterday.
Page 53
©1999
Michele J.Bartram
[email protected]
Hold an E-Business Summit
 “Wow ‘em” with an eye-opening demo
 Complete a SWOT analysis
 Strengths, Weaknesses, Opportunities, Threats
 Hold a brainstorming session to:
 Id the problems needing solving
 Determine some potential web-based solutions
 Id your agency priorities
 Use your customer info
 Develop an action plan
 Id the major milestones and the detailed steps for the
next month
 Who does what by when
Page 54
©1999
Michele J.Bartram
[email protected]
Nixing the Naysayers: Part I
 Choose your battles
 Know which functions you must have vs. want to have and
like to have; Determine in advance which items you may
have to sacrifice
 Keep ‘em guessing
 Don’t tell your critics the whole plan; save it for the demo
 Walk a mile in their moccasins
 Sit and talk with the gatekeepers generally about the kind
of “surprise attacks” they’ve received in the past from
different sources that have gotten their hackles up.
Usually they stop things by being told too late.
 Identify processes to involve them up front and tell them
you need them to find alternative paths to “yes”
Page 55
©1999
Michele J.Bartram
[email protected]
Nix the Naysayers: Part II
 Anticipate their objections
 Play your own worst devil’s advocate
 Show them alternate paths to “yes”
 Play the “Mission Impossible” brainstorming game
 Everyone ids something “impossible”that you should do
on the web; everyone else finds ways around it
 All problems require solutions
 Critics must id solutions in meetings not just problems;
cut off extended rehashing of gloom & doom
 Turn constructive critics into problem solving sub-team
leaders to work on particularly sticky problems
 Remove the diehards
 If they are are too entrenched, remove them.
Page 56
The Heat of Battle
Building a lasting web infrastructure that will
withstand future onslaughts
©1999
Michele J.Bartram
[email protected]
Keeping to the Battle Plan
 Don’t bite off more than you can chew
 Watch out for scope creep by thinking big, but
implementing small with one step at a time
 Although you know your web site will grow, convince
the powers that be to let you do a small one first
 Remember the magic word “pilot”
 By calling anything a pilot it gives you freedom to fail
and to succeed with fewer restrictions
 Follow the Blueprint Methodology and 7-phases to
ensure success
Page 58
©1999
Michele J.Bartram
[email protected]
The Information Turf War
 Certain forces will want to “split up” the
management of the web site
 Typical IT technology mind-set treats the web as any
other technical support element- IT support
 Total IT control means death to your web business:
you need faster turnaround and control of technology
 Web is wedded to technology but should be ruled by
the business side
• @Home Network has programmers reporting to Marketing
 Others want to have a “free for all”
 Content can’t be run out of individual offices
 Central, consolidated management is needed to set
overall standards and keep content serving the
customers’ needs
Page 59
©1999
Michele J.Bartram
[email protected]
Use the TELEVISION STATION analogy
 Having a web site is like having your own cable TV station
 Needs central station management (Director of E-Commerce) for overall
direction
 Needs a business group to analyze audience viewing patterns and
demographics, design a station business plan, attract and place
advertising, new “program” deals, and partners (E-Business Manager)
 Needs a Producer to control overall programming (Content Manager) to
make sure the airwaves don’t go silent or show the same “repeats” over
and over
 Content Providers (Web Liaisons in Agency Offices) are like reporters
providing “stories” or web content either as assigned or voluntary, but
all to the Producer
 Producer’s (Web) Editorial Staff (editors & designers) keep content
“look, sound, and feel” consistent
 A core team of people (Web Services Team) needs to man the physical
equipment and infrastructure
 Needs feedback from customers to determine whether your station is
“high in the ratings”
Page 60
©1999
Michele J.Bartram
[email protected]
Contradictory Methods
 Speed is of the essence
 If you have the right management support, go fast
 Build a small site with staff and budget and grow from there
 Go slow to get there fast
 Sometimes you have to put the plan on the shelf and wait
until the right stars align:
• Right management
• Enough political and customer clamoring for action
Page 61
Winning the Final Battle
for their Hearts and Minds
MAKE IT FUN...
HAVE PASSION!
To Lead Change and Build a Following you
must be a PWPL:
A Passionate, “Wow” Project Leader
©1999
Michele J.Bartram
[email protected]
Passion + Fun = Success
 Make it Big!
 Everyone wants to go to a big party, not leftovers on a TV
Tray. Create a fun, exciting vision of what could be.
• E.g., Slogans, Kick-offs with Before and After Skit, Music
Video
 Make Room for Everyone!
 Encourage volunteers, even if it’s just editing copy or
collecting photographs; people support what they help
build and defend it against attackers
 Make it Rewarding!
 Have a slogan and a mascot for your project. Create
mugs, stickers, T-shirts (all can be done on PCs now).
 Create project rewards for team members and “FOWs”
Friends of the Web (e.g., money, badge holders)
Page 63
©1999
Michele J.Bartram
[email protected]
Make the Web your “WOW” Project
Tom Peters “Seven Rules to Wow Projects”
• From “Fast Company”, May 1999
1) Never accept an assignment as given.
2) Every project consists of both tangibles (mindappeal) and intangibles (heart-appeal)
3) Embrace the confusion.
4) Create your own professional services firm.
5) Think rainbow.
6) Project management is emotion management.
7) It isn’t worth doing if nobody gets mad.
Page 64
©1999
Michele J.Bartram
[email protected]
Be Committed, not Involved
 If you don’t believe and aren’t fully
committed to the project’s success and
value, you won’t get others to follow.
 Remember the analogy of Commitment to a
Bacon and Eggs Breakfast :
 The Chicken is INVOLVED;
 The Pig is COMMITTED!
Page 65
The Moral of my Story:
Don’t be too chicken to build the
web business of your dreams!
QUESTIONS & ANSWERS
Thank you for attending!
For a copy of this presentation,
visit my web site at www.WebPractices.com.
For coin fun, facts and gifts, visit www.usmint.gov
Michele Bartram
[email protected]
202-216-1652