Project Management: Nokia Life Tools - Assignment Example

? Project Management: Nokia Life Tools Project management constitutes a broad ranging organizational approach to product design, innovation, or internal change. Within this context of understanding there are a number formal tenants that have outlined process elements. Locke (2007, p.1) notes that among the major principles of project management are to, “plan, coordinate and control the complex and diverse activities of modern industrial, commercial and management change and IT projects.” The specific project management operation is the development of a telephone app for individuals living in the developing world. The organization implementing this project is telecommunications software and handset -developer Nokia. In terms of the specific project management stages the project incorporates both convention and non-conventional elements. In terms of conventional elements, the project task has been identified – the creation of a telephone application that specifically meets the needs of agrarian workers in the developing world. Another conventional project management element adhered to is the estimation of project costs. Project costs are a central component of this project both in terms of the development costs, as well as ensuring that the telephone application is cost effective to the end consumer. In these regards, project costs have been considered in a holistic fashion in the sense that maintaining efficient and tight budgetary constraints is essential to the creation of a cost-efficient project. In terms of elements slightly unconventional to traditional project management, perhaps the most notable will be qualitative field research conducted by members of the Nokia team. While this process will be elaborated later, in short this field research will form the crux of project design inputs. In terms of process elements, the qualitative field researchers will collaborate in-house with information technology engineers in an attempt to combine the desires of the interview subjects with the reality of engineering. This collaboration will occur in a dynamic iteration process, requiring multiple trips to the developing regions. 2. Based in Finland, Nokia once held a prominent share of the Western telecommunications market, but has since experienced a significant loss of market share through competitors such as Apple’s iPhone OS and Google’s Android platform. It follows that from an overarching context Nokia’s entrance in the developing world market functions as a means of establishing market share in a largely untapped region. Apple iPhone OS is largely cost prohibitive and Google’s Android platform has yet to adequately capture the market. There is also considerable need for such production innovation. Imagine living in a region where you only had limited access to the Internet. Today, for the vast majority of individuals living in rural areas, the arrival the Nokia Life Tools app would allow people in developing regions to take control of their lives, close the communication gap, and above all claim a share of their country’s economy. The individuals living in these regions lack regular access to the Internet and as a result are often taken advantage of when they go to sell their goods in the market. They also lack adequate access to technology for language learning or even entertainment. The Nokia Life Tools app functions to implement SMS text messaging to provide these individuals with up-to-date crop information, language learning tools, as well as entertainment options through games. In terms of success and failure criteria Lock (2007) indicates that one of the primary determinants is the extent that the project is clearly and distinctly articulated and the degree to which the end result reaches this earlier design. The next stage is referred to as the execution stage and success during this stage is determined by the extent that the project adheres to cost, execution, and time. A final consideration is the extent that the project is able to meet stakeholder demand. While Nokia may be performing a socially responsible duty in aiding these individuals, the project success will be determined by the extent that it is able to create value for the organization. Ultimately, it seems the project is well within the bounds of possibility and is not overly ambitious. 3. The project management cycle adheres to a four-phase process. Lock (2007) identifies these four stages as: initiation, planning, execution, and closure. Fig. 1 below demonstrates these phases in dynamic form. In terms of the initiation stage Peter (2003) Fig. 1 Project Management Phase notes that this part establishes the scope of the project. In terms of project scope the Nokia Life Tools project was successful in that it clearly and objectively established that the scope of the project would be the development of an SMS application that would function to contribute to the farmer’s needs by supplying crop prices, language learning skills, and entertainment. The next phase of the project management cycle is the planning period; during this period the workflow deadlines and teams are established. For Nokia this division occurred between field researchers and designers. Regular deadlines were established wherein the research team would need to complete field data collections. Meetings were scheduled between the researchers and designers. The third stage of the project management cycle is the execution phase. As the name suggests this phase involves the implementation of the elements established in the earlier planning phase. The Nokia Life Tools project was successful as the designers were given a time frame to design a prototype. The prototype product was then taken directly into the field and tested with farmers, who approved or criticized specific aspects. This process was iterated until the final product emerged. The final stage of the project management cycle is the finalization stage. While the Nokia Life Tools product could be considered in the finalization phase during the iteration process, perhaps the end stage design is the marketing of the product. Even as the physical Life Tools app may have been completed it was not until the advertising and marketing campaign that it took on its complete meaning. Ultimately, it’s clear that this specific project management cycle followed the four phases in a successful and efficient way. 4. The means by which a project is determined a success or failure falls along a number of lines. Lock (2007) established a number of prominent success and failure elements. One of the most prominent elements is the extent that the foundational project lines and teams were effectively managed. While a project management plan can establish the structural confines of the process, success is the extent that these established elements are adhered to. Within the context of the Nokia Life Tools project this management aspect was adhered to, as the field researchers were able to establish significant relationships with the intended inhabitants. While the field research may have pointed at designs that were not feasible, alternatives were successful proposed. Additionally, the actual engineering of the Nokia Life Tools app was successful. The second success factor Lock (2007) identifies is the extent that stakeholder interest was met. In this context of understanding, the Nokia Life Tools project was highly successful. While the end product was low-cost, this dimension was actually a success factor. The product was then adopted on a large-scale factor among agrarian farmers in the developing world. Both in terms of corporate social responsibility and in terms of net profit, the Nokia Life Tools product was able to successfully meet these demands. 5. Nokia is a telecommunications company located in Finland. While in its late 19th century incarnation the organization originally emerged as pulp mill firm, it would evolve over the 20th century into a prominent telecommunications organization. In recent years Nokia witnessed dwindling market share, as there emerged increased competition from the Apple iPhone and Google Android platform. Outside of Nokia’s ventures into the developing world, the organization has recently teamed up with Microsoft in the smart phone market introducing the Nokia Lumia. The extent that this smart phone will gain success remains to be determined. The organization has a traditional organizational structure with Chief Executive Officer (CEO) Steve Elopp heading the organization. Elopp is reports to a board of directors. Additionally, the organization has a chief financial officer, head of design, advertising, and varying degrees of lower level employees. This specific project was divided into a number of teams. The User Experience Manager headed the field research team. The User Experience Manager oversaw an extremely fast-paced concept, design, and development process that called for extensive prototyping, iteration, field trialing and adaptation, and flying to the emerging world and back. The User Experience Manager further was the head of a team of field researchers that went into the targeted developing regions. For instance, on one trip the team visited the agricultural heartland of Western India and spoke with farmers that produced top quality produce, yet were not getting top price because they lacked the information to fairly deal at the market. In addition to the User Experience Manager there was a Design Team Manager. It was the responsibility of the Design Team Manager to oversee the product engineers. These individuals would collaborate with the field researchers in determining what was effective and important for the ultimate design model. As Nokia is a publically traded firm the primary stakeholders are the shareholders. Still, one considers that upper level management is oftentimes compensated through the success of the product. This product’s success is directly connected to upper level management compensation. 6. There were a number of forms of project control and coordination. In terms of overarching elements, Lock (2007, p. 32) indicates that the major parts are, “a work breakdown schedule, planning a timescale, and managing changes and managing costs.” As stated earlier the most prominent design element implemented in the Nokia Life Tools development process was iteration. Fig. 2 below is a diagram of the iteration process. Fig. 2 Iteration Process The iteration process consisted of multiple user research 'touch-points' that resulted in user-friendly product creation. Extensive travel was required to absorb and understand the daily life and pain-points of the target audience. During this time the team adapted the art of paper prototype design and implemented software simulations that ran in rural settings and urban environments alike. Using three people, a facilitator/ interviewer, assistant and remote observer they were able to replicate all use cases under study and easily improvise when needed. The project underwent a one-year timescale. During this period the work breakdown schedule was segmented such that overall organizational goals were made widely available, but changed in a dynamic context based on the field research and the response from the design team. The research and design project management teams within these spectrums of division undertook specific tasks. Project costs were established from a top-down structure and reassessed accordingly, although there was a pervading sense of cost cutting and efficiency. 7. Theorists indicate that successful Project Managers contain a number of prominent leadership qualities. Kouzes (1997) argues that effective leadership in the project management context inspires a shared vision. In terms of specific project elements towards establishing this vision within the Nokia Life Tools project, the User Experience Manager architected from beginning to end the front-end design systems. This was a highly important element as it was necessary for a project of this length and dimensions. As noted earlier, this leadership and iteration process involved working directly with Nokia Life Tools engineering and business departments to ensure that the design process met structural and economic requirements. Lock (2007, p. 65) indicates that, “the project manager must be able to choose, use, or adapt the most appropriate management methods for the particular project.” The product manager regularly carried out such flexibility and dynamic decision-making. The designers would consult with the project manager on a regular basis to seek guidance on various design and research concerns. I worked as a direct manager to the designers in this capacity. This process also required collaborating directly with farmers, villagers, and urban citizens throughout India, China, Indonesia, and Nigeria. In addition, there was continuous close collaboration with other stakeholders including local-market product teams, sales and marketing, and partner research, design firms, as well as in-country universities. In accomplishing this process, there were several meetings with various marketing, strategic, and business stakeholders. During these meetings, inputs from ones area of expertise were supplied and oftentimes team members would flesh-out design concepts. During the conceptual phase of the designs, multi-disciplined groups would collaborate to brainstorm and generate ideas. Desk-research would then be implemented, insights about the users, past products, and field research to guide me through a creative process. I also project managed the deliverables. This involved agreeing with managers of other departments on resource alignment, schedules and project timelines. 8. The project manager and his team were selected through a variety of processes. The most overarching understanding is that these individuals were chosen for their specific skill sets. The field research team, headed by the User Experience Manager, was chosen because of their experience in qualitative and ethnographic research. One recognizes that the field research involved direct interviews with residents in the specific developing regions. The importance of the research team having a background in qualitative methodology is highly important as one considers the propensity of collected research not being indicative of the entire population. The research team then was able to implement this theoretical background in the understanding, articulation, and understanding of the need of the developing world and then propose potential technological solutions. In terms of the design team, they were selected based on an understanding of telephony engineering principles. While the research team was required to have a strong degree of theoretical knowledge, the design team was firmly rooted in engineering and programming knowledge. While to a great degree the process divisions between theoretical field researchers and the in-house engineering design team were successful, one recognizes there are a variety of ways this process could be improved. Perhaps the most prominent way these team selections could be improved is through an increased amount of multidisciplinary team members. To a large degree the field researchers were composed of qualitative researchers, rather than engineers. It seems that including engineering design professionals in the field research would have created increased levels of collaborative and creative potential. The current system was slightly cumbersome, as it required the field researchers to develop theoretical models and potential prototypes before they were able to verify the viability of these models with the in-house designers. The inclusion of engineers on the field research team would have provided instant insight into the process and allowed for a more fluid and dynamic process of research. 9. There are a number of successful elements to any project plan. Lock (2007) indicates that the most prominent success elements are the strong and objective understanding of project scope, as well as the development of project strategy. In terms of project scope the Nokia Life Tools project well established an overarching vision. While the project was a success, perhaps the most notable element was the early establishment of the project vision. Nokia executives went into the venture understanding that there was a need and potential for gaining market share in the developing world. While a conventional perspective would attempt to implement existing models in this developing region, Nokia decided to begin an entirely new project. In terms of strategy, the iteration process has already been well established. Namely, the research teams were sent into the developing region with the understanding that the people there had aspects of existence that differed fundamentally from Western culture. Through the strategic iteration processes, high-fidelity simulations or alpha versions of the product would be tested in the field to further refine the usability and user experience. Parallel iconographic and localization validation studies occurred. Another key element to the project plan is the consideration of the end project design. This element necessitates that the project manager consider cost, as well as stakeholder interest, in the project plan. Once designs crystalized and were approved by the necessary stakeholders, the project management teams ensured it was good enough for production. 10. In developing the NOKIA Life Tools product design, it is clear the organization was successful in implementing necessary elements. One considers that the User Experience Manager went directly into villages and gained insight into the essence of the peoples’ daily lives. This allowed NOKIA to discover exactly what type of product could help them the most. On one trip the team visited the agricultural heartland of Western India and spoke with farmers that produced top quality produce, yet were not getting top price because they lacked the information to fairly deal at the market. In terms of testing, the teams had the appropriate testing methodology planned. They considered what needed to be tested, and worked with both internal colleagues, as well as external assistance to run any one of several different types of product testing methods. Oftentimes, tests were facilitated. This involved recruiting and training necessary local facilitators in a target field location and administering the tests to ensure everything went according to plan. Field research involved: Ethnographical market research studies Qualitative and quantitative validation studies Iterative field-testing focusing on usability, user experience, iconography, and localization After the tests were administered, stakeholders were successfully consulted as a means of planning and strategize the next steps depending on the results of the various tests. Fig. 3 Project Work Breakdown Structure Activity Earliest Start Latest Start Earliest Finish Latest Finish Field Research 1 1 7 11 Crop, language, and entertainment options 2 3 8 12 Product Visual Design 3 3 8 12 Hardware 2 1 12 12 Marketing 8 12 12 + Not applicable * Time in months Fig. 4 Network Diagram The Network Diagram is another essential part of the project management process. Fig. 2 demonstrates the Network Diagram. While the Work Breakdown Structure outlines the project’s team and organizational elements the Network Diagram establishes time and resource elements that must be adhered to in the carrying out of the Work Breakdown Structure (Lock 2007). The Critical Path considers that there are project elements that are contingent on the completion of other aspects of the project. This relates to the Network Diagram, as the former outlines the order in which specific project elements must be completed. In terms of cost control, a total cost approach is implemented. This approach considers cost as a holistic approach to project management where the project attempts to achieve low cost solutions for all aspects of product development. 11. Another important element of the project management process is the recording of progress. Within the Nokia Life Tools project there were a number of means by which progress was recorded. One of the most prominent such tools is the status report (‘Status Reporting,’ 2012). This report functions as a means for both designers and field researchers to record their progress. Within the context of this project one considers that while progress reporting was significant, there was also a tremendous degree of interlocking elements between research and development departments. As such progress can be understood more in terms of contingencies, as the collation of field research naturally led to the beginning of the design. Status reports in this context functioned as a means of workplace productivity, with the research and design teams necessarily establishing that progress had been made in their individual goals. The nature and structure of the project management plan was such that complex status reports were not necessary. Still, it is possible more in-depth and possibly peer reviewed insights could have been provided to the original theoretical research if more efficient status reports had been kept. 12. The project also implemented change control procedures. Lewis (2000) notes that change control procedures are implemented to ensure that no unnecessary changes are made to the developing product. The use of SMS solved the regional infrastructure setbacks of using mobile Internet networks and allowed the team to develop a product that logistically reached populations in emerging markets. Within this context the primary means of change control procedures occurred in each round of the iteration process. The project management approach began with field research that was then sent to the design team. The design team would then build a physical prototype. After the completion of the prototype, change control elements would be established to ensure that the second iteration of field research focused on gaining new information. While this process did not always occur in a direct progression, as the new iterations of field research would reveal new difficulties, to a large extent the change control measures functioned as a means of sculpting the product into form. References Kouzes, J. M. (1997). The Leadership Challenge. Jossey-Bass Publishers, CA. Lewis, J. (2000). The project manager's desk reference: a comprehensive guide to project planning, scheduling, evaluation, and systems. New York: MacMillan. Lock, D. (2007). Essentials of Project management, Edition of book, Gower, New York. Lock, D. (2007). Project management, Edition of book, Gower, New York. Peter, N. (2003). PMP certification for dummies. California: Douglas Press. Status Reporting, (2012). [Online] Available from http://www.projectmanagement.com/Process/Status-Reporting/ [Accessed: Jan 29, 2012]. Read More