After defects identified during testing have been closed, the launch process is initiated where the list is prepared by scrubbing any user against opt-outs, user acceptance testing, and schedule the email send. The next testing stages deals with the backend integration for user credentials, location of the images on the webservers, unsubscribe, and other links like the privacy policy. The design and development phase may include designing a wireframe of the email campaign, get initial approval, incorporate the feedback and do initial unit testing. The requirement phase may consist of understanding the main messages in the marketing campaign, confirm the audience to be reached, identify graphical needs for images and videos to be included in the campaign, develop the script, and confirm approval to proceed. Let us simulate an example of a waterfall project for an email marketing campaign. Consequently, they may review a rolled-up version of the project schedule for these release milestones that align with procurement and financial agreements. If progress is not satisfactory against the milestone committed in the project schedule or product roadmap, corrective actions may be required. The management group’s focuses on the progress against the commitments proactively to evaluate the numerous risks. While one person may be accountable for delivering the requirement, there many be one or more people responsible for, consulted on, or informed about many tasks that cumulatively deliver on the requi r ement. Furthermore, they engage in the numerous tasks that make up the specific requirements. This means the project team is interested in the requirements that will be delivered. The delivery group’s interest is in the details. The level of communication differs because the execution group spends their efforts on problem-solving and the strategic group reviews the work in progress and work delivered towards decision-making. The second group focused on management is focused on how the project is doing in terms of scope and timeline. The first group focusing on delivery is interested in who does what and when. These are two different types of stakeholders. When implementing waterfall initiatives, two important things must be kept in mind? These are what we are delivering and who is overseeing the work. In this whitepaper, we will discuss the approach to implementing the waterfall initiatives in Spira. Yet, a question arises if we can use Spira to implement waterfall initiatives. Spira family of products support the agile framework with its rich set of features, numerous integrations with existing development and testing tool, and customization options. After all, if the good lessons learned from waterfall approaches, such as thinking of the milestones for payment terms, procuring resource commitments earlier to avoid delays in ongoing commitments, evaluating risks that challenge existing or future commitments, and technical architecture with scalability in design, are ignored, are we truly adaptive in strategic execution? It is essential therefore that any tool that we use lends itself to implementing both waterfall approaches and agile approaches because the total cost of ownership for the company to use the same tool across the organization is low. Although businesses adopt agile practices to embrace change and respond to market needs, there is still a need for organizations to embrace certain principles and ideas that come from traditional waterfall project management.
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