Wednesday, February 17, 2010

Sequence: The critical link to execute successful e-Learning projects


It requires good sequence and simple instructions as in a great story to deliver a great service.
In my earlier posts, the focus was on critical success factors that affect the end output and deliverables.
  1. Structure and Story line: What suits business e-Learning

  2. Structure and Storyline: Some Answers for better e-Learning Design

However, the actual process of delivering it requires different success parameters.
Projects are not about end results - Not necessarily. They are about marketing the "real" stuff.

They talk louder and shriller either ways - bad or good. A good service gives you the repeats as in making the customers want more. A trait that marketers crave to entice the audience to become their customers. A bad execution sees "no return of customers" - a premise that we all can attest for.

So how do you ensure a good project delivery? In Stephen Covey quadrant terms (from First Things First) "Important and Not Urgent" task is is to create a sequence of deliveries that are
  1. understandable,
  2. measurable,
  3. perceivable.
My attempt to adapt the Stephen Covey quadrant rules to successful project management is as follows:

To manage this quadrant II well, project teams need to have a command on the approach towards tasks and deliverables they are responsible. Before the end deliverable the list of steps each with its own set of outputs that progressively amalgamate in final result needs to be carefully nurtured and maintained.

Some Tips:
1. Move as much online as possible.
2. Communicate through a project blog: To share news, updates, status reports, documents
3. Centralize the release management. Best example is Sourceforge.

Update on 19-Feb-10:
4. "Allow customers in at planned date and time" when you are ready with prior scheduling. Sending a link, email expecting them to check and revert is not good practice.
5. Make time the essence of management. Managers prioritize and concentrate on efforts and scope control while leaving maneuverability on schedule. It should be opposite. Fix the time, stick to time and accept scope and effort changes within the given time frame. It would help you give better customer service.



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