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CHAPTER 5 Concept
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The rst three points can be resolved by looking at the project all by itself. To address the last point we may have to compare several projects that are under consideration, because we may be able to do one or two of them, but not all of them. Also, we have to consider the possibility of doing no projects at all, and continuing with production work as it is now. We evaluate all of these choices and decide what projects to start, if any.
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SOMETHING EXTRA
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Iteration of Brainstorming and Winnowing
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We can apply the principle of iteration to brainstorming and winnowing. For example, we can brainstorm ways to increase marketing and come up with several projects. Then we pull stakeholders together to look for project-killers, winnowing out the worst ideas. Then we brainstorm again, improving the remaining ideas. Then we winnow again, deciding which one or two ideas are best for the company s mission, available resources, and current situation.
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EVALUATION BY STAKEHOLDERS
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Who should evaluate a bright idea This is a key question for the concept stage. Using a tool called the context diagram we will identify all stakeholders for the project. A stakeholder is anyone who is a ected by the project process or by the resulting product or service. Stakeholders are the natural people to evaluate an idea that might become a project. Each stakeholder will evaluate the bene t, cost, and feasibility of the project from his or her own perspective, relating to the idea from the view of the system he or she maintains that will be changed by the new product or service, or by the work of the project itself. A key stakeholder is a stakeholder who has a central role in the project. The product or service that he or she supports or uses will be a ected by the project and its new product or service. The customer is always a key stakeholder, and there are others as well. The context diagram, which we will introduce in this chapter, is an excellent tool for identifying stakeholders. Stakeholders who have only a relatively small connection to the project are called peripheral stakeholders. For a full description of the process of identifying stakeholders and working with them, see 12. Sometimes, we cannot actually work directly with primary stakeholders. In that case, we identify one or more customer representatives. A customer
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PART TWO A Project, Start to Finish
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representative is a person who is able and willing to represent the customer accurately. The customer representative may end up working full time on a medium-sized project, and a large project may have several customer representatives. If the customers are internal to your company, then the customer representatives might be one person, perhaps a business analyst, from each group that will use the new system. If the customers are external businesses or consumers, then they may be represented by your company s marketing division.
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EXERCISE
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Third Generation Cell Phones
The third generation (3G) cellular telephone networks that started coming out in 2002 are able to support transport of visual images. How could this be turned into new services for customers An innovative cellular telephone company in Japan thought of including a digital camera in the cellular telephone. People could take photos and instantly send them to others. Before the expensive steps of designing and manufacturing these phones began, marketing experts, acting as customer representatives, evaluated the idea. They probably conducted surveys and ran focus groups, which are marketing techniques for turning customers into customer representatives. The idea is working well in Japan, where the nation s second-largest cellular telephone company had a rapid growth spurt and was gaining market share in the summer of 2002. Suppose someone said to you: Would this work in the USA Should we try to sell cell phones with digital cameras here How would you go about answering that question Who would represent the customers
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