Lecture 7: Scoping the project and making the proposal

Stages Before Designing

Scoping Proposal Contract Agreeing the content

Scoping the project

Project manager’s responsibilities: To ascertain the client’s brief To attune yourself to the client and their

culture To clarify unclear information To gather sufficient information to write an

agreement document To explain any queries the client has To involve specialists as and when needed

Are the clients ready? At the first few meetings with the client you

are trying to establish whether they have a clear brief, if it is realistic in terms of the time for development the expected use of media the results needed from the project.

You need to understand these in order to define the cost and quality level that can be produced in available time, and to define the number and type of resources you’ll need for the project.

Are the clients ready? The fundamental requirement for the first

meetings with the client is for you as a developer to interpret what your client wants map this to the capabilities and constraints of a

technology system define how and what you can produce in a

certain timescale for an amount of money You are effectively trying to understand

what reactions the client wants from the users via the technology – their objectives for using the system in other words.

Are the clients ready? A clear, agreed definition of what the client

says they want at the beginning of the project is essential.

Then, if they want to change the scope of the project later on, you can demonstrate the change, evaluate the impact on the timescales and re-cost accordingly.

Without the definition it is hard to ask for extra time or costs for the changes.

The first phase of a project, when you define a workable brief, is called scoping.

Draft an Objective The real work of initial scoping may begin

as soon as there is a customer that is willing to buy a production.

The goal is to obtain answers to the following basic questions: 1. What exactly is the objective of the interactive

software piece? Draft a short paragraph that describes the objective.

2. Who are the target users?3. What is the target hardware system?

Draft an Objective

4. In what form is the software to be delivered? For example, CD-ROM, WEB, intranet, kiosk, etc.?

5. Will supplemental print materials be required?

Obtaining answers to such basic questions will force the client to focus the project goal. It is an essential step in beginning an interactive multimedia project.

Re-evaluate When a statement of the client’s objective is done, it

is time to take a first pass at conceptual designs required to meet this objective.

You may already begin sketching ideas, but you have to answer also to question ”does this project have the resources to accomplish in the client’s time frame?”

If not, can you sketch a proposal you could accomplish that would satisfy a variation of the client objective?

If, after discussing alternatives with the client, the answer is always no, then do not attempt the project.

When a project begins?

It’s problematic to say exactly when a project begins. How many meetings can take place with how many people involved, for nothing?

The specification phase for software development is a known project stage and is charged for in their case.

Detailed Scoping The initial scoping establishes the overall

objective of the multimedia application. The next step is to decide the content to be

presented and ideas for how to present this information within an interactive multimedia software application.

The client may be interested in a cost and time estimate, but you will only be able to give very rough guesses based on projects that seem similar. Avoid estimates at this time if possible.

Scoping Methods One popular scoping method is to divide

the project into three sections: Objectives Content Treatment

The objective lists all learning objectives or information objectives the client hopes to achieve.

The content is used to outline the content known to developers to address a given objective.

Scoping Methods

The Treatment lists ideas describing how multimedia may be used to present the content.

This process will only be useful if the results are captured in a clearly titled, easy-to-read document.

The Subject Matter A good knowledge of the subject matter for

the project is required to execute the detailed scoping step.

Complete familiarity with the subject is typically not possible by the developers of IM (interactive multimedia), so the client will be required to provide what are known as subject matter experts or SME’s.

The project manager (and/or instructional designer) must be familiar enough with the subject matter to work with the SME’s during the scoping phase of the project.

Extended scoping analysis techniques

There are several forms of concept mapping available to help analysts gather, sort and report both objective and subjective data. (Subjective data has traditionally been more difficult to define.)

Concept maps can help determine content clusters.

It’s a good idea to draft a flowchart or an application map as early as you can in the scoping phase to help the client understand the shape and relationship between the parts of the whole.

Extended scoping analysis techniques

A flowchart can be refined as a visual record and it’s certainly a good idea to include one with the agreement document at the conclusion of the scoping phase.

Concept mapping tools can be used at the more detailed phases of the project development and scripting too.

Online scoping Web projects include some extra

considerations that a project manager needs to consider at the initial stages.

These involve defining how much programming will be needed and which company resources have to be involved.

To understand these special phases we need to understand the production phases of a web project.

Online scoping Web projects are divided into front-end, client-

side development (browser) and back-end or server development.

Many projects are only concerned with front-end and browser development.

Different programmers tend to address front-end and back-end programming (although they may use the same programming language).

A project manager cannot be a specialist in all areas but does need to recognize the stages of production.

Offline scoping There is one key difference between an

online project such as a website, and an offline project, especially a CD-ROM that will be widely available.

The offline project will give little (if any) opportunity to change anything or fix errors after it’s published.

This is a difference that has to be considered throughout the whole production.

It means that both client and developer have to be absolutely sure about the project.

Scoping Questionnaire Whatever type of interactive project

you are involved with, the delivery platform of the project will have an influence on the overall look and feel and the type of interactivity.

The budget and time will affect your design decisions.

The scoping questions have to be tailored to the type of the project.

Post-meeting responsibilites After the first meetings you should be able to

proceed with the proposal. Clients may get back to you with some of the

information you’ve requested. Make sure you agree a timeframe within which

to receive the information. You will have information to check out from the

meeting as well. Once the scoping questionnaire is complete,

make a copy and send it to the client as a record of the meetings and of the information given.

Summary of Scoping If possible, establish the client’s expectations

and needs for the project in detail, the assets they can bring to the porject, the audience profile, and the budget.

If the definition is not going to be straightforward, offer a paid pre-project stage to help them define their requirements.

Record the meeting clearly to form the basis of the proposal.

Summary of Scoping Assess whether the brief is realistic in

terms of development time, the use of media, and the client’s expected outcomes.

Give clear requests for further information from the client within a timeframe.

Follow up any information you need as soon as possible.

Send a record of the meetings to the clients.

Proposal

Project manager’s responsibilities: Given the brief, to offer a realistic, fair

deal in the timescale and budget for the client and the development team

To make no false promises To make decisions based on the facts

and your assessment of risks

What should it contain?

The proposal should cover the following: general introduction and/or executive

summary statement of what the client wants from

the site or application statement of what the users need from

the site or application description of the general treatment and

reasons for choice

What should it contain? variations on the treatment that are

possible outline diagram of the proposed structure description of the human resources

needed work breakdown and schedule cost/payment structure company statement of the limitations of

the proposal

Content and media definition

Content and media definition is included in the description of the general treatment and reasons for choice.

Section 1

Menu3 minvideo

10 minutes of graphicsand music

(25 minutes)2 translation tracks

Cost/payment The total cost should be included in the

proposal, with indications of the company’s payment policy.

Most companies ask for staged payments to improve cash flow.

Many companies link staged payments to: the agreed prototype front-page look and feel the phase or phases leading to the detailed

agreement of content the content’s look and feel

Cost/payment The first working example of the code

and navigation the near-final stage, sometimes called

the beta delivery of the final version of the project

– a fully functioning site for online or a golden master for a CD-ROM, for example.

Limitations of the proposal The proposal is always based on a limited

understanding of the overall content. Proposal must allow changes from the

developers as their understanding deepens. If you get any material from the client, be sure

that you have given good instructions; otherwise you may have to revise your estimates and produce more material than you were supposed to.

You have to be able to charge for the downtime if you have to wait for client’s response.

Conclusion Proposals often need to be turned around

quickly. They are difficult documents to draft, and there

need to be clear guidelines to help with the drafting according to company practice.

The principles that underlie a proposal are the same for all types of interactive multimedia projects.

It is rare for the proposal to be accepted outright, and the client will negotiate on the range, type and composition of the content as well as debate costs.

Summary of Making the Proposal From the information given, present an

understanding of the approach, schedule and cost. If working on an offline project explain the platform choice.

Work from the client’s objectives for themselves and the users.

Take into account any content suggestions from the client and match these to the objectives. Find the gaps left in the objectives, and devise content and treatment to fill them in the time allowed.

Summary of Making the Proposal For online projects, check that the media

mix is suitable for the content, the users and the download time.

For offline projects, check that the media mix is suitable for the content and the users.

Check that the media mix can be achieved by the platform.

Cost the proposed treatment, and refer back to the client’s budget.

Summary of Making the Proposal

Tailor the treatment to the budget. Don’t forget include a testing strategy, with options for clients to make decisions on.

Define resources that are needed. Explain any limitations of the

proposal.