Based on IT standards, Agile4com the methodology dedicated to Digital Signage and DooH, will lead your project until end-to-end success
When starting a project, the first goal to keep in mind is to make clients and providers in the same goal line and that is to deliver a project seamless to what the client wants, within budget and on time. We keep no other interests than client’s ones, we deliver in full transparency and the client has full access to documents and selected providers further RFP’s process.
In all2com we use a proprietary method branded Agile4com based on standards and coping with three main phases to: assess, develop and operate DS & DooH projects in a safe way. All of this provides a project governance that is shared between client, providers and all2com to lead the full team towards success in all project phases.
It is the client’s choice to start and finish at any phase of the methodology. However, in case that all2com has not started the project, a due diligence process is mandatory to recover the project and set it up to all2com standards.
Decision Making (Pre-Project)
In any case the client’s briefing exercise is mandatory to understand the client’s pre-requisites and we always recommend to get a client’s counter briefing to make sure that he has agreed with all the content. However, this work is very important and difficult to deliver with high quality standards. The main reasons are that solutions are quite complex to line up according to client’s wishes and that the consultant must: refine, render assistance and finally make it compliant with market’s offers.
Amongst over 1000’s Digital Signage IT providers (hardware & software), the telcos solutions and contents that must be adapted to channels demand, it is mandatory that the job must be delivered by experienced, agnostic, professional and knowledgeable people.
On top of this generic matters such as, financials, legal, marketing and specifics as for instance collaterals to provide interactivity into the solution, must be managed in coherence within the same project. All the above requires a guaranty that the client as made the right choice selecting their providers and that in operations they will manage a solution that fits 100% with requirements.
This phase is so important to save client’s money, just think that you may fail in unnecessary purchase, goods and means wrongly negotiated (not only overpriced but also missing services) and contractually not well covered (Service Level Agreements and Guarantees - SLA).
Hence you can easily understand that to be safe in the middle and long terms, you better of clear out the zone of doubts at first instance assuring that the provider (any of them including all2com) commits and engages to meet targets and keep KPIs safe.
To do so, all2com proposes to use the first phase - Pre-project, of the Agile4com method, that allows the client to guaranty its decision thru a feasibility plan. This deliverable is supposed to guaranty the project thru a “go/no go” decision from the client based on understandable and solid arguments.
Once the design and feasibility plan done it is easy to implement a solution. However there is one think that is really difficult and often missing in the projects is to “coordinate all dependencies” at the same time. For instance:
You have some providers that offers plug and play installations, however if you are missing important modules (i.e.:the three operation’s level), whatever you insource or outsource, you may end up to a terrible maze when you will require dashboards to satisfy the end user that will pay for the service. Other classical situation is that you may put in jeopardy the acceptance test (final delivery) as, for instance, you will only think at the end about a mandatory collateral (i.e:mobile interactivity) as you did not coordinate this one properly in the main project plan. Legal is also something that IT project managers could forget.
Hence the project plan must be presented to the client including all the modules and delivery timelines properly checked. Agile4com main’s target is to avoid additional costs generated by ignorance or missing themes to manage.
all2com provides a One Stop Shopping service thru the Agile4com method. This service is not depending of the project size but rather of the complexity, the more modules are considered in the project and the more Agile4com is justified. However, the small projects may underwrite their targets fulfillment and all2com consulting thru its COL (Consulting On Line) can support the client. An example is a boutique in the retail segment that was not informed on how to finance its media screen for free and we just inform him about networks that gather shops to make circuits and sell them as indirect media owners.
Implementation takes its importance from the Development hand over to Operations, hence the implementation has to provide as an option a guaranty (generally 6 months) to Operations in order to make sure that what has been delivered will work according to Operations (this justifies to have the operations team set up before handover).
Ongoing Support (Post-Project)
The first question that must be answered at the very beginning of the project is: what are the KPIS that the client has to make is mind up on amongst a number of key measures proposed by all2com. Another one is how the client is going to provide dashboards, two choices: either internally or outsource the full dashboards production.
The client must understand that depending on its business model the Operating Management Center (OMC) could be more or less demanding. The other important criteria is incase that the client owns its IT OMC, then naturally the DS OMC should be integrated on the existing one. The OMC must contemplate two important parts: The reactive part being the Customer Service Centre (CSC), serving the clients calls as well as the internal ones. The proactive part being the Network Control Centre (NOC) to manage incidents before they happen or to fix the ones once declared. There is also a common process shared between the two parts of the OMC, which is the trouble ticket management including the escalation process based on the tier1, tier2 and tier3 process.
The above defined is the core of any operations that provides a series of dashboards to be analyzed and recorded in the best practice database. Within the dashboards, there are: one for the technical part, another one for the marketing and a last one for the board of directors.
A very effective OMC is able to manage in detail the technical part but also the efficiency of it, this is why at the end of any dashboard we must translate incidences, speed of resolution and maintenance in Euros. For instance, incidents always represent a cost (extra) and also an incidence on the service. If we take the black or blue screen effect and that we measure an elapsed time of 2 hours. let’s assume that in the OMC registers 1 minute stop per screen is evaluated to 100€ cost, then the Cost of Non Quality (CNQ) will be of 12.000€ and that what the dashboards must set out.
Provider’s engagement is key specially when operations starts, hence the guarantees must be negotiated not only on prices and delivery times but also on operational Key Performance Indicators - KPI, for instance In an SLA it is usual to get a KPI such as Quality Of Service - QoS usually mentioned in %. Well, it is difficult to agree on such KPI if you don’t initially agreed MTBF and MTTR ones. Hence, all of the above mentioned must be approached in the pre-project and refined step by step till Operations.