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Kunnskapskilden – E-Business
Kunnskapskilden – E-Business –
E-Business, E-Customer, Relationship and Interactivity
Dissertation
The E-Business, the E-Customer,
their Relationship and Interactivity
Jan Vig
Dissertation av Jan Vig om E.Business, E-Customer, Relationship and Interactivity (286 sider) i forbindelse med Masterstudie i Information Technology and Communication Juni 2000.
The E-Retailer Business, the E-Customer,
their Relationship and Interactivity
Table of Contents
Chapter 3 |
The E-Retailer Commerce |
Chapter Three E- Retailer Commerce3.1 Introduction |
3.6 |
The Customer led E-Business |
3.6.1 The E-Retailer Web development process
The 21st century is here, along with tighter budgets, less time, and fewer resources. To compete in the new century the E-Retailer will need to do more with less. Competition will continue to pressure the E-Retailer to come up with better ideas. To succeed with the Web development process the E-Retailer will need to develop faster, cheaper and better. And the E-Retailer will need to get things done right the first time. Using project management techniques to control a project saves time and money in the long run.
Web-site development in today’s demanding environment typically doesn’t follow any clearly defined methods
or standards or practice.
This may be due to the fact that the development of Web sites is perceived as an entirely new venture.
(Holzschlag, 2000)
Hodgen and Griffith University (1996, 1999 CIT 2182) define a project in the following way:
A project is a temporary endeavor undertaken to create a unique product or service.
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Senn (1998:556-557) define system development as “the process of examining a business situation, designing a system solution, to improve that situation and acquiring the human, financial, and information technology resources needed to develop and implement the solution.”
Further he define Project Management as…”the process of planning, organizing, integrating, and overseeing the development of an IT application to ensure that the project’s objectives are achieved and that the system is implemented according to expectations.”
England (1999: 8) writes:
Because multimedia uses many skills, and because its people come from a variety of backgrounds,
the multimedia environment does not have a single, defined way of working.
New media companies tend to have a bias according to their origin and backgrounds of their management.
This bias will usually reflect journalism, advertising, video production, computing, publishing,
or interactive training/education.
Each of these disciplines has different role names, phases of production, methods
for documenting production, ways of working, organizational structures and cultures.
“IT departments are having to come to grips with a new sort of development project that breaks with most of the ways of working they have set up to deliver quality IT systems. Web application and Web sites differ from conventional IT systems. Web development is not done in the same way a company would develop a new administration systems or a new component for its general ledger.” (The Australian 4/8-99)
IT research and market analyst GartnerGroup puts Web applications into a category it calls opportunistic applications to sharply distinguish them from traditional It developments.
As many as 80 per cent of all applications being developed today may fall into this category, according to Gartner.
Why is Web development so different are the question.
IT Methods:
Web development:
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That means that there are lots of areas for conflict between the two approaches.
The conlusion is:
The IT department needs to understand that the Web forces modular development and a rapid approach development approach. It needs to give the web team some openings in development methodologies and its choice of tools. On the other hand the web team needs to recognise that the IT department has a lot of concerns. The web team must fit in with the underlying IT framework.
As well, the web team needs to take onboard concerns about a lack of testing and quality assurance in its development approach.
The IT department needs to come up with a minimum set of conditions that it can live with.
The web team needs to understand the cost of ignoring these conditions.
Burdman (1999: 4-5) describes typical web project characteristics in the following way:
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Holzslag (2000) point out that Web-site project management can be refined using the wisdom of existing methodologies, and be brought up to standard with a modicum of practices.
She presents in the table below web development activities as they occur when following media production techniques:
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Table 3.7 Web development activities as they occur when following media production techniques
She suggest also to use the Software Development Concepts RAD (rapid application development) methodology. This technique or methods derived from it are often put into place during the production and deployment of software products.
Another approach suggested from Holzschlag (2000) is integrating software application development techniques into the Web design process as shown below:
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Table 3.8 Integrating software application development techniques into the Web design process
According to Lynch (1999: 4-10) a web project generally follow six major stages:
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Sherwood, Hodgen , Rout and Crock (1998) has described a development methodology for interactive multimedia and online products in 6 phases.
These phases are:
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Burdman (1999: xvi) suggest the following phases in the what she call collaborative Web development:
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By comparing the different methodologies and advises which are mentioned in the literature the dissertation is of the opinion that certain steps in the process either is undervalued or not integrated in the ‘complete’ process which a retailer need to go through to succeed with his/her E-Business initiative. The dissertation presents its own model in 4 phases in the Chapter 6.4 Recommendation.
In the project management process of a web site Nielsen (1997) mention some classic mistakes:
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An interesting fact is that more than half of all IT projects fail to deliver their expected benefits. Large projects are notorious for ending up late and over budget. Other industries have a better record of implementing large, complex projects. Most of the reasons IT projects fail are management related, rather than technical issues.
That mean the E-Retailers have to take the following aspects very serious in the ‘complete’ development process:
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According to IBM (1999) some valuable lessons could be learned in the development process
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To build successful E-Business and to meet the E-Customers need, the E-Retailer should build applications that are standards-based, server-centric, scalable, manageable, quick to deploy and improve productivity and leverage the customer’s core systems and information.
3.6.2 Team and skills
To produce and build an efficient commercial Web Site a lot of skills and team abilities are involved. It requires technical skills. The site needs hardware and software set up and installed. It needs databases, programs and networking. It needs HTML and Java script. It needs domain names and IP addresses. But as well as all that, a good Web site needs graphic design and information architecture. It needs illustrators and photographers. It needs writers and editors. It needs testers and trainers and usability experts. It needs project managers and producers.
The only other process that needs such a wide range of skills is moving-making.
One of the team members could be a consultant. What could here be required?
An Internet consultant is equal parts graphic designer, copywriter, and a programmer. To be an Internet consultant he/she must understand the medium of the Internet and the diversity of consulting assignment that he/she may be able to wrest from it, possess a set of superior skills, and finally, he/she must understand how to get into business and stay in business.
A successful Internet consultant must be able to operate in all of the following areas:
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According to Schmidt (1997: 3-4) the skills involved in developing a web site is broad. All of the following capabilities may come into play in the development:
Bringing together the different parts of a Web development team is difficult. The designers and the technical people think in quite different ways. Then all the other groups in the middle each have their own perspective. Somehow the producer and/or the project manager must find a way to talk to each group so they understand the project in the same way, and are motivated to contribute.
Burdman (1999: 5) require the following skills from a project managers for the Web:
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Holzschlag (2000) suggest that a web project manager have the following responsibilities and skills:
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One of the most important decisions in the project development process is what kind of skills and team roles are necessary for success of a commercial web site.
Burdman (1999: 27-31) are dividing the roles in Core (C), Extended (E), Specialist (S)
She is coming up with the following suggestions:
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Table 3.10 Different Roles in a project team
Different projects require different mix.
England (1999: 202-203) writes that the core team for an online project will probably comprise the following:
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Table 3.11 Core team and extended team
Burdman (1999: 31) suggest that a common team composition for E-Commerce is as follows:
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Table 3.12 A common team composition for E-Commerce
For the development of an E-Business it is quite interesting to see that the literature is not mentioning the necessity to integrate people with the following skills:
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That shows the literature is neglecting skills and knowledge in a customer-led world, which is a necessity for developing an effective E-Business for the future.
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