Over 30 years experience in hardware, software and marketing. I'm excellent at forecasting and project management. I love challenges and solving problems.
Business process management (BPM) is a field in operations management that focuses on improving corporate performance by managing and optimizing a company’s business processes.[1] It can therefore be described as a “process optimization process.” It is argued that BPM enables organizations to be more efficient, more effective and more capable of change than a functionally focused, traditional hierarchical management approach.[2] These processes can impact the cost and revenue generation of an organization.
As a policy-making approach, BPM sees processes as important assets of an organization that must be understood, managed, and developed to announce value-added products and services to clients or customers. This approach closely resembles other total quality management or continual improvement process methodologies and BPM proponents also claim that this approach can be supported, or enabled, through technology.[3] As such, many BPM articles and scholars frequently discuss BPM from one of two viewpoints: people and/or technology.
The concept of enterprise life cycle aids in the implementation of an enterprise architecture, and the capital planning and investment control (CPIC) process that selects, controls, and evaluates investments. Overlying these processes are human capital management and information security management. When these processes work together effectively, the enterprise can effectively manage information technology as a strategic resource and business process enabler. When these processes are properly synchronized, systems migrate efficiently from legacy technology environments through evolutionary and incremental developments, and the Agency is able to demonstrate its return on investment (ROI). The figure on top illustrates the interaction of the dynamic and interactive cycles as they would occur over time.[1]
The scientific method is a body of techniques for investigating phenomena, acquiring new knowledge, or correcting and integrating previous knowledge.[2] To be termed scientific, a method of inquiry is commonly based on empirical or measurable evidence subject to specific principles of reasoning.[3] The Oxford Dictionaries Online define the scientific method as “a method or procedure that has characterized natural science since the 17th century, consisting in systematic observation, measurement, and experiment, and the formulation, testing, and modification of hypotheses“.[4]
The scientific method is an ongoing process, which usually begins with observations about the natural world. Human beings are naturally inquisitive, so they often come up with questions about things they see or hear and often develop ideas (hypotheses) about why things are the way they are. The best hypotheses lead to predictions that can be tested in various ways, including making further observations about nature. In general, the strongest tests of hypotheses come from carefully controlled and replicated experiments that gather empirical data. Depending on how well the tests match the predictions, the original hypothesis may require refinement, alteration, expansion or even rejection. If a particular hypothesis becomes very well supported a general theory may be developed.[1]
Although procedures vary from one field of inquiry to another, identifiable features are frequently shared in common between them. The overall process of the scientific method involves making conjectures (hypotheses), deriving predictions from them as logical consequences, and then carrying out experiments based on those predictions.[5][6] A hypothesis is a conjecture, based on knowledge obtained while formulating the question. The hypothesis might be very specific or it might be broad. Scientists then test hypotheses by conducting experiments. Under modern interpretations, a scientific hypothesis must be falsifiable, implying that it is possible to identify a possible outcome of an experiment that conflicts with predictions deduced from the hypothesis; otherwise, the hypothesis cannot be meaningfully tested.[7]
The purpose of an experiment is to determine whether observations agree with or conflict with the predictions derived from a hypothesis.[8]Experiments can take place in a college lab, on a kitchen table, at CERN’s Large Hadron Collider, at the bottom of an ocean, on Mars, and so on. There are difficulties in a formulaic statement of method, however. Though the scientific method is often presented as a fixed sequence of steps, it represents rather a set of general principles.[9] Not all steps take place in every scientific inquiry (or to the same degree), and are not always in the same order.[10] Some philosophers and scientists have argued that there is no scientific method. For example, Lee Smolin[11] and Paul Feyerabend (in his Against Method). Nola and Sankey remark that “For some, the whole idea of a theory of scientific method is yester-year’s debate”.[12]
A project manager is a professional in the field of project management. Project managers have the responsibility of the planning, procurement and execution of a project, in any domain of engineering. Project managers are first point of contact for any issues or discrepancies arising from within the heads of various departments in an organization before the problem escalates to higher authorities. Project management is the responsibility of a project manager. This individual seldom participates directly in the activities that produce the end result, but rather strives to maintain the progress, mutual interaction and tasks of various parties in such a way that reduces the risk of overall failure, maximizes benefits, and minimizes costs.
A project manager is the person responsible for accomplishing the project objectives. Key project management responsibilities include
defining and communicating project objectives that are clear, useful and attainable
procuring the project requirements like workforce, required information, various agreements and material or technology needed to accomplish project objectives
A project manager is a client representative and has to determine and implement the exact needs of the client, based on knowledge of the organization they are representing. An expertise is required in the domain the Project Managers are working to efficiently handle all the aspects of the project. The ability to adapt to the various internal procedures of the client and to form close links with the nominated representatives, is essential in ensuring that the key issues of cost, time, quality and above all, client satisfaction, can be realized.
The tools, knowledge and techniques for managing projects are often unique to Project Management. For example: work breakdown structures, critical path analysis and earned value management. Understanding and applying the tools and techniques which are generally recognized as good practices are not sufficient alone for effective project management. Effective project management requires that the project manager understands and uses the knowledge and skills from at least four areas of expertise. Examples are PMBOK, Application Area Knowledge: standards and regulations set forth by ISO for project management, General Management Skills and Project Environment Management[2] There are also many options for project management software to assist in executing projects for the project manager and his/her team.
Project Teams
When recruiting and building an effective team, the manager must consider not only the technical skills of each person, but also the critical roles and chemistry between workers. A project team has mainly three separate components: Project Manager, Core Team and Contracted Team.
Risk
Most of the project management issues that influence a project arise from risk, which in turn arises from uncertainty. The successful project manager focuses on this as his/her main concern and attempts to reduce risk significantly, often by adhering to a policy of open communication, ensuring that project participants can voice their opinions and concerns.
Types of Project Managers
Construction Project Manager
Until recently, the American construction industry lacked any level of standardization, with individual States determining the eligibility requirements within their jurisdiction. However, several Trade associations based in the United States have made strides in creating a commonly accepted set of qualifications and tests to determine a project manager’s competency.
The Construction Management Association of America (CMAA) maintains the Certified Construction Manager (CCM) designation. The purpose of the CCM is to standardize the education, experience and professional understanding needed to practice construction management at the highest level.
The Project Management Institute has made some headway into being a standardizing body with its creation of the Project Management Professional (PMP) designation.
The Constructor Certification Commission of the American Institute of Constructors holds semiannual nationwide tests. Eight American Construction Management programs require that students take these exams before they may receive their Bachelor of Science in Construction Management degree, and 15 other Universities actively encourage their students to consider the exams.
The Associated Colleges of Construction Education, and the Associated Schools of Construction have made considerable progress in developing national standards for construction education programs.
The profession has recently grown to accommodate several dozen Construction ManagementBachelor of Science programs. Many universities have also begun offering a master’s degree in Project Management. These programs generally are tailored to working professionals who have project management experience or project related experience; they provide a more intense and in depth education surrounding the knowledge areas within the project management body of knowledge.
The United States Navy construction battalions, nicknamed the SeaBees, puts their command through strenuous training and certifications at every level. To become a Chief Petty Officer in the SeaBees is equivalent to a BS in Construction Management with the added benefit of several years of experience to their credit. See ACE accreditation.
Architectural Project Manager
Architectural project manager are project managers in the field of architecture. They have many of the same skills as their counterpart in the construction industry. And will often work closely with the construction project manager in the office of the General Contractor (GC), and at the same time, coordinate the work of the design team and numerous consultants who contribute to a construction project, and manage communication with the client. The issues of budget, scheduling, and quality-control are the responsibility of the Project Manager in an architect’s office.
Insurance Claim Project Manager
In the insurance industry project managers often oversee and manage the restoration of a clients home/office after a fire, flood. Covering the fields from electronics through to the demolition and constructions contractors.
Engineering Project Manager
In Engineering project management is the term used to describe the task of seeing a product/device through the stages of R&D/design to manufacturing stages. Working with various professionals in different fields of engineering and manufacturing to go from concept to finished product. Optionally, this can include different versions and standards as required by different countries. Requiring knowledge of laws, requirements and infrastructure. Things like electrical voltages often change from country to country.
Software Project Manager
A Software Project Manager has many of the same skills as their counterparts in other industries. Beyond the skills normally associated with traditional project management in industries such as construction and manufacturing, a software project manager will typically have an extensive background in software development. Many software project managers hold a degree in Computer Science, Information Technology, Management of Information Systems or another related field.
In traditional project management a heavyweight, predictive methodology such as the waterfall model is often employed, but software project managers must also be skilled in more lightweight, adaptive methodologies such asDSDM, Scrum and XP. These project management methodologies are based on the uncertainty of developing a new software system and advocate smaller, incremental development cycles. These incremental or iterative cycles are time boxed (constrained to a known period of time, typically from one to four weeks) and produce a working subset of the entire system deliverable at the end of each iteration. The increasing adoption of lightweight approaches is due largely to the fact that software requirements are very susceptible to change, and it is extremely difficult to illuminate all the potential requirements in a single project phase before the software development commences.
The software project manager is also expected to be familiar with the Software Development Life Cycle (SDLC). This may require in depth knowledge of requirements solicitation, application development, logical and physical database design and networking. This knowledge is typically the result of the aforementioned education and experience. There is not a widely accepted certification for software project managers, but many will hold the Project Management Professional (PMP) designation offered by the Project Management Institute, PRINCE2 or an advanced degree in project management, such as a MSPM or other graduate degree in technology management.
Responsibilities
The Project Manager is accountable for ensuring that everyone on the team knows and executes his or her role, feels empowered and supported in the role, knows the roles of the other team members and acts upon the belief that those roles will be performed.[3] The specific responsibilities of the Project Manager may vary depending on the industry, the company size, the company maturity, and the company culture. However, there are some responsibilities that are common to all Project Managers, noting:[4]
Project cycle management (PCM) is the process of planning, organizing, coordinating, and controlling of a project effectively and efficiently throughout its phases, from planning through execution then completion and review to achieve pre-defined objectives or satisfying the project stakeholder by producing the right deliverable at the right time, cost and quality.
Projects go through definite and describable phases. Each phase can be brought to some sense of closure as the next phase begins. Phases can be made to result in deliverables or accomplishments to provide the starting point for the next phase. Phase transitions are ideal times to update planning baselines, to conduct high level management reviews, and to evaluate project costs and prospects.
The term project cycle management is used in EuropeAid terminology to describe decision-making procedures used during the life-cycle of a project (including key tasks, roles and responsibilities, key documents and decision options).[1]
Dynamic systems development method (DSDM) is an agile project delivery framework, primarily used as a software development method.[1][2] First released in 1994, DSDM originally sought to provide some discipline to the rapid application development (RAD) method.[3] In 2007 DSDM became a generic approach to project management and solution delivery[clarification needed][citation needed]. DSDM is an iterative and incremental approach that embraces principles of Agile development, including continuous user/customer involvement.
DSDM fixes cost, quality and time at the outset and uses the MoSCoW prioritisation of scope into musts, shoulds, coulds and won’t haves to adjust the project deliverable to meet the stated time constraint. DSDM is one of a number of Agile methods for developing software and non-IT solutions, and it forms a part of the Agile Alliance.
In 2007, DSDM was rebranded ‘DSDM Atern’.[4][5] The name Atern was a shortening of Arctic tern – a collaborative bird[citation needed] that can travel vast distances and epitomises many facets of the method which are natural ways of working e.g. prioritisation and collaboration.
In 2014, DSDM dropped the branding ‘Atern’ and reverted to its original name in the latest version of the method in the ‘DSDM Agile Project Framework’. At the same time the new DSDM manual recognised the need to operate alongside other frameworks for service delivery (esp. ITIL) PRINCE2, Managing Successful Programmes, and PMI-BOK.[6] The previous version (DSDM 4.2) had only contained guidance on how to use DSDM with Extreme Programming.
The waterfall development model originates in the manufacturing and construction industries: highly structured physical environments in which after-the-fact changes are prohibitively costly, if not impossible. Because no formal software development methodologies existed at the time, this hardware-oriented model was simply adapted for software development.[1]
The systems development life cycle (SDLC), also referred to as the application development life-cycle, is a term used in systems engineering, information systems and software engineering to describe a process for planning, creating, testing, and deploying an information system.[1] The systems development life-cycle concept applies to a range of hardware and software configurations, as a system can be composed of hardware only, software only, or a combination of both.[2]
Project management is the discipline of initiating, planning, executing, controlling, and closing the work of a team to achieve specific goals and meet specific success criteria. A project is a temporary endeavor designed to produce a unique product, service or result with a defined beginning and end (usually time-constrained, and often constrained by funding or deliverables) undertaken to meet unique goals and objectives, typically to bring about beneficial change or added value.[1][2] The temporary nature of projects stands in contrast with business as usual (or operations),[3] which are repetitive, permanent, or semi-permanent functional activities to produce products or services. In practice, the management of these two systems is often quite different, and as such requires the development of distinct technical skills and management strategies.[4]
The primary challenge of project management is to achieve all of the project goals within the given constraints.[5] This information is usually described in a user or project manual, which is created at the beginning of the development process. The primary constraints are scope, time, quality and budget.[6] The secondary — and more ambitious — challenge is to optimize the allocation of necessary inputs and integrate them to meet pre-defined objectives.
Project management is the discipline of initiating, planning, executing, controlling, and closing the work of a team to achieve specific goals and meet specific success criteria. A project is a temporary endeavor designed to produce a unique product, service or result with a defined beginning and end (usually time-constrained, and often constrained by funding or deliverables) undertaken to meet unique goals and objectives, typically to bring about beneficial change or added value.[1][2] The temporary nature of projects stands in contrast with business as usual (or operations),[3] which are repetitive, permanent, or semi-permanent functional activities to produce products or services. In practice, the management of these two systems is often quite different, and as such requires the development of distinct technical skills and management strategies.[4]
The primary challenge of project management is to achieve all of the project goals within the given constraints.[5] This information is usually described in a user or project manual, which is created at the beginning of the development process. The primary constraints are scope, time, quality and budget.[6] The secondary — and more ambitious — challenge is to optimize the allocation of necessary inputs and integrate them to meet pre-defined objectives.
Boeing has been the prime integrator for the International Space Station and provides a variety of support capabilities. See photos, milestones, technical specs and more.
Conversion Rate Optimization (CRO) has greatly risen in popularity across various online industries, in recent years. And in all probability, it’s going to receive even more attention in 2016.
However, with the increased recognition and acceptance of CRO, and the ever-changing consumer behavior on the internet, conversion rate optimization has to evolve.
As reported in 2015, the usage of the mobile medium soared, new CRO technologies established their presence, and promotion channels diversified, among other trends.
It is, therefore, imperative that you track these developments, and accordingly shape your optimization strategies to remain ahead of your competition.
Here, we present you seven conversion rate optimization tips that will help you convert a greater number of customers in 2016.
1) Obsess About Your Website Traffic Data
One of the first steps of your conversion optimization strategy should be studying your website traffic data for performance insights. You can do that by using any of the popular website analytics tools, such as Google Analytics.
This data reveals who your website visitors are.
Metrics such as “mobile traffic,” “screen resolution,” “geography,” etc., can tell you where and how most of your visitors are using your website. With this information at hand, you’ll be able to guide your optimization efforts effectively.
In 2016, such segmentation is going to be more critical than previous years because cross-device activity is on the rise and with more disparate user behavior, better tracking and targeting is essential.
For instance, if you have a low-converting landing page, and most of your visitors use a mobile device to visit your website, your CRO strategy should aim at optimizing the landing page for mobile.
Moreover, your website traffic data lets you evaluate your website performance, too.
You can analyze the data for your website’s conversion funnel, and recognize web pages that are leaking out customers. You can do that by finding pages in the funnel that have a high exit rate. A high exit rate for a page means people are reaching that page but are dropping off. For instance, a high exit rate on a checkout page is a good indicator that something’s broken with the user experience on the page.
You can look for landing pages on your website that attract a lot of traffic (users) but have a high bounce rate. A high bounce rate for an indexed page for a business website can mean that people are not finding it relevant enough. So, it’s either a case of attracting the wrong traffic or a case of bad copy and design that users are not able to make sense of real quick. It’s a critical indicator for a home page or features page (as an example).
You can, additionally, use metrics like the number of “pageviews” and “average time on page” to delve deeper, and find poorly performing pages.
These web pages are the ones that need to optimized first.
Remember: To fix what’s broken, you need to first identify what’s broken.
Once you’ve identified the pain areas of your website, your next step should be to seek ways through which you can optimize the website. This involves finding areas or elements on your web pages that obstruct visitors in completing a conversion.
By employing heatmaps, scrollmaps, form analyzer and other such tools on your website, you can identify exactly where visitors are losing interest.
2015 was the year when these tools gained proper recognition. However, many businesses are yet to use these tools to their full effect. Mastering these tools in 2016 will help you identify and rectify your website’s shortcomings better, and gain an edge over your competitors.
With behavior analysis tools, you can reap critical insights like:
Discovering key elements on specific web pages that are getting ignored by your visitors.
Finding elements that are distracting users away from the main content (forms, CTAs, etc.)
Observing the depth of fold across different pages, using scrollmaps.
Comparing click and scroll behavior between different segments of your visitors.
Identifying form-fields that contribute to drop-offs on your web forms.
An example of Form Analysis
Below is an example of visitor recording done on vwo.com:
Using analytics tools is an effective way to locate areas of improvement on your website. What’s even better is getting critical feedback about your website from your visitors themselves.
Real-time surveys help you capture visitors’ responses right when they’re on your website. At this moment, visitors have the highest level of context about you, which helps you receive more reliable responses.
The unique thing about surveys is that they can give you quantitative as well as qualitative feedback. The feedback can help you improve the user experience on your website and, ultimately, your conversion rate.
Typical website surveys
You can further optimize your surveys by setting up triggers that determine when a survey is displayed to a certain segment of your visitors. For example, right after a visitor abandons a shopping cart on your website, you can present them with a survey asking what stopped them from completing the purchase. Another example can be displaying a survey to users when they’ve spent more than a specific amount of time on a web page (say, your pricing page).
You can, especially, optimize your landing pages that visitors reach through search engine ads. For low performing landing pages of your search ads, the information submitted by visitors using surveys can prove to be immensely helpful.
4) Make Website Personalization Your Priority
Even though “website personalization” has become quite a buzzword across the internet, it is still being ignored by a majority of marketers. A report by Exact Target mentions that only 29% of marketers are investing in website personalization.
Whether you have an eCommerce store, a SaaS website, or just a blog, offering personalized content to your visitors will improve the user experience and, hence, the conversions. Businesses offering website personalization report a 14% uplift in their sales.
In order to offer website personalization effectively, you must be aware of all the types of users that visit your website. For instance, the Hubspot Blog offers content specifically catered to three major segments of its visitors: marketers, sales professionals, and agencies.
The Sales Benchmark Index Blog takes website personalization a step further. It asks its visitors to choose a persona that suits them the best, and then displays relevant content to them.
Similarly, you can offer personalized content to your visitors based on the industries they belong to, or where they lie in your conversion funnel.
Website personalization is, especially, effective for eCommerce websites. According to Adobe, almost 90% consumers say that their purchase decisions are impacted by personalization.
eCommerce websites can use personalization to offer highly relevant product suggestions and recommendations to their visitors. Additionally, they can upsell or cross-sell relevant products to them.
The goal of your conversion rate optimization strategy should be boosting both macro conversions and micro conversions.
Sure, improving macro conversions (e.g., a product sale, a subscription confirmation, etc.) will always be your end goal. But, that shouldn’t keep you from tracking the performance of your micro conversions (e.g., an eBook download, a product demo request, etc.).
One might think, “Why do micro conversions matter?”
When visitors come to your website for the first time, there is a slim chance that they’ll make a macro conversion.
On the other hand, micro conversions are relatively easier to acquire. Consider getting a visitor to download an eBook versus getting them to sign up for a free trial. By tracking such conversions over time, you can:
Optimize and create even more convincing offers for improving micro conversions.
Understand the correlation between micro and macro conversions and gun for the ones that positively correlate.
Here’s an easy-to-understand representation by Advice Media:
Moreover, your micro conversions are not just limited to your website. You can even track micro conversions such as social media interactions, email responses, blog interactions, etc.
Each one of your micro conversions gives you an opportunity to influence visitors, and convince them for a macro conversion.
Now, of course, you want to create a good impression on your visitors. And, for that to happen, you must offer top-notch design and user experience. You must be aware of the current design trends, and the expectations that users have with today’s websites.
For instance, Google rolled out an update to its search algorithm on 21 April, 2015. Subsequently, mobile-friendly pages got a rank boost. The trend seems clearly in favor of responsive web design. This indicates that embracing a responsive design can help you receive more website traffic.
Additionally, you need to review your website from a user’s perspective, and determine which design changes can help you improve your conversion rate.
You might go for flat design illustrations in place of stock images, or a long scroll web page instead of multiple pages. Some other trends include using sans serif typography, rich animations, minimalism, iconography, etc. Here’s an article that lists more of such design trends.
Example of Google’s material designExample of Minimalism by Vimeo
It’s important to note that you don’t have to follow design trends just because they’re “in”. Well, design trends are only popular because they work. But, you have to identify where these trends fit into your overall website optimization strategy.
Once you zero in on the design change that you can make on your website, A/B test it. Use the hypothesis that a “design change will impact your website’s conversions,” and find if it’s actually true. Only when it passes the A/B test, implement it.
Incorporating videos on your website and other connected platforms can help you convince your users better, and, hence, boost conversions. Video marketing helps you educate your visitors about your product or service, without forcing them to go through tons of text.
Videos are generally short in duration, but still capable of providing valuable, interactive, and visually appealing content to users.
The best part about video marketing is, arguably, its versatility. You can create and display videos for a wide range of content types: product videos, demo videos, how-to videos, testimonial videos, and more.
Interestingly, with the availability of numerous video-making tools, video marketing has become feasible for a lot of businesses.
Video marketing is a perfect fit for many social media channels, too. Video as a medium is really popular with Instagram and Facebook users. Now, Twitter also allows video publishing on its platform, giving video marketing a push in addition.
However, as a marketer, you must ensure that your videos contain a clear call-to-action (CTA). With an absence of CTA, your visitors won’t know what step to take next. In fact, when your visitors are already enjoying your video, they’ll be happy to follow your CTA, and possibly convert to a customer.
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