How do we work?

Mikalsen ITS developed its own working method to make sure our projects go as planned. It is mainly based upon the idea that everything must happen fast, be flexible and without bureaucracy. We aim for small development steps where we make available parts of the project in each step. This way, the client can catch mistakes, get new ideas, correct misunderstandings or simply change his mind underway - without halting the whole project because of that.

For specially interested, we do a presentation of the process here:

The illustration shows that there are several steps, and that each step is divided into phases. Each phase represents a type of work that needs to be done in each step. At the end of each step a part of the project is released before the next step is started.

In all phases we try to keep the level of documentation down to an absolute minimum in order to be able to work faster, more flexibly and more efficiently. This is some of the reason for us not using one of the many alternative well tried processes that already exist: many are too bureaucratic for our type of projects. There are other flexible processes that have as principle generating little documentation, but are often too vague and little specific to be used in different kinds of projects. Therefore, in order to have a common starting point for all our projects, we specified our own method. Here you find traces of several schools, for instance RAD, RUP and the Spiral Model.

Below is a description of the various elements of the above illustration.

First are the phases that define the nature of the project - the preparation of the project.

•  Discover requirements
  • An analysis of the business requirements are done by representatives from both the client and us. Measures or components that can be implemented are suggested by both parties and depend on the unique nature of each business.
  • Result: an informal document with a simple overview over the business requirements.
• Define macro-specifications
  • A macro-analysis of the various measures or components that are suggested implemented is done. Here, one can scratch elements from the previous phase, and even add new ones. This phase is also done in close cooperation between the client and us.
    
  • Result: a formal and structured document with general specifications for the total suggested solution.
    
• Negotiations
  
  • In this phase we develop the project's budget. This is discussed with the client, and necessary changes of the general specifications are done. A contract is signed when we agree on budget and specifications.
  • Result:  a contract and possibly a new version of the document from the previous phase.

Until now we have prepared the project and kept a very close dialogue with the client, which is extremely important to succeed. Now we will finish the project, step by step. The client will be involved in varying degree during the various phases:

• Planning
  • Each step of a project starts with detailed planning of the current step and ends with a working partial result. Each partial result is defined in the contract. The goal of the planning phase is to look over the general specifications to implement in this phase and create a plan for the current step. Customer initiated changes in the general specification are evaluated in this phase of each step of the project, and the client participates more or less depending on the project complexity.
  • Result: detailed plans for the current step of the project, and possibly changes in the general specifications and contract.
• Defining micro-specifications
  • This is where a micro-analysis of each of the elements of the contracted general specification for the current step is done. The client participates more or less, depending on the complexity of the project. If the client dictates micro-specifications that are incompatible with the macro-specifications, the principle is that new macro-specifications must be negotiated and contracted.
  • Result: a detailed document with the specification of the elements to be implemented in this step of the project.
    
• Developing models
  • Modeling work is important to structure the implementation phase and anticipate problems or answer questions left from the previous phase. In this phase, we will consult the client in questions related to business logics, while we take care of all the technical issues.
  • Result: models for internal use that aren't normally disclosed to the client unless requested.
• Implementing
  • Implementation is where we finish what is needed for the client to benefit from our work.
  • Result: a website, intranet application or whatever the contract said would result from this step of the project.
• Testing and making the result available
  • A series of functional tests are done with the client in order to remove errors or misunderstandings. After the tests are done, the product, or part of a product, can be made available for use.
    
  • Result: same as the previous phase, but now the client can use the product in real life situations.
    

When we after enough steps have reached the end of our project, we can initiate the finishing stage. This is done in two phases:

• Training
  • We train key personnel on using the product we delivered to the client. Training can in certain cases also be spread across each step of the project, but then ofter in a smaller scale.
    
  • Result: the customer gains the knowledge to efficiently use the contracted solution.
    
• Follow-up
  
  • With follow-up we mean periodic contact with the client to solve problems or enhance the client's experience with the product. Often, extended use will uncover small details that need resolving in order to make the customer truly satisfied. Maybe more training is needed, or maybe there is a small bug somewhere.
    
  • Result: a better product and a more satisfied customer.
    

This is a flexible model used for guidance. For instance, each step can be extended with more phases if necessary, and if a customer detains knowledge within areas that are covered within a project, these resources can be more closely integrated in various phases. For less complex and routine projects, some phases will even disappear completely. We do what we can to have satisfied customers, therefore our working methods must be flexible enough to adapt to any specific need.