• True customer loyalty is created when the customer becomes an advocate for the organization
• Rewards alone don’t generate loyalty. If a loyalty marketing program is just about earning points you end up buying loyalty not earning it.  The loyalty      is to the program not the product or the company.
• Rewards-only programs can be easily replicated by the competition, will quickly be commoditized and become a defensive play that no competitor can afford to unwind.
• Loyalty can be attained, but the organization has to work at it, continuously, and it will not possible with all customers.
• These is NO One-Size Fits-All Loyalty Program
• A win-win relationship must be established, and this cannot be accomplished if both parties cannot realize benefit. The two poles must be attracted to each other.

• That which provides the customer with a tangible benefit if he or she decides to join a benefit program.
• Leading organizations adapt the value proposition for different segments of clients.

• Customer satisfaction is the degree to which customer feel their needs are met.
• Short-term perspective, very much based on the transaction with the customer.

• It is a feeling of connection to, and belief in and enterprise and its proposition, created by a “feel good” factor from interaction that lead to continued relationships.
• Loyalty is ultimately the crucial measure and it is more difficult to achieve than satisfaction.
• A customer can be dissatisfied despite being loyal.
• Loyalty can only be created on the basis of trust and repetitive positive experiences over time.

• The pinnacle of customer loyalty is where the      customer acts as an advocate for the enterprise.

• Customer Segmentation: Who are my customers, and how do they differ?
• Differentiated Treatment: How should I treat each customer segment?
• Optimization: How can I optimize treatment decisions to maximize value at an individual level?

• The first is create an integrated view of each customer: marketing analytics achieves this goal developing superior data management capabilities
• The second goal is understand and predict customer behaviours: marketing analytics achieves this goal
  • Developing propensity score
  • Realizing segmentation and profiling analysis
  • Realizing analysis of customer profitability and long term potential value
  • Developing analysis on customer satisfaction and loyalty
  • Develop marketing and sales dashboard
• The third goal is to provide insights that directly improve sales effectiveness. Marketing analytics achieve this goals:
  • Identifying relevant commercial events and related offer
  • Defining next product to offer for each customer
  • Identifying the most profitable combination of customer segment/channel/product thanks to optimization tools

• Differentiation “on the outside”—They need to have a clear view of what makes them unique—product, sales, service, brand, or business model. They need to deliver a consistently positive experience for customers in each market segment.
• Simplification “on the inside”—They need simplicity in everything they do and this means standardized or componentized internal products, processes, and systems, with scalable and repeatable business models across the enterprise.
• Execution mastery—They need to prioritize execution as a core capability with the right leadership skills, culture, and change and risk management.

• A Measure is a quantitative indication of the extent, amount, dimension, capacity, or size of some attribute of a product or a process. It is a single data point (e.g., number of defects from a single product review).
• Measurement is the act of determining a measure.
• A Metric is a measure of the degree to which a system or process possesses a certain attribute.
• An Indicator is a metric or series of metrics that provides insight into a process, project, or product.

• Verify achievement of deliverables associated with the initiative/project.
• Behavior Modifier - Verify achievement of financial gains anticipated from the initiative/project.
• Cause and Effect Relationships -Verify benefits achieved were a result of the efforts of that particular initiative/project.
• Accountability for results - Make sponsors accountable for results within their areas.
• Enable reuse of processes, models, etc. for future initiatives.

1. At Level 1, you need to restrict the number of KPIs at each organization level to 10
2. These should be linked to strategy
3. The organizational structure is guiding for KPI breakdown, with special “perspective” reports
4. Selected KPIs must be valid, simple, measurable and controllable
5. KPIs must be structured in a logical, mutually exclusive, breakdown structure and should consolidate upwards
6. Define clear and structured ownership of KPIs to avoid local optimization
7. High quality of KPI structure is crucial for organisational acceptance and needs to be prioritized during KPI design
8. KPIs are designed to govern results on group level. Governance culture must be in line with the governance structure on which the KPI design is based

• Welcoming change:  Embrace change in order to promote faster delivery of value to the customer and, ultimately, a superior and more creative solution.
• Deliver working software early and often:  Deliver working software to the customer as early and as often as possible.
• Simple design (YAGNI):  Add only what you need to the system. YAGNI = You Aren’t Going to Need It.
• Pair programming:  Developed code by having two developers working on a single computer with one being a developer who thinks tactically about the method being created, while the other thinks strategically about how the method fits into the class.
• Continuous integration:  Integrate software changes into the evolving solution as quickly and continuously as possible.
• Close customer collaboration:  Work closely with the customer to ensure that their concerns are incorporated into the systems development process.
• Measure progress through working software:  Measure progress by measuring the number of required features, or user stories, that are actually working in the application. Maintain constant pace.  Work a reasonable schedule with no “heroic” peaks.
• Continuous improvement. Consider what is working well and what is not working well—and then adjusting the process accordingly.
• Test-driven development:  Test early and often. The test is used to drive design and programming.
  • Continuous Integration: This can occur as recommended by Agile, but instead of going directly to Production, new functionality goes to a “Staging” environment, enabling thorough functional testing and providing a platform for users to observe the impact of the sprint.
  • Addresses concern for quality: The V-Model Test Stages exist for a reason.  Agile Methods theoretically drive exceptional Component (and possibly Assembly) Testing but do not take a holistic view of validating functional requirements or integration with upstream and downstream applications.  The “Staging” and “Integration” environments enable the execution of Application Product Test and Integration Product Test.  Also, normal Product Test documentation would be required and entry/exit criteria would be adhered to entering IPT (but not APT).
  • Folks generally advocate limiting the number of mid-pass releases into a test environment to avoid disrupting that test (and injecting quality issues). However, it is assumed that lower-level Testing (i.e., Component and Assembly Testing), through the concept of Test-Driven Design, will enable higher quality code to be delivered to APT which offsets the need for tightly controlled code drops in the test environment.

• SIMpill: Smart pillbox to monitors medication and communicate with doctors
• Proteus Pill: Ingestible sensor which sends digital signal to on-body receiver
• Asthma Assistant: A 6-month pilot study of children and teens with severe persistent asthma found that the technology-enabled daily communication helped patients to better manage their conditions. Over the study period, patient adherence was high and there were no emergency department (ED) visits among the study population, compared to a national average of 2-3 annual visits among asthma patients. This technology enables data collection by the patient and then on a as needed basis monitoring by the medical team and provide feedback based on medical algorithms.
• Diabetes Assistant: LG Glucophone is already in use in S. Korea – this works alongside Infobia’s Eocene diabetic management system to ease the task of blood glucose management. The results of the blood tests will be sent to a secure server that graphs and manages the disease, sets up automatic texts of results and creates reminder alarms.
• Texting for health: Available at http://www.texting4health.org/page5/page5.html. Nearly three-quarters of the people in the US have cellphones. SMS can be used to remind patients about their medications and also deliver info and encouragement to help patients manage their health.
  • In 2006, the drug maker PediaMed launched a mobile compliance campaign called 8TDAZE involving a prescription acne treatment called TAZORAC. – remind teenagers to apply the treatment regularly.
  • Text4baby is a free mobile information service designed to promote healthy birth outcomes and to reduce infant mortality among underserved populations.
• Mobile Imaging: http://www.sciencedaily.com/releases/2008/04/080429204303.htm
  • Nearly three quarters of the world population don’t have access to essential medical imaging technologies (ultrasound, MRI, etc.). UCB researchers are creating portable medical imaging using mobile phones (data acquisition + display; remote computer for processing). The data acquisition device can be made with off-the-shelf parts that somebody with basic technical training can operate. As for cell phones, you could be out in the middle of a remote village and still have cell phone access. 
• Diagnosis:
  • Symptom Navigator: Use the Symptom Navigator to figure out what you’re suffering from.
  • iEyeExam: With this app, you can give yourself a quick eye exam.

• Schedule and scheduling management
• Clinical record management
• Patient accounts management
• Accounts receivable management
• Electronic insurance billing
• Insurance claims management
• Online patient registration and communication

• “Retailization” is spreading as businesses across all industries vie for closer customer connections
• Retail channels are continuing to blur and expand, generating new expectations from consumers and more cross-channel challenges for retailers
• Shoppers are continuing to gravitate toward products and experiences that offer individual focus, interaction, customization, and cradle-to-grave offerings
• Demand for online capabilities (and for a consistent experience) is increasing
• Demographic shifts in spending power are driving retailers to rethink go-to-market strategies

• Identify target customer by each purchase of target items
• Identify measured value and reference value for daily average contribution profit separately for purchaser and non-purchaser groups, and variance of both values is identified as effect.
• Convert to effect of entire profit increase

• Product available for order on-line and collect in store or local delivery
• Relationship with amazon.jp and other partners for non-stocked items

• 24 hour operations
• Staffed to hourly profiles

• Loyalty support
• Ordering capability
• E-Payment through phone
• Supervisor (B2E) enablement

• Extensive network of partners with shared, integrated loyalty program
• Customer (history) identifiable in all channels
• Customer call centers should be effective and efficient

• Many years of distributed IS/IT spending and investment within specific functions and/or organization boundaries (no enterprise-wide investment management process)
• Increased cost pressure and desire to improve the synergy of IS/IT investments across organization boundaries (eliminate redundant vendor/technology investments, consolidate IT assets)
• Growing need to integrate infrastructure and enterprise solutions across external customers, suppliers and partners
• Significant merger/integration activity to achieve economies of scale and remain competitive
• Growing demands from the business to increase the strategic utilization of information technology and produce greater impact from the existing levels of IS/IT investment

•  Cloned Systems
•  Shadow Spending
•  Past M&A Activity
•  Lacks budget for initiatives
•  Stove-Piped Investment
•  High Maintenance budget

• Application Rationalization is a systematic approach to improving the business performance of IT application portfolios by reducing current system complexity and by aligning application direction to the priorities of the business. The primary objectives of an application rationalization effort include:
  • Improve the overall investment mix available to fund strategic new initiatives
  • Reduce complexity of the application and resulting infrastructure environment to improve ability to integrate business capability across internal and external parties
  • Reduce cycle time for new initiatives by eliminating unnecessary application/system complexity

• Decrease business process cost
• Improve asset utilization
• Better decisions with shared information
• Improve people and skill mobility
• Improved agility in acquisitions

• Decrease application development and maintenance cost
• Decrease interface and integration costs
• Decrease conversion cost of new efforts
• Consolidate and reduce software licenses

• Consolidate servers and server support
• Consolidate and reduce storage costs
• Decrease system software licenses
• Simplify and enhance development tools and development environment
• Reduce Operations Support Costs

1. Wood Products includes building materials like lumber, plywood and particleboard. 
2. Tissue includes paper, bathroom tissue and facial tissue.  This segment will sometimes include technically complex, specialty items like baby diapers. 
3. The paperboard segment includes products like corrugated and pharmaceutical boxes.
4. The Market Pulp segment is a business-to-business segment and is not an end use form.  Market pulp is fluff or baled in form and is sold by companies to other forest products companies who in turn convert the pulp into paper, tissue, paperboard or some other product. 
5. The Paper segment is fairly diverse and covers a range of items such as newspapers, paper grocery sacks, magazines and catalogs.

• First, logs are harvested from a forest.  Increasingly, large forest products companies are divesting themselves of their land holdings and outsourcing the harvesting function.  The big drivers of divestment have been interest in timber holdings by the alternative investment community and the desire of forest products companies to unlock captive balance sheet value.
• The logs are then transported to a saw or pulp mill.
  • In the saw mill, logs may be scanned to optimize yield before processing.  After unloading from a truck or train, the logs go through the sawmill and are cut into various forms of lumber and veneer. 
  • In the pulp mill, the logs are unloaded and then may be cut into smaller sizes before being chipped.  The wood chips are conveyed from the chip pile, screened and sent to a digester along with chemicals.  The chips and chemicals cook for a set amount of time, are released into a blow tank that separates the fibers, and then are sent to washing and possibly bleaching. A pulp-chemical slurry is formed in stock prep and piped to the paper machine, where it is formed on the wire.  The formed sheet then goes through several sections which remove water and then is wound on the dry end of the machine into a large roll called a jumbo roll, which can way many tons. The jumbo roll is typically immediately slit into smaller, easier to manage rolls of paper.
• Conversion is an all-inclusive term for operations occurring after the paper mill.  Conversion can refer to sheeting, which is the process of turning web rolls into sheeted product.  It can refer to the manufacturing of corrugated products.  It can refer to the manufacturing of laminate.
• Finished products are distributed to customers via truck, rail, and ship.
• The final step in the value chain is recycling.  Recycled materials are sorted and reintroduced to the pulp mill.

• Global demand for organic products continues to grow, with sales increasing by over $5 billion a year, according to The World of Organic Agriculture: Statistics & Emerging Trends
• According to the Natural Marketing Institute (NMI), the American Lifestyles of Health and Sustainability (LOHAS) industry  is currently valued at US$209 billion, and estimated to comprise approximately 19% of the adult population in the United States, equaling a market of 41 million consumers
• According to a report published by the Waste & Resources Action Program (WRAP), total food waste in the supply chain amounts to 11.3 million tones and total packaging waste to 5.1 million tones.
• Consumers are increasingly leveraging technology (web 2.0, social networking etc.) to stay one step ahead of consumer product & retail companies
• The growth of mobile features and device convergence such as wallet phones will drive up mobile sales

• RFIDalready is and will continue to be a key technology to enable supply chain transparency in the future:
  • Conair, a company that manufactures food processors, blenders etc. is leveraging RFID to item -level tag products from its manufacturing location in China to Wal-Mart stores in the US to enhance product visibility
  • Kimberly-Clark is collaborating closely with Wal-Mart through RFID technology by sending tagged pallets & cases to the retailer’s distribution center.
  • American Apparel successfully piloted RFID at the item level and, once funding is secured, expects to roll out RFID to all of its 260 stores in the future^d

• The growth of mobile features and device convergence such as wallet phones will drive up mobile sales and Store visits will be enhanced by dynamic digital displays and personalization through a hand-held device or the customers own phone

• It is estimated that the world economy will be about 80 percent larger in 2020 than it was in 2000, and average per capita income to be roughly 50 percent higher, according to UnHabitat

• Unprecedented global economic growth will continue to put pressure on a number of highly strategic resources, including energy, food, and water, and demand is projected to outstrip easily available supplies over the next decade or so
  • For example, non-OPEC liquid hydrocarbon production - crude oil, natural gas liquids, and unconventionals such as tar sands - will not grow commensurate with demand : Global Trends 2025 is the fourth installment in the National Intelligence Council
  • According to Airbus, alternative fuels based on gas or biomass could power 15% of global air traffic by 2020
  • Worldwide use of cereals for ethanol production has expanded by more than 30 percent in 2008 and is projected to grow another 30-plus percent in 2009

• Water scarcity will worsen due to unsustainable use and management of the resource as well as climate change
  • By 2030, the earth’s projected eight billion inhabitants will need 25% more water
  • By 2025, 2/3^rd of the world’s population will be living in water stressed areas
  • It is interesting to see how this will impact food and beverage giants - Nestlé, Unilever, Coca-Cola Co., Anheuser-Busch, etc. – will approached 575 billion liters per year

• Are we developing the right thing? – Requirements
• Are doing it correctly? - The Process
• Are we using the right tools?

• Banks
• Intermediaris: ACH’s, SWIFT, CLS etc.
• Customers

• Transaction checking - Identification, authorization, authentication, reconciliation, warehousing
• Processing transaction - balance verification, , crediting & debiting accounts
• Counterparty related processes - Creating settlement & clearing orders, creating channel report messages

• Transaction receipt and approve for further processing - receiving and preparing the order for final processing
• Processing of the transaction - using payment information to debit and credit accounts
• Communication with counterparts and clients - sending subsequent orders or reports to involved counterparts or reporting to clients

1. Quantitative Factors

• Improved forecasting opportunities – better liquidity management
• Improved reconciliation process for incoming payments
• Less external supplier payments
• Less interfaces
• Improved negotiation power towards preferred bank, i.e. float and transaction costs
• Limited spread on cross border payments
• Less external bank accounts

2. Qualitative Factors

• Bank Independence
• Enhanced overview, security, and control of payment flows
• Competitive advantage from highly efficient standardized processes
• The business units to focus on core business, i.e.  payment processing handled by a central competence centre
• Standardized EDI solutions
• Meet demands regarding payments from sophisticated suppliers and retailers, i.e. unpack and restructure payment files

• Component based application development model via standards (portlet, widget, web part)
• Real-time control for customization, page layout, look & feel
• Fine grained, access control
• Customization/Personalization of the components on the page. The terms “Customization” and “Personalization” tend to be used interchangeably. Customization is the ability to configure the user’s portal environment, typically without the development of code (customization is normally focused around look and feel, and page layout). Personalization is the targeting of information (data or content) to an individual or particular group of users based on what is known about the user

• Companies should organize their products and services around multiple online personas.
• Sell to the persona, not the person. A persona will show you how it wants to be treated.

• By 2020, the average mainstream consumer will be spending 23% more time online than is the case today. Assume a 21% increase per person in the time spent using fixed/nomadic online applications, and a 46% increase per person in the time spent using mobile data applications. - Source: Gartner, “User Survey Analysis: Next-Generation Communications Consumers, Worldwide, 2020”, 17 Feb 2009
• Young consumers are at the leading edge of fixed-to-mobile substitution of data applications but, in 2020, mainstream consumers will still get most of their news and information through broadcast rather than nonlinear channels. ¹
• Providers of third-party customer data, business intelligence (BI) and analytic tools will shift toward consumer applications, eventually arming companies with automated, artificial intelligence, self-learning "persona bots" to seek customers' needs and desires. Source: Gartner, “How 'Generation V' Will Change Your Business “, 3 Jan 2008

• Emerging Cloud Computing models
• Web 2.0/Enterprise 2.0
• Rich Internet Applications (RIA) & AJAX
• New standards for Portlet interoperability
• Evolving Open Source portal alternatives

• Consolidating Vendor Market
• Emerging SaaS Market
• Collaboration and social networks
• Mashups -> expectations of nimble development.
• Renewed interest in multiple device delivery

• Operational/technology rather than business/service focus
  • Managers spent ~80% of their time on detailed Information Systems (IS) matters, mainly resolving incidents
  • Many IT folks regard SLAs as having low business impact
  • SLAs not aligned with business drivers
  • Potential ‘gap’ in the service control function

• Role and responsibility confusion
  • Many business stakeholders used to rate IS relationship structure as unclear
  • Managers were leading incident resolution, because it is not clear who has this responsibility

• Business leads lacked authority to drive business requirements into IS
  • Cannot always drive business requirements through IS
  • Processes often bypassed
  • Inability to have a ‘levers of cost’ dialogue in most cases

• Involve IS AND Business
• Identify the right people in your organization
• Deliver, deliver, deliver and build momentum

• High accessibility - “One-to-many” and “many-to-many”
• High scalability - Enabled by Mobile technologies
• High frequency - Real-time, easy to use, create & disseminate
• User-generated contents - Can go anydirection in an uncontrolled way

• Cultural Alignment
  • Is your company culturally aligned with the idea of Social Media?
  • Do you have C-Level sponsorship?
  • Customer facing strategy alignment
    • Is Social Media in line with the overall Customer Facing Strategy?
    • Do the C-level sponsors understand its potential?
  • Alignment of Marketing & Communications
    • Have the Marketing team been alerted to the Social Media channel? Do they understand it?
    • Will all communications be sent to the Social Media team so as to ensure consistency of messages?
  • Legal education and alignment
    • Have the legal team been told that Social Media will be happening?
    • Have they contributed to policies and guidelines to mitigate risks of Social Media engagement?
  • Website alignment
    • Is the company website in a state whereby customers could be pointed to it for answers?
    • Is there a secure area where customer service can be picked up in a private channel?
    • Can customers log-in?

• Insource  - Maintain control internally (usually for reasons of intellectual property, privacy, or strategic responsiveness)
• Staff Augmentation - Save money while maintaining responsibility for application support and maintenance activities
• Co-source- Leverage external cost structure benefits and expertise while maintaining an appropriate level of control
• Outsource - Delegate IT (or selected functions therein) to an external organization for which it is a core competency

• Strategic Importance
  • Relative impact of a service area on the company’s revenues and overall profitability
  • How strategic is the function to my organization today? How does it fit into our future plans?
• Current Capability
  • Relative strength of a service area's technical & business know-how, processes, and tools
  • What are the capabilities of the function?  How do those capabilities compare to our requirements, and to our peers?
• Perceived Value / Cost
  • Perceived value of a service area relative to the costs incurred
  • What is the function’s capacity to adapt and change?
• Ownership Preference
  • Relative preference of management to own, share, or transfer out IT assets based on company beliefs, values, and sourcing experience
  • How easily can the function be transitioned to another sourcing strategy?

• Be clear about objectives-- cost, process improvement, and the ability to focus on the core business are the most common
• Incorporate business outcomes as a performance measure from the outset of the arrangement
• Look beyond price and promises of cost reductions for an outsourcing provider that brings a wide set of skills and strengths, and a long-term track record of delivering results
• Give as much attention to performance measurement and the quality of your relationship with your provider as you do to the contract
• Use active governance to manage the outsourcing relationship for maximum performance
• Task talented executives with optimizing outsourcing arrangements

• Freemium - Free basic services with charge for premium features or content
• Ad Supported - Free content and services supported by paid advertising
• Cross Subsidies - Free content subsidized by other products or services 
• Infomediary - Sale of customer information to third parties

• Bundle: Content or Service Subscription + Device Example: content or service contract + free / subsidized device

• Ad-Supported + Merchandising Example: streaming content + sale of physical content & merchandise

• On-Demand + IP Licensing Example: direct content rental/sale + licensing of brand rights for related content / merchandise

• On-Demand + Affiliate Example: direct content rental / sale + ‘white-label’ solution for 3^rd parties
• Infomediary + Free Content or Service Example: aggregate and sell consumer data + proceeds fund free content or services

• Concept
• Feasibility
• Pilot
• Implementation

• What is agile development?
• What are the differences between “traditional” (waterfall) and Agile?
• What are the key tenets of agile development?
• What types of work are appropriate for an agile approach?
• What is the real value proposition?

• Extreme Programming (Kent Beck, Ward Cunningham, Ron Jeffries).  Extreme Programming, or XP, is the best known of the Agile Methods.  XP is actually a highly disciplined process that expects all of the XP practices to be followed, including  user stories, iterative development, test first, pair programming and continuous integration. 

• Crystal (Alistair Cockburn).  Crystal is a family of methods that provides different levels of "ceremony" depending on the size of the team, the criticality of the project, and the skill level of the people.  Its practices are drawn from Agile and plan-driven methods, as well as psychology and organizational development research
• Scrum (Ken Schwaber, Jeff Sutherland, Mike Beedle).  Scrum is an agile framework  that supports software and product development.  Wrapping existing engineering practices, including Extreme Programming, Scrum generates the benefits of agile development with the advantages of a simple implementation.  The name “Scrum” is derived from activity that occurs during rugby match. (A group of players forms around the ball and the team-mates work together, sometimes violently, to move the ball downfield.)
• FDD - Feature Driven Development (Jeff DeLuca, Peter Coad).  FDD is a lightweight, architecturally-based process that first establishes the overall application architecture and features list and then proceeds to design-by-feature and build-by-feature.  The Chief Architect and Chief Programmer are key roles in FDD, and the use of UML and other object-oriented design methods is strongly implied. 
• DSDM - Dynamic Systems Development Method.  DSDM is more of a framework than a method.  DSDM is highly iterative and incremental.  It has seven phases, which are repeated during the lifecycle of the project. 

Characteristics of an Agile Project

• Prioritized backlog of user stories
• Evolves as stories are completed. The RUP parallel to the waterfall is that the user specification are broken into themes, stories, and features in that hierarchical order
• Always production ready
• Ships early and often
• Designated Product Owner

• Work performed by small cross-functional teams
• Team is self-organized, makes own commitments, and highly motivated by rapid and continuous success
• After each Sprint, team reviews product and process to identify and implement improvements

• Work completed in 2-4 week development  “Sprints”, each focused on small set of features
• Work done in priority order
• Spec, design, code and test done concurrently for each feature
• Signoff by business client at end of each spring
• Progress tracked by # of features completed

Challenges of Agile Methods

• Difficult to apply on large engagements.  Because Agile Methods depend so much on face-to-face communication, they are difficult to apply on large engagements.  For instance, the upper limit for an Extreme Programming project is approximately twenty people, the maximum number of people you can reasonably fit in an average room.  However, in the case of large engagements, delivery is typically split in several delivery projects, and Agile Methods may be effective at the project level, if the projects are independent enough.
• Agile Methods require a cadre of responsible developers.  Furthermore, developers must be able to actively participate in the planning of their individual tasks.  Compared to the needs of a traditional project, an agile project requires a group of developers with slightly deeper skills. 
• Agile Methods require an agile champion The adoption of any methodology is a cultural change and requires a champion.  The champion should lead the team with energy and enthusiasm.  If the champion can also play the role of an agile coach, all the better.

• Size: The number of people on the project is small, typically less than thirty 
• Criticality:  The solution is not so important that failure means disaster of one kind or another
• Dynamism:  The degree of expected change to requirements in significant
• Personnel:  Project personnel tend to be more skilled and able to direct their own work 
• Culture:  The culture of the organization thrives on change and uncertainty

• The digital assets distribution business is pretty global already with many players and the service offerings range across the whole value chain  - connectivity (GoSpoken), infrastructure (DigiPlug), Content  Management (CodeMantra, Milibris), Content Distribution (IngramDigital), and additional software (LibreDigital).
• Electronic consumer books are currently growing at 50% on a global scale (Source: PwC Global Media & Entertainment Outlook)
• Consumer electronic book sales are still about 2% of total book spending. It’s projected to increase beyond 5% by next year (2012).
• Audiobooks are included in print books and is estimated to be a $1B market (Source: Audio Publishers Association)
• In 2007 Google introduced the continuous browsing feature for readers to get 20% of consecutive content from a book
• In 2008, Publishers like Harper Collins and Random House are beginning to put entire books online for free. The thought is that they create the free store browsing experience and will not cannibalize the print sales because for a 300+ page book, readers will truly prefer the paper version.
• Project Gutenberg offers over 36,000 free ebooks because their copyright has expired in the US