Google wave: Improving Business 1
Running head: GOOGLE WAVE: IMPROVING BUSINESS COMMUNICATIONS
Google Wave: A Look at Improving Business Communications
Kathy Disney, Jill Hammitt, Chitalu Mwila and Jocelyn Nicholson
June 20, 2010
Seattle City University
ITMGMT 510 Managing the Technology Project
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Abstract
“Google Wave is a new web application used for real time collaboration and communications” (Google
Wave, 2010). Google Wave stands alone with features to edit, chat and share documents with multiple
users. “It has all kinds of uses for group chat, collaborative meeting notes and project management”
(Trapani, 2010, p. 49). Google Wave (2010) states, “We’re always working to resolve problems
that comes up with Google Wave”. Google seems to be using an agile project management method
with continued product development and testing in an open preview. Alternatively, Google should have
considered using extreme, incremental and traditional methods for the research and test phases. Google
Wave’s release would then yield a smoother transition instead of excessive security problems and
functionality changes.
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Google Wave: A Look at Improving Business Communications
Over the last few years, Google has made breakthrough technological advancements within its
product portfolio that have revolutionalized Google’s performance as a search engine. Google has
developed and expanded its brand to include a new tool called Google Wave. With Google Wave, users
are enabled to create waves that allow interaction through the form of collaborative communication and
incorporate features such as document editing, and email capabilities. Google Wave was released to the
public in May of 2010, and dedicated a core engineering team that has been continuously working on
resolving functionality issues that users have reported (Google 2010). Research has been conducted to
analyze and determine if the Agile Project Management approach that Google used was effective during
the implementation of the new tool. By comparing alternative project management techniques, a
recommendation on a more effective approach will be identified.
Problem Statement
When looking at Google Wave as a communication and collaboration tool, we see some issues
with the project implementation. Google seems to be using an agile project management method where
there is continued product development and testing in the format of an open preview, and approved
users have the option to invite up to 10 others to their waves. The limited access of the preview does not
allow for preview users to test the program in real life situations. In addition, we assume a limited risk
assessment was done in regard to security of information shared while using this tool. The preview of
this tool has unveiled many issues and problems that have caused a lot of speculation about the
functionality and usefulness of this tool in a professional collaboration environment, which has led
future end users to be skeptical of its viability.
Problem Justification
According to Jeffery Scott (2009) Google Wave was developed to be a new collaboration tool
“A type of combination between email, blog, forum comment section, instant messenger system, and
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widget board.” With any new technology or advancement, there is always skepticism around the
functionality, features, and security. When Google Wave was first introduced to the public, there were
issues identified with bugs as well as its capability to allow thousands of users to operate the application
at once. According to an article written by Tom Krazit (2009), during the initial phases of Google Wave,
25% of the sessions ended with the collaboration tool crashing. These stability and functionality issues
resulted in users becoming cautious about adopting the new tool.
In May 2010, Google opened the wave format to all users with a Google account; however, the
product was available to users in a preview mode since May 2009. The preview was first opened to
developers who were interested in adapting the open source tool for their use and was followed by an
invitation allowing other users to request an account and provided the option to invite up to 10
additional preview users during the preview phase. However, as stated by Martin Seibert (2009) the
“closed preview kills value” because “If you can’t invite everybody, the value of the wave decreases
dramatically.” Beyond the limitations of the preview mode, even today the tool is limited to those with a
Google account and requires a Google chrome frame download in order to operate inside Internet
explorer. Regardless of the options in browsers today, Microsoft’s Internet Explorer still holds the
market share in businesses and some companies may object to requiring users to open a Google Account
in addition to their business account.
As Google Wave opened to various users over the past year the users acted like an ongoing
testing and development team, continuously reporting issues to Google as they tried various
functionality options. This page allowed users to see what the Google Wave team was working on and
report additional issues. Krazit correctly stated that by testing Google Wave in phases, some of the bugs
and functionality issues would be reduced (Krazit, 2009). In September of 2009, Google Wave opened
up its testing phase to more than 100,000 users. This was a great way to have the public test the
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collaboration tool out and report issues found to Google Wave’s support team to work on prompt issue
resolution. In another attempt to resolve stability and functionality issues prior to Google Wave’s public
release, a help forum was set up and used to post questions around common issues identified by users
then followed by issue resolution or research responses from Google Wave’s support team.
In addition to functionality issues reported by preview users, a recent report indicated that
although Google Wave was presented as a breakthrough technology, security issues were at the forefront
of its successful implementation into the technology world (Smith, B. 2010). While competing with
other collaboration tools, Google Wave faces scrutiny around hackers puling information from its open
source software.
Possible Alternatives
Google should have considered using the extreme project management method
Google should have considered using an incremental approach to the project
Google should have considered using the traditional project management approach
Evaluation of Alternatives
Extreme Project Management
Extreme Project Management (XPM) is a method that is designed for highly complex projects.
According to Wysocki (2009), in his book titled: “Effective Project Management: Traditional, Agile,
Extreme” XPM is the least structured, most creatively managed and the most complex of the various
approaches to project management (p. 464). The model below is the XPM Life Cycle model that
illustrates the phases of the project implemented during the Extreme Project Management process:
Figure 1.1 XPM PMLC Model (Wysocki, 2009, p. 464)
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Each segment of the project goes through the XPM life cycle. Wysocki (2009) suggests that after phase
of each project ends, the project could potentially go into a completely different direction than originally
planned. The INSPIRE XPM Life cycle model allows partial implementation during each phase of the
project.
Similarly, Charles Ludwig in his October 29, 2003, article, “Extreme Project Management” on
www.Gantthead.comm states that XPM is about segmenting pieces of the project into discrete phases
where, “business owners determine what the most important pieces are and what functionality should be
delivered first” (para. 5). Ludwig provides an example where the first phase is to create the GUI
(Graphical User Interface) and the next phase to create the database to house the information (2003,
para. 7 – 8). Wysocki (2009)
The following is a list of advantages and disadvantages of XPM according to Wysocki (2009).
Advantages of XPM:
Allows possible options and solutions to remain open for long as possible
Early look at several possible solutions
Disadvantages of XOM:
Might spin wheels looking for solutions in the wrong places
High risk of delivering a product that provides no business value. (pp. 466 – 467)
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XPM is a viable approach for Google Wave due to the complex programming nature of the
project and would address the issues that the project is experiencing with its programming code and
security. In Ludwig’s (2003) example, he says that the project delivers the GUI functionality but it
was delivered in pieces, and at the same time, the customer can begin to define the “nice to haves” of
the GUI. In the long run this could save time in the project (para. 8), according to Ludwig, because
“while work on the current release is underway, the functionality for the next one or two iterations
should be very specifically defined” (2003, para. 10). Applying this approach of developing one
segment of the project at a time, running through the project management lifecycle, and releasing
each phase allows segments of the Google Wave project as well as various functionality to be
implemented while the current release is being improved upon. Ludwig elaborates when stating,
“Regardless of the total length of the project, delivering functionality every few weeks will help
keep the project on track” (para. 17). This is an important part of the process as it shows users that
tool is going through a continuous improvement process.
Rob Thomsett (2002), in his article “eXtreme Project Management Concepts”, suggests that the
following values are required for XPM:
Participative
Proactive
Open
Outward-oriented
Trusting
Thomsett (2002) continues on to say that XPM requires radial changes in thinking, such as
“XPM is different than managing a technical project, context is more important than content, project
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management is “whole-of-life”, senior managers are executive project managers and require
participative rapid planning and virtual teaming (para. 3). Google Wave is currently using an Agile
project management approach. Since XPM is similar therefore; the culture at Google Wave should
support this approach. Incorporation the proper change management techniques the team should be
able to easily transition to the XPM approach.
Incremental method
Incremental project management is an approach where you release a project in phases. “A
working version of software is produced during the first iteration, so you have working software early
on during the software lifecycle. Subsequent iterations build on the initial software produced during the
first iteration” (Software Development Lifecycle, 2008). The model looks like this (Software
Development Lifecycle, 2008)
When looking at the Google wave project there would be several advantages and disadvantages
to implementing an Incremental approach.
Advantages of the Incremental model:
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A full release of a simplified version of the software could have been made available so that
users were not limited to number of invitations
More complete additional feature and fix packages could have been released in future phases
Would allow for external developers to use the tool in a more real life environment and make
suggestions and requests that could be planned and incorporated in future phases
A more complete but simplified initial release would have created less negative consumer
opinions about the value of the product
Disadvantages of the Incremental model:
Since Google Wave is created on an open source platform, external developer input could cause
significant scope creep in future phases
With less initial tools in an initial release, the usability and application of the software could be
impacted
The development team may change during the phases of the implementation (Wysocki, 2009, p.
360)
Traditional Project Management (TPM)
Google Wave stands alone with features to edit and chat inside a document with multiple users.
“It has all kinds of uses for group chat, collaborative meeting notes and project management” (Trapani,
2010, p. 49). According to Google Wave (2010), “We’re always working to resolve problems that come
up with Google Wave”. Google is well known for being a search engine company and the company’s
success stems from this area. According to Gaudin (2010)
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Just over 11 years ago, Google was launched as a search engine business and used its single
offering to quickly grow into an online behemoth - one of the great Internet success stories.
Today, Google owns the search market, with a 64% share (p. 14).
Alternatively, Google has taken the approach to branch off into other market industries
competing with companies such as Microsoft and Apple. Google Wave makes an attempt to compete in
the arena of email, and instant messaging, yet faces many issues with the release. Wysocki (2009) makes
a point in his statement "projects are unique and each one is different than all others that have preceded
it" (p. xlvii). The typical stages of TMP are show in figure 3.0 below.
Stages of Traditional Project Management (Figure 3.0)
The traditional project management approach is an alternative that Google could have taken
compared to an agile project management release, of Google Wave. Highlights of traditional project
management is having a clearly defined goal and controlled plans for success. Traditional project
management is a contemporary implementation approach and is creatively managed. Wysocki (2009)
states “The contemporary project environment is characterized by high speed, high change, lower costs,
complexity, uncertainty, and a host of other factors challenging the project manager and client” (p. xli).
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“Google Wave is a new web application used for real time collaboration and communications”
Google has apparently been faced with scrutiny due to the many problems and issues identified by the
customer. Using a traditional project management approach allows real time and extensive testing which
is critical to resolving usability issues currently been faced. An extensive risk management plan and
problem resolutions will only ensure a successful implementation. In addition, one would expect a lower
cost plan in comparison to an agile project management approach.
Advantages of TPM
Entire Project Is Scheduled at the Beginning of the Project
Resource Requirements Are Known from the Start
The Linear PMLC Model Does Not Require the Most Skilled Team Members
Team Members Do Not Have to Be Co-Located
Disadvantages of TPM
Does Not Accommodate Change Very Well
Costs Too Much
Takes Too Long before Any Deliverables Are Produced
Requires Complete and Detailed Plans
Must Follow a Rigid Sequence of Processes
Is Not Focused on Client Value
Recommendation/Conclusion
Based on a review of the outlined alternatives, the conclusion is that Google should have used
the Incremental Project Management approach for the Google wave project. By launching an
incomplete preview of the product where many of the usability issues were not resolved, to a selection
of users opened Google up to a lot of consequences in this project. First, the small preview did not
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allow the users a full ability to use the product in a real life environment. The incremental approach
would have solved this problem by opening the availability of the product to all Google users right from
the beginning and developers could then customize the tool to a real scenario rather than having to wait
until the year long preview was over before being able to implement the tool.
An assumption is that time and resources were spent identifying which preview users were
acceptable and which preview users were not acceptable and then each of those users were allowed to
request an account for an additional 10 users. The time and resources spent on managing the users for
this preview could have been re-allocated to focusing on fixes and features for the additional phases of
the product. Finally, opening the tool as a first phase with additional features to be release at specified
dates in the beginning to all users would have eliminated some of the negative press that went along
with such an exclusive preview. The preview was originally opened to developers so that they could
look at customizing the tool for use in their organizations but those developers found that the limitations
of the preview prohibited them from moving forward with the product and thus the developers focused
their energy on the usability and functionality issues.
If the developers had a more simplified but fully functioning tool in the beginning they could
still report issues to Google about usability and functionality but their focus would be on customizing
the tool for use in their organizations. Since the vast majority of users that are adopting this tool are
now individual or private users, it would have been beneficial for Google to include this user group in
the testing phase to allow feedback during this phase to be incorporated into the issue and problem
resolution process. By not including this group of users, Google limited its scope of issue detection to
the targeted group that it released the tool to initially. Had Google expanded the targeted testing group,
a variety of feedback and potential solutions would have been more likely to occur.
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Follow Up & Evaluation
Follow up and evaluation of the incremental method could occur in 3, 6, 9, and 12 month
intervals. Short surveys would be given to users and internally to the project team. Google management
would hire a consultant company to administer and evaluate the results of each round of surveys and
make recommendations. In addition, Google would create teams of testers from outside sources to test
functionality as it is rolled out incrementally. These test groups will participate in a focus group
conducted by the consultants. The data will be gathered as to how the project is progressing, user
satisfaction, feedback from the project team, and testers to determine if the Incremental approach to
project management is effective and Google is realizing an improvement in Google Wave functionality.
In addition, after each evaluation period, consultants will benchmark project progress and create metrics
to measure the next round of survey results. This will provide Google Management with a mechanism
to measure performance and functionality and provide indicators where improvements can be made.
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