By Jean Hartley – VR development today is complicated, time-consuming, and expensive. The good news is that it is possible to influence these figures by taking control of the typical risks that arise during project implementation. How to do this and what to pay attention to, we tell you in this article.
The material will be especially useful for large companies that want to implement innovations and get the planned result, while meeting the planned deadlines and budget.
We advise you to start project development with a diagnosis. If you heard a competitor’s cool VR case, it doesn’t mean you can do the same one and solve all your problems with it.
All healthy businesses are like each other; each unhealthy one suffers in its own way. For example, the plant regularly injures slingers and sometimes damages expensive equipment. It is known that the neighboring production facility had the same thing, but introduced a simulator for employees – and the problem is solved. Yes, there is a temptation to come to the studio and order a similar project. In fact, the desire to save time and effort on in-depth study of your own pain will lead to the fact that the project will be done, launched, but the result will not give. After the launch it will turn out that it was not in the training of staff, but in the hiring of obviously unsuitable personnel.
Never start a project if the problem is defined only on a hypothetical level.
To make the new tool really help:
- Take a detailed look at your own processes;
- Determine what problem and how it should be solved;
- Keep in mind what you can and cannot implement in VR, what mechanics are being used now, and so on.
Approved KPIs are necessary, first, to be able to specify what result the client expects even before the project starts, and second, to make sure that the project is completed in the end.
To set project KPIs, you need to:
- Digitize the problem;
- Determine how VR will solve it;
- Measure the expected performance and efficiency.
For example, a company that wants to implement VR for staff training first needs to describe the training process itself. What inputs might be needed:
- The number of students;
- The duration of the training;
- Educators: their hours and pay;
- Student assessments prior to the introduction of VR.
Then we need to formulate what is unsatisfactory in the current situation: a long learning process, a low level of knowledge? Let’s say the average grade in the group is 3.5. Then the KPIs of the project might sound like this: reduce the number of training hours by half; increase the grade point average to 4.5.
These are specific metrics that will form the basis of the terms of reference and, based on the results of the project, will help to understand whether VR was useful for staff training.
Wording to be avoided in the terms of reference when describing the requirements for a future project:
- “you need to make the picture believable”;
- “the simulator must be modern”;
- “the picture is beautiful, the mechanics are convenient”;
Criteria that are not quantified is one of the most common risks. “Beautiful,” “convenient,” “modern” – as subjective concepts that cannot serve as a guide in the development of the project. If such words appear in the TOR, they should be specified and replaced by specific criteria: the number of clicks or steps to pass the case, the complexity of the script, etc. Most studios remember cases when inexperience, the data were not specified immediately, and the project budget went down the drain because of the endless variants of design, which the customer did not approve in any way.
These are just three key risks that we advise you to consider before you start developing. The more thoroughly you approach the launch of the project, the better the chances of success.
Even at the project launch stage, the implementer should foresee the risks that may arise during the implementation and decide what to do in such a case. When the risks are described, they can be managed. For example, the customer may not accept the work because he has a subjective idea of beauty. So you need to translate the concept of “beautiful” into numbers.
When all the risks are listed, described and voiced to the customer, the project becomes manageable. But there are points that need to be controlled during the design process:
- – insufficient involvement of the project manager on the customer side;
- – the emergence of new requests in the course of the project;
- – the long approval of decisions on the project;
- – changes in approved scenarios during the project;
- – emergence of decision makers from the customer’s side after the start of work.
These scenarios can also seriously affect the fate of the project and should be kept under constant review.
Author’s Bio: Jean Hartley has been working as in an IT company for over 5 years. She also manages to lead freelance projects as a content writer. Jean will give you the best do my homework and assignment help.
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