The story that was not completed at the 'Web Development Methodology and Collaboration Path' panel discussion

Web Applications 2007 This is on June 6st at COEX in Samseong-dong.

During the afternoon session, I participated in '16:10—16:50 Panel Web Development Methodology and the Path of Collaboration'. Participated as a panel by chance I did.

The place where the panel discussion was held was quite spacious. It is said that there were about 500 people. When I was sitting in the front, I could only see the person in the front row because of the light, and there was a screen from the front to monitor if there was a video camera. It was interesting to see the monitor in front.

SIGCHI 2006 In the panel discussion of, the founder of came to the panel discussion, and this person took pictures of the panels and the floor in the middle of the panel discussion. It came to me all of a sudden, so I thought about it, so I thought I'd give it a try, but I couldn't.
Web Development Methodology and Collaboration Path
(Photo source of the panel discussion)


Forty minutes was a short time for one chairperson and three people from different backgrounds and companies to discuss 'collaboration'. As expected, it was short to have a fun discussion, but I think I was able to hear a little bit about the approach and different company culture from other jobs.

I thought about collaboration on web service development using the panel discussion as an opportunity. I can't talk about everything because time is short, so I'm going to try to organize the things I couldn't on the blog.

Web Development Methodology and Collaboration Path

(panel discussion photo source)




Subject and target of collaboration

Web service development in the panel discussion was defined as the Internet business area rather than SI, MIS, and solution development. Compared to SI or solution development, Internet business has a different business model and market launch, so we differentiated it. So, the subjects or targets of collaboration were product managers, business opportunities, UI planners, designers~inners, marketers, and programmers. This may include the chief executive officer or department head.

Collaboration is a demand of the times for specialization

In traditional software development, programmers do business planning, collect requirements, analyze tasks to design interactions, design icons or wallpapers, implement, test, spread, I did marketing and sales, and trade marketing like these conferences. But now everything is becoming specialized. In the Internet business, planning, interaction design, design, and marketing have been further subdivided in addition to the existing software engineering. Nowadays, software engineering is also called technology evangelism, and it seems to introduce the concept of marketing. As we become specialized, there are fewer and fewer things we can do alone, and collaboration seems to be more important naturally.

Collaboration, like CMM in software, seems to depend to a large extent on the maturity of the process and the corporate culture. It seems that you can see a lot of stories about a company's process level, organizational culture, and teamwork in other places. I thought in terms of product strategy rather than general organizational management.



There is no single answer.

The drawing is a reference to 'Brian Hall Clark of clarkcooper design' from Norman's The Invisible Computer.

chair design

Designers want a chair that is unique and sophisticated compared to any other chair. People who prioritize health and safety want to protect their hands, feet, head and head from injury. Engineers design rigorous, robust and practical. The marketing department studies the focus group and then asks them to add elements such as controls, accessories, coasters, etc. Product producers want simple materials that they can cut and connect with simple tools. Consumers want chairs that are simple yet comfortable and that can swing back and forth. In this way, designers, engineers, manufacturers, marketers, and users have different needs.

Perhaps, while planning, designing, or developing a product, the way they think about the product is different. All of these chairs are different. But it's not wrong. Because they are right for their roles. However, one answer is not the answer to all.


Product managers must make a balanced decision based on market conditions, technology, and user needs.

Ultimately, you need a balance when developing a product. And I think this balance should be achieved according to market conditions, technology, and user needs.

Purchasing class model Even if you look at , you can see that one attribute does not continue to dominate the market, but changes such as function, reliability, convenience, and price.

The same is true of the technology adoption cycle model that focuses on the recipient. In the early days of the market, you need the features on which the technology is based, and then usability becomes important. Depending on the business situation, there are times when you need marketing, when you need technology, and when you need user experience.

I agree with the specifics a little bit different, but Norman's assertion of a user-centric product is technical, marketing, and user experience in a business context. If the product is a chair, these three are the legs. And the chair is above the business situation. A chair called product cannot stand without one leg. Technology, marketing, and user experience are all three important things. However, as I said earlier, the factors to focus on are different depending on the business situation. Depending on the business situation, marketing may be important, technology may be important, interaction may be important, and design may be important. It is the product manager who decides the balance between these different factors. Product managers are responsible for the business of those products, so they need to strike a balance for business success.


A product manager plays a role of balancing like an orchestra conductor, and I think that players who handle musical instruments in the product development process should have the following two things.




Each role focuses on the end goal of the business and users.

I believe that user-centered product development is to create products that are useful, easy to use, and want to be used by users, so that users feel valued and like products. But in a business, this is not the only thing, it must be a business at the same time. User-centric product development is not about adding profit unconditionally, but about becoming a business that has value for users.

Companies communicate externally that they are customer-centric and customer-impressed, but the pursuit of profit is the basic principle. To do business, we make products, advertise and sell products. In order to re-create and sell products, the company divided each role. Whether it's a vertical or horizontal structure, the end goal is business. That is, market share and revenue are the general objectives.

Of course, user-centered product orientation does not necessarily mean only thinking about profits. But I'm telling this story because each role doesn't work together when you think only of its own role.

For example, executives and product managers who say that this number must be adjusted unconditionally in a short period of time, and Internet planners who say, “Social networks are the trend, so products should be made with this concept”. Programmers who say “we must use the latest technology” or need these functions, designers who do design that only designers know about. There are marketers who say that marketing cannot be done with such product quality, user researchers who say that users are uncomfortable with these things and need them, interaction designers who only say that this is uncomfortable for users, and market researchers who say that consumers will not use these things. .

Product managers need to coordinate these points. Each role will have to think about not only his role, but also the end purpose for which his role exists. Sharing and empathizing with a vision would be the beginning.

Users must use the product in order to become a business, which is the end goal. And each role is responsible for making and advertising the product available. Product managers, planners, interaction architects, designers, programmers, marketers, and researchers each play an important role, but we must not forget that the ultimate goal is to get the product to be used, and thus to become a business.

Product development has to balance and harmonize like an orchestra in a strategic aspect, and at the same time have a jazz-like personality.




Each role is an expert in its own role, but the knowledge to understand the other roles and teamwork through an open mind

I believe that teamwork is achieved when there is a basic understanding of one person or another as well as an expert, an open mind, and a common goal.

T-shaped people and cross-shaped people seem to assume that they can collaborate with other people by possessing professional knowledge not only in one field but also in another field.

At the same time, you must have an open mind to understand. This allows different experts to collaborate.

Before I left S group, I suggested that the S group HCI research meeting be held again, and there was a meeting at the Advanced Institute of Technology. Then someone came and asked me. “I’m working on a new project, and I made a team with PhDs in ergonomics, design, computer science, etc., but it doesn’t work well. What should I do?" say.

I replied, “Perhaps he only insisted on his own field and did not collaborate with other fields.”

At the time, I didn't know about the T-shaped and cruciform humanoids, and a double expert, a triple expert was my goal. If you are well versed in your field but do not know how to fit into other fields, how would you collaborate? So, if you take them as experts and evaluate them as experts, they all talk about different things in different fields of expertise.



I don't have time to take questions from the audience, and the chairperson question asked in advance Two of them were selected.


Question 1. I believe that the most important thing in the productivity of a company is collaboration among its members.
I think the most important among them is mutual communication. I wonder how each company conducts such communication. And what tools, if any, do you use? -Angel Heart

In our case, Buckzilla uses the system. It was originally created to follow up bugs, but since there is a bugzilla for each product, it is used as a collaboration system between each role related to the product.

The other difference is that when research participates in product development, the discussion between all roles begins with user data. Planners, designers, designers, programmers, and marketers participate in all research. When we do field research, we go to the field together, and when we do usability tests or focus group interviews, we observe and discuss together in the observation room of the laboratory. Surveys, gang surveys, and data mining data are also shared with all roles, not just management.
Each role receives feedback from the end-users of the products it creates and generates ideas from it.



Question 2. Even though it is possible to actually implement the function when planning the web, I am curious how to overcome the opposition from the developer. For example, there is a problem that the function planned by the developer is not implemented properly, or that if this function is added, the project may be delayed due to development time. Any workarounds? – Kim Jang-woo

Regardless of whether you are a planner or a developer, this is what I say. “Is that what you think?”

At this point, people said that they laughed. This can arise when the requirements of the implementation come from the needs of the developer or planner rather than the user needs being reviewed.

In the past, in the days when programmers were playing software alone, I thought that the programmers knew the users best. He thought he knew the user best because he analyzed the task. That's your own opinion.

However, even though jobs such as web designers have become specialized in the Internet business, it doesn't seem to have changed at all. Everyone is trying to create what they have in mind. It also makes many people tired and spends a lot of company money. Times have changed, and while we hear about consumer-centric, user-centric management or product development every day, we don't actually do it.

The decision criteria are users and the market, not planners or developers, and this should be derived and agreed upon through user research. It is in these issues that the market researcher or user researcher plays the role of a prosecutor or judge. The panelist next to me who listened to this baby said it would be nice to have research.




The above was just considered in the process of product development rather than from the perspective of general organizational management or collaboration.

Collaboration in web development requires product managers to balance each business situation, each individual focuses on the end goal of business expenses, and requires knowledge and open-minded teamwork to understand other fields based on their expertise.


Other than that, what are some other ways to collaborate well?


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