Production - Mark Sauls
Production Meeting Notes followed by Production Stages in App Development & Risk Register
Mark Sauls
Last Update a month ago
Meeting summary for Elaine Godley Perfect Health HUB's Personal Meeting Room (01/29/2025)
Quick recap
The team discussed the importance of soft skills in client interactions and the process of collecting data from customers, particularly at the conversion phase of the marketing funnel. They also explored the handling of room service in hotels, the inefficiencies in their kitchen system, and the features that must be included in a hotel app. Lastly, they discussed the complexities of assigning unique table numbers and locations in a hotel setting, the responsibility of hoteliers to provide accurate information about their menu items, and the need for training for hotel staff on how to use the app.
Next steps
• Mark to update the SOP document with additional information discussed in the meeting, including dietary options and allergy information.
• Maurice and Will to decide on the training method for hotel staff on using the app.
• Team to create a document for hoteliers to sign, acknowledging their legal responsibilities regarding imagery, menu information, and allergy warnings.
• Team to develop a system for capturing and displaying allergy information in the app.
• Team to ensure the app includes a provision for hoteliers to input dietary and allergy information.
• Will to share the notes he put in the chat with the rest of the team.
• Team to incorporate stripe as the payment system in the app.
• Team to create an audit trail system in the app to show that customers were informed about allergens at the point of order.
• Mark to email updates of the SOP document to himself every 2 days as a backup.
Summary
Soft Skills and Client Interactions
Mark discussed the importance of soft skills in client interactions, emphasizing the need to be in the right frame of mind and represent the company well. He highlighted the significance of tone of voice, conflict handling, and rapport building. Maurice agreed, emphasizing the importance of mindset in these interactions. Mark also mentioned the need to collect quality data from clients to ensure the app meets their specifications. The team agreed to focus on these aspects in their future client interactions.
CRM Data Collection and Standardization
The team discussed the process of collecting data from customers, particularly at the conversion phase of the marketing funnel. They agreed that the Customer Relationship Management (CRM) system should be used to store and collect this data. Mark proposed an app for collecting data, but Maurice suggested that the CRM should be used for this purpose. They also discussed the transition from the CRM to the production phase, with Maurice mentioning the use of Ropix for this purpose. The team agreed that the data collected should be standardized to ensure quality and avoid glitches in the production process. They also touched on the importance of continuous data collection and updating in the CRM.
Room Service in Fawlty Towers Hotels
The team discussed the handling of room service in hotels, particularly in the context of an imaginary hotel called Fawlty Towers. They considered various methods of communication, such as phone calls, verbal instructions, and apps. They also discussed the potential use of epos systems for printing tickets for chefs. The team agreed on the importance of understanding how room service is currently handled in each hotel, as this information could be used to suggest improvements or introduce new systems. They also discussed the need to understand the layout of the hotel and its surroundings, as this could impact the delivery of room service.
Addressing Kitchen System Inefficiencies
In the meeting, William and Maurice discussed the inefficiencies in their kitchen system, particularly the noise of the ticket machine and the manual process of handling tickets. They also mentioned the potential for confusion when operating two systems simultaneously. Mark and Janine were present to understand the issues and possible solutions. Gyana, who was new to the kitchen operations, was taking in the information provided. The team agreed to consider the use of iPads for the ticket system to reduce noise and improve efficiency.
Hotel App Features and Menus
Mark, Maurice, Janine, and William discussed the features that must be included in a hotel app. Janine emphasized the need for booking spa treatments and ordering room service through the app. Maurice highlighted the need for different menus for various locations within the hotel, such as the spa, dining room, and bar. William agreed with Maurice's point about having different menus for different target audiences. The team also discussed the importance of having a variety of soft drinks and snacks available at different locations.
Assigning Unique Table Numbers in Hotels
In the meeting, William, Mark, and Maurice discussed the complexities of assigning unique table numbers and locations in a hotel setting. They considered the use of QR codes to simplify the process, with Maurice suggesting a sequential numbering system for each location. Mark agreed that this approach could work, but noted that it might be challenging to implement due to the need for each hotel to have unique table numbers. The team concluded that QR codes could help resolve these issues, but also recognized the need for a more comprehensive solution.
Project Deep Dive and Features Discussion
Mark led a discussion on the deep dive of a project, emphasizing the importance of collecting ideas and discussing them thoroughly. He suggested using a header row to organize and track discussions, with the option to shade or color items based on their status. Maurice advocated for visualizing scenarios to better understand the client's needs. The team also discussed the use of Stripe for payment systems, the need for multilingual options, and the importance of dietary options and allergies. Janine suggested adding dietary options to the master feature, and Maurice proposed highlighting allergies in red text. William brought up the idea of making the app alert for allergies with a different noise. The team agreed to tie the menu ordering system to the dietary options for better management.
Hoteliers' Responsibility and App Accuracy
In the meeting, the team discussed the responsibility of hoteliers to provide accurate information about their menu items, including allergens, to their customers. They agreed that this information should be captured in their app and that the hoteliers should be responsible for ensuring its accuracy. The team also discussed the legal implications of not providing this information, with Maurice emphasizing the importance of an audit trail for the coroner. The team also discussed the need for training for hotel staff on how to use the app, and the importance of copyright laws for images used in the app. The conversation ended with the team agreeing to continue working on the app and to add relevant columns and information.
I. Meeting Summary for Elaine Godley
II. Perfect Health HUB's Personal Meeting Room (01/29/2025)
III. Quick Recap
IV. Next Steps
V. Summary
VI. Next Steps
A. Mark to share quality principles document and risk register with the team
B. Mark to create a video tutorial on using and updating the Gantt chart
C. Maurice to provide Mark access to a development space in the knowledge base
D. Mark and Maurice to schedule a discussion on telephoning process flowchart
E. William to set up recurring weekly meetings
F. Mark and Maurice to suggest Category heading and subcategory headings within the KB for ease of retrieval
G. Maurice to investigate setting up a third Zoom room for Multis
H. Mark to review the risk register from Innovate grant application
I. Team to prioritize stabilizing services, with QR Light as a priority
J. Mark to create a master Gantt chart for all projects
K. Team to review and provide feedback on process documents and Gantt chart
VII. Summary
A. Elaine and Maurice discussed setting up recurring meetings for the Maltix group
29 - 01 - 2025
10:30 - 12:00 UK Time
Agenda: Production processes and Standards - Intro to Lean - Risk register and Gantt Chart for App development projects
Attendees:
Host: Elaine Godley (Director)
Presenter and Chair: Mark Sauls (Technical Director)
Attendees: Will Nicholls (CEO), Maurice Watts (Marketing Director), Gyana Saravanan (Head of Design)
Janine Herman (Chief VA)
Francois Meyer (Real Estate)
Meeting Summary for Elaine Godley
Perfect Health HUB's Personal Meeting Room (01/29/2025)Quick Recap:
Elaine and Maurice discussed setting up a recurring meeting for the Maltix group. Mark, the technical lead for Maltix, introduced himself and outlined the project's development process, focusing on quality management principles and streamlining processes. The team discussed creating a document outlining production stages, risk management, and using a Gantt chart for project management.
Next Steps:
- Mark to share quality principles document and risk register with the team.
- Mark to create a video tutorial on using and updating the Gantt chart.
- Maurice to provide Mark access to a development space in the knowledge base.
- Mark and Maurice to schedule a discussion on telephoning process flowchart.
- William to set up recurring weekly meetings at
- Mark and Maurice to suggest a Category heading and sub category headings within the KB for ease of retrieval
- Maurice to investigate setting up a third Zoom room for Multis.- Mark to review the risk register from Innovate grant application.
- Team to prioritise stabilising services, with QR Light as a priority.
- Mark to create a master Gantt chart for all projects.
- Team to review and provide feedback on process documents and Gantt chart.
Summary:
Elaine and Maurice discussed setting up recurring meetings for the Maltix group
Introducing Quality Management Principles
Mark, an ex-aircraft engineer with a background in quality management, introduced the 7 principles of quality to the team. These include customer focus, leadership, people engagement, relationship management, process approach, continuous improvement, and data-driven decisions. He emphasized the importance of these principles in ensuring the success of their project. Mark also introduced the concept of SIPOC (Suppliers, Inputs, Processes, Outputs, and Customers) and the importance of standard operating procedures (SOPs) in maintaining quality. He explained the SIPOC model, highlighting the roles of suppliers, directors, heads of departments
, and customers. He also discussed the importance of continuous improvement and the use of the Plan-Do-Check-Act (PDCA) cycle in refining SOPs. Maurice suggested further reading on ISO 9000 for a deeper understanding of the quality management principles.
Streamlining Processes to Reduce Waste
Mark discussed the importance of streamlining processes to reduce waste and increase efficiency. He highlighted the need to minimize unnecessary movement, inventory, waiting, overproduction, over-processing, and defects. He emphasised the importance of having the right people doing the right things and integrating the lessons learned from eliminating waste into standard operating procedures. Mark also mentioned the use of root cause analysis and the 5 Y process to identify and eliminate waste. He concluded by stating that these lean components would be discussed in more detail at a later time.
Production Process and Accountability Model
Mark discussed the development of a document outlining the stages of the production process for their app. He emphasised the importance of defining the scope of the project, including what the client wants and what they can deliver. Maurice added that sales should intersect with this process, setting milestones and determining feasibility. Mark also introduced the RACI model for accountability and consultation, suggesting regular meetings and proper documentation. The team agreed to review and update the document
William suggests a bespoke shop for all future consultancy projects that repeats process flow
Risk Management in Project Management
In the meeting, Mark discussed the importance of risk management in project management, emphasizing that every step in a project has associated risks. He introduced the risk management matrix, a dynamic document that will be shared with the team, and explained how to use it. The team discussed the potential risks associated with the requirement discussion stage, such as miscommunication or incomplete requirements. They agreed to rate the risk as high, medium, or low and to identify mitigation plans to reduce the risk. The team also discussed the likelihood of the risk occurring and the potential impact on the project. The conversation ended with the understanding that the risk register would be a live document, updated as new risks are identified, and mitigation plans are implemented.
Introducing Gantt Chart for Project Management
In the meeting, Mark introduced a new project management tool, a Gantt chart, to the team. He explained how to use it, including how to assign tasks, set dates, and track progress. The team agreed to use this tool for each client project.
Maurice suggested creating a development space within the knowledge base for Mark to store and update documents. The team also discussed the need for a separate Gantt chart to track all client projects. Mark expressed his preference for visual representations over lengthy documents. The team agreed to review the Gantt chart and provide feedback.
Overall, the team is committed to implementing effective risk management strategies and utilising project management tools such as the Gantt chart to ensure successful project outcomes. By proactively identifying and addressing risks, as well as efficiently tracking project progress, the team aims to deliver high-quality results for clients while maintaining a streamlined and organised project management process.
Foot note William
It is my understanding that the client has access to relevant live documentation within their "Buttons" page in their own Knowledge Base
PWA App Production Stages and Risk Register
Continuous monitoring, evaluation, and adjustment of the risk register are essential for maintaining an accurate and up-to-date risk profile. Communication of changes to stakeholders and integration of risk management into project planning processes are key to effectively managing uncertainties and challenges.
A proactive and collaborative approach to risk management, supported by effective communication, stakeholder engagement, and the use of risk management tools, is essential for minimizing project risks and maximizing outcomes. Prioritizing risk management as a core component of project management helps organizations build resilience, enhance decision-making, and increase the likelihood of project success.
- Please use the links in the table below to update the Gantt Chart and Risk register. (You may have to copy & paste the links to your Browser)
- Updates are to be carried out on the documents using the links provided by all who have been shown how to use the chart and documents.
- Updates will be transferred into the knowledge base from these documents by the Accountable person into the table that can be viewed at the end of this document.
Copy & Paste these Links to your Browser to access the Live Documents
| Gantt Chart Link | ||
|---|---|---|
| https://docs.google.com/spreadsheets/d/1jHLzs4ufI2T-uGKjdn6E7U98bEXM5yw1/edit?usp=drive_link&ouid=114143559119298427773&rtpof=true&sd=true | ||
| Production Stages and Risk Register | ||
| https://docs.google.com/document/d/1qj3PrCWYX32q-eQweHC0ngFM9ro2RCyD/edit?usp=drive_link&ouid=114143559119298427773&rtpof=true&sd=true |
App Production Stages, RACI and Risk Register
Contents
2. Stages of the Production Process. 2
Stage 2: Image Sourcing and Preparation. 3
Stage 3: App Structure and Template Creation. 3
Stage 5: Product Setup in Stripe. 5
Stage 8: Client Subscription and Engagement 7
3. Risk Management and RACI Matrix. 8
Appendix 1: How to Use the RACI Matrix in the Risk Register 8
1. Introduction
This document outlines the step-by-step production process for creating ordering and delivering Progressive Web Apps (PWAs). Each stage includes detailed actions, responsible departments, and communication requirements. The accompanying risk register identifies potential issues and mitigations using the RACI matrix framework, ensuring a seamless and efficient workflow.
Stage 1: Requirement Discussion and Briefing
- Actions:
- Discuss with the client to gather requirements and business needs.
- Confirm app functionalities, design preferences, and technical specifications.
- Use a checklist to ensure no detail is missed.
- Accountable: Technical Director
- Responsible Department: Production Department (Chief VA)
- Consulted: Head of Design, Marketing Director, Client
- Informed: All Directors & Stakeholders
- Communication: Regular meetings or calls, use project management tools for documentation.
- Outputs: Signed-off requirement document.
- Actions:
- Source images (client-provided or stock).
- Edit images for quality and consistency.
- Ensure licensing and attribution are in place if applicable
- Accountable: Technical Director
- Responsible Department: Design/Marketing
- Consulted: Marketing Director
- Informed: All Directors & Stakeholder Depts
- Communication: Image approvals from the client, internal review with Production team/Client/Marketing.
- Outputs: Ready-to-use images for app integration.
- Actions:
- Design or customise app templates in the App Studio.
- Share mock-ups with the client for feedback.
- Accountable: Technical Director
- Responsible Department: Production Designated person
- Consulted: Head of Design, Marketing Director
- Informed: All Directors & Stakeholder Depts
- Communication: Iterative design reviews with all relevant stakeholders.
- Outputs: Finalised app template ready for data integration.
- Actions:
- Create data sources for products, categories, and users.
- Configure permissions and admin access.
- Ensure data integrity through testing.
- Accountable: Technical Director
- Responsible Department: Production designated person
- Consulted: N/A
- Informed: All stakeholders regarding progress
- Communication: Production Designate communicates with the client to confirm data specifics.
- Outputs: Fully configured and tested data sources.
- Actions:
- Integrate Stripe for payment processing.
- Add product details, pricing, and promotions.
- Accountable: Technical Director
- Responsible Department: TBA
- Consulted: Client
- Informed: All Directors and stakeholders
- Communication: Regular updates to ensure pricing accuracy and product configuration.
- Outputs: Stripe integration and product pricing configured.
- Actions:
- Demo Mode: Validate app functionality.
- Test Mode: Test app end-to-end with Viewer.
- Live Mode: Final testing with live data and payment processing.
- Accountable: Technical Director
- Responsible Department: QA/Development when in place, Production Dept in the interim
- Consulted: All stakeholders (Invited to Test)
- Informed: Directors and all stakeholders
- Communication: QA reports to Technical Director and All Directors and the client for issue resolution.
- Outputs: Fully tested app ready for deployment.
- Actions:
- Deploy the app to the live environment.
- Share access via QR codes or direct links.
- Accountable: Technical Director
- Responsible Department: Production
- Consulted: Client, Accounts, CEO, All Directors
- Informed: All stakeholders
- Communication: Notify stakeholders and monitor post-launch feedback.
- Outputs: App successfully deployed and accessible to users.
- Actions:
- Set up client subscriptions for ongoing maintenance.
- Provide training and support materials.
- Accountable: CEO
- Responsible Department: Accounts
- Consulted: All Directors/Client
- Informed: Relevant stakeholders
- Communication: Scheduled check-ins and support sessions.
- Outputs: Active subscription and satisfied client.
The Risk Register is a tool that is utilised for the identification of Risks to the project and each of its identified steps in the scope. The register is dynamic and will be updated when new risks are identified as the project progresses. Additionally, the Risk Register serves as a source of information from lessons learned to prevent repeats of pain points and enable customer and staff training and realisations of efficiencies. The Register will be updated by all concerned in dedicated meetings.
The RACI Matrix enables tasks in the project to be completed in a timely fashion by ensuring accountability, responsibility, consultation, and information steps are carried out. Responsible people will carry out the work necessary to accomplish the task and these are made up of teams and departments, while Accountable people are those who must ensure the tasks are complete and maintain an overview, mentoring, coaching, and resource provision function. Consulted - Projects can benefit from consultation with other stakeholders as there will frequently be insights to be gained that will assist in the timely completion of projects that meet the expected quality standards. Informed people are those stakeholders who are updated regarding the project so that they are kept in sync with progress. Informed people may periodically have insights they wish to share or questions they would like to ask, and all these activities keep all teams working as one and prevent the formation or perpetuation of Silos.
- R (Responsible): The person or team executing the task or mitigation.
- A (Accountable): The person who ensures the task is completed. Only one person per task.
- C (Consulted): Individuals who provide input or expertise.
- I (Informed): Individuals who are kept updated on progress.
| Risk ID | Stage | Potential Risk | Impact (H/M/L) | Likelihood (H/M/L) | Mitigation Plan | Responsible | Accountable | Consulted | Informed |
|---|---|---|---|---|---|---|---|---|---|
| 1 | Requirement Discussion | Miscommunication or incomplete requirements | L | L | Use a checklist and confirm details via written documentation | Production Department (Chief VA) | Technical Director | Head of Design, Marketing Director, Client | All Directors & Stakeholders |
| 2 | Image Sourcing | Legal issues with stock image use, poor quality images not to marketing standards | L | L | Client must be advised that they are to ensure the images they provide are their own and if not then they bear all legal responsibility for image use | Design/Marketing | Technical Director | Marketing Director | All Directors & Stakeholder Depts |
| 3 | App Structure | Client expectations not in line with templates and replication protocol | L | L | Ensure clients are briefed in a way that makes it clear regarding the structure we use | Production Designated person | Technical Director | Head of Design, Marketing Director | All Directors & Stakeholder Depts |
| 4 | L | L | All stakeholders regarding progress | ||||||
| 5 | Product setup in Stripe Technical Director | L | L | Proper training and insights into the different modes and displays of the Stripe Dashboard | TBA | Technical Director | Client | All Directors and Stakeholders | |
| 6 | Testing Phases | Bugs or performance issues not identified in testing | L | M | Structured testing protocols ( to be determined ) | QA/Development when in place, Production Dept in the interim Maurice advised that there is a potential to have the testing done with an external resource | Technical Director | All stakeholders (Invited to Test) QA Team | Directors and all stakeholders |
| 7 | Live Deployment | Deployment errors or downtime | L | L | Pre-deployment checklists and quick rollback plans | Production | Technical Director | Client, Accounts, CEO, All Directors | All stakeholders |
| 8 | Client Subscription Management & Engagement | Client disengagement or lack of training | M | M | Schedule regular training and support sessions | Accounts | CEO | All Directors/Client | Relevant stakeholders |