“We went from the dimension requirements, and not, as is customary in government agencies”

Adrian Krupansky. In the public part of the Runet there are very positive changes. In my opinion, this is primarily due to the fact that on the customers side formed a really strong professional teams, often consisting of people who worked a lot on the side of the contractor. Adrian Krupansky, managing partner at Notamedia.

That is, the customer knows very well what she wants, what, how and by what means it can be done. And the team of the Moscow DIT, objectively, one of the strongest. Well, on the side of the performers formed a good team who understand the specifics of working with government and ready to offer new approaches and technologies, focusing on his increasing experience and looking at what is going on in the world.

This update took us exactly four years. And on a new mos.ru worked actively just last year. Three years before we were engaged to analysis and study of the needs of Muscovites on the Internet and on their websites. Just launched the single interface solution for all sites.

A single header (the header — note. Ed.) for all sites, a single, unified interface solutions for standard portals. In this regard, we find it much easier to do that than Federal agencies. We are working on the ground much more mobile and can do such things.

And Yes, the main distinguishing feature of this project and the three years of analytical work that we went from the dimension requirements, and not, as is customary in government agencies. “Lets zafigachit website, like these here — would be really cool!”. Adrian Krupansky. The main part we did, many things were done under the previous contracts on the development of “a Unified web space of Moscow” and “System model of the portals of the Moscow Government”. That is a new mos.ru not have any — preparatory work went on for several years, and now we just put everything together.

The work involved experts from different companies. There were a lot of consultations with representatives of “Yandex”, “Rambler” and Mail.Ru Group about custom services. The development of the project architecture involved Oleg Bunin and his team.

As for the design — their design concept offered “Lebedev Studio”, AIC, ONY, Articul. Among the design concepts selected two — and ONY our. Ours was actually a futuristic (we put the main criterion — a fundamental difference from anything thats out there). From him refused with the formulation “until the content we are not ready”. The result was ONY the selected concept, which we are now actively dopilival.

The concept was very beautiful, but not too adapted to life. So the first part of the revisions at our request, brought colleagues from ONY, then we all realized that it is easier for us to whine. Since then sawing. The basic principles have been preserved, but, for example, the main functional elements of the main page (“City Council”, top news, unit of public services) has gradually evolved in the new version they will appear on the portal.

Alexander Arabey. We have a tendency to diversifitsirovat most of the work to different contractors and to make internal competition between teams. This keeps all the teams are in good shape and to assess their cost. Although it creates a lot of project risks.

We will have a separate company to do search engine optimization, individual — creative, third — usability. Even the development we have engaged consultants who organize exhibitions of High Load. Maxim Pavlov.

During the work on the project was a lot of structural and logical changes. On the main page, by and large, there were several evolutionary changes, except for changes in the set of blocks. In the first screen hit “TV” (breaking news). Search still left in the icon. News “the Pulse of the city” merged into one unit with “TV”, becoming more informative and more compact.

Maxim Pavlov, creative Director at Notamedia. Internal pages are much more interesting and more functional. “The pulse of the city” — gives the current news picture of the day, placing the emphasis. “Moscow diary” is a convenient way to navigate the variety of activities.

“City Councilman” — a step-by-step instructions for life in the city. Algorithm situations, the most simple and accessible filing information. In the right column of the list given the accompanying supporting information. “The government of Moscow” — a handy reference for the bodies of the city.

“Program” is a clear Government performance. Information filed by the screens, the logical unit is mainly focused on the display in the screen without scrolling. Infographics programs and achievements were presented in a simple “flat” style. Just drew over 200 illustrations.

After launching the beta version is the collection and analysis of feedback from users. Changes will be made in the functional part and the design. Project there is much to evolve, the work does not stop.

Adrian Krupansky. Old mos.ru was primarily for journalists and officials, the new — for residents. Accordingly, all official information left in the “press center” and “Moscow”. The old version of the site mos.ru.

New version of the site mos.ru. There are very interesting sections about city programs. While they are still served not as we would like, but it will be very interesting and informative. Oh, and “City Councilman”, of course. This section was on the old portal.

And now it is the main tool. Nikolay Bobrov. What is beta-version hints address future.mos.ru. Now we regularly publish updates — including comment-based progressive community and ordinary users.

Adrian Krupansky. Will the support contract, who will win — he will do. Documentation on all of us surrender, we will help you to dive. A common thing.

Nikolay Bobrov. If you take just the technical work to create a website special of bureaucracy, fortunately, no. That is, of course, is the contest that you want to cook a large amount of documentation (in the case mos.ru it was a few boxes), is a complex integration with internal systems and acceptance tests, which are much longer and more difficult than in any commercial projects. But we are accustomed to it.

Nikolai Bobrov, development Director at Notamedia. In this project the task was considerably more difficult as we had to develop an internal system of “Municipal Advisor,” which could work all the Executive authorities and the representatives of the IFC. Now that was fun.

The basis of the “City Council” — the so-called “situations”, i.e. ordinary peoples needs. Was set a simple task. “People dont need to know our details, who is responsible for what, and in General, it is our issue or Federal. A man sets the task — and, passing through a chain of questions gets the right answer (information, e-service or something else)”.

Page “Events”. Now, some of these “situations” affect up to nine players. Here the coordination of the joint work on such stories was really difficult. Two things helped.

Similar moments happened in the other sections — it was not easy to “rotate” the available material by 90 degrees, person to person. Such transposition is required for simultaneous work of many bodies of Executive power, finding convenient solutions (organisational, technological, and interface). But, as said above — this is a very interesting process. Adrian Krupansky.

Public bug tracker will not, and why he is such a need. But all error messages are added where needed and put in the work. However, in 80% of cases they are in the work plan. Alexander Arabey.

The project is characterized by the fact that he was able to start in Russia. When creating we analyzed a much more urban resources. Singapore, Barcelona, Toronto, Madrid, Miami everyone here will indicate. And they are all unique and have no overlapping with any other set of unique services and content.

Alexander arabey, project Manager DIT. The same path will go and we. The main trend is the unification of all resources in one place, basic differences in the nuances and unique services, taking into account the specifics of the city. It is clear that city-wide services, such as “Complaints”, “Services”, “Crowdsourcing” — they are all the same and here it is difficult something new coming up, and if any city site, they are on a much better level of maturity, both functional and institutional, we need to borrow, but not fundamentally different.

And if the city runs a unique service or project, the precedents which very little, or no, then we can be in the future for other cities as trendsetters. For example, when I talked with colleagues that make online services the official website of Stockholm, and they found that we have in school for the second year of first graders write only in electronic form, and each year they recorded more than 100 thousand — they have eyes. They said only starting to think in this direction and urgently asked to send all. Developments, regulations, presentations, best practicies, technological solutions.

Adrian Krupansky. It should be noted that the launch of such a project in Russia very few people now. So Moscow is found, at least, of the whole country. As for the comparison with nyc.gov — me personally out much more like, its more for the people.

This is even the right size (and, more importantly, the content) of the news shows. In new York news broadcasts are full screen and with the obligatory participation of the mayor (90 and 100% of the shots he is, see for yourself). We have the first screen for news relevant to the residents topics, written to be interesting.

Alexander Arabey. I think nothing would have changed, because the main profit of this project, in my opinion, is that it all could start. Too many people influencing the outcome and in the process of implementation. The “vision” of the project changed once a month — Yes, exactly like the scope of work.

And different in the public sector projects do not run. Managed to retain the underlying principles — and its already a success. Next — the process of continuous improvement. Alexander Arabey.

We have not been sitting idly by for two years and analyzed, analyzed and analyzed. We are actively doing projects that we were given a lot of raw data for further Analytics. This “basic website of Executive authority” and “Single web space” (unified search for all sites, a single statistic, a single private office, situation center, a unified marketing system and so on).

Running the standard portals, we got a tool that allows you to understand all about all of our sites. What functionality and where is demand, where there is, which authority is responsible to the complaints of citizens in the electronic reception, and what their saves and just ignores and so on. Launching a search, we had the opportunity to see that the people enter not on each particular site, and on all. Single statistics allowed us to analyze the cross-site user behavior, to track clicks from site to site and many other things.

And went by trial and error. Themselves have postulated, them confirmed or denied. For 2013 we have allocated two, in our opinion, the most relevant approach. First, we analyze the external segment.

First of all, “Yandex”, Google and other on what search queries introduce Muscovites concerning our business or our services. Trying to understand why and what hinders them to get to information on our sites, if we have it. Or where can we find the right people the information inside the Government of Moscow, if we dont have it. Then you take a specific popular user request and raise all in on it external segment — major popular sites on this topic, what, how, where residents are looking for information.

And therefore building a strategy for the development of this direction is where to catch the audience and how to answer their questions. Second — we take the for us important topic that already we have (for example, a doctors appointment), and make it a full analysis. As people and what channels are on it, and if they dont, what hinders them and how to make got. And then conduct a full analysis of conversion and usability services on our sites.

In the image of e-commerce, conversion funnel, where the failures, why they occur and so on. Examples of Analytics darkness — as in the first approach, and second. And we have our pride — the situation room. On it we see online stress spikes in attendance at any URL.

This gives us a sign to understand why this is happening. Here is an outline of the bookmarks in our situation center. Not everything is implemented, but the outline was the following.

Nikolay Bobrov. Whole vast structure built by all the canons of SOA. Almost every content block on the page is a separate microservice who knows how well and quickly can only work with that content or functionality.

Accordingly, these blocks in any order and with different settings can be used on different pages of the portal. Services, in turn, consist each of several individual components — the API, database, handlers, queue. Each of them is one or more virtual machines, scaling if required separately, which allows, on the one hand, do not scale the portal as a whole, with another — to decrease the volume, and hence the time of the backup and restore.

Third — to make the system much more fault-tolerant (for example, if you really will drop the news service is certainly unpleasant, but the rest of the site will continue to work as if nothing had happened). Well the fourth is to parallelize the work between separate groups of developers. Naturally, this approach requires significant overhead costs — the approval of API, documentation, automated testing, and qualification of developers, managers and administrators must be highly higher than average. But there are actually no restrictions on growth — either in attendance or functionality.

This corresponds to the initial conditions of the problem. The project in the next three years will strongly change and evolve. To write the guideline on unstable product we most likely will not, but this is a very good question.

Reveal the secret. We have plans for the next year is to develop a mechanism to encapsulate a new mos.ru technologically, external web applications — applications in the “Classmates” and “Vkontakte”. A La, mos.ru, gov-apps. That is, the possibility of external technological solutions on our platform.

It also closed the solution, as originally we were based on the concept that everything we do only for yourself and with your own hands and the hands of their contractors. And so we spell out the requirements that external developers develop, we also verify, “certify”, and execute the application on mos.ru.

Source: google.co.uk/blog/do-i-need-a-startup-consultancy/

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