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· Methodology |

The GangerNet Process comprises both a proven methodology and
a comprehensive knowledge management and project management system.
GangerNet follows a four-stage development process for all projects.
Each stage is part of a results-driven methodology that allows
us to effectively manage extremely complicated challenges to achieve
meaningful results for our clients.
Distinct deliverables are associated with each stage.
| T H E G A N G E R N E T P
R O C E S S |
1: DEFINE
GangerNet will identify the business objectives
and define preliminary business requirements
for the project. In the Define stage, we set
a project strategy, target a project scope,
develop a timeline, and estimate required resources
for the project. A Creative Brief, a Brand Strategy
Document, and a Functional Design Document may
be created to guide the implementation.
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4: ENHANCE
In the Enhance stage, GangerNet measures the
results of specific projects against their business
objectives. Enhancements may include routine
web site maintenance updates, marketing program
adjustments, or larger-scale functionality augmentation.
As opportunities are identified, a new project
outline may be created, triggering this process
again to resume with a project definition. |
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2: DESIGN
GangerNet works to design the visual, functional,
and technical aspects of a project, based on
the business requirements established during
the Define stage. A Functional Design Document
may be created to guide the development of the
web site. |
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3: IMPLEMENT
The Implementation stage is typically the longest
and most resource intensive of the four stages
in our process. For web development projects,
our technology and production teams build the
pages, multimedia content, dynamic functionality,
and database structures, and test them against
the functional requirements. For marketing projects,
our marketing group executes the creative strategy.
Throughout this stage, the project team reviews
progress and ensures that the final product
will meet the business requirements. |
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