michael g. warner chartered marketer session 5 project management, project process, project...

Michael G. Warner Chartered Marketer

Session 5

Project Management, Project Process, Project Orientation and

Scope


Agenda

Foundations of Project Management

Project Life Cycle

Organisational Context For projects

Types Of Projects

Project Initiation

Project Implementation

Project Termination and Project Evaluation


Project Management Process

PlanMeasure

Control

ProjectInitiation

ProjectClosure

ProjectExecution


What is a project? - assessment

A set of activities

With a definite beginning and end

To achieve a specific set of deliverables

Example

Launching a product is not a project

Launching and managing the product life cycle is.


Why Initiate Projects?

Principally:

so that we know what we are trying to achieve

so that we know what the constraints are

so that later we can negotiate

so that we can measure our success

Also:

so that the project has a formal start point and

everyone knows what they have to do

so that we protect ourselves and our project


Project Characteristics – check list

All projects:

create change

have composite goals and objectives

are unique

involve a variety of resources

are limited in time and scope


Project Uncertainties Input Uncertainty

- The skills and labour that is available and the desired mix of skills , the

roles , experience , reliability involvement availability and solvency of

suppliers and subcontractors and material and provision .

Process uncertainty

- The risk involved in the project activities, including the work breakdown,

the integration and linking of activities , management of bottlenecks and

understanding critical paths , the speed of environmental changes ,

stakeholders , expectations and interrelationships and even politics .

Output Uncertainty

- The fit of the result with client and stakeholder requirements ,

specification changes and market changes during the project .


Project Scope – for assessment

Sets the stage for developing a project plan .

A definition of the end result or mission of you project – a product or

service for your client / customer .

The primary purpose - define as clearly as possible the deliverables for

the end user and to focus project plans .

Project Scope Checklist

Project Objective

Deliverables

Milestones

Technical requirements

Limit and exclusions

Reviews with customers.


Example - A Scoping Matrix

Source: Official CIM course book – PMIM, 2009


Organisational Context for Projects


The Project Organisation

Defining the project orgnsisation is a key part of the initial project

planning . The structure and composition of the project team organisation

needs to defined at this stage in the project.

The project organisation is related to the scale of the task and the potential

budget available.

Organisational wide projects tend to have cross functional teams , spanning

different functional specialism's .The team in marketing projects is often

drawn mainly the marketing department, and may also include marketing

services organisations, often in addition to other work responsibilities.

Project teams are ad hoc groups which work in the project as part of their

normal activities or a specialist focused project team .


Project Manager

The project manager is unique because they manages temporary, non-repetitive activities and frequently acts independently of the formal organization.

They:

gather resources to complete a fixed-life project on time, on budget, and

within specifications.

are the direct link to the customer and must manage the interface

between customer expectations and what is feasible and reasonable. T

provide direction, coordination, and integration to the project team, which

is often made up of part-time participants loyal to their functional

departments.

are responsible for performance

trade-off between the time, cost, and performance requirements of the

project.


Project Management Manages:

project scope, by defining the goals and work to be done, in sufficient detail to facilitate understanding and corrective action should the need arise

the human resources involved in the project

communication, to see that the appropriate parties are informed and have sufficient detail to keep the project on track

time, by planning and meeting a schedule

quality, so that the project results are satisfactory

costs, so that the project is performed at the minimum practical cost and within budget if possible

Project Management Institute


Determinants of Project Management Structure

The seven factors that should influence the choice of project management

structure as identified by Hobbs and Menard (1993).

Size of project

Strategic importance

Novelty and need for innovation

Need for integration (number of departments involved)

Environmental complexity (number of external interfaces)

Budget and time constraints.

Stability of resources requirements.


Using the Existing Functional Organisation to administer Projects

Advantages

No Change

Flexibility

In depth Expertise

Easy post project

transition

Disadvantages

Lack of Focus

Poor Integration

Slow

Lack of Ownership


Project Implementation – for assessment

Developing the outline plan into an integrative project plan (Meredith and Mantell, 2000):

Overview of scope and objective

Detailed objectives

General approach of the managerial

and technical aspects

Contractual requirements

Schedules for the works

Resource issues

Personnel requirements

Methods and standards of

evaluation

Potential problems or assumptions

Contingency planning


Project Termination and Evaluation

Customer & stakeholder evaluation

Reviewing final status report with project

team

Recording lessons learned

Reviewing final report with sponsor

Celebrating success


Scope CreepWhen work is added to the project after the scope has been established and agreed.

Avoiding scope creep:

Education of the project team or sponsor

Establishing processes for change

Project contingency


Scope Creep and Scope Change

Changes that occur during projects can be

Mandatory

Required

Optional

Changes that occur in marketing projects

- The target market segment is changing preferences, for example owing

to the economic environment.

- A competitor has launched a new product.

- An external partner has withdrawn from the project.


Avoiding Scope Creep

Scope creep is limited by setting appropriate systems in place. Common

Approaches done avoiding scope creep include.

Education of the project team or sponsor – explain the impact of change

on the project success often focuses people on avoiding the ‘best’ solution (e.g.

adding every feature to a new product , rather than those specified in the

project plan or that meet the target segments requirements )

Establishing Processes for changes such as a change request.

Using formal processes for approving changes can stop regular and monitor

changes. Or indeed more substantial ones. Change request processes can be

initiated with supporting documentation, which are to be submitted in writing

to the project manager.


Agency Work

The following factors should be avoided to avoid scope creep,

- Have a written agreement about what is involved in the project.

- Detail budgets in initial agreements and specify what is and what is not

included in these.

- Detail the processes to be undertaken, with estimated budgets and

timescales.

- Details reporting schedules and processes that are in place to manage focus

and scope creep in advance.

- Detail the key contacts in between the organization, as failing to do so may

result in several parties getting involved.



.A decision to terminate a project occurs when one or more of the

following occur .

A project is superseded , possibly by competitors actions or a new

technical development .

A project is killed by management before completion , often once its

internal sponsor leaves or another initiative has greater priority of fit.

Projects are deprived of funds and starve to death.

Projects are integrated into the routine activities of an organisation .


Project Orientated Culture

Project orientated culture (POC) has a management style that focuses on:

Empowerment of employees

Process orientation

Continuous organisational change


Project Oriented Organisation

Sees ‘Management by projects’ as a central element of organizational

strategy.

Has a portfolio approach to managing projects .

Has a project management culture and organisation , with use of project

teams to solve business problems.

Has central coordinating facilities structures to support projects but

changing project structures for project duration.

Flatter structures.

More Fluid – project teams forming and disbanding with dynamics of the

marketplace and business requirements .


Project Oriented Culture

Culture - value and norms of the organisation

Projected Oriented Culture promotes a Management style that focuses on

- Empowerment of employees

- Process orientation

- Continuous organisational change

Project oriented culture should be led from the top of an organisation

Cross functional and contradictory style.

Culture reflects the personality of the organiation !


Introduction

This lesson gives you an introduction to the project management basics

Historically project management was given limited attention in academic texts

in marketing.

However professional project management has gained recognition , and thus us

now recognized as a factor impacting on marketing performance .

This chapter will also address analysing , planning , implementation and control

of projects management by the marketing function , or in which the marketing

function is a participant.

It detail the key issues undertaken in the three main stages on the project

management life cycle.


Agenda

Foundations of Project Management.

Project Life Cycle


Types Of Projects

Project Initiation




Agenda


Project Life Cycle


Types Of Projects

Project Initiation



-


Agenda


Project Life Cycle


Types Of Projects

Project Initiation




Learning OutcomesSection 3 : Assessing, managing and mitigating risks associated with marketing

projects (weighting 25%)

3.7 Critically Evaluate different Approaches to developing a culture of

project planning within the marketing function and the organisation.

3.8 Critically Evaluate soft and Hard projects in the context of marketing and

consider the differences in terms of project implementation.


Agenda


Project Life Cycle


Types Of Projects

Project Initiation




Agenda

Project Orientation



Marketing Project Interface –Matrix structures

Project Scope



Agenda

Project Orientation



Marketing Project Interface – Matrix structures

Project Scope



Agenda

Project Orientation


Determinants of Project Management Structure.

Disadvantages of a project management Matrix in organiation .

Project Scope



Agenda

Foundations of Project Management.

Project Life Cycle


Types Of Projects

Project Initiation




Agenda

Project Orientation


Determinants of Project Management Structure.

Marketing Project Interface –Matrix structures .

Project Scope



The Initial Project Plan

Project name

Business Case

Objectives

Deliverables

Customers

Customer requirements

Customer needs

Other stakeholders

Resources needed – human, financial, schedule



Project Management is no longer a special need management . It is rapidly

becoming a standard way of doing business. An increasing percentage of the

typical firms effort is being devoted to projects

Several reasons why this is the case are as follows

Compression of the Product Life cycle

Global Competition

Knowledge Explosion

Corporate Downsizing

Increased customer Focus

Small Projects Represent big Problems


Effective Project Management

The success or failure of a project is based on whether targets are achieved on:

Required performance (quality)

Cost (money invested)

Due date (delivery)

If you fail to plan – you plan to fail !!


Organisational Contexts for Projects

Project management is the enabler through which strategic change is happens

Projects can be set at various levels:

Corporate

Departmental

Product

Market

Project Portfolio Management enables organisations to select, resource and implement

projects


Project Initiation The key elements of Project Initiation are

- Project Selection

- The Project Manager Role.

- The project Organization

- Initial Project Planning

Project Selection

- Evaluation of potential Projects

- Deciding which and how many to support

- Implies that there are a number of projects under consideration.

- These are judged against Objective(quantitative) an subjective (Qualitative)criteria.


The Initial Project Plan

The project scope and objectives .

The proposed start and finish dates .

The deliverables (i.e. desired outcomes or results) should also be specified.

The project management methodologies to be used .

Any constrains or limiting factors, (time , money , people or equipment,

weather conditions , cultural problems)

Any potential risks in the project and detail how these are going to be

managed and monitored.

The overall budget for the project.


Project Implementation Developing the outline plan into an integrative approach

Overview of the objectives and scope

Detailed objectives

The general approach of the managerial and technical aspects off the

project.

Contractual requirements.

Schedules for the work .

Resource Issues.

Personal requirements .

Methods and standards of evaluation .

Potential problems and assumptions

Contingency planning


Project Orientation

Project orientated organisations (POO):

Sees ‘management by projects’ as central to strategy

Portfolio approach to managing projects

Has a project management culture and organisation

Has infrastructure to support projects


Project ScopeThe work involved in achieving the outcome of the project and defining what should and should not be included.

The project scoping document should include:

Project Name

Date and version of the document

Background

Scope overview

Objectives

Outcomes and deliverables

Participants

Constraints, Risks

Budgets, schedules

Evaluation

Key roles and participants

Sponsor

Project manager

Project teams and roles

Experts

Signature lines


Project Oriented Structure

Source: Official CIM course book – PMIM, 2009


Marketing Project Interface –Matrix structures

Although strengths of the matrix structure such as practicality, efficiency,

flexibility are considerable , unfortunately so are the weaknesses.

- The dysfunctional conflict

- Infighting

- Stressful

- Slow

A leading consultant states ‘ not only is there a tension between the

functional objectives, in many instances they are in fact 180 degrees

opposite ‘


Types of Projects

Project Dimensions identified by Brown 2000 are as follows.

Budget Size

Time Span

Human Resources Involved

Complexity of tasks

Coordination required

Obeng’s (1994) Four distinct project Environments.

Paint By Numbers

Making a Movie

The Quest

The Foggy Project


Marketing Projects

Managing projects has always been a central part of Marketing Activity

Project Work in marketing includes planning events , marketing research and

campaigns, for example.

Further Marketers' are involved in strategic , cross functional projects , such as

new product or market development, or implementation change within the

organsiation .

The 3 core stages of a project are

Beginning

Implementation

Termination


Project Scoping Document Project Name (and other project references)

Date and Version of scoping document Background (can comprise the following)

Project scope and review. Project objectives Project outcomes and deliverables Participants , including departments and organisations. Key interfaces Assumptions Constrains Risks Budgets Schedules(due date)

Key Roles and responsibilities Executive Sponsor Project Manager Project teams and roles Signature lines – sign of charter’


Project Life Cycle +Tuckman and Jensen (1977)

Forming Storming Norming Adjourning

Source: http://www.gnsegroup.com/images/logo/chart.JPG

michael g. warner chartered marketer session 5 project management, project process, project...

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