Presentation is loading. Please wait.

Presentation is loading. Please wait.

Michael G. Warner Chartered Marketer Session 5 Project Management, Project Process, Project Orientation and Scope.

Similar presentations


Presentation on theme: "Michael G. Warner Chartered Marketer Session 5 Project Management, Project Process, Project Orientation and Scope."— Presentation transcript:

1 Michael G. Warner Chartered Marketer Session 5 Project Management, Project Process, Project Orientation and Scope

2 Michael G. Warner Chartered Marketer Agenda  Foundations of Project Management  Project Life Cycle  Organisational Context For projects  Types Of Projects  Project Initiation  Project Implementation  Project Termination and Project Evaluation 

3 Michael G. Warner Chartered Marketer Project Management Process Plan Measure Control Project Initiation Project Closure Project Execution

4 Michael G. Warner Chartered Marketer 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. 

5 Michael G. Warner Chartered Marketer 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

6 Michael G. Warner Chartered Marketer 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

7 Michael G. Warner Chartered Marketer 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.

8 Michael G. Warner Chartered Marketer 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.

9 Michael G. Warner Chartered Marketer Example - A Scoping Matrix Source: Official CIM course book – PMIM, 2009

10 Michael G. Warner Chartered Marketer Organisational Context for Projects

11 Michael G. Warner Chartered Marketer 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.

12 Michael G. Warner Chartered Marketer 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.

13 Michael G. Warner Chartered Marketer 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

14 Michael G. Warner Chartered Marketer 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.

15 Michael G. Warner Chartered Marketer 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

16 Michael G. Warner Chartered Marketer 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

17 Michael G. Warner Chartered Marketer Project Termination and Evaluation  Customer & stakeholder evaluation  Reviewing final status report with project team  Recording lessons learned  Reviewing final report with sponsor  Celebrating success

18 Michael G. Warner Chartered Marketer Scope Creep When 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

19 Michael G. Warner Chartered Marketer 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. 

20 Michael G. Warner Chartered Marketer 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.

21 Michael G. Warner Chartered Marketer

22 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.

23 Michael G. Warner Chartered Marketer Project Termination and Project Evaluation .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.

24 Michael G. Warner Chartered Marketer Project Orientated Culture  Project orientated culture (POC) has a management style that focuses on:  Empowerment of employees  Process orientation  Continuous organisational change

25 Michael G. Warner Chartered Marketer 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.

26 Michael G. Warner Chartered Marketer 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 !

27 Michael G. Warner Chartered Marketer 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.

28 Michael G. Warner Chartered Marketer Agenda  Foundations of Project Management.  Project Life Cycle  Organisational Context For projects  Types Of Projects  Project Initiation  Project Implementation  Project Termination and Project Evaluation

29 Michael G. Warner Chartered Marketer Agenda  Foundations of Project Management  Project Life Cycle  Organisational Context For projects  Types Of Projects  Project Initiation  Project Implementation  Project Termination and Project Evaluation -

30 Michael G. Warner Chartered Marketer Agenda  Foundations of Project Management  Project Life Cycle  Organisational Context For projects  Types Of Projects  Project Initiation  Project Implementation  Project Termination and Project Evaluation

31 Michael G. Warner Chartered Marketer Learning Outcomes Section 3 : Assessing, managing and mitigating risks associated with marketing projects (weighting 25%) 3.7Critically 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.

32 Michael G. Warner Chartered Marketer Agenda  Foundations of Project Management  Project Life Cycle  Organisational Context For projects  Types Of Projects  Project Initiation  Project Implementation  Project Termination and Project Evaluation 

33 Michael G. Warner Chartered Marketer Agenda  Foundations of Project Management  Project Life Cycle  Organisational Context For projects  Types Of Projects  Project Initiation  Project Implementation  Project Termination and Project Evaluation 

34 Michael G. Warner Chartered Marketer Agenda  Project Orientation  Project Oriented Culture  Determinants of Project Management Structure  Marketing Project Interface –Matrix structures  Project Scope  Scope Creep and Scope Change

35 Michael G. Warner Chartered Marketer Agenda  Project Orientation  Project Oriented Culture  Determinants of Project Management Structure  Marketing Project Interface – Matrix structures  Project Scope  Scope Creep and Scope Change

36 Michael G. Warner Chartered Marketer Agenda  Project Orientation  Project Oriented Culture  Determinants of Project Management Structure.  Disadvantages of a project management Matrix in organiation.  Project Scope  Scope Creep and Scope Change

37 Michael G. Warner Chartered Marketer Agenda  Project Orientation  Project Oriented Culture  Determinants of Project Management Structure.  Disadvantages of a project management Matrix in organiation.  Project Scope  Scope Creep and Scope Change

38 Michael G. Warner Chartered Marketer Agenda  Foundations of Project Management.  Project Life Cycle  Organisational Context For projects  Types Of Projects  Project Initiation  Project Implementation  Project Termination and Project Evaluation

39 Michael G. Warner Chartered Marketer Agenda  Project Orientation  Project Oriented Culture  Determinants of Project Management Structure.  Marketing Project Interface –Matrix structures.  Project Scope  Scope Creep and Scope Change

40 Michael G. Warner Chartered Marketer Agenda  Project Orientation  Project Oriented Culture  Determinants of Project Management Structure.  Marketing Project Interface –Matrix structures.  Project Scope  Scope Creep and Scope Change 

41 Michael G. Warner Chartered Marketer The Initial Project Plan  Project name  Business Case  Objectives  Deliverables  Customers  Customer requirements  Customer needs  Other stakeholders  Resources needed – human, financial, schedule

42 Michael G. Warner Chartered Marketer Foundations of Project Management  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

43 Michael G. Warner Chartered Marketer 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 !!

44 Michael G. Warner Chartered Marketer 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

45 Michael G. Warner Chartered Marketer 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.

46 Michael G. Warner Chartered Marketer 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.

47 Michael G. Warner Chartered Marketer 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

48 Michael G. Warner Chartered Marketer 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

49 Michael G. Warner Chartered Marketer Project Scope The 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

50 Michael G. Warner Chartered Marketer Project Oriented Structure Source: Official CIM course book – PMIM, 2009

51 Michael G. Warner Chartered Marketer 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 ‘

52 Michael G. Warner Chartered Marketer 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

53 Michael G. Warner Chartered Marketer 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

54 Michael G. Warner Chartered Marketer 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’

55 Michael G. Warner Chartered Marketer Project Life Cycle + Tuckman and Jensen (1977) Forming Storming Norming Adjourning Source:


Download ppt "Michael G. Warner Chartered Marketer Session 5 Project Management, Project Process, Project Orientation and Scope."

Similar presentations


Ads by Google