Project Management in Marketing Session 6

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Project Management in MarketingSession 6

• Project Tools, Techniques and Termination

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Agenda

• General Process of project Planning
• Determining the Work breakdown structure
• Estimating task duration
• Tools and Techniques
• Project Termination

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Reasons for failure

• Typical mistakes
• Taking a task view
• Optimism
• Tracking
• Not confronting early
• Shackled by a plan

• Lack of..
• appropriate expertise and approach from Project
  Leader need to provide development
• support from project sponsor need to
  communicate resources needed and reasons
• ability/necessary expertise of team members
  need to select carefully
• buy-in from end-users need to involve them in
  the project
• project initiation

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Project budget

• Amount of resource required
• Where required (i.e. doing what)
• When required (calendarised, dd/mm/yy)
• Who needs to sign-off (authority levels)
• How will it be delivered

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Determining Requirements A Resources Checklist

• The people to be involved in the project , the
  level of their commitment and the required level
  of skills .
• The facilities for the project planning , and
  depending on the project its implementation .
• The equipment required such as computers ,
  cameras , or other audio visual equipment .
• The money a budget needed to complete the task
  . There will often be an iterative process to
  determine budgets , taking account of the costs ,
  timescales etc .
• The materials what tangibles , consumable or
  other items will be required in the process.

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Sequencing Work

• Scheduling refers to linking the various
  activities of a project
• It examines the sequencing of tasks , both
  independent and interrelated.
• By Organising into Suschedules and charts,
  detailing what will happen , when , by whom ,
  interfaces and the milestones for the tasks .
• Once the work is listed out the following should
  be identified.
• Predecessor tasks those required for another
  task to be completed
• Successor Tasks those that cannot start until
  another task has been completed .
• The schedule is a key tool in managing progress.

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Tools

• Project budget
• GANTT chart
• Network analysis
• Project Evaluation Review Technique
• Resource planning

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GANTT Chart assessment basic
http//youtu.be/rm_iWKoOd0U 4m

• Listing of all the activities to be carried out
  with the overlay of
• Duration of each element
• Estimated and actual task
• Static and variable
• Critical Path
• Linked items (sequential or parallel)

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Gantt Charts
Sample Gantt Chart for a production project .
Source http//www.rickwells.co.uk/images/gantt.gi
f
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Network Analysis tools

• Network Analysis tools Show the dependencies in
  work activities.
• Common Analysis tools
• CPM Critical Path Methodology
• PERT Programme Evaluation and review
  techniques.
• These tools concentrate on managing the total
  time for the project. Gantt charts concentrate on
  controlling time for each aspect of the project
• The term critical path is used in place of the
  sequence of activities that takes the longest
  total time required to complete the project.
• PERT used to determine how much time a project
  needs before it is completed, on the basis of
  activities being completed within a best worst
  and most likely estimate.

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Critical Path Analysis or Network Analysis

• Changes each and every time a significant
  alteration is made to the plan
• Estimating task time for completion
• Sequential or tandem or parallel tasks
• Longest time allowable/shortest time
• Drawing these into a network diagram

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Critical Path on Gantt Chart
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Project Management Software

• Microsoft Project
• Micro Planner X-Pert
• Access (depending upon the project)
• Excel
• Word document tables (using formula)

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Contingency plans - essential

• Be realistic about
• the time that elements of the project will take
• how much can be done
• other pressures on your time
• What happens if the plan has to change?
• More chance of keeping to time plan the earlier
  these changes are made
• Discuss problems

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Project reports anddocumentation extra marks

• Project charter document - overview
• Project management plan
• Progress report
• Post-completion audit

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Core Project management Methodologies.

• There are two common process methodologies.
• Scalable Methodology
• Agile methodology
• Process
• PRINCE stands for Projects in Controlled
  Environments.
• It was developed by the Central Computer and
  Telecommunications Agency (CCTA) as a standard
  for IT project management by the UK Government.
• While it was developed for IT projects, PRINCE is
  also used for non-IT projects, in both the public
  and private sectors. PRINCE2 is the latest
  version of this methodology.

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Scalable Methodology
Source Official CIM course book PMIM, 2009
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Agile Methodologies

• Agile methodologies are ,
• Adaptive rather than predictive agile
  approaches welcome changes , rather than have
  fixed plans .
• Focused on people rather than process Process
  methods focus the processes set , and anyone
  could implement the plans . Agile approaches
  recognize that people have skills that can add to
  the project as it progresses.
• Adaptive Project Framework
• ADF is a customer focused methodology , which is
  based on being
• Client focused and client driven
• Frequent and early results reporting
• Focused on questioning and introspection
• Change is good when it is moving to a better
  solution .

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Project Monitoring - assessment

• Project monitoring is the collecting, recording
  and reporting information concerning any and all
  aspects of project performance that the project
  manager or others in the organisation need to
  know Meredith and Mantell (2000)

• The project monitoring system comprises of
  identifying
• the key information requirements
• the key factors to be monitored
• the boundaries

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Project Control

• Project control is the act of reducing the
  difference between plan and reality through
  Meredith and Mantell (2000)

• Project team meetings
• Issues lists
• Regular reviews
• Team member accountability
• Milestones
• Scheduling
• Stakeholder meetings

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Project Management - Summary

• Initiation
• Limits constraints and priorities defined
• Planning
• Team members selected
• Scope of project defined
• Potential risks identified and planned for
• Resources required determined

• Control
• Deliverables created
• Progress monitored communicated
• Issues resolved and changes managed
• Close out
• Customer satisfaction measured
• Lessons learned analysed

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(No Transcript)
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Project Monitoring

• Progress report
• Project status update
• Extending knowledge
• Independent reviews or project audits
• Project meetings
• Monitoring measures
• Progress checks
• Variance analysis
• Earned value analysis and monitoring

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Agenda

• General Process of project Planning
• Determining the Work breakdown structure
• Buying Physical or electronic Products
• Estimating task duration
• Tools and Techniques
• Project Termination

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Agenda

• General Process of project Planning
• Determining the Work breakdown structure
• Buying Physical or electronic Products
• Estimating task duration
• Tools and Techniques
• Project Termination .

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Buying Physical or electronic Products
Source Official CIM course book PMIM, 2009
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Agenda

• General Process of project Planning
• Determining the Work breakdown structure
• Buying Physical or electronic Products
• Estimating task duration
• Tools and Techniques
• Project Termination
• The Project report

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Agenda

• General Process of project Planning
• Determining the Work breakdown structure
• Buying Physical or electronic Products
• Estimating task duration
• Tools and Techniques
• Project Termination .
• The Project report.

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Learning Outcomes

• 6.1 Critically assess the importance of and
  techniques for establishing the marketing
  projects scope, definition and goals relative to
  the organisational marketing plan
• 6.2 Utilise a range of tools and techniques to
  support project planning, scheduling, resourcing
  and controlling of activities within the project
  to enable effective and efficient implementation
• 6.3 Utilise a variety of methods, measurements
  and control techniques to enable effective
  monitoring and measuring of progress throughout
  the project to ensure that it is completed to
  specification, on time and within budget
• 6.4 Critically Assess the main techniques for
  evaluating effectiveness, success or failure of a
  marketing project on its completion

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Agenda

• General Process of project Planning
• Determining the Work breakdown structure
• Buying Physical or electronic Products
• Estimating task duration
• Determining Requirements A Resources Checklist
• Tools and Techniques
• Project Termination
• The Project report

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Agenda

• General Process of project Planning
• Determining the Work breakdown structure
• Buying Physical or electronic Products
• Estimating task duration
• Determining Requirements A Resources Checklist
• Tools and Techniques
• Project Termination
• The Project report

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Agenda

• Core Project management methodologies
• Project monitoring and Control
• Project monitoring
• Project Monitoring System

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General Process of Project Planning

• Determining the work breakdown structure
• Estimating timing and task duration
• Determining resource requirements
• Allocating responsibilities
• Sequencing work
• Developing the project schedule or network
• Preparing the integrated planning document .

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Determining the Work breakdown structure - WBS
WBS Implementing a customer relationship
Management System Source Adapted from Maylor.
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Representing the Schedule
..............
Task Network
..............
..............
..............
..............
Milestones
Resource Histogram
Gantt Chart
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Example Gantt Chart
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Estimates

• Not written in stone
• Not even necessarily accurate
• Accompanying confidence level
• Need to be monitored throughout
• Need to be changed each time the specification is
  changed or discoveries made

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Agenda

• Core Project management methodologies
• Project monitoring and Control
• Project monitoring
• Project Monitoring System

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Project Termination

• Ideally a project is terminated once it is
  completed .
• Alternatively it could when the project has
  problems or it fail to achieve its outcomes.
• Activities at termination rarely affect the
  project activities .
• Although it will affect
• the success of the future projects.
• The attitudes of the project team .
• This is the final stage in project management .
• This will be followed by the project review
  process which will use evaluation tools to
  address the dimensions of success and failure.
• The two models of project decision making
• Models based on the extent to which the project
  has achieved or failed to achieve its desired
  outcomes.
• Models that compare the rpoject against generally
  accepted standards for success and failure for a
  project.

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Project Termination Concerns

• Terminating a project needs delicate handling and
  finesse. Successfully closing out a terminated
  project should be viewed as a greater achievement
  than closing out a successful one.
• The team should be made aware of the rationale
  behind the termination well before the official
  announcement.
• The team (and project manager) should be reminded
  that project termination does not always indicate
  project mismanagement.
• Team members should be allowed and encouraged to
  document accomplishments and status of the
  terminated project.

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Project Termination Concerns

• The project manager should identify how the work
  completed will contribute to future projects and
  hold a celebration of the teams achievements.
• The project manager should work with functional
  managers to reassign personnel to new projects
  and present team members plans for future
  assignments. These reassignments should be into
  comparable or higher positions, to eliminate the
  notion that the canceled project reflects on
  their capabilities.
• The close-out must ensure that all contractual
  requirements are satisfied and all records
  properly stored. Finally, project resources must
  be released in a well-coordinated manner.

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Criteria For reviewing Ongoing Project
Termination

• As identified by Dean (1968) The following
  criteria are applicable for projects that are
  terminated early .
• Low probability of technical /commercial success.
  
• Low profitability / ROI / Market potential .
• Damaging cost growth .
• Change in competitive factors/ market needs .
• Technical problems that cannot be resolved.
• Competing projects having higher priority within
  the organiation or department .
• Schedule delays .

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Project Termination criteria
Termination Evaluation Criteria Possible tools for evaluation
Probability of technical commercial success Marketing research , profit loss analysis , value analysis
Profitability/ ROI / market potential Marketing research , profit loss analysis value analysis
Cost growth Budgeting , variance analysis
Changing competitive factors Marketing intelligence , profit / loss analysis
Technical problems that can be resolved Project viability, marketing mix analysis
Competing projects having higher priority within the organization/department Investment performance analysis , project priority review.
Schedule Days Variance analysis , impact on profit
Source Official CIM course book PMIM, 2009
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Implementation of Project Termination

• Project termination decisions are part of the
  project process. In minor projects many of these
  will be irrelevant . In others . In others , they
  will be key factors for future project success.
• Personnel issues.
• Operations /logistics / manufacturing
• Accounting and financial matters
• Processes
• Information systems
• Marketing activates.

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Seven steps to success

• Use an effective method
• Invest in planning
• Involve the customer
• Make it manageable
• Involve the team
• Communicate effectively
• Learn from mistakes

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Project Management Methodologies

• The two extreme of Project management
  methodologies
• Organiations have no formal methodology
• An Organiation wide methodology is applied for
  all products and departments .
• Between these two extremes there are many off the
  shelf software packages . For managing projects ,
  including Microsoft projects .
• These packages identify the core processes and
  reporting that is required is required in project
  management, and can be bought or licensed for
  application .
• These packages are flexible enough to take
  account n of a projects unique aspects .
• These can be customized for marketing projects
  but there are also off the shelf software
  packages specifically for marketing projects .

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Project Management Methodologies

• A documented process for management of projects
  that contains procedures , definitions and role
  and responsibilities

• Prince/Prince 2
• A clear management structure
• Formal allocation of roles
• Plans for resourcing and technical issues
• Control procedures
• A focus on deliverables

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Project Management Methodologies

• Scalable methodologies recognises the differences
  in project size, risk and complexity and allows a
  customised approach for each project
• Agile methodologies allow the project to adapt to
  changes in the environment and business
  landscape
• Adaptive rather than predictive
• Focused on people rather than process
• Use an adaptive project framework (ADF)

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Project Monitoring and Control

• Project Monitoring Monitoring is the collecting
  , reporting and recording , information
  consisting any and all aspects of project
  performance that the project manager or others in
  the organization wish to know.
• Project Control Control is last element in the
  implementation cycle , of planning monitoring
  controlling in essence , control is the act of
  reducing the difference between plan and reality.
• (Meredith and Mantell, 2000)

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Estimating task duration

• This is simply the length of time taken to
  complete an activity .
• There are problems with establishing time periods
  include
• Lack of experience in planning time durations for
  tasks , and in doing activities.
• Clearly , novices will typically take longer than
  experienced workers to do the same tasks , and
  may be unaware of the problems that take time .
  Clearly lack of experience here cab lead to
  unrealistic timescales.
• Complexity of the marketing problems often these
  involves creative tasks , for which focusing on
  time may not detract form quality .
• Unexpected events or delays due to illnesses/etc
  . Also mistakes or other problems can add to the
  time needed. Contingencies may have to be built
  into the systems .
• Novices tend t underestimate the amount of work
  involved in any tasks . Expert project managers
  tend to use the longest predicted duration in
  scheduling , as this allows for possible delays .
  

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Project Monitoring

• Tracking and monitoring progress helps to ensure
  an effective efficient project, by reviewing
  project implementation against the approved plan
  and budget.
• This involves tracking data about activities and
  progress.
• The design of a realistic chain of results,
  outcomes , outputs and activities is particularly
  important.
• Though Monitoring alone cannot make a successful
  project, timely monitoring can help identify and
  avoid necessary the 3 Cs that challenge projects.
  
• Crises
• Catastrophe
• Change
• The triple constrains minimum forms of review
• Time
• Cost
• Performance.

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• Reporting Progress
• Commonly monitoring is communicated to others
  through reports and meetings. Prepared by either
  the project team or independent auditors.
• Reports also form the record on which project
  history will be based.
• Project Status reports.
• Provides updates on the project status. routine
  reports)
• An executive status report status update
  prepared on a schedule (monthly, quarterly)
  highlighting top level issues to parties who are
  not directly involved in the project activities,
  such as sponsors and other stakeholders.
• Project Progress status report prepared on a
  regular time schedule.
• Usually the above reports are prepared by those
  in key roles in the project
• These enable all to be aware of plans to reduce
  problems or recover form problems.

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• Extending Knowledge
• You can find templates for projects status
  reports on Microsoft's websites.
• Exception Reports Prepared for specific members
  , for specific areas. Or when a scope change has
  been made
• Special Analysis Reports Communicating the
  findings of a particular tool or activity , where
  there is learning to be shared. This is a formal
  working paper or white paper.
• Independent Reviews Or Project Audits.
• Independent reviews would be required on a
  periodic basis throughout the projects. This is
  especially common in large or complex projects.
  But can be applied in smaller risky projects.
• These reviews or audits focus on the
  implementation process, ensuring that the project
  plans are being followed. They also examine how
  problems and variations are being managed.

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• Monitoring Measures
• The major monitoring tools are
• Progress Checks
• Progressing according to plan or Progressing
  according to work packages or incremental
  milestones.
• Variance Analysis - examining differences in
  variables such as cost and time on predetermined
  criteria. Progress of project against schedule or
  expenditure against budget generally conducted in
  top level performance aspects.

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Variance Analysis

• Variance analysis enables future planning and the
  management of performance through

• Cost measurement
• Cost variance
• Cost performance index
• Schedule measurement
• Schedule variance
• Schedule performance index
• Budget forecasting
• Estimate to complete
• Estimate to completion

• Traffic light control
• The project scorecard
• Corrective action plans

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• Earned Value Analysis- This is essentially about
  comparing expenditure against budgets.
• called the baseline
• A quantitative project management monitoring
  tool. Central to late project analysis.
• compares the costs and progress of elements of
  work against the budgeted costs and planned
  activities from WBS.
• The information required are
• - Planned Value Budgeted cost of work
  scheduled (BCWS)
• - Actual cost (AC)
• -Earned Value - the total project budget at a
  given point in the life cycle. (BCWP)- Budgeted
  cost of work performed.

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Resource PlanningHistogram
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The Project Monitoring System

• Identify the Information Requirements
• Identify The key factors to be monitored
• Identify the boundaries.
• The project monitoring system has to be specified
  at the project initiation, Typically this will
  look at the
• Data collection process
• The standards
• Performance criteria.

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Introduction to Critical Path
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The Project Report

• Project report identifies the success of the
  project .
• Project history to encourage learning .
• A project success report focuses on the outcomes
  of the project , and should identify ,
• Whether the projects objectives have been met and
  identifying the success of the project on the
  basis of this .
• A comparison of the performance against the
  planned target time and cost .
• Whether the original project plan needs changes,
• Analysis of any changes to time , cost , outcomes
  during the project .
• Any other organizational requirements e.g. staff
  performance testing etc.