Marketing Project

1. DEFINE PROJECT


1.1 – Access project scope and other relevant
documentation
Project scope
Project scope and other relevant documentation may include:
f contract or other agreement
f project brief
f project plan or summary.
Other documents outlining:
f expected outcomes of the project
f inclusions and exclusions from project
f project resources
f quality standards for project
f timeframes for project.
Projects are, by definition, delivering a once-off outcome, involving a group of
interrelated activities, with a team of people, within a specific timeframe.
Project definition and project scope
f one of the first tasks of a project manager is to determine the scale of the
project as the size will determine the level of detail and discipline of project
management activities to be applied
f no matter how small the project, a clear definition and statement of the
areas and boundaries of the project need to be established. the scope of the
project includes the outcomes, stakeholders, output work and resources
(both human and financial).
The scoping and definition stage is essential for later project success.
f If the project is unfeasibly defined and scoped, and not properly linked with
the organisational goals and objectives of the business, there is a high risk
the project will not be successfully completed
f The success of every project is measured differently depending on the
organisation’s goals and objectives and can be different for varying members
within the one organisation.
For example in the case of the construction of a sports facility – whilst important
for it to be built on time and within budget, it needs to be also measured by
its operational and venue management functionality once constructed and
commissioned.
As a start, the following areas define and form the scope of the project:
f the outcomes/benefits
f the customers/stakeholders
f the work/tasks which are required

f the resources (both human and financial)
f criteria by which the project’s success will be evaluated.
Once the scope has been defined and agreed upon, the details can be
documented in the project business plan/project schedule or, in the case of
smaller projects, a project proposal/brief may be all that is required.
Once documented, sign off by the project sponsor/senior manager should be
obtained so that a formal agreement exists as to the scope of the project.
Project scope, brief and schedule:
f contract or other agreement
f project brief
f project plan or summary.
Template example

Suggested Headings Comments
Title
Background /
context
A brief explanation of the background and/or context of
the project
Objective Why are you doing the project? What is the aim of this
project?
Target outcomes Maybe things that are to be improved, increased,
enhanced or reduced and showing the benefits that the
project intends to achieve
Project activities,
output and
milestones
What things will be delivered by the project? Outputs
are used by the project’s customers to achieve the
outcomes. Detail milestones and chart the success or
failure.
Measured How will the success of the project be measured?
Measurements are linked to one or more target
outcomes which can then answer such questions as
‘what have we achieved’ and ‘how do we know?’
Governance Briefly describe the accountabilities of each party.
Detail the name and title of the project manager and
project sponsor.
Reporting
requirements
Reporting frequency, format and to whom?
Resources Human resources, internal, external, consultants
and/or working groups will be required for the
project? Budget, funding and details of the proposed
expenditures.
Stakeholders and
communication
strategy
List the key stakeholders or stakeholder groups who
will impact on the project. How will they be engaged?


Suggested Headings Comments
Assumptions and
constraints
List any underlying assumptions and / or constraints.
Risks and
minimisation
strategies
Identify barriers to achieving the project success. For
each of these risks, what steps will be undertaken to
minimise them?
Risk management The process used to manage risks throughout the
project. Identification, review and reporting.
Issues management The process used to manage issues throughout the
project. Identification, review and reporting.
Related projects Projects which are dependent on this project, or
projects that are interdependent on this project.
Describe the relationship.
Guidelines /
standards
Guidelines, standards or methodologies that will be
applied manage the project.
Quality control Levels of review that will be undertaken. The
development of the project outputs. How the reviews
will be conducted and who will be involved.
Capturing the
lessons learnt
Review the entire process (internal or external) to
capture the lessons learnt throughout the project.


1.2 – Define project stakeholders


Stakeholders
Stakeholders may include:
f Clients or customers (internal and external)
f Funding bodies
f Management, employees and relevant key personnel (internal and external)
with special responsibilities
f Project sponsor.
A stakeholder is everybody who is involved in the project or whose work or
interest might be affected by the project.
Stakeholders once were regarded more as investors, but the modern or current
meaning expands this to include everyone who has some form of vested interest.
Sometimes it does include those who may ‘perceive’ they have an interest, and it
now more important for the project manager to filter those perceptions so as not
to waste time and energy on those who are more an inquisitive stakeholder than
a person with a real vested interest in the project and its outcomes.
Stakeholders may have varied level of interest, involvement, and influence on the
project.
It is extremely important to identify all the stakeholders and manage them as
Stakeholders can have negative and positive influence on the project.
A broad definition to assist you in filtering stakeholders could include:
f a person or organisation who are actively involved in the project
f those whose active interest in your project can exert positive or negative
work on the project or the outputs from the project
f those who exert influence over the project or its deliverables.
These stakeholders who could exert those influences include:
f customers
f end users
f sponsors
f program managers
f portfolio managers
f the project manager
f the project team
f other functional managers
f operation managers
f sellers
f vendors
f legal department.

Customers / end
users
People who will be using the project output
Sponsor Person or a Group, who generally provide financial
support and act as the advocate of the project. Sponsors
act as escalation path for the issues that a project
manager cannot handle. Sponsors provide a key input to
the scope and project charter
Portfolio manager Portfolio Manager might increase or decrease the
priority of the project and might be involved in the
selection of project by looking at ROI (Return On
Investment)
Program manager Provides support and oversight to the project.
Project
management office
Might provide support and guidance to project
management team
Project manager Key person responsible for achieving project objectives
by managing key constraints
Project team All team members involved in the project including
project manager, project management team members,
and other team members
Functional
managers
Provide functional resources for various functional
expertise in the project
Operational
manager
Includes key business area in the organisation. After
closing, project outcome is handed over to operational
manager
Sellers / vendors Provides external service or expertise to the project.


Activity 1.1

The local City Council want to stage a free family fun day at the local city Botanic
Gardens to celebrate its 25th Birthday. Who would you list as the stakeholders?


1.3 – Seek clarification from delegating authority of issues
related to project and project parameters
Delegating authority
Delegating authorities may include:
f customer or client
f funding body
f manager or management representative
f project sponsor.
Project parameters may include:
f project finances or budget
f integration of project within organisation
f legislative and quality standards
f physical, human and technical resources available or required for project
f procurement requirements associated with project
f reporting requirements
f risks associated with project, including WHS
f scope of project
f time lines.
Although there is much written about project management and the processes
that support it, there are still many issues that we need to consider in the
delivery of successful projects.
f There are many frameworks and a great deal of information about project
management, however, project delivery is still heavily influenced by the
environment in which the project manager is working
f The application of any general project management methodology requires an
appropriate consideration of the corporate and business culture that forms a
particular project’s environment
f This is especially important in an environment where there is a dynamic
industry and where flexibility, attention to detail and risk management
strategies are crucial components for successful delivery.
Seek clarification from delegating authority of any issues
It may not be appropriate to undertake all project management activities to the
same level of detail and with the same level of discipline:
f For successful project management it is critical to seek clarification from the
delegating authority and identify any issues using and following a structured
and stringent process
f However, it is of paramount importance to balance the process requirements
so as to not outweigh the outcome, which can be an issue in some
organisations such as government bodies or heavily regulated industries
f Project teams must keep the desired outcome in mind when applying their
time and efforts to process requirements such as reporting, planning and
documentation.


Activity 1.2

Using the examples provided of the types of parameters you may need to
consider when seeking clarification from a delegating authority for issues
related to the project, detail briefly your thoughts and suggestions on the impact
of these:
a. Project finances or budget
b. Procurement requirements associated with project
c. Scope of project
d. Integration of project within organisation
e. Legislative and quality standards
f. Physical, human and technical resources available or required for project
g. Reporting requirements
h. Risks associated with project, including WHS
i. Time lines.

 

Assessment 1

 

 

Part A – Written or Oral Questions

 

  1. Why is project scope important?

 

  1. Why do you need to define project stakeholders?

 

  1. Why is delegating authority important in a project?

 

  1. Why do you need to recognise the limits of your role?

 

  1. Why do you need to understand the purpose of this project in the context of the organisation’s objectives?

 

  1. Why do you need to determine available resources?

 

  1. Why do you need to keep within the project parameters?

 

  1. Why do you need to use project management tools?

 

  1. Why do you need to be aware of risks?

 

  1. Why are budgets important?

 

Part B – Project

 

Identify a project that could realistically be undertaken in your place of work.

 

a. Define this project, by explaining its purpose and intended outcomes.
b. Who are the stakeholders?
c. What is your own role and level of responsibility?
d. How does this align with the organisation’s objectives?
e. How would you develop a project plan?
f. Explain the project parameters.
g. Outline your budget.
h. Note how many staff you would need
i. Identify a potential risk.

 

Assessment 2

 

 

Part A – Written or Oral Questions

 

  1. Why do you need to take your team’s views into account?

 

  1. Why do you need to gain approval for your project before you start?

 

  1. Why do team members need to be clear about their roles?

 

  1. Why do you need to support team members?

 

  1. Why is record keeping important?

 

  1. Why do you need to monitor project expenditure?

 

  1. Why might project stakeholders require copies of reports?

 

  1. Why does risk management contribute to meeting outcomes?

 

  1. Why do you need to achieve project deliverables?

 

  1. Why do you need to check records for accuracy?

 

  1. Why is post-project staff transition important?

 

  1. Why are sign-offs required?

 

  1. Why do you need to review project outcomes and processed against the project’s scope and plan?

 

  1. Why is involving team members in project reviews important?

 

  1. Why is documenting lessons learned a good practice?

 

 

Part B – Project

Consider the project from assessment 1
a.  How would you monitor the project?  
b.  How would you assign staff their roles and brief them of this?  
c. How would you support the staff?  
d. What are the deliverables?  
e. How would you finalise the project?  
f. What financial records do you have to keep?
g. How do you transition staff into their new roles?  
h. What documentation do you need to sign off?  
i. How would you review the project?  
j. How would you review the outcomes?  
k.  How would you determine the level of success and the effectiveness of the
project?  

 

  1. How would you evaluate and record what lessons have been learned?

 

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Originally posted 2017-08-19 09:41:56.

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