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Pm agency oview_prsnt Pm agency oview_prsnt Presentation Transcript

  • Project Management OverviewProject Management in an Agency Environment Jeff Thaler
  • Themes Professional Judgment: • Rigor & Flexibility • Issue Avoidance & • Process Adherence & • Guidelines & Rules Issue Mitigation Process Derivation Core Areas of: • Responsibility • Knowledge & Expertise • Influence & Leadership AS / PM Partnership: • Collaboration Model • Roles & Balance • Who Makes What Call The Art & Science of PM: • Hard Skills • Soft Skills • Breadth & Depth 2
  • Contents • PM in an Agency Environment - Why? • Successful Partnership - Who? • Process - How? • Core Project Manager Responsibilities - What? 3
  • PM in an Agency Environment Why Process? Why Project Management? Without defined processes, defined processes, managed With managed by specializedby specialized resources: resources: mis-aligned expectations (internal & aligned in purpose and stakeholders in effect external) - gaps / redundancies collaborate predictability / efficiently teams work in an ad hoc manner agency /balance: agency needs / client needs conflicts between ` client goals efficiency – course setting inefficiency – course correction rely on the heroic efforts of individuals best-in-class talent attract /retain low client sat. / poor agency KPI’s situations win / win This is a scalable model that This is not a sustainable business model – these are survival tactics.improves over time. evolves & 4
  • PM in an Agency Environment Finding the Sweet Spot Digital marketing requires operational rigor not typically found in an agency environment Project Management is a robust, mature discipline with history of success in a variety of complex industries Ad Hoc Rigid 5
  • PM in an Agency EnvironmentMaintaining Quality & Profitability - Success is a Moving Target Scope Success acceptable quality/profit Speed Cost
  • PM in an Agency Environment Project Management Tactics & Tools Process Information & Communication Relationships Judgment
  • PM in an Agency Environment Benefits Improved – quality of deliverables – control of scope – communication w/internal & Project external stakeholders Management – perception of agency’s abilities & offerings Tactics & Tools – margins – relationships Process Reduced – effort Information & – problems Communication – ramp-up & cycle time – delivery costs Relationships Allows specialists to focus on: – deliverables not distractions Judgment – marketing not management – enhancements not errors
  • Contents • PM in an Agency Environment - Project Why? Management Tactics & Tools • Successful Partnership – Who? Process Information & Communication • Process - How? Relationships • Core Project Manager Judgment Responsibilities – What? 9
  • Successful Partnership How is complexity best managed? • Interdependent moving parts • Competing Forces / Goals / Agendas • Information: dearth & overload • Collaborators, Competitors, Frien-emies ACCOUNT STRATEGY Clients Side RI:LAB CREATIVE TECHNOLOGY INSIGHTS & MEDIA Quality AssuranceCapacity Planning Research & Insights Copy / CM UI Design ATG / E-commerce Consumer Insights Futuring OCC/Advertising IA Design CMS Analytics Innovation Production Interaction / RIA RIA Media & Search Prototyping 3rd Parties PROGRAM / PROJECT MANAGEMENT 10
  • Successful Partnership Successful Partnership - 2 Sides of 1 Coin Success Depends on Effective Communication and Alignment Around: – Client Objectives – Success Criteria Account Project – Priorities Strategy Management – Scope – Process & Procedures – Roles & Responsibilities Complements & Supplements (e.g. Who makes what call) – Agency Objectives 11
  • Successful Partnership Account Strategy Project Management Relationship Management & Growth Business Marketing / Brand Strategy Strategy Account Strategy Measurement Creative Strategy Strategy Financial 12 Accountability
  • Successful Partnership Account Strategy Project Management Process / Change Management Risk Category Timing Pressure Creative Reach Risk Categories Rankings Section Ranking 1-3 3 2 Quality/ Profit Technology Reach / Environment 3 Brand, Style Guide and Asset Stability 2 Third Party Reliance / Localization 1 Budget Constraints (Fee & Costs) 2 Client Operational Stability 2 Standard RI Process / Tools Not Included 2 Staffing Constraints 2 Total Project Risk Score 19 Total Project Risk Score Key < 10 10 - 17 > 17 low risk --------------------- >>> high risk Risk / Quality Schedule Management Management Project Management See Instructions Tab for Additional Details Date: BASELINE BUDGET See Instructions Tab for (To edit dates to be included in project, Enter the project start week in the Summary Tab) No No No No No No June 14, 2009 June 21, 2009 April 12, 2009 April 19, 2009 April 26, 2009 May 10, 2009 May 17, 2009 May 24, 2009 May 31, 2009 June 7, 2009 Associate (This is pulled April 5, 2009 May 3, 2009 from the available June 14, 2009 June 21, 2009 June 28, 2009 May 24, 2009 May 31, 2009 June 7, 2009 resource section in theRisk / summary tab. To PM Lead AS Lead update resources, use Hourly Rate Domain Resource Name Total Prior Billed that list and follow the Hourly $120.00 Creative Grace, Michael 4.75 4.75 Client Project Name directions) Rate $160.00 Creative Ruggerio, Rich 4.50 4.50 CR DE The Home Depot Assisted Selling Rose, Connie $374.21 6.00 6.00 6.00 6.00 8.00 7.00 $145.00 PM Rose, Connie 6.00 6.00 CR DE The Home Depot Assisted Selling Edman, Dale $374.21 4.00 4.00 4.00 4.00 4.00 4.00 $145.00 PM ODell, Nandi 1.50 1.50 CR DE The Home Depot Assisted Selling Wingham, Matt $374.21 3.00 3.00 3.00 3.00 3.00 3.00 $130.00 QA Gwilliam, Owen 0.50 0.50 CR DE The Home Depot Assisted Selling Smith, Eric $374.21 $130.00 PM Ables, Heather 1.50 1.50 CR DE The Home Depot Assisted Selling Gwilliam, Owen $374.21 16.00 22.00 4.00 4.00 $165.00 Technology McCloskey, Michael 6.50 6.50Cost CR DE The Home Depot Assisted Selling Fischer, Jeff $374.21 4.00 4.00 $175.00 AS Edman, Dale 51.00 10.00 8.00 3.00 6.00 4.00 4.00 4.00 4.00 4.00 CR DE The Home Depot Assisted Selling Ables, Heather $374.21 $145.00 PM TBD, Project Management 58.00 7.00 6.00 8.00 6.00 6.00 6.00 6.00 6.00 CR DE The Home Depot Assisted Selling Mullins, Brandon $374.21 13.00 $130.00 Technology Miller, Toby 81.00 20.00 40.00 9.00 8.00 CR DE The Home Depot Assisted Selling Grace, Michael $374.21 $160.00 Creative Fischer, Jeff 19.00 8.00 1.00 2.00 4.00 4.00 CR DE The Home Depot Assisted Selling McCloskey, Michael $374.21 $150.00 Creative Meredith, Jennifer 8.25 1.25 3.00 1.00 1.00 1.00 1.00 CR DE The Home Depot Assisted Selling Ruggerio, Rich $374.21 $130.00 QA TBD, Quality Assurance 46.00 16.00 22.00 4.00 CR DE The Home Depot Assisted Selling Meredith, Jennifer $374.21 1.00 1.00 1.00 1.00 $135.00 Technology Baker, Keith 203.00 17.00 40.00 44.00 45.00 45.00 8.00 CR DE The Home Depot Assisted Selling ODell, Nandi $374.21 $165.00 Technology Wingham, Matt 30.50 6.50 0.00 3.00 3.00 3.00 3.00 3.00 3.00 3.00 CR DE The Home Depot Assisted Selling Godfrey, Patty $374.21 2.00 14.00 $130.00 Creative Godfrey, Patty 90.00 18.00 31.00 25.00 2.00 14.00 CR DE The Home Depot Assisted Selling Clark, Jacqueline $374.21 8.00 $160.00 Technology Duncan, Heather 81.00 1.00 10.00 12.00 8.00 10.00 10.00 10.00 10.00 CR DE The Home Depot Assisted Selling Duncan, Heather $374.21 8.00 10.00 10.00 10.00 10.00 10.00 $150.00 AS Kleban, Rick 9.00 8.00 CR DE The Home Depot Assisted Selling Kleban, Rick $374.21 1.00 $160.00 Creative Mullins, Brandon 41.00 4.00 12.00 12.00 13.00 CR DE The Home Depot Assisted Selling Baker, Keith $374.21 44.00 45.00 45.00 8.00 4.00 $120.00 Creative Clark, Jacqueline 22.50 10.50 4.00 8.00 CR DE The Home Depot Assisted Selling Miller, Toby $374.21 9.00 8.00 4.00 $140.00 Creative Pudlowski, Inge 5.00 1.00 4.00 CR DE The Home Depot Assisted Selling Pudlowski, Inge $374.21 4.00 $150.00 AS Saleh, Errin 8.00 0.00 0.00 8.00 CR DE The Home Depot Assisted Selling TBD, Developer $374.21 36.00 $135.00 Technology TBD, Developer 56.00 20.00 36.00 CR DE The Home Depot Assisted Selling Heather Cristina $374.21 0.00 0.00 0.00 Resource Budget 0.00 0.00 0.00 Budget Hours Total 834.50 75.50 0.00 0.00 0.00 0.00 67.00 97.00 155.00 65.00 130.00 100.00 80.00 28.00 Estimated Budget By Week #REF! $10,960.00 $0.00 $0.00 $0.00 $0.00 #REF! #REF! #REF! #REF! #REF! #REF! #REF! #REF! Management Management July 2009 Account Strategy / Project Management R = responsibleS/C = supports/consults A = accountable I = informed Delivery & Operational RACI Roles & Responsibilities Phase Description Account Program Strategy Management Manages Project Initiation (Preliminary Briefing) meeting / call with Client R S/C Develops and populates Project Input Form and / or Preliminary Project Brief (If necessary) and briefs Initiation / Definition team R S/C Leads requirements gathering for marketing strategy and objectives including research/insights that are necessary for agreement development R I Delivery Responsibilities Leads requirements gathering process for executional items per project brief that are necessary for agreement development S/C R INTIATION PHASE Manages Development of Letter of Agreement (LOA) and / or Statement of Work (SOW) based on Project Input Form and / or Preliminary Project Brief and Initiation / Definition team briefing. S/C R Collaborates with Finance to establish, update or amend Master Service Agreement R S/C Develops initial project plan (with input from capabilities) S/C R Identifies risks and develops mitigation strategy (with input from capabilities) S/C R Develops staff plan & budget (pass thru and fee) (with input from capabilities) and gets Finance approval S/C R Presents / Delivers LOA or SOW to client, fields feedback and obtains approval (e.g. LOA, SOW, MSA) R S/C Specifies required documents (e.g. research) in Project Brief R S/C Gathers third party assets based on CS direction (e.g. IT protocols) I R Manages, documents and informs/instructs team on doucment use I R Establishes and communicates filenaming convention I R INITIATION & INSIGHTS PHASES Develops Client/Product/Job structure in collab w/CS and Finance S/C R Operational Responsibilities 0pens job numbers via Finance and informs team I R Enters staff plan, druations and rates into EvA basded on approved BudgStaff I R Enters revenue projections, by discipline into BIT, provides agreements to Finance, Dir PM, CS Lead and files one copy S/C R Monitors and analyzes fee and hours burn rates via EvA and reports in status, etc. I R Requests resources & actively participates in resource meetings I R Collaborates with Resource Manager and Discipline leads on freelance sourcing and onboarding / offboarding I R Sources creative and technology 3rd parties and develops agreements with them (except media third parties) in conjunction with Finance S/C R Gathers client contact information and distributes to team R I Sets up extranet, FTP, etc I R Fills in hosting form and forward to Business Systems & IT I R Sets up file structure on local server and informs team and manages adherence I R Stakeholder Relationship 13 Management
  • Successful Partnership Account Strategy Project Management R A S C I - 80/80/80 How do R & S/C Interact? July 2009 Account Strategy / Project Management R = responsibleS/C = supports/consults A = accountable I = informed Delivery & Operational RACI Roles & Responsibilities Phase Description Account Program Strategy Management Manages Project Initiation (Preliminary Briefing) meeting / call with Client R S/C Develops and populates Project Input Form and / or Preliminary Project Brief (If necessary) and briefs Initiation / Definition team R S/C Leads requirements gathering for marketing strategy and objectives including research/insights that are necessary for agreement development R I Delivery Responsibilities Leads requirements gathering process for executional items per project brief that are necessary for agreement development S/C R INTIATION PHASE Manages Development of Letter of Agreement (LOA) and / or Statement of Work (SOW) based on Project Input Form and / or Preliminary Project Brief and Initiation / Definition team briefing. S/C R Collaborates with Finance to establish, update or amend Master Service Agreement R S/C Develops initial project plan (with input from capabilities) S/C R Identifies risks and develops mitigation strategy (with input from capabilities) S/C R Develops staff plan & budget (pass thru and fee) (with input from capabilities) and gets Finance approval S/C R Presents / Delivers LOA or SOW to client, fields feedback and obtains approval (e.g. LOA, SOW, MSA) R S/C Specifies required documents (e.g. research) in Project Brief R S/C Gathers third party assets based on CS direction (e.g. IT protocols) I R Manages, documents and informs/instructs team on doucment use I R Establishes and communicates filenaming convention I R INITIATION & INSIGHTS PHASES Develops Client/Product/Job structure in collab w/CS and Finance S/C R Operational Responsibilities 0pens job numbers via Finance and informs team I R Enters staff plan, druations and rates into EvA basded on approved BudgStaff I R Enters revenue projections, by discipline into BIT, provides agreements to Finance, Dir PM, CS Lead and files one copy S/C R Monitors and analyzes fee and hours burn rates via EvA and reports in status, etc. I R Requests resources & actively participates in resource meetings I R Collaborates with Resource Manager and Discipline leads on freelance sourcing and onboarding / offboarding I R Sources creative and technology 3rd parties and develops agreements with them (except media third parties) in conjunction with Finance S/C R Gathers client contact information and distributes to team R I Sets up extranet, FTP, etc I R Fills in hosting form and forward to Business Systems & IT I R Sets up file structure on local server and informs team and manages adherence I R
  • Successful Partnership Checks & Balances AS- Ensuring the Win / Win PM Owns Owns What & Why How & When Strategic & AS PM Delivery & Relationship Lead Relationship Lead re: below re: below Business Goals On-Time Marketing Goals AS PM On-Budget Account Project Strategy Branding Goals Management On-Spec Client Advocacy Agency Advocacy AS PM AS / PM
  • Contents • PM in an Agency Environment - Project Why? Management Tactics & Tools • Successful Partnership - Who? Process • Process- How? Information & Communication Relationships • Core Project Manager Responsibilities - What? Judgment 16
  • Process: Managing Complexity
  • Process: Managing Complexity Controlled progression: Inflection points identified Gates governed (entry & exit criteria) Transitions actively managed (throwers & catchers) Initiate Insights Interpretation Implementation Impact Phase 1 Phase 2 Phase 3 Phase 4 Phase 5 Agreement (Briefing) Major Components Deliverables Reports and Recommendation Designed Completed Optimization (QA)
  • Process: Managing Complexity Upstream focus with a Downstream filter • Begin with the end in mind • Fail to Plan = Plan to Fail • Align around the “critical path” • Preventive medicine • Upstream success determines • Course Setting vs. Course Correcting downstream success • Start Right / End Right Phase Sample phase
  • Process: Managing Complexity Component-based Architecture Iterative Development Cycles • Breaks complex series into digestible / • Know Critical Path / Dependencies comprehensible chunks • Match level of Depth / Detail w/situation (pitch, • Clear delineations via Milestones feasibility, managing project, team needs, etc.) (exit / entry criteria • Determine number of “Cycles” • Dependency-driven • Parallel Pathing for Acceleration • Self-documenting / Scalable (+ / -) Phase Stage Step Step Step Task Task Task Task Task TaskSub Task Sub Task Sub Task Sub Task Sub Task Sub TaskSub Task Sub Task Sub Task Sub Task Sub Task Sub Task Stage Step Step Step Task Task Task Task Task Task Sub Task Sub Task Sub Task Sub Task Sub Task Sub Task Sub Task Sub Task Sub Task Sub Task Sub Task Sub Task Stage Step Step Step Task Task Task Task Task Task Sub Task Sub Task Sub Task Sub Task Sub Task Sub Task Sub Task Sub Task Sub Task Sub Task Sub Task Sub Task
  • Contents• PM in an Agency Environment - Project Why? Management Tactics & Tools• Successful Partnership - Who? Process• Process - How? Information & Communication Relationships• Core Project Manager Responsibilities – What? Judgment 21
  • Core Project Management Responsibilities Process / Change Management Risk Category Timing Pressure Creative Reach Risk Categories Rankings Section Ranking 1-3 3 2 Quality/ Profit Technology Reach / Environment 3 Brand, Style Guide and Asset Stability 2 Third Party Reliance / Localization 1 Budget Constraints (Fee & Costs) 2 Client Operational Stability 2 Standard RI Process / Tools Not Included 2 Staffing Constraints 2 Total Project Risk Score 19 Total Project Risk Score Key < 10 10 - 17 > 17 low risk --------------------- >>> high risk Risk / Quality Schedule Management Management Project Management See Instructions Tab for Additional Details Date: BASELINE BUDGET See Instructions Tab for (To edit dates to be included in project, Enter the project start week in the Summary Tab) No No No No No No June 14, 2009 June 21, 2009 April 12, 2009 April 19, 2009 April 26, 2009 May 10, 2009 May 17, 2009 May 24, 2009 May 31, 2009 June 7, 2009 Associate (This is pulled April 5, 2009 May 3, 2009 from the available June 14, 2009 June 21, 2009 June 28, 2009 May 24, 2009 May 31, 2009 June 7, 2009 resource section in theRisk / summary tab. To PM Lead AS Lead update resources, use Hourly Rate Domain Resource Name Total Prior Billed that list and follow the Hourly $120.00 Creative Grace, Michael 4.75 4.75 Client Project Name directions) Rate $160.00 Creative Ruggerio, Rich 4.50 4.50 CR DE The Home Depot Assisted Selling Rose, Connie $374.21 6.00 6.00 6.00 6.00 8.00 7.00 $145.00 PM Rose, Connie 6.00 6.00 CR DE The Home Depot Assisted Selling Edman, Dale $374.21 4.00 4.00 4.00 4.00 4.00 4.00 $145.00 PM ODell, Nandi 1.50 1.50 CR DE The Home Depot Assisted Selling Wingham, Matt $374.21 3.00 3.00 3.00 3.00 3.00 3.00 $130.00 QA Gwilliam, Owen 0.50 0.50 CR DE The Home Depot Assisted Selling Smith, Eric $374.21 $130.00 PM Ables, Heather 1.50 1.50 CR DE The Home Depot Assisted Selling Gwilliam, Owen $374.21 16.00 22.00 4.00 4.00 $165.00 Technology McCloskey, Michael 6.50 6.50Cost CR DE The Home Depot Assisted Selling Fischer, Jeff $374.21 4.00 4.00 $175.00 AS Edman, Dale 51.00 10.00 8.00 3.00 6.00 4.00 4.00 4.00 4.00 4.00 CR DE The Home Depot Assisted Selling Ables, Heather $374.21 $145.00 PM TBD, Project Management 58.00 7.00 6.00 8.00 6.00 6.00 6.00 6.00 6.00 CR DE The Home Depot Assisted Selling Mullins, Brandon $374.21 13.00 $130.00 Technology Miller, Toby 81.00 20.00 40.00 9.00 8.00 CR DE The Home Depot Assisted Selling Grace, Michael $374.21 $160.00 Creative Fischer, Jeff 19.00 8.00 1.00 2.00 4.00 4.00 CR DE The Home Depot Assisted Selling McCloskey, Michael $374.21 $150.00 Creative Meredith, Jennifer 8.25 1.25 3.00 1.00 1.00 1.00 1.00 CR DE The Home Depot Assisted Selling Ruggerio, Rich $374.21 $130.00 QA TBD, Quality Assurance 46.00 16.00 22.00 4.00 CR DE The Home Depot Assisted Selling Meredith, Jennifer $374.21 1.00 1.00 1.00 1.00 $135.00 Technology Baker, Keith 203.00 17.00 40.00 44.00 45.00 45.00 8.00 CR DE The Home Depot Assisted Selling ODell, Nandi $374.21 $165.00 Technology Wingham, Matt 30.50 6.50 0.00 3.00 3.00 3.00 3.00 3.00 3.00 3.00 CR DE The Home Depot Assisted Selling Godfrey, Patty $374.21 2.00 14.00 $130.00 Creative Godfrey, Patty 90.00 18.00 31.00 25.00 2.00 14.00 CR DE The Home Depot Assisted Selling Clark, Jacqueline $374.21 8.00 $160.00 Technology Duncan, Heather 81.00 1.00 10.00 12.00 8.00 10.00 10.00 10.00 10.00 CR DE The Home Depot Assisted Selling Duncan, Heather $374.21 8.00 10.00 10.00 10.00 10.00 10.00 $150.00 AS Kleban, Rick 9.00 8.00 CR DE The Home Depot Assisted Selling Kleban, Rick $374.21 1.00 $160.00 Creative Mullins, Brandon 41.00 4.00 12.00 12.00 13.00 CR DE The Home Depot Assisted Selling Baker, Keith $374.21 44.00 45.00 45.00 8.00 4.00 $120.00 Creative Clark, Jacqueline 22.50 10.50 4.00 8.00 CR DE The Home Depot Assisted Selling Miller, Toby $374.21 9.00 8.00 4.00 $140.00 Creative Pudlowski, Inge 5.00 1.00 4.00 CR DE The Home Depot Assisted Selling Pudlowski, Inge $374.21 4.00 $150.00 AS Saleh, Errin 8.00 0.00 0.00 8.00 CR DE The Home Depot Assisted Selling TBD, Developer $374.21 36.00 $135.00 Technology TBD, Developer 56.00 20.00 36.00 CR DE The Home Depot Assisted Selling Heather Cristina $374.21 0.00 0.00 0.00 Resource Budget 0.00 0.00 0.00 Budget Hours Total 834.50 75.50 0.00 0.00 0.00 0.00 67.00 97.00 155.00 65.00 130.00 100.00 80.00 28.00 Estimated Budget By Week #REF! $10,960.00 $0.00 $0.00 $0.00 $0.00 #REF! #REF! #REF! #REF! #REF! #REF! #REF! #REF! Management Management July 2009 Account Strategy / Project Management R = responsibleS/C = supports/consults A = accountable I = informed Delivery & Operational RACI Roles & Responsibilities Phase Description Account Program Strategy Management Manages Project Initiation (Preliminary Briefing) meeting / call with Client R S/C Develops and populates Project Input Form and / or Preliminary Project Brief (If necessary) and briefs Initiation / Definition team R S/C Leads requirements gathering for marketing strategy and objectives including research/insights that are necessary for agreement development R I Delivery Responsibilities Leads requirements gathering process for executional items per project brief that are necessary for agreement development S/C R INTIATION PHASE Manages Development of Letter of Agreement (LOA) and / or Statement of Work (SOW) based on Project Input Form and / or Preliminary Project Brief and Initiation / Definition team briefing. S/C R Collaborates with Finance to establish, update or amend Master Service Agreement R S/C Develops initial project plan (with input from capabilities) S/C R Identifies risks and develops mitigation strategy (with input from capabilities) S/C R Develops staff plan & budget (pass thru and fee) (with input from capabilities) and gets Finance approval S/C R Presents / Delivers LOA or SOW to client, fields feedback and obtains approval (e.g. LOA, SOW, MSA) R S/C Specifies required documents (e.g. research) in Project Brief R S/C Gathers third party assets based on CS direction (e.g. IT protocols) I R Manages, documents and informs/instructs team on doucment use I R Establishes and communicates filenaming convention I R INITIATION & INSIGHTS PHASES Develops Client/Product/Job structure in collab w/CS and Finance S/C R Operational Responsibilities 0pens job numbers via Finance and informs team I R Enters staff plan, druations and rates into EvA basded on approved BudgStaff I R Enters revenue projections, by discipline into BIT, provides agreements to Finance, Dir PM, CS Lead and files one copy S/C R Monitors and analyzes fee and hours burn rates via EvA and reports in status, etc. I R Requests resources & actively participates in resource meetings I R Collaborates with Resource Manager and Discipline leads on freelance sourcing and onboarding / offboarding I R Sources creative and technology 3rd parties and develops agreements with them (except media third parties) in conjunction with Finance S/C R Gathers client contact information and distributes to team R I Sets up extranet, FTP, etc I R Fills in hosting form and forward to Business Systems & IT I R Sets up file structure on local server and informs team and manages adherence I R Stakeholder Relationship 22 Management
  • Process & Change Mgmt. What / How? • Communicate (manage expectations ) & Activate: • Phase, Stage & Step methodology • Collaborative Development / Review / Approval of Project Plans • Ensure “Gate-Governance” / “Entry & Exit Criteria” activated • Controlled vocabulary, file naming conventions • Ensure Governance Model established & adhered to (including Change Management protocol) • Ensure Roles & Responsibilities understood (RASCI) internally / externally • Synchronize agency / client PMOs • Plan for and manage post-mortems / (pre-natals) & evolve processSupporting Tools / Methodology • SOW’s / LOA’s 4. Risk Log Client: 0 Project Name: 0 Job #: 0 • Kick-Off Docs, Meetings & Presentations (PM sections) Last Updated: < Insert Date > • Governance Workbook 4A. Project Risk Matrix Risk Assessment THEN Risk # IF Probability Impact of Risk of Event Event Describe the events impact and Exposure Describe the event that could occur. Occurring Occurring potentially impacted workstreams 4B. Risk Assessment Criteria Probability of Event Occurring: 5 - Almost Certain (80-100%) • Process Maps, MS Project 4 - Highly Probable (60-79%) 3 - Probable (40-59%) 2 - Possible( 20-39%) 1 - Improbable (0-19%) Impact of Event Occurring 5 - Severe: Cost/Schedule/Scope Changes > 25% 4 - Major: Cost/Schedule/Scope Changes > 15% • Key Project Documentation (Input Forms, Briefs, Status/Contact Reports) 3 - Moderate: Cost/Schedule/Scope Changes > 5% 2 - Minor: Changes = 5% or less, small shift in dates • RASCI charts 1 - Insignficant: Minimal or of no negative consequence 23
  • Schedule Management What / How? • Develop and maintain project plans at appropriate depth / detail • Milestones, durations, dependencies, critical path, owners & progress • Timing parameters and related assumptions in LOA / SOW’s • Plan for and drive project kick-offs in related areas • Ensure Contact / Statues Reports identify next steps, owners & timing • Conduct regular Status Meetings (global, regional, local) • Employ “Active Transitions” (define thrower / catcher responsibilities)Supporting Tools / Methodology • Microsoft Project • SOW’s / LOA’s • Outlook • Key Project Documentation (Input Forms, Briefs, Status/Contact Reports)
  • Budget Management What / How? • Develop Staff Plan & Budget Date: BASELINE BUDGET See Instructions Tab for (To edit dates to be included in project, Enter the project start week in the Summary Tab) • Ensure LOAs, MSAs, SOWs are synced June 14, 2009 June 21, 2009 April 12, 2009 April 19, 2009 April 26, 2009 May 10, 2009 May 17, 2009 May 24, 2009 May 31, 2009 June 7, 2009 April 5, 2009 May 3, 2009 Hourly Rate $120.00 $160.00 $145.00 Domain Creative Creative PM Resource Name Grace, Michael Ruggerio, Rich Rose, Connie Total Prior Billed 4.75 4.50 6.00 4.75 4.50 6.00 • Utilize advantageous compensation model (T&M, Fixed Fee, Retainer, Performance, Hybrid) $145.00 PM ODell, Nandi 1.50 1.50 $130.00 QA Gwilliam, Owen 0.50 0.50 $130.00 PM Ables, Heather 1.50 1.50 $165.00 Technology McCloskey, Michael 6.50 6.50 $175.00 AS Edman, Dale 51.00 10.00 8.00 3.00 6.00 4.00 4.00 4.00 4.00 4.00 $145.00 PM TBD, Project Management 58.00 7.00 6.00 8.00 6.00 6.00 6.00 6.00 6.00 $130.00 Technology Miller, Toby 81.00 20.00 40.00 9.00 8.00 $160.00 Creative Fischer, Jeff 19.00 8.00 1.00 2.00 4.00 4.00 $150.00 $130.00 $135.00 $165.00 $130.00 Creative QA Technology Technology Creative Meredith, Jennifer TBD, Quality Assurance Baker, Keith Wingham, Matt Godfrey, Patty 8.25 46.00 203.00 30.50 90.00 1.25 6.50 18.00 0.00 31.00 3.00 17.00 3.00 25.00 40.00 3.00 44.00 3.00 1.00 45.00 3.00 1.00 16.00 45.00 3.00 2.00 1.00 22.00 8.00 3.00 14.00 1.00 4.00 3.00 • Analyze estimated vs. actuals (run-rates) $160.00 Technology Duncan, Heather 81.00 1.00 10.00 12.00 8.00 10.00 10.00 10.00 10.00 $150.00 AS Kleban, Rick 9.00 8.00 • Ensure external costs forecasted / tracked - don’t confuse w/revenue $160.00 Creative Mullins, Brandon 41.00 4.00 12.00 12.00 13.00 $120.00 Creative Clark, Jacqueline 22.50 10.50 4.00 8.00 $140.00 Creative Pudlowski, Inge 5.00 1.00 4.00 $150.00 AS Saleh, Errin 8.00 0.00 0.00 8.00 $135.00 Technology TBD, Developer 56.00 20.00 36.00 0.00 0.00 0.00 • Ensure agency process aligns with client process (PO’s, etc.) 0.00 0.00 0.00 Budget Hours Total 834.50 75.50 0.00 0.00 0.00 0.00 67.00 97.00 155.00 65.00 130.00 100.00 80.00 28.00 Estimated Budget By Week #REF! $10,960.00 $0.00 $0.00 $0.00 $0.00 #REF! #REF! #REF! #REF! #REF! #REF! #REF! #REF! • Participate in pipeline / forecasting / reconciliation • Manage integration between delivery teams & finance team • Manage 3rd party relationshipsSupporting Tools / Methodology • Scoping (Budgeting) Tool • Budget Tracker Account_Strategy Creative Sr._Information_Ar AD_Account_Strat Director_Account_ Sr._Content_Edito Associate_Creativ Manager_Account Sr._Manager_Acc 150 Content_Manager Production_Desig Sr._Metrics_Strat 150 Creative_Director 150 Content_Editor 150 ount_Strategy 150 Sr._Designer 150 Art_Director 150 Copywriter 150 e_Director 150 _Strategy 150 Strategy 150 chitect 150 egist 150 egy 150 ner 150 r Rate ---> Project Totals Portfolio / Domain Subtotals ---> $ 33,150 Fee 221 Hrs ####### Fee 804 Hrs • Annual Staff Plans $258,150 1,721.00 150 178 121 268 Hours Subtotals by Role---> 63 60 27 65 85 8 0 0 0 0 0 22500 26700 18150 40200 12750 9450 1200 9000 4050 9750 Fee Subtotals by Role---> 0 0 0 0 0 Initate Subs INITATE PHASE $1,800 Fee 12.00 Hrs $600 Fee 4.00 Hrs $ 4,875 Fee ---> $0 $1,200 $600 $0 $0 $0 $0 $0 $0 $0 $450 $0 $150 $0 $0 32.5 Hours ---> 0 8 4 0 0 0 0 0 0 0 3 0 1 0 0 5 $ 750 STAGE - Intake & Briefing 2 1 27.5 $ 4,125 STAGE - Approach, Scope, Budg, Sched & SOW 6 3 3 1 0 $ - STAGE - TBD • Project Budget / Staffing Sheets 0 $ - STAGE - TBD 0 $ - Insights Subs INSIGHTS PHASE $11,625 Fee 77.50 Hrs $8,400 Fee 56.00 Hrs $ 45,525 Fee ---> $4,875 $0 $6,750 $0 $0 $0 $0 $0 $0 $0 $3,150 $0 $3,300 $1,950 $0 303.5 Hours ---> 32.5 0 45 0 0 0 0 0 0 0 21 0 22 13 0 83.5 $ 12,525 STAGE - Technology Discovery 2.5 5 1 1 147 $ 22,050 STAGE - 4C Discovery 15 30 10 20 10 73 $ 10,950 STAGE - Findings / Recommendations 15 10 10 2 2 0 $ - STAGE - TBD 0 $ - STAGE - TBD 0 $ - • Agency finance tools (Resource Planning Tools, Pipeline) Interpret. Subs INTERPRETATION PHASE $10,200 Fee 68.00 Hrs $60,750 Fee 405.00 Hrs $ 103,950 Fee ---> $3,150 $0 $7,050 $0 $0 $6,000 $0 $0 $0 $0 $4,500 $1,500 $10,500 $25,500 $12,750 693 Hours ---> 21 0 47 0 0 40 0 0 0 0 30 10 70 170 85 138.5 $ 20,775 STAGE - IA (User Flows, Site Map, Wireframes) 5 5 5 10 10 60 354.5 $ 53,175 STAGE - Creative Concepts 10 25 20 15 10 60 160 10 151.5 $ 22,725 STAGE - Creative Execution 5 15 20 10 10 48.5 $ 7,275 STAGE - Tech & QA Documentation 1 2 5 0 $ - STAGE - TBD 0 $ - STAGE - TBD 0 $ - Implement. Subs IMPLEMENTATION PHASE $8,925 Fee 59.50 Hrs $49,650 Fee 331.00 Hrs • Account roll-up tools for client reporting $ 125,025 Fee ---> $1,125 $0 $7,800 $0 $0 $3,000 $0 $0 $0 $4,050 $1,350 $24,900 $3,900 $12,450 $0 833.5 Hours ---> 7.5 0 52 0 0 20 0 0 0 27 9 166 26 83 0 25
  • Relationship Management What / How? • Mutual Respect and Accountability • Professional Empathy • Expectation Management • Clarity around Roles & Responsibility • Complementary Pairings (Generalist & Specialist - Senior & Junior) • Open Appropriate Communication (e.g. face-to-face vs. email wars) • Onboarding , Training & Mentoring • Agency Culture • “In the pub”Supporting Tools / Methodology • RASCI Account Strategy / Project Management Delivery & Operational RACI July 2009 R = responsibleS/C = supports/consults A = accountable I = informed • Project Budget / Staffing Sheets Roles & Responsibilities Phase Description Account Program • HAM Strategy Management Manages Project Initiation (Preliminary Briefing) meeting / call with Client R S/C Develops and populates Project Input Form and / or Preliminary Project Brief (If necessary) and briefs Initiation / Definition team R S/C Leads requirements gathering for marketing strategy and objectives including research/insights that are necessary for agreement development R I Delivery Responsibilities Leads requirements gathering process for executional items per project brief that are necessary for agreement development S/C R INTIATION PHASE Manages Development of Letter of Agreement (LOA) and / or Statement of Work (SOW) based on Project Input Form and / or Preliminary Project Brief and Initiation / Definition team briefing. S/C R Collaborates with Finance to establish, update or amend Master Service Agreement R S/C Develops initial project plan (with input from capabilities) S/C R Identifies risks and develops mitigation strategy (with input from capabilities) Develops staff plan & budget (pass thru and fee) (with input from capabilities) and gets Finance approval Presents / Delivers LOA or SOW to client, fields feedback and obtains approval (e.g. LOA, SOW, MSA) Specifies required documents (e.g. research) in Project Brief Gathers third party assets based on CS direction (e.g. IT protocols) S/C S/C R R I R R S/C S/C R • Onboarding & Training Materials and Events Manages, documents and informs/instructs team on doucment use I R Establishes and communicates filenaming convention I R INITIATION & INSIGHTS PHASES Develops Client/Product/Job structure in collab w/CS and Finance S/C R Operational Responsibilities 0pens job numbers via Finance and informs team I R Enters staff plan, druations and rates into EvA basded on approved BudgStaff I R Enters revenue projections, by discipline into BIT, provides agreements to Finance, Dir PM, CS Lead and files one copy S/C R Monitors and analyzes fee and hours burn rates via EvA and reports in status, etc. I R Requests resources & actively participates in resource meetings I R Collaborates with Resource Manager and Discipline leads on freelance sourcing and onboarding / offboarding I R Sources creative and technology 3rd parties and develops agreements with them (except media third parties) in conjunction with Finance S/C R Gathers client contact information and distributes to team R I Sets up extranet, FTP, etc I R Fills in hosting form and forward to Business Systems & IT I R Sets up file structure on local server and informs team and manages adherence I R 26
  • Resource Management What / How? • Ensure staffing meets current scope: consider See Instructions Tab for Additional Details No No No No No No contours Associate (This is pulled • Apply appropriate level of detail across time horizon from the available June 14, 2009 June 21, 2009 June 28, 2009 May 24, 2009 May 31, 2009 June 7, 2009 resource section in the summary tab. To PM Lead AS Lead update resources, use that list and follow the Hourly Client Project Name directions) Rate CR DE The Home Depot Assisted Selling Rose, Connie $374.21 6.00 6.00 6.00 6.00 8.00 7.00 CR DE The Home Depot Assisted Selling Edman, Dale $374.21 4.00 4.00 4.00 4.00 4.00 4.00 • Ensure Complementary Pairings (e.g. Associate Director & Project CR DE The Home Depot Assisted Selling Wingham, Matt $374.21 3.00 3.00 3.00 3.00 3.00 3.00 CR DE The Home Depot Assisted Selling Smith, Eric $374.21 CR DE The Home Depot Assisted Selling Gwilliam, Owen $374.21 16.00 22.00 4.00 4.00 CR DE The Home Depot Assisted Selling Fischer, Jeff $374.21 4.00 4.00 CR DE The Home Depot Assisted Selling Ables, Heather $374.21 Coordinator) CR DE The Home Depot Assisted Selling Mullins, Brandon $374.21 13.00 CR DE The Home Depot Assisted Selling Grace, Michael $374.21 CR DE The Home Depot Assisted Selling McCloskey, Michael $374.21 CR DE The Home Depot Assisted Selling Ruggerio, Rich $374.21 CR DE The Home Depot Assisted Selling Meredith, Jennifer $374.21 1.00 1.00 1.00 1.00 CR DE The Home Depot Assisted Selling ODell, Nandi $374.21 CR DE The Home Depot Assisted Selling Godfrey, Patty $374.21 2.00 14.00 CR DE The Home Depot Assisted Selling Clark, Jacqueline $374.21 8.00 • Obtain project team feedback CR DE The Home Depot Assisted Selling Duncan, Heather $374.21 8.00 10.00 10.00 10.00 10.00 10.00 CR DE The Home Depot Assisted Selling Kleban, Rick $374.21 1.00 CR DE The Home Depot Assisted Selling Baker, Keith $374.21 44.00 45.00 45.00 8.00 4.00 CR DE The Home Depot Assisted Selling Miller, Toby $374.21 9.00 8.00 4.00 CR DE The Home Depot Assisted Selling Pudlowski, Inge $374.21 4.00 CR DE The Home Depot Assisted Selling TBD, Developer $374.21 36.00 CR DE The Home Depot Assisted Selling Heather Cristina $374.21 • Knowledge sharing & training as needed • Manage to client evaluation criteria (right resources for right tasks) • Manage resources by anticipating and leveling peaks and valleysSupporting Tools / Methodology • Estimate Template Date: BASELINE BUDGET See Instructions Tab for (To edit dates to be included in project, Enter the project start week in the Summary Tab) • Budget Tracker (Baseline) June 14, 2009 June 21, 2009 April 12, 2009 April 19, 2009 April 26, 2009 May 10, 2009 May 17, 2009 May 24, 2009 May 31, 2009 June 7, 2009 April 5, 2009 May 3, 2009 Hourly Rate Domain Resource Name Total Prior Billed • JIRA $120.00 Creative Grace, Michael 4.75 4.75 $160.00 Creative Ruggerio, Rich 4.50 4.50 $145.00 PM Rose, Connie 6.00 6.00 $145.00 PM ODell, Nandi 1.50 1.50 $130.00 QA Gwilliam, Owen 0.50 0.50 $130.00 PM Ables, Heather 1.50 1.50 $165.00 Technology McCloskey, Michael 6.50 6.50 $175.00 AS Edman, Dale 51.00 10.00 8.00 3.00 6.00 4.00 4.00 4.00 4.00 4.00 $145.00 $130.00 $160.00 $150.00 $130.00 PM Technology Creative Creative QA TBD, Project Management Miller, Toby Fischer, Jeff Meredith, Jennifer TBD, Quality Assurance 58.00 81.00 19.00 8.25 46.00 1.25 7.00 8.00 3.00 6.00 20.00 1.00 8.00 40.00 2.00 6.00 6.00 1.00 6.00 9.00 4.00 1.00 16.00 6.00 8.00 4.00 1.00 22.00 6.00 1.00 4.00 • HAM $135.00 Technology Baker, Keith 203.00 17.00 40.00 44.00 45.00 45.00 8.00 $165.00 Technology Wingham, Matt 30.50 6.50 0.00 3.00 3.00 3.00 3.00 3.00 3.00 3.00 $130.00 Godfrey, Patty 90.00 18.00 31.00 25.00 2.00 14.00 • Budget Tracker (Forecast to Actuals) Creative $160.00 Technology Duncan, Heather 81.00 1.00 10.00 12.00 8.00 10.00 10.00 10.00 10.00 $150.00 AS Kleban, Rick 9.00 8.00 $160.00 Creative Mullins, Brandon 41.00 4.00 12.00 12.00 13.00 $120.00 Creative Clark, Jacqueline 22.50 10.50 4.00 8.00 $140.00 Creative Pudlowski, Inge 5.00 1.00 4.00 $150.00 AS Saleh, Errin 8.00 0.00 0.00 8.00 $135.00 Technology TBD, Developer 56.00 20.00 36.00 0.00 0.00 0.00 0.00 0.00 0.00 Budget Hours Total 834.50 75.50 0.00 0.00 0.00 0.00 67.00 97.00 155.00 65.00 130.00 100.00 80.00 28.00 Estimated Budget By Week #REF! $10,960.00 $0.00 $0.00 $0.00 $0.00 #REF! #REF! #REF! #REF! #REF! #REF! #REF! #REF! 27
  • Risk / Quality Management What / How? • Upstream Focus through downstream filter Risk Category Risk Categories Rankings Section Ranking 1-3 • Ensure risk profile included in briefing Timing Pressure 3 • Ensure brand guides in place, understood, followed Creative Reach 2 Technology Reach / Environment 3 Brand, Style Guide and Asset Stability 2 Third Party Reliance / Localization 1 Budget Constraints (Fee & Costs) 2 Client Operational Stability Standard RI Process / Tools Not Included Staffing Constraints 2 2 2 • Develop and monitor a risk mitigation plan Total Project Risk Score 19 < 10 Total Project Risk Score Key 10 - 17 > 17 • Establish issue identification and escalation procedures low risk --------------------- >>> high risk • Establish project deliverable standards and documentation requirements • Develop escalation and client notification protocol • Employ “Active Transitions” (define thrower / catcher responsibilities) • Activate Entry & Exit criteria through Gate-GovernanceSupporting Tools / Methodology • Risk Identification Matrix 4. Risk Log Client: 0 Project Name: 0 Job #: 0 • Project Governance Workbook Last Updated: < Insert Date > 4A. Project Risk Matrix Risk # IF THEN Risk Assessment Probability Impact of of Event Event Risk • Risk Mitigation Plan Describe the events impact and Exposure Describe the event that could occur. Occurring Occurring potentially impacted workstreams 1 0 4B. Risk Assessment Criteria Probability of Event Occurring: 5 - Almost Certain (80-100%) • Issues tracking database 4 - Highly Probable (60-79%) 3 - Probable (40-59%) • Deliverable templates 2 - Possible( 20-39%) 1 - Improbable (0-19%) Impact of Event Occurring 5 - Severe: Cost/Schedule/Scope Changes > 25% 4 - Major: Cost/Schedule/Scope Changes > 15% 3 - Moderate: Cost/Schedule/Scope Changes > 5% 2 - Minor: Changes = 5% or less, small shift in dates 1 - Insignficant: Minimal or of no negative consequence 28
  • Summary Project Management Managing Complexity – Why? Tactics & Tools Process Information & Communication • Judgment • Process • Information / Relationships • Tactics & Tools • Relationships Communication Judgment Successful Partnership – Who? • Communication • Alignment • Balance Process – How? • Upstream • Controlled • Manageable Focus Progression Components Core Responsibilities – What? • Process / Change • Budget • Resource Management Management Management • Schedule • Relationship • Risk Management Management Management