Applying Project Management to the
Cultural and Creative Industries:
A tool for developing Countries
Ian W. Walcott
VP for...
What are Cultural & Creative Industries?
• Artists or businesses that generate their
primary source of income and or
econo...
The Cultural & Creative Industries
• Who are they really?
–
–
–
–
–
–
–
–

TV & Media
Fine Arts
Visual Arts
Performing Art...
Management Challenges of the Cultural and
Creative Industries
1. Developmental thrust:
Building infrastructure
2. Industry...
Who will foot the bill?
• The donor countries also exploiting
their own cultural industry –
limited financing
• There is s...
What are the solutions?
• Do not reinvent the
wheel
– Enable creativity
– Enhance Cooperation
– Build on existing
infrastr...
The developmental thrust: Building the
infrastructure
Overarching framework requirements:
Vision, Strategy, Planning
Co
mm...
The developmental thrust:
Building the infrastructure
• The existing infrastructure
– Applying technology at every level: ...
What will international competitions bring to the
local cultural industry?
INCREASED
INCREASED
EXPOSURE
EXPOSURE

INCREASE...
Bridging the gaps - Building the infrastructure
model
Demand

Grant seekers

Business Artists
Support needs
Private sector...
Government’s Leadership Role
•
•
•
•
•
•
•

Tax write offs
Duty free imports for inputs
VAT exemption for all cultural eve...
Government’s Leadership Role
•
•

Planning for
cultural economy
of new city centres
Urban planning
must integrate the
cult...
How will the model work?
• Project Management is the
answer

– Suggested Project Approaches

• Logical Framework Approach ...
Contact Information
Contact Information:Ian W. Walcott
Email: ian.walcott@gmail.com
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Applying Project Management to the Cultural and Creative Industries: A tool for developing Countries

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Breaking the cycle of underdevelopment has been the major preoccupation for governments and populations in the developing world over the last one hundred years. With developmental models currently under revision, developing countries have been advised to look for other possible alternatives of sustainable development.

The one area that is gaining significant attention is that of the Cultural and Creative Industries. In recent years, the UN and its specialized agencies have been spelling the good fortune of these industries. However, there is very scant literature to show how best to manage these industries. This paper therefore proposes to show how Project Management as a tool can be used to take these industries to a desirable level to produce tangible results for developing countries.

In addition to standard research based on the existing literature and debates, the Case Study methodology will be used to show at least how one country is making steps and strides with the application of Project Management. It must be noted however, that the paper will be heavily focused on project management methodologies and recommendations for action.

There are three approaches that come to mind for immediate application: the use of the Logical Framework Approach for Project and Program Planning; standardizing project management methodologies across the infrastructure of the cultural and creative industries; and a model for creating a centralized Cultural Project Management Office (CPMO).

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Applying Project Management to the Cultural and Creative Industries: A tool for developing Countries

  1. 1. Applying Project Management to the Cultural and Creative Industries: A tool for developing Countries Ian W. Walcott VP for Education, Bridgetown Chapter of the Project Management Institute
  2. 2. What are Cultural & Creative Industries? • Artists or businesses that generate their primary source of income and or economic value from their cultural and/or creative knowledge
  3. 3. The Cultural & Creative Industries • Who are they really? – – – – – – – – TV & Media Fine Arts Visual Arts Performing Arts Film Music The Festival Industry Some definitions include fashion and design Kadooment in Barbados
  4. 4. Management Challenges of the Cultural and Creative Industries 1. Developmental thrust: Building infrastructure 2. Industry segmentation & issues of centralization vs. decentralization 3. Private and public sector coordination 4. Artist as manager 5. Policy development 6. Managing projects Le Groove – Barbadian Alternative Rock Band
  5. 5. Who will foot the bill? • The donor countries also exploiting their own cultural industry – limited financing • There is still a dependency relationship • Who pays for the technology?
  6. 6. What are the solutions? • Do not reinvent the wheel – Enable creativity – Enhance Cooperation – Build on existing infrastructure – Managing Time & Information – Work on the elements we can control first
  7. 7. The developmental thrust: Building the infrastructure Overarching framework requirements: Vision, Strategy, Planning Co mm u nity Enterprise Dev. du E c Employment Export n tio a Support base: Policy, Private & public sector partnerships & projects
  8. 8. The developmental thrust: Building the infrastructure • The existing infrastructure – Applying technology at every level: – enabling ebusiness and Internet technologies • e.g. Add a technology dimension to ART – Examine the Australian Model http://www.anat.org.au/ – Degree programs needed urgently Modernizing existing venues – no need for new facilities • School facilities sponsored by companies • Open air theatres and other open spaces
  9. 9. What will international competitions bring to the local cultural industry? INCREASED INCREASED EXPOSURE EXPOSURE INCREASED INCREASED TOURISM TOURISM BETTER BETTER STANDARDS STANDARDS INT’L INT’L COMPETITION COMPETITION ENHANCED ENHANCED REPUTATION REPUTATION + VISIBILITY + VISIBILITY FOR FOR IMPROVED IMPROVED PROJECT PROJECT LOCALS LOCALS MGMT MGMT
  10. 10. Bridging the gaps - Building the infrastructure model Demand Grant seekers Business Artists Support needs Private sector Enabler NCF as Intermediary Coordination Central Planning Project Mgmt Policy Dev. Locating Grants Facilitator National Host Intellect Supply Donors Markets Services offered Public sector
  11. 11. Government’s Leadership Role • • • • • • • Tax write offs Duty free imports for inputs VAT exemption for all cultural events Special bond issues to support the industries Invite international creative enterprises studios to set up with added incentives Incentives for MNCs who provide scholarship funds Goal-oriented programmes with five year targets
  12. 12. Government’s Leadership Role • • Planning for cultural economy of new city centres Urban planning must integrate the cultural economy
  13. 13. How will the model work? • Project Management is the answer – Suggested Project Approaches • Logical Framework Approach for Program Planning • Project Approach and Standardized Methods for Project Financing and Grants • Application of Project Management to all sectors of the cultural industries (National Events) • A centralized Cultural Project Management Office (CPMO)
  14. 14. Contact Information Contact Information:Ian W. Walcott Email: ian.walcott@gmail.com

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