Project Management Overview: Process, Roles (Digital Agency version)

CONFIDENTIAL; © 2012 ROSETTA. All rights reserved.
January 23, 2014 - SLO PM Meeting
PROJECT MANAGEMENT
PROCESS and
AM / PM ROLES & RESPONSIBILITIES
PRELIMINARY OVERVIEW

2
PM / Process Areas of Focus: Approach
2-Pronged Approach
Top Down
• Architect Consistency & Ease
• Engineer Collaboration
Bottoms Up
• Answer & Align to Core Questions
– What? / How?
– When (i.e. time)?
– How Much (i.e. money)?
– Who?
• Develop
– Project Playbooks
– Key / Ongoing Documents
• Rollout & Train
– Adhoc Alphas - ongoing since July
– Playbook Alpha Training
» PM’s - start Sept 12
» non-PMs - start mid-October

3
How the customer explained it How the Project Leader
understood it
How the Analyst designed it How the Programmer wrote it How the Business Consultant
described it
How the project was
documented
What operations installed How the customer was billed How it was supported What the customer really
needed

4
POEM
Comm Plan/Briefs, etc
Customer Journey
Brand Platform
B I PM S I C C X TECHNOLOGY A & O
ResourceMgmt.
Advanced Prod, etc CMS, etc
QualityAssurance
EARNED (eg Social), etc Modeling, etcSegmentation, etc
ACCOUNT MANAGEMENT
PROGRAM / PROJECT MANAGEMENT
Marketing Strategy User I Design UI Development
Consumer Insights
PAID
E-CommerceOWNED
Measure & Optimize
Data StrategyContent
3rd Parties
Clients Side
How is Complexity Best Managed?
 Interdependent moving parts
 Information: dearth & overload
 Competing Forces/Goals/Agendas
 Collaborators, Competitors, Frien-emies

5
A Large & Complex
B
C Small & Simple
3 2 1
SIZE
COMPLEXITY
Aligning Around What

6
0
1 Quality & Profitability
0
2 Managing Complexity
0
3 Playbooks Alignment
0
4 RACI - Who
0
5 Service Delivery Process
0
6 Successful Partnership
0
7 PM in an Agency Environment
Contents

8
PM in an Agency Environment
Scope
Speed
Cost
Success
acceptable
quality/profit
Maintaining Quality & Profitability - Success is a Moving Target

9
Service Delivery Process:
Controlled Progression Through Six Standard Phases
DEFINEROADMAP DESIGN DEVELOP DELIVER
OPTIMIZE

10
Service Delivery Process:
Controlled Progression Through Six Standard Phases
Six Standard Phases:
Controlled progression:
 Inflection points identified (gates)
 Gates governed (exit criteria)
 Transitions actively managed (throwers & catchers)
Phase 1 Phase 2 Phase 3 Phase 4 Phase 5 Phase 6
Initiate Discover & Define Design Develop & QA Deploy Diagnose & Optimize
Agreements
& Kick-Offs
Strategic
Recommendation
Conceptual Details
Designed
Components Developed,
Integrated & QA’ed
Program in Market
Performance Reports &
Optimization Reco.
01. Intiate
02. Discover & Define
03. Design
04. Develop
05. Deploy
06. Diagnose & Optimize (Data Intelligence)

11
Sample phase
Service Delivery Process: Upstream Focus
Upstream Focus
 Align around the “critical path”
 Upstream success determines downstream success
 Fail to plan = plan to fail
 Preventive medicine
 Course setting vs. Course correcting
Phase

12
Stage
Stage
Stage
Step Step Step
Task Task Task Task Task Task
Step Step Step
Step Step Step
Phase
Component-based architecture
 Phases, Stages, Steps, Tasks, Subtasks
 Clear delineations
 Self-documenting
 Scalable (+ / -)
Iterative development cycles
 Identify & mitigate risk
 Parallel pathing
 Complexity managed via iterations
or “rounds”
Sub Task
Sub Task
Sub Task
Sub Task
Service Delivery Process: Sub Components &
Gate Governance
Sub 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
Sub 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
Sub Task
Sub Task
Sub Task
Sub Task
Sub Task
Sub Task

13
PHASE PHASE PHASE PHASE PHASE PHASE
INITIATE DISCOVER & DEFINE DESIGN DEVELOP DEPLOY DIAGNOSE & OPTIMIZE
STAGE | Initiation
R = AM
STAGE | Kick-Offs
R = AM
Element 1:
e.g. Tech/Data Platform
Element 1:
Element 1:
Program Briefing (e.g. business &
marketing objectives and measure(s) of
success)
Internal Kick-Off Meeting
Client Kick-Off Meeting
STAGE | Tech & Data Architecture
Documentation & Specifications
STAGE | STAGE | Performance Data Collection
Performance Data Analysis
STAGE | Measurement, Analysis &
Optimize Plan
STAGE | STAGE |
STAGE | QA Planning STAGE | STAGE |
STAGE | SOW Development
R = PM, A = AM
STAGE | Discovery (audits & assessments)
R= SPA’s, A = AM
Element 2:
e.g. Website
Element 2:
e.g. Website
Element 2:
e.g. Website
STAGE | Optimization Recommendations
R = A&O, SPA’s, A = AM
Preliminary Budget & Role-by-Resource
Planning
SOW Development
SAGE Updates
Opportunity Assessment
 Competitors, SWOT, current tactics
Customer Insight: Primary/secondary
research, moments that matter
Brand assessment: Positioning, mission
and tone
Creative Assets (PO&E)
Ecosystem: Channel Tactics & SOV
Technical: Environment, Data &
Architecture
Performance Information
(data, reports, analysis)
Operational Environment
STAGE | User Experience / Features &
Functions
STAGEs | Visual & Content Development
& Unit Tests
STAGE | Identify Optimization Opportunities
Define Requirements
Optimization Recommendation
STAGEs | Content, Visual Design & UX
Testing
STAGEs | Front-End Tech Development &
Unit Tests
STAGE |
STAGE | Tech & Data Architecture Docs &
Specs
STAGE | QA Test Script Development STAGE |
STAGE | Measurement & SEO Planning STAGE | Back-End Tech Development,
Integration & Unit Tests
STAGE |
STAGE | QA Planning STAGE | SEO and Analytics Dev & Unit
Testing
STAGE |
STAGE | Define Recommendation
R = SPA’s, A = AM
Element 3:
e.g. email Program
Element 3:
e.g. email Program
Element 3:
e.g. email Program
STAGE | Team Alignment & Update Biz
Docs (if necessary)
R = PM, A = AM
Strategic Foundation
 Personality Profiles
Program Platform
 Brand position and alignment to
audience (creative brief)
Future state experience map
Technical Platform & Data
Management Approach
Measurement, Analysis & Optimization
Approach
Creative Brief & Briefing
STAGE | User Experience / Features &
Functions
STAGE | Content & Visuals Development
& Unit Tests
STAGE | Testing - Seed Lists, Subject
Line(s), Click-Thru(s) & Destination QA
STAGE | Campaign Mgmt. System Set-Up STAGE | Campaign Configuration (e.g.
Load Biz Rules, Creative, Segmented Lists,
etc.)
STAGE | Deployment w/Winning Subject
Line(s)
STAGEs | Content, Visual Design (and or
Template selection)
STAGE| Measurement & SEO Planning STAGE | Unit Testing Cycle
STAGE | QA Planning
STAGES | Team Alignment & Update Biz
Docs (if necessary all PHASES)
R = PM, A = AM
EXIT CRITERIA
SOLUTION DEFINED
EXIT CRITERIA
SOW
EXIT CRITERIA
COMPONENTS DESIGNED
EXIT CRITERIA
COMPONENTS INTEGRATED
EXIT CRITERIA
SOLUTION IN-MARKET
EXIT CRITERIA
ACTIONABLE INSIGHTS

14
Continuum of Ways of Working Together

15
Account Management / PROJECT MANAGEMENT
Delivery & Operational RACI
PHASE DESCRIPTION
ROLES & RESPONSIBILITIES
Account Management Program Management
INITIATIONPHASE
DeliveryResponsibilities
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 objectives including research/insights that are necessary for agreement development R I
Leads requirements gathering process for executional items per project brief that are necessary for agreement development S/C R
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 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 Financial 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 document use I R
Establishes and communicates file naming convention I R
INITIATION&INSIGHTSPHASES
OperationalResponsibilities
Develops Client/Product/Job structure in collab w/CS and Finance S/C R
Opens job numbers via Finance and informs team I R
Enters staff plan, durations and rates into EvA and reports in status, etc. 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
R A S I - 80/80/80 How do R & S/C Interact?
Successful Partnership

16
PM Roles
Partner, Program Management
(lifted from Director of Program Management_v1.3_070609_jt.doc )
Associate Partner, Program Management
(derived from Director of Program Management_v1.3_070609_jt.doc - no MS Word version exists )
Director, Project Management Project Manager Sr. Associate, Project Management Associate Project Manager Project Coordinator
Reports to:
Verical Managing Partner (Vertical Basis)
PMO Managing Partner (Career & PM Best Practices)
Billability Target: 10% - 25%
Reports to:
Partner, Account Management (Vertical Basis)
Partner, Program Management (Career & PM Best Practices)
Reports to:
Associate Partner, Account Management (Account or Project Basis)
Associate Partner, Program Management (Career & PM Best Practices)
Reports to:
Director, Project Management
Billability Target:75% -90%
Reports to:
Director, Project Management or Project Manager
Reports to:
Director Project Management or Project Manager
Reports to:
Director Project Management or Project Manager
OVERVIEW
The Partner, Program Management is the department head of a local office’s Program Management group. He/She plays a key role by leading the Program Management team by ensuring all agency Service Lines and sister
agencies are aligned so that activities and deliverables are executed on time, on budget, at the highest possible level of quality. In addition, the Partner, Progrma Management collaborates with the agency’s Finance team to
structure client engagements to conform to agency operating principles.
The Partner, Program Management is a core member of the office’s Leadership Team, working closely with the General Manager to set and execute his/her strategic plan, meet and exceed performance targets, foster a
positive work environment, and serves as a model of professionalism and a reflection of the agency’s personality and culture.
OVERVIEW
The Associate Partner, Program Management is a senior member of the Program Management Department in a local office. He/She plays a key role by supervising the Program Management effort for one or more important
accounts by ensuring that involved Service Lines are aligned so that activities and deliverables are executed on time, on budget, at the highest possible level of quality. In addition, the Associate Director, Program
Management works with the agency’s Finance team to manage client engagements to conform to agency operating principles.
The Associate Partner, Program Management is a key member of client team(s), working closely with the Group Account Director to execute his/her strategic plan, meet and exceed performance targets, foster a positive work
environment, and serves as a model of professionalism and a reflection of the agency’s personality and culture.
OVERVIEW
The Director, Project Management is a key member of the Program Management Department in a local office. He/She plays a key role by overseeing and participating the Program Management effort for one to five important
accounts, supervising junior members of the PM team on his/her projects and ensuring that involved Service Line members are aligned so that activities and deliverables are executed on time, on budget, at the highest
possible level of quality. In addition, the Senior Program Manager works with the agency’s Finance team to manage client engagements to conform to agency operating principles.
The Director, Project Management is an important member of client team(s), working closely with account and develoment teams to meet and exceed performance targets, foster a positive work environment, and serves as a
model of professionalism and a reflection of the agency’s personality and culture.
OVERVIEW
The Project Manager is an important member of the Program Management Department in a local office. He/She plays a key role providing line managing on one to four important accounts, ensuring that involved Service Line
members are aligned so that activities and deliverables are executed on time, on budget, at the highest possible level of quality. In addition, the Project Manager works with the senior members of the Program Management
team to manage client engagements to conform to agency operating principles.
The Project Manager is an important member of client team(s), working closely with the development team to meet and exceed performance targets, foster a positive work environment, and serves as a model of
professionalism and a reflection of the agency’s personality and culture.
OVERVIEW
The Sr. Associate, Project Management is a key support member of the Program Management Department in a local office. He/She plays a key role providing support for, and line managing, various aspects of one to three
important accounts, ensuring that involved Service Line members are aligned so that activities and deliverables are executed on time, on budget, at the highest possible level of quality. In addition, the Associate Program
Manager supports the senior members of the Program and Account Management team to manage client engagements to conform to agency operating principles.
The Sr. Associate, Project Management is an important member of client team(s), working closely with the development team to meet and exceed performance targets, foster a positive work environment, and serves as a
model of professionalism and a reflection of the agency’s personality and culture.
OVERVIEW
The Associate Project Manager is a key support member of the Program Management Department in a local office. He/She plays a key role providing support for, and line managing, various aspects of one to three important
accounts, ensuring that involved Service Line members are aligned so that activities and deliverables are executed on time, on budget, at the highest possible level of quality. In addition, the Associate Program Manager
supports the senior members of the Program and Account Management team to manage client engagements to conform to agency operating principles.
The Associate Project Manager is an important member of client team(s), working closely with the development team to meet and exceed performance targets, foster a positive work environment, and serves as a model of
OVERVIEW
The Project Coordinator is a support member of the Program Management Department in a local office. He/She plays a key role providing support for various aspects of one to four important accounts, ensuring that involved
Service Line members are informed and have the materials they need so that activities and deliverables are executed on time, on budget, at the highest possible level of quality. In addition, the Associate Program Manager
supports the senior members of the Program and Account Management teams to manage client engagements to conform to agency operating principles.
The Project Coordinator is an important member of client team(s), working closely with the development team to meet and exceed performance targets, foster a positive work environment, and serves as a model of
The role requires expert team and business management skills including: specialization in establishing and maintaining program management Offices (PMOs) for large-scale client engagements, strategic and tactical
program management abilities and in-depth knowledge of multi-channel marketing practices, mediums and teams.
The Partner, Program Management is accountable for ensuring efficient team operations and is expected to effectively deploy the agency’s service delivery processes and toolset across all service lines, and be a leader in
initiatives to establish/evolve them.
The role requires very strong team and business management skills including: specialization in maintaining program management Offices (PMOs) for large-scale client engagements, strategic and tactical program
management abilities and strong knowledge of multi-channel marketing practices, mediums and teams.
The Associate Partner, Program Management has a high level of responsibility for managing teams efficiently and is expected to effectively deploy the agency’s service delivery processes and toolset across all his/her
accounts, and be a major contributor in initiatives to establish/evolve them.
The role requires strong team and business management skills including: specialization in maintaining program management Offices (PMOs) for client engagements, tactical program management abilities and knowledge of
multi-channel marketing practices, mediums and teams, with expertise in several.
The Director, Project Management is responsible for managing projects and teams efficiently and is expected to effectively deploy the agency’s service delivery processes and toolset across all his/her accounts, and be a
strong contributor in initiatives to establish/evolve them.
The role requires strong team and business management and support skills including: participating in maintaining program management Offices (PMOs) for large-scale client engagements, tactical program management
abilities and knowledge of specific marketing practices, mediums and teams, with strength in several.
The Project Manager is responsible for managing projects efficiently and is expected to effectively deploy the agency’s service delivery processes and toolset across all his/her accounts, and be a contributor in initiatives to
establish/evolve them.
The role requires strong team and business management support skills including: participating in program management Offices (PMOs) for large-scale client engagements, some tactical program management abilities and
knowledge of specific marketing practices, mediums and teams, with strength in at least one.
The Sr. Associate, Project Management is responsible for supporting the management of projects efficiently and is expected to effectively adhere to the agency’s service delivery processes and toolset across all his/her
accounts, and be a contributor in initiatives to establish/evolve them.
The role requires team and business management support skills including: participating in program management Offices (PMOs) for large-scale client engagements, some tactical program management abilities and
knowledge of specific marketing practices, mediums and teams, with strength in at least one.
The Associate Project Manager is responsible for supporting the management of projects efficiently and is expected to effectively adhere to the agency’s service delivery processes and toolset across all his/her accounts, and
be a contributor in initiatives to establish/evolve them.
The role requires team and business management support skills including: participating in program management Offices (PMOs) for large-scale client engagements, knowledge of tactical program management and specific
marketing practices, mediums and teams, with skills in at least one area (e.g. asset tracking, contact notes, budget tracking, etc.)
The Project Coordinator is responsible for supporting the management of projects efficiently and is expected to effectively adhere to the agency’s service delivery processes and toolset across all his/her accounts.
RESPONSIBILITIES INCLUDE: RESPONSIBILITIES INCLUDE: RESPONSIBILITIES INCLUDE: RESPONSIBILITIES INCLUDE: RESPONSIBILITIES INCLUDE: RESPONSIBILITIES INCLUDE: RESPONSIBILITIES INCLUDE:
Process Development, Deployment & Evolution:
1
1
1
1
1
1
Establish and ensure “Gate-Governance” model in place across Service Lines re: Phase – Subtask continuum, milestones, circuit breakers, entry/exit criteria, active transitions
2
Ensure “Gate-Governance” model in place across Service Lines re: Phase – Subtask continuum, milestones, circuit breakers, entry/exit criteria, active transitions
2
Ensure “Gate-Governance” model in place across Service Lines re: Phase – Subtask continuum, milestones, circuit breakers, entry/exit criteria, active transitions
2
Execute “Gate-Governance” across Service Lines re: Phase – Subtask continuum, milestones, circuit breakers, entry/exit criteria, active transitions
2
Support “Gate-Governance” across Service Lines re: Phase – Subtask continuum, milestones, circuit breakers, entry/exit criteria, active transitions
2
2
Educate and evangelize re: agency’s service delivery process to program management and broader agency team
3
Evangelize re: agency’s service delivery process to program management and broader agency team
3
Evangelize re: agency’s service delivery process to program management and broader agency team
3
Evangelize re: agency’s service delivery process to broader agency team
3
Become intimately familiar with all facets of the agency's service delivery process and begin to become a resource for others
3
Become intimately familiar with all facets of the agency's service delivery process
3
Become exposed and familiar with all facets of agencies service delivery process
Collaborate with National Director, Program Management to establish, document and evolve agency service delivery process and toolset
4
Collaborate with local leadership to establish, document and evolve agency service delivery process and toolset
4
Collaborate with local leadership to establish, document and evolve agency service delivery process and toolset
4
Collaborate with more senior PMs to evolve agency service delivery process and toolset
4 4 4
Ensure consistent and controlled vocabulary, communication protocol and filenaming convention are employed and maintained (including email and meeting reminders)
5
Ensure consistent and controlled vocabulary, communication protocol and filenaming convention are employed (including email and meeting reminders)
5
Employ consistent and controlled vocabulary, communication protocol and filenaming convention and instruct others in their use (including email and meeting reminders)
5
Employ consistent and controlled vocabulary, communication protocol and filenaming convention (including email and meeting reminders)
5
5
5
Learn consistent and controlled vocabulary, communication protocol and filenaming convention (including email and meeting reminders) actively seek clarification
Ensure stakeholder communication strategy in place, understood and executed
6
Ensure stakeholder communication strategy understood and executed
6
Review relevant stakeholder communications, ensure they're executed efficiently/effectively (e.g. contact / status reports, emails) and are aligned with agency's objectives and strategies
6
Execute relevant stakeholder communications efficiently/effectively (e.g. contact / status reports, emails) and ensure they are aligned with agency's objectives and strategies
6
Support the execution of relevant stakeholder communications (e.g. contact / status reports, emails)
6
Support the execution of relevant stakeholder communications (e.g. contact / status reports, emails)
6
Ensure toolset consistently deployed and actively maintained with gaps noted, and addressed
7
Ensure toolset consistently deployed with gaps noted, escalated and addressed
7
Ensure toolset consistently employed with gaps noted, escalated
7
Consistently employ toolset with gaps noted, escalated and addressed
7
Consistently employ toolset with gaps noted and escalated
7
Employ toolset with gaps noted and escalated
7
Consistently employ toolset with gaps noted and escalated
Ensure change management structure in place, carried out, documented and communicated to agency/partner/clients across all accounts and Service Lines
8
Ensure change management carried out, documented and communicated to agency/partner/clients across all accounts and Service Lines
8
Ensure change is managed, documented, communicated to agency/partner/clients across all projects and Service Lines
8
Ensure change is managed, documented and communicated to agency/partner/client side across all projects
8
Escalate project changes and participate in the development of change management documentation
8
Escalate project changes
8
Escalate project changes and participate in change management documentation
Enhance focus on above when working cross-offices, cross-agencies and cross-geographies
9
Enhance focus on above when working cross-offices, cross-agencies and cross-geography
9
9
9
9
9
Integrated Project Planning and Scheduling: 10 Integrated Project Planning and Scheduling: 10 Integrated Project Planning and Scheduling: 10 Integrated Project Planning and Scheduling: 10 Integrated Project Planning and Scheduling: 10 Integrated Project Planning and Scheduling: 10 Integrated Project Planning and Scheduling:
Ensure Project Plans developed based on consistent components, contain proper meta-information, are uniform to facilitate efficiency/comprehension, yet are flexible to meet situational needs 11 Supervise development of project plans based on consistent components, contain proper meta-information, are uniform to facilitate efficiency/comprehension, yet are flexible to meet situational needs 11 Develop/oversee development of project plans with consistent components, proper meta-information, with enough uniformity to facilitate efficiency/comprehension, yet are flexible to meet situational needs 11 Develop project plans with consistent components, proper meta-information, with enough uniformity to facilitate efficiency/comprehension, yet are flexible to meet situational needs 11 Collaborate with more senior PMs to develop project plans w/consistent components, proper meta-info, with enough uniformity to facilitate efficiency/comprehension, yet are flexible to meet situational needs 11 Support more senior PMs in developing project plans w/consistent components, proper meta-info, with enough uniformity to facilitate efficiency/comprehension, yet are flexible to meet situational needs 11 Support more senior PMs to develop project plans w/consistent components, proper meta-info, with enough uniformity to facilitate efficiency/comprehension, yet are flexible to meet situational needs
Ensure vetting, updating and communication of project plans to clients and internal stakeholders across all Service Lines at a depth and detail appropriate to needs 12 Supervise, vetting, communication and updating of project plans to clients and internal stakeholders across all Service Lines at a depth and detail appropriate to needs 12 Consistently vet, communicate and update project plans to clients and internal stakeholders across all Service Lines at a depth and detail appropriate to needs and ensure Jr. PMs assigned to projects do as well 12 Consistently vet and communicate project plans to clients and internal stakeholders across all Service Lines at a depth and detail appropriate to needs 12 Collaborate with more senior Program Managers to vet, update and communicate comprehensive project plans 12 Collaborate with more senior Program Managers, update and communicate comprehensive project plans 12 Support more senior Program Managers to vet, communicate and update comprehensive project plans
Provide structure and guidance that enables informed, decisive and documented prioritization 13 Provide guidance that enables informed, decisive and documented prioritization 13 Employ informed, decisive and documented prioritization 13 Employ informed, decisive and documented prioritization 13 Employ informed, decisive and documented prioritization 13 Focus on clear prioritization 13 Focus on clear prioritization
Provide structure and toolset to enable Program Managers to collaborate with Account Management and Service Line leads in managing projects according to agreed upon scope, timing and budgets 14 Oversee and/or lead Account Management, program management and Service Line staff in managing projects according to agreed upon scope, timing and budgets 14 Lead Account Management, program management and Service Line team members by managing projects according to agreed upon scope, timing and budgets 14 Manage projects according to agreed upon scope, timing and budgets 14 Contribute to the management of projects according to agreed upon scope, timing and budgets 14 Contribute to the management and tracking of projects according to agreed upon scope, timing and budgets 14 Track projects according to agreed upon scope, timing and budgets and escalate risks and compromises
Ensure client and internal stakeholders' expectations and overall communications flow are actively managed and documented as necessary 15 Ensure and supervise active management and documentation of client and internal stakeholders' expectations and overall communications flow 15 Actively manage client and internal stakeholders' expectations, overall communications flow and documentation as necessary and/or ensure Jr. PMs assigned to projects do same 15 Actively manage client and internal stakeholders' expectations, overall communications flow and documentation as necessary 15 Actively manage client and internal stakeholders' expectations, specific communications flow and documentation as assigned 15 Actively manage communications flow and documentation as assigned 15 Support the management of clients and internal stakeholders' expectations, specific communications flow and documentation as assigned
Resource Management / Deployment
16
16
16
16
16
16
Ensure clear Roles & Responsibilities methodology understood and employed (e.g. RACI)
17
Employ clearly understood Roles & Responsibilities methodology (e.g. RACI)
17
Employ and manage with clearly understood Roles & Responsibilities methodology (e.g. RACI)
17
Manage with clearly understood Roles & Responsibilities methodology (e.g. RACI)
17
Note, escalate and follow through on any lack of clarity surrounding Roles & Responsibilities
17
Note and escalate any lack of clarity surrounding Roles & Responsibilities
17
Ensure staff plans developed in consultation with Service Line leads to meet or exceed activities and deliverables committed to in scoped assignments
18
Ensure staff plans developed in consultation with Service Line leads to meet or exceed activities and deliverables committed to in scoped assignments - review staff plans on an as-needed basis
18
Oversee development of, or develop, staff plans in consultation with Service Line leads to meet or exceed activities and deliverables committed to in scoped assignments - review all plans on projects under management
18
Develop staff plans in consultation with Service Line leads to meet or exceed activities and deliverables committed to in scoped assignments
18
Assist in developing staff plans and ensuring Service Line leads are consulted
18
Support the development of staff plans and ensuring Service Line leads are consulted
18
Ensure staff allocated appropriately on an individual and aggregated project basis
19
Ensure staff allocated appropriately on an individual project basis
19
Carryout and oversee resource allocation to ensure staff allocated appropriately on an individual project basis
19
Carryout resource allocation to ensure staff allocated appropriately on an individual project basis
19
Provide input to ensure staff allocated appropriately on an individual project basis
19 19
Accountable for weekly agency resource allocations via dedicated, or partially dedicated PM staff who actively consult with Service Line leads
20
Ensure direct reports actively consult with Service Line leads and effectively contribute to weekly agency resource allocations
20
Actively consult with Service Line leads, effectively contribute to weekly agency resource allocations and ensure direct reports do as well
20
Actively consult with Service Line leads and effectively contribute to weekly agency resource allocations
20
Effectively contribute to weekly agency resource allocations
20
Provide input for weekly agency resource allocations
20
Support weekly agency resource allocations
Responsible for monthly updates to office staff plan in consultation w/GM/MD, Service Line, HR and Finance Leads
21
Contribute to monthly updates to office staff plan in consultation w/DPM, Service Line, HR and Finance Leads
21 Provide input to monthly updates to office staff plan in consultation w/PM supervisors and Service Line Leads 21 21 21 21
Ensure activities and deliverables are driven to competent, low-cost resources including out and in-sourcing
22
Drive activities and deliverables to competent, low-cost resources, including out and in-sourcing
22
Drive activities and deliverables to competent, low-cost resources - consider and suggest out and in-sourcing when viable
22
Consider driving activities and deliverables to competent, low-cost resources and suggest reallocations when viable
22 22 22
Ensure time-tracking systems are in place, employed and leveraged for analysis
23
Responsible for full agency time-tracking compliance and leveraging time-tracking systems for analysis
23
Responsible for full project team time-tracking compliance and leveraging time-tracking systems for analysis
23
Responsible for full project team time-tracking compliance and collaborating with senior team members to leverage time-tracking systems for analysis
23
Support full-team time-tracking compliance, run and analyze reports
23
Support full-team time-tracking compliance and run reports for analysis
23
Run reports to ensure full-team time-tracking compliance
Ensure 3rd parties sourced and collaborated with/managed, and tracked per written agreement, which is developed under his/her supervision and in collaboration with MD/GM and Finance
24
Source, track and collaborate with/manage 3rd parties per written agreement, which he/she develops w/appropriate colleagues
24
Source, Track and collaborate with/manage 3rd parties per written agreement, which he/she has contributed to the development of w/appropriate colleagues
24
Track and collaborate with/manage 3rd parties per written agreement, which he/she has contributed to the development and sourcing of w/appropriate colleagues
24
Track and collaborate with/manage 3rd parties per written agreement, which he/she has contributed to the sourcing of w/appropriate colleagues
24
Track and collaborate with 3rd parties per written agreement
24
Support 3rd party tracking per written agreement
Ensure loads balanced appropriately using underutilized agency staff (across various offices) as first option
25
Balance loads appropriately using underutilized agency staff as first option
25
Provide input to senior members of PM staff re: load balancing
25
Provide input to senior members of PM staff re: load balancing and run scenarios to determine viability
25 25 25
Partner with HR/Finance to optimize contractor on/off-boarding and management procedures and methodologies
26
Partner with HR/Finance to maintain and execute contractor on/off-boarding and management procedures and methodologies
26
Partner with HR/Finance to execute contractor, sourcing, on/off-boarding tracking and management
26
Execute contractor on/off-boarding, line management and tracking
26
Support contractor line mangement, on/off-boarding, and execute tracking
26
Support contractor line mangement and execute tracking
26
Execute contractor tracking
Fee / Costs / Budget Management
27
27
27
27
27
27
Ensure consistent GM/MD and Finance-blessed methodology deployed for projecting staff, fee and costs and leveraged for agency optimization insights
28
Oversee consistent employment of GM/MD and Finance-blessed methodology for projecting staff, fee and costs
28
Employ agency methodology for estimating project staff, fee and costs - review all fee and cost estimates for projects under management
28
Employ agency methodology for estimating project staff, fee and costs
28
Provide input for estimating project staff, fee and costs
28
Provide input for estimating project staff, fee and costs
28
Support estimating/tracking project staff, fee and costs
Ensure engagements managed to meet/exceed office financial performance goals (e.g. P & L, Salary/Revenue Ratios, Recovery Rates) while remaining on time, on strategy at the highest possible quality level
29
Responsible for teams' management of projects to meet/exceed client/agency financial performance goals (topline & bottom line) while remaining on time, on strategy at the highest possible quality level
29
Responsible for management of projects to meet/exceed client/agency financial performance goals (topline & bottom line) while remaining on time, on strategy at the highest possible quality level
29
Responsible for management of projects to meet/exceed client/agency financial performance goals (bottom line) while remaining on time, on strategy at the highest possible quality level
29
Manage project line items according to established budget while remaining on time, on strategy at the highest possible quality level
29
Support management of project line items according to established budget while remaining on time, on strategy at the highest possible quality level
29
Support management of project line items according to established budget while remaining on time, on strategy at the highest possible quality level
Ensure lock-step coordination with Account/Service Line leads, GM/MD and Finance on approach, tools and execution of financial management
30
Collaborate with Account/Service Line leads, GM/MD and Finance on approach, tools and execution of financial management
30
Collaborate with Account/Service Line leads on execution of financial management
30
Collaborate with Account/Service Line leads on execution of financial management
30
Collaborate with Program Management leads on broad financial management
30
Support Program Management leads on execution of broad financial management
30
Collaborate with MD/GM to develop various office-health reports and analysis
31 31 31 31 31 31
Ensure consistent method applied to forecasting and tracking costs (e.g. contractors, licensing, materials), including new business
32
Responsible for tracking overall project costs, (e.g. contractors, licensing, materials) including new business in comparison to office forecasts
32
Responsible for tracking project costs and/or supervise same for Jr. PMs assigned to projects under his/her supervision
32
Accurately track all project costs
32
Accurately track specific project costs
32
Accurately track specific project costs
32
Support accurate tracking of project costs
Ensure overall revenue and cost projections, and client estimates balance: client and Sr. Management expectations managed
33
Ensure cost and fee projections balance and client expectations managed
33
Balance cost projections and fee estimates to in general, to find equivalencies when plans change, and manage client expectations in this area
33
Carryout calculations to ensure cost projections and estimates balance, execute equivalency problem solving when plans change and manage client expectations
33
Carryout calculations to ensure cost projections and estimates balance, support equivalency problem solving when plans change
33
Provide accurate input to ensure cost projections and estimates balance, support equivalency problem solving when plans change
33
Ensure agency financial management processes aligns with clients' processes including timely billing
34
Ensure financial reconciliations, billings, etc. executed according to client/agency agreement
34
Contribute to financial reconciliations, billings, etc. and ensure they are executed according to client/agency agreement
34
Contribute to financial reconciliations, billings, etc.
34
34
34
Collect information to enable financial reconciliations, billings, etc.
Facilitate fiscal account management by Account and Executive leads
35
Support fiscal account management by Account leads and Executives by providing information and POVs
35
Support fiscal account management by Account leads by providing information and POVs
35
Support fiscal account management by Account leads by providing information and POVs
35 35 35
Contribute to the development of client compensation models and ensure they're codified within MSAs, SOWs and LOAs
36
Contribute to the development of client compensation models and ensure they're codified within MSAs, SOWs and LOAs that are to be reviewed and approved
36
Provide information necessary for development of MSAs - Responsible for development of SOWs and LOAs, which are to be reviewed, adjusted and approved.
36
Provide information necessary for development of MSAs - Contribute materially to development of SOWs and LOAs, which are to be reviewed, adjusted and approved.
36
Support the development of SOWs and LOAs
36
Support the development of SOWs and LOAs
36
Risk Mitigation & Quality
37
37
37
37
37
37
Ensure risk planning and mitigation (e.g. risk assessment and profile) weaved into process and office culture including: briefings, communicated to/considered by client and internal stakeholder as appropriate)
38
Ensure risk planning and mitigation (e.g. risk assessment and profile) deployed on all substantive projects including: briefings, communicated to/considered by client and internal stakeholder as appropriate)
38
Deploy risk planning and mitigation (e.g. risk assessment and profile) on all substantive projects including: briefings, communicated to/considered by client and internal stakeholder as appropriate)
38
Materially contribute to risk planning and mitigation (e.g. risk assessment and profile) on all substantive projects including: briefings, communicated to/considered by client and internal stakeholder as appropriate)
38
Support risk planning and mitigation (e.g. risk assessment and profile) on all substantive projects including: briefings, communicated to/considered by client and internal stakeholder as appropriate)
38
Support risk planning and mitigation (e.g. risk assessment and profile) on all substantive projects including: briefings, communicated to/considered by client and internal stakeholder as appropriate)
38
Identify and escalate perceived project risks
Ensure Quality Assurance carried out on all deliverables and process communicated and adhered to across all Service Lines - NO QA/PROOFING, NO DELIVERY
39
39
Ensure Quality Assurance carried out on all deliverables and process communicated and adhered to across all Service Lines - Enforce: NO QA/PROOFING, NO DELIVERY
39
39
Facilitate Quality Assurance execution on all deliverables and process communicated and adhered to across all Service Lines - NO QA/PROOFING, NO DELIVERY
39
Support Quality Assurance execution on all deliverables and process communicated and adhered to across all Service Lines - escalate issues of concern - NO QA/PROOFING, NO DELIVERY
39
Support Quality Assurance execution on all deliverables and process communicated and adhered to across all Service Lines - escalate issues of concern - NO QA/PROOFING, NO DELIVERY
Ensure brand guides in place, understood, followed
40
Ensure brand guides in place, understood, followed and evaluated for clarity w/concern areas noted and resolved
40
Ensure brand guides in place, understood, followed and evaluated for clarity w/concern areas noted and resolved
40
Ensure brand guides in place, understood, followed, updated as necessary
40
Support the acquisition and management, updating and clarification of brand guidelines
40
Assist in the acquisition, management and updating of brand guidelines
40
Assist in the acquisition and updating of of brand guidelines
Ensure Risk Mitigation Plan, appropriate to project scopes are developed and employed to protect agency and clients
41
Supervise and/or develop Risk Mitigation Plan, appropriate to project scope – drive execution of plan
41
Supervise and/or develop Risk Mitigation Plan, appropriate to project scope – drive execution of plan
41
Develop/Deploy Risk Mitigation Plan, appropriate to project scope
41
Support the development of and deploy Risk Mitigation Plans, appropriate to project scope
41
Support the development and deployment of Risk Mitigation Plans, appropriate to project scope
41
Assist in deployment of Risk Mitigation plans
Establish internal and external issue identification, escalation and notification procedures
42
Ensure issue identification, escalation and agency management and client notification procedures are employed
42
Ensure issue identification, escalation and client/Sr. Agency staff notification procedures are employed and/or employ them
42
Employ issue identification, escalation and client notification/documentation procedures once vetted w/senior staff
42
Employ issue identification and internal escalation procedures, and contribute to determing client notification/documentation method
42
Employ issue identification and internal escalation procedures and support client notification/documentation methods
42
Employ internal issue identification and escalation procedures
Ensure project deliverable standards and documentation requirements are established and met including archiving
43
Facilitate team meeting project deliverable standards and documentation requirements, including archiving
43
Supervise and meet project deliverable and documentation standards including archiving
43
Meet project deliverable and documentation standards, including archiving
43
Meet project deliverable and documentation standards, including archiving and support efforts of more senior team members
43
Meet project deliverable and documentation standards, including archiving and support efforts of more senior team members
43
Develop skill in understanding and supporting project deliverable standards and documentation requirements, including archiving
Establish structure that eliminates single points of failure
45
Ensure single points of failure identified and minimized.
45
Identify and minimize single points of failure
45
Identify and collaborate to minimize single points of failure
45
Identify and escalate single points of failure
45
45
Ensure attention is heightened to-high risk areas such as transitions, “inheriting” other agencies’ or clients’ internal team’s work
46
Focus team attention on high-risk situations such as transitions, “inheriting” other agencies’ or clients’ internal team’s work
46
Focus team attention on high-risk situations such as transitions, “inheriting” other agencies’ or clients’ internal team’s work
46
Be attentive to and communicative in high-risk situations such as transitions, “inheriting” other agencies’ or clients’ internal team’s work
46
46
46
Ensure importance of "active throwing and catching" as a risk mitigation strategy understood and is employed appropriately in various circumstances
47
Ensure "active throwing and catching" as a risk mitigation strategy understood and is employed appropriately in various circumstances
47
Practice "active throwing and catching" as a risk mitigation strategy and ensure concept is understood employed appropriately by team and junior PMs
47
Practice "active throwing and catching" as a risk mitigation strategy and ensure team does same
47
Practice "active throwing and catching" as a risk mitigation strategy, note and escalate exceptions
47
Practice "active throwing and catching" as a risk mitigation strategy, note and escalate exceptions
47
Tools & Knowledge Sharing 48 Tools & Knowledge Sharing 48 Tools & Knowledge Sharing 48 Tools & Knowledge Sharing 48 Tools & Knowledge Sharing 48 Tools & Knowledge Sharing 48 Tools & Knowledge Sharing
Ensure consistent project documentation including scopes of work, project plans, solution blueprints, project definition plans, contact/status reports developed and deployed
49
Oversee the development and deployment of consistent project documentation including scopes of work, project plans, solution blueprints, project definition plans, contact/status reports
49
Develop and oversee the development and deployment of consistent project documentation including scopes of work, project plans, solution blueprints, project definition plans, contact/status reports
49
Develop and deploy consistent project documentation including scopes of work, project plans, solution blueprints, project definition plans, contact/status reports
49
Contribute the development, deployment and evolution of consistent project documentation including scopes of work, project plans, risk assessment, project definition plans, contact/status reports
49
Contribute the development, deployment and evolution of consistent project documentation including scopes of work, project plans, risk assessment, project definition plans, contact/status reports
49
Assist in the development and deployment of consistent project documentation including scopes of work, project plans, solution blueprints, project definition plans, contact/status reports
Drive initiatives to source, improve and effectively employ collaborative work tools such as PSAs, extranets, skills and knowledge databases, financial and management reporting systems
50
Materially contribute to initiatives to source, improve and effectively employ collaborative work tools such as PSAs, extranets, skills and knowledge databases, financial and management reporting systems
50
Participate in initiatives to source, improve and effectively employ collaborative work tools such as PSAs, extranets, skills and knowledge databases, financial and management reporting systems
50
Effectively employ collaborative work tools such as PSAs, extranets, skills and knowledge databases, financial and management reporting systems
50
Knowledgably employ certain aspects of collaborative work tools such as PSAs, extranets, skills and knowledge databases, financial and management reporting systems
50
Actively support the effective employment of agency toolsets (e.g. resource management tools)
50
Actively support the effective employment of agency toolsets (e.g. resource management tools)
Contribute to the development of office and agency-based toolset evolution rationale, vetting and adoption including: actively researching and recommending enhanced functionality and systems
51
Contribute to the development of office and agency-based toolset evolution rationale, vetting and adoption including recommending enhanced functionality and systems
51
Contribute to the development of office and agency-based toolset evolution rationale, vetting and adoption including recommending enhanced functionality and systems
51
Contribute to the development of office and agency-based toolset evolution rationale, vetting and adoption
51 51 51
Function as departments primary liaison to agency’s IT, Finance and Operations groups
52
Ensure lines of communication and relationships to agency’s IT, Finance and Operations groups are effective and efficient
52
Effectively and efficiently communicate to, and partner with, agency’s IT, Finance and Operations groups
52
Effectively and efficiently communicate to, and partner with, agency’s IT, Finance and Operations groups
52 52 52
Effectively and efficiently communicate with agency’s IT, Finance and Operations groups
Program Management Team
53
53
53
53
53
53
Manage and train program management team in overall productivity, and skills/excellence in above areas
54
Manage and train program management reports in overall productivity, and skills/excellence in above areas
54
Manage and train program management reports in overall productivity, and skills/excellence in above areas
54
Support Senior program management and Account Management staff by providing relevant information and applying PM best-practices
54
Support Senior program management and Account Management staff by providing relevant information
54
54
Set tone for, train and model best-practices in facilitation of project progress, effective and efficient collaboration, providing solid reasoning and manner for pushing back and providing viable alternatives to overcome
obstacles, deliver presentations, documentation creation and management
55
Set tone for, train, model and execute best-practices in facilitation of project progress, effective and efficient collaboration, providing solid reasoning and manner for pushing back and providing viable alternatives to
overcome obstacles, deliver presentations, documentation creation and management
55
Model and execute best-practices in facilitation of project progress, effective and efficient collaboration, providing solid reasoning and manner for pushing back and providing viable alternatives to overcome obstacles,
deliver presentations, documentation creation and management
55 55 55 55
Collaborate with National/Regional Director of PM and HR to establish department standards and development guidelines
56 56 56 56 56 56
Manage career development of direct reports including: carrying out regular reviews, recommending/rationalizing raises & promotions, authoring Hurdle documents, authoring progress reports, Performance
Improvement Plans, document and manage performance and attitude issues in collaboration with agency management, HR, etc
57
Manage career development of direct reports including: carrying out regular reviews, recommending/rationalizing raises & promotions, authoring Hurdle documents, authoring progress reports, Performance
Improvement Plans, document and manage performance and attitude issues in collaboration with PM supervisor, HR, etc
57
Significantly contribute to the management and career development of direct reports including: participating regular reviews, recommending/rationalizing raises & promotions, authoring Hurdle documents, authoring
progress reports, Performance Improvement Plans, document performance and attitude issues in collaboration with PM supervisor, HR, etc
57 57 57 57
Dedicate sufficient time to effectively recruit, retain and educate best-in-class. Directly, and through next tier leaders, attend to and manage team morale
58
Recruit, retain and educate best-in-class. Directly, and through next tier leaders, attend to and manage team morale
58
Recruit, retain and educate best-in-class. Directly, and through next tier leaders, attend to and manage team morale
58
Recruit best-in-class colleagues
58
58
58
Hold regular department meetings with standard agenda
59
Actively participate in regular department meetings, including running some sessions, helping redirect meetings towards being productive
59
Actively participate in regular department meetings, including running some sessions, helping redirect meetings towards being productive
59
Actively participate in regular department meetings
59
59
59
Participate in regular department meetings
Provide assessment of, and drive sourcing/execution and satisfaction of, team training and work with HR and MD/GM to find and execute effective training
60
Collaborate with Director, Program Management to find and execute effective training
60
Collaborate with Director, Program Management to find and execute effective training
60 60 60 60
Proactively and reactively work as an advocate for department, practice and individuals
61
61
61
Work as an advocate for department, practice and individuals
61
61
61
Other
61
Other
61
Other
61
Other
61
Other
61
Other
61
Other
Educate and Empower Service Line leads and Senior Management to align with and execute ab

17
Success Depends on Effective Communication
and Alignment Around:
 Client Objectives
 Success Criteria
 Priorities
 Scope
 Process & Procedures
 Roles & Responsibilities
(e.g. Who makes what call)
 Agency Objectives
Successful Partnership - 2 Sides of 1 Coin
Complements & Supplements
Account
Management
Project
Management

18
Relationship
Management &
Growth
Business
Strategy
Financial
Accountability
Measurement
Strategy
Creative
Strategy
Marketing /
Brand Strategy
ACCOUNT
MANAGEMENT

19
Risk / Quality
Management
Resource
Management
Engagement
Management
Budget
Management
Schedule
Management
Process / Change
Management
PROJECT
MANAGEMENT
RISK / COST
QUALITY /
PROFIT

20
Account
Management
Project
Management
Business Goals
Marketing Goals
Branding Goals
Client Advocacy
On-Time
On-Budget
On-Spec
Agency Advocacy
Strategic &
Relationship Lead
re: below
Delivery &
Relationship Lead
re: below
Owns
What & Why
Owns
How & When
AS / PM
AS PM
AS PM
AS PM
AS PM
Checks & Balances - Ensuring the Win / Win

21
Rollout & Training – Playbooks & Key Documents
Playbooks (microsites, email, print)
• Process & RACI - what?/how? /who?
• Project Plan - what?/how? /who?
• Budget / R-by-R - what?/how? /who?
Playbooks
Start Date
must be
End Date
must be
Start End Weeks Start End Weeks
Hours / Month 156.67 7/28/2013 8/31/2013 5.0 9/22/2013 11/2/2013 6.0
Hours / Week 36.15 180.8 216.9
Weeks / Month 4.33 $111 $59
Phase Hours Phase FTE's Phase Revenue Phase Cost Phase Hours Phase FTE's Phase Revenue Phase Cost
Name Title Bill Rate Cost Rate 333.0 1.84 $49,340 $37,110 1,093.0 5.04 $164,405 $64,808
Account Management Subtotals
Project Management Subtotals
Creative Subtotals
Technology Subtotals
Planning Subtotals
MSI Subtotals
POEM Subtotals
AAO Subtotals
Contractor Subtotals
$6,140
$0
$13,335
$106,800
$7,050
$0
$1,080
$0
$30,000
4.0 0.02 $328
<< Indicate BU Leaders Approval >>
$2,420
$800
POEM
12.0 0.06 $312
MSI
8.0 0.04 $1,084 0.0 0.00 $0
0.14 $3,900
Technology
Planning
720.0 3.32 $35,520$675
$5,60040.0 0.22 $1,600
INSIGHTS PHASEINITIATE PHASE
PHASE SUMMARYPHASE SUMMARYEnter "Hours / Year" first ===== >
0.34 $5,791 40.0 0.18 $2,804
Phase: Blended Rate
Possible Hours per FTE Possible Hours per FTE
Phase: Blended Rate
61.0 $10,290
0.0 0.00 $0
Creative
$3,522
160.0 0.89 $23,000
0.08
$3,346
$1,110
$20,000
$5,675
$2,770
$2000.035.0
Contractor
0.69 $18,750150.0
6.0 0.03 $426
AAO
0.0 0.00 $0
Client ABC // ABC - Project XYZ // ABCABC13SIR01234
Choose Bill Rates
Enter "Confidence Level" last ==== >
Rosetta Rack Rates
1880
100%
15.0 $1,335
30.0
34.0 0.19
Account Management
Project Management
141.0 0.65
Key & Ongoing Docs
A Large & Complex
B
C Small & Simple
3 2 1
SIZE
COMPLEXITY
Week of: << Date >>
PM Lead << AM Name >>
AM Lead << PM Name >>
% Cmplt
Sched
% Cmplt
Budg
% Cmplt
Delta
Timing Budget Quality
Client
Satisfact.
<< Insert Project Name - Insert Project Code >> 25% 45% -20%
xxxxxxx Holiday
Hair
OND banner campaign 1 2 1 1
xxxxxxx Top Hair
Bravo TV Show integration
campaign
1 1 2 1
xxxxxxx Tennis
Womens Tennis Championship
sponsorship
2 3 3 3
xxxxxxx 2014 Jan - Sep 2014 plan 2 1 2 1
yyyyyyyyyyy
Seventeen
Seventeen Mag integration - best
TRESses
2 1 1 1
yyyyyyyyyyy
Project Runway
Bravo TV Show integration
campaign
<< Insert Project Name - Insert Project Code >> 65% 65% 0%
General Status AORs 1 1 1 1
Transition Transition of all activity to UMI 1 1 1 1
ept 2006 06 search campaign 1 1 1 1
tttttttttt Flame
2006
06 search campaign 1 1 1 2
Broadband 2006
broadband Video 06 cross brand
campaign
1 1 1 1
gggggg base 2014
Benadryl base banner & search
campaign
2 1 1 1
vvvvvv 2014 Desitin banner & Search campaign
bbbbbb GMA
Winter
Winter concert series sponsorship
<< Insert Project Name - Insert Project Code >> 75% 80% -5%
DI Staffing Selling in Phase O and I Strategy 2 1 1 1
MediaVisor
Switching all billing/vendor
contacts to MV
1 1 1 1
Target
Profile/Insights
Provide Risa/Web team with
profile of online target
1 1 1 1
Finalize 07
Staffing Plan
Set roles/needs for 07 1 1 1 1
c
c
c
plan approved, awaiting creative for 1/1 launch
2 meetings down, one to go
Will take place for all 07 buys
Will be used in place of MARS data, will need to be backed out to US POP
Re-org of team
Nov report due 12/15
Campaign complete, CF to issue final analysis, 12/18
DL results in progress (2 pending receipt, 3 to be delivered, 10 delivered), nove report due 12/15
Plan reco reviewed with client, CF to send followup info 12/11
revised plan and followup info sent to client, awaiting feedback/approval
On hold per client request
PR4 brainstorm held 11/29. Awaiting client feedback.
Dec AORs due 12/4
Had first meeting. Working with R.Beason to clarify responsibilities for Q1
<< Insert Client Name >>
Status
Workstream
Name
Workstream Description Comments / Next Steps Key Dates
Owner - Rosseta /
Owner - Client
Campaign live, all units tracking. Nov report due 12/20
Developing final plan recommendation, due 12/21
Bring in CD to realign team. Schedule weekend session
$75K budget, awaiting proposal from Seventeen for evaluation
1 Normal 2 Risk Identified 3 Correction Needed 4 Completed
Enter number and color will appear
C
Key & Ongoing Docs / Tools
• Status Report
• Meeting Notes
• Risk Matrix
• Kick-Off Guide

22
http://football.isport.com/football-guides/how-to-play-midfield-in-soccer

23
PM in an Agency Environment | Benefits
Improved
 Communication (internal & external)
 Control
 Perception (agency, team, individuals)
 Relationships
 Quality
 Morale
 Revenue & Margins
Reduced
 Effort
 Errors
 Ramp-up & cycle time
 Delivery costs
Allows specialists to focus on:
 Deliverables not distractions
 Marketing (creative, tech) not management
 Enhancements not errors

Project Management Overview: Process, Roles (Digital Agency version)

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