All Of The Following Are Considered Sport-Specific Fitness Components Except Project Management Office Provides Better Marketing Results

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Project Management Office Provides Better Marketing Results

Many believe that the rigor and discipline of project management combined with the creative nature of marketing are like oil and water. While it does take some getting used to, once a routine is established, not only will the relationship work, but marketing will actually improve. The more channels of marketing: TV, radio, print and digital media, and the more frequently creative updates, the greater the benefits. In marketing, media and advertising, a one-size-fits-all approach to project management won’t work. There must be a better way!

Companies often implement a program or project management office (PMO) to manage large, complex or expensive projects. The differences between PMOs and PMOs are left for another discussion. In some cases, marketing budgets make up a significant portion of a company’s overall operating budget. When viewed holistically, marketing projects can require complex coordination across multiple agencies and across channels. Therefore, marketing is a logical candidate for PMO. Unfortunately, marketing departments often feel that the Project Management Institute (PMI)-mandated methodology is too restrictive to support the creative process. Additionally, many marketing organizations feel that the PMI process requires too much overhead to meet the agility needed to adapt quickly to market. The solution is to use an approach that balances rigor and flexibility, while still providing the necessary status visibility and control of marketing projects using only the highest value components of the PMI process.

PMI is a large project management training and certification organization. PMI’s Project Management Professional (PMP) is just one certification available to project managers and is a well-known and accepted form of certification. The number of PMI-certified project managers affects most program or project management offices (PMOs) following PMI’s established methodology. The commonality fostered by PMI results in very similar document templates and processes, regardless of department or industry. While this similarity simplifies staffing and training issues and is well suited for information technology projects, it doesn’t have the flexibility needed to build marketing and advertising organizations. PMI certification is only one indicator of an individual’s project management capabilities. Marketing project managers need more than project management skills to successfully manage marketing projects or build a marketing PM. Project managers must flexibly manage multiple workflows in a fast-paced environment where market forces can, and often do, dictate sudden changes in direction. A project management approach cannot slow down the marketing process.

Establishing a PMO in a marketing organization presents a unique set of challenges that require a creative approach. PMO success requires a solid understanding of project management principles. Experience in balancing a prescribed approach to project management with avoiding disruptions in creative development is essential. The right way to build a marketing PMO adds value by:

· Deliver just-right processes through the CMO level and above to maintain financial and status visibility for organizational leadership

· Establish communication processes to enhance coordination of brand messaging across marketing channels for consistent and effective marketing that motivates customers and consumers to purchase goods and services

· Flexibility to adapt to client’s specific goals and market needs and consistently deliver exceptional service

I’ve found that using a PMO approach tailored to the unique needs of the marketing department can provide extended value beyond the points above. These will vary by organization, but typically include the following:

· Increase senior management confidence in the solution. Project sponsors and decision makers must believe that the creative direction is on the right track and well supported in order to accept it. Regardless of the specific creative approach, senior management will feel more confident when brand managers and other key stakeholders are involved, giving full consideration to the issues involved in the selection process.

· Align stakeholders. By establishing the coordination of multiple activities and providing a forum for all stakeholders to contribute, they will gain direction as ideas translate into branding, marketing content and effective go-to-market execution.

· Improve efficiency. Deploying marketing materials often requires significant effort. There are planned events that need to be handled, such as sales meetings, new product launches, sporting events, concerts, etc., that require material to be available at a specific time. PMOs provide planning to achieve the highest quality material without the inefficiencies and poor quality of last minute scrambles. I’ve been in situations where important opportunities to connect with consumers were missed, or content was lackluster—all due to mistakes in the planning process.

· Improve marketing performance. I’ve seen first-hand how after a PMO was established, marketing teams were able to turn around declining sales and achieve significant growth by improving the consistency of cross-channel communication and consumer-facing messaging.

You’ll know your PMO is working when all departments within your brand marketing team are working toward a common goal on a coordinated schedule. You’ll be able to consistently present your brand across channels, and your marketing efforts will increase sales.

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