Ioannis AivalakisProject Manager - Technical Services| Initial RewardsUnited Kingdom
Hello all,
I am new to this group - and to project management - so I would like to thank you for your warm welcome.
I work for a very small organisation (about 30 people in total) who specialise in loyalty marketing for the iGaming industry. We are purely online and 50% of our internal projects, 100% of our external ones are digital. More often than not, what we are lauching is three-step white-labelled prize sites for our clients.
I was tasked with forming a mini-team of project management with a colleague of mine. This is a new function in what is a very small organisation. As a result, and given than none of us has project management background, we are struggling a little bit with defining our roles and the team's workflow. Saying that, I am currently studying for a CAPM/Prince 2/Microsoft Project accreditation, while I have a Yellow Belt in Six-Sigma from my previous role. In any case, I'd really appreciate with any help from the experienced Project Managers that visit this forum.
This is what we are working towards, but I would like your input on whether it makes sense given the framework described above. Feel feel to comment and add/remove elements to what you think the expectation from a project manager should be in a 30-people digital marketing organisation:
'For the project management team role, what should be expected?
1. clear project scope with sign-off -- and set priorities.
PMs to fully understand:
1. Who the client is
2. What did we sell?
3. What are we building?
4. Where will the product be live?
5. Where is the customer base located?
6. Why is this project a priority and why has it been assigned to me? - they would be responsible for every delivery of solutions from the Initial rewards technology service.
We expect the project management team to understand the client’s expectations for launch as well as the business goals and when Sales have promised launch dates during the sale.
PMs to stick to the priorities specified the business – which is aligned with the development process and the sales process. Priorities will be set by:
1. CEO
2. Head of Sales
3. Head of Product
Going directly to Tech with issues not approved by Product and the client is not something we expect - this will over complicate the process.
PMs will need to speak to tech on a daily basis and manage the deliveries so that we ALL DON’T speak to tech. It should be only Product and Project Management that should speak to tech. If there are product inputs – then the business should speak to product teams.
We expect the PMs to facilitate all communication between teams (product, content and sales) as well as between the client and us.
?
Project plan: we expect the PMs have clear plans about how the project will be executed including action items and deliverables from all teams with DEADLINES. Let’s discuss tools to better manage this process…
Keep the teams updated:
We expect that through larger/longer projects, the PMs would keep all teams (and the client) updated on progress.
Project close:
We expect PMs to be able to successfully close the project once complete: the PMs need to be able to close a project with a post-mortem summary (whether it be internal or external) and leave the door open for the next project with the client.
In summary, here’s what we want to finalise what we expect from the project management team
Sales would be selling the solution. Product would define what is to be delivered and project management manages the process to ensure delivery – they plan the project once the spec is ready and work more closely with the stakeholders.
• Identify work required to achieve project deliverables and who will be involved.
• Prepare project timeline of project milestones and deliverables.
• Track project progress.
• Report project status back to stakeholders.
• Plan and manage stakeholder communications.
• Plan and manage project quality.
• Plan and manage changes to project scope, timeline and resources.
• Ensure project deliverables are transitioned.
• Close the project.
Moving forward with new projects, below is the work flow we need to define.
1. Sales Pitch
2. Sales and Product: Spec the work
3. Sales: Quote/Contract
4. Sales and Product: Handover to PM and tech – review in meetings
5. Tech to communicate with PM and Product
6. PM to create a project plan for all deliverables outside of including tech, have it approved and to update relevant parties and to ensure other departments (design/content/admin/branded merch/promos) deliver on their action items
7. Tech to deliver platform
8: PM to deliver ensure delivery on all other items by other resources
9. PM to communicate launch to Operations/sales/product
10: Sales/Product to sign off
11. PM to communicate launch to client / Operations / Sales / Accounts / Product and to follow through with any ongoing maintenance
Key thing that I wanted to ensure is that testing is to be done by tech and by Product teams. The Project management team – does sanity tests – possibly at the time of final launch / and prior to handing over for final testing by Sales / product. Prior to this activity once tech is done with testing, product would test and make the necessary changes and take the relevant decision'.
Apologies for the long post and thank you very much for any help. Believe me, it is much appreciated!
Senior Projects Manager | Field & Marten AssociatesNew Westminster, British Columbia, Canada
Yannis, welcome on board - It is a very interesting yet indeed super long discussion and the answer could be even longer. I would also suggest you break down you questions into groups according to priority. Saving Changes...
Ioannis AivalakisProject Manager - Technical Services| Initial RewardsUnited Kingdom
Hello Ayat/Rami,
You are absolutely right. I am having a first discussion on the matter today, so I shall be able to do this later; looking for clarification on specific points.
In the meantime, I would like to post the job spec that I have created on the basis of the above, just in case you could tell me if there are any obvious 'mistakes' in it (i.e. something should not be there or clearly missing):
The purpose of the Project Management role is to deliver on priorities defined by the business - which is aligned with the development process and the sales process. The CEO, Head of Sales & Head of Product set these priorities.
Duties & Responsibilities
• Clarify project scopes with sign-offs and set project priorities • Be responsible for every delivery of solutions from the Initial Rewards technology service (LPS & Gift Sites) • Understand client expectations for product launches, the client business goals, as well as when Sales have promised launch dates during a sale • Speak to tech on a daily basis and manage product deliveries • Facilitate all communication between teams (Product, Content and Sales) as well as between the client and IR • Have clear plans about how projects are to be executed, including action items and deliverables from all teams – with deadlines • Keep all teams (and the client) updated on project progress • Close projects with a post-mortem summary (whether it be internal or external) and leave the door open for the next project with the client • Manage the process to ensure delivery - plan the project once the spec is ready and work more closely with the stakeholders from there • Identify work required to achieve project deliverables and who to involve • Prepare timelines of project milestones and deliverables & track progress • Report project status back to stakeholders • Plan and manage stakeholder communications • Plan and manage project quality • Plan and manage changes to project scope, timeline and resources • Ensure project deliverables are transitioned and close projects • Create a project plan for all deliverables, have it approved and updated with relevant parties and ensure other departments (Design/Content/Admin/Branded Merch/Promos) deliver on their items • Ensure delivery on all other project action by other resources • Communicate project launches to Operations/Sales/Product/Accounts, as well as clients, and follow through with any ongoing maintenance • Perform sanity tests – both at the time of final launch and prior to handing over for final testing by Sales/Product Saving Changes...
PANKAJ KUMAR JOSHIGeneral Manager| Transrail Lighting LimitedNainital, Uttrakhand, India
Hi, I saw your question which is quite long. It will be good if you highlight one particular discussion. In general you must refer to PMBOK, mostly the answers are available there. However community will be happy to help you with a particular question. Saving Changes...
Ioannis AivalakisProject Manager - Technical Services| Initial RewardsUnited Kingdom
Thank you, Pankaj! Saving Changes...
Stéphane ParentSelf Employed / Semi-retired| Leader MakerPrince Edward Island, Canada
Welcome aboard, Pankaj. I agree with Pankaj that the PMBOK should be a good way to validate whether your job description covers all the necessary responsibilities. (Hint: there are areas missing.)
If you have other questions for us, I suggest you post them individually. It makes it easier for everyone to remember the thread by the title.
Enjoy your project management journey. Saving Changes...
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