Perspectives on Projects by unknow

Author:unknow
Language: eng
Format: epub
Tags: Built Environment
Publisher: Taylor & Francis Group
Published: 2010-05-03T00:00:00+00:00

Over the last three chapters, we have discussed the importance of gaining people’s commitment to our projects. In Chapter 4 we saw that a necessary condition for project success was to gain the commitment of the stakeholders to the success criteria before we start, and repeatedly at project review points throughout the project. In Chapter 5 we saw that we needed to seek top management backing so that they would support and fund the project. We needed to ensure that the project is aligned with corporate objectives and convince senior management that it will deliver beneficial change for them. Then in this chapter we saw the need to win the support of the project team so that they work diligently towards the project’s objectives. Project managers must be effective communicators to communicate with all three groups of stakeholders, to communicate up to top management, outwards to the other stakeholders and down to the project team.

Phrasing the right communication and delivering it in the right way is a marketing function. Project managers have to segment the market for their communication, and deliver each piece of communication in a way that will appeal to the relevant segment of the market, and at a time and a place and in a way that they will listen to and hear it. They need to promote their project, help the various stakeholders appreciate its benefit to them, and be willing to give (and pay for) their support. This is the classic “four Ps” of marketing: the product (the project), the price (the cost of support), the promotion (the message that needs communicating), and the place of sale. So the Marketing School is the last of this initial sequence of schools with a business focus.

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