Scribd
Upload
25 views33 pages

La Investigación de Mercados: Como Proyecto Gerencial

The document discusses project management and focuses on managing market research projects. It states that the market researcher in charge of a market research project must take on the role of project manager to successfully carry out the work. It discusses key aspects of project management including defining objectives and scope, stakeholder engagement, planning, risk management, and monitoring and control. The overall message is that market research projects require strong project management practices to have a high level of expected success.

Uploaded by

FREDY CAÑON
Copyright
© © All Rights Reserved
We take content rights seriously. If you suspect this is your content, claim it here.
Available Formats
Download as PPTX, PDF, TXT or read online on Scribd
25 views33 pages

La Investigación de Mercados: Como Proyecto Gerencial

The document discusses project management and focuses on managing market research projects. It states that the market researcher in charge of a market research project must take on the role of project manager to successfully carry out the work. It discusses key aspects of project management including defining objectives and scope, stakeholder engagement, planning, risk management, and monitoring and control. The overall message is that market research projects require strong project management practices to have a high level of expected success.

Uploaded by

FREDY CAÑON
Copyright
© © All Rights Reserved
We take content rights seriously. If you suspect this is your content, claim it here.
Available Formats
Download as PPTX, PDF, TXT or read online on Scribd
You are on page 1/ 33

La Investigación de

Mercados
COMO PROYECTO GERENCIAL
LA INVESTIGACION DE
MERCADOS
• ES UN PROYECTO GERENCIAL DESDE CUALQUIER
PERSPECTIVA DE ANALISIS.
• HOY HABLAREMOS DE EL MANEJO GERENCIAL QUE
SE DEBE DAR A TODO PROYECTO.
• EL MERCADOLOGO A CARGO DE LA INVESTIGACION
DE MERCADOS DEBE ASUMIR EL ROL DE GERENTE
DE PROYECTO PARA LLEVAR A CABO UNA LABOR
CON ALTO NIVEL EXITO ESPERADO.
Project Management
Class Objectives
• To provide participants with:
• An awareness of the importance of applying good practice
Project Management in projects of any size.
• An understanding of essential elements, including the
Leadership Role of the Project Manager, Project Planning, Risk
Management and Stakeholder Engagement.
• An understanding of the principle elements of design control
to be applied within projects.
What is a Project?
“Unique process consisting of a set of coordinated and
controlled activities with start and finish dates, undertaken to
achieve an objective conforming to specific requirements,
including constraints of time, cost, quality and resources”

• A Project is a planned set of activities


• A Project has a scope
• A Project has time, cost, quality and resource constraints
What is Project Management?
• The art of organising, leading, reporting and
completing a project through people
What is Project Management?
• A project is a planned undertaking
• A project manager is a person who causes things to
happen
• Therefore, project management is causing a planned
undertaking to happen.
Project Manager Role
• A Good Project Manager
• Takes ownership of the whole project
• Is proactive not reactive
• Adequately plans the project
• Is Authoritative (NOT Authoritarian)
• Is Decisive
• Is a Good Communicator
• Manages by data and facts not uniformed optimism
• Leads by example
• Has sound Judgement
• Is a Motivator
• Is Diplomatic
• Can Delegate
Stakeholder Engagement
Stakeholder

“A person or group of people who have a vested


interest in the success of an organization and the
environment in which the organization operates”
Typical Stakeholders
• Sponsor
• Funding Body
• Customer
• Suppliers
• End User
• HSE/Environmental Agency
• Maintenance Team
• Neighbours/Community/Shareholders
• Fusion Community
• Interfaces
Stakeholder Engagement process

• Identify Stakeholders
• Assess needs
• Define actions
• Establish communication channels
• Gather feedback
• Monitor and review
Key Points in Project Set-up and Definition

 Create Project Management Plan (PMP)


 Be clear of scope and objectives
 Establish clear statement of what is to be
done (WBS)
 Establish Risks to be Managed
 Establish Costs and Durations
 Establish Resources Required
Project management Plan - PMP
 Master Document for Project
 Defines the following:-
 Project Objectives, Scope, Deliverables
 Stakeholders (Internal & External)
 Work to be done (WBS)
 Project Organisation and Resources (OBS)
 Project Costings (CBS)
 Project Schedule
 Procurement/Contract Strategy
 Risk Management
 Quality management
 Change Management
Project Planning
Project Planning
• Adequate planning leads to the correct completion of
work
Planning

• Inadequate planning leads to frustration towards the


end of the project & poor project performance
Project Start Project End
Work Breakdown Structure (WBS)
• The Work Breakdown Structure is the foundation for
effective project planning, costing and management.
• It is the most important aspect in setting-up a Project

 It is the foundation on which


everything else builds
Work Breakdown Structure - Definition

“A Work Breakdown Structure (WBS) is a hierarchical


(from general to specific) tree structure of
deliverables and tasks that need to be performed to
complete a project.”
Project Planning
 A word about Scheduling
– Schedules (task durations) can have a wide
variation
– There is no unique answer. Rather, there is a
statistical variation depending on assumptions
– Need to understand the basis of scheduling
(Most challenging; Most likely; Absolute certainty
- bet your life on it!)
– Most people are very optimistic/naive
Common schedule development
Accuracy of Timescale Estimates

100
90
80
Subsequent
70 Estimates
Probability

60
50
40
30 First
20 Estimate

10
0
1 2 3 4 5 6 7 8 9 10 11 12 13 14 15 16 17
Timescale
Project Planning – Key Points

• Recognise that adequate project planning is


essential
• Produce a sound WBS
• Use the framework provided by the Project
Management Plan (PMP) template
• Involve the right people
• Allow enough time
• Be systematic
Project Risk Management
Project Risk – Definition (1)

“Project risk is an uncertain event or condition that, if


it occurs, has a positive or negative effect on a
project objective”
Project Risk – Definition (2)
“A combination of the probability of a defined threat or
opportunity (Likelihood) and the magnitude of the
consequences of the occurrence (Impact) defines a Risk
Index”
Risk Impact

Threat → Scope → Poor Quality Product


Threat → Schedule → Late Delivery
Threat → Cost → Overspend

• In addition there are health, safety and


environmental threats that must be managed (CDM
Regulations)
Risk Management Process

• Identify Risks
• Assess likelihood and impact
• Rank risks and prioritise
• Define risk management approach & actions
• Implement actions
• Monitor & review
Risk Management – Key Points

• Make the management of risk integral to the way


the project is managed
• Ensure that cost and time contingencies are
consistent with identified risks
• Focus on the “significant few” – don’t try to
manage too many risks
• Be vigilant and proactive
Project Monitoring and Control
Project Monitoring
• Typical Monitoring Activities
• regular reviews of progress against schedule using WBS as
basis (Plan against Baseline)
• regular review of actual costs (O/P from SAP) against
budgeted costs and Earned Value at WBS level
• regular review of resource loading
• regular progress meetings with project team
• regular meetings with contractors
• production of periodic progress reports
• risk reviews
• inspections/ audits
Project Control
• Typical Control Activities
• assign responsibilities at Work Package level
• staged authorisation of work to be done
• staged release of budgets (staged release of WBS(e) numbers)
• ensure PM has a ‘Management Reserve’ under his control
• seek corrective action reports when WPs go ‘off track’
(overrunning or overspending)
• release Management Reserve carefully
Project Monitoring and Control
Summary
• Monitor against the plan – status regularly
• Take a factual approach to decisions
• Identify management action early
• Check that defined controls are being applied – correct if
necessary
• Apply change control
Thanks a lot for your
attention!!!

You might also like