Page 58 - Global Project Management Handbook

2-20 STATE OF THE ART OF GLOBAL PROJECT MANAGEMENT

By means of adequate project information, conflicts in the project and in the rela-
tionships to relevant environments are minimized, and adequate expectations regarding
project results are developed. Feedback for the project is ensured, and a dialog with the
relevant environments is established.
Project information projected to the outside creates constructive pressure on the
inside. The project organization must satisfy the expectations developed. Thus project
marketing promotes identification of the members of the project organization with the
project. Project marketing also aligns with the personal interests of self-marketing of the
members of the project organization.
Project marketing can be defined as project-related communication with relevant proj-
ect environments. Project marketing is a project management task, and it is pointed out
here because of its importance to the success of a project. Project marketing focuses on
communication.
Project marketing is a project management task to be fulfilled in all subprocesses of
project management. Project marketing therefore is rarely considered a work package in
its own right in projects.
Project marketing starts with the project assignment. The definition of a project for
fulfilling a business process of a medium to large scope represents an important market-
ing measure. Project marketing is especially important in the project start process. Initial
information about the project and the project identity can be communicated.
Subsequently, project marketing measures should be sustained at a relatively even
level of intensity over the whole duration of the project and according to specific
requirements. During ongoing project coordination, it is possible to perform informal
project marketing at lunch, over a cup of coffee, in the elevator, and so on with all those
interested in the project. During project control, the intermediary results of the project
and changes in project structures can be communicated.
In resolving a project discontinuity, communication of the project discontinuity is a
work package in its own right because communication is of special importance in the res-
olution of a project discontinuity. In the project close-down, not only the project results
but also the process of the project work and the contribution of the members of the
project organization are communicated.
Project environment analysis and development of the project culture form the basis for
project marketing. Project environment analysis enables the differentiation of project-
specific marketing strategies and concrete measures by environments (target groups of

marketing). (Objectives of project environment analysis, however, are not only the plan-
ning of marketing measures but also the planning of organizational, contract-designing,
and personnel measures.)
In developing the project culture, the project name, a project logo, project slogans,
and project-specific values are defined that can be used in developing the instruments for
project marketing. To ensure consistent use, the font to be used, the font sizes, the project
colors, and so on must to be clearly defined.
Instruments of project marketing include
● Print media—project folder, project information sheet, project newsletter, project wall
newspaper, project report (in the company newspaper)
● Project-related events—project finishing touches, project presentation, project meeting,
project-related competition, project start event, project end event, press conference
● Give-aways—project stickers, project T-shirts, etc.
● Online—project homepage, etc.
● Visits—visiting a construction site, visiting a project room, etc.
● Project management documentation—project handbook, project progress report, project
score card, etc.