DMW ProjectWorks
Experienced Project Management Services
The Challenge
You are familiar with the scenario. Your company is introducing a new product or new equipment, moving data from one platform to another, introducing a new piece of software or a new process and workflow. It’s important and requires a fulltime resource, but your current employees all have other “day jobs” and it is impossible for them to divert their time and attention to the project. The project is critical, but it has a finite lifespan. It won’t help to hire an additional fulltime employee when you know the project will be started in January and end in June.
The Solution
DMW ProjectWorks has over 15 years in project management experience, running and completing critical initiatives. Collectively, our project managers have over 50 years of experience. We’ve done this for some of the largest companies in the U.S. including:
- Discovery
- Hearst
- NewsCorp
- New England Journal of Medicine
- PGA Tour
- Scripps
- Viacom
- WebMD
Methodology
Our methodology is based on 7 guiding principles:
Discovery and Requirements
Any project needs to be guided by a list of business requirements. This also leads to the definition of the MVP — the Minimal Viable Product. This answers the question: What is absolutely necessary and non-negotiable in order to fulfill the project? DMW dives in, meets with stakeholders, documents and validates the requirements. This sets the stage for the project.
Goals and KPIs
Goals and key performance indicators (KPIs) will be the benchmarks by which the implementation of the project is judged.
Stakeholders and Accountability
Every project manager answers to the Company stakeholders. These are individuals who are representatives of each business unit that is impacted by the project. They are in effect a “Council” that reviews and judges progress. Stakeholders are also assigned accountability, ensuring that information and materials required to move the project forward are available when needed.
Project Planning and Milestones
Every project must be driven by tasks, owners and completion dates. The supporting materials include not only a technical Gannt chart, but an Executive Summary, that makes the timeline and the critical dates clear to all stakeholders.
Risk Assessment and Mitigation
Transparency is critical. Where there are developing risks in a project, the best antidote is to expose them and mitigate them with solutions. As independent project managers, we have no fear in calling out risks in the interest of developing those solutions.
Testing and Training
Often forgotten until the later stages of a project, identifying testing and training as key elements of the project plan are key to making sure change transformation occurs in an orderly fashion, and that end users are ready to take on new tasks that have been introduced by the project.
Launch Preparation and Rollout
Each business unit in a Company needs to be advised and aware of an impending launch — this becomes part of the project plan. A key element is whether to rollout the introduction of the project in a phased approach, or with a single “big bang” implementation.
Client Endorsements
“Doug is an acknowledged expert in media operations and understands the critical relationship between operations and sales. I’ve worked with him on various projects through the years, and his expertise has contributed significantly to the success of those projects.”
—Nick Johnson
Sales Leadership at NBC, Turner, McClatchy
“Doug has provided consulting, project management, and software services for WebMD since 2004. When there is a crucial project to execute, we have never hesitated to reach out to Doug and his team to fulfill those services.”
—Sean Mario
SVP, Digital Revenue, Operations, and Business Development at WebMD
“Over the last 10 years, I have had the opportunity to engage Doug on several projects during my tenure at The New York Times and Hearst. His people have consistently provided reliable consulting and project management services, and we gained tremendous value from their deep expertise. Doug’s team has proven their ability to work with cross-functional groups to achieve the goals of the project — they stand out by being easy to work with, flexible, and effective.”
—Heather Keltz
Ad Operations Executive at New York Times, Hearst
Are You Ready? Contact DMW ProjectWorks!
Do you have an impending project? Are you fully staffed to fulfill it, or do you require project management resources? Are you unsure and simply need an unbiased, neutral resource to talk through your scenario, to determine if you can go it alone, or need help?
Feel free to reach out to DMW ProjectWorks at (973) 906‑3179 or .