Most of what I know about project management, I learned in Art School.
For every project, there were strict limits on subject matter, materials and time. Just like our daily work environment, we were expected to deliver on time, under budget and with a tremendous amount of creativity.
Because of this experience, and varied projects over the years, I've worked from a bit, to a lot with different project management approaches, paradigms, and tools.
These approachs have included TQM, SDLC, Agile, using GANTT charts- and even my favorite, the plain old wet napkin, or the back of an envelope...
One of my higher profile projects was in a major luxury retail and lifestyle brand niche. I worked with the marketing group, internal and external creative teams, email vendors, and their
analytics teams to execute approximately 120 email campaigns over a four-month engagement. We did almost daily standups, then created points to determine tasks and capacity.
On this project, I documented each step of the infrastructure and processes relating to email loyalty marketing, budgeting, reporting
and analysis. The project included a significant amount of process redesign and development of project management tools and dashboards that were simple and quick enough for any stakeholder to use. This work was actually developed in tandem with personally performing the day to day work.
On another project, I led a cross-functional team representing six departments and several client representatives through existing process analysis, redesign, and then selection of a new CRM and campaign management application suite. As the primary project manager and lead vendor liaison throughout the process,
I stepped the team through additional ideation meetings with stakeholders to determine and rank needs.
In order to gain agreement and foster cooperation between these extremely diverse groups, I treated each one as a persona. We worked up each persona's profile and required functionality. I then walked them through breakout groups to bring together priorities across job roles and build a final matrix and scoring rubric.
The methodology I used was a blend of Agile and SDLC.
As an offshoot of this work, we were able to spec out rough screen designs to determine during the Proof of Concept (POC) phase, whether stock interfaces were usable or if custom programming waould be required.
After that, I managed the team through each step of RFI, RFP, and POC using the documentation and materials we had developed. As the final part of the project, I took the team leadership through building the business case and due diligence materials for securities and regulatory compliance.
These are just a couple of the projects I've been involved with. There are other small to medium sized ones, like the tools used internally and with authors for building a small publishing company and starting a nonprofit's archiving and online asset sharing program.
There are also projects that had enterprise wide impact. One involved performing a current and future state analysis, developing a roadmap and project plan for an enterprise wide marketing software installation. This occurred parallel to execution of the existing production calendar, so I ended up using more of a Waterfall process.
I'd love to show you work samples, but of course, most of these were work for hire, covered by NDAs, or would expose proprietary intellectual capital.
I can show you some simple fun variations from small projects though...