In any complex project management environment where a supplier is contracted to meet the requirements of a purchaser, it is a given that the project management teams on each side will have different objectives, expectations, standards and methodologies. Navigating the stormy waters between these two sides can be a hazardous experience which can cause delays, misunderstandings, errors and additional costs. By contrast, it should be pointed out that the waters between such parties may be calm and even too peaceful, reflecting a lack of objective input, which can also leave the project ship-wrecked. So where and how shall we find our bridge?
In the world of media, one of the top developers of broadcast management systems is Provys, who are regularly required to improve the operating procedures of mid-size to large multichannel broadcasters with their fully integrated workflow software solution. Despite trying to keep an unrelenting focus on final outcomes, Provys nevertheless realise that even with their famously strong project team, there are indisputable benefits to be derived from a broadcaster’s decision to employ third-party expert project managers to act in the capacity of consultants who will take an overview of the implementation, acting as a bridge over any potential issues. Petr Helebrant, Project Manager at Provys, explains:
“We have recently completed two substantial projects with Viasat World and All Media Baltics (AMB), utilising the overarching consultancy expertise of Posterity-Milestone and Ravensbeck respectively, both UK based consultancies whose services include project and programme management. Their contribution to the successful completion of these projects, on time and on budget, cannot be overemphasised, and I fully recommend this method of management for complex projects.”
A brief look at these two project management consultants will help us to better understand their philosophies and methodologies. Their projects have included multiple new channel launches globally for broadcast companies and content owners, ranging from a Video On Demand service to full channel launch, and fitting out green-field media site technology. Both have been responsible for end to end programme management, including scheduling, rights & media management, technology and process design, and successful launches into operations. Adapting their approach to the culture and structure of their clients, they ensure that project and programme management disciplines can work in any organisational environment. Their teams actually fill any internal gaps in the short term, whilst advising clients on vendor selection and the best way to address skills shortages or inappropriate resource levels.
The diagram, courtesy of Roman Barton, Head of Project Teams at Provys, illustrates the five main phases of a typical enterprise software implementation in a broadcasting operation, broken down further into the numerous activities required in each phase, all superimposed on a simplified Gantt Chart. The external project management consultants, mentioned above, are active in the Pre-project, Specification, Acceptance and Roll-out phases where the risk of delays and losses can occur, and where their value added contribution is extremely effective. Careful study of this self-explanatory diagram is highly recommended as it encapsulates many years of project management experience. For broadcasters, following this methodology / navigation chart is your sure-fire way of safely surviving the potentially troubled waters of project management.
