Who are the project stakeholders? How will they be involved in the project?
Consumers, the community and the company’s design, production, purchasing, shipping, sales and marketing departments. They will all be consulted adequately to ensure that all their concerns are put into consideration in the project process.Who should be the project sponsor? Why?
A company whose products will make use of this container. One of the water companies, for instance, should partner in this project. In so doing, they will be advertising their products.From which department should the project manager come? Why?
The design department. This department will be best placed to ensure that the container is produced and used in a way commensurate to the project design.What are the expected results of the project?
New markets for the sales channel, a foundation for add-on products, the generation of new revenues and a better competitive ability.What is the project charter?
An outline of the scope of the project, its objectives and participants.
What value will it add?
A more efficient way of storage due to its size and the new revenue generation from its add-on products.
What problem will it solve?
An efficient storage solution to the customers.
What are the ramifications for not doing it?
Not doing the business will render the company less competitive in the market given that its competitor already has a similar product.
Background and problem statement
The marketing department is requesting for the initiation of this new project. The project will create a new product that will target a new sales channel, and an opportunity for new add-on products that will generate more revenue for the company. Producing these big units will not only see revenue increase per unit sale, but they will also generate more revenue for the company.
Armstrong, J. S., Collopy, F. (1996). Competitor orientation: effects of objectives and information on managerial decisions and profitability. Journal of Marketing Research, 23, 190-195.
Armstrong, J. S., Greene, K. C. (2007). Competitor-oriented objectives: the myth of market share. International Journal of Business, 12, 117-121.