Explore the business situation that Proctor and Gamble faced and how it was resolved using effective project management. We will do the following: 1. List and describe the project team roles, 2. List the stakeholders and why you think they are stakeholders, 3. Identify the key stakeholders.
Procter and Gamble (P&G) is a multinational consumer goods company that faced a challenging business situation in 1999. The company had a large portfolio of brands, and managing them was a complex task. To address this challenge, P&G embarked on an initiative called “Organization 2005,” which aimed to streamline its operations and reduce the number of brands it managed. Effective project management was critical to the success of this initiative, which involved a cross-functional team of professionals from different areas of the company.
- Project team roles:
- Project Manager: Responsible for overseeing the entire project, developing project plans, and managing resources to ensure that the project is completed on time and within budget.
- Business Analyst: Responsible for gathering and analyzing data to support decision-making.
- Process Engineer: Responsible for developing and implementing processes to improve efficiency and effectiveness.
- Brand Manager: Responsible for managing specific brands and ensuring that they are aligned with the overall strategy.
- Sales Representative: Responsible for managing relationships with customers and ensuring that sales targets are met.
- IT Manager: Responsible for managing the technology infrastructure and ensuring that it supports the project’s objectives.
- Stakeholders: Stakeholders are individuals or groups who have an interest in the project’s outcome. In the question, Explore the business situation that Proctor and Gamble faced and how it was resolved using effective project management, The stakeholders for P&G’s Organization 2005 initiative included:
- Customers: Who would be affected by changes to P&G’s product portfolio.
- Shareholders: Who had a vested interest in P&G’s financial performance and the success of the initiative.
- Employees: Who would be affected by changes to the organization’s structure and operations.
- Suppliers: Who would be affected by changes to P&G’s procurement policies.
- Key stakeholders: The key stakeholders for P&G’s Organization 2005 initiative were the company’s executives, including the CEO and other senior leaders. These individuals were responsible for setting the strategic direction for the company and ensuring that the initiative aligned with its overall objectives. Other key stakeholders included the employees who would be responsible for implementing the changes, as well as the customers and shareholders who would be directly impacted by the initiative’s outcome. The project team played a critical role in ensuring that the needs of all stakeholders were taken into account and that the initiative was implemented effectively. Through effective project management, P&G was able to successfully streamline its operations and reduce the number of brands it managed, leading to increased profitability and long-term success.