From marketing to project management

a study of project managers in a large ICT organization

Although many previous studies have identified the project manager skills that facilitate project success, the field lacks sufficient information on one essential practitioner skill: knowing how to sell projects internally to executives and externally to stakeholders. This article examines how project managers can integrate a marketing perspective into their project management approach. In doing so, it identifies six elements that informed this paper's examination of how three companies use marketing techniques when managing projects; it overviews the study's methodology and summarizes the two axes shaping project marketing as well as the four elements influencing a project environment. It describes a four-part framework and two approaches--solution selling and creative offer--for synthesizing project marketing. It then analyzes the three case studies on business-to-business project marketing.
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