In today’s interactive environment; design, marketing and creative companies rely on their high-powered creative professionals, executives and sales teams to differentiate themselves from their competitors.
BUT … these leaders can only promise you an unsurpassed product or service, they, themselves, generally are not delivering the end result.
THIS is left to another member of the team, the project manager.
Tasked-based project planning and management is the backbone of successful enterprise Internet marketing initiatives. This is the essential element to effective PM and driving both internal and external accountability. Using PMI best practices for project planning, change management, risk management and resource allocation provide stability, predictability and control to any large complex project.
Project managers often walk the fine line between micro-managing and holding team members accountable for hitting targets. The task-based plan empowers individual team members to take control, especially on large web interactive projects – and it provides a clear level of accountability to the team as well as to the client.
By applying the task-based PM practices, the Elements team is able to deliver world-class products and exceptional customer service.
THE REAL DIFFERENCE is the project manager who is committed to superior service.
Michael Boyer, CMO of ELEMENTS, shares a “Core Belief” that guides our project management methodologies and superior service goals.
The humility of the transparent (Service: authentic people, real service)
To be of service to others lies at the core of the meaning of honesty. For to facilitate lasting change and progress the goal must be to do the good thing, the right thing, and to speak the truth. It is from this place of honesty that we do well.
Thus our way is to share, in service to our clients and partners, what makes us special. We are a transparent company; our clients and partners can feel our passion, touch our intelligence, hear our camaraderie, see our energy and sense our difference. We have quiet values yet we hold them fiercely; we have our custom definitions of quality, value and professionalism.
And at the end of the day we ask the simple questions ‘Did we matter?’ and ‘Have we contributed?’ for the measure of our longevity will be in how others judge us. In an era when change is a whirling dervish it is the fact that we come back time and time again to a place of transparent humility that will enable our world to see us and our company for what it is – human, real, humble and different.