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If your project team and its customer are all in one department, then the sponsor is likely to be your boss, or your boss s boss. But if you work in one department, say, information technology, and are delivering a new product, say, a computer network, for use by another department, then the sponsor may be on the customer side. In your communications plan, you will need to identify three separate sets of relationships among project stakeholders: The corporate reporting structure that will be in place before, during, and after the project; the project status reporting structure during the project; and the project communications network, which is not about reporting results, but rather about providing information so that everyone has what they need to get the job done.

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The inputs of the concept stage include: The bright idea. A written statement, anywhere from a paragraph to a few pages, de ning the idea to be evaluated. The person or people o ering the idea. It is important to know where the idea came from. Ideas will be evaluated di erently depending on the expertise of their source. Is the source of the idea a customer, a marketing person, or someone on the technical side Did the idea arise in consultation among people from di erent groups Does the source of the idea know and understand your company Or is the idea being promoted by a vendor Might the source of the idea have a bias about its value or self-interested reasons for promoting it Information about similar past projects or proposals. If work has been done to evaluate or create this product or service in the past, at your company or elsewhere, you will want to know about it. A knowledge of your customer and market. The idea must bring value, either by being pro table or by reducing costs. Therefore, the concept stage team must have access to expertise, reports, and research capability that can de ne what will really bene t the customer. A knowledge of your own organization. Part of the evaluation in the concept stage is the determination of whether the idea is appropriate to your organization. There are many bright ideas that are not right for your company, or not right for it right now. Therefore, you need access to value, vision, and mission statements, as well as development programs, initiatives, and goals. It is also good to have a working knowledge of what kinds of projects have succeeded and faltered in your company in the past, and why.

We were startled to note that China is quickly picking up on repositioning as a strategy. It s a story about plum juice, which isn t a juice but a kind of herbal tea. There is no proper English name for it, and it is a drink with more than a 300-year history in Beijing. There is a big brand called Kang Shi Fu and a smaller competitor called Jiu Long Zhai. The big brand has about two-thirds of the market and costs considerably

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In some organizations, the mission, vision, and values of the whole company and the division are articulated and de ned in writing. If that is the case, and if those written statements accurately re ect the goals and activities of the company, then seeing if the new idea ts with the goals of the company is relatively easy. If an organization does not have such written statements, then it will be necessary to interview in uential executives to determine if the idea has merit, and if the project can succeed in the corporate environment. If the organizational mission, vision, and value statements are not adhered to, then it will be necessary to respond to the realities of the corporation more than to the written statements.

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