1.
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The following slide
presentation is designed to
accompany the workbook
“A Manager’s Guide to PR
Projects: A Practical
Approach”
2nd edition
© PJ Parsons 2018

2.
THE “IMPLEMENTATION” PHASE
PART 4

3.
WHAT THIS SECTION COVERS…
 Managerial elements of planning the
implementation of the PR plan
 Planning for financial management
 Planning time management
 Planning quality control management
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4.
REVISITING IMPORTANT MANAGERIAL CONCEPTS
MANAGERIAL ELEMENTS OF IMPLEMENTATION
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5.
MANAGING THE IMPLEMENTATION PHASE: REVISITING THE CONCEPT
OF “MANAGEMENT”
 Management is a process.
 Management involves and concentrates on reaching the
organization’s goals.
 Management involves working with and through people.
 Management involves working with and through
organizational resources.
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6.
THE DIFFERENCE BETWEEN MANAGEMENT & LEADERSHIP
Management
• Focuses on day-to-day
accomplishment of organization
activities that move it in the
direction of pre-determined goals
Leadership
• The force that determine the
organization’s overall direction
and ultimate goals
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7.
MANAGERIAL ELEMENTS OF IMPLEMENTING PR PLANS
Money management
Time management
Quality control management
Human resource management
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8.
REVISITING MANAGERIAL PARAMETERS
PARAMETERS
Time
Schedule
Cost
Budget
Quality
Specifications
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9.
MANAGING FINANCIAL RESOURCES
BUDGETS AS MANAGEMENT TOOLS
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10.
MANAGING A PROJECT’S MONEY: UNDERSTANDING BUDGETS
A PR BUDGET is a financial plan for allocating specific
sums of money to specific activities required for the
achievement of the objectives.
A budget is a planning tool
A budget is a measurement tool
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11.
TYPES OF PR BUDGETS
A Program Budget
• Allocates financial resources to
programs and to activities
required by programs
A Line Item Budget
• Allocates amounts to line items
such as printing, office services,
advertising etc.
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12.
PURPOSES OF THE PR BUDGET
 Provide a financial statement of objectives, tasks
& priorities
 Provide an additional means of communication
 Provide a means of controlling & monitoring PR
activities
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13.
HOW TO DEVELOP THE BUDGET
What specific
tasks are
required??
Who will
accomplish the
tasks?
How will it take
to complete
the tasks?
What resources
are required to
complete the
tasks?
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14.
TIME MANAGEMENT
DEADLINES & TOOLS
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15.
CONTROLLING TIME
• They don’t know how
• They’re too lazy to plan
• They enjoy that rush of meeting tight deadlines
• They enjoy managing crises
Why do so many
people seem to
have difficulty
managing their
time?
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16.
TYPICAL TIME MANAGEMENT TOOLS
The “to-do” laundry list
The prioritized “to-do” list
Time estimates
Delegation
Gantt & other charts
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17.
TIME MANAGEMENT MATRIX
URGENT NOT URGENT
IMPORTANT Crises, pressing
problems, deadline-
driven projects
Recognizing new
opportunities,
planning
NOT
IMPORTANT
Interruptions, some
mail, some phone calls,
some meetings
Trivia, busy work,
some mail, chit
chat, e-mail
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18.
THE BEAUTY OF A SIMPLE GANTT CHART
WEEK 1 WEEK 2 WEEK 3 WEEK 4
ACTIVITY 1
ACTIVITY 2
ACTIVITY 3
ACTIVITY 4
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19.
MAINTAINING QUALITY CONTROL
ENSURING QUALITY IMPLEMENTATION
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20.
ON-GOING MEASURES OF PR PROJECT QUALITY
 Consistency
 Reliability
 Accuracy
 Congruence
 Honesty
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21.
THE RIGHT PERSON FOR THE RIGHT JOB: DELEGATION
DELEGATION is entrusting another
individual with the authority to make
decisions about and carry out a specific
activity. Delegation is usually from one level
on the organizational chart to a lower one.
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22.
STEPS TO SUCCESSFUL DELEGATION
Decide what tasks to
delegate
Decide to whom you
will delegate each task
Delegate a complete
job if possible
Ensure a reasonable
understanding of the
reason for the task and
expected results
Let it go!
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