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[...] Lee Huang wrote a post on centralizing the Web Marketing function in a company. He describes the things that he feels need to be taken into account when centralizing this function: [...]

[...] So now you’re probably asking yourself, what robust email marketing system out there that can handle all this? Stay tuned for our next post to find out.  In the meantime, check out this blog post for some other things to keep in mind when looking to centralize your marke…. [...]

[...] excellent article sur la centralisation des fonctions webmarketing (décidément il va falloir que je rencontre Jeremiah un jour [...]

I’m glad you liked the article and appreciate your comment.

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Establishing a solid project prioritization process/methodology up front and ensuring all stakeholders clearly understand it is critical. It’s also important that the “architects of this priotization process” realize that the prioritization methodology will likely evolve over time based on various factors including overall corporate goals and business performance.

For example, at a company that I recently worked for, we had 6 major business units, each of which had a division president. As the centralized web team, we had a project prioritization process where we received project requests (along with anticipated ROI forms) from the 6 divisions. Since we wanted to properly service each of the divisions and treat them equally, we promised that we would work on at least the top 4 prioritized projects from each division (in other words, we would work on 24 projects simultaneously). Therefore, all the divisions perceived themselves to be equals and were satisfied.

However as the year went on, the overall company was not performing as well as expected, and numbers were missed. Some divisions were up in revenue and making significant contributions to the bottom line while others were lagging behind. It wasn’t a surprise which divisions were up and which were down.

With this business condition in place, we got a mandate from the top that we had to increase overall company performance and one of the strategies was to focus more resources on the “growth” divisions (even at the expense of the other divisions). This meant that we had to change our project prioritization process so that we no longer worked on 4 projects equally for each division. Instead, we shifted our prioritization to work on more projects for the growth divisions and fewer for the laggards. Clearly, this made some divisions happy and really negatively impacted others… so in the end, the change was aligned with overall company goals, although not necessarily division/business unit goals.

- Lee Huang, lhuang23@yahoo.com

To your point on project prioritization, a good product process can help capture, evaluate, prioritize and assign projects (or features) to an appropriate release with the right business prioritization.

I hope to read more from you soon.