Integrated Marketing

Project Management at
Alcatel-Lucent Enterprise






Huong Vo
20439036
3A
Honours English Arts and Business Co-op Program
University of Waterloo

University of Waterloo

Faculty of Arts













Integrated Marketing
Project Management at
Alcatel-Lucent Enterprise




Alcatel-Lucent Enterprise

Ottawa














Prepared by:
Huong Vo
20439036
2B English and Business
January 17, 2014

913 Erinbrook Court
Kitchener, ON
N2E 3S5

January 17, 2014

Dr. Heather Smyth, Associate Chair
Department of English and Literature
Faculty of Arts
University of Waterloo
Waterloo, Ontario
N2L 3G1


Dear Dr. Heather Smyth,

This report, entitled Project Management in the Workplace, was prepared for
Alcatel-Lucent Enterprise as my first work report. Its purpose is to discuss and
evaluate the RAMP or Request a Marketing Project procedure and program for managing a
marketing project

Alcatel-Lucent provides products and innovations in IP and cloud networking, as well as ultra-
broadband fixed and wireless access, to service providers, enterprises and institutions throughout
the world.

The Integrated Marketing section, in which I was employed, is managed by Ms. Maria Espinosa-
Gobuyan, and it is primarily involved in overseeing all the different marketing departments.

This report was written entirely by me and has not received any previous academic credit at
this or any other institution. I would like to thank Ms. Espinosa-Gobuyan for providing me with
valuable advice and guidance. I also wish to thank Ms. Thompson for proofreading my report . I
received no other assistance.

Sincerely,





Huong Vo
20439036

Table of Contents
List of Figures and Tables.............................................................................................................. iii
Summary ......................................................................................................................................... 1
1.0 Introduction ............................................................................................................................... 2
2.0 Project Organizational Structure Overview .............................................................................. 3
2.1 Functional Organization ........................................................................................................ 4
2.2 Project Manager Characteristics............................................................................................ 4
2.3 Pros and Cons of Functional Organizations: ......................................................................... 4
2.3.1 Pros: ................................................................................................................................ 5
2.3.2 Cons: ............................................................................................................................... 5
3.0 The Process of Using RAMP as a Project Management Tool .................................................. 6
3.1 Project Start ........................................................................................................................... 6
3.2 Resources .............................................................................................................................. 6
3.3 Timing and Budgeting ........................................................................................................... 7
4.0 Conclusions and Recommendations ......................................................................................... 8
4.1 Conclusion ............................................................................................................................. 8
4.2 Recommendations ................................................................................................................. 8
References ....................................................................................................................................... 9
Appendix ....................................................................................................................................... 10
View of RAMP Request Page ................................................................................................... 10
Projects Under Huong ............................................................................................................... 11






List of Figures and Tables

Figure 1. Organizational Structure of Project Management ........................................................... 3
Figure 2 Percentage of RAMP Project Request Types ................................................................... 4

Table 1 Example of different types of services/resources...6

INTEGRATED MARKETING PROJECT MANAGEMENT AT ALCATEL-LUCENT 1
Summary

Project management, as defined by the Project Management Institute is the application
of knowledge, skills and techniques to execute projects effectively and efficiently (PMI,
2013).As an English student enrolled in the Arts and Business program at the University of
Waterloo, this knowledge is clearly regarded as valuable when twelve hours out of the PMIs
Certified Associate in Project Management (CAPM) certification is already incorporated into
the program. The purpose of this report is to analyze the project management process I
experienced at Alcatel-Lucent during my second work term of fall 2013. It also serves to help to
students who are interested in viewing an example of project management in a co-op position
and who wish to take on a project management role.
The report will feature an overview of my job duties, locate exactly where Alcatel fits in
the organizational structure of project management looking at its pros and cons, and follow
through the process of requesting a project to its completion as applied in RAMP, a program
used to develop marketing collateral.
The information was gathered through primary research of my work experience, the
Integrated Marketing Intern Training Manual as well as secondary research from marketing
websites, and the University of Waterloos Professional Development 5: Project Management
Course. In addition, there is also the conclusion of my analysis that could aid future Integrated
Marketing Interns in understanding their role, and recommendations be implemented in the
future to improve the process at Alcatel-Lucent.


INTEGRATED MARKETING PROJECT MANAGEMENT AT ALCATEL-LUCENT 2
1.0 Introduction

As an Integrated Marketing Intern at Alcatel-Lucent in Ottawa, I worked with a global
Integrated marketing team in the Enterprise Business Group. The definition of Integrated
Marketing often can be inconsistent, but simply stated it is the disciplined process of choosing
the appropriate marketing strategy, combined with the appropriate mix of tactics, methods,
channels, media and activities that best support the desired end result of the defined marketing
activity (Hatheway, 2013). This suits the role of the group well as it oversaw the many divisions
of marketing that worked towards the goal of reaching business clients.
For my job, three main aspects involved coordinating translation, overseeing projects,
and fulfilling administrative communication responsibilities. The translation involved interfacing
with external agencies and internal clients to translate marketing collateral and documents into
languages such as French, German and Spanish. Along the process or once finished I would post
the final collateral to the internet, intranet, and business portal.Another aspect involved project
management. Acting as an assistant project manager I would keep action registries up-to-date to
develop and update marketing collateral., following up with individuals from cross-functional
marketing teams. This involved assisting in coordination of Marketing Communication
(MARCOM) requests using RAMP, which will be further analyzed in this report.
The daily communication/administrative duties involved ensuring all content relevant to
Integrated Marketing Campaigns are shared through internal repositories. For Integrated
Marketing Program meetings and global conference calls, I took notes summarizing discussions
and action lists. Each month I compiled e-mail updates to the Field Marketing community on the
top marketing programs and key MARCOM activities for an audience of over 3000.
Request for report not to be maintained in a work report archive
INTEGRATED MARKETING PROJECT MANAGEMENT AT ALCATEL-LUCENT 3
Figure 1. Organizational Structure of Project Management
2.0 Project Organizational Structure Overview
As a co-op student without previous project management work experience, and whose job duties
included assisting my direct supervisor and
one team member with managing projects, I
decided it was it was important for me to
classify the organizational structure of project
management that the Alcatel-Lucent division
I worked in could be categorized.
Organizational structure is an enterprise
environmental factor, which can affect the
availability of resources and influence how projects are conducted (PMBOK Guide, 2013). The
major project management organizational structure classification.. and in order of authority of
Functional organization, Weak matrix organization, Balanced matrix organization, Strong matrix
organization, and Projectized Organization, as shown by figure 1. Understanding the structure
would enable me to better understand how the marketing teams projects were carried out,
applying what I learned from PD 5 and the PMI book.
2.1 Functional Organization
From comparing the characteristics of different project management structures to my
observations in the workplace, the Alcatel-lucent Enterprise marketing team would be classified
under functional organizations. Functional organizations exists in many traditional
organizations and the departments are separate from each other (PD5). This was true where
the Integrated Marketing was divided into divisions such as Communications: Small Medium
Business and Medium Large Enterprise, Data and Network Infrastructure, Partner Marketing,
INTEGRATED MARKETING PROJECT MANAGEMENT AT ALCATEL-LUCENT 4
Figure 2 Percentage of RAMP
Project Request Types
Digital Marketing, and Services. As the project manager I needed to depend on knowledge,
resources, skills from these different departments to run the project successfully (PD5).
2.2 Project Manager Characteristics
In accordance with the organizational structure figure, and Alcatel-Lucent being Functional, I
would also be classified as functional. A functional manager has very little autonomy, may be
known as a Project Coordinator or a Team Leader, not known as a Project Manager because their
level of authority is substantially less, the project component may be only part of the employees
regular duties, have little or no administrative staff. This definition helped me understand my
role, level of authority and made sense where the project coordination it was only part of my job
duties.
2.3 Pros and Cons of Functional Organizations:
I will look at four pros and one con for functional organizations as stated during Week 4 Projects
and Organizational Structure PD 5 class, as italicized below, and reflect on whether this was true
where I worked.
2.3.1 Pros:
I deal for organizations with recurring projects such as manufacturing
This was certainly true in the marketing department as there were many recurring
projects. An example are the
datasheet updates, where there were
minor changes or product updates
made by the author. From locating
the 17 projects that I was in charge
of during my 4 months by running
INTEGRATED MARKETING PROJECT MANAGEMENT AT ALCATEL-LUCENT 5
an Ops or Operations Report, (see appendix figure 2), and looking at the project
type, I found that datasheets occurred 7 times and were the highest percentage, as
depicted in figure 2.
Everyone on the project knows who is in charge: the functional manager
Due to the changing nature of co-op with different students each 4-8 months
serving as the functional manager, I would not say this was true. While I assist
with the project overview, obviously I am not in charge but rather serve as the
middle person. At the beginning of my term, only my supervisor and close co-
workers knew my role. Only after they introduced me to a client and I had helped
a client with a project would they associate me as the person they would be
communicating with.
The actual department has the responsibility and authority for the project
Looking at the RAMP tool where one can see that there was clearly different
programs of corporate and product marketing, enterprise, corporate
communication, global sales and marketing, strategic industries, and global
customer delivery, myself being in enterprise, and then within the divisions as
described in section 2.1, it was good was those people understood more than me
and had more experience.
2.3.2 Cons:
The project manager has little, if any, project authority and may be known as a
project expeditor
In my case, this was not a con since I was co-op student with limited experience.
The verb expedite would make sense to describe how I actioned project
INTEGRATED MARKETING PROJECT MANAGEMENT AT ALCATEL-LUCENT 6
Table 1 Example of different types of
services/resources
requests. My authority would be limited where the final decision would be made
by the prime project manager whom I reported under.
3.0 Using RAMP as a Project Management Tool
3.1 Project Start
At the beginning of a project I would use the RAMP tool to request details such as client,
program, division, project name, project description, request type, project due date, web
publishing, and upload any supporting documents. Other times it would be the client filling in
the details if they are familiar with the program. This provides all the information important to
handle the project and kept it in one centralized location. Afterwards, there would be an email
notification from the program sent to me and the other project manager, where it and up to me to
action request or check with another project manager to make sure they havent taken action yet.
Overall the beginning process seemed straightforward, and the project number was extremely
important to keep track of the project. However, in order for the process to go along smoothly it
was necessary that the client or myself fill in the information to the best of our ability with clear
details. Unfortunately this did not always happen
3.2 Resources
The main resources needed for projects were the skills of contractors
to proofread, edit, design, etc as shown in table 1. When choosing a
resource, I would look at the Vendor Rate Chart where there was
information such as: Resource name, Location/timezone, Level,
Description, Phone, Email and Currency.
Usually I found that would pick the cheaper, or a intermediate
INTEGRATED MARKETING PROJECT MANAGEMENT AT ALCATEL-LUCENT 7
designer over a senior designer to save on costs, where an intermediate designers hourly rate
could be between $45-65, rather than a senior contractor with higher hourly rate of $70 and
above.
There were two parallel companies for Alcatel-Lucent, Creative Niche in North America and
Proffice in Europe. I chose local resources, and only realized a European Company existed when
an employee from another department located in France wanted to use Proffice.
3.3 Timing and Budgeting
I found that the timing and the budget regulation of the projects were not kept track of too well,
as the time/duration of the project was not information pulled in the Ops Report and I was not
made aware of a budget, if there was one. Often new clients did not have a good understanding
of when a project should be due, as their project durations were unrealistic or requested late.
Thus I would have to revise or ignore the project due. The process of a project could be
monitored by its status submitted, acknowledged, in process, and complete, but often only
submitted be used and the others forgotten until past the completion time. The cost of projects
would be determined by the hour estimates set by the contractors. When projects took longer
then it would go over the original estimate. Quotes were generally approved by myself, and only
when there were amounts larger than $500 then I would ask the prime.
Other Factors
Other factors that affected the project that were out of my or my designers control included
things such as such as technology, and weather. There was one period when a designer that I
worked closely with took longer than usual to provide her proofs back to me. She had computer
hardware issues and had to transfer files to another computer. Weather also affected how I work
on a project when one time the electricity went out at the office, as the result of a storm.
INTEGRATED MARKETING PROJECT MANAGEMENT AT ALCATEL-LUCENT 8
4.0 Conclusions and Recommendations
4.1 Conclusion
The Alcatel-lucent Enterprise marketing team would be classified under functional
organizations, with the Integrated Marketing Intern being a low authority project manager.
For the actual process through RAMP, there I found there were some communication
inefficiencies that affected time and budget. such as the due dates werent realistic, project
statuses werent used effectively, and ops reports.
4.2 Recommendations
In order to improve the communication process in managing projects through RAMP, there are
some simple changes that I recommend.
1. Project requestors/clients should have a clear and realistic due date for projects
At the beginning of the Request page, there can be a link to RAMP Guideline for them to
have as a reference, with sample time estimates for projects such ranging from quick ones
such as updates to datasheets to ones that require more work such as case studies. For a visual
reference to help people understand at a quick glance there can be a Gantt chart, a bar chart
that illustrates a project schedule.
2. Project statuses should be used more effectively
As mentioned, the project statuses of submitted, acknowledged, in process, and complete|
werent well monitored. Projects could be colour coded according to its status, example red
for submitted, pink for acknowledged, yellow for in progress and green for completed. This
would help project managers and clients keep accurate track of the project, and the
information should be pulled in the Operations Report.


INTEGRATED MARKETING PROJECT MANAGEMENT AT ALCATEL-LUCENT 9
References
A guide to the project management body of knowledge (PMBOK guide) Fifth Edition (Fifth
ed.). (2013). Pennsylvania: Project Management Institute, Inc..
Enterprise and industries. (n.d.). Alcatel-Lucent. Retrieved from http://www2.alcatel-
lucent.com/enterprise-and-industries/
Hatheway, R. (2013, 08 26). Integrated marketing: what it is and why you should embrace it -
part 1. Retrieved from http://www.marketingexecutives.biz/integrated-marketing-what-it-
and-why-you-should-embrace-it-part-1
Carr, P. (2013, September). Project Management. PD 5. Course conducted from University of
Waterloo. Desire to Learn, Waterloo.
What is project management?. (n.d.). PMI. Retrieved from http://www.pmi.org/About-
Us/About-Us-What-is-Project-Management.aspx
(2013). Integrated marketing intern training manual. Ottawa: Alcatel-Lucent.

INTEGRATED MARKETING PROJECT MANAGEMENT AT ALCATEL-LUCENT 10
Appendix
Appendix A) View of RAMP Request Page




INTEGRATED MARKETING PROJECT MANAGEMENT AT ALCATEL-LUCENT 11
Appendix B) Projects which I helped coordinate

Project Number Name
Project
Manager
Collateral
Type Status
E2013092590EN
Omniswitch_6855_EN_DatasheetUpdate
ForAOSRelase
QIAN
ESCHBACH Datasheet COMPLETE
E2013092591EN
Omniswitch_6850E_EN_DatasheetUpdate
ForAOSRelease
QIAN
ESCHBACH Datasheet COMPLETE
E2013092592EN
Omniswitch_9000E_EN_DatasheetUpdate
ForAOSRelease
QIAN
ESCHBACH Datasheet COMPLETE
E2013092626: UpdateDesignOfThreeDataPromo
QIAN
ESCHBACH Datasheet COMPLETE
E2013092667EN WlanAp220SeriesDatasheetUpdate
QIAN
ESCHBACH Datasheet COMPLETE
E2013092672EN Ap100SeriesDatasheet
QIAN
ESCHBACH Datasheet COMPLETE
E2013092684EN
MatrixDocComparingWLANController
FeatureVsWLANInstantAPFeatures
QIAN
ESCHBACH Other COMPLETE
E2013103144EN WLANAntennaProductMatrix
QIAN
ESCHBACH Other COMPLETE
E2013113260EN RevisionOfTheCompactESRDatasheet
QIAN
ESCHBACH Datasheet COMPLETE
E2013113290 WLANAPProductMatrix
QIAN
ESCHBACH Other
IN
PROGRESS
E2013123619EN
DatacenterHLDDocumentDesignGuide
Phase2
QIAN
ESCHBACH
Application
Note
IN
PROGRESS
E2013123659EN AP220SeriesDatasheetUpdate
QIAN
ESCHBACH Datasheet
IN
PROGRESS
E2013092554EN
CaseStudyRefreshForLiverpoolHospital
Reference
MARIA
ESPINOSA-
GOBUYAN
Case
Study COMPLETE
E2013092743EN AAAPLeaflet
MARIA
ESPINOSA-
GOBUYAN Leaflet COMPLETE
E2013123648EN
CaseStudyForRoyalPrinceAlfredHospital
InAustralia
MARIA
ESPINOSA-
GOBUYAN
Case
Study COMPLETE
E2013113503
CustomerReference-ShortCaseStudy&
ReferencesUnderNDATemplateToBe
Revised
MARIA
ESPINOSA-
GOBUYAN
Case
Study COMPLETE