Brand management: organizational changes in project management

Abstract

Motivation in project management is the central factor for the formation of a competent project team, the successful execution of a project. For this, methods of efficient marketing, of internal marketing, are needed. This paper describes the basic problems and possible solutions for the identification of the employees of the matrix organization in a project team. Supported by empirical studies (expert surveys) and extensive literature studies, it is examined which values of the project motivate the employees to become enthusiastic about the project. The paper also examines ways in which a project can be set up in such a way that employees can identify 100 per cent with the project objectives from the outset. In addition, the interaction of social values in the project and the project will be investigated beyond the company. The goal must be that the employees in a project must be inspired for this project to grow together, to form a project team. To the company's knowledge, social responsibility and the definition of identity brand models can contribute ultimately. A project must establish itself as a brand in the company. The project manager to do this must assume the role of ambassador of the brand values of the project within the company and outside to the customer in all consistency. He has to become a marketing manager of his project. In a further step, theoretical models for the description of the brand, describing values and high on the implementation in project management are examined. The role of the project manager as a central figure for organizational change remains at the centre of the research. We are looking for tools and methods with which a project manager can inspire his team members for the project in such a way that their motivation leads them to top performance. Similar to the buying behaviour of brand customers, who are prepared to pay considerably more for brand products than for technically comparable products without strong brand loyalty, it is argued that employees of a respected and fascinating project are prepared to do more than for a boring project without a brand. The aim is to establish the project members as part of a group in which they are highly motivated to pursue their tasks, outgrow their possibilities and abilities and give everything for the success of the project. The identification of people to a closed group (to a project or a trademark) can have a very positive effect on the individual employee but also on the whole group. However, with a high group motivation within a company, within a matrix organization, it must not lead to limited resources being used in the company for only one project. Other projects running simultaneously must not be disadvantaged by this. The aim of research on motivation in project teams is to explore the basis for an individual and measurable measure of the personal performance of a project manager. Finally, the article gives recommendations for further research on measurement methods of project success, the measurement of the brand strength...

Performance Incentives To Increase Motivation; Potentials Of Meaningful Activities In Project Management

“…They conclude that individuals make decisions based on their intrinsic motivation and sometimes not on "what is reasonable" (Ariely, Loewenstein, & Prelec, 2006). This enthusiasm of a project leader is transformed in this article and is reflected as a component "project brand strength" in the performance assessment of a project leader (Zwerenz, 2019). The author's experience as a project leader in the implementation of several major projects also takes up this enthusiasm and expands it to include the identification of the project teams with themselves and the aspect of meaningful activities as an incentive in project management.…”

“…The project manager has a significant responsibility for accelerating the team building process. Both views are superimposed on the following diagram (Zwerenz, 2019).…”

“…Source: illustration after Tuckmann, adapted by Zwerenz (Tuckmann, 1965;Zwerenz, 2019) From the extracted knowledge about personality individuals and the different needs of people, the compelling question arises for the project manager during the team building process;…”

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“…In Marketing and Management of Innovations, Zwerenz describes his findings regarding the crucial importance of presenting a construction project as an innovative brand and the consequences for the performance of employees, their identification with the project and the commitment of employees in construction projects (Zwerenz, 2019). The effects of the introduction of IIoT devices on construction sites can thus not only be measured directly in monetary terms, but must also be assessed taking into account aspects of the attractiveness of projects.…”