Untapping Project Management’s Potential in Marketing Systems
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How we are transforming PMs from task-trackers to strategic drivers of agency success
Advertising and marketing are moving faster than ever before, and with so many spinning plates something inevitably is deprioritized; in many cases this is project management. Many agencies mistakenly treat project managers as glorified administrative assistants, sidelining the true value PMs bring to an organization.
Project management is not just about keeping projects on schedule —it’s about driving efficiency, enhancing creativity, and ensuring the overall success of the agency. At DNA we strive to ensure project management is properly stood up for the benefit of every other department and clients alike.
When operating at their fullest potential project managers act as an extension of the CEO, blending strategic thinking, operational expertise, and a deep understanding of client needs. They are not just taskmasters; they are analysts, historians, and mediators, balancing the agency’s goals with client expectations. Their role is multidisciplinary, encompassing everything from resource management and risk mitigation to fostering continuous improvement. When properly supported, project managers can transform the way an agency operates, helping it stay competitive in our ever-evolving industry.
That sounds ideal right? But here’s the real linchpin to this vision of project management working: project management can only be realized if agency leadership fully buys into its importance, just as they would for a producer, strategist or any other expertise. Without leadership backing, project managers are left to navigate the complexities of their roles without the necessary tools and authority, ultimately stifling their ability to contribute effectively.
Why does this matter more than in the past? Agencies have long had loose versions of project management or even diverted tasks to other roles, so why should this role be valued now? In today’s advertising landscape innovation and agility are key, and agencies that fail to leverage the full potential of project management risk falling behind. It’s the difference between thriving, just getting by and flailing. Agencies that take project management seriously and invest in professionals will find themselves better equipped to deliver value to both their clients and their own teams, driving success from the ground up. Project management, when done right, is not just a function—it’s a strategic advantage.
