Introduction
Project Managers play a central role in the successful completion of complex projects in the modern industry. They have a dual mission of organising and prioritising resources while building an execution plan that aligns with the organisation’s strategy. In parallel, the project manager also monitors resources, engages team members and stakeholders while using creativity for problem-solving, and provides feedback for processes optimisation to meet deadlines, costs, and quality to deliver the final product (Pollack et al., 2018). This Project Charter reflects the best practices in project management to set up a Digital Campaign for Pulse Electrical, a company going online for the first time, expecting to generate revenue from the digital world throughout 2022.
1. Project Name
“Developing a Google Adwords Campaign for Pulse Electrical.”
2. Overview
2.1 Project Background
The primary objective of this project is to coordinate the set-up of a Google Adwords campaign for Pulse Electrical. Therefore, upgrading the current website into a more customer-centric approach while connecting it to data analytic tools to enhance digital performance (Asare et al., 2020). In addition, the organisation is an electrical services provider going online for the first time, which requires excellent communication skills and extra clarity in the strategic outcomes to make the client comfortable through the whole process.
2.2 Problem & Opportunity Statement
2.2.1 The Business Case
Pulse Electrical is an electrical services provider for any commercial & residential demands. Operating in Auckland since 2018, the company has built a solid reputation by performing supporting householders in end-to-end services electrical services or as an outsourced workforce for major construction businesses as a core activity. Its mission is to provide top-notch services and the best customer support in the Auckland area, supporting the construction industry and households. The vision is to constantly move towards better service and modern processes, which will lead to growth opportunities by enhancing customer satisfaction.
While Pulse Electrical achieves business maturity (Paton & Andrew, 2019), the company has a new challenge, growth in the digital era. Despite being a small business, the organisation needs to enable a digital strategy into the current business model to thrive long-term. However, as a drawback, lacking Digital background prevents them from getting started, while there is evidence that the competition embraces the digital era.
Within this background, the project embraces the primary mission to upskill the organisation by providing enough assets to start a Digital Campaign, enhancing organic search results with the SEO strategy (Berrell, 2021), and generating revenue with Google Adwords investment.
Secondly, due to having digital capabilities, Pulse electrical will use Google Analytics to track customer behaviour and enable Data-Driving-Decisions (Drivas et al., 2020) while refining future digital strategies. Within this perspective, it includes having a reliable geodata profile addressing customer gender, age and location. This data is vital data to define & refine a strategy.
Thirdly, within a mission of having revenue in one year of the campaign, the business will pursue 50% online and 50% offline income. However, the results may vary accordingly to the monthly investment in the Google Adwords platform and a period of up to three months refining the keywords set to improve outcomes. A realistic forecast should suggest having some revenue in the first six months before achieving more consistent results for up to a year. The campaign’s second year may suggest incorporating social media platforms like Facebook and Instagram, budget revision, and strategy refinement.
The fourth and most significant outcome is to embed digital capabilities into the organisation’s core and, as a result, provide room to grow in the long term. As soon as the organisation starts to mature in the digital world, there will be numerous further strategies to build and opportunities to get involved.
2.2.2 SWOT ANALYSIS
Table 01 demonstrates the SWOT Analysis, a vital strategic asset that allows organisations to clarify their capabilities and develop a reliable strategy (Dandage et al., 2019). The method scrutinises the internal business environment to understand its strengths and weaknesses and compare it to opportunities and threats from the industry scenario. Therefore, it justifies an investment while providing a clear path for setting up a functional strategy before embracing any project.
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Although Pulse Electrical is a small business, the company has adopted as many digital tools as possible to optimise operations. For example, the company uses cutting-edge tools for work management planning and accounting. Also, there is a well-organised customer services database and a good website. Nevertheless, most importantly, Pulse Electrical has a bold vision of digital opportunities and has started moving towards disruptive services and becoming NZ’s benchmark.
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Although the company has had significant success since its early days, customers originate exclusively from personal networking, business referrals and word-of-mouth. There is no digital revenue from the company with low digital awareness, which requires some extra time to show results as soon as the campaign goes online. Also, as a small company, there is a limited budget to get started on the digital transformation. Therefore, the digital investment cannot fail because it might be significant financial damage.
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Overall, Electrical services providers are yet to explore the full potential of the digital space. At the same time, competitors started developing digital strategies and are establishing themselves in the digital competition. However, even with most similar businesses going online, generally, none of the competitors shows a refined online approach. Instead, they have amateur websites with simplistic digital services and digital campaigns, which Pulse Electrical might benefit from it.
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Nowadays, it is challenging to predict the time frame of digital opportunities, as numerous affordable new technologies are available to all businesses, and the circumstances might quickly change. Therefore, if Pulse Electrical does not start transitioning into a digital business today, any competitor may take advantage of the same opportunity, preventing it from embracing a leading position.
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Table 01: SWOT Analysis (Source: The Author)
Accordingly, to internal and external factors after performing the SWOT Analysis, table 02 demonstrates a few findings guiding Pulse Electrical in getting started with a solid digital strategy on a decent budget.
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The company will embrace market opportunities and its strengths because the organisation has a budget, plan and vision of embracing digital revenue while the competition is yet to succeed with sophisticated strategies.
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WO (Mini-Maxi) strategy:
The company will have a clear landscape and milestones to observe the campaign evolve while developing digital skills to optimise its operation to minimise weaknesses. In addition, to avoid weaknesses, as the business is yet to have digital skills, the project will present a comprehensive timeline, clear milestones, transparent budget and resources in detail to avoid failure.
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In time, the company will need guidance to refine the plan through an iterative process to enhance revenue to achieve a leading position before any other competitor potentially. Also, the project will comply with Project Management best practices, which will guarantee better results and minimise the anxiety until having outcomes.
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Table 02: SWOT Strategy (Source: The Author)
2.3 Project Objective Statement
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“The project aims to implement a Google Adwords Campaign to enhance revenue and potentially achieve 50%-50% between online and offline channels in one year.”
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2.4 Project Scope and Work Breakdown Structure (WBS)
The WBS (Zecheru & Olaru, 2016) is a project management tool that scrutinises all project milestones, resources, and tasks to implement the Digital Campaign successfully. Each activity has an ID number and belongs to a group, and each group represents a milestone. Milestones are critical achievements toward the project conclusion.
In addition, while the WBS demonstrates the project in detail (see table 04), it complements the “in-scope” and “out of scope” table requirements (see table 03), showing the extension of major tasks in a high-level format and the exclusion of others, avoiding misunderstandings with the client during the project’s execution.
2.4.1 In-Scope and Out-of-Scope Items
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In-Scope |
Out-of-Scope |
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1 – Website system updates related to operational and security constraints. |
1 –Website redesign
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2 – Improve the home page with a contact formulary to easily approach customers |
2 – Work with another digital platform rather than WordPress
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3 – Update images and texts accordingly to SEO needs |
3 – Any changes on other critical services that might prevent the project from having its central outcomes: having digital authority and generating revenue through the website.
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4 – Install and configure WordPress platform to analytic services, enhance speed performance, backup services and security hardening. |
4 – Software licences, hosting, domain and SSL secure key are additional project costs alongside the campaign.
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5 – Google Analytics and Adwords accounts set up. |
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6 – Weekly meeting reporting |
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7 – Hosting analysis for performance and SSL key installation upgrade. |
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8 – Install new software |
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9 – SEO strategy: define and implement. |
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Table 03: In-scope and out-of-scope items (Source: The Author)
2.4.2 The Work Breakdown Structure
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WBS ID |
TASK TITLE |
TASK OWNER |
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1 |
Website & Hosting upgrades |
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1.1 |
ADMN Access: website, Hosting & DNS |
PM |
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1.2 |
Current WordPress & plugins update |
Developer |
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1.3 |
Install & Setup web design tools |
Developer |
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1.4 |
Install SSL security key |
Developer |
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1.5 |
Upgrade PHP to the latest version |
Developer |
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1.6 |
Install & Setup Security & backup tools |
Developer |
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1.7 |
Install & Setup Google Site Kit |
Developer |
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1.8 |
Install & Setup CDN & speed tools |
Developer |
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2 |
Google platforms set-up & integration |
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2.1 |
Google Adwords create an account |
PM |
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2.2 |
Google Analytics create an account |
PM |
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2.3 |
Website plugins integration & tests |
Developer |
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2.4 |
Google Pixel |
Developer |
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3 |
Website content & SEO strategy |
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3.1 |
Google Insights |
SEO Specialist |
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3.2 |
Keywords set definition |
SEO Specialist |
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3.3 |
Website new images and texts |
Content Writer |
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3.4 |
Homepage redesign |
Web Designer |
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3.5 |
Home page contact form build |
Web Designer |
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3.6 |
Contact form test |
Web Designer |
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4 |
Project Conclusion & Monitoring |
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4.1 |
Google SERP organic adjust & update |
SEO Specialist |
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4.2 |
Test & adjusts |
Dev / SEO / WD |
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4.3 |
Budget definition |
Client / PM |
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4.4 |
Campaign kick-off definition |
Client / PM |
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4.5 |
Status report meeting (30 min) |
Client / PM |
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4.6 |
Monitoring |
PM |
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4.7 |
Conclusion meeting |
Client / PM |
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Table 04: WBS table (Source: The Author)
2.5 Project Priority and Strategic Fit
Considering that Pulse Electrical has no IT department, throughout this project, the ICL team will support Pulse Electrical with all vision, digital strategy and transparent communication to make the stakeholders comfortable making this investment. Also includes legal constraints support related to “what to do and not to do”. Therefore, the organisation will be ready to go online, avoiding the risk of losing priority and delaying the project due to lacking an experienced team supporting it.
Along with a Digital Marketing Campaign, “Phase one” contemplates the set-up for a Google Adwords campaign. However, reaching this stage includes the overall enhancement of the business’s digital capabilities and is an excellent opportunity for the company to go online for the first time securely. Then, to understand its challenges, efforts, and outcomes.
2.6 Stakeholders
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Name |
Role |
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Kuldeep Sign |
General manager and company owner |
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Julianne Trevisoll |
Finance Manager |
Table 05: Stakeholders (Source: The Author)
3. Performance Objectives
3.1 Business Objectives
The central objective is to begin a Business Transformation process (Akhmetshin et al., 2020) by implementing a Digital Marketing Campaign. Therefore, embedding digital tools that will optimise to modernise the organisation’s strategy is a solid first step. Also, it will start developing contemporary digital culture and setting modern processes while leveraging customer service. Therefore, Table 06 clarifies the central problems and suggests solutions to mitigate each one of them.
As a result, the project will generate sustainable revenue through digital channels, whereas the expectation is to reach 50%-50% revenue after a year of the campaign. Furthermore, from a sustainable outcome perspective, the project will solve current business weaknesses and explore opportunities, for example, developing and upskilling the organisation with digital capabilities.
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Problem |
Solution |
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Have no digital presence |
SEO strategy to create authority on SEMs |
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Have no Digital culture |
Provide information and insights about the potential benefits and challenges of embedding digital tools into the business |
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Having no digital experience |
The Digital Marketing Campaign is a fantastic low-cost opportunity to start understanding the digital world and its potential |
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Tracking results |
The campaign contemplates the implementation of digital analytic tools, like Google Analytics, to provide reliable real-time information about the outcomes of the campaign. |
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Target |
The initial target will be Auckland-based households needing electrical services while building or repairing their houses. |
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Budget |
Before starting the campaign, there will be three scenarios before beginning the campaign, 1- no budget and the perspective of revenue (very low). 2- About NZD 1,000 / month and the ROI; 3- How much would be necessary to achieve 50-50% from online compared to offline revenue. |
Table 06: problems and solutions (Source: The Author)
3.2 Functional Requirements
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Requirements |
Functionalities |
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Search Engine Optimisation (SEO) |
Enhances the website’s organic performance on Search Result Page (SERP). |
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Website’s contact form |
Facilitates customers’ interactions & pre-quotes. |
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Website’s subscription “check-in.” |
Customer’s allowance for the organisation getting contact details. |
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Website’s Privacy policies revision |
Organisations’ compliance with data customer protection law. |
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Website’s social media links |
Building crossing links across the website and social media web pages (Facebook & Instagram) to enhance search performance and integrate platforms. |
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Website content |
1 – Update home page images |
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Google Analytics & Webtools |
1 – Create Organisations Account |
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Google Insights |
Build keywords set to start the Adwords campaign |
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Google Adwords |
1 – Create Organisations Account |
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WordPress Platform |
1 – Update plugins 3 – Install Google’s integration plugins |
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Hosting |
1 – Review configurations and performance capabilities aiming to support the website’s visitation increase. |
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Content Delivery Network (CDN) |
Enhances website performance by optimising content exhibition on user’s page. |
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SSL |
It is a security key to enhance a website’s security by encrypting traffic data. |
Table 07: functional requirements (Source: The Author)
3.3 Successful Completion Criteria
From the organisation’s perspective, the successful completion criteria are receiving from the project manager all fully functional assets from the project scope (item 2.4) and operational requirements (item 3.2). In addition, there will be weekly meetings reporting the project status while following the milestones. Finally, although this project does not necessarily contemplate buying Google Adwords credits, Pulse Electrical will be ready to go online.
In parallel, Google Analytics should be ready to track customer interactions along with the following KPIs (Saura et al., 2017). See Table 08.
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KPI |
Outcome (per month) |
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Page Views |
The total number of home page visualisation. |
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Impressions |
The total number of home page loads. |
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Unique visitors |
The total number of unique visitors. |
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Bounce rate |
Measures users’ adherence to the website. The lower the rate, the better outcome. Successful rates vary from 15% to 35%. |
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Website contact |
Measures the number of customers quotes, contacts or support requests from the contacts from the contact form. |
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Geodata |
The location should be from all Auckland regions. |
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Customer profile |
Age band & gender. |
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Website visitation on weekdays and hours |
Significant results to understand customer behaviour. |
Table 08: KPIs (Source: The Author)
As a result, the company will be ready to go live with the Digital Marketing Campaign and track performance results, which are vital to the success of this kind of project. On the other hand, completing this project is an achievement of the first step toward a broader Digital Transformation process that has just begun.
4. Project Characteristics
4.1 Assumptions
Alongside this project chart, there are a few relevant assumptions to highlight. Initially, the project manager acknowledges that the organisation has no previous experience with Digital Marketing Campaigns, implicating high anxiety about results. Therefore, it is vital to clarify that this is the implementation project, the first step towards the campaign. After the implementation, the organisation should buy credits and start operating the campaign, ready to start paying off its efforts by generating revenue.
4.2 Constraints
In addition, it is essential to highlight the elements surrounding this project that needs attention. Firstly, at Pulse Electrical, the business owner runs the entire organisation with an administrative professional and an outsourced accountant. Therefore, the recommendation to run the Digital Campaign is by contracting a specialised digital agency or consultant to succeed in that mission.
Secondly, Auckland is currently dealing with uncertainty due to Covid-19 and lockdowns. As a result, while it is possible to implement and operate the digital campaign, on the other hand, there might be some delays or strategies reviews depending on NZ’s government decisions.
4.3 Risk Assessment
Risk Assessment Matrices (RAMs) support risk analysis in projects. The central characteristic of this method is to evaluate the risk level of an event by associating it with the likelihood of happening. The advantage is that RAMs provide visualisation of potential threats that may disrupt services, supporting a strategy to mitigate them (Jensen & Hansen, 2020).
From the perspective of Pulse Electrical, the organisation may face a few threats through the campaign development and set-up that might contemplate the table of risk analysis.
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Likelihood / Severity |
Negligible |
Marginal |
Serious |
Catastrophic |
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Certain |
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Covid-19 scaring people of riring services. |
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High Likely |
Unexpected Low Cost |
Future hosting upgrade to support traffic demand |
Auckland moving to lockdown |
Hacker invasion |
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Somewhat Likely |
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Changing people through the development |
Doing nothing, do not start the campaign |
Database crash |
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Somewhat Unlikely |
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Unexpected Moderate Cost |
Not finding professionals on a budget to perform the campaign |
Unexpected High Costs |
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Highly Unlikely |
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Project Charter missing requirements |
Not finding a development team |
Table 09: Risk Assessment Matrices analysis (Source: The Author)
4.4 Return over Investment (ROI)
Google Analytics platform is vital to track the ROI in Digital Marketing Campaigns by analysing real-time data and comparing it with investment per channel, like organic search, paid and display. Therefore, it is possible to have a clear landscape of return for each dollar spent and work on refinement through an iterative process until optimising the whole campaign (Digital Marketing Institute Ltd., 2016).
Nowadays, there are currently no historical data or competitors’ references. Hence, the following steps will simulate the hypothesis of an investment and its results by applying a current best-practice method utilising the sales funnel. See table 10 for detail.
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ACTION |
VALUE |
DESCRIPTION |
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Target |
15 |
new customers monthly |
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Budget |
1,750 |
Adwords investment |
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Impressions |
150,000 |
Total page loads on the website |
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Click-Through Rate (CTR) |
2% |
People who see your ad on Google Search click on it. |
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Unique visitors |
3,000 |
Unique visitors to the website |
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Conversion rate |
10% |
Website visitors considering buying a product |
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Website inquiries |
300 |
Leads |
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Conversion rate |
20% |
Quality leads |
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Sales leads |
60 |
Leads buying a product |
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Conversion rate |
25% |
Leads turning new customers |
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Result |
15 |
New customers number |
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Sales value |
$500 |
Average |
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ROI |
$7,500 |
15 new customers X $500 for each sale |
Table 10: ROI Description (Source: The Author)
Accordingly, the ROI analysis demonstrates that 15 new customers cost $1,750, which results in $7,500. So whether the organisation decides upon having $ 30,000 in revenue, the organisation should invest $7,000, four times the previous result.
5. Project Major Deliverables
5.1 Milestones & Gantt Chart
The project milestones (see Table 11) highlight the most relevant events throughout the project execution. Therefore, the project manager and stakeholders need to keep track of the phases’ completion. In addition, it is crucial to succeed in each phase’s conclusion to optimise resources. Otherwise, it might compromise the budget and the campaign’s release.
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Project Milestones |
Completion Date |
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Project start |
01/12/2021 |
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Website & Hosting Upgrades |
15/12/2022 |
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Google Platforms Setup & Integrations |
07/01/2022 |
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Website Content & SEO strategy |
28/01/2022 |
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Tests, Revision & Conclusion |
07/02/2022 |
Table 11: Project Milestones & Completion Dates (Source: The Author)
The Gantt Chart will address the time and capabilities of each task, clarifying when each item will be done. In contrast to the WBS, the Gantt Chart (see Table 12) has a lower level of detail. The central feature is the timeline demonstrating the relationship among tasks, but also start and finish date, responsible and percentage of completion.
Table 12: Gantt Chart (Source: The Author)
5.2 Resources Summary
The resources summary demonstrates all the necessary resources to accomplish the project.
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Resources |
Profile |
Outcome |
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1 |
Web Designer (WD) |
· Website front-end design · Images & icons research · Web Design improvement · Build home page contact formulary |
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1 |
Web Developer (Dev) |
· Integrations, · website backend coding, · PHP coding, · MySQL database management, · hosting management, · SSL key implementation, · Security hardening. |
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1 |
Content writer |
· New content development |
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1 |
SEO Manager |
· Build the Keywords set, · Snippets description, · SEO guidance for content development, · SEO on-page analysis. |
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1 |
Project Manager (PM) |
· Keep the project on track · Follow specifications and deadlines. · Stakeholder & team management, · Team facilitator & problem-solving. |
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1 |
Client / Stakeholder |
· Validation |
Table 13: Resources Summary (Source: The Author)
5.3 Cost Analysis
The following cost analysis clarifies all costs that compose the project implementation as a whole. However, we will use the current digital capabilities already in place because it addresses the minimal requirements for the campaign start and does not incur additional costs. Furthermore, in the following months, the system’s capabilities will demonstrate if upgrades are necessary. Therefore, in the beginning, the hosting, SSL keys, and current licences will not incur extra costs. See Table 14 for implementation costs, Phase One.
In addition, Table 15 shows the maintenance cost in the first month, clarifying the minimum expenses for keeping the campaign going in the medium term. As soon as the campaign strategy needs updates, investment, resources, and working hours might also update.
5.3.1 Phase One – Implementation
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Profile |
Cost per hour (NZD) |
days / hours total |
Total cost (NZD) |
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Web Designer (WD) |
$26 |
22d / 176h |
$4,576 |
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Web Developer (Dev) |
$25 |
15d / 120h |
$3,000 |
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Content Writer |
$33 |
5d / 40h |
$1,320 |
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SEO Specialist |
$23 |
15d / 120h |
$2,760 |
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Project Manager (PM) |
$46 |
39d / 312h |
$14,352 |
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Licences |
– |
– |
– |
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SSL Key |
– |
– |
– |
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Hosting |
– |
– |
– |
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Total |
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$26,008 |
Table 14: Implementation Costs (Source: The Author)
5.3.2 Phase Two – Maintenance Cost
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Cost per hour (NZD) |
days per week / Total hours |
Weekly Cost (NZD) |
Monthly Cost (NZD) |
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Web Designer (WD) |
$26 |
– |
– |
– |
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Web Developer (Dev) |
$25 |
1d / 2h |
$50 |
$200 |
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Content Writer |
$33 |
– |
– |
– |
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SEO Specialist |
$23 |
3d / 3h |
$69 |
$276 |
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Project Manager (PM) |
$46 |
3d / 3h |
$138 |
$552 |
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Google Adwords |
– |
– |
$250 |
$1,000 |
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SSL Key |
– |
– |
– |
– |
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Hosting |
– |
– |
– |
– |
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Total |
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$457 |
$2,028 |
Table 15: Maintenance Costs (Source: The Author)
Conclusion
This Project Charter embraces the fundamental requirement to implement a Google Adwords Campaign for Pulse Electrical, successfully addressing the best Project Management practices in the industry. From clarifying functional requirements (Guevara-Vega et al., 2019) and performing a SWOT analysis to execution planning and cost analysis. In addition, to build this Business Case, it is vital to observe the alignment of the organisation’s strategy with the industry context and, therefore, make a realistic implementation plan. As a result, the Digital Campaign can meet the expected deadlines by utilising the Gantt Chart, which is crucial for the organisation to explore business opportunities shortly. It is also vital to highlight that the cost strategy is flexible, permitting real-time adjustments at the same pace the digital world requires. That is because now the organisation will have Digital Analytic tools with real-time data to enhance the speed of the decision-making process. Finally, the Project Manager will play a vital role throughout this project implementation, acting creatively to engage team members and stakeholders while monitoring resources, cost, time, and quality to guarantee a final product according to the client’s expectations and the industry’s best standards.
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