Valpak as a Direct Marketing Company

Valpak as a Direct Marketing Company
Project Management is becoming a critical aspect of business success. Project management entails experience, knowledge, skills, methods, and processes for achieving business objectives using the project acceptance criteria (Bergmann & Karwowski, 2018). Any IT organization must consider effective project management approaches to achieve better goals. Valpak is a company that considers reliable project management approaches to meet the success threshold by transforming its business to the Kanban process. The paper reviews the Valpak case study by analyzing its scenario, key principles of TPM and APM, triple constraint, and project management approaches.
Scenario Selection
The case scenario indicates Valpak as a direct marketing company established in 1968. It is headquartered in Florida and offers different services, such as digital coupons. Besides, it works with different businesses and 170 franchises to allow them to succeed in digital marketing (Cobb, 2015). However, the most crucial department for the company is IT. The department is responsible for the company's success due to its critical role in promoting customer satisfaction and establishing stakeholder support technologies. The company transformed into an agile scrum, accomplished using a sprint delivery cycle. Therefore, the transformation made the company recognized as an agile enterprise. Its SAF assumption is based on three layers: the team, program, and portfolio. However, at the team layer, the company uses Scrum and Canvas.
Key Principles of TPM and APM
APM is an approach considered to accommodate emerging project challenges. However, TPM is a well-established approach consisting of standard procedures to plan, estimate, and control tasks (Salameh, 2014). It considers various stakeholders during the project life cycle. For instance, Valpak considered three groups of stakeholders, customers, community, and government. Valpak used TPM to estimate a 2-week sprint delivery cycle which made it achieve its goals and become an agile enterprise. Therefore, TPM's goal is to complete the project within a specific budget and schedule, as evident in Valpak Company.
Additionally, APM is critical since it determines the success of the agile project. The key principle of APM is customer satisfaction. The intended outcome of an agile project is to embrace customer satisfaction by considering higher outputs. Valpak's transition adequately achieved customer satisfaction by increasing efficiency and cost-effectiveness (Cobb, 2015). The other principle is to welcome change. The principle states that the stakeholders must embrace change for higher competitive advantage. The key stakeholders Valpak considered ensuring change and transformation are the employees and the customers. Lastly, an APM principle that also aligns with the Valpak case study is project building by supporting the project team. Valpak's SAF considered a team layer and used Scrum and Canvas to achieve transition goals.
The major goal of Valpak wa...