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What does an enterprise developer do? ... organizes a plan and takes the risks associated with controlling the type of project described below. Enterprise developers control the process which they may either step into as hands-on managers or as leaders in position as business decision makers. Their work covers expansions, relocations, new-ventures, and efforts to achieve operational excellence. A project begins with a plan: Similar guide: Entrepreneurs as enterprise developers contend with ... (4 key items). how a project ends: It can be said that a project that brings about economic development continues on beyond its conclusion as planned by the enterprise, for example, the announcement of an expansion or new venture startup in a location. The successful ending of a project of a local enterprise to raise the bar of excellence in its operations may continue on in terms of contribution to the vitality of a community by avoiding what might otherwise have been a relocation project. (One way site selection projects come to an end is when places are selected for relocations.) A project as seen in three stages:One essential for managing a project successfully is to have a
network in
place so that you can gather useful information from resource
and service providers in a timely manner. For example, say you
are a site
selector at step three of the
above 5-step overview (page up) of an enterprise development
project and it's time to contact your network of location
data suppliers: By explaining the status of your project when
providing your project
profile and selection
criteria with you should be able to heighten
the interest of location data suppliers. Each of the following three
three stages broadly define a status. They were developed as suggestions
to be used in conjunction with the Site
Selection Directory services such
as the free offer to publish project profiles and specifications online
as a means for their
distribution. A tentative project is one that's in the planning stage but often without a schedule for becoming active. Nevertheless, having a preliminary profile and specifications, or set of site selection criteria in the case of a site selection project, ready for distribution should heighten the interest of contacts. What you collect from an initial distribution of your information are part of what you need to determine the feasibility of going forward. Page up if you missed the comments above about protecting confidentiality even when your thinking tentatively about a project. Rule of thumb: No timeline. A preliminary project has resources committed for collecting and organizing information to be used in making decisions. Typically, this stage doesn't require fieldwork or deal making but the availability of incentives are investigated and there are negotiations with potential contractors. This is a time of intensive project research and development. Analysis of information as it is collected leads to organizing strategies for monitoring and risk management within a timeline or something similar that's useful as a guide for bringing the project to conclusion. Considerations that are unfeasible or of no further interest are eliminated at this stage. Rule of thumb: A preliminary project may take several months to move
into active status. Time is of the essence when a project moves to the active stage ... fieldwork is now the primary contributor to the information gathering process (comments about time being of the essence). Working relationships are typically with fewer resource and service providers than in the preliminary stage and, assuming project risk management thus far has adequately protected confidential plans and activities, the short-list of selected contacts need to be trusted with more information, especially, as negotiating and deal-making takes place. Short-list contacts should be charged with confidentiality responsibilities. The project, however, continues to be reviewed for feasibility.with elements remaining flexible for adjustment. Rule of thumb: Active stage may have target dates for making decisions at benchmark points. When time is of the essence it may not be worthwhile
to linger in a negotiation
for a nonessential want too early in a project. Focus
on needs. The expression, time is of
the essence,
is defined in the Enterprise
and Economic Development Glossary under time
is money. The question remains of when to negotiate with a messenger in general as opposed to someone with authority to make decisions. Those with limited negotiating authority may be able to help move things along as pointed out above. Savvy enterprise developers are cautious of those who tend to exaggerate their authority, knowing that they may also make false promotional claims. Taking the time-is-money-approach means the business decision maker knows how cost latitudes are affected by the progress of a project. An experienced enterprise developer knows also to take the time to confirm deal specifics and incentive offers. It has been stated that the best economic developers representing locations are ... first and foremost, skilled political players (source). Good, better or best, economic developers acting in the capacity of messengers provide valuable assistance when they know how to do things like cutting red tape. They typically know the legal latitudes for offering incentives as well as who to contact in their communities to get things done and when. Enterprise developers often need to take a first-look at a place of interest in addition to requesting location packages. Project success may rest with knowing in advance what the disposition there might be towards further development of a community or what attitudes labor has towards management. In the latter case, for example, it's fairly common for site selectors to visit with existing employers to ask questions directly about their experiences. risk management: See its definition in the Enterprise and Economic Development Glossary. One of the risk management challenges for participants in
the mission of The Network it that of guarding proprietary information.
See the definition of confidentiality in
the Enterprise
and Economic Development Glossary. The Network offers enterprise
developers and site
selectors a tool for distributing project project
profile and and specifications ... selection
criteria in the case of a site
selection project. It offers
tips
for protecting things confidential as well as services. For information
about the services for gathering information, CLICK
HERE. about networks: Surely, to some degree, all members of the target audience of The Network have a group of contacts in place. Having an appreciation for the importance of networks goes along with being a participants in its mission, for example, those who are site selectors cannot get their jobs done without reaching into a network of location data suppliers. Formal networks, such as those that exist as business associations, often publish membership directories. Their purpose is typically to facilitate networking. Sometimes directories are published as buyers guides, especially by trade associations. An answer to the question about how users of The Network find and get in touch with mission contacts has more to add. Enterprise development and business development can mean the same thing. If you prefer the latter but want a definition, the one for enterprise development in the .network glossary should suffice. Business development typically has more to do with promotional efforts and the work of people selling to build and maintain client relationships. Wikipedia gives further emphasis to the marketing aspect of business development. What project information should enterprise developers distribute within networks? The project profiles that either contains or covers specifications is the most important element of the information that an enterprise developer provides to resource and service providers when requesting introductions, proposals or other input. It defines the scope of the project. In the case of a site selection project specifications are a set of selection criteria. The writing of a project description should take in to account getting the attention of those to whom it will be distributed. A project profile should be an enticement. It should contain information about the status of the project, especially if time is of the essence in receiving replies. Responsiveness to requests is one of the first measures used to short-list those that you are satisfied can be useful contacts throughout the remainder of the project. The Network provides
free access to tools as well as support services that
help enterprise developers and site selectors distribute profiles
and solicit informational input to their projects. Economic Development Services is no longer in business as a consulting firm that does fieldwork. It has been totally online with its network of websites since 1998. Services are best explained by a mission statement. The targets for financial support of The Network are mission contacts. They too enjoy free benefits. They also have opportunities to expand their exposure within a business networking environment. Opportunities for which they pay fees. We choose to solicit their financial support by making our global directory of contacts a springboard for buying into The Network and giving something useful in return. The Network also enjoys support through financial contributions from users wanting it to see it continue as an online information service the way it was originally introduced ... open access. Contributors don't buy in to control or influence operations, only to assure that there is a B2B enterprise on the Web as a share network for enterprise and economic development. |
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01/23/2010 |
