Improving Media and Marketing Process Design and Project Management

Typical Challenges

  • Siloed visibility into plans, status and results across a broad range of people.
  • Lack of early warning system that alerts when SLA targets are in jeopardy.
  • Spreadsheets and generic project management tools are unable to handle the complexity and volume of projects.
  • Fragmented collaboration across multiple communication channels.
  • Cumbersome visibility and sharing.
  • Inability to include external users in processes.
  • Inability to rapidly respond to changing customer demands.
  • Inability to review and improve processes.


  • Flexible Process Creation: Easily create process variations for different customers to ensure optimum outcomes.
  • Work-Relay Smart Steps: Deliver just-in-time knowledge for process participants to efficiently complete their process steps.
  • Work-Relay Progress Dashboard: Complete real-time visibility of process progress.
  • Complete Information Visibility: Reduce miscommunication by centralizing accurate information making changes immediately visible.
  • Chatter: Deploy faster problem resolution through contextual collaboration.
  • Automated Alerts: Reduce lag time through notifications, reminders and escalations.
  • Work-Relay Smart Forms: Capture accurate data, faster.
  • Automation: Auto database updates, issue creation and web service invocation increases efficiency and improves accuracy.
  • Rules, Reminders and Checklists: Execute more efficient and timely work transitions.
  • Reliable Performance Metrics: Allow for continual process improvements.
  • Consolidated Data: Make smarter decisions with timely updates and consolidated information.
  • Audit Trail: Increased accountability through a detailed task tracking.

Work-Relay provides a flexible approach to customizing the selection and delivery of products and services based on unique customer needs. By blending process and project management, Work-Relay provides enormous functionality that improves collaboration, coordination and the agility to produce the best outcomes for every scenario.

Improving the Manufacturing Process

Typical Challenges

  • Inability to rapidly respond to changing customer demands during the manufacturing process
  • Incorrect / incomplete forms with the wrong input leading to the implementation of the wrong solutions
  • Slow turnaround time between initial request and supplying an offer — causing customers to look for other suppliers
  • Inability to orchestrate multiple systems into a single end-to-end flow
  • Low customer satisfaction when issuing a change request
  • Pressure from competitors with more streamlined processes
  • Inability to review and improve processes


  • Flexible data structure: allows each basic process type to be defined but allows for run-time variability using data entered into the system on each step of the process and routing the process based on this data
  • Multiple system orchestration: allows for true end-to-end process using the Work-Relay Mulesoft Connector
  • Plausibility checks: avoid errors and queries from the start
  • Real-time dashboard: provides situational awareness of processes in progress
  • Automatic updates: Keep customers are automatically kept up to date on the status of their orders
  • Reporting and analysis: show hidden delay time and allow for trying out different solution alternatives


  • Measurable accountability to deliver on time
  • Increased customer satisfaction and loyalty
  • New process improvement focus across the entire organization
  • Holistic approach to understanding complete process chains, rather than just single tasks
  • Complete visibility across the organization on request status
  • Reduction in time-waste due to complete and accurate fulfillment of requests
  • Dramatically reduced cycle time
  • Thorough, quick review and calculation capabilities for responses to customer product requests on technical product variation
  • Improved quality resulted from an improvement in accurate work as a result of higher transparency
Processes that are disguised as projects can pose a threat to your business — plain and simple. Business Process Management (BPM) industry thought leader, Alex Hughes, wrote about how to detect the differences between the two like this:
“Project management is a term that gets used too frequently and in the wrong context in the enterprise environment. Teams are too quick to jump the gun on labeling any organization effort that includes tasks with assigned due dates a project, which is why processes are misidentified and mistreated as projects.”  
By miscategorizing a process as a project, teams risk completing tasks successfully out of the gate. Typically, project team members will ask themselves “What are the main tasks associated with this upcoming project?” And if they can answer that question with responses like, “begin requisition,” “send notification letter,” or “log hours,” then they should consider asking the followup question, “Is what I’m describing actually a project or is it a process?”

Why knowledge workers have to build their own solutions

In the future of work, employees must be empowered to operate at their full potential, and this requires a workplace that has freed itself of unnecessary and debilitating boundaries. It is only then that companies can hope to meet the business challenges of the fast-changing global economy.
– Cognizant , Future of work enabler: Worker Empowerment
At the edges of the organization, where employees interact with customers, partners, contractors and suppliers, employees have to quickly find answers to questions and be agile in their ability to match the requirements of the market and its customers in the online globally competitive environment. Their success lies in their ability to coordinate many information feeds, harness personal connections, and process interactions. The ability to navigate this maze effectively and quickly is based on knowledge that is frequently not written down or readily available to others.
There are in fact many factors that make traditional application development ill-suited to meeting the needs of knowledge workers:
“One- size-fits-all” is not appropriate for knowledge workers. Knowledge workers have individual learning and communication styles; they need the ability to approach their activities in the way they feel most comfortable.
While Salesforce provides a variety of tools to automate structured business processes, it does not provide the same level of functionality for “unstructured” processes (better referred to as “situational” processes – an unstructured process is an oxymoron). Thus, Salesforce tools must be augmented by tools that better support the increasingly complex, dynamic, and fragmented nature of work.

When you hit a wall with Salesforce process management

The Salesforce platform offers 4 different workflow tools, all of which are focused on process automation. Instead of doing repetitive work manually, you can configure processes to do it automatically. For example, assign tasks, send emails and update records based on conditions.
Work-Relay goes beyond Salesforce process management in key ways:
Work-Relay, a 100% native workflow and process builder for the Salesforce platform has released more than 30 WorkFast templates that help Salesforce administrators accelerate the development and deployment of workflow applications. The templates can significantly reduce the need for Salesforce Administrators to depend on programmers, and empower them to increase their ability to produce powerful business solutions for their organization. Work-Relay helps business users with no programming knowledge to rapidly build and customize workflow applications.

Critical Chain Project Management (CCPM) In a Nutshell

  • Product development projects, like many other types of projects, often can exceed their planned schedule by 50% to 100%.
  • Often this is attributed to uncertainty or the unforeseen.
  • To compensate for this age-old dilemma, managers and project personnel have learned to compensate by adding additional time to their schedule estimates. Yet even when they do, projects still overrun their schedules.
  • Critical Chain Project Management (CCPM) is an outgrowth of the Theory of Constraints (TOC) developed by Eliyahu Goldratt to scheduling and managing manufacturing.
  • TOC focuses on identifying and fixing bottlenecks in order to improve the throughput of the overall system. Likewise, Critical Chain focuses on bottlenecks.
  • Using the Critical Chain Method, projects can be completed more quickly and with greater scheduling reliability.
  • The difference between traditional and Critical Chain scheduling is in how uncertainty is managed. In traditional project scheduling, uncertainty is managed by padding task durations, starting work as early as possible, multi-tasking, and focusing on meeting commitment dates.
  While Critical Chain Project Management (CCPM) delivers all these benefits, CCPM has yet to become the standard in the industry. In some respects, it still seems to qualify as a new technology introduction. In fact, most project manager in the service industry have never heard of it, and an awful lot of training and qualifications make no reference to it. But innovations and new ideas take time to spread.  
In short, CCPM allows you to:
Work-Relay, a new breed Business Process Management (BPM) application that combines process and project management, has partnered with business rules management system (BRMS) leader, InRule Technology®.
By integrating InRule and Work-Relay, customers can author and deploy business rules in conjunction with their Work-Relay business processes without the need for complex code modifications.