An efficient project management is what every retail company seeks to achieve success in its operations. To enhance the quality of deliveries, the quick works specialist for retail and high-performance team management, Geberson Coelho, shared in his lecture at the 12th edition of Retail Expansion the importance of the 3 P’s methodology and how to apply it to achieve increasingly better results. 

The teachings apply both in the context of expanding retail companies and in the management of teams in construction and other segments. In this post, we will show how integrating these three elements can be the key to better management and performance.

What are the 3 P’s

1. People: an essential asset in any company and the most important element for the success or failure of your business. Regardless of position and area, it is necessary to know how to work together in harmony, as everyone is responsible for the final delivery. The way people are treated, motivated, and empowered directly influences the success of the project. 

2. Processes: are the guidelines that define how the activities will be carried out. Ensures that all involved clearly understand their role, as well as the impact of their actions throughout the project. 

3. Products: This refers to the final delivery, the main offering that will carry your brand name to the market. It needs to be of quality, be good, and meet customer demand.

How the 3 P’s Connect

According to Geberson, the 3P’s methodology allows managers to take care of all dimensions involving project and works delivery: people create and refine processes, which if well executed enable the development of products, functioning like a chain reaction towards positive results. 

It is not about a rigid academic structure, but integrating the 3 P’s allows the manager to analyze critical points that need attention throughout the project. 

He also points out that, besides a method, it is important for managers and executors to adopt the 3 P’s as a mindset, replicating it in all stages of the project and work development process, implementing it as part of the routine.

Why Adopt the 3 P’s?

The implementation of the integration between people, processes, and products brings several gains within the project, including:

• Holistic approach

• Simplicity and clarity

• Balance

• Adaptability

• Focus on fundamentals

• Practical implementation

• Identification and resolution of problems

• Emphasis on quality relationships 

The synergy and alignment between the P’s enables greater efficiency and effectiveness in the routine. By taking good care of the involved people, you will find them motivated and taking on responsibilities; when processes are aligned, you have a clear view of areas for improvement within workflows.

All of this results in better quality products and deliverables that reach the clients and generate results and profitability.

Challenges 

As in any new process, implementation is challenging mainly due to causing resistance to change from those already involved and quite accustomed to the current process. 

Geberson points out that it takes time and ongoing attention to ensure that all points are integrated and functioning as well as possible. Implementing indicators to measure success or signal a change in direction can also be a challenge, but it is a crucial step for the planning to work.

You may encounter other challenges in implementing the 3 P’s, which are:

• Excessive simplicity or superficiality;

• Challenging implementation due to lack of resources;

• Dependence on strong leadership and effective communication;

• Adaptation to the specific context and particularities;

• Integration with other strategies.

“The integration between people, processes, and products requires a willingness to make as many adaptations as necessary throughout the project,” Geberson states. Understanding the learning process is essential to overcome the obstacles listed above.

Implementation in Practice

During the event, Geberson explained that the implementation of the 3 P’s methodology goes through the following stages:

• Initial assessment: Identify the context in which your company is inserted and map how the flow between people, processes, and products currently works;

• Strategy development: Outline objectives and how actions will be measured. A good tip is to use the 5W2H method (what, when, where, who, why, how, and how much), which in Portuguese means: o que, quando, onde, quem, por que, como e quanto. The method allows you to list the most important strategies and provide a rationale for the action plan;

• Training: Train others involved in the project. Everyone needs to understand their role within the new structure and how the new flow of action will be;

• Execution: There's no point in planning and not putting it into practice. Set a start date and begin testing;

• Monitoring and evaluation: Establish metrics to track the evolution of the implementation. This data will provide the precise direction to adjust the route or enhance what already works.

Whether you are a manager or executor, it is important to stay attentive to the new developments that may arise in the project and work routine; efficient professionals think about new processes, how to increase service quality, or evaluate the market for the development of new products or improvements. Therefore, remember to take care of the people and develop the teams. 

These are simple actions, but they make a difference in the final delivery.

The Retail Expansion

The Retail Expansion is not just an event, but a community aimed at collaborating to improve efficiency and bring innovation and excellence in the engineering, maintenance, and expansion sectors of retail and service companies. 

By bringing together executives from the industry in events, we create an environment for sharing experiences, success stories, and a networking opportunity for participants. The topic addressed in this article is from the June 2024 edition, but every month we bring new topics and different professionals to expand knowledge and grow our network. 

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