sirius theorem

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the Sirius Theoremfor CreativeProjectManagement

written by

marcDeGols


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P R E F A C E

Ten years of experiences in the creative sector revealed

that an efcient tool for CreativeProjectManagement isneeded. Based on my successes, but more on my defeats,I wrote the Sirius Theorem.If failures and false starts are a precondition of success,I can assure you that the Sirius Theorem for Creative-

ProjectManagement will become the best method formaking a success of every creative project.

Beverly Sills said: There are no short cuts to any place

worth going. For every project you work on, if its a big

one or a small one, you should always prepare yourself forthe unprepared. You should, every time and all the time,take into account several constant factors when youre

choosing the best way to succeed.

Maybe you will lose yourself in the Sirius Theorem. But

dont we have to get lost, if we want to nd a new route?

I wish you success.

marcDeGolsInterior Architect

INTRODUCTION

v

Opera singer1960-1970

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I N T R O D U C T I O N

Sirius (Alpha CMa / Alpha Canis Majoris) is the brighteststar in the night-time sky. The name of this star comes

from the Latin Sirius, from Greek (Seirios, glowing orscorcher). During the Middle Kingdom the Egyptiansbased their calendar on the heliacal rising of Sirius.

Theorem is a proposition that has been or is to beproved on the basis of explicit assumptions. A key

property of theorems is that they possess proofs , notmerely that they are true. In order to produce a theorem itis necessary to demonstrate the existence of a proof of the

theorems statement. Only one proof is required toestablish a theorem.

CreativeProjectManagement is achieving yourobjectives for the creative sector trough several constantfactors, taken into account when you were choosing the

best way to succeed, when youre seeking the best methodto multiply your success(es) or trying to go for bigger

success(es).

The Sirius Theorem for CreativeProjectManagementwas written in the rst place for the Creative and Designindustry, for design rms, ad agencies, in-house Creative

MarCom departments, and creative service rms.Nevertheless a creative person (That hasnt necessarily

something to do with the arts) can use Sirius Theoremfor other business branches. Creativity is imagination and

imagination is for everyone.

The Sirius Theorem is a simplied method for Creative-ProjectManagement, a process by which a task is

completed. This doesnt mean that it makes ProjectManagement a breeze. It is a guideline and checklist that

will help you to be more efcient on the job and to getfaster results.

The Sirius Theorem is based on the oldest and mostelementary branch of mathematics: Arithmetic or

arithmetics (Used by almost everyone, for tasks ranging

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TheSiriusTheoremforCrea

tiveProjectManagem

ent

from simple daily counting to advanced science andbusiness calculations). But it wouldnt be CreativeProject-

Management if there were no opinions, based uponsubjective feelings or intuition (Not only upon observationor reasoning), resulting in a new business model.

The Sirius Theorem is invaluable for everyone who

aspires to succeed. But never forget that the greatestasset to success is the vision you have of where you want

to go or who you want to be, regardless the fact if it canbe done or not (Just do it. If you dont do it, it doesnt

exist).

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Sirius is the brightest star in our sky after the Sun


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Sirius is The Star of CreativeProjectManagement


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1. THE SIRIUS THEOREM

Sirius = A Cma

Sirius Theorem:

Sirius is equal to the sum over k to the power of innityfrom k to 1 of 6.

k represents the index of summation; 1 is the lower boundof summation, and 6 is the upper bound of summation. k

to the power of innity is the term.

21 to the power of innity implies Success to the power ofinnity, means if 21 to the power of innity is true thenSuccess to the power of innity also true; if 21 to the

power of innity is false then nothing is said about Successto the power of innity.

The Sirius Theorem says that for every CreativeProject-

Management, the sum over k from k to 1 of 6

is equal to 21.

If 21 is true then Success is also true;

if 21 is false then nothing is said about Success.

D

EF

IN

IT

IO

N

6

k=1

k= 1+ 2+ 3+ 4+ 5+ 6 = 21

A Cma=

6

k=1

k

21 => Success

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CONTROL & TALENT

A Cma=6

=

kSIRIUSTHEOREM vv

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2. THE SIRIUS MODEL

The Sirius Model proofs the theorems statement and itis the practical tool of the Sirius Theorem. It provides a

compact set of principles essential for achieving all

creative objectives with as most important known fact theSirius six Vertexes: Soul (1), Illumination (2), RealTime(3), Incursion (4), Unity (5) and Summation (6)(= SIRIUS). Each vertex has its Pyramid. Each of themcontains an important Aspect of Project Management:Image Building (I), Production (II), Logistics (III),Marketing (IV), Administration & Finance (V) andCommunication (VI). The sides of the Vertexes pyramidsintersect with six Points (A to F), forming the structural

base of the model. The Points: Strategy (A),Maneuvering (B), Proactive (C), Planning (D), Variations(E) and Formation (F), are voyaging between theseintersections, depending of the actions taken by theCreativeProjectManager. He will be successful bymaintaining a continuous and equal interaction betweenthe Vertexes and the Points, supported by the content ofthe Aspects. He must always respect the Directions

(aa to ee) and their Flows (Condence & Imagination,

Knowledge & Technical, Experience & Perception, Control &Talent, Placement & Wisdom) that dene the hierarchy andthe correlation of the Vertexes.

The Sirius model is made of two triangles. The rsttriangle is the creative one (Soul-Illumination-RealTime).It works from the top (Soul) to the base (Illumination-RealTime). The second triangle is the commercial one(Incursion-Unity-Summation), turned upside down.It works from the base (Incursion-Unity) to the top(Summation). This composition of the Sirius Model makesthat the creative and the commercial subjects are mingled,intersected, mixed, superposed. This special relationship

between those subjects is a new approach for ProjectManagement and is the main reason of the success ofthe Sirius Theorem for CreativeProjectManagement.

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6. - p25-39

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3. THE SIRIUS VERTEXES

The Sirius Vertexes: Soul (1), Illumination (2), RealTime(3), Incursion (4), Unity (5) and Summation (6), are themost important terms of the Sirius Theorem.

Respect for the hierarchy & the correlation of theVertexes will make this model work.

3.1 DEFINTIONS

1- SOUL: A soul is unique for each idea and exists before

his materialization.Ideas have a soul and this soul has to nd his wayto reality. (Conceptualization)

2- ILLUMINATION: Creative enlightenment adds contrastand makes the images of the soul become alive.

Illumination materializes the ideas and alights theirpossible defaults. (Creation)

3- REALTIME: The actual time in which an object or aconcept is brought to life.

RealTime is the time required for a human to give

shape to an object or an idea. (Prototype)

4- INCURSION: The act of entering the commercialterritory.

Incursion is an invasion by our RealTime object(s)or concept(s), with good leadership and greatstrategy. (Sales)

5- UNITY: An ordering of elements in a model so that eachcontributes to a strong prot situation.

Unity is the state of being lucrative. (Money)

6- SUMMATION: Addition of a set of number formats

belonging to a model.Success is the multiple of Summation.

(Winning formula)

3.- p17-21

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3.2 HIERARCHY

Five Directions with their Flows dene the hierarchy of themodels Vertexes.

VERTEXES DIRECTIONS FLOWS

1- SOUL aa Condence &Imagination

2- ILLUMINATION bb Knowledge &Technical

3- REALTIME cc Experience &Perception

4- INCURSION dd Control & Talent

5- UNITY ee Placement &Wisdom

6- SUMMATION - -

3.3 CORRELATIONS

Each Vertex is linked to another Vertex in one specic

Direction (Excepted Summation that is just a linked one).This is the Hierarchical Correlation.

These ve couples are each in correlation with their ownVertex (Excepted the Hierarchical Correlation RealTime &Incursion). This is called the Threesome Correlation.

3.3.1 THE HIERARCHICAL CORRELATION- Soul & Illumination- Illumination & RealTime- RealTime & Incursion- Incursion & Unity- Unity & Summation

3.3.2 THE THREESOME CORRELATION- Soul & Illumination with Incursion- Illumination & RealTime with Summation- RealTime & Incursion

- Incursion & Unity with Soul- Unity & Summation with RealTime

Respectfor

thehierarchy&

thecorrelatio

n

oftheVerte

xeswillmakethismodelwork

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3.TH

ESIRIUSVERTEXES

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3.4 CORRELATIONS ANALYZED

3.4.1 THE HIERARCHICAL CORRELATION

Each Vertex is linked to another Vertex in one specicDirection (Excepted Summation that is just a linked

one).

- Soul & Illumination: From conceptualization to creation.In this stadium we give shape & form or content & imageto our ideas.

- Illumination & RealTime: From creation to prototype.

In this stadium we make from our rst creation a modelor presentation with the purpose to be sold later on.

- RealTime & Incursion: From prototype to sales.In this stadium we made from our model or presentation

a nal version (Or a rst production) that is ready to besold.

- Incursion & Unity: From sales to money.

In this stadium were carrying out a sales-strategy withthe only purpose to make prot.

- Unity & Summation: From money to winning formula.In this stadium we are making prot and were carryingout our strategy for multiplying our successful way ofworking or for making formats of our winning ideas. Ourpurpose is to make more prot and to use this success topromote our activities, sell our company, to make a

stronger reputation.

3.4.2 THE THREESOME CORRELATIONIn a Threesome Correlation the three Vertexes areconnected.

- Soul & Illumination with Incursion: A good idea (Soul)can be worth a lot. When you have an idea, rst takeinto account if its commercial feasible (Incursion) beforeyou make a rst model or presentation (Illumination).

3.T

HESIRIUSVERTEXES

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- Illumination & RealTime with Summation: When makinga prototype or dening a concept rst take into account ifyou could use (Summation) this prototype, concept,technical aspects or methods (Illumination & RealTime)several times for several different objectives.

- RealTime & Incursion: RealTime closes the Creative

Triangle and makes the transition to the CommercialTriangle (Incursion). This is the rst check point of thePoints (Strategy, Formation, Maneuvering, Proactive,Planning and Variations).

- Incursion & Unity with Soul: When youre carrying outthe sales-strategy (Incursion) and calculating your prot

(Unity), you have always to keep in mind the real soul ofthe idea (Soul). Stick to your ideals, to your norms andto your beliefs. A consistent way of working is alwaysadvantageous.

- Unity & Summation with RealTime: In this stadium we

are making prot (Unity) and were carrying out ourstrategy for multiplying our successful way of workingor for making formats of our winning ideas (Summation).

This multiplying has to be a model, a formula, a kind ofprototype (Realtime) understood by everyone (of yourteam, your clients company). If you can multiply yoursuccess by people working the same way you do, theprot will also be multiplied.

4. THE DIRECTIONS

A Direction is the distance relationship between two

Vertexes that species the direction of either with respectto the other.

VERTEXES DIRECTIONS- Soul to Illumination aa- Illumination to RealTime bb- RealTime to Incurs cc

- Incursion to Unity dd- Unity to Summation ee

3.4CORRELA

TIONSANALYZED

3.4.2

THETHR

EESOMECORRELATION

3.THESIRIUSVERTEXES

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5. THE FLOWS

A ow is the action of moving along a dened Direction.

FLOWS DIRECTIONS

- Condence & Imagination aa- Knowledge & Technical bb- Experience & Perception cc- Control & Talent dd- Placement & Wisdom ee

- Condence & Imagination: You must aim beyond yourcapabilities. It will bring you further than you everimagined. It will boost your condence and will let your

imagination imagine the unthinkable. Never forget thatyour greatest asset is the vision you have of where orwho you want to be, regardless the fact if it can be doneor not (Just do it. If you dont do it, it doesnt exist).

- Knowledge & Technical: Knowledge is the informationthat you acquired through learning or experience. Youdont need years of experience or studies to acquire

knowledge. You need rst of all passion and

perseverance. If you have them, than nothing isimpossible.Your technical baggage is more a matter of what youread and whom you know. Technical baggage is useless ifyou dont know where to nd, develop and apply it.

- Experience & Perception: The standard meaning of

experience is not an assurance for being successful onthe job. You have to force yourself to think out of thebox, again and again. This perpetual exercise leads toreal Experience. Its the sum of the things that you addfrom your own interpretation of the Flows to make it

really work. Practicing a dened job for many years is notdened as Experience but usually as practice, a routine.Perception is gathering information from yourenvironment and trying to make something meaningfulout of it. Perception is a result of the perpetual exercising

for gathering Experience and it makes the exercise moreefcient. Experience and perception give you thepossibility to differ from the others. Think different.

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- Control & Talent: You must control the Vertexes and

the Flows of the Creative Triangle (Soul, Illumination andRealTime) and the Points, before you could sell yourideas. Control means to be always focused on yourgoal(s) while trying to score for you client, employer.

Talent is in the rst place the ability to turn your skill(s)into an efcient tool. Once youre able to do that, youcan sell your talent(s).

- Placement & Wisdom: Placement is the act or processof placing or positioning something. In fact it is the artor talent to nd the niche on the market or the perfectmainstream to sell your ideas or/and products.

Wisdom is the ability, developed through experience and

perception, to discern truth and exercise good judgmentthat result in a prot situation and leads to the winningformula.

6. THE POINTS

The Points: Strategy (A), Maneuvering (B), Proactive(C), Planning (D), Variations (E) and Formation (F),

are the constant factors, taken into account when youchoose the best way to succeed. Its up to the

CreativeProjectManager to decide when and how hesgoing to apply all these Points. He has to become a greatstrategist and he has to establish his own theories andpractice (based on the Sirius Theorem).

We consider competition, client, employer andourselves as the parties that we have to take into

account by developing the Points, sometimes as enemyand sometimes as brother-in-arms. The CreativeProject-Manager has to give them the perfect role in the chaptersof his play.

6.1 STRATEGYYou have to be prepared for the competition and you have

to anticipate their moves. Dont ght the competition!

It takes a lot of energy and costs a lot of money.

5.THEFLOWS

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Maybe you will win some attention, but at the end its the

competition that will be the beneciary. You could looseyour reputation and it wont win sales.The best plan to win is to use your brain to defeat the

competition by strategy.

The art of strategy- Win without a direct confrontation with the competition

(Its always better that they cant put a face on a

winning strategy and it avoids unpleasantsituations toward the client and/or employer).

- It s better to win by abandon of the competition.

The scheme

- The best way to win is by strategy.- Diplomacy is very important, otherwise nd creative

solutions.

- Fight in different areas to win (Price, presentation,service).

Offensive plan- Know the competitions and clients weaknesses before

carrying out your plan.

- Surround your client from all sides. Now you can reactonto every move of the competition or changing movesfrom the client or his surrounding.

- If the competition is superior, prepare for defense

(Focus on his weaknesses and your strengths). Avoid atany time direct confrontation.

- If youre stronger: Surround, overpower and make yourmove(s).

- Know when to make your move(s) and know when notto move.

- Wait in anticipation for the unprepared.

- Know at any time the weaknesses and strengths of allparties.

6.2 MANEUVERINGYou must be exible and prepared to the changingconditions of a situation.

- Learn to turn all adversities to your advantage.- Get to the place where the action takes place rst.

6.T

HEPOINTS

6.1THESTRATEGY

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6.2MANEUVERING

- Use your talent and experience to nd the shortcutsand score your goals.

- What is advantageous can also be disadvantageous.Be prepared.

Advantages and Disadvantages:- Never enter in alliance without knowledge of their realplans and strategy.

- Never make your moves if your not familiar with theclients environment.

Be prepared. If youre not familiar and you are obligedto make a move, try to confuse the client and

competition by being deceptive and versatile. It willgive you the time to adapt your strategy.

- Be able to re(act) at the right moment.- Maneuver effectively with the changing conditions of

the situation.

6.3 PROACTIVEBe prepared for the unprepared.

- You may have the strategy to win, but you cant be sureof victory. Thats why its important to be prepared.

- If you think you can win, you should be on theoffensive.

- If youre not sure to win, you should be on thedefensive.

- If you are well prepared, you will win when you move

at the right moment.- If you want to win, you must rst create opportunities

by planning and by working out a strategy.

6.4 PLANNINGA good tactician ensures the safety of his project and triesto turn the competitions strength into his by advantage.

- Time is money. You have to compare prot previsionswith the time (to be) invested.

- Avoid long procedures (Commercial, creative,). Theyare bad for the moral, they cost money to you or/and

your client or/and your employer. Finally you will loseyour advantages and the chance that the competition6.THEPOINTS

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will win or that your client or employer will re youincreases.

- Act for quick results: Take initiative.

- Make the rst move to prevent the others to takeinitiative.

- Use baits to attract the client to the position where youwant him to be.

- When your client is at ease, agitate him softly.- When the competition is still, move them so that they

have to adapt their strategy.- Use your competitions resources and weaknesses:- Confuse the competition, so that they cant make themoves they want.

- Divide the competitions attention on several subjects.

While youre concentrating on one subject.- Avoid the powerful and confront the weak.

- Divide the competition at the right time and place.- There are no xed rules for commercial operations, butstick to the moral law (The moral law is based on the

premise that there is such a thing as right and wrong,and there are some things that you ought to do, andsome things that you ought not to do).

6.5 VARIATIONSYou should foresee variations into your strategy.To prepare different plans for the same situation, can

make a disadvantageous situation turns into youradvantage.

Situation plans- Never react immediately when the competition gainedthe advantage. Reconsider your strategy rst and reactthere where he youre not expected.

- In a very difcult situation, scheme to get out withoutloss of money and reputation.

- In a desperate situation, do something complete different than used to and confront the competition by

playing a psychological game. No matter in whatsituation you are, never forget the moral law. Neverforget your reputation, that of your client or your

employer.6.THEPOINTS

6.4THEPLANNING

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Fighting from within- Make your moves on sides of your client or competitionthat are unprotected.

- Move in directions that are unexpected toward or awaythe direction of the client or competition.

- Try to disturb the communication between the clientand the competition.

Entice the competition- If there is a direct confrontation behave like a friendly,inexperienced person to trick the competition into

complacency (Self-satisfaction), then surprise him todefeat him.

Move to advantage- Dont move if there is no gain.- Go for a direct confrontation with the competition if thesituation is desperate.

6.6 FORMATIONIf youre working on a little project or a very big one, itsall a matter of organization and communication.

Creative power- If youre capable to surprise, you will win.

- Taking initiative and be prepared are the basics ofvictory.

Readiness- Sudden creative power.

- Perfect timing.- Opportune moment.

These elements will make you victorious.

Movement- You need good maneuvering to secure victory.- An unstoppable creative power is the result of goodmaneuvering.

Apart from the six Points that have to be taken into

account at any time of the project, you need to make acareful estimation to predict the outcomes and youneed to be a master in playtime.

6.T

HEPOINTS

6.5VARIA

TIONS

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The six Points are voyaging between the intersectionswith the Vertexes while the two extra points are swingingbetween the six Points.

6.7 ESTIMATIONS

Several aspects are to be considered in this study:

Moral lawBe always in complete accord with your own values andwith those of your employer or client.

NatureBe acclimatized to all situation there may occur:Victory/defeat, prot/loss, foreseen/unforeseen.

SituationBe aware of your surrounding and of the moves youmake: - Prepare and notice shortcuts.

- Is it a great opportunity or not?- Is the victory or defeat close?- Is it a comfortable or uncomfortable

situation?- Do I move to fast or to slow?

- Are there obstacles to be foreseen?-

LeadershipCourage, wisdom, condence and rmness are some ofthe qualities needed for being an outstandingCreativeProjectManager. Some qualities you have, otheryou havent. Compensate if necessary and nd thebalance between your qualities.

DisciplineBe severe for yourself and the people working with you.Its always better if there is a system of reward andpunishment, installed by the employer, the client or byyou for you.

Forecasting

- With whom lie the advantages?- On which side is discipline most enforced?

6.T

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6.6

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- Which side is more highly trained? (Experiences,formations, resources)

- On which side is there a greater constancy in victory?

Deception

- The capable must pretend to be incapable toward thecompetition.- If youre incapable, pretend to be capable toward the

client, the employer and the competition. It will giveyou time to reconsider your strategy. Have alwaysin mind that if you abandon, do it without loss ofmoney and reputation.

- Appear inactive when the competition wants to activatehis plans. It puts you in a position to anticipate or

surprise.- Work on a closer target when pretending to be looking

for a further objective.- When looking for a further objective, pretend to work

on a close target.

Exploitation- Hold out bait to entice the client and the competition.

You should feign disorder and beat him.

- If the competition is secure at all points, be preparedfor him. If he is superior, avoid direct confrontation.

- Pretend to be weak so that arrogance can grow on thecompetitions side.

- If the competition or the client seeks contact without

sharing useful information, it shows hes arbor a plot.- If the client and the competition are united, try to

separate them in a clever way or disturb theircommunication.

- Approach the competition or the client where he isunprepared, appear where you are not expected.

- Its better to be good prepared, than to hope thecompetition will not move.

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6.8 PLAYTIMETry to play on the emotional side of the client or thecompetition.

The purpose is to take the advantage of a situation.

- When he is reckless its easy to win.- When he is afraid its easy to overwhelm him.

- When he is angry its easy to provoke him.- When he is sensitive its easy to affront him.- When he is emotional its easy to worry him.- When he is impatient its easy to humiliate him.

- You should always be diplomatic.- You should always act by the moral law.

- You should always try to avoid direct confrontationwith the competition.

7. THE ASPECTS

The Aspects of the Sirius Theorem are: Image Building(I), Production (II), Logistics (III), Marketing (IV),Administration & Finance (V) and Communication (VI).

The Aspects are distinct elements in a project.The CreativeProjectManager must know the principles ofeach Aspect and be conscious in what way they are or

could be valuable for his project. Experience, education,the project characteristics, the client and other factors willtell you if you need to elaborate the Aspects and how far

you should go in it.

For the explanation of each Aspect, Ive reduced them toan overviewand used the standard terms, plans anddenitions of the management environment.They are not making The Sirius Theorem and they arenot dened by the theorem.

7.1 IMAGE BUILDINGImage building (Or company image) is an intangible item(You cant touch it or feel it), but its as important, if not

more so, than the raw materials fashioned into a tangibleproduct, machinery used to make products or a productinventory. To get started on creating a company image,

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analyze how a company and its products are the same anddifferent from the competition. Its also important to viewa company from the perspective of the customers andprospects. Based on the feedback, develop a plan for a

company image through all the communication efforts.

Consider these items when establishing or changing acompany image:- Marketing Communications.- Pricing Strategy.- Sales Strategy.- Customer Service.- Publicity.- Promotions.

7.2 PRODUCTIONits a complex process that ensures that materials,equipment and human resources are available to completethe work.

Advantages of an effective production plan andscheduling:

- Reduces work by eliminating wasted time andimproving process ow reduces inventory costs by

reducing the need for safety stocks and excessivework-in-process inventories.

- Optimizes equipment usage and maximizes capacity.- Utilizes human resources to their full potential.- Improves on-time deliveries of products and services.

Key factors of a production plan:- Forecast market expectations.- Inventory control.- Availability of equipment and human resources.

- Standardized steps and time.- Risk factors.

Consider change.One of the many challenges of production planning andscheduling is following up with changes to orders.

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7.3 LOGISTICSLogistics is dened as a business-planning framework forthe management of material, service, information andcapital ows. It includes the increasingly complexinformation, communication and control systems required

in todays business environment.Accomplish key objectives with following solutions:

- Manage transportation spending & costs.- Reduce cycle times.

- Increase asset utilization.- Efciently schedule operations.- Manage corporate growth strategies.- Improve corporate competitiveness.

- Deliver excellent service.

7.4 MARKETINGmarketing plan is a written document that details theactions necessary to achieve a specied marketingobjective(s). It can be for a product or service, a brandor a product line.

A typical marketing plan is based on:

- Where are we now?- Where do we want to go?- How can we go there?- How can we control it?

The contents of a very basic marketing plan are:- Executive Summary.- Situational Analysis.- Opportunities / Issue Analysis - SWOT Analysis.

- Objectives.- Strategy.- Action Program.- Financial Forecast.- Controls.

7.5 ADMINISTRATION AND FINANCEWithout an efcient Administrative and Financial structure

there is no success.Commitment is one of the most important aspects for thatstructure.

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All employees of Administration and Finance shoulddemonstrate a commitment:

- To support the vision and mission of the company.

- To provide excellent customer service through teamwork, continuous improvement, and a spirit of

innovation.- To treat clients and colleagues with respect.- To develop employee skill to the fullest potential.- To aspire to excellence both personally andprofessionally.

- To conduct the duties with integrity, accountability anddignity.

- To utilize sound business practices and customerfriendly administrative processes.

- To provide access to information that assistsemployees or colleagues in successfully performingtheir jobs.

7.6 COMMUNICATIONUsing a plan to guide your organizations communicationsefforts to target its diverse audiences will result in moreclear, coordinated, memorable, and effective messaging.To develop a strategic communication plan

you need to:- Determine goal(s).- Identify target audiences.- Finalize key messages.- Determine strategies.- Determine activities.- Determine evaluation mechanisms.

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