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Smith, H. A., and J. D. McKeen. “Project Management at MM.” #1-L05-1-009, Queen’s School of Business, November 2005. Reproduced by permission of Queen’s University, School of Business, Kingston, Ontario.“We’ve got a real ‘warm puppy’ here,” Brian Smith told Werner McCann. “Make sure you make the most of it. We could use a winner.”
Smith was MM’s CIO, and McCann was his top project manager. The puppy in question was MM’s new venture into direct-to-customer marketing of its green meters, a product designed to help better manage electrical consumption, and the term referred to the project’s wide appeal. The strategy had been a hit with analysts ever since it had been revealed to the financial community, and the company’s stock was doing extremely well as a result. “At last,” one had written in his popular newsletter, “we have a company that is willing to put power literally and figuratively in consumers’ hands. If MM can deliver on its promises, we fully expect this company to reap the rewards.”