Choosing a Project Manager
Written August 7th, 2008 by Thomas AmesIn the process of choosing a vendor, most often the RFP and vendor’s response concern the details of the program, service, and procedures. But what many vendors and consumers alike forget is that in order to understand the vendor’s product, someone will have to educate you and your organization on using it effectively. That’s when you’re usually assigned a project manager. But smart negotiations and careful consideration will leave you with the opportunity to do what very few have done: choose the project manager you see fit for your organization and scope of project.
We’ve all been there: you’re excited about your new project. It will be incredible to be able to give your constituents more interactivity than your opposition; you’ll be able to give neat, in-depth figures to astound and impress your bosses; and, perhaps best of all, you’re at the forefront of technology with your brand new vendor.
Unfortunately, after your first few calls with the project manager, you’re disheartened. Did he even use the product before? Why did she have to correct so many mistakes in her presentation? Shouldn’t he know the answer to my questions? You’re left wondering if you were given a rookie to manage the $100,000 project that should put you in line for a big raise next year.
But it didn’t have to happen that way. When discussing the terms of your agreement, you had the opportunity to negotiate beyond the length of service and price: you could have negotiated the people you worked with. Granted, at this point in the project even they didn’t know who was going to lead your project, but you could have negotiated the basic point of choice: to hold a try-out of sorts and find the right person for you.
After you’re granted the opportunity to make the choice for yourself, what things should you look for? Obviously many of the qualities will depend on your project, but there are a few underlying aspects every project manager should have:
- Quick communication: how quickly does he get back to your e-mail or phone call? How many contact avenues does he employ?
- Clear communication: how many “ummmm’s” or awkward silences are there in your conversation?
- Knowledge of the project or service: can he answer all of your questions?
- Dependability and trust: does he admit when he doesn’t know the answer, but will find out ASAP?
After establishing your wants and needs from your project manager (just as you did the vendor’s product!), how can you possibly go about evaluating them? Depending on your project, I have a suggestion: have her go through the virtual tour (if applicable) or explanation of the service for which you’ve contracted.
While it will most likely bore you to have to sit through three or four virtual tours, each project manager will most likely take a new perspective on implementing the service. In addition, this is a perfect time to read her people and public speaking skills. When arranging the date and time for the meeting, that will allow you to evaluate her ability to get back to you quickly and clearly. And asking questions during the presentation will help you establish her command of the product.
So don’t let the vendor choose who you’re going to be working with for the next month, year, or longer; demand the right to evaluate and choose your project manager. The success of your project — and you — could depend on it.
