Why project managers need to be engagement managers

In this article, project management consultant and GetApp contributor, Brad Egeland argues that today’s project managers (PMs) should also be engagement managers. Brad explores:

• What the key factors are that make a successful project manager.

• Why the typical role of a project manager is flawed.

• How using project managers to do the traditional work of salespeople, account managers, or engagement managers can benefit companies.

There are several things in the world of project management that I feel strongly about - maybe even convicted about as sort of a PM activist or evangelist. One is communication being the number one skill and priority behind the success of the project and the project manager and team. Another is the need to have some technical background in order to successfully manage technical projects and help produce and review meaningful and accurate estimates and change orders.

Another important aspect is executive-level backing of the project management infrastructure to help ensure success - even going as far in larger organizations of having a CPO (Chief Project/Program Officer) to oversee operations and ensure viability. There are more, but one final one is the need for the project manager to be more of a full engagement manager, rather than just a project manager.

What do I mean by this? Let me explain the problem first, then look at how we go about fixing it.

For most organizations with a project management infrastructure, the project – from the PM’s standpoint - begins and ends with the work on the signed project.

Someone, somewhere, magically creates a project for you to deliver on. Suddenly, a project is thrown over the fence to an anxiously awaiting project manager who then spends a couple of weeks or so understanding the project, the rough estimate, the statement of work, the assumptions, the proposed staffing plan, and the very high-level draft schedule.

They then begin the process of meeting the customer, preparing for kickoff and eventually officially kicking the project off and assembling a real delivery team. At least that’s how it’s worked most of the time in every professional services-type organization that I’ve had the pleasure to manage projects in and for.

Let’s look at things from an engagement manager’s perspective and I will highlight the differences I see happening in this scenario. Those differences expose the flaws and hopefully eliminate them.

Now, let’s consider an expanded role for the project manager. A potential client is identified. Rather than having a salesperson or account manager work with this potential client, they engage an experienced project manager – especially one who has good customer-facing skills (all PM’s should have this skill set) – and together they meet with the potential project customer.

With the project manager also working on the effort, the customer will receive more hands-on responsive care and will end up with a better picture of what the project delivery will look like. This usually only adds to customer confidence and satisfaction, and the draft project schedule and estimate of work - which ultimately will become the price for the engagement - will be more real and more accurate.

The PM as engagement manager scenario may secure more deals, but the reality may also drive some customers away as the price may end up higher and the timeframe longer when real PM experience is applied to the negotiation process. Likewise, more real risks and potential issues will be considered and less pie-in-the-sky thinking will be applied.

What’s more, when the project does get signed off on and work starts, the PM can really hit the ground running because more accurate expectations have already been set for the customer. Believe me, it’s painful for the PM to go through the process of resetting expectations for the project customer and even creating change orders during the first week of a project due to disconnects during the “sales” portion that they were not allowed to be a part of. I’ve been there and I do not like it.

I realize a transition like this could take time and a considerable change in company culture. It’s likely there will be a need to expand project management staff as they become engaged longer with clients, rather than just at the beginning to end of the signed and sealed project effort.

They would likely be working through several “potential” projects in the early part of that potential client engagement trying to work with sales or account management using their expertise to help seal the deal. But, I also feel that closing the deal will be easier and more projects that are hopeful projects will actually happen.

Readers…what’s your take on this? I’ve helped organizations consider this scenario and move their PM infrastructure from one of standard PM processes to one that included the hand-holding and expertise involved with landing and securing new PM business. Does your organization involve project managers in the early pre-project phases when deals are being estimated and secured? Do you think it would be helpful? Let us know in the comments below.

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