In the management of the client side of projects, there is a fine and important distinction - to what extent can I intervene in the actual management of the project and what are the limits of the sector, if they exist, in our real ability to intervene professionally both in the world of engineering and infrastructure and in the implementation of procurement in practice (this issue is complex today, especially in PFI projects, projects in which the ability to influence of the client is limited).
This dilemma is of course necessarily related to our strong desire to promote the client's interests for the purpose of gathering and providing service in creating an effective process both in terms of schedules and budget. In light of this, we find ourselves time and time again excessively involved in the management of the project and as a result get in between the field managers "between the legs", this fact can inevitably destroy the dynamics in the integration and the desire of the stakeholders to share with us in what we are doing as we would like.
Some will say on the side of the performance contractors, excellent! That's how we make more money... but unfortunately that's not the case, we as client side managers are entrusted with safeguarding the interests of the client, so sometimes the right thing is to know how to take one step back at the right time to move two forward and allow the stakeholders to promote our interests. Therefore, our main role is to identify the relevant mines and dismantle them skillfully time after time, otherwise they could torpedo the project. We were and were not successful - the required skill is to bring them to the decision makers early enough to avoid critical lateral consequences on the project's resources. So how do you do it?
We will elaborate on this with a number of key tips:
First and foremost, we must give a real sense of security to our stakeholders and partners that we are there to help them make the best professional decisions in the project and about the importance of being a single-valued and clear address for everything that happens on the client's side. This is our main advantage and added value, and through it we avoid unpleasantness or misunderstandings regarding our presence in the field, and we prove that the opposite is absolutely true! Our presence in the field helps the stakeholders with savings and efficiency because not wasting unnecessary resources is not worthwhile for them either in the end.
It is recommended to score a number of effective processes in which both parties - both the client and the stakeholders will recognize your added value in creating optimal integration, a very central point that has repeatedly proved to all parties that our presence is important and even influential in the decision-making axis quite a few times.
In order to avoid unnecessary and ineffective intervention in the project, constantly ask yourself one central question - is it your job, and if so, what value do you bring to the client and are you accidentally replacing the other stakeholders in the project, which is their main task and for which we spent funds in the project.
Make sure that all your involvement "beyond what is required" will ultimately serve the client and our interests in effective time management which will inevitably lead to a higher quality project.
"A client side manager in a project is first of all experience", no one starts in this position, and it is not suitable for everyone either. This requires charisma, presence and a high level of involvement in the field and in details, and the stakeholders and partners should understand this from the very beginning.
Your investment in client side management is measured in results and not in working hours, and in order to advance the project the head is constantly thinking ahead.
Always remember that you are taking on a huge responsibility, sometimes hundreds of millions of shekels that need to be managed both financially and in terms of schedules. In the end you also need to get positive feedback from the customer and suppliers; You can't keep the budget and end up bringing poor quality to the client, so a client side manager in a project is required to be an executive, a psychologist, a politician and an economist at the same time.
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