As project managers, we are routinely the only project manager from our company on the project or are an independent. In these scenarios, we are virtually alone when managing a project except for potentially a customer project manager and certainly a project sponsor. The customer relationship has a certain dynamic that is different than with resources from the same company as the communication channel can become cluttered by contracts and desired customer relationships defined by the contract or services organization. These dynamics can leave the PM on an island with the project. If we use an analogy of a person actually living on an island, there is a life line back to civilization. This can be a boat to travel back or a radio/phone to communicate when difficulties arise that are beyond the capabilities to handle on this island. Is a similar lifeline needed for project managers?
Seasoned project managers have a wide variety of tools and skills to handle a vast majority of situations. These situations can be technical where a commercial product is not functioning as designed so the vendor product development organization (PDO) is engaged to correct the issue(s). A customer may request new functionality not yet in the product necessitating engaging a vendor product management organization to assess the feasibility of an enhancement. The issues could be staff related where individuals are not meshing well with their counterparts or need additional seasoning in technical or consulting skills. There are many scenarios in which the PM must enlist assistance outside of the immediate project team to succeed in project delivery.
When these scenarios do occur, the PM needs to have both open communication channels to the outside entities and a path of escalation when conflicts arise that exceed the PM's capability or authority to resolve. On the customer side, a project sponsor usually assumes this role and in a independent situation may be the only avenue open to the PM. When dealing with a commercial vendor, other avenues need to be open. In some cases, the sales or account executive who made the sale can and should be kept abreast of issues and available as an issue resolution asset. Additionally, services delivery executives should have an open communication channel with their PMs so the PMs have both a sounding board and an avenue to resolve potentially "sticky" situations.
In many services organizations, the PMs have little negotiating room when issues arise and have financial implications. As any business, a services organization has revenue and margin targets to meet and the PM is on the front line to achieving these goals. There are times when concessions in these areas may be the best resolution to an issue. When PMs do not have negotiating authority for finances, their credibility and authority is diminished in the eyes of the customer. The same applies when staffing issues arise such as an underperforming resource or resource who is not getting along with the others. When PMs have this authority and the support of their management, the chances of success greatly increase as the customer sees them as their single point of contact and issues are resolved more quickly. In too many organizations, this authority rests with the services managers for various reasons and this dynamic undermines PMs in the field.
Project management is a difficult profession with many challenges faced each and every day. In most instances, the PMs are comfortable operating in this fashion and should to be effective in the role. As with a person living on an island, the PM needs a life line when circumstances occur that are beyond either their capabilities or authority to resolve. Organizations that grant the PMs more authority in the field will experience both more successful and happier project managers and customers; and fewer instances where services managers need to be involved in resolving "sticky" issues.
