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Project Practitioners > Managing the Manager

Managing the Manager

By Ann Drinkwater

Your organization has decided to outsource a project to an external firm. In some
cases, the organization may allow your team to manage the project, but more
often than not, the organization may want full reign and to manage the engagement
themselves. What does this mean to the project manager from the client
organization? Depending on your company’s project management philosophy (i.e.
do they see project management as a scheduling function, or someone that truly
manages the project and risk), this type of agreement may be more challenging
than you first think. While it may be helpful to have the outside assistance,
it may require a change in your normal approach and project management function
in order to provide, effective, external team support and oversight.

I’ve been in situations where I was the contractor that has had customers instruct me on
the process they would like to use and others that have allowed me to use my
organization’s expertise to deliver the best result. I’ve also been in
situations where my organization is the customer who has outsourced a project
and been responsible for truly managing the external resources and other
situations where asked to allow the contractor to exert full control over the
management, using their own approach and practices. While the specific approach
needed should be tailored to your specific situation and organization, I fine
one of the more uniquely challenging situations is when you outsource an
engagement, including the management/oversight and project approach. While
there are always opportunities for learning and growth, the last scenario can
be difficult and even confusing for a strong project manager. The level of
authority and your role will depend greatly on your organization’s viewpoint on
project management. If you are put in this type of situation, my suggestions
are: 

1. Clearly Understand Roles & Responsibilities:
Regardless of the scenario, clear role definition is an essential first step.
You’ll need to understand specific role expectations from both your
organization as well as your contractor. Defining what the contractor is
responsible for all the way down to communication with your organization is
also important.

2. Be Prepared to Be a Passenger:
Not being responsible for running the project can be tough for strong project managers
who are asked to interface with the external consulting organization,
especially where there are deviations from your recommended approach or where
you identify areas for improvement and their process is set in stone. Understanding
the roles and responsibilities of all involved will help you understand where
you can provide value and where you can intervene. You may also need to prepare
yourself for having more of an administrative role than an orchestration or
technical role. Understanding who does what will help reduce the push and pull
between organizations.

3. Ensure There is a Sound Escalation Path:
While you may not have direct authority, you will want to understand what types
of items can be escalated and when. You’ll also need to ensure you have the
proper support within your organization. The lack of direct and indirect
authority, plus no support does not make for a prosperous environment.

4. Utilize Lessons Learned: Reviewing prior projects,
especially those with many of the same variables is useful for educating the
organization and can even assist your contractor. Continue to collect
intelligence on what works well and what doesn’t work well, even if you don’t
have direct control over changing the immediate situation. This information can
be useful for not only the current situation, but future endeavors.

5. Educate Your Organization on the Value of
Project Management
: Even though you may not have direct control over the
project or even the support you need, never give up on educating the
organization and vendors on project management value and best practices.
Hopefully the contractor will apply the same project management rigor you
would, but if not, there is always a positive takeaway for you personally and
hopefully professionally for your organization. Help educate your organization
on your discoveries, the impact of these discoveries and the lessons you have
learned through prior experience. Project management is not for the faint of
heart, but requires tireless perseverance. Show your organization why you are
in your role and the tremendous value this function can provide your
organization.

There is always something to be gained and learned from each situation. While
outsourcing to an organization that owns the management of the project may not
directly utilize all of your project management skills, it will certainly help
develop new ones.

For more outsourcing tips, below are some of my other, related articles and posts:

 

 

 

 

 ~ Ann E.Drinkwater


Blog: http://blog.projectconnections.com/project_practitioners/2012/06/the-opportunity-challenge-of-being-first.html 

LinkedIn: http://www.linkedin.com/in/anndrinkwater

 



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