The new operating model for project teams: Balancing flexibility and standardization
June 25, 2025 | Live Webinar
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Brad Egeland is an IT/project management consultant and author with over 25 years of software development, management and project management experience leading initiatives in manufacturing, government contracting, gaming and hospitality, retail operations, aviation and airline, pharmaceutical, start-ups, healthcare, higher education, not-for-profit, high-tech, engineering and general IT.
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Topics: Requirements Management, Stakeholder Management, ProjectsAtWork
The idea that customer service is part of a project manager’s job description is not much in debate. So why is it so often relegated to an afterthought when planning a project and gauging its ultimate success or failure? For better or worse, we’re only as successful as our last customer thinks we are.
There are a lot of things we do as project managers when we’re leading our high-visibility engagements. We can be prudent project budget managers, great leaders of skilled resources, organized reporters of project status, well-versed speakers during weekly customer status calls, and confident managers of our own personal project portfolio as we report status updates to our PMO and company leadership.
All well and good, but if the customer is not happy, we’re not successful.
We may have done everything right. But if our company’s mission includes profitability, customer retention and growth, then we must make our customers happy. References and returning customers are what distinguishes a growing successful company from a short-…
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