Elevator Pitch for Project Management (Part 2)
Alain is a management consultant and expert in project and program management, PMO creation and administration, and project management training. Additional specialty areas include IT Advisory, IT Quality Assurance, Business Analysis and Business Process Outsourcing.
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Topics: Communications Management, Leadership, New Practitioners, Resource Management
In the previous article, we gathered key elements of content that we will try to convey in our elevator pitch, and how to structure it. We want simple and punchy terms so our listener can get a better grasp of what we--members of the project management profession--bring to the table.
To increase our reach, we customize the pitch depending on the type of person we want to convince and their key concerns. I utilize various samples below to cover a variety of possible arguments to make our case.
These pitches are not designed to any particular context or environment. They relate to the value of project management in general--your job as a project, program, portfolio manager or PMO, and not with the specifics of project XYZ in your firm (you’ll have to prepare separately for this one).
Let’s start the conversation with a “So, what do you do for our firm, and how is it useful?” from the interlocutors we are facing. My answers are formulated in the below elevator pitches.
1. High-level executive
Key concerns: Strategy, bottom line
Pitch: “Remember our firm’s last strategic roadmap and objectives presented by our CEO?”
“As a project manager, I am in charge of making it a reality without costing you an arm and a leg. Basically, I am here to ensure the firm’s strategy is implemented right. I translate strategy into …
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"If you want to please only the critics, don't play too loud, too soft, too fast or too slow." - Arturo Toscanini |
