Determining what is feasible as soon as possible and then being transparent with the customer about what can and can't be delivered. Depending on the nature of the contract and the desired outcome for your company, it could mean early termination of the deal, or reducing or eliminating the profit margin.
Kiron
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1 reply by SURESH K
May 19, 2018 3:35 PM
SURESH K
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Sir,
Mostly Signing the Project Contracts go unanimously by the Project head by seeing the overall Project Cost , Schedule and Scope . But the technical requirements of the projects generally not thoroughly gone through which leads to project failure.
Your idea of being transparent with client at the initial stages is EXCELLENT.
Determining what is feasible as soon as possible and then being transparent with the customer about what can and can't be delivered. Depending on the nature of the contract and the desired outcome for your company, it could mean early termination of the deal, or reducing or eliminating the profit margin.
Kiron
Sir,
Mostly Signing the Project Contracts go unanimously by the Project head by seeing the overall Project Cost , Schedule and Scope . But the technical requirements of the projects generally not thoroughly gone through which leads to project failure.
Your idea of being transparent with client at the initial stages is EXCELLENT. Saving Changes...
That really depends on what's in the contract. That's why an organization must or should involve their project managers who will deliver the solution as part of the quoting process.
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1 reply by George Lewis
May 19, 2018 8:20 PM
George Lewis
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Sante, sometimes the PM / PMO does not have total control over what was sold. The sales department has the framework as to what can be sold, but sometimes they go over the line and offers more than can be performed.
I agree with you because I also think the solution is to have Sales Project Managers, that are part of the sales team to help in the offering phase and be a direct part of the quoting.
Saving Changes...
George LewisProgram/Project Manager| DXC Technology CompanyHeredia, Costa Rica
May 19, 2018 6:13 PM
Replying to Sante Delle-Vergini, PhD
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That really depends on what's in the contract. That's why an organization must or should involve their project managers who will deliver the solution as part of the quoting process.
Sante, sometimes the PM / PMO does not have total control over what was sold. The sales department has the framework as to what can be sold, but sometimes they go over the line and offers more than can be performed.
I agree with you because I also think the solution is to have Sales Project Managers, that are part of the sales team to help in the offering phase and be a direct part of the quoting.
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1 reply by Sante Delle-Vergini, PhD
May 20, 2018 5:47 AM
Sante Delle-Vergini, PhD
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I agree, in fact they never have control, which is all the more reason they need attend even to draw a line in the sand so that later is is very clear what the PM did and didn't agree to.
I have always advocated having Co-approach, where Project Manager should get involved with salespeople and they should work very closely to achieve a win-win situation.
I also support the full lifecycle approach (not for all types of projects) where the business development is responsible for full delivery of the project from lead identifying to project closing, it is more achievable in functional and matrix structure. Saving Changes...
Sante, sometimes the PM / PMO does not have total control over what was sold. The sales department has the framework as to what can be sold, but sometimes they go over the line and offers more than can be performed.
I agree with you because I also think the solution is to have Sales Project Managers, that are part of the sales team to help in the offering phase and be a direct part of the quoting.
I agree, in fact they never have control, which is all the more reason they need attend even to draw a line in the sand so that later is is very clear what the PM did and didn't agree to. Saving Changes...
Usually when a project is sold technical experts are being involved since only they can really determine the work that needs to be done and also can estimate the time needed to complete the work.
However because of the competition between companies often sales people make promises to the customers ignoring the technical experts. This is needed in order to sell the project.
There is very little project managers can do about this situation. If realistic estimates are given to the customers there is the risk of loosing the contract.
I believe that you can't solve the root of this problem, but good project managers and good technical experts working on the project can find solutions to make the project successful despite the odds. This is a big challenge but as I said if you try sell a realistic project you may not make it.
I think this situation is more problematic for the technical experts rather then the PMs because they have to develop o product or a service in less time than needed so they have to compromise on the quality of the work. Saving Changes...
George LewisProgram/Project Manager| DXC Technology CompanyHeredia, Costa Rica
First, let me summarize the role of sales and pm.
Sales Manager is someone whose role is sales management. Responsible for selling products and services and leads a team for that purpose, cooperating closely with marketing and operations.
Project Manager is someone whose role is project management. Responsible for developing products or services and leads a team for that purpose, cooperating closely with operations.
If both works to benefit the same organization, why wouldn't they work more closely? Saving Changes...
George LewisProgram/Project Manager| DXC Technology CompanyHeredia, Costa Rica
To be fear, in a perfect world, there should be an experienced project manager in the sales department and an experienced sales manager working within project management department.
The sales person within PM dept could feed the PMs with information of accurate sales techniques and current variables used to close the deal, as well as the costing methods used, and most importantly what was the customer expecting when signed.
The PM person within the sales dept could feed Salesforce with information of valid reasons of why such module should no be sold in a deal, or what impact of selling with a particular format. PMs could explain exacly what will be delivered when sold if the deal is signed. Could also clear the costing impact for the project team and organization. Saving Changes...
George LewisProgram/Project Manager| DXC Technology CompanyHeredia, Costa Rica
Very interesting Welcome to Reality – Surviving the Deadly Divide Between Pre-Sale and Post-Sale
