How to use PM in case you are from the seller side

Mrehan,

your sponsor is responsible for the charter. Practically, you - as you are assigned as PM -support them writing it. If the role of PM is well defined, this might be very simple, like Kiron states, and you might add your specific needs to be approved by the sponsor. BC may be in the internal proposal approval (expected revenue, cost, profits).

Yes, since contract signing is often under time pressures, planning can start on the assumption that the proposal will reflect the contract. This has to be verified after signature and contract handover from the proposal team.

Internal proposal documents will be much more detailed than the contract.

Thanks Mrehan for posting the question.

The fundamentals are already covered by Kiron, Thomas, and Sergio here. Some great insights from them as always.

There will be some seller specific considerations that would be managed differently in PM on Seller Side while formally signed contract will play an authorization to proceed with mobilizing resources within Seller organization. An example would be Risk Management. This would be significantly different for Seller and the Buyer based on the type of contract signed. Example - FFP is good to offset Risks for buyer, not the same for Sellers though. As already covered, some key elements like internal sourcing and costing etc for Seller would ideally not be shared with Buyer. Unlike Scope management which will require robust synergy between Buyer and Seller to make the project a success for both parties.

Hope this helps.

Thanks for sharing,
So there is no project charter or business case from the seller side but what authorises the project is the contract.
In this case what we include in the contract is the scope statement or the statement of work ?

Hello Sergio,
Thank you so much for sharing. What authorizes thr project in my case is the contract
Usually the client has no idea what the scope of work is as we are consultation firm, they want to improve the work environment safety but doesn't know how.
We receive request for proposal and we meet with the client to extract their requirements and send a proposal, if the client feels good about it he signs a contract and we start the project.

So basically there is no statement of work, charter, bidding documents, business case or anything from the buyer/client side.

What I'm confused about is what I need to create and if what I'm creating in the proposal is the scope statement

We receive request for proposal, and we meet with the client to extract their requirements and send a proposal. If the client feels good about it, he signs a contract, and we start the project.

When should I create the charter with the client in this process ? and what I include in the proposal can be considered as the scope statement since I include scope description, deliverables, execlusions and acceptance criteria?