I’m a Consultant PM and my contact for time approval is client dept head and also (pre-assigned) project team lead… They contracted my services 1 mo. after they issued formal SOW for project. He doesn’t understand what a PM does nor how deliverable docs are put together, which is strange because they have the PM definition in their SOW. I’ve laundry listed deliverables with requirement breakdowns and he still thinks we can put together these docs in less than a week. I understand what their client wants, but if I can’t get cooperation, the deliverables will be missing agreed upon items and they WILL LOSE bid that this project was initiated for. I’ve sent sample docs with “how to’s, but I’m sure he hasn’t even read them. I asked one of execs on team how they come up with estimates for dev and she said they do a quick (couple hours) guess-timation and pad it heavily. She also said dev would take 1-2 years when client expects implementation in less than 6 mos. My head is spinning from lack of commitment and understanding of what we are supposed to deliver. I can barely get email responses, never mind sign-offs. Any ideas would be helpful; I’ve never had these issues before. Saving Changes...
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Mark Price PerryBusiness Driven PMO Evangelist| BOT InternationalOrlando, Fl, United States
Dear Anonymous, you seem to be very knowledgeable, articulate, and have a very good grasp of the situation and the likely outcome. Not knowing your relationship with your client (past history, current relationship, and what you want it to be in the future) and how you arrived at your one month contract, it is hard to comment effectively. I would offer three ideas for your consideration. First, you are not being paid for your brains, rather your hands. Your employer expects 30 days of work, and you expect to be paid. That's all. Though you could, without doubt, add value and recommend improvements in many areas, that may be of no "immediate" interest your employer. Second, seek to be the consumate professional and to apply situational leadership to your work relationships. Assess the willingness and ability of your team lead to consider doing things differently. Also, keep in mind that email is typically not an effective communication mechanism for those of low situational readiness levels. They will not take the time to read your email, understand your advice, not to mention offer a sensible reply or electronic dialog. And you lose total control over how your thoughts, ideas, and recommendations are received to them, if they even are. If you do intend to offer deliverables and suggestions, you might consider scheduling ample time for this and doing it face to face. If there is reluctance or push-back, then you have your answer. If your team lead is not willing to listen or able to change, it is unlikely that you can effect much change in just 30 days. But after the 30 days, things may very well be different. And third, good things often occur when preparation and opportunity meet. Don't expect it, but never give up hope for it. Good luck. -- Mark Perry, VP of Customer Care, BOT International Saving Changes...
Anonymous
I agree with Mark that all your client is looking for is help with your hands not your brains. I have been in similar situations before and always wondered what best can be done. As a consultant not much. However what matters is you come out looking good. That will build your credibility and trust among some people you interact with. You will have better influence to bring about change the next time around. Saving Changes...
I agree with Mark Perry's post on this topic. And add that your client just may be the "client from hell". Just because a person is in the position to hire does not mean he or she is competent. Saving Changes...
