The question I would pose is: "What does the client expect from a project manager?" This depends on the client's experience. The experienced client usually has a clearly specified requirement that is well known to its suppliers. This type of client will usually manage its own project, so securing a direct line of communication with the supplier.
As a director of a large design and construction company said to me a little while ago: "We always get better results when we deal directly with the client."
If a major project involving design and construction is foreign territory to a client, it will be tempted to appoint a project manager that purports to offer the skills that it requires.
In the science and engineering fields, where I come from, the output of research is often a detailed idea or prototype. If this has production potential, the researcher looks for a company to develop it into a marketable product. Usually, the researcher will go to a company with a track record in a the area. The first thing the company will do is to analyse and understand the basic principles of what it is being asked to do. This phase is crucial.
The next critical phase is design. This often involves a complete redesign around the basic novel idea to improve performance, reliability, and so on to meet the anticipated market. At this point, the development company has a thorough understanding of the basic principles and the final product.
Unfortunately, in my experience, this approach does not happen in the design and construction industry, where a client employs a project manager to look after its requirement through to a completed building. Often, the client thinks the project manager understands what it wants and so thinks it has specified accurately. Most problems encountered stem from a breakdown in communications. The project manager must act as an interpreter. I wish I had £10 for every time the project manager said: "I though that was what you wanted," or the designer said: "I've designed this as per my brief".
- Project managers need to undertake lengthy pre-design analysis
- To improve communication, they should be seconded to the client company
The project manager must be given time to fully understand the client's requirements before serious money is committed. It must question the client, and propose alternatives if it is not satisfied with the client's brief. The project manager must then ensure that the client's requirement is expressed in a language that the design team and construction company can understand.
The analytical phase holds the key to success. Confusion, confrontation and additional cost, not to mention frustration for the client, will ensue if this is not undertaken.
After this phase, I believe it is reasonable for the client to expect the project manager to accept responsibility for ensuring that the design meets its requirement.
When problems arise, all parties start to protect their own interests, and the project manager's relationship with the client can deteriorate. I strongly believe that a client appointing a project management company should have the project manager seconded to the client's company, and report directly to the project director. This ensures that communications between the client and the contractors are not filtered by the project management company.
This secondment is particularly important if the project management company is providing other services to the client, such as quantity surveying and design. Project manager can act more effectively for the client with a Chinese wall between them and their parent company.
Postscript
Jim Hoare is director of project manager HH Consultants.
