Vendor relationships require leadership

Vendor relationships require leadership

It is time to upgrade or replace existing information software.  The executive team has approved and funded the project. The purchase orders are issued and the vendor has assigned a “PM” (Project Manager) for your project. The next steps are to organize the project timeline and craft the details of the project plan.  As you work through this process you note that vendors have an advantage because they have a team of individuals that do only project management for this specific software implementation.  My experience has been that the vendor PM will often come in with the intent to lead the project, when in fact, the project is your responsibility.  The challenge becomes how to leverage the vendor’s expertise and experience in a cooperative way while maintaining your role as leader of the project.

I have found there is a range of ways you can maintain control of your project when the vendor PM attempts taken over. These strategies rely on leadership and management techniques; good communication skills; and the ability to influence others and articulate system requirements. Lastly, applying emotional intelligence (EI) to the situation is extremely helpful.  EI is the ability to read a situation, know the team members, know oneself, and respond accordingly. It is important to include the vendor as part of the team and solicit their input.  It is also important to present yourself as the project lead.

Remember that, in any relationship, heavy-handedness often comes with a price. Fixing issues and problems by issuing threats of additional penalties may work in dire situations with problem vendors, but is not a universally recommended mode for achieving a successful implementation.  Attributes that I believe support successful vendor relationships are: accessibility, candor, toughness, intensity, likability, humor, integrity, follow through, reputation, presentation, and clear communication.  I also find that using a blend of leadership and management techniques with communication and EI skills will support project success.  I have found these ten actions help:

1.   Have a clear vision of the outcomes, and communicate that vision so others can grasp it

2.   Focus communication to create understanding and clarity of the project expectations, roles, tasks, barriers and outcomes

3.   Apply EI to read situations, and personal strength to take a stand as needed

4.   Use abilities to connect and work with a range of people, professions and personal styles of communication

5.   Set and monitor deadlines and project timelines

6.   Work to  gain early and continuous buy-in from stakeholders  around project targets and goals

7.   Negotiate work agreements, assignments, and day-to-day issues resolution

8.   Articulate the plan and steps to others in a clear and concise manner with frequent updates

9.   Engage others in the process of problem resolution

10.    Be flexible and willing to adapt to changes while helping others to adapt to changes as well.

Whenever project management is required, whether for a small project or a large and complex situation certain key attributes and actions tend to be universally recommended to help achieve project success. I have found that, by tailoring one or more of these to the current effort, project steps are much smoother and project success is more likely to be realized.