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.
