Most project managers limit their services to consulting due to a false sense of security that by doing so, they limit liability. Usually, that means just advising the client what should be done. Quite often this leads to critical assessment of the team that is perceived as finger pointing, which is counterproductive. We will consult with the client on project status and direction, but we will also provide the project the direction it needs in order to be successful, i.e. leadership.
We have perspective. We possess the ability to see the relevant data objectively and in a meaningful relationship to the project’s goals. Since the team is comprised of many professionals, it is essential to have this ability. That ability can only come from experience in a variety of capacities.
We have been with architectural and construction firms and we have functioned as an owner’s representative, all key team roles, for 40 years. Since it is human nature to only see things from a position perceived as assuring one’s own success, it is necessary as project managers that we eliminate this bunker mentality. This requires a perspective built on the experience of having been in the shoes of the principal team members.
Our methodology therefore is to direct the project team on the execution of the plan that we have developed with the client. Inherent in that methodology is assuming the responsibility for the success of the team, and therefore the success of the project.