What is a project manager?
It is JVIPM’s belief that a project manager is a leader who coordinates all project services into a cohesive team with one agenda, and directs that team on the development and execution of a plan for a successful project.
Why do we need a PM if have an architect and a contractor?
Your architect is a design professional, and your contractor is a construction professional. A project manager is a professional in the business of managing projects. It is human nature to see things from a position that you perceive assures your own success. To assure that the design and construction are successful for your project, you need to manage the project successfully.
Why can’t we manage our own project?
If you have the resources within your own organization that performs these services, then essentially you can. If not, and you want to make sure you have everything you need to get it done right, then you have to find someone to make your project a success. Even if you do have project management capabilities in your organization, you need to determine if those assets are appropriate or better employed for your business.
Isn’t a PM just a consultant?
If you want to limit the PM to that, but why hire a project manager as a consultant who just tells you what should happen instead of one that takes on the responsibility to see that it does happen. It is JVIPM’s mission to not just point the way to success, but to lead the way to it.
So what sets JVIPM apart from other project managers?
Most project managers will limit their services to consulting, advising the client on what should be done. Quite often this can lead to a critical assessment of the team that is perceived as finger pointing, which is counterproductive. JVIPM 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.
What does JVIPM have that gives you this advantage?
We have the perspective to see the relevant data objectively and in a meaningful relationship to the project’s goals. Since the team is comprised of many professionals, we feel it is essential to have this ability. That ability can only come from experience in a variety of capacities. With our experience in architectural and construction firms and as an owner’s representative, all key team functions, we have that perspective.
How does that perspective help JVIPM be a better project manager?
Most crises in projects are generated by team conflict. If team members are permitted the individual luxury of pursuing their own agendas, they inevitably create conflict with other team members. If this persists, the team becomes dysfunctional and the project stalls or spins out of control. We can indentify that happening very quickly because of the perspective we have, and we have the ability to correct that problem because of our experience. This brings things back into perspective, thus facilitating all team members in their roles and responsibilities.
Is project management consensus building?
Part of JVIPM’s role as the project leader is in the selection process of and orientation for the team to help insure that all understand and work toward a common goal. Obviously nothing is guaranteed when assembling multiple disciplines into a team, so another part of our role as the PM is conflict resolution, a skill essential for good project management.
Ultimately, decisions need to be made if a project is to stay on track and be successful. In project management, consensus is neither a majority rule nor a minority rights issue, but an understanding of the facts in order to proceed in the best interest of the project. Perspective is essential, and good leadership assures that the team will find its way to the right decision.
So project management is really just common sense?
Yes, of course common sense is an essential part, but how often have you heard the excuse for a bad decision as just something that happens in the heat of battle? Is giving into the stress of the moment OK for professionals to do? The perspective that you are in a battle to begin with is the bunker mentality that often suppresses common sense. A good project manager should first make sure that the team does not operate in a perceived environment of a “battle”.
What control do we forfeit if we authorize a project manager to be our team leader?
You’re still the client. If you hire an attorney, do you forfeit control or gain a legal asset? When you hire a project manager, you gain a management asset, which improves control. You’re still the boss.
What is your incentive to make sure that the project is a success?
By definition, JVIPM is successful only as long as the projects we manage are successful. This is why we are so focused on good leadership and maintaining the perspective necessary to assure that we provide our clients the best opportunity for a successful project.