We all know the arguments, but let’s look at the positive
and negative effects from both the PM’s and Sales’ point of view.
The Sales Perspective
From a Sales perspective, there may be more negatives than
positives for the organization if the PM is on the sales call. Does the PM
really want to contradict the salesperson in front of the client? This could do
irreparable harm to the relationship that the salesperson has worked hard to
attain with the client. This also could make the PM look bad in front of the
client. If the client has a close relationship with the salesperson, the client
could be thinking that the PM is not a “team player.” If the salesperson is
successful “going rogue” regarding the product or service and takes “liberties”
on the benefits of either, the PM could step on the toes of a successful
salesperson. Who do you think the salesperson will call first? If the PM is
lucky, the PM’s manager will get the first call. The salesperson may call his
manager, or worse, the executive manager of the sales team. These are negative
consequences that the PM must now rectify. Also, at the next sales and PM
meeting, that salesperson can use his or her clout and make that meeting very
uncomfortable for the PM and the PM’s manager. This damage may take a long time
to repair, especially if the sale does not go through because of the
contradiction by the PM.
So, how does the PM or the PM group handle this salesperson
and others like him or her? This goes back to my article on “Fostering
Partnerships in Professional Service Organizations (PSOs).” This can lead to a learning
experience for both organizations. With this education, professional
relationships can be forged. As I discussed in that article, a meeting between
the two groups is necessary and beneficial for both groups.
There are also positives that could be presented here. If
the salesperson and PM have a good professional relationship, the salesperson
would bring the PM to help “qualify” the sale. This only adds to the client
relationship in that the client sees a collaborative effort between the salesperson
and the PM. The more comfortable the client is, the easier it is for the
salesperson to “discuss” other services and products that will lead to
additional projects for the PM and the PM Group.
The PM’s Perspective
Let’s face it: we want to ensure when we kickoff a project that
the scope of that project is already understood by the client. It is imperative
that the PM establishes this fact so scope creep is kept off the radar.
However, when the PM hears questions about scope that were not discussed prior
to the kickoff, the PM has a right to be upset.
It is the salesperson’s responsibility to qualify the sale prior to
handing a project to the PM Group. This may mean an educational process for the
client. Most salespersons do not want to do this because of the time it takes
to do this properly. However, if a
salesperson is consistently handing off projects with misunderstood scope, then
Sales and PM management have to have a discussion about sales education or a
discussion regarding the specific salesperson.
The first step a PM should take is to discuss scope at a
kickoff meeting with the complete project team. This must be done methodically
and specifically and define what is in scope and what is not. During this
discussion the PM must be prepared to react to confusion, anger, and even
resentment. The client may have agreed to a different type of project that what
the PM has presented. The PM must have the signed contract or SOW as part of
this kickoff. However, the PM should not use the contract or SOW as a tool of
“I told you so” retribution. What the PM should be doing is using the contract
or SOW as a tool for explanation to the client. There is an opportunity here to
prove the project team’s worth by ensuring that client needs are met, even if
it means a change order before the project starts. The PM must be able to obtain agreement from
the project team and to let the client present any changes to their senior
management as well as the PM’s senior management.
Sales and the PM team must be able to meet in the middle
regarding any difference of style and be able to educate each other during this
process and each mission going forward.
I am open to discussion at any time on these blogs or anything else related to project management you would like to explore. If you would like to comment about this blog, please do so by posting on this blog or by responding in an email at Benny A. Recine.You may inspire a blog article. I look forward to your comments.
Benny, I love your articles. As a sales coach and trainer I have some thoughts on this one.
ReplyDeleteI think it's GREAT to have a PM on the sales call--when it's time to iron out details. The salesperson should NOT be 'taking liberties' if they constitute misstatements. So that's not an issue.
As far as not being a team player--it's about rules of engagement. The salesperson isn't exaggerating and the PM isn't correcting him. "We'll need to take a look at that to be sure" or a similar statement works where there may be things brought up that are impractical.
The issue shouldn't be about whether the PM is on the call or not, but how the sales person and PM present themselves as a team. The call will always work if that team effort is present.