An Apology to Project Managers...

Words are important, and how we use them is important. Last week I posted an entry on this blog about the built-in tension between the contracting/purchasing function and project management. Unfortunately, I was not very careful in my choice of words in describing project managers. My apologies to project managers out there.

I implied that project managers want to cut corners on compliance and don't care about the appropriateness of cost proposals as long as money is in the budget. I don't really think that. Project management of public works projects is a very difficult and challenging task, and project managers have a lot of conflicting agendas to balance.

I think that project managers, out of necessity in balancing the conflicting needs of a project, are called upon to perform a risk analysis on many issues, and make the best decision possible. Sometimes, it is important to make a decision that may lead to less than a perfect contract. But clearly, the purpose of project managers is not to figure out how they can avoid requirements. It is to balance conflicting needs and to work with all affected parties.

Project managers are charged with staying within budget and on schedule, difficult challenges when the landscape of a project keeps changing. Project managers do look for ways in which to protect the public's wallet in their negotiating consultant contracts and construction change orders.

When it comes to the tension between contracting and project management, I think the important thing to remember is that both are critical functions in the development and construction of a capital project. It is important that both work together in solving problems for the public they both serve. The contracting function can offer strategic advice and serve as a valuable resource and partner for project managers in getting work accomplished in a timely and compliant manner. The contracting function can also offer critical negotiation assistance to project managers in evaluating cost proposals.

By working together as a team, contracting and project managers can help balance out each other, contribute their various strengths and expertise, focus on their common objectives, and ensure that the public's interests are protected.

Does the tension between project management and contracting have to exist? Not necessarily. By being deliberate about communicating their objectives and talking with one another frequently and before issues become bigger problems, they can effectively serve the public without a tense environment.

Once again, my apologies to project managers for my comments that I didn't take sufficient time to reflect on before I hit the "post" button. I would be interested in comments from any of you involved in either contracting or project management, and your observations. You can comment on this post or send me an e-mail. From your perspective, what things can either contracting personnel or project managers do differently to improve the collaboration between the two?