Key ***** - ******* **** ********** *** ** ******* *******
*** ********* ***** ***** responses *** ******* ******* size ******** *** '******* Manages' ****. *** ***** companies **** ******* **********, the ***** ** **** more ****** ** ** PM ********** - **** times ***** **** *** sales, *********, **********, *** the ******* ** ***** jobs * ***** ************* is ********* *********** ***.
*******, **** ********* **** larger ** ****** ****** projects, ************** *** ******* Management ** **** **** likely ** ** ******* by * ******** ****** whose ******* ******** ** handling ********. **** ***** breaks **** *** *********:
******* ****** *****, ********** for *****-****** ***********, ** to ****** *** ** role ***** ******** *********, namely ***********, *********/*********, ** technicians. ** ******* ***** groups *** *** ******, along **** ****** ******** insights *****.
Owners ** ***** *********
*** **** ********** ****** among ******* ***** *** that *** ***** ** principal ******* ** *********** for ******* ********** - often *** **** ********** responsible *** ******* **, designing **, *** ************* it ** ****:
- "*****, **** ******* ** all *******"
- "****** (*****) **** ********."
- "****** *** *****. * handle *** ******* ******* I **** ****** **********."
- "***** ***** **** ****'* that ***. **** ** differentiate ******* ****** *** project **********."
- "*****. ** ***** *** he’s *****." (****** ********* by *** *****.)
- "** *** * **** small *******! *'* ********* to ** *** ***** and ****** *** ********- and * **** ** that ***."
- "***** (******). ** *** a ***** ******* *** do *** **** *** quite ***."
- "***** *******, *** ****** revenue ** ******* ** justify ********* ** **** be ******* **** ***** to ****** ****** ** pm ** ****."
- "*****, ***** *******"
*********, ********** ** ***** may **** **** *** owner ** ******** ****, but ** ***** ** high-level ************* *** ************, the ***** ****** ***** that *** *****.
PMs *** *** ********, *** *********
*******, **** ********* ***** larger *****, ** **** become ****** *** **** complex, *** **** ** often ****** **** ** formal ******* ********, ***** main *** ** **** coordinating ******** ** ****:
- "*** ****** ******** *** complicated ****** ** ****, a ********* ******* ******* will ** *********** ** oversee *** *******."
- "******* ********. **** * company ***** ** * certain **** *** *** are ******** **, **, or ***+ ******** ** one **** *** **** have ********* ********* **** to **** ** **** the ******** ** *** project *** *** ******** of **** ********"
- "******* ********. **** **** with *** ***** ****, sales *********, **********, *****, and ******* ************ ** ensure **** ********** **** done ** **** *** on ******."
- "****** ******** *** ******* by *** ******* ********. The ******* ******** *********** oversee *** ** **, but ******** *** *** day-to-day *** ** ***** techs."
- "******* ** *** *******. Smaller ******** ***********. ****** projects * **."
- "******* ********. ** *** company ***** *** *** many ******** *** ******** to **** ** **** and ***** *** ** to **** *** ******. The ******* ** *** enough ***** *** ***** doesn't **** ** ****** projects ******* *** ******'* be **** ** **** our ****. **** ***** don't **** *** ****** mind *** ** ****** projects."
- "****** ** ******* ****. dedicated ** *** ****** jobs."
- "******* ********. **'* ******** to ******** ******** ************* and **** ******** ************* with *** ******* *********** and *** *****. ********* sales *** ***** *** not ****** *** ****."
- "******* ******** *** **** to **** ***** ** larger ********"
- "***** * ***** ******* (20 *********), ** ** not **** * ********* project *******."
Sales ** ***** ********* ****
********** *** *****/****** *********, some ******** *** ****** over ** *** ********** technicians ** ******* ** the *********** *** ****** the ******** ** *** first *****. ***** **** arrangement *** *** ** ideal, **** ******* ********* often ******* **, *** good ******* ***** **** down ** ********** ****** and ***** ** *** worker **** *** ** role, *** ******* *** titles:
- "*** *** ***** ***** projects, **** *********** *** medium/small ***** *** **** PM ******** ******. **** effective *** **** *********** are *******."
- "** ******* ** *** size ** *** *******. If ** ** *******, our *********** *** ****** it. ****** ***** ******** may ** ******* ** an *********** **** *** our ****** ******** *** handled ** *** ******* managers. *** ******* ******** technically ******* *** ** it, *** ******** *** the ***-**-*** *** ** those *****."
- "********** *** ***** ******** that *** **** ** a ****** *."
- "****** ***** ****** ******* projects"
- "*** ****** ** **** question ******* ** *** size *** ***** ** the *******. *** ***** projects, *** *********** **** most ****** ****** *** project. "
Do *** *** ***** *** ******* **********
*******, ******** ********* ***** that *********** ****** *** be **** *** ******* management, ** *** ******* experience *** **** *** and *** ****** ****. Response ********* ****** **** 'future **** ******** **** sales ** ******** ** PM', ** '******** ************* suffer', ** '*********** *** to *** *** **** corners ** **** *****' were *****.
********** ** *** *********, the ********* *** *****: Many ***** *********** ****** not **:
- "**** ** ** *** sales ******, ***** ** a ******** ****. ** have ******** ***** * project ******* *** *** having **** ******* ******* pains *** ** *** fact **** ** *** learning *** **** ** didnt ****."
- "********** *** ****** ** that **********(******* ** **********) tend ** *****-******** ************ hours, ***** ********** ***. to **** ***** ***** down *** ** ** more *********** *** ** the ********* ** *** company."
- "*** ******* **** ***** managing - ***** ****** be ******* *** *** next ********. **** ****** not ** ******** ***** time ******** * ***. they ****** ** *** selling. ** **** ** both, *** ****** **** suffer. ***** **** ** view **** **** * 10,000 **** ****. **** don't **** *** **** or ********** *** **** details ** *** ***. "
- "** **** ** **** have *** ***** ****** manage ******** *** ** hindered *** ******* ** keep *** **** **** and ** ********* **** between ******** **** **** avoidable."
- "*** ***** ******, **** need ** ****** *** relationship **** *** ********"
- "**** ** **** * contract ******** ***** ** out ** *** *******. We **** ** ** very ********* **** ******** are **** **** *** that *** ******** ** happy. ****** ***** ** often * ********* ** both."
- "***** ****** *** ***** at *******, *** ******* disconnected **** ******* **** it ***** ** ***** pools."
- "** *** ******* ***** are *** **** ******** for ******** ** **** up **** *** ***** job ** ** **** not ******."
- "********* ** **** ** project, ****** * ****** technician ** ******* ******* gets ********. ***** *** SALESPERSON."
...But ***** ***** ******** **********
** ** *****, *******, that **** **** ***** is *** ******** ** Project **********, **** ***** take * *****, ******* role ** *** ******** relationship. ** **** *****, once *** ******* ** installed, ** ** ****** back *** ** *** salesperson *** ******* **********. For **** ***********, ***** is ***** *** ******** to **** ******, *** it ** ********* **** stay *****:
- "**** *** ******* ** sold, ***** ***** **** the ******* ** ** Operations **. *******, ** is * ************* ****** of ***** *** ********** to **** ******** ***** the ******* ** ****** off ** *** ********."
- "***** ***** ******* ******* installations **** ******* *** kickoff, ******* ****-***"
- "***** ******, **** *** opportunities **** ****** ** grave"
- "******* ******** ** ****** however ** ** ********** job **** ***** ** a ***** ***** **** 3 ****** ***** ** never * **** "*******."
Split ************** ******* ********
** ******** *********** *** not ****-**** ******* ********, the ************** ** ***** shared ***** ************ *****. The ********* **** ** assign **** ****** ** firm, *** **** ** individual ***** **** ******, but ********* ******* ********* PMs *** ***** ** assigning ******* *** ****, simply ** **** **** work ** ******* ********, communication ******* ******* *******, and **** ******** ** maintained:
- "** ****** *** ****** Senior **** ** *** job. ********* ****** *****. Because ** **** *** had *** ********* *** a ********* ** *** because ** ******** ******* is * ***********."
- "** **** *** ******* managers *** *** *******. One ** * ***** person, *** *** ***** is * ****** ******* tech. ********* ** *** number ** ******** ** have ***** ** *** one **** ** *** tap *** ***** ****** to ****** **** ******* management **** *** ******* tech *** *** **** on *** *****."
- "** *** ******** ******** have **** ******* ** a *********** ** *** sales ***, *** ********** and ***** **********. ** just *** ** ***** an ********** ******* **** will ****** **** ******** going *******. ** **** without * **** *** manager (**) *** ************* the **** **** *** so ******** ******* ** to ****** *** ********, with ******** ******* ** some *****."
- "** *** * ***** company ** ******** ***** many ****. ** ***'* have ****** **** *** title ** ******* ******* so ********* ******* *** handled ** ********* ********* although ********* **** ** this ************** ***** ******* the ****** *** ********** the *** *** *** lead **** **** ** executing **."
- "**** ******** *** ******* by *** **** **** with ********** **** *** Manager *** ***** ********. This ** * **** of *** ******** **** is ***** ****** *** will ****** ****** ********* on **** ******** ** decide ** *****. *** process ********* ***********."
Comments (28)
Undisclosed End User #1
My opinion as an end user is that the PM's I've worked with are great people with great intentions, but all too often they seem very overworked and it shows in the final product.
Meetings, walkthroughs, copious notes, more meetings, proposal, proposal gets ironed out until I'm satisfied, plans come together and the project starts.......only to have the techs arrive and say "OK. What are we doing".
I often see a disconnect between the PM and the techs who arrive on scene. And it has nothing to do with the competency of either.
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Undisclosed Manufacturer #2
This is a great revelation regarding the persistence of poor project execution/completion in the security industry. 37% of systems are implemented by technicians or sales people. I, as a manufacturer, should not have to spend nearly 40% of my time fixing incompetence.
There are very few sales people who have even a basic understanding of video/networking technology let alone commissioning a system. I can't tell you how many projects I've designed and helped an integrator sell only to get a call months later that nothing is functioning as sold (retention, pixelization, latency, "I didn't know it could do that," etc). 90% (roughly) of the systems I get called back to "fix," have all system settings at default rather than as specified even though complete system design parameters were defined, communicated and nearly demanded in advance. It's horrendous.
Even many "seasoned" project managers don't follow our advice/recommendations for implementations. It's not that difficult. Teach yourself, get taught, follow the recommendations of someone who knows or don't do it.
And after that, it's always the manufacturers fault. Go figure.
I understand the business side of it very well and the costs associated with having the right staff in place. Unfortunately, a lot of integrators really shouldn't call themselves integrators. Sorry for the rant but this has been a huge problem for a long time.
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Undisclosed Manufacturer #3
"What? No! There won't be anything in the way of the wireless bridges. It's clear line of site and will save us a lot of money. We won't need to trench a line."
Tech shows up onsite, and they're looking at a rain forest.
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Michael Miller
Those of you using full time PMs for your projects. Are you charging your customer for the PM labor on the projects?
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Undisclosed Manufacturer #3
I like these survey's, but it seems there is not a whole lot of time to respond to the questionnaires. I know it's a side topic, but how long typically do you keep survey questionnaires open?
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Michael Silva
12/14/17 08:54pm
From a consultant's perspective, I have found that having the right PM can largely determine the success of a project. I feel that having a PM that is not the salesperson who sold the job and not the technician that is doing the actual work on the project provides some necessary checks and balances.
Project management is a discipline in itself and not everyone is cut out for this position. A good PM is part engineer, part accountant, and part diplomat, possesses great written and verbal communications skills, and is able to stay calm under pressure.
To the extent that I display favoritism to certain integrators who have performed well for me in the past, it is almost always the great PMs that work for these companies that make me feel the way that I do.
One troubling trend that I have seen lately at the big national integration companies is a policy that measures the success of their PMs based on the amount of change orders that they can generate. One PM of a leading national integrator told me in confidence that he was expected to write change orders totaling at least 15% of the original contract amount on every job. Failing to do so would negatively impact his performance review. I think that it is a conflict of interest for PMs to be put in this position.
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James Stuart
Large Integrator but small Security Dept.
With Structured Cabling, Security, A/V, and Networking all in one project an overall PM is used with individual specialized PS's for their respective disciplines. The PM does the major coordination on large construction projects, attends meetings, interface with GC and Customer Reps etc. Separate Estimators and Engineers are used to build the Proposal and even after acceptance, still involved when necessary.
Always a good idea to have sales involved (not in a PM role) to maintain that connect with the Customer. And yes, the Customer is charged a percentage of the total hours estimated for both a PM and a PS.
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Christopher Freeman
Better communication = Better results
Weekly accountability meetings
Constant awareness of schedules and time lines
I have seen many bad PMs who did not pay attention and the jobs got away from them.
I Watched a 4 story parking garage get built with it 1" out of square, they found at the end, when they went to put in the stairways, elevators, then they cut areas open , installed jacks, blocks & tackle and pulled the garage back into square.
one of the pms got fired over this one.
So the rule applies ( The Buck Stops at the PM)
I have learned to be hands on, constantly in touch and keeping tabs on people & pushy to get people moving.
This has done to me what many Pm's become (Cat A personality), never letting go, aggressive, Driven, Controlling, With the jobs always on my mind .
Some times it helps to Play Guitar , De-stress, Let mind wander somewhere else.
The Key is "What Part do you play" Job or guitar
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Undisclosed Manufacturer #3
I think problems can come from smaller companies (and maybe other sizes?) where the senior tech is acting as the project manager, but company owners or management expects them to also act as a technician and do the same amount of physical labor, leaving little opportunity for the senior tech to supervise and manage the job. No reason someone acting as a PM can't pitch in a help when needed on something, but their first responsibility should be to oversee and manage the job, not be a tech.
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Damon Hood
As an end user who does many new construction or full site remodel projects a year, it is pivotal for our integrators to use PM's. Often when a project kicks off there is no need for a tech to be onsite, pulling cables, and installing hardware.
However there are weekly construction meetings that are vital to attend to learn if there are any changes to the project, questions asked of the GC, or to ask questions of the GC, etc.
All to often schedules change due to construction delays, weather delays, or schedules may be fast tracked and not being present on the job site often hurts the integrator. Having the PM on the job allows him to attend these construction meetings. That's the role and responsibility of the PM. The tech needs to be in the field installing equipment. Not sitting in meetings.
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