TEPM 035: How Project Delivery Fuels the Engineering Sales Cycle

In this episode, I interview Christian Knutson, CEng, P.E., PgMP, PMP, FICE, F.SAME, Director of European Defense and Security Programs at Jacobs, about the intersection of the engineering sales cycle and project management in engineering projects. We discuss the importance of project delivery success, the role of program management, and how to align sales goals with project delivery goals. We also explore how to address issues in the scope of work and meet client expectations. ***The video version of this episode can be viewed here.*** Engineering Quotes: Here Are Some of the Questions I Ask Chris: Is it accurate to say that you transition from overseeing a single project to overseeing a portfolio or a collection of interconnected projects? How vital is the success of project delivery to the overall sales cycle in engineering projects? How essential is it for the sales team to possess a perspective on project management and operations as well as an understanding of the intricacies involved in their side of projects? As a project manager, if you're told your company won a big project, but you find critical errors in the scope of work, which needs changes for successful delivery, how would you respond? How do you ensure that you meet the client's expectations while fulfilling your technical project management roles and responsibilities? What final advice do you have for ensuring alignment between the sales goals and team and the project delivery goals and team within an organization? Here Are Some Key Points Discussed in This Episode About How Project Delivery Fuels the Engineering Sales Cycle: A project is a specific task with a defined start and end, following a lifecycle of initiation, planning, execution, monitoring, and closure. A program, on the other hand, encompasses multiple projects or ongoing operations without a fixed end date. Programs offer strategic advantages, allowing for consolidated planning, resource allocation, and funding efficiency. Successful project delivery is critical in engineering, as poor performance can lead to client dissatisfaction, negative reputational impact, and long-term consequences in contexts like US government contracts where evaluations like CPARS play a pivotal role. Project managers and teams must prioritize delivering success in quality, schedule, and cost, working proactively to mitigate risks and safeguard future opportunities. Effective collaboration between sales and operations is crucial, as misalignments between promised project outcomes and operational realities can lead to challenges in successful project delivery. The sales team needs to engage early with operations, ensuring a clear understanding of the personnel involved especially in long-term contracts, to bridge the gap and deliver on commitments. Addressing gaps in the scope of work as a project manager involves promptly setting up a meeting with the operations director and sales team. The focus is on identifying resource gaps, quantifying them, and discussing solutions, whether through subcontractors or addressing overlooked client requirements. The key is a collaborative strategy to rectify issues and ensure a comprehensive project approach. Meeting client expectations in technical project management involves examining the original proposal, understanding both formal and unwritten client needs, and aligning project management efforts with these expectations to ensure successful delivery. Effective communication and collaboration between the sales and operations teams are crucial for project managers. Establishing routine conversations enhances awareness of key pursuits and challenges, aiding resource planning. Leadership gains visibility, enabling informed decisions. Project managers benefit from understanding the sa...