Vendor Interfacing

During my stint as a Project Delivery Manager, I have noticed the following points that require increased levels of consideration from Delivery Managers who are acting on behalf of clients:
Vendor Negotiation stage:

* Ensure that all aspects of Proof of Concept are signed off by both client as well as vendor, before commencement of the POC exercise - expectations management and delivery management issues may crop up otherwise

*Measure performance against these aspects during the POCEnsure that the vendor signs an NDA before the POC - especially when client data transmission is concerned

* These aspects tested for the POC, must surely be made part of the super-set of requirements that become part of the actual project, once it is initiated

*Never fail to inform a vendor(at least informally) whenther he has been accepted or rejected at a client - your relationship with the vendor has to endure beyond the client engagement

*Ensure that the requirements are correctly mapped out by the vendor during RFP stage

*Insist on a walk-through with the short-listed vendors of the requirements capability on their system - avoid nasty surprises later on when it comes to implementationInsist on meeting all projected team members, scrutinising their CVS, getting background checks done (in a formal manner) - avoid competency mismatch, especially with Large and small implementation partners

*Insist on interviewing the Team Leader - assess previous experience and map to current requirements. If found not suitable, especially for multi-tasking, then reject the candidate out-right and insist on replacement

Project Delivery - Implementation stage

*Ensure that a timeline is drawn up as part of a project plan with the implementation partner's(IP) team leader - get this verified and signed off by the client as well as the IPSet up a Steering Committee (to meet every month) and Project Committee (to meet every week) to monitor project progress

*Ensure that all issues are deliberated with the Project Committee and that appropriate escalation occurs

*Before escalation takes place, inform the IP and follow due processNever become personally or emotionally involved with the project stakeholders - impairs the delivery manager's ability to remain neutral especially during take-the-rap time(do not promote the IP etc.)

*Ensure that the IP team works harmoniously with the client team. Also be quick to point out internal friction points instantly to higher authorities both at client as well as IP end

*When in doubt, over-react - or else you run the risk of being deemed unprofessional.

*The ultimate aim of the project - i.e. completion within scope, budget rests upon the Project Delivery Manager - i.e. You and Nice Guys sometimes don't finish first