Subscribe / Renew |
|
Contact Us |
|
► Subscribe to our Free Weekly Newsletter |
home | Welcome, sign in or click here to subscribe. | login |
print email to a friend reprints add to mydjc |
by Design By Clive Shearer |
January 14, 1998
By CLIVE SHEARER
Special to the Journal
What does it take to win projects in the public sector? I recently interviewed two dozen smaller public jurisdictions for this article, to identify what it takes to be a contender for public sector work.
I discovered that the most frequently mentioned characteristic was a previous history of work with that agency. The public sector seems to like certainty and shy away from risk.
Working with a known quantity means that their consultant will have little or no learning curve, and agencies believe that they can predict, with some certainty, how projects will evolve.
This characteristic was mentioned by 20 agencies, 9 giving it as the most important. In addition, 8 agencies considered it to be the second most important factor.
The other side of the comfort attained in working with a consultant who does a lot of public work may be stagnation and staleness in the relationship. Companies doing a large amount of public work may also become bureaucratic and hierarchical as they begin to mirror the identity of their clients. While productivity innovations may be introduced within the firm to increase profitability, technical innovations are usually limited because public agencies tend to focus more on reliability than creativity.
The second most frequently mentioned characteristic cited was project experience, and more importantly, it received the highest number of prime votes. The expectation that consultants with similar experience would be able to predict the surprises that lurk on familiar projects can be very reassuring. Agencies feel that as representatives of the public, they have a responsibility to keep costs down, and by engaging a firm with experience on similar projects, they are reasonably assured of success and concomitant budget control because they understand the project issues.
This characteristic was mentioned by 19 agencies, 16 giving it as the most important. In addition, 4 agencies considered it to be the second most important factor. Experience is a valid determinant and there is no down side to this characteristic.
The third most frequently mentioned desirable feature was the experience and qualifications of the project manager to be assigned to the project. While only two agencies named this as the top attribute, it was the most popular number two vote.
When a painter offers to paint your house and provides references, it is important when calling the references to identify that the crew that did the referenced work will be the same crew that will work on your house. In the same way, agencies need assurance that not only has your firm done the type of work before, but that the involved project manager has the relevant background and track record to do the job flawlessly.
This characteristic was mentioned by 15 agencies, 2 giving it as the most important factor. In addition, 11 agencies considered it to be the second most important consideration. In my view this should be the most important factor because a project manager who is qualified and experienced, both technically and as a team facilitator, will be a key determinant of success. When this project manager works within a well run and efficient organization, and when he or she knows how to draw out individual excellence in team members, you are destined for success.
Previous columns: