Recently I had the opportunity to put together a "sales pitch" presentation to inform a potential customer about a latest and greatest widget. The audience included a vice president, a manager, some end users and a finance analyst. Since this presentation could potentially bring in a sizable amount of work for our team, I was nervous from the start.
Throughout the briefing, there were a healthy amount of discussions going back and forth between our team and our potential customer. Momentum was high after I concluded a few live demonstrations.
However, toward the end of the presentation, the infamous question came up, "How much is this going to cost?" My manager was the intended receiver of the question. There were some initial unintelligible hums followed by a long pause.
Then I interjected and started to describe a comparably scoped project that we'd done and how much resourcing it took to complete. I pointed out the similarities and proceeded to work with the audience in flushing out a detailed project scope. We concluded the briefing with a favorable impression and an agreement to continue our engagement.
As we traveled back to our office, I realized in answering for my manager that I'd decided to act on the notion that it's easier to ask forgiveness than to request permission. I am curious to know what my fellow project managers thing of this idea ...
In my case, my manger made a comment later that he would need to add "Pitch Man" to my current title. To my relief, he was smiling.
Throughout the briefing, there were a healthy amount of discussions going back and forth between our team and our potential customer. Momentum was high after I concluded a few live demonstrations.
However, toward the end of the presentation, the infamous question came up, "How much is this going to cost?" My manager was the intended receiver of the question. There were some initial unintelligible hums followed by a long pause.
Then I interjected and started to describe a comparably scoped project that we'd done and how much resourcing it took to complete. I pointed out the similarities and proceeded to work with the audience in flushing out a detailed project scope. We concluded the briefing with a favorable impression and an agreement to continue our engagement.
As we traveled back to our office, I realized in answering for my manager that I'd decided to act on the notion that it's easier to ask forgiveness than to request permission. I am curious to know what my fellow project managers thing of this idea ...
In my case, my manger made a comment later that he would need to add "Pitch Man" to my current title. To my relief, he was smiling.
The forgiveness versus permission debate brought back fond memories of a time when I authorized the use of a helicopter to access a snowed-in cellular communications tower site in order to complete a project. The fonts on the e-mail exchanged between me and my keepers got larger and redder as the issue of whether or not I should have done this was "discussed" but I was, eventually and begrudgingly, forgiven and photographs of my personnel at the site were used as evidence of our "git-er done" spirit.
As project managers, I believe it is important to respect the people we manage, encourage them to take prudent risks, and back them up if anyone has a problem with the fact that not all the rules were followed. In twenty years as a project manager, I haven't been disappointed with this course of action.
A few years ago we had a project that was down and needed a special tool. It was Friday evening around 6:00 pm. I did some research, found the tool in Atlanta. By then it was nearing 9:00 pm and anyone with major signature authority for the client was gone. I chartered a private plane and flew the tool to the site in PA.
We were back on track by 4:00 AM Saturday morning. At 6:00 am, in the update meeting, I was asked on what authority did I spend $7,000 for a private plane to fly in a $300 tool. I explained our down time was over $45,000 per shift and I thought it wise to get the tool now rather than wait until Monday, receive authorization, and then receive the tool on Tuesday. I was commended for making a wise decision.
Lesson: As project managers and professionals we are tasked with doing what is best for the project. In many cases, we are where the buck stops. Sometimes decisions have to be made and we are the ones that have to make that decision. I have been questioned about decisions, even admonished for making the wrong decision, but I have never been admonished for actually making a decision. It is part of our job.
I think you dodged a bullet and have a good manager who did not step in and stop your explanation. Something that struck me as a problem is the hesitation of your manager to answer the question.
Why was he not prepared to answer the question?
How involved was your manager in discussing the future impact before this presentation.
J. Dahl
Apart from questioning why your manager might be at a pitch unprepared to answer that question ;-)............
I would essentially say there is a lot of merit to this approach.
There are many caveats, but if your instincts are good and your political radar in tune you can go a long way. Particularly if you are being brought in as an outsider (consultant, contractor etc.) when, in fact, part of your value is being able to operate outside of the political shackles that may be holding others back.
From a pure project management point of view, you are often arbitrating between specialists and this approach is needed. If you are within your agreed tolerances the decision can be relatively easy. Sometimes you are making a tougher choice. Using this concept can help you make the right choice.