pds_why hire a project manager_white paper
TRANSCRIPT
Why hire a project manager?
deliverable is of the highest quality. A skilled PM knows there’s no such thing as a one-size-fits-all-solution, but rather brings a customized approach for the specific needs and preferences of each client. By quickly scaling up or down in size to match changing requirements of the project, the PM can ensure optimal project results.
But why hire a Project Manager instead of…Many CREs wonder why their project can’t be managed either internally by someone on their own staff or simply by the project’s architect or contractor since they’re already familiar with the project. While this may seem like a good idea at first, it all comes down to expertise, focus and time.
Project Manager versus internal staff All too often, the internal delegate assigned to the project lacks either adequate training or proven experience to effectively manage all aspects of an expensive development or building project. And in many cases, the project is in addition to their ongoing responsibilities, reducing the amount of attention they can devote to the project. Unless internal candidates have extensive experience and are empowered to commit the required time necessary, they may not be able to provide the appropriate and timely direction to ensure project success.
Project Manager versus architects and contractors Architects and contractors may be very capable at their individual specialties, but they can fall short as effective PMs. Unlike PMs, their responsibilities are limited to only one component of the entire project, while a PM is involved in the entire scope from the start, helping develop a clear project vision and strategy based on client-focused objectives—always with their client’s best interests in mind. In addition, since architects and contractors are often charged with specific responsibilities, it can be more difficult for them to take a step-removed strategic view of the building as it may relate to other buildings in the owner’s portfolio.
Top 5 benefits of hiring a good PMA good Project Manager will save you timeManaging a project takes a lot of time and a lot of focus. There are many components to managing a project: juggling
multiple vendors and stakeholders, organizing and implementing a timeline, and managing risk and quality control. A good PM will assume complete ownership of the project—from start to finish—freeing you up to focus on your day-to-day responsibilities.
A good Project Manager will save you money Not only has a good PM developed strong relationships with best-in-class vendors over the years that they can leverage,
but they have also gained extensive knowledge and experience to ensure optimal and consistent service is delivered to the client day in and day out.
A good Project Manager will manage risk Every project has a certain amount of risk, but should a problem threaten to derail a project in the middle of it, a
good project manager has a clearly defined plan in order to make timely decisions to resolve the problem or mitigate the potential risks.
A good Project Manager will prevent scope creep
Whether it’s time or money, or both, eating away at the success of a project, you can be assured that both are a
result of scope creep. Successful project management controls the flow of a project and keeps team members focused on and working within the original scope of work.
A good Project Manager will deliver optimal results A good PM is a highly skilled professional, trained to lead a project from start to finish, on time and on budget. They
will analyze your needs and provide the right resources to ensure your
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There’s no question about it, construction projects are risky, costly and time-consuming. And the more complex a project is, the more potential there is for issues to arise, including scope creep, budget overruns and schedule delays.
Unless, of course, you have a good Project Manager (PM) at the helm.
A good PM will lead and help integrate all elements of a building project—from planning to design and engineering to construction and commissioning—for maximum overall results. They serve as the owner’s trusted advisor and single source of responsibility and accountability for project performance throughout the entire process, so you don’t have to.
But corporate real estate (CRE) executives sometimes ponder whether the benefits of hiring a PM justify the expense. The answer is a resounding “yes.” By ensuring everyone is in the right place, at the right time, doing the right things, a good PM will help you avoid redundancies, rework and costly mistakes.
It all comes down to expertise, focus and time
You’re convinced. You realize you need a good PM. But how do you hire the right one for your project and your business?
Here are eight questions to ask during the interview process:
1. Do the candidate’s skills and experience match your needs? Has the PM successfully managed projects comparable to yours in scope, building type and industry group? A good PM candidate should be able to provide solid references from organizations they have served successfully.
2. Is there an assurance of continuity for your project?Projects can suffer potential slowdowns and information gaps from an influx of different PMs. Make sure there is one lead PM assigned for the duration of the project.
3. Can the candidate successfully instill a collaborative process to obtain best results?A PM must be able to facilitate a collaborative process amongst not only architects and contractors, but other project contributors such as technology and furnishings planners, as well as other stakeholders ranging from internal review boards to public interest groups and regulatory bodies.
4. Does the PM’s favorable reputation extend to architects, contractors and other vendors?While these professionals are not expected to agree with all of the PM’s decisions, they should respect the PM’s regard for quality,
fairness and willingness to consider all sides of the issues. If a PM has a reputation for lowering costs by unfairly “squeezing” suppliers, they most likely won’t be respected or trusted.
5. Does the PM emphasize a thorough design and pre-construction process? The best time to add value to a project is early in the process. After helping the owner define his goals for the project, a good PM should initiate a front-end process including team-brainstorming sessions with the owner, architect, designer, suppliers and stakeholders.
6. Is there flexibility in the solution they have offered?A good PM doesn’t enter a new project with a one-size-fits-all solution, but knowledge and expertise to customize an optimal approach for the client’s specific needs. A PM should be expected to assimilate with the client and its culture, not vice versa. They should also be able to quickly scale up or down in size to match changing project requirements.
7. How can you be assured of optimal PM performance?The role of PM is to ensure all project contributors are delivering optimal results, but who’s overseeing the PM? A good PM typically has a program that reviews the PM’s performance, providing recommendations for improvement when necessary.
8. Does the Project Manager guarantee 100% ROI?A good PM should always have skin in the game in order to motivate and incentivize them. Guaranteeing 100% or better ROI creates a strong incentive to meet and exceed expectations.
If you’re looking for real results, ‘Why hire a Project Manager?’ isn’t the question you should be asking yourself, but rather ‘How can you afford NOT to hire a Project Manager?’ Not only will a good PM make sure everyone is in the right place, at the right time, doing the right things, but a good PM will deliver optimal results, saving your organization real time and money in the process.
With so much at stake, including your reputation, you can’t afford to make mistakes. So, sit back, relax and leave the juggling and headaches to the pros.
Organizations that drive optimal project management practices meet their goals 2 ½ times more often than those in low performing organizations (90% vs 36%)
Source: 2015 Project Management Institute Pulse of the Profession
Project management helps manage risk—73% of firms that use risk management practices met their original business goals
Source: 2015 Project Management Institute Pulse of the Profession
Hire the right Project Manager
For more information, please contact:
New England Dermot Roe+1 617 531 [email protected]
JLL’s project management servicesAs the world’s largest provider of Project Management services, JLL’s Project Managers manage the design and construction of complex real estate projects from beginning to end, handling every detail so our clients don’t have to. With more than 1,900 Project Managers in the Americas alone, we manage more than $15 billion in project volume annually. We go beyond merely delivering projects on time and on budget. We deliver 100% return on investment—always.
But don’t just take our word for it, see what our clients have to say.
“Hiring JLL was the best decision we made. The University has benefited from JLL’s leadership on the project. JLL has been the best advocate and advisor of the University and their dedication to the project has saved the University time and money.” - Roosevelt University
“JLL inherited a scope from another real estate provider, said scope failed to meet client needs. JLL brought their expertise to get the scope in line and delivered in a VERY short time frame, in budget! We were extremely pleased.” - NCR
Northeast George Ladyman+1 212 812 [email protected]
Mid-Atlantic Christopher Molivadas+1 202 719 5787 [email protected]
Central David Roberts+1 312 228 [email protected]
Southeast Ethan Milley+1 404 995 [email protected]
South Scott Boer+1 214 438 [email protected]
Northwest John Fa+1 415 395 [email protected]
Southwest Carlos Serra+1 213 239 [email protected]
Corporate Solutions James Dobleske+1 704 989 [email protected]
About JLL JLL (NYSE:JLL) is a professional services and investment management firm offering specialized real estate services to clients seeking increased value by owning, occupying and investing in real estate. With annual revenue of $4 billion, JLL operates in 75 countries worldwide. On behalf of its clients, the firm provides management and real estate outsourcing services for a property portfolio of 3 billion square feet and completed $99 billion in sales, acquisitions and finance transactions in 2013. Its investment management business, LaSalle Investment Management, has $47.6 billion of real estate assets under management. For further information, visit www.jll.com.
www.us.jll.com/pds
©2015 Jones Lang LaSalle IP, Inc. All rights reserved. All information contained herein is from sources deemed reliable; however, no representation or warranty is made to the accuracy thereof.