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Home > Executive Report > Features
On bid projects, a poorly managed transition from the sales team to the service delivery team can put the engagement at risk even before the kickoff meeting. Here is advice on what, how and when information should be shared during and after the sales phase in order to align expectations.
Starting a new project is very exciting. For the project manager and team members, the opportunity to learn about a new market and interact with new clients often promises personal and professional improvement. There is one part of the start-up process, however, that can make or break the entire engagement. This involves the handoff from the sales team to the service delivery team.
This transition, though often problematic, is not always documented in detail in formal sales or project management methodologies. However, what information and when this information is transferred to the service delivery team is vital to the success of the project. When the hand-off is not managed properly or there is no participation from the service delivery team in the sales effort, it often becomes the responsibility of the project manager to review and uncover what actually has been sold to the client after the contract has been finalized.
The result may lead to an engagement where the service delivery team struggles to fulfill the promises made by the sales team and, more importantly, the expectations of the client. When these expectations are not met, it often leads to cost overruns and change orders.
The sales process can essentially be separated into three phases: pre-sales, sales and post sales.
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