Here is a tough project management challenge. What would You do?
Company A is the prime contractor of a project for one of its major clients, company C.
Company A subcontracts company B to do the project management and development of the project.
The project has entered its last third and is in the red zone with problems reported in the performance of the final product.
Company A brings in a project manager (outsourced from another company, you!) to turn the project successful and the client happy.
- Subcontracted company B has a longer history and relationship with the client C than the prime contractor A, resulting in:
-- B having higher credibility to the eyes of the client than A
-- Members of B having direct communication with the client C (e.g. a director of the client C talks directly to a technical leader of the development team of B)
- The platform on which the final product is developed belongs to the prime contractor A; The subcontracted company B (which is developing the final product) is blaming this platform for the performance problems.
You are the fortunate project manager brought in and you are asked to enter in between the subcontracted company B and the client C (which seems indeed the normal place to be for the PM), resolve the problems and pull the rabbit out of the hat by getting client C to buy more projects from contractor A.
What would your strategy be?
What would you be aware of or avoid?