IT Service Managers: Mastering Project Execution for Profit and Client Satisfaction
For an IT Service Manager, the execution phase of a project can seem like the easiest stage to manage, perhaps even feeling like you could sit back and enjoy a Pina Colada. However, reality often sets in quickly, revealing the complexities involved in successfully guiding a project to completion:
The Reality of Project Management for IT Service Managers
Being an IT Service Manager (ITSM) or a new Project Manager (PM) in an IT MSP environment means constantly striving to:
Ensure the Client is informed.
Keep the Lead Tech on time.
Stay on budget.
Meet everyone’s expectations.
Maintain open communication with Accounting.
It's a persistent challenge to balance critical incident response with the need to update Clients on project changes and their associated costs. Unlike the ideal Project Management Institute (PMI) framework, which defines a project as a temporary endeavor to create a unique product or service, an MSP's project is a request involving significant labor, risk, and complexity that cannot be resolved through standard incident remediation workflows. A simple PC installation, for instance, typically doesn't warrant full project management methodology.
In the MSP context, an IT Project Manager often functions more as a Project Coordinator. Their role involves ensuring that all necessary information for on-time and on-budget project delivery is available and gathered. They also take ownership of the project from the salesperson, allowing sales to focus on new opportunities. A crucial responsibility is keeping the Client updated on every aspect, including start and end dates and potential production disruptions. However, the Lead Tech typically holds the responsibility for the actual project plan and task execution. Despite these complexities, projects, when managed correctly, can be one of the most profitable areas of an MSP's business.
Key Strategies for Effective Project Execution
When juggling these responsibilities, a solid communication plan becomes paramount.
I. Communication Rhythm and Content:
Rhythm: Weekly calls with the Client are vital to maintain transparency and manage expectations. Beyond this, effective project execution demands communication throughout all phases, before, during, and after the project.
Content: It's essential to define who needs to know what, by when, and how. As the project approaches execution, more detailed information is required. Those directly involved may need daily updates, while others might be content with weekly updates, and Accounting may only require monthly reports.
Methods: While past methods included faxes and emails, Instant Messaging and collaborative tools are now the norm. Conference calls are used for interactive discussions, updates, or decision-making. Critically, any information that will impact the project's time, budget, quality, or future phases must be captured in writing.
Communication Automation: Leveraging your Professional Services Automation (PSA) tool for automated Client-facing notifications is key. This ensures a consistent rhythm, high-quality professional communications, immediate recognition of why they are receiving the email, and builds a higher level of trust with the Client. Automation can also significantly reduce time spent on manual follow-ups, potentially saving up to 17 hours per week per Tech.
II. Leveraging Tools and Technology:
Planning Tools: While familiar tools like Excel can be used, the Project Management module within your PSA software (such as Autotask) is the optimal tool. Investing time to learn and fully utilize these PSA project management features will save considerable time, frustration, and stress in the long run.
Dynamic Dashboards and Live Reports: Autotask Dashboards are superior to traditional queue views for organizing work and providing real-time information. They can display up to 12 lists, sorted in various ways, helping employees quickly understand priorities. These proactive and dynamic dashboards are crucial for helping Techs know what to work on next, minimizing confusion, and boosting efficiency. For historical data, audits, and trend analysis, robust Live Reports are indispensable. They are powerful for identifying coaching opportunities and improving profitability.
Standard Operating Procedures (SOPs): Implementing "Best in Class" SOPs for various workflows is fundamental to improving performance and providing clear, documented guidance. Each distinct Client request workflow (Incidents, Service Requests, Projects, and Recurring Visits) should have its own tailored SOP.
III. Comprehensive Documentation and Continuous Improvement:
Key Documentation Areas:
Initiation Phase: Thorough documentation during the project's initiation is crucial for a smooth handoff from the Sales team to the Project Team. Service Delivery should review and approve the Statement of Work (SoW) and Bill of Materials (BoM) before the proposal is sent to the Client.
Planning Documentation: Comprehensive project planning documents are essential, encompassing scheduling, potential impacts on the Client, logistics for parts and engineers, and communication plans.
Project-to-Support Handoff: A critical step is the Project Closeout Checklist, which should be owned and signed off by the IT Support Team. This checklist ensures all client documentation is complete and informs the Support Team about the new Client and network configurations, significantly shortening the typically "rocky" transition period to just a few days.
Lessons Learned (LLs): Regularly capturing and documenting Lessons Learned is vital for scaling the company's project management capabilities. This involves identifying what went well and what went wrong to prevent or mitigate similar issues in future projects, and then using these insights to update existing templates and processes. Capturing these "beefs" directly from engineers and Techs is key to building an effective checklist.
Accountability and Real-Time Time Entry: Fostering a collaborative environment where team members understand their responsibilities and expectations is paramount. Real-Time Time Entry is a critical cultural habit to develop, as it ensures accurate documentation and time entries, and facilitates internal communication without constant inquiries. Implementing mechanisms like "Document Detention" can help enforce this habit.
Managing Up: IT Service Managers must learn to "manage up" effectively. This means proactively communicating challenges and proposed solutions to their superiors to gain the necessary support, resources, and approvals for service delivery improvements. This approach is instrumental in overcoming obstacles and preventing issues like poor Client onboarding experiences.
In conclusion, while managing projects in an MSP environment presents unique challenges, mastering effective communication, leveraging PSA tools like Autotask for dynamic dashboards and Live Reports, implementing robust SOPs, and prioritizing comprehensive documentation and accountability are key to achieving consistent project success. These efforts directly translate into improved Client satisfaction, enhanced quality of work-life for employees, and ultimately, increased company profitability.