During my recent trip to ProMat, I discussed the subject of project management with several of PeakLogix’s major vendors. My goal was to learn how other companies in our industry tackle the very important task of project management. The vendors included manufacturers of wire decking, pallet rack, modular cabinets, carousels and in-plant offices.
The carousel manufacturer was the only one among them that employs a dedicated group of project managers. Their team of three project managers handle larger projects. The other vendors rely solely on their distributors/integrators for the management of projects. For this reason, I chose to research how other material handling distributors/integrators handle their project management. I visited the websites of two such companies.
One such company and PeakLogix share similar philosophies in that we both agree that the project manager should be the single point of contact to ensure the successful implementation of material handling solutions. Just like PeakLogix, they assign a dedicated project manager to each and every project. Making extensive use of Gantt charts and routinely utilizing Microsoft Project as part of their project management tool set. Part of their project management process also includes providing a spare parts list on those projects where they are deemed necessary or requested by the client.
Company #2 is a material handling distributor/integrator similar to PeakLogix. They rely on the collaboration of their project managers and integration teams to ensure successful implementations of material handling solutions. They also employ service and maintenance teams as support for their clients’ systems.
The project managers at PeakLogix must complete common milestones on every project such as internal and external kickoff meetings. Yet we each have our own distinct styles for managing projects. As a member of the PeakLogix Project Management Team, I see us as having two major tasks. One is exceeding our client’s expectations by making the implementations as seamless as possible. The other is that of revenue protectors.
As project managers, we have a direct impact on the profit margin for each job we manage. Our main goal is to bring projects in under budget while simultaneously thrilling our clients. Over the last few years I’ve learned that a very important part of successful project management is communicating well with the client. Keeping the client constantly apprised of the project status goes a long way to having a successful implementation.