How a consulting firm manages a project may be more important to the client. This important factor is how the firm delegates tasks and keeps the project on timeline and budget. Additionally, it separates areas of responsibility between the project team’s individual members, and even the client is important when a project is composed of various competencies, products, or integration areas.
The largest factor here is communication with the client. It should be organized to provide the client with complete and transparent knowledge about the project and in a way that is as concise as possible. During the course of the project, work is performed by several people (often architects, functional and technical engineers in a given field, they are responsible only for a small part of the project). If there is no single coordinator, then it is not a convenient solution for the client. This often leads to the breakdown of timelines and project success.
If there is a project manager, then even if they do not possess the architects’ competencies working on the projects, it’s a big win for the client. The project manager will supervise the team and their work, gather requirements and information about every aspect of the project, and then report to the client and inform them about any potential risks or issues. This way, the project manager can give the customer frequent feedback at every step of the project and provide information on any problems.
Having a single point of contact is convenient for you, the client, also when you need to make a critical comment or express dissatisfaction with a part or all of the work. In such a situation, the only person to whom the criticism is directed is the project manager. The client does not have to worry about the redistribution of liability for the identified problem on the consulting firm’s side because it will be handled within the company by the product manager.