In legal proceedings, you’d never expect the opposing counsel to represent your best interests. So why do we accept this dynamic in tech projects?
When a software vendor assigns you “their” project manager, you’re essentially accepting representation from someone whose paycheck depends on their company’s profit margins, not your success.
It’s a conflict as old as business itself, just dressed in modern project management attire.
๐ช๐ต๐ผ’๐ ๐ฅ๐ฒ๐ฎ๐น๐น๐ ๐๐ป ๐ฌ๐ผ๐๐ฟ ๐๐ผ๐ฟ๐ป๐ฒ๐ฟ?
โ Vendor PMs have targets that often prioritize efficiency over effectiveness for you
โ Their “success metrics” might include completing projects on time but not necessarily in a way that transforms your business
โ They’re excellent at explaining why change orders (that increase costs) are necessary when requirements “evolve”
The reality I’ve witnessed after transitioning from law to tech PM work is sobering: your interests and the vendor’s rarely align perfectly.
This isn’t about villainizing vendors – they’re running businesses. But pretending their PM is your advocate is like expecting a tiger to go vegetarian.
The solution? Consider bringing in your own independent project manager who answers only to you – someone who speaks both tech and business, challenges vendors when necessary, and ensures your objectives remain the priority.
