Project Management Series | [7]: Who has the upper hand in the project, Project Management Consulting (PMC) Provider or Project Supervision Consultant?

Determining who has the "upper hand" in a project between the Project Management Consultant (PMC) and the Project Supervision Consultant depends on several factors, including the project's structure, the specific roles assigned, and the nature of the project itself. Here are some considerations:

Role and Authority

1. PMC:
2. Typically holds a higher-level strategic position and may have greater authority regarding project direction, methodologies, and overall governance.
3. Responsible for aligning the project with organizational goals and managing stakeholder relationships.
4. 
   
5. Project Supervision Consultant:
6. Focuses on the tactical execution of the project, overseeing day-to-day operations, and ensuring compliance with specifications and standards.
7. Has authority over on-site activities and direct supervision of contractors and labor.
8. 
   

Decision-Making Power

1. PMC:
2. Often involved in high-level decision-making, including budget approvals, project scope changes, and risk management strategies.
3. Can influence project direction and adjustments based on strategic assessments.
4. 
   
5. Project Supervision Consultant:
6. Makes decisions related to daily operations, quality control, and immediate problem-solving on-site.
7. Generally has less influence over project-wide strategic decisions.
8. 
   

Focus Areas

1. PMC:
2. Concentrates on the overall success of the project, including time, cost, and quality metrics.
3. May prioritize long-term outcomes and strategic alignment.
4. 
   
5. Project Supervision Consultant:
6. Focuses on execution details, ensuring that the project adheres to timelines and quality standards in the short term.
7. Prioritizes immediate project deliverables and operational efficiency.
8. 
   

Collaboration and Conflict

1. Both roles need to collaborate effectively to ensure project success. Conflicts can arise if their roles and responsibilities are not clearly defined. Effective communication and a shared understanding of objectives can help mitigate these issues.
2. 
   

Conclusion

In summary, while the PMC often has a broader strategic influence and higher-level authority, the Project Supervision Consultant wields significant power over the operational aspects of the project. The balance of power can shift depending on the project's specific context and the relationships established between the two roles. Effective collaboration and clear delineation of responsibilities are crucial for successful project outcomes.