Project managers doubling as client account executives
研究了信息技术服务组织中项目经理如何成功兼任客户关系经理和客户客户经理，通过访谈识别其多重角色（教练、企业家、政治家、朋友、营销者）及建立长期信任关系的策略。
Executive Overview Project managers are increasing in popularity within such industry areas as information technology, aerospace, and management consulting. Project management is typically discussed with regard to planning and delivering project-related tasks within a particular time frame and budget. New to the project-management arena is a look at project managers as the primary link between a service organization and the client organization. Based on a comprehensive set of interviews with project managers and clients in three different information-technology service organizations, we examined two key questions: How can project managers operate more successfully as client-relationship managers and, in many cases, as client account executives? What strategies can the project manager use to build a trusting, long-term relationship with a client organization? We identify the multiple roles of the project manager including coach, entrepreneur, politician, friend, and marketer, and how they facilitate the attainment of the primary project-manager role: project implementer. In addition, we provide new strategies used by project managers doubling as client account executives. Important lessons for service organizations and project managers wanting to enhance client engagements are offered.