Project data is a marketer’s arsenal for better marketing, customer engagement and business development. What do I mean by project data? Project data includes the components of a project or its size. These include how many linear feet of gravity sewer line were installed, how many tons of asphalt were laid or how many miles of 110kv line were designed. This project data is static and tells a portion of the project story. The static project data gives the client a sense of the size and maybe complexity of a given project. But what most engineering firms miss in marketing is the dynamic data.

Dynamic project data goes beyond the components which describe size or complexity. Project data such as the difference between an engineer’s estimate of construction cost, the construction bid and the final construction cost tells a dynamic story about cost estimating accuracy, budget alignment and design plan accuracy. Or, for example, how aware was the owner of project design milestones? Was the owner able to know exactly where the design team was on construction plan development and if this was ahead, on, or behind schedule? What was the story of owner communication? The ability to showcase results as they happen, rather than after they happen can differentiate a project team in real time.

So how do we capture, understand, communicate, and highlight dynamic project data? Here’s an example. One of my firm’s Principals forwarded an email to me from a Utility Director at a client company. We are currently performing a design for water system expansion. Part of our responsibility was to obtain approval from Missouri State Historical Preservation Office regarding an easement across Missouri Department of Conservation property. We produced approval quickly and received this response from the Utility Director, “Wow! You guys are efficient plus 10.” I attached this email and quote to our Client Relationship Management (CRM) system record for that client and specific contact for future reference. Now, we have a brief story to tell that demonstrates our efficiency in permitting, working with multiple Missouri agencies, and keeping projects on schedule.
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The key to capturing, understanding, communicating, and highlighting dynamic project data is to share your data with marketing. Meaningful correspondence with clients, project innovations that save time and/or money, process efficiencies, use of technology that saves time and/or money, etc. are all good dynamic project data! All you must do is share it. :) 

I remember when my father instituted a policy for every Project Manager (PM) to help them be more responsive to clients. He asked every PM to write a monthly letter to every active client. The letter was to explain where they were in the project schedule, how much budget had been spent and how much was left (if applicable), and what the client could expect from them in the next month. It was a simple status report.

Several months into this new policy, one Project Manager replied, during our monthly PM meeting, that he had not written to two of his clients because nothing had been done on their project for that month. There was nothing to report. In a very calm but direct manner, my dad paused the meeting and explained why we were writing the letters. Even if nothing was completed for the month, it was vitally important that the client know there was nothing completed, and more importantly, why.

I tell this story because it points out a secret marketing power you have as a Project Manager. The power is responsive communication with your clients. Keeping your clients well-informed does several things.

1. Well-informed clients have peace of mind that you are thinking about their project and, therefore, feel important as a client.
2. Well-informed clients are not left to their own imaginations as to why certain tasks take longer than others or why one month’s invoice is much larger than another month. They know exactly why which helps them feel more in control of their own project.
3. Well-informed clients learn something about their projects and how they get engineered and built. This makes your client feel smart and part of the process.

​If you would like your clients to feel important, in control and smart, then keep them informed and stay ahead of the responsiveness curve. How smart do you look when you answer their questions before they even ask them?

​I’ve been reminded a few times lately that it is sometimes a good marketing decision to turn down work. Saying no to certain clients and projects is a good marketing strategy for several reasons.

1. Working for clients who only want low bid work see engineering or architecture as just another commodity, or worse, a necessary evil to get through a project. Do you want to be a commodity or a necessary evil?
2. Some clients love scope creep! They love to get you contracted for one scope of work, only to change and add scope tasks but expect not to be billed for the extra work. Do you want to keep working on projects that lose money?
3. The client and project may be a great fit, but you know from the beginning you cannot make their timeline or stay within their budget. You either tell them this upfront and let them decide on still hiring you, or you gently pass and let them know that while you would enjoy working for them, you just cannot take on their project at this time.
4. You have a great client who asks you to do a project you know is outside of your level of expertise. You know enough to “get by” but also recognize there are other consultants who would do a much better job. Help the client find the right consultant to do the job.

Good marketing does not allow engineering services to be commoditized or viewed as a necessary evil. Good marketing means completing profitable projects and getting paid for your expertise. Good marketing is being honest and open about what you can and cannot do. Good marketing is staying within your ability and not trying to be all things to all clients.