Engagement Management is a systematic approach that initiates with the
 sales process and ends with the engagement closing. This typically has 
an accounting component associated with it – overseeing the
profitability of project engagements within an organization.

Engagement Management provides direct oversight of Project
Management at an organization. Additionally, it should have touchpoints with 
Sales, Legal, Technical Professionals (developers, business analysts,
 network administrators, etc.), Accounting, and others as necessary. The 
processes that Engagement Management follows should support an organization as a
whole in delivering products and business capabilities, not just the 
individual groups.

Project Management is a more narrow focus of providing management of an
organization’s internal projects. Engagement Management should include
 Project Management, but should also focus on providing the organization’s
 Enterprise-wide capabilities and services to outside customers and
partners in an attempt to increase revenue and profitability.

Engagement Management should provide the tie between Sales and the actual
technical solution at an organization. It should be the glue that holds the 
delivery process together with the intent of avoiding many of the 
disconnects faced by organizations when Sales, IT, and PM are all 
working under their own assumptions and priorities. Currently, many organizations are experiencing frustrating disconnects between Sales and Delivery.
  Some organizations experience these frustrations on a weekly or even daily basis.  An Engagement Management 
structure helps to “standardize” the sales process and how that “sold”
solution is translated into a “delivery” solution.

Proposed General Organizational Structure



1. CEO
2. Sales
3. CIO
4. Engagement Management
5. Operations
6. Etc.

The Benefits of an Engagement Management organization:

• Customers see a standardized and professional engagement
process across all implementations
• Brings all of PM together and allows for future growth
• Allows for the ability to standardize the PM approach and
 reporting
• Ability to define standardized PM templates and processes
• Not hindered or biased by a reporting relationship through 
Operations or IT
• Ability to define a change management process and change
 order/scope management process
• Engagement Management provides general oversight to all 
inputs and deliverables in the delivery process
: 
  • Business Requirements Document (BRD) delivery and signoff

  • Statement of Work (SOW) delivery and signoff
- Project Plan/timeframe definition

  • Solution or product implementation
- Post implementation reviews

  • Customer satisfaction