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Advergirl just created a fantastic post about the job of Account Executive within an agency.  I’ll let you read it for the full details, but she makes the compelling argument (through a “top 11″ list, no less) that an AE is responsible for much more than the client relationship.  I couldn’t agree with her more on all points.

While various roles within an agency are responsible for various elements of the client experience, it is ultimately a successful AE that is accountable for the entire experience for the client.  While within your agency it may not be the AE’s responsibility to come up with the project plan, timeline,  or to create design comps, as the client’s closest contact and advocate the AE is accountable for the success of each of those elements.  Even if it’s not in the AE’s job description, that’s the way most clients will see it, as well.

I’m currently awaiting my “authorization to test” for my PMP (Project Management Professional) certification, which is currently one of the most widely-recognized standards for project management.  Yippie.  It’s a great set of standards, but even PMI recognizes that every project and company is different.  Therefore, as with any formal education, the value of the PMP certification is in being able to apply the knowledge rather than the merely possess it.

I’ve been reading quite a bit lately into an emerging trend called “agile project management” which stems from another trend called “agile software development,” both of which focus more on software development than traditional creative agency work.  However, what I’ve gathered is that Agile Project Management is really just standard project management, with a few key differences.  Here are a few tenants of Agile Project Management (APM) from this ccpace article:

1.  Establish a “Guiding Vision” to enable your team to make decisions independently if needed.
2.  Use teamwork and collaboration whenever possible
3.  Keep everyone constantly informed and have all project details readily accessible
4.  Manage with a “light touch”.  APM assumes the PM is more of a “Visionary Leader” than an “Uninspired Task Master”
5.  Stay adaptive, ready to reorganize your team, resources, and timeline as the project demands.

APM is a huge subject, but it’s another outcome of trying to apply a rigid control mechanism to the organic creative process.   PMI lands on the heavy control side, whereas APM lands on the light side of the spectrum.  Each company is different, and needs to determine how much Project Management is enough to satisfy the balance of control vs. creativity.  I think APM is worth looking into, but that you have to weigh the unique needs of your organization against any approach before selecting one or creating your own.

If you’re interested, here is another great article on the subject.

Outstanding project management for an agency is synonymous with great client satisfaction, excellent employee satisfaction, and a healthy creative environment. Let me show you what I mean:

Regardless of industry, but especially in the creative space where projects can be more organic in nature, accuracy in all of your client interactions form the foundation of a client’s needs in a relationship. Accuracy is impossible without good project management, and the higher levels of client partnership that every agency desires are impossible to achieve without having a strong foundation. Your clients will not chose you as a partner if your estimates are constantly inaccurate, you can’t forecast your workload, or you miss deadlines. Proper project management (about which I’ll be discussing over the next few posts) is the set of methodologies which can foster creativity while maintaining everyone’s sanity and making your agency shine above others in a client relationship.

And the best part is, project management is billable to clients that understand the value of it.