How to act and charge as a project coordinator?

Question

A client has approached me with a rather unusual request.

Instead of hiring my services as a freelance web developer, they already got a small team working on their first product, they have decided to hire me as their project coordinator.

Since the client doesn't have the necessary knowledge to analyse the work being created by the small team in question, they have asked me to act as their project coordinator, meaning, my role would be to supervise this team's activity and make sure everything goes according to plan and that the team is creating a good product (in terms of code and style), and additionally, not being liable for any delay from the part of the small team.

I think this would be a good opportunity to learn a lot from a different perspective and ways to work and dealing with a team, and, since this would be my first time on this role, I would like to ask if any you fellow designers/developers would have any tips about it?

The point I am really struggling to get to a conclusion, is about the rate that should be charged in for performing such role.

Should it be less or more than my rate as a freelance web developer? — due to its responsibilities and managing more people than only myself?

Any advice would be highly appreciated.

Answer 1

It is likely that this client has two goals:

• ensure the quality of the work (as you say in terms of code and style),

• ensure that the team communicates when necessary to avoid misunderstandings and inefficiencies.

Achieving these goals requires that you be in sufficiently close contact with the team, exchange with them frequently, and get their trust. They should see you as adding value to the team and helping them in their daily work rather than as a spy/punisher (don't get me wrong, you're no going to do the work in their place, you will help them by having a more global view of what is going on).

For better "comfort" you will need to understand where you are landing: is this a healthy project that is growing and where the customer anticipates that more structure becomes necessary, or are they busy switching to emergency mode because the house is on fire ? Truth must be somewhere in-between.

Other remark: "not being liable for any delay": don't take that for granted.

Answer 2

Absolutely, you will need to charge more than normal, if you are taking on more responsibilities!

Congratulations on being trusted enough to lead everyone, and welcome to the world of being in charge - kind of. Now, the baby-sitting part...

You will need to know, clearly, what the goals and objectives are, as well as how to get it done. If you're the boss, you should be the only one the company goes to, before talking to your team. You will need to get the authority to make decisions that affect your areas of responsibility. This is what you need from your client.

From your team, you will need to be able to trust them, and help remove roadblocks in their way. One issue many new managers make is to micro-manage; do your best not to. Give a clear picture of what the outcome you are looking for is (actually, what the customer wants), and let them get it done. Explain that you are there for helping them get their jobs done, and that you need the communication lines open for anyone to ask for you. If you spend your time micromanaging, and telling them how to do their job, then either they are not the right person, or you are not the right person.

Do not be afraid of giving gentle guidance, and keep it light. If you start doing it too much, they will feel micro managed. If you do it just right, you are just showing you care about the quality, and know they are working hard. If the team needs changing, you should be able to make the call, or at least make recommendations with the people who can do so.