Adapt or Die: Remote AV Project Management Is No Longer Optional
Managing AV projects remotely is hard, visibility is limited, communication breaks down, and suddenly, the installation isn’t what the client expected. Sound familiar?
The truth is simple: if you’re not in control, no one will be. Be a strong Project Manager, your partners need you.
After analyzing our most successful partner relationships, we built a guide based on the common traits they share. Blaming the subcontractor is easy, but it’s a short-sighted approach.
This is our step-by-step guide to give project managers full control over field teams, especially when working remotely. Follow these steps and make sure your AV projects are executed exactly the way you want.
Step-by-Step Checklist for Remote AV Project Management
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- Define the Scope of Work
It sounds obvious, right? But it’s rare to receive a detailed SOW. Include updated engineering drawings, and schedule technical kick-off meetings if the project is mid- to large-sized. - Set Clear Goals and Expectations
The field team must know what “done” means for both the client and your company. Do you have standards? Share them. - Do You Have a Project Schedule?
Just sharing the delivery date isn’t enough. Every project has its own pace, no two are alike. Clearly define milestones and deadlines. It seems basic, but many issues come from poor coordination. Everyone needs to be aligned on the same timeline. - Are You Reading Daily Reports?
Take the time to review them and act on any actionables. Do you have a template? A standard? Share it. This simple habit prevents small problems from becoming big ones. - Did You Visit the Site (Even Virtually)?
Whenever possible, plan at least two visits: one at the beginning and one at the end. The first shows you what you’re dealing with; the last confirms everything was delivered as expected. If you’re fully remote, schedule virtual walkthroughs at both stages. - Are You Honest About Limitations?
Early detection makes solving problems easier. If your logistics are a mess, it’s better to know upfront. No worries, every company has issues. Open communication builds trust. - Did You Confirm Site Access?
Day one can make or break the timeline. If your team doesn’t have access, you’re losing billable hours, and those delays fall back on you. - Are You Providing Timely Feedback?
Good news is easy to share. But your first move should be to speak up when something goes wrong, an accident, damaged equipment, or a failed test. Clear, fast communication gives everyone the chance to fix the issue before the client even notices.
I want to share something that happened to us just a few days ago. On a recent project, I noticed that a wall had visible cracks and didn’t seem stable enough to support the bracket where we were supposed to mount a screen. I warned the client, explaining the real risk of collapse. Unfortunately, they didn’t act, and it did fall. The screen and bracket were damaged, and the client had to replace everything and repair the wall.
This could have been completely avoided if the warning had been taken seriously. That’s why delivering bad news early isn’t negative, it’s responsible. It gives us time to react, solve the issue, and save unnecessary costs.
- Are You Managing Client Expectations?
Don’t promise a perfect project. Surprises happen, what matters is how we respond. From day one, make it clear that you and your partners will stay on it until the finish line, no matter what.
Also, schedule a project close-out meeting with the client. Use it to gather feedback, identify what didn’t work, and apply it to future projects. It shows leadership and commitment to long-term relationships.
Conclusion
This guide helps you:
- Stay in control — no matter where you are
- Align your field team with both company and client goals
- Be a strong PM, always
- Build long-term partnerships
Want Full Control Over Your AV Installations?
Contact us today to learn how we help AV companies manage global deployments remotely, making sure your projects are done your way, not someone else’s.
Daen Gutierrez, Technical Project Manager