As discussed in the previous article in this series, some service provider organizations’ projects experience unique challenges that may be addressed by hiring an external Project Management (PM) Consultant.
This investment may bring the following benefits, which will be described below:
1. Pilot better communication, scope, and change processes
2. Resist pressures for scope creep
3. Implement quantitative Project Performance KPIs
Pilot better communication, scope, and change processes
If a service/product provider hires a PM consultant to drive and deliver a project for a client, the consultant is not normally constrained by the limited processes already in place. Here lies an opportunity to provide value for the organization by piloting some of those missing processes.
In addition, if the consultant is engaged before the Statement of Work (SOW) is signed, they can provide help during the SOW process, specifically, by clarifying vague language and turning it into more robust scope definitions, including important provisions such as assumptions, risks, and out-of-scope statements.
The same is true for change management processes. If no standard has yet been implemented, a consultant can pioneer it for their assigned project and help the organization develop the capabilities to carry it forward and implement it for other projects, even after the completion of the consulting engagement. Likewise, this could be done for communication and scope control processes, depending on the mandate given to the consultant.
Resist pressures for scope creep
In my previous articles, I discussed the pressure that may be put on PMs by internal Sales or Customer Success teams to deliver more with existing resources without any formal change management. Depending on the hierarchy of the organization, an internal PM may not have the authority to control this tendency.
In a similar situation, an external PM consultant might be more efficient in managing this issue by escalating it sooner. Since they stand aloof from office politics, they may also have more leverage than an internal PM to make sure that the situation is clear from the very beginning, that any decision to take on additional scope is properly discussed and documented, and that all the consequences are well understood by all parties. By raising this issue with multiple parties, including those that hired the consultant, an external PM can mitigate it and support scope control and conscious decision-making.
Implement quantitative Project Performance KPIs
While identifying the key performance indicators (KPIs) for project performance is always a challenge, it is usually an even bigger challenge if done from within an organization. Since defining KPIs would normally be associated with oversight of the PMs and their performance, it is logical to expect that the KPIs would come directly from Project Management Offices or executives. However, at times it might be difficult and even conflicting to expect internal PMO to define measurable criteria to be hold responsible or accountable for. External PM can suggest some important processes and KPIs to the Executive leadership and PMO, that would be based on best practices and experience. It makes a lot of sense to seek the support of an external consultant in defining project KPIs that would support the organization’s strategic goals. Since any KPIs and reporting must be tied to the implemented PM processes and methods, looking at the KPIs and standards in conjunction will make the most sense. External PM consultants can provide an outside-in perspective and leverage their experience and best practices without the limitations of company culture and established practices.
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