What is Project Management Consultant
A project business process management consultant will eventually create a plan to navigate these waters and successfully align with authority; even so, this topic can be viewed as an ongoing problem. Of course, other micro-challenges exist that must be considered prior to be the successfully partnering with management. The following factors should be considered by consultants when starting a new project.
The project management consultant — someone who managed many other PMs during his career — reiterated the most challenging aspects of the job were the familiar and classic project management issues of ‘having responsibility but not authority.’ That is, as a project manager he was expected to manage individuals on the project team based on a “dotted-line” relationship, but in the reality the team members reported “solid line” into someone else. This is a reality for many consultants, so let’s take a look at a number of issues that can potentially arise from the situation.
PROBLEMS A PROJECT MANAGEMENT CONSULTANT SHOULD PREPARE FOR
1. As a project management consultant entering a new environment on a consulting basis, you rarely choose who is on your team. In other words, you don’t get to hire people directly and might not even provide input on who does get hired they are typically assigned to the project team. In the best case scenario the project manager might have some input, but rarely the final decision.
2. The extension of a first challenge mentioned the project manager does not always build up his or her team; therefore, the project team is typically made up of some solid contributors, but also a few team members who may not align well with the project. Unfortunately for the lead role, of “managing up” the performance or replacing the poor performers is a tricky and delicate task, and often well outside a project manager authority.
3. Project managers deal with the distinct business activities defined by the beginning and end. Because this role is really a system of planning and controls based on set objectives, managing risk is always top of mind. A common problem for consultants is having team members’ time re-directed by their solid-line management. It’s tempting for the Business Manager to poach some time from the project team and redirect them onto other tasks that might be labeled as a higher priority, potentially resulting in project delays.
4. Every organization has a distinct culture — or they are in the process of building one. But even more important for consultants to consider, project teams have a unique culture as well, which is influenced by tools and methodologies. With this perspective, a project management consultant must becomes comfortable with the technical landscape of the project as well as the project management style of the organization, its nuances (such as reporting practices), tools, stakeholder access, and operational preferences.
5. The contract of PM must be establish trust with his or her team and management, based on shared motivations and potential rewards. If the team senses that the PM is extending the project, or has the self-motivated ambition, problems arise. By preventing any perception of a self-serving bias, the PM ensures that all of his or her actions will not be met with animosity or resentment.
neplar 