A project manager, quite simply defined, is an individual who is responsible for the entire project. He or she is not responsible for completing every task. Indeed, it is unlikely that the manager would even have every skill needed to complete all the work. He or she is simply the final decision maker. This person will usually be considered responsible for the success or failure of a project, unless other reasons for the outcome are blatantly obvious.

A successful project manager uses a variety of skills. He or she must be able to efficiently obtain information which is then used to make informed predictions and business decisions. The ability to thoroughly analyze, create and implement successful projects requires dedication and foresight. A very organized, self-disciplined individual with experience in presentations is well fitted to a managerial position. This kind of manager stands out as a team leader who inspires employees and at the same time effectively achieves positive communication with customers when needed.

After the formalities of decision-making are over, the manager’s hard work begins. Managers must envision the progress that should be made with an impartial eye. Adjustments may need to be made in the progress of goals and the effectiveness of actions. Team motivation and focus is essential and managers should be vigilant with these things as teamwork equals quality. Quality is pivotal in the overall progress of the project. Amidst all of this the manager has to keep an eye on time constrains and budgeting. A watchful eye for quality assurance will determine success or failure of any project. Effective planning eliminates actions not useful or damaging to the project.

The project manager will also need to define a plan and manage any changes to that plan, all while keeping project goals in mind. The goals for the project must be created, as well as a plan of action for accomplishing them. The process of bringing these goals to pass must be managed without allowing them to go beyond the scope of the goals themselves. There must also be a contingency plan for identifiable risks should they come to be a problem. There must also be a determination of any changes to the scope of the project, as well as an estimation of costs, all of which must be put in writing with the customer.

Evaluation of a team’s assets and liabilities is essential to good leadership. The good project manager will also be able to use this knowledge to achieve the most successful results from his or her team. Diplomacy combined successfully with assertiveness, rather than aggressiveness, is a useful combination of skills. Clear lines of communication to the team and among team members are important. It should be noted that, while maintaining the schedule is the manager’s responsibility, team members should have input into developing this schedule.

In 1969, the Project Management Institute, or PMI, came into existence. It was meant to ensure that project managers got the skills they needed for current success and future advancement. In 1981, PMI directors published a set of appropriate standards and guidelines. This frequently updated guide to project management is referred to as the PMBOK, and should be carefully reviewed by those who wish to be successful project managers.

There are a number of project management certifications available worldwide. Here is a quick summary of what they are about, and links to learn more.

prince2.com is the de facto standard used extensively by the UK Government and is widely recognized and used in the private sector, both in the UK and internationally.

aipm.com.au/ Australian Institute of Project Management – This project management certification – there are several levels – is primarily geared toward Australian professionals and organizations, although it is based on international standards and best practices.

certification.comptia.org/project/default.aspx is inexpensive, has no prerequisites, requires no continuing education, and there is no application, but there is a test based on international standards.

pmi.org Project Management Institute – PMP and CAPM The PMP and CAPM Project Management Certifications he Project Management Professional (PMP) is the most widely known and accepted worldwide. The Certified Associate in Project Management (CAPM) is entry level and does not require experience.

ipma.ch/Pages/IPMA.aspx IPMA – International Project Management Association This Swiss organization – the oldest in the project management profession – is primarily comprised of national project management associations worldwide.

iil.com/apmc/ APMC – Advanced Project Management Certification – This is a specialized advanced certification for senior project managers who complete “The Kerzner Approach to Best Practices”.

projectmanagementcertification.org AAPM – American Academy of Project Management MPM™ Master Project Manager, CIPM ™ Certified International Project Manager ™ or PME ™ Project Manager E-Business ™ certifications are by application base upon completion of approved education, which looks to be exclusively by education institutions, and not private businesses.

brainbench.com/xml/bb/common/testcenter/taketest.xml?testId=2309 The test is based on the PMI’s Project Management Body of Knowledge (PMBOK). What is unique about BrainBench is that they specialize in “Delivering easy-to-use assessment products that predict success on the job.”

You can see all of these at: PMcrunch.

Introduction 

The title of project manager (PM) is used to mean different things in different companies.  Fortunately there is a standards body called the Project Management Institute which provides excellent guidance around the role and function of a project manager.  

Some will disagree, but I don’t care if your project manager is PMI certified or not.  You need to care about having a project manager with the skill to carry out the role as the Institute defines it.  It’s your change management strategy, and it’s your reputation on the line. 

Finding a Project Manager 

Do you need a certified Project Management Professional (PMP)?  As I said above, I don’t care.  There are newly certified PMP’s who have taken their tests and gotten the certification, but they may not be battle tested.  There are veteran project managers who never got the fancy title, but they know how to manage projects.  And there is everything in between.  The track record is what you need to care about. 

Do you have a strong PM on your team now?  Is that person well respected, perhaps a key opinion leader in your organization?  Do they treat project management as a profession?  Then by all means use them.   

If, on the other hand, project manager has been a title used by junior, untrained people who walk around with a task list and a clip board, it’s time to bring on stronger talent. 

Your fastest route to a proven project manager will be a contract hire, either from a reputable firm or an independent.  There are many good ones out there.  Get and check references, and interview at least three.  Let your key opinion leaders and managers interview them as well.  Look for their track record and for good chemistry. 

Set the Project Manager Up for Success 

Simply put, everyone needs to understand that the project manager is your alter ego.  Everyone includes you. 

Your managers and project leaders must understand that they are accountable to the PM for providing all of their tasks, their dependencies on other tasks and other work units, their schedule commitments, and their resource requirements. 

They need to understand that the PM will review all of their information and look for problems.  These could include missed tasks, schedule inconsistencies, resource overloads, etc.  Often managers will tell the PM that they can handle some of these problems, by working people longer hours or by overlapping some tasks “by a day or two”.  A good project manager is going to challenge such claims, and you’ll need to stand behind the PM. 

The PM is going to hold everyone accountable for milestone deliverables.  In most projects, especially those that are complex, milestones are missed and contingency plans must be activated.  Again, you as the leader need to support the PM as they hold people accountable. 

Handling Conflicts 

It’s entirely possible that the PM will have conflicts with managers, team leads or others in the organization.  Make it safe for people to discuss and bring up such conflicts.  Just because the PM is your alter ego doesn’t make them right — any more than you are always right.  

Engage your key opinion leaders along with the project manager and others.  Find out the facts contributing to the conflict, and make the decisions necessary to get the change management strategy back on track. 

Change management strategies that fail often do so because of poor project management.  Don’t let that happen to you.

AstroWix a Registered Education Provider of PMI® provides Project Management training to help professionals with the PMP® Certification, from PMI® USA. AstroWix assists in preparing different candidates in identifying their strengths & weaknesses and improve various skills that are required for successful project management. AstroWix is one of the few recognized names to help candidates successfully write PMP® certification exam with a pass success rate of 100%, which is far above the average.

With the changing role of Project Managers and project professionals the importance of PMP® certification and Project Management training has gained a lot of ground and popularity. Project Management is a skill that must be learned and today there are a myriad training opportunities and choices available but the need to identify the right one is important. A project manager needs to possess number of talents in order to achieve project goals and success. With Project Management emerging as a powerful tool for organizations, organizations are on the lookout for skilled and certified people. For PMP® Certification India there are number of resources available for the individuals including online classes, courses, and books which are a great source to enhance and develop project management skills.

For anyone with the task of managing projects the task of seeing a project through its start to its completion is the key. Moreover, the importance of projects completion in a manner that it is finished within the stipulated time and the cost is also of prime importance. All this is possible through a person with excellent communication and management skills that can identify project tasks, delegate them efficiently and also keep the schedule under control. All these considerations are of utmost significance but to produce quality results, is also the same very important.

The skills to handle your teams and projects can be learnt and management courses prove quite handy. With a management certification in tow you can certainly learn how to delegate duties, handling employee issues, how to effectively hire qualified and skilled employees and importantly how to schedule projects. With numerous different management courses and certifications available in the market, picking the right and appropriate one is essential. PMP Certification from PMI®, USA is one of the most recognized project management certifications all over the world. PMP® Certification is offered by Project Management Institute (PMI®), which addresses the requirements of project managers in communication management, integration, quality, cost, human resources, risk and time.

To know more about Project Management Training , PMI® , PMP® Certification India visit: www.astrowix.com

Certified project managers are an asset to any organization, resulting in increased project success. Getting a certification not only benefits one’s organization but acts as a booster for your career advancement and self development. Your decision to get a PM certification is one smart choice that will pay off in the long run. PMP certification amongst the many other certifications available makes the most popular and valuable certification. But if the cost of getting the certification is bogging your decision then the returns it would get you like the salary increase greatly outweigh the cost factor.

PMP certification accorded by Project Management Institute (PMI) is by far the most recognized certifications and increasing number of Project management professionals go for. The PMP demonstrates advanced knowledge of and experience with project management concepts. This advanced certification is offered by PMI, a leading professional association in project management which administers a globally recognized, examination-based, professional certification program. This certification requires intensive Project Management Training and Preparation. Project Management Training refers to practical, real-world, hands-on experience for project managers in learning the principles and practices that lead to effective and successful project management.

PMP Certification preparation involves taking up planned and rigorous training. The traditional Project Management training mostly involved the benefits of a set framework of principles and best practices that are a part of effective project management. But the modern management approach moves beyond the classroom environment of set guidelines and promotes a climate of adaptability and the crucial habit of applying the lessons learnt from past experience. Whichever is the mode of training, the value of such training cannot be underestimated, as investments in project training make measurable improvements to an organization’s bottom line.

As project management excellence becomes the new buzzword for efficiency experts that are being hired by organizations in an attempt to improve productivity there are number of options to get PMP trained. But one name to depend and count on is AstroWix, leaders in Project Management solutions. For PMP certification India, AstroWix is a trusted name with a proven track record of 10 years offering its services for PMP® Certification Preparation to PMP aspirants. With organizations looking to get their project managers trained, through its hands-on experience on real projects, structured course material delivered through a series of seminars and workshops, AstroWix trains professionals on PM concepts and fundamentals. It applies the results-oriented approach of effective project management training making it necessary for project managers to build upon the concepts of good project management and consciously apply their knowledge into their projects.

To know more about  PMP® Certification India , Project Management Training, PMP® Certification Preparation Visit:- www.astrowix.com

Many Project Managers believe that to enjoy total project management success, you need to manage projects using a formal project management methodology. They say it helps give you direction, it saves you time and it improves the quality of your deliverables. But does it?

Most good managers use a methodology of sorts, whether it be written on post-it notes stuck to their screen, documented in a stack of procedures on their desk, or included in software that they have bought. Regardless of the type of methodology used, there is one common theme – that it typically helps them to manage projects and therefore improve their project success.

What is a Methodology? A methodology is “a set of methods, processes and practices that are repeatedly carried out to deliver projects”. The key concept is that you repeat the same steps for every project you undertake, and by doing that, you will gain efficiencies in your approach.

What is a Standard? So what is the difference between a methodology and a standard? A standard is “a collection of knowledge areas that are generally accepted as best practice in the industry”.

Standards give you industry guidance, whereas methodologies give you practical processes for managing projects. Standards are not methodologies, and vice versa. The two most popular standards are PMBOK and Prince2.

What should be included?

When you buy a project methodology, it should give you:

• A core set of processes to follow for delivering projects;
• A set of templates to help you build deliverables quickly;
• A suite of case studies to help you learn from past projects;
• An option for customizing the methodology provided;
• The ability to import your existing processes into it.

MPMM is one of the few methodologies that provides all of these features

What will it not do?

A Methodology is not a silver bullet. It will not fix projects by itself or guarantee success. It is fair to say that no methodology “out-of-the-box” will be 100% applicable to every type of project. So you will need to customise any methodology you purchase to ensure that it perfectly fits your project management environment.

Why use a Methodology?

While a methodology is not a silver bullet for projects, it should help you by giving you a clear process for managing projects. After you have customised it to perfectly fit your environment, your methodology should tell your team what has to be completed to deliver your project, how it should be done, in which order and by when.

Using a methodology you can:

• Create a project roadmap;
• Monitor time, cost and quality;
• Control change and scope;
• Minimise risks and issues;
• Manage staff and suppliers.

Of course, you will need to use the elements of the methodology that are most suitable to each project you undertake. For instance, when managing smaller projects, you will only want to apply lightweight processes to your project. When managing large projects, you should apply the heavyweight processes to monitor and control every element of your project in depth.

But if you can manage every project you undertake in the same way, then you will gain efficiencies with your approach, work smarter and reduce your stress. You will also give your team a clear understanding of what you expect from them and boost your chances of success.

If you want a methodology to help improve the way you manage projects, you are likely to want:

• A core set of processes to follow for delivering projects;
• A set of templates to help you build deliverables quickly;
• A suite of case studies to help you learn from past projects;
• An option for customising the methodology provided;
• The ability to import your existing processes into it.

You can discover more about project management methodologies at www.llewellyn-group.com

The demand for trained and skilled professionals is all time high in India, with increasing number of organizations to government bodies looking for certified professionals. Amongst the available project management certifications PMP® certification is the most recognized and reputed certifications available offered by PMI® (Project Management Institute), USA. This certification is one of the most intensive certifications which demonstrate advanced knowledge and experience of Project Management concepts. This certification goes beyond academic credentials which represents the mastery over project management skills and knowledge.

Earning a PMP® credential from PMI® requires a professional to demonstrate “long term commitment” to project management profession. It’s a difficult and obscure certification that needs rigorous Project Management Training and preparation to pass this 200-question exam covering the five project management processes and nine knowledge areas in PMI’s project management body of knowledge (PMBOK®). In India, PMP certification is fast catching up with professionals and organizations opting for this certification. Training for PMP® Certification India, there are number of options, AstroWix being a popular choice among PMP aspirants. A registered education provider of PMI it excels in providing project management training with over a decade long experience in training professionals on best practices in project management.

About PMI
Project Management Institute (PMI®), is the world’s leading not-for-profit professional association for the project management profession. A global organization, it supports practitioners with project management credentials that objectively assess experience, education, and knowledge. Founded in 1969 by working project managers, it has today 420,000 members and credential holders. The PMI’s primary goal is to advance the practice, science and profession of project management throughout the world in a conscientious and proactive manner so that organizations everywhere will embrace, value and utilize project management and then attribute their successes to it.
As the global advocacy organization for the project management profession, PMI works with business and government organizations worldwide to build and showcase the value of project management profession. PMI® provides government organizations and businesses with the education, tools and networking opportunities they need to develop project managers and the profession within their organizations.
PMP® Certification Process
PMP® certification has acquired a status of a market differentiator and is recognized by major organizations and government bodies as a benchmark for their project managers. This certification certainly lends a competitive leading edge to project professionals in both the public and private sector. This certification involves a process that develops, maintains, evaluates, promotes and administers a rigorous, examination-based, professional certification program of the highest caliber.

For attaining PMP® Certification India, each candidate must satisfy all education and experiential requirements established by the PMI® and demonstrate an acceptable and valid level of understanding and knowledge about project management that is tested by the Project Management Professional Certification Examination. In addition, those who have been granted the PMP® credential must demonstrate ongoing professional commitment to the field of project management by satisfying Professional Development Program requirements. PMP certification training

The certification examination requires submitting an application to PMI® which includes information about education, experience, etc. After the payment of the examination and processing fee, the Certification Committee scores the application on a published point system, and notifies the applicant of approval to take the exam. The exam is approximately six hours in length with one hour allotted to each section derived from the PMBOK®. Sections not passed can be retaken, with limitations on retakes within certain periods of time. Upon passing all sections, PMI® awards certification. Local chapters provide extensive study and preparatory help, and PMI® has local chapters in almost every US state locale.
To know more about Project Management Training, PMP® Certification India Visit:- www.astrowix.com

All projects are really about change. Let’s take my favorite project of all time: the pyramids of Egypt. Imagine a sweltering desert with miles of sand, snakes, and other scenes from an Indiana Jones film. Add a few million workers, some great plans, some scary mummies, and you’ve got the pyramids. All right, so my history is a little skewed, but I think you see my point. First it was nothing; then, after some planning and execution, there were the pyramids.

What approach to project management do you think the pharaohs used? Does it matter? I don’t think so.

Project Management Is Project Management

Erik Larson’s book The Devil in the White City: Murder, Magic, and Madness at the Fair That Changed America (Crown Publishers, 2003) is an incredible read about Chicago playing host to the 1893 World Columbian Exposition–also known as the Chicago World’s Fair–and the story of a creepy murderer living in the Chicago at the same time.

The project management victories and failures within the World’s Fair were incredible: debate over where the fair should take place, visions of what the fair should offer, uncompromising landscape details, and (my favorite project) the creation of the Ferris Wheel.

The book says nothing about what project management approach the organizers of the fair preferred. Does it matter? I don’t think so.

That’s my real point. Does it really matter what approach we take to project management?

In software project management, a few flavors have popped on and off the project management radar for the past few years, Scrum and extreme programming being two of the juiciest, in addition to other models such as Lean Manufacturing, Six Sigma, and even rolling wave planning.

But here’s what I think: Project management is project management. I don’t think it matters what approach you take to complete your projects–as long as you complete your projects.

We could argue over the virtues and positive attributes of all the different project management approaches and go at each other like fans of the Chicago Bears and the Green Bay Packers. But really, does it matter at all?

Again, I say no.

I don’t care what you like. I don’t care what project management approach you say is the best. I don’t care what you think of my approach to project management. I only care that you use whatever approach gets the job done.

I’m not criticizing anyone’s favorite methodology (or the Packers, for that matter). I just believe there’s a tendency to fall in love with processes, action items, forms, reports, control charts, and theories. Big freakin’ deal. Find what works for you, for your organization, and then do it.

Project management is about getting the work done. Project management is about getting from here, at project launch, to way down there at project closure. Project management is about getting to results.

Using the PMI Model

What approach do I use in project management? I subscribe to the Project Management Institute’s (PMI) Project Management Body of Knowledge (PMBOK). It’s the approach I’ve laid out in the previous articles in this series.

The collection of these five process groups is also known as IPECC: initiating, planning, executing, controlling, and closing. Here’s a recap of each process group:

· Initiating. A project is found feasible, a project manager is selected, and the project charter is created.

· Planning. Well, gee, I wonder what folks do in this process group? Yeah, they plan how the project should go. Planning is an iterative process group that allows project managers and the project team to revisit as needed.

· Executing. You’ve planned the work, now your project team completes the work. You execute the project plan, not the project team.

· Controlling. You aren’t going to let your project team run helter-skelter, are you? You’ve got to control the work to ensure that’s it done according to plan.

· Closing. The project work is complete, so you and the customer have to verify the deliverables and then close out the project finances, team reports, and lessons learned.

All projects, regardless of their model, move from initiating to closing.

Now think about this: You’ll find these five process groups in any of the project management approaches that are alive in the world today. Or, heck, even the approaches that aren’t alive anymore. Can’t you see the Egyptians going through IPECC for their pyramids? Do you think they actually called each group by the terms we’ve assigned to them today? Probably not, but I bet they performed some of the same actions that we do as project managers. (Well, maybe not the same actions–if they actually used slave labor, they had incentives to offer their project team members that we can’t use: Work or die.)

And what about IPECC in the World’s Fair example from Devil in the White City? As I read the book, I could actually see the project pass through IPECC.

Here’s an aside: You could argue that the 1893 World’s Fair wasn’t a project, but really a program–a collection of projects working together for a common cause. The fair had massive projects: buildings, landscaping, exhibits, transportation, and more. Each project within the program went through its own IPECC. Each project was independent, but all projects depended on each other to guarantee the success of the fair.

Back to Business: Professional Certifications

So what made me fall in love with PMI’s project management approach? I like to think that I’m a logical guy. I also like to think I’m not balding, have a great sense of humor, and can cook a mean steak–but that’s beside the point.

To me, PMI’s approach is the most logical, most forgiving approach to project management. It was also the way I learned project management, so it was easier to accept their approach and see how it can adapt to any project management model.

PMI offers the Project Management Professional certification. If you’ve been around the IT world for the past 10 years, you’ve experienced–or been blasted by–the flood of certifications that will allegedly help you earn more, prove your worth, verify your knowledge, and add letters behind your name.

Certification has become big business. Search this site. Search the web. Browse through your local bookstore. There’s even a magazine devoted to certification. I’m sure I don’t need to tell you any more about certifications in general, but let me tell you specifically about the PMP. First of all, it’s not the Pimp certification. I get this one all the time:

THEM: ‘Ha-ha, Joe. You’re a certified Pimp. Ha-ha.’

ME: ‘Yeah, pretty funny.’

THEM: ‘Ha-ha, Joe. You’re a certified Pimp. Get it? PMP? PiMP? Where’s your purple suit and gold teeth?’

ME: ‘Yeah, pretty funny. How’s your mother?’

You’ll have that conversation too after you’ve heard this ‘ha-ha’ for the billionth time.

Not everyone can take the exam. To earn your PMP certification, you must first qualify for the exam. You have to prove education and hours of experience, and pass a 200-question exam. After the exam, you maintain your certification by earning Professional Development Units (PDUs) through continuing education and PMI participation.

Once you submit your application, there’s a chance that PMI will audit your experience and education qualifications. This means that you’ll have to provide contact info for supervisors of your projects, proof of stated education, and your shoe size.

PMP Candidates have to qualify for the PMP Examination.

See how this certification is different from the ones from Microsoft, CompTIA, and others? It’s more than just your check clearing the bank. There’s a weeding process.

Did you notice that I said these are the current requirements? I bet you did. The PMP certification will change on September 30, 2005. The new certification requirements center on these key changes:

[lb] Exam qualifications. The new exam will require candidates to document specific project management experience, such as leading and directing project activities. This is not a current requirement for the PMP certification.

[lb] Experience documentation. Right now you don’t have to provide names and numbers of supervisors of the projects you’ve managed–unless your application gets audited. Once the new exam goes live, you’ll have to provide contact info on the exam application for all project experience.

[lb] Audits and review. PMI promises that all new applications will pass through an enhanced review process. And if you’re one of the lucky ones to get audited, you’ll get an instant notification that your application is being audited. Oh, the joy.

[lb] Passing score. Right now, the passing score for the PMP exam is 68.5%. On the new exam, you’ll need 81.7% to pass. Right now, you need just 137 of 200 questions correct. On the new exam, you’ll have to answer 141 of 175 questions correctly. But get this–there will a total of 200 questions, but 25 of the questions don’t count toward your passing score. These 25 questions are peppered throughout the exam to test their validity for potential use in future exams.

[lb] Three strikes. If you don’t pass the new PMP exam within three attempts, you’re out. That’s right. Part of the new PMP exam is that candidates will have three chances to pass the exam and then, well, they’re done for.

As you can imagine, there’s some incentive to pass your PMP exam before the exam changes. The good news, for now, is that once you earn your PMP you’re in for life–assuming that you maintain your required PDUs. If you’ve invested any time in studying and qualifying for the PMP exam, I advise you to take it before the new exam goes live.

And I should know. I wrote the book PMP Project Management Professional Study Guide (McGraw-Hill Osborne Media, 2003) and have watched sales rocket over the past few months. In addition, on my web site I sell a set of cards dubbed PMP Essentials that have all of the PMP exam facts you must know to pass. These have also been selling. My point? You’re not alone in your quest for PMP certification, but if you’re going to pass the exam before it changes you’d better act now.

Certifications and the Real World

You’ve probably noticed that this series of articles is titled ‘Real-World Project Management.’ Until this article, I ignored all certifications, project management approaches, and formalities with how projects move from start to finish.

Why? I don’t believe–and I bet you don’t either–that just because you have a certification you’re a better project manager. I don’t subscribe to the theory that a certified project manager is better than an experienced project manager. Both certified and noncertified project managers have only one thing to prove: Can they get the job done?

Who cares if Joe Schmoe has an MBA, PMP, and other alphabet soup behind his name, if he can’t deliver on his promises? Not me. I’d rather work with a project manager who’s practical, down to earth, accessible, logical, and can deliver, than with any PMP out there.

Having said that, I’ll go back to why I like the PMP certification: It assigns accountability. If there’s a PMP out there who blows as a project manager, it’s not because he doesn’t know the mechanics of what a project manager should do. A PMP is only as good as the projects he delivers. And there’s no exam that tests the quality, the completeness of a project deliverable.

Or is there?

I know of only one exam that tests the quality and completeness of a project manager: the acceptance and satisfaction of the project customer.

And what about the ability of management to compare a project’s anticipated costs against the actual costs within a project? The ability to benchmark actual schedules with what was promised? The same with promises in quality, communication, risk assessment, procurement, and the project management framework as a whole?

You want a real exam? An exam that really proves worth? It’s there. The real project management exam is in the results of every project you deliver.

If you are thinking about using a project management consulting company to assist your organization with implementing a Project Management Office (PMO), there are a couple of important factors that you should consider when choosing the right firm.

According to PMAlliance, Inc., an Atlanta, Georgia-based project management consulting company, implementing a PMO can present significant challenges.  For that reason, a phased approach to PMO implementation is not only crucial but also a distinguishing characteristic of successful project management consulting firms.  Experienced project management consultants know that a phased approach: (1) helps to overcome resistance to change, (2) allows for lessons learned in early phases to be incorporated in systems installed in later phases and (3) establishes a solid foundation of available project-level data prior to rolling-up enterprise-level information. 

Second, successful project management consultants also know that, when it comes to designing a PMO, there is no such thing as a “universal solution.”  To be effective, a PMO must be tailored to your organization’s project types, management/staff capabilities, and organizational culture.  A phased approach to implementation allows the necessary time (in the initial phases) to gather first-hand information about project characteristics, personnel, and cultural nuances so that the delivered solution can be tailored appropriately.

The Four Phases of Project Management Implementation

I.  Initiation Phase: Throughout the Initiation Phase, project management consultants use pilot projects to build process momentum, overcome natural resistance to change, and gain first-hand knowledge of your organization.  This goal of this phase is to successfully mobilize your organization, remediate any current at-risk projects, and set the stage for the next two Installation phases.  During this phase, the project management methodology is introduced and software training is conducted; but only for those individuals who will be specifically associated with pilot project teams.  Also, a plan for the Project-Level Installation phase is developed and key tools are created that will be utilized during the remaining Installation phases.

II. Project-Level Installation Phase: The second phase utilizes information gathered from pilot projects in the Initiation phase to roll-out structured project planning and control processes for all remaining projects, as well as to formally establish the Project Management Office.  This phase can include the creation of PMO job descriptions, formal guidelines for project planning/control, a project web site, and a web-based activity update system – basically the necessary infrastructure to support the consistent, successful application of project management techniques by the PMO.  Project Management Training is also rolled-out to the entire organization during the Project-Level Installation Phase.  By the conclusion of this phase, the nucleus of a Project management Office is in-place, all project team members have been trained, and the project management consultants are ready to begin transitioning from their role of supporting project team requirements to supporting the PMO staff.

III. Enterprise-Level Installation Phase:  During the Enterprise-Level Installation phase, tools are implemented that are focused on managing an organization’s entire portfolio of projects.  Examples of these tools include; enterprise performance metrics, a management “dashboard” to gain summary-level visibility to project status, and project scheduling based on limited resources and project priority (enterprise resource leveling).   The intent of these types of tools is to (1) provide management with timely and accurate information about the status of the all the projects being undertaken by the organization and (2) support business decision-making that impacts the successful completion of projects such as: changes to staffing, funding, project prioritization, and workload.

During the Enterprise-Level Installation Phase, the Project Management Office staff has already begun to assume some of the day-to-day responsibilities for developing and maintaining ongoing project plans.  In doing so, the PMO staff is able to free-up the project management consulting firm to focus on the design and implementation of the enterprise-level tools.  By the end of this phase, all responsibility for developing and updating individual project plans have been transitioned from the Project Management Consultants to the PMO staff.

IV. Maintenance Phase: The final phase marks the important transition of the Project Management Office from the project management consultants back to the organization.  In addition to supporting the day-to-day responsibilities for planning and controlling individual projects, the PMO staff will now become the focal point for providing the enterprise-level information and analysis required by management. 

At this point in the project management implementation process, the organization has been well trained, numerous success stories have been created and communicated, virtually all projects have well-developed project plans, and there is widespread support for investing in a formal project planning and control process.  Also, the Project Management Office infrastructure is in place, the PMO staff has been trained, and management has necessary visibility to the key project portfolio-level information. 

Successful completion of this phase creates long-term continuity by implementing the necessary policies and incentives to permanently inculcate project management into the culture of the organization.  Ideally, formal project planning and control processes will become recognized as a required core competency and an essential function within the organization.

Deliverables to Expect From Your Project Management Consulting Company

Phase 1 – Initiation Phase

• Initial communication(s) to management and assistance in the identification of pilot projects
• Project Management methodology and software training for identified pilot team members
• Project plans and formal control processes in place for all identified pilot projects
• A library of project “templates” for use during the Installation phases
• Standardized project coding structures and project-level report formats
• Finalized requirements and a plan for the Project-Level Installation phase

Phase II – Project-Level Installation Phase

• Network-based, structured project plans and formal control process for all targeted projects
• Rollout of PM/software training to all project leaders and team members
• Training and mentoring of PMO personnel
• Implementation of the initial PMO infrastructure
• Finalized requirements and a plan for the Enterprise-Level Implementation phase

Phase III – Enterprise-Level Installation Phase

• Implementation of the enterprise-level PMO infrastructure
• Turnover to PMO staff of the day-to-day responsibility for developing and maintaining individual project plans
• Finalized requirements and a plan for the Maintenance phase

Phase IV – Maintenance Phase

• Turnover to Project Management Office staff the responsibility for supporting all of the project management requirements of the organization
• Recommendations to management for policies and incentives required to permanently establish project management as a core competency and essential function

Conclusion

Without a doubt, the design of a Project Management Office must be tailored to the specific needs of its organization in order to be effective.  A universal “cookie cutter” approach does not recognize differences in project types, management, or staff capabilities. As a result, standardized solutions tend to have a low probability of success.  A phased approach not only maximizes the effectiveness of the project management consulting firm, but also of the organizations that they serve.  It allows time in the initial phases to gather crucial, first-hand information, overcomes resistance to change, and leads to a well defined and successful Project Management Office at the end.

About Thomas P. Stevens, PMP and PMAlliance, Inc. – Thomas P. Stevens, PMP is the President and found of PMAlliance, Inc. and holds a master’s degree in Business with a focus on Decision Science and is a registered PMP (Project Management Professional).  PMAlliance is an international project management consulting firm that helps Fortune 1000 companies improve the execution of their mission-critical projects.  For the second consecutive year, Inc. magazine has ranked PMAlliance Inc. among the fastest growing Project Management Consulting companies in the United States. Through its Duration-Driven® methodology, PMAlliance enables its clients to successfully complete their most important projects—on time, within budget and to the intended level of quality. Please visit their website at www.pm-alliance.com

There are many reasons that corporate executives turn to external consultants to provide project management support for their projects.  The challenges that organizations face include: sub-par project performance, the potential for lost credibility, lack of experience with a particular project type, and a lack of internal project management practitioners.  Project management consulting firms can supply experienced practitioners that offer high-quality solutions to the complex issues facing project teams. 

The following are six ways that project management consulting firms are making a difference with leading organizations.

ADDRESSING PROJECT-RELATED ISSUES

Often times it is the highly visible, at-risk project that drives management to recognize that a better project management approach is required.  Frequently, project management consultants are brought in to address various project-related issues including:  poor on-time performance (key dates being missed), unsatisfactory financial results (unnecessary expenditures to meet deadlines), dysfunctional team dynamics (poor communication, team in-fighting, and misdirection), and complicated team composition (multi-locational, language barriers, external partnerships, etc). 

By providing the right combination of methodology, training, resources and technology, project management consulting firms can help executives determine how to most effectively focus the resources they have available.  They can also help preserve the integrity of project deliverables by ensuring that issues are identified in a timely manner and key dates are being consistently met.  These tools and support solutions help improve overall project metrics, while enabling project teams to work more effectively and efficiently in high-stress environments.

PROVIDING ADVANCED PROJECT ANALYSIS TO UPPER MANAGEMENT

In many cases, upper management has difficulty evaluating project performance and making the best decisions because they lack visibility to key project information. A project management consulting firm can provide the necessary reports and analysis to equip managers with key information on upcoming obstacles, possible project pitfalls, and potential resource constraints.  When this type of information is incorporated as part of a more encompassing project management approach, the consultant can convert standard project data from a reactive snapshot of historical information into a predictive project analysis tool. 

FILLING AN EXPERTISE GAP

Projects are sometimes launched without regard for the expertise and experience of the project teams working on them.  Also, a project’s complexity, magnitude, and uniqueness may be a significant concern even for the most experienced teams.  Finally, the project management proficiency required to lead major a project initiative may be unavailable or in short supply.   In these instances, a project management consulting firm can provide the required expertise necessary to drive the project to a successful outcome.

ESTABLISHING A PROACTIVE APPROACH

Many projects, by default are managed using a reactive approach to problem solving.   This style of project management creates an environment where “fire fighting” is the norm and the latest project emergency demands the attention.  A proactive project management approach enables project teams to identify obstacles earlier in the project, which allows them to make better decisions and provide more cost effective solutions.  By implementing the right mix of training, consulting and advanced tools, a project management consulting firm can establish an early warning system that provides management a forward-looking tool to ensure their project will be executed as-agreed.

OFFERING SHORT-TERM SUPPORT SOLUTIONS

The lack of qualified personnel to support a congested project pipeline is an ongoing concern to many organizations.  Hiring and training full-time resources and mentoring them in the intricacies of an advanced project management approach can require more time than organizations have available.  Project management consulting firms can fill the gap between the immediate need project management support and the organization’s current capabilities.

PROJECT ASSURANCE

Some projects are so critically important to the success of an organization that failure is simply not an option.  In some cases, a past project may have been so poorly executed that management wants assurance that future projects will be more successful.  A project management consulting firm can assist in this scenario by helping to deploy advanced risk mitigation tools and providing expert scrutiny of existing project schedules.

CONCLUSION

Project management consulting firms can bring a combination of experience, knowledge and advanced tools that are not readily available in most organizations. By combining those capabilities with an understanding of best-in-class project management practices it is easy to see how the benefits realized from using a project management consulting firm can far outweigh the out-of-pocket investment.

About Thomas P. Stevens, PMP and PMAlliance, Inc. – Thomas P. Stevens, PMP is the President and founder of PMAlliance, Inc. and holds a master’s degree in Business with a focus on Decision Science and is a registered PMP (Project Management Professional).  PMAlliance is an international project management consulting firm that helps Fortune 1000 companies improve the execution of their mission-critical projects.  For the second consecutive year, Inc. magazine has ranked PMAlliance Inc. among the fastest growing Project Management Consulting companies in the United States. Through its Duration-Driven® methodology, PMAlliance enables its clients to successfully complete their most important projects—on time, within budget and to the intended level of quality. Please visit their website at www.pm-alliance.com.