| There are many reasons that corporate | | | | teams working on them. Also, a projects |
| executives turn to external consultants to provide | | | | complexity, magnitude, and uniqueness may be a |
| project management support for their projects. | | | | significant concern even for the most experienced |
| The challenges that organizations face include: | | | | teams. Finally, the project management |
| sub-par project performance, the potential for | | | | proficiency required to lead major a project |
| lost credibility, lack of experience with a particular | | | | initiative may be unavailable or in short supply. In |
| project type, and a lack of internal project | | | | these instances, a project management consulting |
| management practitioners. An outside firm can | | | | firm can provide the required expertise necessary |
| supply experienced practitioners that offer | | | | to drive the project to a successful outcome. |
| high-quality solutions to the complex issues facing | | | | ESTABLISHING A PROACTIVE APPROACH |
| teams. Following are six ways that project | | | | Many projects, by default are managed using a |
| management consulting firms are making a | | | | reactive approach to problem solving. This style of |
| difference with leading organizations. | | | | project management creates an environment |
| ADDRESSING PROJECT-RELATED ISSUES | | | | where fire fighting is the norm and the latest |
| Often times it is the highly visible, at-risk project | | | | project emergency demands the attention. A |
| that drives management to recognize that a | | | | proactive project management approach enables |
| better project management approach is required. | | | | project teams to identify obstacles earlier in the |
| Frequently, consultants are brought in to address | | | | project, which allows them to make better |
| various project-related issues including: poor | | | | decisions and provide more cost effective |
| on-time performance (key dates being missed), | | | | solutions. By implementing the right mix of training, |
| unsatisfactory financial results (unnecessary | | | | consulting and advanced tools, a Project |
| expenditures to meet deadlines), dysfunctional | | | | Management Consulting firm can establish an early |
| team dynamics (poor communication, team | | | | warning system that provides management a |
| in-fighting, and misdirection), and complicated team | | | | forward-looking tool to ensure their project will be |
| composition (multi-locational, language barriers, | | | | executed as-agreed. |
| external partnerships, etc). By providing the right | | | | OFFERING SHORT-TERM SUPPORT SOLUTIONS |
| combination of methodology, training, resources | | | | The lack of qualified personnel to support a |
| and technology, project management consulting | | | | congested project pipeline is an ongoing concern |
| firms can help executives determine how to most | | | | to many organizations. Hiring and training full-time |
| effectively focus the resources they have | | | | resources and mentoring them in the intricacies of |
| available. They can also help preserve the integrity | | | | an advanced project management approach can |
| of project deliverables by ensuring that issues are | | | | require more time than organizations have |
| identified in a timely manner and key dates are | | | | available. Project Management Consulting firms can |
| being consistently met. These tools and support | | | | fill the gap between the immediate need and the |
| solutions help improve overall project metrics, | | | | organizations current capabilities. |
| while enabling teams to work more effectively | | | | PROJECT ASSURANCE |
| and efficiently in high-stress environments. | | | | Some projects are so critically important to the |
| PROVIDING ADVANCED PROJECT ANALYSIS | | | | success of an organization that failure is simply |
| TO UPPER MANAGEMENT | | | | not an option. In some cases, a past project may |
| In many cases, upper management has difficulty | | | | have been so poorly executed that management |
| evaluating project performance and making the | | | | wants assurance that future projects will be more |
| best decisions because they lack visibility to key | | | | successful. An outside firm can assist in this |
| project information. A PM consulting firm can | | | | scenario by helping to deploy advanced risk |
| provide the necessary reports and analysis to | | | | mitigation tools and providing expert scrutiny of |
| equip managers with key information on upcoming | | | | existing project schedules. |
| obstacles, possible project pitfalls, and potential | | | | CONCLUSION |
| resource constraints. When this type of | | | | Project management consulting firms can bring a |
| information is incorporated as part of a more | | | | combination of experience, knowledge and |
| encompassing project management approach, the | | | | advanced tools that are not readily available in |
| consultant can convert standard project data | | | | most organizations. By combining those capabilities |
| from a reactive snapshot of historical information | | | | with an understanding of best-in-class |
| into a predictive project analysis tool. | | | | management practices it is easy to see how the |
| FILLING AN EXPERTISE GAP | | | | benefits realized from using a consulting firm can |
| Projects are sometimes launched without regard | | | | far outweigh the out-of-pocket investment. |
| for the expertise and experience of the project | | | | |