What is it like to be project management consultants or project managers? How can you distinguish yourself from the rest? In this article, let’s answer these questions.
Some of you might be starting out as a project management consultant; others may already be working on various projects. Therefore, besides clinging to your company’s mission, vision and values, let’s dive into the topics below to give you a better picture about distinguishing yourself from other project management consultants. Read more about independent project management consultant.
1. Status Quo is a no-go.
Consulting is responsive. It requires constantly evaluating a situation and involving stakeholders. Even though past events might give an idea of what to do, we at PMCC strongly recommend you as a project management consultant to constantly finding creative ways to solve problems.
2. Integrity and accountability.
The main goal as a project management consultants is to complete the project for a broader purpose and for the good of all. Personal benefits and interests should come last. Therefore, if you make a mistake, it is your responsibility to admit it. Be accountable of your actions and decisions.
Next, report honestly. Put the issues on the table, even if it means losing the job in the worst-case-scenario. As humans, we sleep better if we are honest. So, be mature and strong enough to tell the truth.
3. Only solutions, not problems.
In many cases, being a project management consultant, you are seen as an external party and take on the jobs that nobody else wants to do. Thus, use your experience and competency to highlight project problems and issues. Report these issues by also providing solutions. Create scenarios for the client to choose from. Go the extra mile by being proactive and setting the pace. Do weekly reports based on your weekly targets. This enables you to document progress, issues and risks.
4. Proactive project management consultants.
How to be proactive? These are some ways to demonstrate this quality:
- Use proper tools and, when appropriate, advise clients based on facts and not personal opinions.
- Strive to complete projects and hit weekly targets.
- Report when necessary. Any lack of resources, qualified talents, budget, vendors or time must be reported. Highlight any risks. However, you must report this respectfully and accurately. Lay down the facts, no more.
- Projects and project management are exact. Duration, scope, resources and costs always link together. If it is incomplete or not up to standard, will impact the entire project. See the whole ‘picture’ and take appropriate measures, either directly or by reporting and proposing measures.
All of the practices mentioned above are standard in PMCC. It requires a strong personality to handle the work efficiently. Therefore, personal education and development, self-management, a lasting hunger for knowledge, and complying with your organisational values are of utmost importance.
6. Chart is not art
Charts are not just nice graphics. It is handy to have the following two important charts:
- Contractual organisation chart. This helps to understand the Project Owner, End-user, Consultant, Employer, Main Contractor and Sub-contractors. It is critical as it dictates the flow of communication and the rules of execution.
- Project team chart. This depends largely on the scope of work. Therefore, create the Work Breakdown Structure (WBS) and List of Responsibilities to understand what the project needs to deliver and who will deliver it.
Being a project management consultant is not just about delivering the project within budget and on time. At PMCC, we strongly recommend you to be alert of the situation and practice integrity and accountability, as well as providing solutions to add value to your clients. In addition, proactivity, self-management and using charts are ways to distinguish yourself from other project management consultants. For a limited time only, receive a complementary consultation on your project.