Consultants are among the most experienced IT pros when it comes to project management methodology and practice. If you're helping your clients establish a PMO, check out this series from columnist and project management expert Tom Mochal.
Among IT professionals, IT consultants tend to be more well versed in project management techniques and processes than, say, your garden-variety network administrator. Not surprisingly, organizations will often call on consultants to help establish a project management office (PMO).
With that in mind, project management guru and TechRepublic columnist Tom Mochal put together an eight-part series on helping your clients establish a PMO. Here’s a breakdown of each article and what it can offer you or your clients when setting up a PMO.
- "Establishing a Project Management Office"
All those Y2K projects did more than just load organizations with new software and hardware. In many cases, businesses established project management offices to handle large-scale tasks. Three years later, Y2K is gone, but PMOs remain. Here’s how consultants can introduce clients to the PMO and the efficiencies it can bring.
- "You must build a PMO that makes the most sense to your organization"
Consultants can’t expect the latest PMO they’re helping a client establish to be a carbon copy of one they set up last year in a different organization. Knowing how the PMO will work within the client’s organization dictates how the office will be set up.
- "Deploying project management in a client’s organization"
What’s the best way to convince your client’s workers that they’re going to have to approach projects differently? Heed these suggestions to help your client’s workers adjust to working with a PMO.
- "Defining and supporting project management methodology"
A project management methodology includes the processes, procedures, templates, best practices, standards, guidelines, and policies that you use to manage projects. Here’s how they’re put together for your clients.
- "Build project management skills through training and coaching"
Okay, so you’ve put a PMO in place for your client. Make sure that you've given your client’s employees enough instruction to understand project management processes.
- "The PMO should perform audits and assessments to validate progress"
What good is a PMO—and how can you demonstrate its value to your client—if you don’t gauge how it’s performing? This article includes sample questions that you would use when auditing a PMO.
- "Leverage the PMO to consolidate project status and metrics"
Reporting problems and incomplete information can complicate a consultant’s efforts to understand the status of an organization’s projects. Here’s how to overcome these obstacles.
- "Rounding out the PMO with other product and service offerings"
Helping to steer a client's projects is great, but what else can a consultant who helps establish a project management office offer? Try these additional services to increase the value of the PMO.