1. 1 Managing Projects as a Consultant How to quickly succeed in a new and unknown environment! ©Copyright 2002 Casey Worthington & Bruce Robertson

2. 2 Agenda  Introduction  PM Consulting Defined  The Psychology of Consulting  Adapting to the Customer  Politics and Culture  Customer Business Practices  Survival Techniques – What not to do !  Summary  Questions and Answers

3. 3 What you will learn  Understand the differences between in-house, vendor, and independent based project management  How to quickly assess and understand a new customer environment  How to establish and build political alliances to ensure the viability of the project – and your success  Discover and diffuse hidden landmines, which could potentially de-rail your project  Quickly adapt to both formal and informal environments

4. 4 Introduction  Casey Worthington, PMP  Bruce Robertson, PMP  “PM” is defined as Project Management, Project Managers  Presentation examples are drawn from experience in the IT Industry  The presentation is primarily geared for In-House Project Managers interested in pursuing a career as a PM Consultant  PM Consulting is here to stay

5. 5 Agenda  Introduction  PM Consulting Defined  The Psychology of Consulting  Adapting to the Customer  Politics and Culture  Customer Business Practices  Survival Techniques – What not to do !  Summary  Questions and Answers

6. 6 PM Consulting vs. Other types of Consulting  PM Practitioner, not Management Consulting for PMO’s etc.  Always a Project!  Projects come with a Team  Customer Expectations  Framework, Standards, Methodology  Extension of Management

7. 7 PM Consulting: With a Vendor or as an Independent  Branding  Support Network  Compensation  Training  Career Path  Market Variance Susceptibility  Is “Bench Time” Unemployment?

8. 8 PM Consulting as an Independent  The World of Head Hunters! – Who Owns the Relationship? – Marketing and Sales – Value Proposition – Loyalty and Self Interest – Restrictions on Future Business – Payment Pro’s & Con’s – Levels of Professionalism

9. 9 PM: In-House Vs Consulting  Compensation Packages  Professional Credentials  Support and Allegiances  Higher Risk Projects  Inherently Temporary  Sales Hat

10. 10 PM Role Matrix ProConCommon In-House Stability, Comfort, Work Friendships, Career Path, Long Term Alliances Compensation, New Challenges, Stagnation, Becoming Labeled Vendor Consultant Training Funds, Career Path, Support, Team, Compensation Work Friendships, Stability and Comfort, more politics w/Vendor and Customer, potential for Scapegoating Sales Role, Temporary Postings, High Risk Projects Independent Consultant Revenue, Write Offs, Business Ownership, Schedule Flexibility Training Costs, Career Path, Market Swings, Bench Time as Unemployment, Stability and Comfort, Work Friendships, Scapegoating Head Hunters, Sales Role, Temporary Postings, High Risk Projects

11. 11 PM Consultant Must Haves  Social Skills  Professional Credentials  Appearance and Wardrobe  Confidence and Self Assurance  Language Skills  Ability to Interact at Multiple Levels  Is Consulting Right for You?

12. 12 Agenda  Introduction  PM Consulting Defined  The Psychology of Consulting  Adapting to the Customer  Politics and Culture  Customer Business Practices  Survival Techniques – What not to do !  Summary  Questions and Answers

13. 13 The Psychology of Consulting  Foot always Half out the Door  No sense of Home or Stability  Feeling Alone  Acceptance of Customer Limitations  Can not Rest on Laurels  Weariness from Always Moving  Tough Role

14. 14 Agenda  Introduction  PM Consulting Defined  The Psychology of Consulting  Adapting to the Customer  Politics and Culture  Customer Business Practices  Survival Techniques – What not to do !  Summary  Questions and Answers

15. 15 Know your Customer  Consultants must Continuously Adapt to the Customer  Don’t expect the Customer to Change  Learn official Policies, Procedures and Practices quickly  Potential Contradiction in PM Consulting Mission

16. 16 Adapting to the Customer Levels of adapting required: Higher Lower

17. 17 What not to Comprise or Change  Core Values  PM Principles  Assertiveness & Leadership  Don’t be afraid to say No … … but with Options !

18. 18 Agenda  Introduction  PM Consulting Defined  The Psychology of Consulting  Adapting to the Customer  Politics and Culture  Customer Business Practices  Survival Techniques – What not to do !  Summary  Questions and Answers

19. 19 The Political Environment  Politics vs. Culture  The Power of Influence vs. Formal Authority  3 Levels of Politics – Personal, professional and organizational  Establish Relationships at every Level  Create Political Alliances – Personal and business

20. 20 Political - Tips and Techniques  General Awareness  You are an Expendable Resource  Cultivate Relationships at every Level of the Organization  Gate Keepers – Identify them Early & get to Know Them  Personal Power – you have it, use it !

21. 21 The Cultural Landscape  Understand the Sector, Industry and Company you are working with  Become a Pocket Sociologist  Understand how Leadership is Practiced  Discover the Unwritten Rules and Attitudes  Attempt to Influence only once you Understand the Lay of the Land  Maintain your Own Style

22. 22 Agenda  Introduction  PM Consulting Defined  The Psychology of Consulting  Adapting to the Customer  Politics and Culture  Customer Business Practices  Survival Techniques – What not to do !  Summary  Questions and Answers

23. 23 Customer Business Practices  Must Work Within the Existing Context of the Customer’s Business Practices  Depends on the Type of Engagement: – Turnkey, body shop or independent  Working within an Existing PMO  Reporting Structures  Managing Multiple Parties

24. 24 Agenda  Introduction  PM Consulting Defined  The Psychology of Consulting  Adapting to the Customer  Politics and Culture  Customer Business Practices  Survival Techniques – What not to do !  Summary  Questions and Answers

25. 25 Survival Techniques: What not to do!  Don’t take politics and business matters personally  Avoid negativity of any type  Never take all the credit  Avoid any forms of criticism  Do not alienate internal stakeholders  Avoid discussing or flaunting personal wealth  Do not become emotionally engaged with project  Avoid discussing your contract or engagement details

26. 26 Summary  You must become a student of organizations and their culture  It is your job to adapt  Be confident, true to yourself and always try to add value  Maintain your professionalism … … let your work speak for itself  Consulting is an exciting opportunity, which will require all of your professional and social skills

27. 27 What you have learned  Understand the differences between in-house, vendor, and independent based project management  How to quickly assess and understand a new customer environment  How to establish and build political alliances to ensure the viability of the project – and your success  Discover and diffuse hidden landmines, which could potentially de-rail your project  Quickly adapt to both formal and informal environments

28. 28 Questions ?

29. 29 Presented by:  Casey Worthington, PMP caseyvw@rogers.com  Bruce Robertson, PMP abrobertson@hotmail.com Thank You !