Download this template to see how well your clients are prepared for project management

by Paul Baldwin | Jan 16, 2003 8:00:00 AM

Tags: Tools & Techniques, Strategy, Paul Baldwin, project management, PMO

Takeaway: Consultants tasked with introducing formal project management processes to a client would do well to understand how much the client has already embraced project management, if at all. This template can help you gauge the work you have ahead.

For consultants who have fully embraced formal project management processes, it’s likely you’ll be called on to spread the “religion” to your clients. After all, one of the selling points of project management is that it allows you to make the best use of your time and resources.

With the growing popularity of the PMP certification and the exposure that more IT workers have to project management processes, it’s probable that some of your clients have already begun an informal adoption of a project management methodology, making it an easier sell for consultants like you.

But what’s the best way to assess your client’s take on project management? Are there tools that you can use to make your work easier?

TechRepublic columnist Tom Mochal, who writes a weekly project management-related column for both the IT Consultant and IT Manager republics, has put together a Current State Assessment template to help you determine how much your client’s organization has embraced project management and how much you’ll have to work to bring it along.

The document is set up so that each section asks questions for you to ask of the client’s organization. For example, under the template’s Culture heading, it’s recommended that you ask:

• What is the project management culture?
• Is project management seen as value-added or as an administrative burden?
• Is there a common methodology today?
• Is anyone responsible for the process today?
• Are there some obvious aspects to the organizational culture that will make this deployment easier or harder?

In all, there are 24 sections that, at least in this iteration, require your attention. You may, of course, add or remove sections if you think they add little value to your client’s project management effort.

PMO series
We decided to feature this document as we run an eight-part series from Tom on establishing a project management office and the opportunities for consultants. Here’s a rundown of the series and links to each article:

• "Establishing a Project Management Office"
• "You must build a PMO that makes the most sense to your organization"
• "Deploying project management in a client's organization"
• "Defining and supporting project management methodology"
• "Build project management skills through training and coaching"
• "The PMO should perform audits and assessments to validate progress"
• "Leverage the PMO to consolidate project status and metrics"
• "Rounding out the PMO with other product and service offerings"

Print/View all Posts Comments on this article

Can clients be convinced?Jay Garmon  | 02/04/04

For your eyes onlythinkdata@...  | 02/06/04

RE: Download this template to see how well your clients are prepared for project managementki@...  | 01/05/08