I'm a consultant providing PM services for a company that has little to no formal experience with formal PM methodologies. I was hired to help them manage projects but have been experiencing a lot of roadblocks and push-back from stakeholders.
Some examples:
- business lead does not want me to reach out to potential vendors and only wants to be the only one reaching out to them. As a PM, I think my duty is to do research on the service offerings of potential vendors. If I don't reach out to them, how will I know what we are dealing with?
- business lead questions the PM tools that I use (MS Project, RAID log, etc.) and questions why we are using these.
I, unfortunately, agree with the business lead and the PM reaching out to potential vendors. Especially as a consultant, you are not likely authorized to negotiate on behalf of the client and gives mixed messages to the vendor. Also, the business needs to be in those same conversations for efficiency, set the vendor/client relationship, etc. And, as someone who is new, it is not likely you know the entire organization, its needs/budget, project history, leaders' preferences, infrastructure, etc.
One thought is to organize/review the requirements needed for the vendor review. Make a list. Organize, prioritize, and weight them. Document and review what the vendor can offer as vendor reviews are done and that will inform you of what you are dealing with. It will also create an artifact that the business can point to if "vapor ware" starts to be a thing and/or can be used in the contracting process.
Prove the value of what "project management" can do for them (organizing and breaking into steps the ways to accomplish a goal etc.). Thinking that there's just one way (talking directly to the vendor) doesn't necessarily demonstrate the real creativity of project management. And, my guess is the tools will become less of a concern, too. Saving Changes...
Stéphane ParentSelf Employed / Semi-retired| Leader MakerPrince Edward Island, Canada
Are you really a consultant or a contractor? If you are a contractor, you are there to augment the staff and perform the duties indicated. To the best of your abilities, of course, but still as indicated.
If however, you are truly a consultant, you were brought in to provide counseling, advice, and recommendations. That role is more prevalent in a PMO, not as a standalone project manager. My question would be: who hired you? If you were hired by someone other than the business lead then you need to go get the appropriate directions on your role with the right person.
I am currently a contractor doing PM work on an Agile project. My efforts at providing agile direction and examples have been stymied by a bureaucracy that doesn't know how to control Agile projects. (Hint: they shouldn't!) I have to back down and do what I can within the responsibilities I am given. Saving Changes...
