Before starting his own independent consulting firm, Jeff McCown worked for nearly twenty-five years at two of the largest, most respected national tech consulting firms. During those years, Jeff gained broad experience in several different industries, including high-tech, manufacturing, distribution, transportation, telecom and healthcare.
Jeff has worked with some incredibly dynamic organizations, focusing largely on enterprise system implementations and process improvement engagements. He has also provided operational leadership for his previous consulting firm. We are lucky to have him aboard as an M&A consultant, and he was kind enough to share his insights into the consulting field in this edition’s Tips and Tricks.
Project plans, status reports, issues logs and risk mitigation plans are important tools for all effective project managers. I think of these tools and their use as the "science" of effective project management. Through training and experience, one can learn the tools, as well as how and when to use them. However, these tools alone will not guarantee your project is successful. Equally essential are the "artistic" components of project management. Here are a few of the softer things I focus on to make sure I'm effectively managing my projects:
Establish Communication Expectations
Determine how and when the client wants you to apprise them of the project progress and issues. This includes formal communication vehicles like status reports, issue lists. It also includes informal channels such as emails, chat sessions or stopping by their office for brief conversations. Find the sweet spot for your client contacts where you are sensitive to their time but also keeping them adequately apprised of the project.
Discussing expectations should not stop with your primary client contact or immediate project team. Identify other stakeholders who have a vested interest in the success of your project. Meet with them to understand how they want to be apprised of the project and any issues they deem relevant.
Document this somewhere to periodically reference to confirm you are meeting the communication expectations. Communication is key. More often than not, when projects go sideways, communication (or lack thereof) is at the heart of the quagmire.
Take Ownership for the Project and Client's Success
You may be a consulting or contract resource but that doesn't preclude you from owning the success of the project. An easy way to do this is to assume a "We" mentality. By avoiding the us/them mindset, you will naturally see the project as something that is just as important to you as it is the client resources. Clients appreciate working with individuals with an equal (or stronger) interest in shepherding the project to a successful result.
Make Everyone Around You Successful
An effective leader makes everyone around them more successful than they would be otherwise. And an effective consultant allows those working around you to take the credit for the project's success. When you make your buyer and your project team look good, you also benefit from the glow.
Avoid Canned Solutions
Sure, you've led many projects similar to your new client engagement. Going in, you have a great idea for what your client and project needs to do to be successful. That's great, but avoid jumping to solutions until you have a better understanding of the client landscape.
Be curious and know you need to tailor your approach for every engagement. Ask questions to assess the client culture, personalities, burning platforms, organizational priorities, other initiative statuses, and the abundance or scarcity of tools and processes in place before you jump to a conclusion for what should be done.
Be Flexible
Rarely does a project or role match how it was initially framed. Keep an eye on the client's dynamic environment and continually assess if the project's focus or your role needs to change. Work closely with your client contacts to share what you see, and propose the changes you think should occur. If the client agrees with your assessment, work with them to make the appropriate changes.