4 December 2009

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Technical Prowess Doesn’t Necessarily Equal Consulting Success

By Pattie Vargas, MAOM, PMP, and Daryl C. Tannis, MS, PMP

A previous issue of Community Post explored what it takes to become a project management consultant. The first article outlined three steps: 1) Be brutally honest with yourself, 2) have a game plan and then 3) count the costs. Based on feedback we received, we decided to cover an additional consideration: your soft skills.

To be successful in consulting, you need to investigate whether you actually have the specific set of skills necessary. Project management knowledge is obviously a key. But a common mistake is to place more emphasis on your technical expertise than your people management capabilities. You’re going to need both!

You’ll Likely Be Dealing With Clients Who Don’t Understand Project Management

That’s why they need you in the first place! But be prepared for resistance as you demonstrate to them that a lack of project management has led them to where they are. They will need your guidance on what a project manager does and why those skills and activities are worth their investment in you. You’ll have to educate them on the key elements that constrain a project when they want the project delivered yesterday and at half the price.

Speaking of price, do your due diligence. Be well versed in what project managers are paid in your area, both as contractors and as employees. You will need to help your potential client step through a realistic cost-benefit analysis that comes out in favor of hiring you to do the job. An important component of that analysis is the soft, or hidden, cost of unmanaged resources. Do a thorough assessment of the level of their pain and desperation – all of those factors together give a clear picture of the cost of delay and inaction.

I Already Do All of This – How is it Different from Being an Employee?

Basically, you’re right. Employee project managers are constantly having to prove their value, especially in a down market when companies are operating as lean as possible. But once you’re on the outside trying to work your way in, there are a different set of skills necessary:

• You’re a salesperson – if you’re not comfortable with sales, you’ll have to find a way to get comfortable! You are the product and you’ll need to clearly articulate your service and value proposition. No one else will do it for you.
• You’ll need tact, diplomacy and influence, all components of emotional intelligence. The employees you’ll be leading won’t automatically follow you – after all, you’re not really one of them. Being able to read the situation and respond appropriately in order to have the greatest impact is an extremely valuable skill.
• Be prepared for a long sales cycle. Despite the urgency of the problem, potential clients might delay the decision, making a bad situation worse. It’s possible that they might be shopping around for a better price but it could also be that the ultimate decision makers are the ones dragging their feet.

Don’t take it personally, but don’t be afraid to re-assess your quote if the situation has changed dramatically while they delay. Balancing the desire to win the contract with not giving your services away is a learned art – you won’t necessarily get it right every time.

Consulting can be extremely rewarding, as you experience a variety of different situations and the privilege to provide valuable expertise to clients in need. Just be sure to give as much weight to your relationship building abilities as to your technical expertise. By thoroughly assessing your own capabilities and the opportunities in the marketplace, you’ll be able to make better decisions about your future career path.

Pattie Vargas, MAOM, PMP, is Principal with The Vargas Group where she provides team and project management, human performance improvement and organizational development, with a specialty in interpersonal skills and career development for technical disciplines. She welcomes your comments and questions at pattie@thevargasgroup.net.

Daryl C. Tannis, MS, PMP, is the CEO of P2QM Global, where he leverages over 18 years of program and project management leading a team of experienced professionals in a variety of technical and business management consulting engagements.