Level2wo

No matter how many projects I work on, and no matter how many agencies I work with, it seems to be a common thread that processes need improving (in some cases creating), and that there needs to be an advocate or champion within the organization that ensures that these processes are created, implemented, and most importantly, followed by all of the internal stakeholders. In the heat of the battle–projects coming in at a rate a little more than what a normal project manager can handle, requests popping up from developers, designers, information architects, clients, and copywriters, deadlines creeping up, new SOWs you have to kick out, requirements documents that need completing, Project Organization Manuals, etc., it’s easy to understand how actually following a process can get in the way. Or seem like it will, anyway.
But I can’t stress enough just how important having the processes in place–not only for the PM’s working but the newbies that arrive to rescue the day–is to ensuring you can not only manage your current projects but be able to take on and effectively manage new projects. But how can we actually implement anything if we’re all busy managing projects, you ask? Simple. Outsource.

Sometimes you have to bite the bullet and hire a Project Management consultant or someone with a similar title who understands the ins and outs of project management, in my world a project management consultant in the Interactive space. If you’re a large agency, this shouldn’t be a problem–but I know for the smaller agencies with more limited resources, shelling out $75-$100 an hour or more can be a painful proposition. In the end, however, at least in my opinion, it’s definitely worth it for many reasons. Some of the reasons include:

1. Bringing in someone from the outside helps clarify what you may already think is clear.
2. Paying someone to work just on process improvement will get the job done faster.
3. Bringing in someone that isn’t assigned other projects will allow that person to focus, and thus allow them to be more effective.
4. Another set of eyes and experiences that will help strengthen the experience of your current PM organization.
5. You may just have your next project manager already working for you.

But before you jump up and down for joy that you have the budget to hire someone to fix what’s been broken for so long, make sure you’ve set the goals and objectives very clear in your mind, so that the person coming in to fix your project management organization has a base to work from. Make sure you’ve outlined what’s expected of the new PM consultant. Some things to consider making clear you want:

1. Documentation.
Make sure that the PM consultant creates documents that are useful to your organization for not only presenting to the client but that are effective information gathering tools that will help consolidate any and all project-related information that will be needed internally. A standard set of documents could include: POMs (Project Organization Manuals), SOWs (Statement of Works), BOM’s (Bill of Materials), Invoices, Contact lists (both internal and external), Vendor lists (in case you need to outsource any of the work to outside specialists), Escalation procedures, Change requests, Business requirements documents, Project Plan examples and templates, Design element documents, and any other documents that will be needed or produced by your project teams.

2. Communication Tools.
You want to have your communication tools evaluated for your projects, including file transfer tools such as FTPs and other software that you would use for transferring not only externally to the client but internally to those working on the project.

3. Finance.
Make sure you’re getting paid for your projects, and make sure that you’re documenting and following up appropriately. I hear and have seen how easily it is to forget to get paid. Clients aren’t in a rush to pay you–it’s only you who will ensure you get paid.

While I have covered a good deal of why processes are important, I’ve really only created a general overview of what you need to do to ensure your PMO needs to do to get closer to running a smooth operation. There will absolutely be pains associated with the process, but they’re growing pains that you’ll need to do as a creative or interactive agency, at least if you want to make your life easier. If you have any of your own suggestions you’d like to share, please feel free to comment. 

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