Introduction
Consultant project managers are moving beyond their traditional responsibilities to fulfill three additional roles: account manager, surrogate sponsor and profession leader.
Research Methods
25 senior consultant project managers from the USA, Canada and the UK who had managed transformational IT projects were interviewed.
Findings
Consultant project managers
- Take on account management responsibilities because the client develops a stronger relationship with them than with the appointed account manager
- Become surrogate sponsors when the business sponsor is unwilling or unable to support a project
- Assume the role of thought leader to demonstrate the supplier's reputation in project management
Recommendations
Consultant project managers should embark on a long-term self-development plan. The authors conclude with a list of recommendations for education and actions.
