About the Project General Company
Shared path to success
ABOUT
Proven
Twenty two years experience in Indonesia
Knowledgeable
Knowledgeable
Global Standard
PMBOK, Agile, and ISO 21500
About the Project General Company
The PROJECT GENERAL COMPANY manages projects in Indonesia using: PMBOK, AGILE, ISO and Hybrid methodologies as an outsource and in-source provider of services and training. Portfolio, Program and Project and PMO consultations are available. The PROJECT GENERAL COMPANY trains project managers using PMBOK (PMP), AGILE, and ISO 21500 project management methodologies in Indonesia. The PROJECT GENERAL COMPANY builds, refreshes, and creates Project Management Offices (PMO) in Indonesia.
Four Attributes of a successful project management consultant
The project General Company believes four attributes of a project management consultant:
(1) a solid foundation in project management or a subject matter expert (SME) in a particular area of project management, such as a PMP® or AGILE, or ISO 21500;
(2) demonstrated experience applying project management “best practices” in practical situations;
(3) genuine customer relationship management (i.e., understanding the client's problems, formulating recommendations, and implementing solutions); and
(4) credibility
As a project management consulting company, our services are based on providing our clients with resources with the appropriate knowledge and skills. We hire staff with educational and/or certification requirements. We look for candidates with a college degree in the functional area in which they will be working (e.g., information technology, health care, finance). Since we operate in government regulated markets, the PMP® is a minimum requirement for our project managers. Other certifications and credentials provide our clients with specialized knowledge, such as the Certified Cost Estimator/Analyst (CCEA®) from the Society of Cost Estimating and Analysis or the Certified ScrumMaster (CSM) from the ScrumAlliance®.
Client Relationship Management
The biggest challenge for many project management consultants is not applying project management knowledge and demonstrated experience in client engagements, but having to manage a client's expectations. This involves another set of skills that are often difficult to master:
Managing client relationships also involves a different set of expectations and challenges. To be successful, the consultant will have to understand the client(s) and their roles in their organizations. Project General identified several challenges when working within a client's organization:
As a project management consulting company, our success and continued business is based on sound client relationships. All new employees are required to participate in an introduction to consulting training. This helps sets expectations and provides new employees with resources for developing client relationship management skills. We use mentoring and coaching to help refine communication and problem-solving skills of all staff, but with particular attention to staff responsible for client interactions. We also use personal performance assessments, with input from clients, peers, subordinates, and managers, to identify strengths and weaknesses in client relationship management. Weaknesses are addressed through professional development plans.
We also understand that client relationships are about personalities. We involve senior management in helping establish and maintain client relationships. This helps with the early identification and resolution of personality conflicts between consultants and clients.
Credibility
Credibility comes through relationships with clients who have become confident in the consultant's abilities to meet their expectations. Clients appreciate qualities that all of us should be capable of providing: honesty, dependability, integrity, and hard work. By establishing trust based on sound relationships, proven project management capabilities, and the ability to meet their expectations, clients will share the consultant's accomplishments with others, which establishes credibility.
Credibility also comes from delivering value. Value could be measured by successfully delivering that project on schedule, within budget, and to performance requirements. However, when a consultant can help a client address their “pain points” while delivering that project, the consultant is now focusing on the client's true needs. Consultants must develop the ability to identify and understand their clients' problems, empathize with their pain, and find solutions. When a client asks, “What do you think we should do?” the consultant has established credibility in being able to help with what's best for the client.
Successful consultants are:
As a project management consulting company, we know what it takes to be a successful consultant. In addition to what we have presented on this web page, here are several attributes we have observed in our more successful project management consultants:
Credibility also comes from delivering value. Value could be measured by successfully delivering that project on schedule, within budget, and to performance requirements. However, when a consultant can help a client address their “pain points” while delivering that project, the consultant is now focusing on the client's true needs. Consultants must develop the ability to identify and understand their clients' problems, empathize with their pain, and find solutions. When a client asks, “What do you think we should do?” the consultant has established credibility in being able to help with what's best for the client.
