however, clients often cut out the project manager from the consulting project team. the rationale is that since they already have a client-side project manager for the program, why do they need a project manager from the consulting organization?
there are 3 reasons:
1. experience with the technology. the consulting PM has done a number of engagements that you are paying for. they have the experience to know what to expect and plan for. would you have a PM that only has experience with SAP integrations to PM a web application server consolidation? of course not. this leads to number 2.
2. "soft" skills. the consulting PM often has worked with the consulting team before. this familiarity often pays off for the client in either tasks being completed early due to project team synergies, or it allows for potential problems to be identified early and reported to the consulting PM by the consulting team simply because the consulting PM is not the "client".
3. the consulting PM is not the client. one cannot underestimate this. because the consulting PM is not part of the client organization, they can be objective and be counted on to call out personnel or other problems to the client PM organization. they are their for the project sponsors success. the reason the consulting PMs want the client sponsor to succeed is because this leads to more projects for the consulting organization. this is also the difference between consulting and resource augmentation.
if you ever find yourself being the client of a consulting organization, it is best to keep the consulting team humming along under the methodology that they are most comfortable with. this includes use of their consulting PM. it may cost a bit more up front, but it's worth it to raise chances of the project being successful. and really, this can only help you, the client sponsor.
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