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PM Essence

Project Management as Managed Services  

- Rajesh Dangi,PMP

As the complexity of the businesses increase, the balancing out of “Time to Market” and adapting to the necessary changes becomes more challenging. Aspects such as recruiting and training the project managers, structuring the PMO and inculcating the project leadership into the DNA of the organization becomes the determining factor for project and program success. The management reporting, project governance and project auditing tends to look like tactical overhead.


To improve project delivery, it is time for businesses to consider accessing project management support as a managed service. This will enable businesses with a set number of projects delivered for a fixed budget, in line with SLAS and successful quality outcome than addressing the challenge of improving their own project management capabilities.  Business dynamics play vital role in the project prioritization and constancy of purpose to remain invested, it is vital to make “make or buy” decisions regularly. The agility to quickly respond to the market or customer requirements remains the key. As more and more services are innovated and offered lot many ‘practices’ are seen becoming offerings, Project Management as a Practice ( PMaaS); This service can be only leveraged where businesses…


Experience peaks in demand and don’t want to take on additional head count for


Use disparate providers or third party contractors and find it difficult to develop their capability or put ‘heart’ in to their project management ability


Find it difficult to attract and retain the best talent required for shorter duration of time or want to outsource but realise they can't


Don’t have liberty spend years and years to ‘train/build and then deploy’ because they need to get there faster


While we dwell into the offered services externally we can leverage impartial and practical approach to all the projects and gain significantly ….

It Imposes self-discipline on the areas such as scope definition and schedules

Enables informed budget decision making

Simplifies access to key risks and opportunities – dial up or down the resources

Allows effective project prioritisation and facilitates resource management


Provides clear and concise visual progress tracking and controlling the cost in a predictable manner.


One can leverage the Service transition methodology from ITIL framework to scope out the transition to this service. Each transition is unique and requires different approach from one another, this is dependent on the context of the work and the goals. Having a seasoned and well lubricated process and SMEs involvement in managing this managed service is critical to achieve reduced transition cost and schedule. This boils down to the maturity of the service provider and agility based on customer needs and context in which the customer organization operates.

As this PM service stabilises, the focus of this managed service has to be on effective metrics to measure the deliverables intended out of this service. This has to go well beyond the normal project status reporting but towards the services being offered for project management, conceptualization and use of the different metrics in managing the engagement. The information needed to proactively manage the governance processes towards the delivery of project management services, providing an ability to predict and control the quality of the deliverables being offered and transparency and visibility into the status of the on-going service and effort will be a real USP for this offering.