Why you need them: Your Accounting team is responsible for managing operating and capital expenses, and often handles things like cross-charging and linking expenses to their related contracts. They’re the foundation that ensures vendors are paid and money is available when it should be. PMOs might also rely on Accounting for help in submitting budgets and working with providers to reconcile billing or other errors.

DO use Accounting’s codes when processing invoices and purchase orders. It’s better to follow the right convention early than have to spend time finding and fixing errors later.

DO work with Accounting when developing budgets. They’re often responsible for setting up new capital accounts and expense line items, and will be able to offer input on formatting your budget submission correctly.

DO contact Accounting as soon as a discrepancy appears. They can help you investigate errors and issue revised budget or account statements if necessary.

DON’T expect Accounting to do your administrative work. Provide accurate account codes when processing invoices and ensure any documentation is signed by an authorized person.

DON’T leave paperwork until the last minute. Accounting often has time cutoffs for issuing checks or setting up new vendor accounts, and may also have strict reporting deadlines for financial compliance. Find out what your team can do to provide the information they need on time.

PMAlliance uses a team of highly experienced and certified professionals to provide project management consulting, project management training and project office development services.

The target is always moving. Mid-project check-ins invariably reveal that the initial plan your team is using has morphed in this end user’s mind into something different. Either business needs have changed since kick-off (but no one told you), the end user forgot to tell you about a crucial need (just like they “forgot” to tell you last time, too), or your project team didn’t understand the original need. The excuse doesn’t matter, though—this type of end user is why the term “scope creep” was invented.

They’re there to “help.” Some end users are actually closet project management experts, or at least they think they are. They may try to act as a mouthpiece for the rest of the users, gathering information and blocking your efforts to canvass the group individually, or they might go so far as to waylay contractors in the hall to inquire about progress or make suggestions for changes. If you suspect an unauthorized “helper” is in your midst, be sure to put your team and vendors on alert—change orders or directives that don’t come through approved channels shouldn’t be blindly implemented.

Nothing is right. You know them. They’re the ones who lament that no project has ever been (or will ever be) successful. Objectives are never fully met, timelines are haphazard, and planning is a joke. Their negativity is annoying at best—at worst, their attitude can poison other end users and may even keep them from sharing key information, such as in-depth needs and concerns, because they don’t think full disclosure will do any good.

PMAlliance uses a team of highly experienced and certified professionals to provide project management consulting, project management training and project office development services.

Why you need them: The team in HR knows how to find the best qualified candidates, move people into and out of your PMO as needs change, correct the behaviors of employees who aren’t meeting expectations, and help support the growth of your team’s high achievers. They’re also there to help managers deal with sticky situations, some of which could bring organizational or even legal implications.

DO respect HR’s expertise when it comes to interviewing and selecting candidates. While you may have a close-in perspective of how someone will meet your team’s needs, HR brings a wider view of what makes a successful employee/employer match.

DO keep HR in the loop on potential staffing needs. Even in a rough economy it takes time to source good candidates, so give them enough notice to find the right mix of skills and experience.

DO notify HR as soon as personnel issues crop up. Many companies have detailed procedures that managers must follow when dealing with discipline, promotions, transfers, leaves of absence, and other events.

DON’T assume HR’s budget pays for either full time or temporary personnel. Instead, discuss your needs with them and ask how the funding process works. Even if it’s your budget in the end, they may still be able to help you prepare a solid business case for additional staff.

DON’T wait until a performance issue has evolved into an emergency. HR can offer strategies to deal with difficult working situations before they impact your PMO’s success.

PMAlliance uses a team of highly experienced and certified professionals to provide project management consulting, project management training and project office development services.