Better Software - September 2008 - (Page 46) Getting the Most Value from Consultants by Brian Mizelle & Paco Hope consultants do Just What you ask. Understand what you are and are not getting up front in terms of deliverables. Make sure statements of work (SOWs) are clear and well understood by both parties. Get sample deliverables to see if they will meet your needs, and don’t be afraid to speak up if “cookie cutter” deliverables do not meet your objectives. Value: Get what you need, not what you are sold. little thinGs erode Productivity and Put BudGets at risk. Work with the consultants and your own people well before the start date to take care of logistics. What do they need from you on day one? Badges? Work space? Documents? Network access? Appointments with resources? Be sure this “upfront” coordination time is unbillable (in most cases it should be). Value: You want consultants working for you every minute the clock is ticking. Make the onboarding process as smooth as possible. you should exPect to see ProGress throuGhout the enGaGeMent. Don’t wait until the end of the project to see your deliverables. Work with your vendor to see “work in progress” to avoid misunderstandings. Establish a schedule for regular updates and make time to review, ask questions, and provide comments. Value: Don’t wait until the end to realize you are not getting what you expected. you MiGht Be PayinG for thinGs you don’t see. You don’t want to be surprised by the invoice at the end of a project. Request updates along the way and see how you are doing against budget. There’s going to be some management overhead, because the right amount adds value. Don’t let your vendor bulk up the price with extra layers of management, though. If not kept in check, this can add an additional 10 percent or more to the cost of a project. Value: Stay involved in monitoring your budget. Hold your vendor accountable. you have to Put tiMe in, too. Be involved in the effort and provide timely feedback on progress reports and intermediate work products. It’s easiest to keep a project on track by giving a lot of small course changes, instead of lurching from one big idea to the next. Value: Be an active participant, not a passive observer. feature creeP can haPPen With consultants, too. As in any endeavor, a little tinkering with scope can have a big impact on the final result. Get in the habit of asking, “Is this still within scope of our original agreement?” Document in writing any changes that differ from the original SOW. Make sure you’re achieving your original goals or achieving goals that have evolved during the course of the project. Value: Be diligent in your change documentation and understand budget impact. the laWyers have to Be haPPy. Most organizations have internal processes for establishing a master services agreement when you have never worked with a firm before. This process could delay your start date significantly depending on how quickly the legal folks can get done. Understand how the company will be handling your IP and be clear on your expectations (get a written policy on the handling of IP both during and at the end of a project). Value: Anticipate delays that might be introduced elsewhere in your organization. lonGer-terM Work is usually cheaPer. If you already have similar projects planned and have been getting favorable feedback on the work in progress, consider keeping the team on to do more, similar projects. If you keep the team, you keep its knowledge of your business and that makes the team more effective and able to do more in less time. Value: Negotiate longer-term rate structures. Onboarding a (good) consultant is an investment that pays off over time. trust is iMPortant. If you find good experts, stick with them and find ways to make your budget work. Although price is an important factor, consider the results you are getting. When you go to the trouble of getting an expert, get one that you’ll be glad you hired. Value: Reduce your risk. you can vote With your feet. Stay with people who do good work, but pay attention to those regular status reports. If you see staff changing a lot or you’re less satisfied with the work, maybe it’s time to find another vendor. At a minimum, be sure to make your vendors aware of declining quality and hold them to the standards originally set. Value: Be prepared to shop if necessary. 46 BETTER SOFTWARE SEPTEMBER 2008 www.StickyMinds.com http://www.StickyMinds.com
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