- Don't let the consultants drive the strategy for your projects - The consultants try to couple themselves to your organization processes and try to you dependent on their services.
- Be up front - Tell the consultants what your expectations are of him and how his performance will be monitored and assessed.
- Monitor their perfomance - Hold them accountantable to the project schedule and demand deliverables to be met on time.
- Take ownership of the Spend Plan - Don't let the consultants manage the spend plan for you. This is a big no, no. Take ownership and decide how you want to mange it.
- Define and demand deliverables - Define the deliverables and when they should be delivered to you. Keep them accountable for the deliverables.
- Consultant Scope Creep - I call this when consultants are working with you to know your domain and they might try to expand the scope the deliverables and push the date back. This is not a good idea.
- Believe in a Reward system where consultants can be retained because their project were successful or show them how they can retained with their good work.
Friday, June 5, 2009
Consultant - The Human Tool
As a US Government employee, I am constantly bombarded by contractors wanting to provide their services and vendors who are constantly selling me their Custom-Of-The-Self (COTS) products. Therefore as a US Government employee, it is my duty to determine if I need consultants and COTS products for some of my organization's strategic activities. As a goverment employee, my primary responsibility is to accomplish my organization's strategic and/or tactical objectives while managing to be diligent stewards of US Tax dollars. Anyway here are some thoughts regarding consultants: