The extra mile on that 2 way street

1
The extra mile on that 2 way street

• How to achieve an excellent partnership with
  consultants, the view from the other side of the
  street

Presented by Kerri Siatiras from SWIM Ltd at
GOVIS 2002
2
Introduction
Its all about
Knowledge transfer
Scope
Timeframes
Shortland Street
Value
Drivers
Reputation
Elvis
Shakespeare
Deadlines

• Understanding

Trust
3
You love me you really love me

• Sally Field when accepting an Oscar

4
Drivers and Motivators

• Client
• Hiring external expertise
• Help achieving tight deadlines
• Added support for internal expertise

• Consultant
• Challenge
• Help achieve the organisations goals
• Money
• Lift profile
• Personal and/or professional development

5
Trust me, I know what Im doing

• Richard Nixon and of course
• Sledge Hammer

6
How to build trust for both parties

• Do what you say youre going to do
• Be honest and direct (so there are no hidden
  agendas)
• Mutual respect
• Work with a no surprises approach
• Stick to the plan
• Be circumspect

7
Miracles take a little longer

• Anon

8
Reasonable expectations and timeframes

• Manage expectations through clear objective
  setting followed by regular communication
• Set realistic timeframes that all parties agree
  with
• Always make contingency for time overruns
• Expect focused work
• Expect to be charged for all time

9
Hurry up and wait, wait and hurry up

• Old Army saying

10
Real vs Imaginary deadlines

• Real business need
• Decisions
• Reporting
• Funding/resourcing
• Directive from above

• Imaginary ideal time
• Individual/personal convenience

All deadlines can be changed but be aware of
the consequences!
11
Show me the money

• Cuba Gooding Jnr in the movie Jerry McGuire

12
Estimating value for services

• Business case stacks up
• Quick wins
• Demonstrable business returns
• Tangible savings
• Intangible savings
• Achieved projects goals

Warning - jobs done on the cheap often dont
provide value
13
Its worse than a crime it is a blunder

• Antoine Boulay de la Meurthe, referring to the
  summary execution of the Duc dEnghien by Napoleon
  in 1804

14
How meaning well can lead to blunders and scope
creep

• Falling into issues based planning
• Putting off decisions
• Widening scope/coverage as result of other
  influences
• Being too consultative

15
O that way lies madness, let me shun that

• Shakespeare, King Lear

16
Frustrations for the consultant

• Inadequate resourcing trying to get things done
  on the cheap
• Lack of follow through clients spending money
  on a consultant for recommendations then not
  following the advice
• Unrealistic timeframes
• Scope creep changing the goal posts
• Project managers that cant manage

17
Frustrations for the client

• Consultants needing more time to complete the
  work quoted for
• Inadequate resourcing trying to get things
  done on the cheap
• Rushing Unrealistic timeframes
• Consultants that dont consult
• Lack of responsiveness

18
Elvis has left the building

• Most recently in the Movie Independence Day by
  Will Smiths character

19
Helping the organisation to maintain knowledge

• Be willing to invest staff time as shadows
• Set up a mentoring approach with consultant so
  staff learn from them
• Keep records of meetings etc
• Ensure consultant provides full documentation
• Ensure reports/deliverables are made available

20
The purest treasure mortal times afford is
spotless reputation

• Shakespeare, Richard 11

21
The key role of reputation

• Client
• Reputation with consultants
• Payment traditions
• Decision making culture
• Project management experience
• Previous success or failure
• A strategic client?
• Consultant
• Marketing tool
• Sets expectations about how we work
• An edge over competitors

22
Youre not in Guatemala now, Dr Ropata

• Shortland St

23
Each project is different

• Project terms of reference
• Organisational culture
• Internal politics!!!
• Different personnel and work styles
• Different work environments