2016 tuc_david hill (final)

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Passenger Experience

How to Use Consultants EffectivelyDavid Hill, PMP


Agenda

IntroductionWhat is a Consultant?When to use a ConsultantCost of Consultants (Value for Money)How to get the most from a Consultant


Introduction

• 14 years with the Maryland Transit Administration; last 5 years as Chief of Systems Engineering

• 5 years with the Maryland Department of Transportation as Chief of IT projects serving the MTA, MAA, MPA, MVA, MdTA, and SHA

• 9 years as a consultant with several firms and as an independent consultant

• Focus has been transit and transit systems with other IT and Communications Systems projects; feasibility studies, requirements analysis, specifications development, SDLC and project documentation, quality planning and management, research surveys, data analysis


What is a Consultant

?

• Definition of a Consultant• How are Consultants different from

Contractors• What makes a good consultant


Definition of a Consultant

• Consultants are professionals with skills or expertise who provide advice that assists the client in making critical decisions.

• Consultants work closely with the client to develop and shape the project.

• Can be from a consulting firm or can be independent. • Consultants are usually temporary• Primary deliverable is intellectual property


Difference between Consultants and Contractors

• Contractors – Hired to perform a specific, predetermined task for which they have specific expertise, equipment, and/or experience.

• Consultants – Engaged to do the work necessary to define and recommend solutions; develop the approach for determining and/or solving problems; provide advice/support for management decision making. The work includes feasibility studies, research, reports, plans, and meetings.


What Makes a Good Consultant?

• They have good business sense and they understand how organizations work.

• They respect company culture and try to “fit in”. Develop good relationships at all levels.

• They possess effective communications skills. Engaged listening; self control; thoughtful, assertive, responses.

• They are good at planning, managing expectations and boundaries, setting goals/objectives which are SMART

• They accept responsibility. Follow up on concerns, keep track of activities, address problems early, communicate effectively


When to Use a

Consultant

• When and Why are interchangeable• When implies that there is a timing

requirement


When to Use a Consultant

• When there is a need to evaluate a program to determine what the real problems are.

• When there is a need for an expert but the need does not justify hiring a full-time employee.

• To facilitate change management and provide diagnostic advice to management.

• To formulate a plan of action for meeting new Government requirements.

• When there is a need for specific management assistance not available in the organization for whatever reason.


When to Use a Consultant (cont’d)

• When the objective must be reached quickly and the organization cannot meet the demands with its current staff and workload.

• When there is a need for an objective, independent point of view


Cost of Consultants (Value for

Money)

• How to Hire• Determining Value


How to Hire a Consultant

• Take the time to develop clear goals and objectives. Match the Consultants skills and abilities with the goals and objectives.

• Identify the milestones, deliverables, and budget.• Clarify the role of the consultant• Ask the Candidate to describe their approach to a specific

task.• Ask Around! Contact the Candidates references and ask

questions about performance, results, and value.• Make sure the Consultant is going to have the time to

devote to your project.• Don’t hire just because the firm is large (or small)


Determining Value

• There is no specific formula applicable uniformly to calculate Value.

• Value is the net positive gain to your organization which is greater than what could be achieved otherwise.

• Difference between the total benefit derived from using the consultant vs. the total cost of the consultant.

• Some of the components of a value formula include:• Life cycle costs• Non-monetary costs• Opportunity costs

• It is difficult to determine value for money before work is started.


How to get the Most

From a Consultant

Consultants can bring tremendous value and expertise to an organization when

selected, utilized and managed effectively. The key is determining what

value you want to derive from the relationship and then finding the right

one to deliver that value.


How to Get the Most From a Consultant

• Group should have an understanding and agreement that a Consultant is needed and why.

• Spend some initial time orienting the Consultant to the related systems and processes. Discuss company culture, standards, hierarchy, etc.

• Make sure the Consultant has time early in the process to explore the situation.

• Appoint a Project Officer for all formal contact with the Consultant.

• Conduct regular face-to-face meetings. The meetings can be conducted by the Consultant with supporting project documentation such as risk and issues logs and the project schedule and plan.


How to Get the Most From a Consultant (cont’d)

• Keep lines of communication open• On large projects, that involve many stakeholders, Steering

Committees can be useful but be careful not to interfere in the Consultants tasks.

• Steering Committees, however, must be responsive to requests for reviews on drafts or documentation.

• Ask the Consultant to produce a Project Plan before starting work.

• If one of the deliverables is knowledge transfer, make sure the nominated staff is available and has the right skills.

• Don’t assign the Consultant unproductive duties.


Contact Information


Thank You

2016 tuc_david hill (final)

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