Summary

Retaining a consultant can be a positive experience that fills in the gaps on a project team. Consultants can provide the changing agent needed to transition your organization to a new methodology or way of doing business. Keep in mind the following points from this chapter:

• A consultant's price does not necessarily indicate quality. It is far more important that a prospective consultant have experience with engagements and tasks or goals similar to the ones proposed on your project.

• The relationship between the project team and the consultant is as important as the consultant's qualifications. This is even more important when the consultant is engaged as an expert process consultant. If key individuals on the team do not work well with the consultant, they will be less open to learning from that person. This can be a showstopper for a successful engagement.

• Always be prepared for consultant visits. Review the project schedule and verify that any prerequisite tasks needed before a consultant visit are completed before the consultant arrives. Otherwise, the consultant's time (and your project money) is wasted in unproductive pursuits by the consultant.

• If you have consultants engaged in a staff augmentation model, try to give them the same resources and furnishings you would provide to any other team member. The key is to allow the consultant to become part of the team and to act as any other team member. Avoid providing substandard equipment and furnishings "because the consultant is not an employee."