Considering that some organizations have never used a consultant, or it has been a while, we developed this checklist as a resource.
This is the third of 3 related posts. When, Why, and How to Utilize an EDI / EAI Integration Consultant.
Utilizing An Integration Consultant – The How
The Selection ProcessOnce you determine the consulting role or roles you need filled, proceed with your selection efforts working through the following items.
- Clarify Information
Ask prospective consulting companies for a summary of projects related to your needs. Also ask for proposed consultants’ credentials and understand what makes them appropriate for your project. Expect consulting companies to give you a “read back” of your requirements so they propose candidates that are a good match. - Timing and Availability
The timing of consultant availability can be the trickiest part of the engagement process. Maximizing utilization, or failure to do so, can be the driver of profit or losses for service companies. It can be a great source of frustration to an employer who has a consulting need, but finds that the ideal candidate is not available on the right time line. Plan ahead as best you can to ensure you get the consultant you need. Also minimize the time between interview and engagement to make sure resources are not booked on another project. - Company Considerations
Remember; you are selecting a company as well as a specific consultant. They are two separate but interrelated entities. A consultant that comes from a competent, reputable, flexible, supportive company will be more effective than a consultant coming from a company does not demonstrate these qualities.
The contractual agreement is the primary mechanism that establishes a consulting relationship. It defines the ground rules of the relationship, responsibilities of the parties, resources that will participate on the project, and outlines what happens in the event of a “breakup”, before the parties even begin “dating”. Consider these components of the contractual agreement:
- Your Contract or Theirs?
Some IT departments have standard contracts that they use when engaging consultants. In the absence of standard contracts, consulting companies have their own contracts. The contract negotiation process may be out of your hands, especially if you have a legal department within your company. Be aware that it can be a process to get contracts “worked out”. Familiarizing yourself with your company’s contracts and policies will enable you to be better prepared for this part of the process. With this awareness you may have the ability to provide input to, or have influence over, the process. Regardless of whose contract is utilized agreement by both parties to find common ground in the event of differences will go a long way towards shortening the process. - Consulting Rates
Many factors contribute to what can be a wide range in rates. Get informed about these factors. Going through the process of role clarification you will know your very specific needs, which will help determine where to expect to fall in the rate spectrum. Factors affecting rates include: years of experience, depth of experience, supply / demand of skill set experience, engagement length, role expectations, on-site/off-site delivery of services, all-inclusive hourly vs. time (plus T&E;), and contract terms & conditions to name a few. - Billing Terms
Consulting companies bill weekly, every other week, semi-monthly, or monthly. Keep factors such as this in perspective. After all, the invoicing process is not the purpose of the consulting arrangement, nor does it add any value to the delivery of services. Be prepared to arrive at a reasonable middle ground concerning invoice frequency knowing that the time value of money on really lengthy invoicing terms will have an impact on rates. - To Cap or Not to Cap?
Do you have a policy on capping expenses for traveling consultants that you engage? This may be another negotiation point in the contractual process. Once again, common ground should be reached balancing the need to control expenses with keeping the consultant in reasonable accommodations while serving your organization and while away from home and family.
By examining your specific needs, selecting an appropriate resource, and handling the engagement details, you will be on your way to satisfying project goals. Consider the points below an extension of the process and a means of optimizing your engagement results:
- Be realistic in your expectations
If you have a multi-faceted project / resource need, you may have found yourself looking for a combination of skills in a consultant that does not exist, or exists in scarcity with pricing impacts. Consider selecting an experienced, well-rounded consultant that is the best fit for the need and rely on supplemental support resources from your consulting organization that can fill in the skill gaps. Also, consider the fact that a consultant will need time to become familiar with your company, department, infrastructure, people, as well as your initiatives and specific project requirements. - Do up-front preparation
Since you have gone through the examination and analysis process, take time to communicate the expected deliverables with engaged resources. This can be done simply by sharing the requirements definition and discussing deliverables point by point with resources. - Be available
Management accessibility is essential to the success of the consultant’s efforts at your company. Success is dependent upon his or her understanding of your goals, as well as understanding about your company’s culture, politics, knowledge resources, and who the decision makers are. You (the relationship manager for our organization) are the most important resource to your consultant! Being available does not involve a lot of extra time, nor does it require a micro-management mentality. It can be accomplished by simply agreeing to connect with the consultant on some frequency. - Conduct on-going communication sessions
Once your consultant is on-board, keep the lines of communication open. Plan periodic review sessions with your consultant and account manager reviewing the project, the progress being made, and reiteration of the priorities. Have your consultant provide weekly status reports. This keeps everyone on track, prevents surprises, and avoids misdirected effort. - Good management skills apply to consulting engagements
In effect, your consultant is part of the total team that you manage. Besides emphasizing good communication skills, don’t forget the importance of friendly encouragement, positive feedback and constructive guidance. - Post evaluation of the engagement This step allows you to evaluate the consulting result and experience. It will also be beneficial to you the next time you choose to utilize consultants. Your consulting company benefits from this evaluation process as well. It is in their best interest to carefully listen and thoroughly understand the customers’ feedback concerning the project.
- Creative solutions to your consulting needs
If you don’t confine yourself to traditional paradigms, you may find a greater number of options available to you. Don’t overlook co-sourcing, outsourcing, telecommuting or other options as a way of obtaining, maintaining, or supporting your integration environment.
B2Bi and EAI has an ever expanding subset of technologies and tool sets under its umbrella. It is increasingly an arena where integration specialists will be needed and have to be managed for success.
