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Course
Fundamentals
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System
Implementation Handbook
How To Select A Consultant
One of the most critical decisions a company faces is on the use of consultants in the implementation of the system for production and inventory management.
Answers to these questions will define the extent to which a consultant may be required in the system implementation effort.
1. Does top management have the time and understanding to provide the conceptual direction to organize the system implementation effort?
2. Are there diverse opinions between management groups on the direction, relative needs and priorities for systems development and implementation?
3. Are there a number of manufacturing organizations (divisions or plants) competing for the services of a centralized Information Systems department?
4. Does the project manager have the technical and professional knowledge, experience and expertise to guide the system analysis, planning, development and implementation?
5. Does the project manager have the credibility with top management, divisions and departments to ensure ready acceptance of the actions required to implement the system?
None of these questions can be answered by a simple "yes" or "no". The degree to which these questions can be answered will determine to what extent the use of a consultant may be required. This may range from a few days a month to an almost full-time assignment.
Consideration must be given also to the fact that the project manager, while otherwise most competent, may not have the depth of experience of a senior management consultant specializing in production and inventory management.
It is not unusual for a top management consultant to have had fifteen or more years of experience as a line manager in production and inventory control as well as general management experience as a plant manager, vice president manufacturing or general manager prior to becoming a management consultant. In addition, most senior management consultants will have had more than ten years' consulting experience in their field of expertise with a number of different companies.
If the staffing of project teams presents a problem, it may be desirable to provide additional resources to achieve implementation of the system in an optimum time span.
Consultants may be used on a project team to do the system analysis, system design and installation. Furthermore, computer programming support may be provided by the consulting firm.
Finally, the use of consultants is not inexpensive. Today consulting fees range from $3,000 per day for a top management consultant in the field of production and inventory management to $800 per day for an experienced senior systems analyst/programmer. And these fees do not include reimbursement for travel expenses.
However, the cost of the expert guidance provided by a consultant may well be offset by minimizing the risk of project failure and by realizing the savings to be derived from the system at an earlier date.
Selecting the Consultant
Once the decision has been reached as to the extent of the consulting support desired, the right consultant must be selected for the project. This is not an easy task as there are thousands of consulting firms and independent consultants.
Selecting a consultant is not unlike the choice of a hospital and doctor for major surgery, and may be as critical to the life of the company as to the life of the patient.
Just as in the case of the patient selecting the hospital, the reputation and capability of the consulting firm is an important consideration. But in the final analysis, it is the doctor who performs the surgery, and so it is with the consultant. It is he who must have the requisite knowledge and experience. For this reason, answers to the following questions will lead to the selection of the right consultant for the project.
1. What is the consultant's experience in production and inventory management?
2. What contributions has he made to the profession?
3. Does he have the requisite knowledge of computer systems in today's state of the art?
4. Who are his current clients and what do they say about his effectiveness as a
consultant to them?
This is the most important aspect of evaluating the consultant. Contact all current
clients. Discuss the scope of your project and what you expect the consultant to do for
you. Find out how well he is doing. Do not limit this evaluation to a few references
provided by the consulting firm. Remember, you want all current client references of the
consultant who is to be assigned to your project.
5. Who are his former clients and what do they say about the results achieved? Would
they consider him for another assignment?
Check with at least two of these references to find out how capably the consultant did his
work there.
It may take you some time to talk to the references, but it is time well spent. Find out how well the consultant worked with all levels of people in the company. Was he a consistently constructive force in the group? Did he demonstrate leadership qualities? Did he help in the development of the organization and the people?
Consideration must also be given to the selection of the consulting firm. After all, the undertaking of a major project should not hinge on the availability of a single individual. Echelon in depth is important. The answers to these questions will help in selecting the right consulting firm.
1. Does the consulting firm specialize in the field of expertise required?
2. How long has the consulting firm been in existence?
3. Who are its current clients?
4. How many years has the consulting firm served each of the current clients?
5. Who are the principals in the consulting firm and what are their qualifications?
6. In addition to the consultant proposed for the project is there at least one fully qualified consultant in the firm available as back up for the project?
THINGS TO DO (A Check List for Action)
1. Determine requirements for consultant.
2. Contact potential consultants.
3. Evaluate each consultant's qualifications for the project.
4. Contact all current clients of qualified consultants and obtain evaluation of work performed.
5. Contact two former clients of qualified consultants and obtain evaluation of work performed.
6. Evaluate qualifications of potential consultant's firm.
7. Select and retain consultant.