The document discusses how to effectively use consultants. It defines consultants as temporary professionals who provide advice to help clients make critical decisions. It outlines when consultants should be used, such as when outside expertise is needed but not justified as a full-time hire. It also discusses how to hire consultants by matching their skills to goals and checking references, and how to maximize their value through clear expectations, regular communication, and knowledge transfer.

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Passenger Experience
How to Use Consultants Effectively
David Hill, PMP

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Agenda
Introduction
What is a Consultant?
When to use a Consultant
Cost of Consultants (Value for Money)
How to get the most from a Consultant

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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

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What is a
Consultant?
• Definition of a Consultant
• How are Consultants different from
Contractors
• What makes a good consultant

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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

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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.

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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

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When to Use
a Consultant
• When and Why are interchangeable
• When implies that there is a timing
requirement

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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.

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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

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Cost of
Consultants
(Value for
Money)
• How to Hire
• Determining Value

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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)

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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.

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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.

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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.

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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.

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Contact Information

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Thank You