At the end of an engagement, we believe the customer should be stronger than when we started.
For example, on a recent engagement the improvements included a product platform used as a base for the organization’s different software products and a shift from managing projects using waterfall approach to Agile and Scrum
What’s interesting in the above example is neither was in the project’s original charter.
What makes a good customer? Isn’t it the job of a consultant to make the relationship work? Like all positive relationships, it’s a two-way street. Here are a few thoughts on being a good customer.
Be Flexible
It’s no secret it’s a tight market for talent. If you’re looking at the credentials of the team members down to the minor revision-level, you may lose out. For example, if there’s not a 100% fit to your technology set like a JavaScript library, have the team members used similar or competing frameworks?
Be Quick
Setup your process for interviewing a consulting firm or consultant to be thorough but quick to commit if you’ve found a fit. Top talent is rarely sitting on the sidelines for long.
Be Effective
We use Agile to keep projects on track. Why Agile?
Agile focuses on frequent deliverables. It results in higher user visibility and input on what’s done and what’s next. Agile is the opposite of “waterfall”—where the requirements are hammered out and customers wait for months, or years, to see results.
For consistency across projects, our use of Agile is supported by proven tools and processes.
Along with making software for our customers using Agile, we teach organizations on Agile, Scrum, and offer courses for professionals to become Certified Scrum Masters (CSM).
Next time: Leaving the Client Better Off
We coach our consultants on adapting to change and challenges. As a result, customers are surprised by how fast our team understands their business, technology pros and cons, and challenges.
So, how do we do it?
Prior to an engagement, our crew:
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Next up: Agile and Scrum
When starting a consulting engagement, clear expectations, lines of responsibility, and a transparent communication plan increase the odds of success.
The “blocking and tackling” questions for both sides include:
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Beyond the above, a solid consulting firm delivers results which add up to more than the initial requests. Without being self-serving, I’ve noticed when we finish a project the client ends up with improved testing plans, a better approaches to Agile, or automated deployment and testing environments (none of which were in-scope at the start but the result of working with a seasoned consulting team).