Re: The customer (was FMTSRC)

Simon,

In a message dated 2/12/99 8:38:55 PM Eastern Standard Time,
shc@flybynight.com.au writes:

<<snip>>
> Now to satisfying my curiosity -- if you'll indulge me.  Am I the only 
> independent/contractor/consultant who 
>  turns down work because the customer is an idiot, the project is doomed,
the 
> platform (hardware/OS) is horrible, the work isn't interesting or
challenging?
>  
>  I know of contractors who really don't care what they are asked to do or
how 
> they have to do it as long as they get paid.  I can't work that way so I
don't -- it's one
> of the reasons I stay away from application coding.

No Simon, you're not.  That's one of the differences between a consultant and
a contractor.  I've said it before and I'll say it again "a consultant's job
is to eliminate the need for his/her position, a contractor's is to perpetuate
that need".  There are _WAY_ too many of us out there, "Big 5" included, that
take the latter view.  I've turned down work because they wouldn't meet my
rate, the project was doomed from the start due to hardware, statement of
work, personnel, performance measurement, and/or software decisions, and with
all other factors being good a "gut" feeling that I wouldn't work well with
the team --  I can't abide "prima dona" attitudes, nobody knows _EVERYTHING_.
The "just take the money" attitude doesn't fly with me, either.  I've been
through too many failed projects (through no fault of my own) while in the
employ of someone else, and I don't have to put up with that any more.  I like
to think that my work will be good enough that someone will be examining it
for Y3K problems (not realistic, but let me have my dreams!), not that I spent
twelve months writing great code that will never be used.  That's also why I
participate on this list and administer BPCS-L, a little free advice never
hurt anyone, and you can't start the clock every time you pick up the phone
and expect to keep long-term customers.

That's why I stick with manufacturing applications.  A well-planned MRP
implementation involves everyone from the CEO to the employees on the line,
and a poorly-planned one is _VERY_ easy to spot.  Yes Virginia, there _are_
honest consultants out there -- they're just not always easy to find...

JMHO,

Dean Asmussen
Enterprise Systems Consulting, Inc.
Fuquay-Varina, NC  USA
E-Mail:  DAsmussen@aol.com

"Champions keep playing until they get it right." -- Billie Jean King
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