Re: Programmers vs Consultants -- MIDRANGE-L

I must add to Debbie's sentiment here. We recently had a client that had a
consultant that was working at their site and doing them a considerable
dis-service. We were an additional consulting firm brought on to help out. The
client ultimate goal was to become more "open system" oriented moving toward web
enabled apps in the near future. They had asked for a complete re-write of their
systems keeping their future scope in mind. We lost the project because the
current consultant (whom we reported to on this project) was planning the
re-write in RPGII code and we informed them that RPGIV would be a better bet
considering their future goals. From our perspective if they are looking at a
complete re-write currently and want to be more progressive in coding in near
future, why re-write in RPGII? We told them this would put them in a position of
needing ANOTHER complete re-write when in the future whereas RPGIV would 
position
them to go forward with mere "tweeking" where needed. They went with the other
consultant and dropped us from the contract. We told them they should at the 
very
least seek additional opinions from more "current skill capable" consultants to
be certain the person they have is not just staying with his comfort zone 
instead
of their best interest. Some people are determined to stay with the "bad"
consultants even when they have an option for a more honest approach.  This
particular client will probably be one in the future voicing the negative
opinions against all consultants - after it dawns on him that he is getting
burned by the consultant he selected.  In essence we as consultants end up
getting burned by the bad label put on us by managers that cannot make a good
decision on a consulting firm.

"Gallagher, Debbie" wrote:

> As one who works for a big consulting firm, I will tell you that there are
> all
> kinds of consultants, just as there are all kinds of stockbrokers, doctors,
> teachers, etc.
>
> Everything depends on two things: (1) the individual doing the work, and (2)
> the
> person that runs the show (partner or senior manager, etc).
>
> Some individuals, as you have pointed out, will always set billable hours as
> their goal for every project and for their career. There are others,
> however,
> who are consulting because they like the variety and the people and
> genuinely
> want to do a good job for the client. These folks also believe that their
> own
> personal reputation (not just the reputation of the firm) is at stake on
> each
> and every job they do for a client.
>
> It seems you have had a problem with a consultant (and maybe more than one).
> However, it hardly seems fair to suggest that they are all the same way.
>
> As you pointed out, it is important to manage the project. This is always
> true,
> for both sides of the team - the client and the consultant. Both have to be
> always overseeing the project and making sure they understand each other in
> order to get the best results on the project.
>
> Debbie Gallagher
> dgallagher@deloitte.ca
>
> -------------------------
> Original Message
> -------------------------
> HOW DOES A CONSULTANT MAKE MONEY? ANSWER. BILLING YOU FOR HOURS WORKED.
>
> *NOTE. UNLESS YOU HAVE SOMEONE TO OVERSEE THE CONSULTANT. YOU WILL GET A
> SHORT TERM SOLUTION(I.E. A PRGRAM OR SYSTEM THAT WILL REQUIRE THE CONSULTANT
> AS MUCH AS POSSIBLE, SO THE PROGRAM OR SYTEM IS DESIGNED TO BE OUTDATED FROM
> DAY OF IMPLEMENTATION).
> -------------------------------
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