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Where possible we avoid day rates. The reason for this is that they force all the wrong sort of behaviours from both us and our clients. We would much rather have a discussion about the value we added and then agree what that is worth. We would be delighted to have a chat with anyone who would seriously consider working on this basis. Currently we have a number of projects underway that are based on risk and reward.

Have a look at the table below and see where you fit ( and possibly where consultants you have used fit......) - of course it is only an opinion........... You can get an indication of our fees and the value they represent from our











Sell in simple project with the aim of expanding it later

Don't think through the real project

Ask what really is the problem? Probably not the symptoms being discussed.

Be clear about what you feelk the problem is. Don't present the solution as the problem.

Have many people analysiing data

Assume that volume = useful information. Don't make decisions based on data

Starting at the end - what do I need to know?

Be clear about where you want to end up. An as-is analysis is good money for the consultancy and only useful if you intend using the detail in your plans

Produce lots of reports

Volume = work done it doesn't necessarily = value

Have the client write any critical reports about how they are addressing theri problem. Avoid everything else

It's your problem so it's your report. Probably only useful at major milestones when you need the next step of funding or design/implementation sign off.

Product lots of PowerPoint slides

Feel good marketing

Use PowerPoint to sell the project story. Teach the client horizontal and vertical logic for PowerPoint

Use PowerPoint to communicate. You will only need three presentations

Have many meetings

Don't make many decisions, probably due to weak governance

Identify the decisions, decide if a meeting will help resolve then meet. Only have the key people present. Use project meetings to make decisions and communicate to other members of the team.

Meetings are huge drains on scare project resources. Only meet when you can justify it

Bring in partners for 'important' meetings

Everyone feels important - so what?

Only use those necessary to make the planned decisions. Can you really justify the overhead?

'partners' are either a critical resource or not. Decide if they are in the project or not. 'checking' how their team is performing if their cost!

Be on site and work late into the evenings. Create a huge sense of urgency near the deadlines

Ask when people will be on site. Rush around getting last minute resources

Focus on getting the results. Build trust with the client. Does it matter where you are physically? (get the right measures of performance)

Focus on the result, follow an established project process ( such as Project Architect). Don't let the consultants poor planning become your emergency (same applies to your poor planning!)


Your first call for independent advice in:-

Business Transformation
Change Management
Process Engineering
Stakeholder Management
Benefits realisation
Thoughtcrew Limited Mill House Carlingcott Bath BA2 8AP UK
 +44 208 133 4728