The main point of this article was to seek advice on how to 'start' an IT consulting practice, not carry on a successful one or certainly not to step into the shoes of a CIO.
While the fundamentals of a project are very similar from project to project and industry to industry, I wouldn't expect to be able to start a successful construction project management consulting business without understandinging how to frame up a home.
The same holds true for IT, it goes beyond being able to apply the smell test. IT managers must have a keen understanding of the development process in order to intuitively adjust expectations and build project plans.
The CIO and experienced IT project manager has the necessary checks in place and those trusted advisors identified - that's what comes with experience in the industry. The startup consultant does not - they don't have the resources at the beginning.
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