IT Employment

Ask something
Discussion Locked

Decision Analysis

0 helpful
1 reply

by meburke

Closed to new repliesThis discussion is closed. It stays readable, but it takes no new replies.

I'm prompted to ask these questions as a result of reading the Article and discussions on, "Assessment uncovers.." ..cunsultant incompetence.

I read a statistic in a Decison Analysis book about 25 years ago that said in over 80% of the cases studied, ANY formal decison method was superior to no formal decision method. The exceptions were mostly "satisficing" opportunities, which means the decison was easily re-done, undone or not important enough to cause long-term consequences.

So, what is a "competent" consultant? What guidelines do you use to determine competence? Is it scalar? What criteria should be assessed before hiring a consultant?

What determines a "competent" customer? How do you handle customers who don't have a clue about what they need, but don't have a method for making the decison?

And if you are a consultant making a recommendation to a potential (or current) customer, what decision tools are out there that the customer can understand, that aren't conveniently geared toward the manufacturer's gear?

I'm a "Field Service Engineer" because that's what Control Data said I was 30 years ago, and it separates me from all the "consultants" out there. However, at $90 - $200/hr most of my customers don't want a lengthy analysis, but they sure will gripe if I make a mistake. What sources do you use to authenticate "best practices", and establish their value?

(Sigh) Do I ask too many questions?

Mike

1 reply

by john tieso

You pose some interesting questions (Challenges really) that are, not surprisingly, heard frequently. let me see if i can get the discussion going with some observations.

Right Consultant: When employing a consultant, you want to ask several questions that result in the answer "To employ, or not to employ." The questions are: (1) Does the consultant demonstrate prior experience in the area of concern? (2) Have you checked credentials and references to ensure that the consultant actually does have the experience? (3) Did you interview the propspective consultant to get a sense of their expected approach, and how they apply benchmarking, best practices, and tools in their assessments?

Right Customer: here, the problem is a bit more muddled. over the last few years, I have, on several occasions, opted not to take a task from a prospective customer because they (1) had no idea of what they really needed or wanted, and (2) they were not expecting to take the time themselves to clarify their needs. They expected the 'magic' of tyhe consultant to do that for them. A good customer (even one that does not clearly view their needs)has a desire for success and an expectation that their own 'sweat equity' will play a part in change. Further, they have the firm, demonstrated commitment of senior management to make that change happen.

Decision Method: 'Any' method is decidedly NOT better than no method. While no method should at least generate a decision not to proceed since failure will inevitably result; it is also important to understand that selecting the appropriate method for the task is critical to success.

Decision tools: This selection is dependent on the project, the person, and the expectations of the customer. Some customers expect some complex, automated toolset will be used even if not required (A little like getting penecillin for a cold, and about as effective.) over the years, in those areas of my practice, I have developed several assessments, some on paper (with electronic fill-in versions), and some tools that 'fit' the project. Often, I will use a combination of simple to complex tools, interviews, workshops, or even netmeeting sessions to get what info is needed to make an evaluation.

The key to success is showing the customer that the effort is comprehensive, organized, and well-focused.

This discussion is closed to new replies.