Hold an inception meeting to build rapport between the consultant and the team. This should:
- Clarify project scope and deliverables
- Confirm consultant key performance indicators, project deliverables and milestones / timelines
- Confirm contract terms, e.g. duration, rates, hours, compliance issues (e.g. Health & Safety, data protection) and so on
- Confirm expectations, reporting lines and autonomy
- Agree on methods and regularity of communication and updates
- Establish protocols for monitoring project scope creep; this often happens within a project and building in processes to manage this is essential.
- Introduce consultant to project team members and key stakeholders
- Send communication to key stakeholders confirming appointment of consultant, briefly outline consultant background and capability, their assignment and seek stakeholders’ assistance in working with consultant to deliver project objectives. If pushed for time, delegate drafting of this communication to the consultant as their first task of the project.
During the project, remember:
Communication
Consultants require the same level of communication and updating that regular team members and full-time employees warrant.
The more communication a consultant receives the more effective they will be in delivering project objectives. Make time to meet with the consultant, at least on a weekly basis, and set a firm agenda and timeframes for what needs to be discussed.
Review and feedback
It is important to regularly review the consultant’s progress with the project, the objective being twofold:
1. Review progress including:
- Deliverables
- Milestones
- Timelines
- Budget
2. Give consultant feedback on such issues as:
- Quality of work
- Contribution
- Teamwork
- Communication
- Areas for improvement
And if you are brave, get the consultant to give you feedback!
By employing these key steps you will avoid the common mistakes often made when engaging a consultant.
