Consultants and contractors are important members of many project teams. Projects leaders need to consider the benefits and costs of contractors and consultants to determine whether they should be included in the project team. An attorney should help you develop agreements to manage project consultant and contractor relationships.
- One of the options that often requires investigation is whether to bring individuals from outside your organization to join your project team. In this video, we'll look at why that can make sense and some of the most important issues you should consider when engaging contractors and consultants. There are some excellent reasons why you might decide to bring contractors or consultants onto the team. For example, a consultant can bring skills, experiences, and insights to your team that will help you make better decisions and work more effectively.
Contract employees can help you scale up our team's capacity. Many hands make for light work. And when the project is done, the contractors and consultants can move onto another project naturally without you having to re-deploy them or lay anyone off. But there are also challenges and risks that come with bringing consultants and contractors onto the team, and the best way to manage this is by setting clear goals and expectations at the very beginning.
What are you expecting them to do? How long do you think it will take? And how much are you going to pay them? All of these issues should be addressed clearly before you bring anyone onto the team as a contractor or a consultant. When it comes to these relationships, you should think about balancing clarity with flexibility. Very often they will get into a project and then look for ways to do even more, after all, you're their customer and they're selling their time and expertise.
On the other hand, it's possible that you will decide to change the project, to cut it short, or to cancel it. Or you may just discover that they aren't able to provide the value that you expected. So whether the issue is scaling up or scaling down, you should have the flexibility to deal with these issues if they come up. You can really think about each contractor that you hire as being its own mini project. You need to define the scope, the schedule, and the budget for their engagement.
But your agreement is going to be a legal contract, so it needs to be written with help from your attorney to ensure that you're complying with all the appropriate laws and protecting yourself from risks. Bringing in individuals from ourside of your company can give you more expertise and more people to do the work without committing to finding them new jobs when the project is finished. So this is an option that should be considered while you're investigating your options. If you do use them, dotting the Is and crossing the Ts of a contract is important to make sure that the contractors and consultants involved in your project understand their role, their compensation, and your expectations.
- Name who is responsible for approving the resources for the project.
- Recall what the spine of a fishbone diagram represents.
- List characteristics of the environment.
- Identify the tools used for mapping processes.
- Recognize what needs to be captured on the action item list.
- Recall what project metrics should be related to.