CONSULTANTSCONSULTANTSWhat? Where? Why? Who? What? Where? Why? Who?

Consultants vs Contractors Consultants vs Contractors

Stages of an assignment Stages of an assignment

CONTRACTS CONTRACTS

Contract Law Contract Law

Contract management Contract management

Contract purpose/coverage Contract purpose/coverage

QUALITY QUALITY

Why the concern for quality? Why the concern for quality?

Methods/techniques Methods/techniques

Quality management/TickITQuality management/TickIT

CONSULTANTS, CONTRACTS AND QUALITY

WHAT DO CONSULTANTS DO?The Institute of Management Consultants defines consultancy as:

“the service provided to business, public and other undertakings by an independent and qualified person or persons in identifying and investigating problems concerned with policy, organization, procedure and methods, recommending appropriate action, and helping to implement those recommendations”

Normally involves provision of specialist expertise, impartial advice and help in the analysis and solution of problems

Occasionally involves software development, implementation and training

WHERE DO THEY WORK? WHY ARE THEY USED?

Most areas of IT and most organization types, mainly:

strategy and planning

feasibility studies/ system audits

legal and contractual matters

staff selection

requirements analysis

design

equipment/software selection

•To provide temporary assistance

•To provide objectivity and independence

•To handle a difficult political situation

•To initiate change

•To meet an expertise gap

•To deal with new technology

•To educate/train users and development staff

(Consultants often act as project managers in a new area to help to build a team)

WHERE DO THEY WORK? WHY ARE THEY USED?(Continued)

WHO ARE THEY?Several types

self-employed

groupings of “associates”

employees of (large) consultancy organizations

employees providing consultancy services within an organization

People with high level of interpersonal skill

consensus building

education and attitude change

facilitation

change management

CONSULTANTS vs CONTRACTORSCONSULTANTS

• Assignments more open-ended

• Operate at a higher level, often alone

• Tend to drive the assignment

• Softer (people-oriented) problems

• Assignment oriented (i.e often short timescale)

• Deliverable usually a report

CONTRACTORS •Well-defined tasks to perform

•Usually within a team of permanent staff

•Tend to be given specific tasks to do

•Harder (technical) problems

•Usually 6-, 12- or 18- month contract

•Deliverable usually software

CONSULTANTS vs CONTRACTORS(Continued)

STAGES OF AN ASSIGNMENT 1

Starting the assignment

initial contact

clarification of tasks, timings and fees

shared understanding

Terms of Reference

crucial document, guides the whole activity

define objectives, deliverables and metrics

set out framework within which work to be done

define timescales, personnel, other resources

must be clear, comprehensive and agreed before proceeding

Planning

develop a plan, schedule activities and resources

STAGES OF AN ASSIGNMENT 2

Investigation and diagnosis

focus on environment, technology, people, objectives and methods

use analytical techniques such as question boxes, charts, grids, checklists, SWOT analysis, CBA analysis

differentiate symptoms from causes

Developing proposals/recommendations

check with client as assignment progresses

there should be no surprises

nor should the recommendations be simply what the client wants to hear

test any proposals for practicality and measure against metrics

A SWOT analysis (alternatively SWOT Matrix) is a structured planning method used to evaluate the strengths, weaknesses, opportunities, and threats involved in a project or in a business venture. A SWOT analysis can be carried out for a product, place, industry or person. It involves specifying the objective of the business venture or project and identifying the internal and external factors that are favorable and unfavorable to achieving that objective

STAGES OF AN ASSIGNMENT 3

Preparing the report

write clearly and intelligibly

write to persuade

Making a presentation

formal

with evaluation

Concluding the assignment

agree any follow-up

make self available

assist with implementation

CONTRACT LAW

There are two main types of contract - for goods and for services

Sale of Goods Act 1979 requires that “the goods supplied ... are of satisfactory quality”, “free from minor defects”, and “fit for purpose”

Supply of Goods and Services Act 1982 requires “reasonable skill and care” to be exercised in services

Unfair Contract Terms Act 1977 prevents such obligations from being limited or excluded in the small print of a contract, except on the grounds of fairness and reasonableness

The courts have held that, if an organization capable of looking after itself signs to accept the terms of a contract, this would be considered fair and reasonable

CONTRACT MANAGEMENT

When you purchase a product, you can usually check its quality (and are protected by the Sale of Goods Act)

When you deal with consultants/software developers, it is usually to acquire a service which is non-standard, and whose requirements will evolve. A carefully drafted and negotiated contract is an essential safeguard

The contracting cycle should cover:

supplier evaluation and selection

request for proposals

bid submission and evaluation (including negotiation)

contract writing

Then the contract needs to be managed - regular contact, regular reviews, up-to-date reports, register of key events

CONTRACT PURPOSE

The contract should:

define the scope of the relationship

manage the relationship

enable effective termination of the relationship

anticipate and manage problems

This involves:

all tasks/requirements being identified in advance as far as possible

roles and responsibilities being defined and understood

a realistic timescale

specific project milestones

CONTRACT CONTENTS (often in two parts)LEGAL ASPECTS, INCLUDING

definition of contracting parties, including addresses

process for specifying deliverables, change control

licences, ownership of intellectual property

access to information, confidentiality and liability

process for resolving disputes, termination

negotiation of changes/amendments

penalties, rights and remedies

terms and conditions

SPECIFICATION OF DELIVERABLES/SERVICE LEVELS, INCL.

obligations of the parties

project management, milestones and delivery dates

acceptance testing

CONTRACT CONTENTS (often in two parts)(Continued)

WHY THE CURRENT CONCERN FOR QUALITY?

Legal requirement/costs of litigation for contractual failure

Pressures of competition

Expectations of customers

Costs of poor quality - headlines

“Wessex Health wastes £10 million”

“London Ambulance System fails”

“DSS computers paying more benefit than entitlement”

Quality cannot be added at the end of a process; it must be there from the beginning

TOTAL QUALITY MANAGEMENT (TQM)

Total Quality Management (TQM) is a concept for improving efficiency and effectiveness throughout an organisation

It requires a total commitment to a quality culture from management and employees at all levels

It aims to prevent/reduce failures by every job being carried out “right first time, every time”

It gives more control to the individual and making him/her accountable for his/her own performance

It embraces continuous improvement through teamwork, quality circles, empowerment and employee participation

This quality culture needs standards and procedures within which the company will operate; BS EN ISO 9001 provides one set of standards and procedures

BS EN ISO 9001 STANDARD

This title covers the national (formerly BS 5750), European (formerly EN 29000), and international (formerly ISO 9000) standards

Provides a set of standards for a Quality Management System (QMS), based on the specification of procedures and criteria to ensure that products and services meet customer requirements

Covers how to establish, document and maintain an effective QMS

Demonstrates to customers how quality needs are supplied

Provides independent measure of company’s QMS through a certification process, involving regular inspections

REQUIREMENTS OF A QUALITY MANAGEMENT SYSTEM (QMS)

Objectives are clearly articulated

There are documented procedures for:

regular review of contract/plan

design control

documentation and change control

product identification and traceability

inspection, measuring and testing

identification of non-conformance

corrective action

quality audits and records

Staff are trained

Individuals take responsibility

REQUIREMENTS OF A QUALITY MANAGEMENT SYSTEM (QMS) Continued

Reliability

Usability

Maintainability

Efficiency

Portability

Security

Flexibility

Conformance to specification

Zero Defects

SOFTWARE QUALITY MANAGEMENT (SQM)

Targets

Metrics for each phase

Centralised responsibility for quality (project librarian?)

Method

Detailed planning before development starts, with checkpoints and deliverables

Use of development change control procedures

Design reviews to highlight and resolve technical issues

Progress reviews at formal milestones to ensure adequate planning and resources

Design traceable to specification and requirements

Test plan, specifications and records to be kept

SOFTWARE QUALITY MANAGEMENT (SQM)

(Continued)

TickITTickIT is a scheme aimed to:

encourage software companies to achieve ISO9000

certify this through independent assessment

monitor the quality management system through visits

allow the company to display the TickIT logo

BCS has produced a Guidance Manual, which covers:

introduction to ISO9000 and necessary documentation

an interpretation of ISO9000 for the software industry

guidance on what you can expect from a TickIT supplier

guidance for suppliers on implementation

guidance for auditors on the assessment process, costs, and benefits