So what goes wrong?

Despite the best intentions of highly skilled and paid consultants, purchasing staff, budget holders and users, the number of professional services assignments that end up with unsatisfactory outcomes or dissatisfied participants, is too high.

It is hard to establish the true level of satisfaction; clients are cautious about admitting to problems for reasons of credibility or confidentiality, and providers and unlikely to volunteer the information.

Over the coming months, Peter Smith, ex-President of the Chartered Institute of Purchasing and Supply and one of the judges on Source's Consultancy Buyer Awards 2009, assumes the role of doctor to some common problems. 

Dear Peter

I've had some bad experiences in the past, and this time I had high hopes for the assignment. But my consultant has delivered a report that just doesn't go into the detail I wanted or cover many of the issues. I feel cheated. What should I do?

Peter says:

This is very common. And I have to say it may be partly your fault. I fear you may have had unrealistic expectation of your consultant. I've seen buyers ask for a proposal, and then when the consultant works out a plan that costs £50k, he buyers says that's too much. Then the consultant "de-scopes" as we doctors call it - in layman's terms, they develop a plan to do less work. then you feel let down when you see the finished product. 

A successful assignment needs both parties to play their part. You must both agree and have real clarity on what is going to be delivered. The consultant must make it clear if they can't deliver what you want for the price you want to pay - it is often tempting. And as he buyer, you must have enough clarity on their methods, and specify your output closely enough. If you expect a report covering topics A, B and C, and about 20-30 pages long, then say that! But don't expect the earth if your budget is only £10k.

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