What Use is an ICT Consultant?

Sometimes about as much use as a chocolate fireguard.  Overpaid, clock watching and never as clever as you need them to be.  But how much of that is true and how do you pick the wheat from the chaff? 

Firstly ICT is a very broad subject, and nobody knows everything.   A consultant with expertise in writing an ICT strategy, planning, project management and databases may have very little knowledge on how to reconfigure a server, write a computer programme or produce stunning graphics with Photoshop

If you feel you have very limited knowledge, it may seem impossible to make a decision on what you need with any confidence.  The example below  of how an ICT consultant helped a small East London organisation should illustrate how you can get the best from a consultant.  

The brief was that the organisation had a problem with their ICT - it was a mess.  

Firstly, do your research

A few preliminary conversations identified the major problem.  Lack of computers (too many people trying to use the same equipment at the same time), equipment too old (and not properly looked after) and staff frustration.

We interviewed the senior manager, all the staff individually (and separately – not a big problem for a 10 person organisation) and listened to their needs, wants and feelings.  We also asked them to explain in detail what they did, how, why, how that might change and through in some ideas as to how ICT might help.

The interviews were written up and used as the base for the next step.  Whilst all this was going on, we were working with senior management to focus on what the organisation did, for whom, how ICT might impact and what the future might hold.

Secondly, we need a plan Stan!

Using an ICT planning framework (in this case 25 Aspects of an ICT Strategy), we developed a draft plan.  Depending on the size (and state) of the organisation, this could be a single page or a thick booklet.  We developed a simple ICT strategy (about a page and a half), listed key recommendations and produced a development plan for the next three years.

All the time, we worked with the organisation to make sure they understood the implications (financial, people, structural including office space!) and that  we were doing the right thing for the organisation, its staff and its clients.

We agreed the plan and it was now time to bring in the big guns.

Thirdly, don’t DIY, bring in an expert

The shopping list was fairly simple.  A few new PCs, a new server, a better network.  Pretty standard fare to most people but if you don’t know a hub from a switch and MHz ‘phases’ you out, you need some support.

An invitation to tender was written, a shortlist of suppliers drawn up, invited to tender and interviewed (client and advising consultant interviewing together).  After some discussion, the supplier was chosen and given the green light to get on with the project.

In this case, the supplier was given responsibility for final network infrastructure design, procurement and installation, under general supervision of the advising consultant.

Where’s the money?

In this case, the organisation had a pre-existing relationship with the funder.  Having identified the problem at an early stage, they sought some support in preparing the funding bid, submitted it and were funded, stage by stage (equipment funding was only released on completion of a satisfactory strategy).

In another scenario, the organisation could have sought volunteer support for writing the funding bid or received advice from a local development agency.  There are also supporting resources on the Knowledgebase and How to Cost and Fund ICT guide as well as Sources of Funders.

What difference does it make?

For the voluntary organisation concerned, the consultancy support makes a difference in a number of ways.  Without the support for the funding bid, they might never have had the money (and most organisations have almost no idea how to estimate costs for this).  Some of the needs were obvious, but bringing them together into a coherent plan was time consuming and needed some high level ICT expertise to ask the right questions and challenge the ‘wants’ into real ‘needs’.   For support in assessing your needs, have a look at the Guide to managing ICT.

Preparing an invitation to tender and identifying a strong shortlist of suppliers needed some inside knowledge of where to find good suppliers and what they need to know to produce a viable quote.  For trusted suppliers to the voluntary sector, check the Suppliers Directory.  Interviewing alongside someone with ICT expertise helps challenge suppliers who might use too much jargon or try to shortcut a key need.  Finally, it’s about confidence, and knowing that although you don’t know everything, you have the support of someone who understands enough of the technology to help you make a decision.

Time will tell

Time will tell what difference the new system will make in the organisation but estimates suggest up to 20% increase in operational activity (no more frustrating system crashes, no problems with queueing up to use the same PC).  Although the overall implementation and plan will cost something in the region of £20,000 (including the all important support contracts), it’s already improving staff morale, productivity, security and access to information.

So what use is an ICT consultant?  Well, they might just be the key to getting the best for your project or organisation.  And they’re always there to blame if something goes wrong…

Simon Davey
Preponderate.net
simon@preponderate.net

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