7 Ways to Effectively Leverage IT Services

1) Don't use IT services

The first thing that came to my mind when coming up with this list was, well, don't use consultants.

Before I get stones and rocks thrown at me by consultants, I was a consultant. I know what I'm talking about.

Sure, there's very good reasons to hire consultants, but there's also many other good reasons justifying why it should be avoided.

So have good reasons.

2) Assume you're not communicating enough

Admit it. You're probably not that good at communication.

Assuming the lead consultant or PM is perfectly interpreting what you want is a recipe for disaster.

Validate the work being produced. The folks who actually have their hands on the keyboard will simply do what you're told. If it's not what was expected, course correct as needed.

If the work isn't what you expected, it's your fault. Take ownership.

3) Pull the ejection chord sooner than later on a "bad" consultant

Ask to have the under performing consultant removed from the project sooner than later. Be honest, courteous, and respectful while doing this.

If you find yourself thinking, "I need to get rid of this consultant" over and over again, see tips below:

1. You've brought in the wrong IT services firm
2. You're standards are way too high. They're consultants. Get over it.
3. You're a critical jerk and you probably treat consultants like their not people with feelings.

4) Prepare for the departure

An IT services firm is going to leave. It's not their fault, it's just how the system is set up.

(well, sometimes there's the "special consultant who's totally awesome who knows this new something inside and out so they keep him/her around for the next 2 years.)

Create the exit strategy from day zero, not on the last week of the engagement.

5) Extract the knowledge or be left in the dark

Pair each subject matter expert (for whatever that subject is) consultant with one of your developers. Tell that developer their job is learn as much as possible from that consultant. Ask questions, read, listen, and learn.

Will this slow the consultant down a little? Sure, but you'll thank me later when the consultants are gone and your developers are BETTER and can effectively add new features and improve what was built with the project's technology stack.

6) Listen to the pessimist consultants

True story. There are pessimistic consultants. Regardless of the project, they'll find many reasons why it'll fail. (They're too dumb to realize they only need one reason why the project will fail.)

These "doomsday", chicken little's will infect your team faster than The Knack lost their notoriety after the hit My Sharon (if you don't know what I'm referring to, just trust me).

But there's a catch. Often, these consultants are right! Use this to your advantage. Find out why they think the project will fail.

It's important to take bad news earlier than later. You still have a chance to course correct.

7) ...then get rid of them, if they're toxic.

That pessimistic consultant you just listened to?

Yea, next, ask them what will make the project a stunning success. (This is key to finding out if you're dealing with a toxic complaining pessimist.)

If their response feels like they are searching in the dark for a light switch, their probably addicted to finding fault in everything. Get rid of them. They're toxic.