Call a Consultant

Mar 1, 2003 12:00 PM, by JAMES GOMPERS

Integration is a buzzword, but how many of us know exactly what it means and what benefits it has for end-users? I think end-user frustration grows, in part, because there are so many definitions and opinions on the subject.

To clear things up a bit, I submit my definition for integration: “the interaction of sharing information, databases, features and functionality among systems, computers, hardware, devices and humans to effectively and efficiently complete a task or group of tasks. Integration eliminates the need for manual interaction of users with systems, computers, hardware and devices. It expedites user response by processing information among multiple platforms to provide needed information quickly and efficiently to determine the level of needed response.”

But are integrated solutions right for your business, and what benefits can they provide for overall business operations? End-users can be overwhelmed by the concept of an integrated solution. They can have trouble putting together all the information or asking the right questions to accurately determine their needs. Finding an integrated solution requires the incorporation of ideas and knowledge drawn from several industries — telecom, IT, security, software and more — to craft a fitting solution. Can end-users do it alone?

For those who have committed to investigate integrated solutions, a consultant could be the answer. But when is a consultant necessary and how do we choose the right one for the project? How do we determine what added value a consultant should bring to a project? And how do we measure their contribution?

When is Additional Help Needed?

When implementing any security project, a high level of technical knowledge is necessary, as is procedural, administrative and control knowledge. When undertaking a project to secure a facility, eliminate risk, reduce vulnerability or limit access, at least three factors should be evaluated:

• Does the company or organization's personnel have sufficient skills to manage the project?

• Would the company/project benefit from an outside perspective?

• Are there sufficient resources?

These questions can determine if the implementation of a project needs an outside consultant. In addition, one should consider the possibilities of an integrated solution. Is there potential for reducing the long-term cost of ownership (COS) or increasing a return on investment (ROI) through its implementation? Can current personnel conceive of what that integrated solution might be?

With these factors thrown into the mix, knowledge requirements become greater, even for the most technically savvy personnel. If there are doubts about internal capabilities at this point, a preliminary assessment from a consultant or vendor can provide an overall perspective on what integration potential may exist.

Aside from preliminary consultation, let's elaborate on the basic questions listed above.

Beyond Company Skill Level

Skill level can be defined as a combination of training and experience:

Training is the formal transfer of knowledge an individual receives while learning to perform a task.

Experience is measured by the time a person has engaged in similar tasks.

When considering whether you need to hire a consultant or use internal staff to start an integration project, ask yourself the following question: Could my staff implement the project successfully with minimal supervision?

If the answer is a resounding “yes,” then your team is ready to take on the project with a high potential for success. If the answer is no, or you have significant doubts, you should consider hiring a consultant.

Many of us have seen situations in which a company attempts a project beyond the experience and technical knowledge of its employees. A common example occurs when staff are comfortable in the operation and administration of IT, communication or security systems. However, these same employees may have no experience designing these systems or evaluating their risk and vulnerability for the facility. Adept operation skills should not be confused with design and evaluation skills. A consultant can assist in this case by designing and implementing a highly integrated solution, scheduling training, and then organizing the transition into the new integrated solution. In this particular example, it is more important to find a consultant with multiple technology skills than to find a consultant who only has high-level security systems knowledge and skills. Determining the needed skills and knowledge is critical in deciding between internal and external project management expertise and in selecting the right consultant.

Need for an Outside Perspective

Often, a consultant is called on to validate a project or solution to corporate or organization decision-makers. In the same way that CPAs are hired as independent financial consultants, engineers or technology specialists can provide expert and, usually, objective opinions. An outside consultant can be asked to verify that a proposed new project will:

• Provide the projected results;
• Be completed within the planned timeframe; and
• Be completed within the stated budget.

A second opinion can be reassuring to a business struggling to decide matters such as personnel safety, securing a facility, eliminating risk, and reducing overall vulnerability.

Lack of Resources

Project resources can include time, technical knowledge or contacts, and other “tools” needed to implement a successful project. When a company is faced with limited resources in any of these areas, a consultant can address the shortages.

Once an organization decides it needs assistance in implementing a project, what's next? How do you go about finding and evaluating the right consultant for a job?

The Consultant Approach

Consultants generally specialize in a particular area. They may be good at solving problems, doing research or exploring alternatives.

In my experience, there are two basic approaches to consulting — the knowledge approach and the people approach. It is important to choose a consultant who uses an approach that fits your expectations. When a consulting project does not work out for the client, it can often be traced back to the choice of consultant.

The Knowledge Approach

These consultants work for you, not with you. Hire this expert if your priority is getting the job done as quickly as possible. This approach is suitable for straightforward, technical jobs such as designing and implementing security technology.

The People Approach

Consultants using this method tend to work with you. Businesses should consider these types of consultants when looking at integrated solutions. The reason? A consultant working with you understands your business needs in a comprehensive and long-term manner, thus enabling a search for solutions that will bring greater efficiency and hopefully measurable ROI to the business. This approach may take more time and, consequently, cost more. In the end, however, the business gets more for its investment because more focus is provided to overall business operations.

In short, the knowledge approach is appropriate for one-time projects that implement standard security applications and hardware. The people approach works for long-term and/or integrated projects that will substantially impact the way a business operates. Consultants using both approaches can bring efficiency and new ideas to projects.

Develop a List of Possible Consultants

Here are some ways to develop a list of possible candidates for your consultant job.

• Contact consulting companies. Look in the yellow pages under technology consultants or security consultants.

• Ask around. Even in this “information-at-your-fingertips world,” word of mouth is still a terrific way to get information.

• Re-hire a consultant who has done a similar or equally difficult job, or if the consultant is not appropriate, ask for a referral.

• Advertise in local or regional newspapers and in trade journals. Briefly outline the job you want done, and ask interested consultants to reply.

• Keep a file of resumes from people who have expressed interest in working for you. You never know when another situation may arise that finds you looking again.

Choosing the Right Security Consultant

When selecting a consultant, first consider whether the consultant's skills are suited to the project tasks. For example, when access control is needed for a facility, more than just access control must be considered. Is basic access the only concern? Will there be a need for surveillance? Are there specialized requirements for the facility? Are there integration requirements?

Once you have a sufficient understanding of what you need, then you will be in a better position to ask the prospective consultants their level of knowledge and experience in comparison to those needs.

Next, getting the following information from the prospective consultant is essential to selecting the best one for your project.

• Conflict of interest

  Determine whether the prospective consultant is truly an independent security consultant, and not a consultant who is tied to an integrator, manufacturer or other third party.

• Knowledge and Experience

  Determine whether the consultant has a good understanding of your type of facility, its special needs, related laws and regulations, and other unique aspects.

• Scope of work

  Be certain the consultant is able to articulate a good understanding of the scope of work required for your project and the specific processes needed to carry it out.

• Liability and risk

  Does the prospective consultant carry Professional Liability insurance with sufficient coverage to protect your assets? (Not the minimum state-required insurance). Require that the candidate produce a copy of insurance coverage.

• Value

  What's the old adage? Cheaper can be more expensive. The range of professional consulting fees in the security industry runs from $75 per hour to more than $300 per hour. Beware of the bargain! A consultant that does not offer a total, comprehensive solution, and instead offers a tantalizing bargain rate, accompanied by limited knowledge and solutions, will not be able to complete an integrated solution.

  Ask for a lump-sum bid and a detailed scope of proposed work. Often, the higher-end consultant is more cost-efficient in terms of overall value to your business.

• Partnership or just consulting?

  In the integration market, consultants should look at all aspects of the operation of your business. They should recommend solutions both to secure your facility and to assist your business in competing more effectively in the marketplace. For major, integrated projects, this is the type of consultant you need — one interested in developing a rounded, long-term relationship.

• Future relationship

  One fear security and safety directors have is becoming addicted to a consultant's help. A good consultant teaches and works with you to devise mechanisms to address present and future needs. Once done, a good consultant knows when to move on to new challenges.

The Best References

Once you have narrowed the field to one or two candidates, it's time to check references.

The best references come from people, businesses and organizations for which the consultant has recently worked. Look at the results of similar projects that the consultant has completed. Ask the following questions when checking references:

• Did they finish their work on time?

• Did they stay within budget?

• Did they honor other contract terms?

• Were their project recommendations on track?

• Did their interventions make long-term, positive results or just fix immediate problems?

• Were they open and flexible to ideas and input from you?

• How well did they work with you?

• How would you characterize the relationship — problem solver, consultant or partner?

Hiring the Consultant

Once you have chosen the right consultant for your project and your company's needs, the process is still far from complete. The first steps in contracting your consultant and clarifying expectations are essential to project success. Here are some important aspects.

Know What You're Asking For

Every project needs a defined scope of work. It can be a short description of the project and the specific results you want. A more detailed scope of work will help produce a better initial budget for your project. The scope of work will explain your view and goals for the project to the consultant and will be crucial in keeping the project on schedule and on track. A good scope of work will also assist the consultant to estimate his costs for the project. An effective scope of work should:

• Outline your understanding of the project to be completed and the problems/challenges to be solved.

• Specify your objectives, what you expect or want to achieve from the project and the consultant's work.

• State the project budget.

• Specify the consultant's job description (e.g., design, plan, system procedures, project management, interim and final reporting, or other documents you will need).

• Set a schedule for completing the project.

• Outline the post-project responsibilities.

Consultant Compensation

Let's look at the most common methods of payment for consultants, including recommendations for when and how to use them:

Hourly fees and daily rates

Use this compensation method when the amount of time to do the work is hard to predict, but where you have to control the consultant's fees. The consultant assumes no risk because all his time is paid for, but the client could lose if there are unforeseen situations or problems within a project — plus, there's less incentive for the consultant to be efficient. This method of payment should only be used for short-term projects.

Fixed price or lump sum

This is often the preferred method and best practice for payment. It is easy to budget for and administer. The price includes the consultant's fees and all other costs to do the job, such as travel, lodging, printing, etc. This method is appropriate when the project work to be done is clear and/or familiar or when the consultant's job is to produce a specific unit of work. The client has a fixed budget for the project, and the consultant has a defined scope of work that enables him to schedule the appropriate amount of time and resources for a given project.

Retainer

Use the retainer method only when the consultant's services are needed on demand; that is, at any time over a longer period of time. You pay a set amount, and the consultant agrees to be available whenever you need work done. Payments are usually made on a regular basis, often monthly, even if you don't use the consultant in that period.

Limit for expenses

In all forms of compensation, the client should limit consultant expenses because of the unpredictable nature of these charges and the client's lack of direct control. Clearly determine what additional expenses you will cover, for example, telephone, transportation, printing, etc.

Project Completion and Consultant Review

When the project is complete, it is valuable for the end-user and the consultant to sit down and review the experience. Be sure to look at the accomplishments as well as the problem areas.

• Did the consultant fully honor the contract?

• Did the project achieve the set goals?

• Did the consultant come up with good recommendations, designs and management?

• Did the consultant's work contribute to a successful integration project?

• Did the plans work out as hoped?

• Did the project go smoothly?

• Did you and the consultant work well together?

• Did you allow enough money in the budget to complete the project?

• Bottom line: did the consultant help your business solve the problem(s)?

• Are the project and your business better off from hiring your chosen consultant or could you have accomplished the same results with internal resources?

• Would you hire this consultant again?

• Would you recommend this consultant to others?

About The Author

James Gompers is founder of Gompers Technologies Design Group Inc. and Gompers Technologies Testing and Research Group Inc. He has more than 20 years of expertise in the security industry as a consultant from the end-user perspective. E-mail him at jgompers@gtdgrp.com. This is another in a series of columns he is writing for Access Control & Security Systems

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