Engaging Agile Consultants

Being Agile consultants is fundamental to the way we engage with our clients. Although every client engagement is different, here are some roles which show how we work, and how we work differently. We have a strong preference for clearly defined engagements with agreed specific outcomes, which focus both client and consultants on the task, and value for money.

If you are thinking about engaging consultants, consider what you want them to deliver and how you are sharing the risk with the consultants.

Here are a few of the most common ways of successfully engaging consultants:

Strategy  The client is looking for a significant improvement from their current performance or model but for whatever reason lacks the resource or knowledge to scope or plan the change themselves. Our consultants collaborate with the client to balance the client’s industry knowledge, with the consultants’ market and cross sector perspectives, to challenge the client’s management team to envisage a new future for the organisation.

Review  The client recognises that there is a problem, but for whatever reason wants an independent view. A review is short task, time and cost constrained, to analyse root causes of a problem. The consultant will work with the client to produce a prioritised action plan to address the problem and its causes.

Coach  One or more client staff are either underperforming or require new skills to perform their new role. In Agile coaching, we work with the client and the subject to prioritise needs, and work through an incremental improvement plan, with specific performance goals for each timebox.

Project/Programme Delivery  We can deliver projects/programmes for clients. Our consultants work client side, running the project on behalf of the client, through procurement and delivery, supported by specialist resources from the client, Cornwell, or third parties, as required. We will generally take an Agile approach to planning and delivery of the project, but comply with standards like MSP and Prince2, and clients’ governance structures and compliance rules.

Project/Programme Doctor The client recognises that a dysfunctional project or programme is at risk of failure, but does not have the skilled resource to turn it round. The doctor’s role is not to complete the project/programme but to return it to health. To effect the turnaround, an Agile approach accelerates the change by focusing effort on realising value for the stakeholders.

Interim Manager  Our consultants can perform any of the above roles, and others, taking managerial responsibility under the direction of the client, over a period of time.