A recent article in Industry Week online outlined four key steps in having a successful Consulting project. These four keys are essential to the client-consultant relationship and achieving a well-designed result for your investment.

• Gain sufficient buy-in - Unwavering support is needed at the top; the level of buy-in necessary at other levels depends on the project. Assign a Champion.
• Prepare for risks - Poorly prepared clients scramble and flail when the assumptions on which they based their project unexpectedly shift
• Ensure the right resources are at the ready - you are responsible for marshaling four types of competencies: technical (i.e., the right kind of thinking), fiefdom (i.e., the right territories are involved), leadership and communication.
• Securely establish guidance mechanisms - know who's driving, what a shoreline looks like and what those flashing red lights in the rearview mirror might mean.

But wait. We did it again. Off and running before we know what we are going to do. The 5th key, the most important, is the missing Scope Document - the definition of What is going to be accomplished -the number one cause of underperforming projects.

Clients may ask the consultant to make a proposal. This is a poor starting point. If the client cannot articulate what he wants accomplished at the beginning of a project it will likely fail. It is the responsibility of the consultant to help the client articulate his needs and the time spent crystallizing the vision at the beginning of the project is the most important phase of all projects.

Allow the consultant you invest in to deliver a satisfactory project which is the intent of any worthwhile consultant. Follow these keys. Don't let poorly executed planning lead to a poor result.

See Mr. Fields entire article at this link.

Editor's Note: CR4 would like to thank Larry Butz, President and CEO of GEA Consulting, for contributing this blog entry.