3. Consultants: How are they different from contractors or employees?

5. Consultants: How to work with them during the project?

6. Consulting: Top causes of Project failure when using consultants

7. Consulting: Keys to Success

12. Contractors: are engaged to perform predetermined tasksfor which they have specific expertise, such as HTML programming or instructional design. They typically execute defined tasks and require close supervision, whether working on a team or individually.

19. Clarify project scope, related deliverables, related resources, contracts and RFPs. Never let consultants wait for information or people or you will pay for nothing.

20. RFP, RFQ, contract, consultant proposal and quotation(*) decide project’s success, and must cover every detail and agreements between the 2 parties. (e.g.: consultants may propose timelines which are too short, so make sure you evaluate the feasibility and make corrections)

21. Define appropriate level and range of authority for consultants

22. Listen to your consultants [wider experience and look than yours] and treat them like professional partners, not contract employees

26. Company managers didn’t get good understanding and support from staffs before hiring consultants

27. Hire consultants just by their reputations or relationships with executive staff (*)

28. Poor reporting: Executive staff gives the project completely for consultants without reviews

29. With big company, deployment of a project at company-wide-level at the first step. [Split and do trial on small staff and spreading to other staffs instead] (*)

30. Insufficient Information: company didn’t give enough info and consultants make assumptions about the project

31. Change of scope: Changes are not all bad. However, moving the goal or alter the desired outcome are dangerous. As much further project goes, as much dangerous the changes are

32. Consultants don’t listen and react properly to company staff’s feedbacks

33. Consultants are too eager to switch tasks too quickly based on their experience instead of really listening to the client, may cause defensive attitude from the company staff (*)

36. The company has to define the problem well and decide their readiness first

37. Good time investment to build up RFPs/RFQs/contracts fully and clearly as well as consultants interviews

38. Project principals of each party (companies and consultants) have enough understanding and definition of responsibilities for the project and contract.

39. Company executive staff has to follow and keep track as well as solve the matters regularly with consultants.

40. No changes to scope without formal change control processes

43. Think again, can the planned project be done by your staff with a little more training or support?

46. Wikipedia (http://en.wikipedia.org)

47. Ministry of Agriculture, Food and Rural Affairs (http://www.omafra.gov.on.ca)

48. Think180 (http://www.think180.com) – A consulting provider organisation

49. Free Management Library (http://managementhelp.org)

50. The Virtual Consultancy (http://www.thevirtualconsultancy.com)

51. How to use a consultant in your company: a managers' and executives' guide By John J. McGonagle, Carolyn M. Vella

52. NAO Report (HC 488 2010-2011) Central government's use of consultant

53. Connecting Up (http://www.connectingup.org)

54. Total Logistics (http://www.total-logistics.eu.com)

55. Allegany Franciscan Ministries. Inc. (http://www.afmfl.org)

56. Ezine Articles (http://ezinearticles.com)

57. How To Use Consultants Effectively Seven Ways to Get the Most Out of Your Relationship with McVinney & Company

58. Business Consulting Buzz (http://www.consulting-business.com)

59. iTenders.com (http://www.itenders.com)

62. It was developed to support the BUSN 450 Case & Field Based Learning RECS Case