INTELLIGENT SYSTEMS
Volume IX,
Number 1 May, 2002
Practical
Consulting and Software Development
By
Tom Chenault
Success with our clients does not come automatically. As we have discussed in previous newsletter articles, the Chenault Systems philosophy of “High Impact Consulting”, based on the book by Robert H. Schaffer, is compared to conventional consulting as follows:
1. Define business goals in terms of client objectives instead of consultant expertise or products, which makes Chenault Systems unique.
2. Match product scope to what the client is truly ready to do instead of a subject to be studied.
3. Use small prototype steps with quick successes instead of one big solution, which builds a strong relationship with the client.
4. Utilize the client’s team instead of using a large number of consultants.
In prior speeches and our newsletters, we have covered
points one (1), two (2) and four (4), but we have not fully covered three (3),
which we will do now. Stated
succinctly, this means projects should be implemented in small steps,
keeping the long-term goals in mind.
This concept poses many interesting aspects to development.
Design
and analysis are key ingredients to a successful project; however,
communication is a must. With due care, we use proven software
tools to develop our systems quicker than the more traditional firms using
their labor intensive methods. We do
this with the prototype method, where models are developed by us and reviewed
with the client on regular and ongoing basis.
This interaction between client and consultant allows the project to
move in a positive direction because both sides understand all the changing
issues in detail with a lot of teaching (and learning) taking place during the
process. If something is not quite
right or takes longer than expected, then everybody knows why and the issue is
resolved before it becomes a problem.
Misunderstandings are kept to a minimum.
The budget and schedule should reflect unanticipated changes; and
decision makers must be accessible. A plan showing how individuals and groups
will coordinate with each other through formal and informal meetings is
needed. The budget and schedule should
not only reflect this interaction, but also make allowances for unanticipated
changes due to it. When the
unanticipated occurs, immediate communication must take place between
appropriate parties, who must in turn understand that the budget
and schedule may have to change.
The reason why most software projects fail usually either a lack of communication while trying to develop the one big solution all at once or not taking advantage of the latest proven software tools – emphasis on “proven”. Prototyping tends to increase communication and at the same time point towards possible problems associated with the development tools in short order.
To this point we have been
discussing custom built (open) software.
Another approach is to purchase off-the-shelf (closed) software. In this case, the term “closed” is somewhat
of a misnomer. Some software is truly
closed and not modifiable, while others are comprised of a standard template
and are extensively modified for the customer.
The former often tend to be more of a straightjacket for the customer,
forcing him to see things the manufacturer’s way, while the latter are often
associated with high installation times and even higher installation costs as
the software is reprogrammed to meet the customer’s needs.
We exclude truly closed
software from this discussion, stating that potential candidates should be
analyzed strictly on the basis of how well the software meets the user’s
criteria, cost, and likely longevity of the manufacturer. Personally, we use them; we like them. The price for Microsoft Word is right and
frankly it meets about 500% of our needs.
(We are not overly demanding users when it comes to word
processors.) With respect to “open” closed end of the software
spectrum we have some startling observations over the years.
We have seen systems implementations delayed in
anticipation of a corporate-wide solution with off-the-shelf Enterprise
Resource Planning (ERP) systems. For
example, we came across one company that postponed all other systems work until
they had completely installed an ERP system costing millions of dollars. We were told they “had no idea” when the ERP
installation would be completed.
Apparently, the installation was already two years late and costing a
fortune in consulting hours from a large, well known consulting firm trying to
make the one big solution fit. This was
an all or nothing project. Meanwhile,
end-users of new, less expensive, custom-built applications – along with their
potential productivity benefits – were on hold until further notice.
In this example, the well-known consulting firm was in
conflict of all four points of our consulting philosophy. They violated the first point since they
were licensed representatives of the ERP software product. Their business goal was the commissioned
sale of the ERP product, including a large amount of consulting hours to
implement it, instead of the clients’s goal.
They did not conform to the second point because the client was truly
not ready for such a dramatic change.
In this case, the client was forced to conform to a software product,
instead of the other way around. We see
this a lot. The third point was not
adhered to because they did not take small implementation steps. They tried to do everything at once with the
end result being a poor client relationship.
Finally, point four was ignored since the well-known firm used their own
army of consultants instead of leveraging in-house personnel. In other words, in our opinion, the firm did
not meet the standards of true management consultants.
ERP systems can be good solutions, but should not be a
magic potion for all information technology opportunities. It is too easy for people to quit thinking
because a so-called “corporate strategy” has been decided. The cost is lost flexibility. High-level decision-makers need the best
information, regardless of what system it comes from. Plus, a monopoly should rarely be granted to just one vendor or
large consulting firm.
Over the years, we have seen many of our “short term
solutions” become real business solutions, lasting five years and more, while
waiting for the emplacement of some future corporate system. This is because we often work with end-users
who understand their needs, plus we try to put what is best for the client over
what may be most profitable for us in the short term.
We feel it is better to accomplish long-term business
goals with relatively short-term incremental changes than compromise current
business objectives by waiting for some future product – the one big
solution. Several CIO’s have been replaced
with bankruptcy lawyers in the latter case.
In our first newsletter in 1993 we wrote:
"Tiny miracles can be accomplished by individuals or small groups if
centralized management will just leave them alone." We still believe that statement to be true
and we stand by to help with these tiny miracles and promote good pragmatic
solutions with high impact consulting.
Success at
Hanley-Wood
We recently completed phase 1 of a custom-built system for tracking trade show attendees for Hanley-Wood, one of our valued clients. The following is the body of a letter written by Galen Poss, President of the Exhibitions division of Hanley-Wood to Tom Chenault, President of Chenault Systems:
As a follow-up to the discussion during
our recent lunch meeting, we wanted to write and formalize our appreciation for
the outstanding job, which you, Wes and your team did in helping us take the Historical
Attendee Database (HAD) system from a dream to an unbelievable reality.
The quality of your company’s work and the time frame within which the project was completed, both set new and extremely favorable benchmarks for the future. A similar project at another company took five times longer to complete, and was many times more expensive. Given past experience with other vendors, we were somewhat skeptical of both the timetable and cost when proposed by Shawn Pierce, our Director of Internet Products. Needless to say we are pleased and happily surprised with the final system and overall project results.
The addition of the HAD system to the
Hanley-Wood arsenal of process management tools, will allow us to better serve
our customers and distinguish our company from its competitors. We look forward to a continued and ever
growing relationship with you and Chenault Systems. It is rare in today’s business environment to find such an
outstanding supplier partner.
Again, many thanks for the excellent
work of you and your team.
For all of our success stories, press releases, and client testimonials please refer to www.chenaultsystems.com.
“Getting
ahead in a difficult profession requires avid faith in yourself. That is why some people with mediocre
talent, but with great inner drive, go much further than people with vastly
superior talent.” – Sophia Loren
“What’s
really happening is a seismic shift, from thinking of software as a product to
think of software as a service. Someday
we will look back at the notion of someone selling software as a sort of quaint
and old-fashioned idea.” – Greg Papadopoulos, Chief Technology Officer, Sun
Microsystems
“When
told you cannot see the ‘big picture,’ ask to see that big picture.” –
Anonymous
“Man must be moved by high and ethical concepts in
all of his relationships and must believe in the ultimate triumph of right.” –
Arthur Andersen, 1941