How to choose between an agile firm and a traditional cabinet?
It depends on the context of the company. Is it sized and adapted to carry out a project in agile mode? Do the challenges of the project require this approach? Are there enough resources internally to unlock time to participate in the workshops? It also depends on the interest in carrying out projects in agile mode: if this can unlock nodes internally and allow other projects in the future to be conducted in an agile way, then there is a real interest in spending some extra time there.
THE INTEREST IN CARRYING OUT PROJECTS IN AGILE MODE: IF IT CAN UNLOCK NODES INTERNALLY
Who are the stakeholders to invite to the defenses?
In addition to the purchases, of course, the project sponsor, the significant representatives of the project team, all the people impacted by the project, directly or through their resources. It is also relevant to invite:
IT: often the first impact because many projects start with a data collection and analysis phase that requires going through the ISD,
HR: if the mission is likely to lead to changes in team management and staffing,
Lawyers: the sooner we integrate them, the better they will defend the interests of the company in the negotiation,
Management control: incorporate them in the defense phase to give them the overall vision of the project on missions generating ROI and savings and reassures the sponsor.
Are there teams mix by type of consulting mission?
Often, high value-added strategic missions will favor senior profiles with very little management. These missions will have a shorter duration in terms of load.
For support, implementation and scoping missions, a majority of more junior profiles will be needed to retrieve the information, before an expert analysis phase at the end of the process. The good practice is to work with the business teams to understand their expectations and be proactive.
