NewYork2008:Managing Consultants and Dealing with Vendors
Description
This peer sharing workshop will invite participants to compare their processes and tactics for managing critical project relationships that fall outside of organizational boundaries.
Session Notes
Vendor and Consultant Relationship Management Breakout - Jeremy & Michelle facilitating
What do organizations look for in vendors?
A good product
Match between vendor core competencies and organization needs
Some personality match between vendor/consultant and organization
Find a consultant that approaches problem solving in the way your organization is comfortable with - compatible philosophies
Non-profit pricing from vendors and consultants - discounted products and services - mini/pseudo grants
Keep a professional relationship with a clear, well-stated contract
Vendors need to show the same accountability to non-profits as they do with their other clients
Service level agreements well-defined - on paper
Web-content ownership defined
Business arrangement - its nice if they support the mission, but bottom line is the vendor service quality
Don't sacrifice a competent consultant for a good personality/warm-fuzzy relationship fit
Emotional connection between vendor/consultant and organization can cause problems in projects
Need to have a comfortable working relationship for successful project completion
Websites very emotional for organizations - branding, sometimes it is first glimpse of the organization the world sees
It is more efficient to work with fewer consultants/vendors for problem resolution and project success
Make sure you know who is doing the work - the vendor/consultant could outsource your work again - specify who is doing the work in the contract
Avoid vendor lock-in when possible
Organizational empowerment
Vendors like to maintain dependence
Demand that vendors educate you on the technical setup in your environment so you can change vendors if necessary
Make sure you have an exit strategy if the vendor/consultant relationship does not work out
If you pay someone to write code make sure you have the source and rights to modify the code if the relationship fails
Vendor responsiveness expectations set up front - ensure it is clear when someone is not meeting up to their end of the agreement
It is best for the organization to know what problem they are trying to solve when they engage a vendor or consultant to help
Organizations should shop around and talk to multiple vendors before deciding to proceed with a new relationship - validate why a vendor/consultant is selected for a contract
Authentic communication between organization & vendor/consultant - communication channels defined up front
- Single point of contact (SPOC) - vendors/consultants need a clearly defined lead contact to maintain project momentum
Where do organizations look for vendors?
Vendor selection - research vendors online, word of mouth with similar organizations
RFP needs to be as specific as possible with requirements and schedule
Sometimes for specific or complicated technology requests RFPs can be sent out more broadly to let the appropriate vendors find you
TechFinder website - vendors/consultants advertise services
TechSoup.org - good site with example RFPs and vendors that would be good
Consultant Comments website - not a lot of information now, but may have good information in the future
What happens when a vendor relationship goes bad?
Communication - tell the vendor early in the process that you are not happy with their services
Face to face meeting to discuss the issues - give the vendor an opportunity to resolve the issue/develop a plan to work with you to remedy the situation
If the vendor is defensive and not willing to work with you ---> good idea to look for a new vendor
Understand what issues the vendor/consultant is facing (not receiving data on time) before bringing up an issue
Create a schedule of expectations for the vendor to meet and withhold payment if legally possible
Batch small customizations into one large request with a higher dollar amount to get a vendor's attention
Face to face meetings help a lot when there are large issues to address
Build in project evaluations with the vendor/consultant (unbilled) to get candid information on how things are working
The decision to go with a small vendor or large vendor?
Understand your needs now and how they will grow to ensure you vendor can handle them
Smaller agencies will provide more personal service but not always the best response
- AH-Ha's
Communication with the vendor - single point of contact, well defined channels
Find a vendor whose core competency aligns with your core needs
Write a good contract to enforce requirements with a good exit strategy