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When are consultants acceptable?

Explore the complexities of outsourcing, consultants as supplements, and managing technology in engineering consultancy with Prof. Bernard J. Challen. Gain insights on contracts, IPR, knowledge gaps, and strategic planning for effective outcomes.

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When are consultants acceptable?

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  1. When are consultants acceptable? Prof Bernard J Challen MSc CEng Shoreham Services Engineering Consultancy

  2. Context • Increasing tensions ‘outsourcing' v independent consulting • Definitions and expectations unclear • Rapid changes - technology and economics Prof Bernard J Challen

  3. Management challenges • Internal or external development • consultants as supplements not competition • “Keeping up appearances” • fear of admitting weakness • Demonstrating capabilities • combining resources effectively Prof Bernard J Challen

  4. Lessons learned • ‘Pure’ consulting • Answer questions • Analyse situations • Frame questions • Service provision • Outsource work • Agree specifications • Agree delivery Prof Bernard J Challen

  5. Contracts • Definitions • Meanings - engineers and managers • Legal convolutions • Technical innovations Prof Bernard J Challen

  6. IPR • Intellectual Property Rights – for both client and consultant • Protection of confidentiality • “Pre-existing knowledge” • Ensure even-handed treatment • Assume no legal technical awareness Prof Bernard J Challen

  7. Usefulness • Combine: • new information/education • management actions • single contract timeframe • wider perspective Prof Bernard J Challen

  8. Knowledge • Engineering world • Complexity - multiple requirements • Incomplete knowledge - engineering • Language and expression • “Unknown unknowns”(pace Donald Rumsfelt) Prof Bernard J Challen

  9. The Rumsfelt rules “... as we know, there are known knowns; there are things we know we know. We also know there are known unknowns; that is to say, we know there are some things we do not know. But there are also unknown unknowns, the ones we don't know we don't know.” Donald Rumsfelt, USA Secretary of Defense Prof Bernard J Challen

  10. Deliverables • Shared objectives • Business growth • Efficiency • Innovation • Differentiators • Strategic planning • Change implementation Prof Bernard J Challen

  11. Vehicle NVH • Powertrain design • Engine/transmission initial design • Structural analysis • Component optimisation • Vehicle refinement • Powertrain integration • Internal treatment Prof Bernard J Challen

  12. The future • Professional services across disciplines • Engineering – applications-oriented • Civil • Mechanical • Electrical • Sciences – knowledge-oriented • Arts – human-factors Prof Bernard J Challen

  13. Engineering technology • “An engineer is one who can do for sixpence what any fool can do for a pound.”– Old definition (quoted by a Past President of IMechE) • Moving boundaries between traditional professional groups (at least over the past 150 years . . .) • Educational scope and experience trends and challenges – more knowledge, less time. Prof Bernard J Challen

  14. CPD • Continuing Professional Development • Coping with personal changes • Change in responsibility/department/company • UN study – 7 job changes in 21st Century careers • Adapting to technical developments • 7 years’ formation vs 40 in practice • Standardisation – see www.pd-how2.org Prof Bernard J Challen

  15. Chartered status • CEng – known to clients? • What does it mean to clients? • What significance to consultants? • What of the future? • Professional Institutions • organisation • relationships Prof Bernard J Challen

  16. Balance • “Why keep a dog and bark yourself?” • Competition with internal teams • Deliver product or service/advice • . . . when things go wrong Prof Bernard J Challen

  17. Conclusions • Consulting activity requires clarity • Mutual awareness of priorities essential • Technology education made explicit • Strategic vs tactical activity awareness • “No assumptions – no surprises” Prof Bernard J Challen

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