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

JCF July 2005Prof Bernard J Challen2 Context  Increasing tensions ‘ outsourcing' v independent consulting  Definitions and expectations  Rapid changes - technology and economics

JCF July 2005Prof Bernard J Challen3 Management challenges  Internal or external development  consultants as supplements not competition  “ Keeping up appearances ”  fear of admitting weakness  Demonstrating capabilities  combining resources effectively

JCF July 2005Prof Bernard J Challen4 Lessons learned  ‘ Pure ’ consulting  Answer questions  Analyse situations  Frame questions  Service provision  Outsource work  Agree specifications  Agree delivery

JCF July 2005Prof Bernard J Challen5 Contracts  Definitions  Meanings - engineers and managers  Legal convolutions  Technical innovations

JCF July 2005Prof Bernard J Challen6 IPR  Intellectual Property Rights – for both client and consultant  Protection of confidentiality  “ Pre-existing knowledge ”  Ensure even-handed treatment  Assume no legal technical awareness

JCF July 2005Prof Bernard J Challen7 Usefulness  Combine:  new information/education  management actions  single contract timeframe  wider perspective

JCF July 2005Prof Bernard J Challen8 Knowledge  Engineering world  Complexity - multiple requirements  Incomplete knowledge - engineering  Language and expression  “ Unknown unknowns ” (pace Donald Rumsfelt)

JCF July 2005Prof Bernard J Challen9 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

JCF July 2005Prof Bernard J Challen10 Deliverables  Shared objectives  Business growth  Efficiency  Innovation  Differentiators  Strategic planning  Change implementation

JCF July 2005Prof Bernard J Challen11 Vehicle NVH  Powertrain design  Engine/transmission initial design  Structural analysis  Component optimisation  Vehicle refinement  Powertrain integration  Internal treatment

JCF July 2005Prof Bernard J Challen12 The future  Professional services across disciplines  Engineering – applications-oriented  Civil  Mechanical  Electrical  Sciences – knowledge-oriented  Arts – human-factors

JCF July 2005Prof Bernard J Challen13 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.

JCF July 2005Prof Bernard J Challen14 CPD  Continuing Professional Development  Coping with personal changes  Change in responsibility/department/company  UN study – 7 job changes in 21 st Century careers  Adapting to technical developments  7 years ’ formation vs 40 in practice  Standardisation – see

JCF July 2005Prof Bernard J Challen15 Chartered status  CEng – known to clients?  What does it mean to clients?  What significance to consultants?  What of the future?  Professional Institutions  organisation  relationships

JCF July 2005Prof Bernard J Challen16 Balance  “ Why keep a dog and bark yourself? ”  Competition with internal teams  Deliver product or service/advice ... when things go wrong

JCF July 2005Prof Bernard J Challen17 Conclusions  Consulting activity requires clarity  Mutual awareness of priorities essential  Technology education made explicit  Strategic vs tactical activity awareness  “ No assumptions – no surprises ”