Closing Comments

I have come to the end of my Reflective Journal, I have learned a great deal about consulting, one of the most important things I learned is managing the relations between the consultant and the client. The key to having a good career as a consultant is having the ability of maintaining a healthy relation between consultant and client. I learned that this relation will remain a healthy one as long as the channels of communication are open. This is a very important factor when it comes to being a good consultant. As the semester evolved I also realized that to some extent we are all consultants to some degree. Whether it’s with our children, our students, co-works etc. maybe not at the professional level but we do some consulting. If I ever pursue a career as a professional consultant, I think this class has instilled in me the basics skill needed to become a great consultant.

A Blueprint for Development

Answering the question for the discussion board for chapter 12 made me realize that I have been a consultant to a certain extent. Over the last ten years I have worked in various offices in the university level, I have worked with students that received Veterans Affairs benefits. I was also employed at the financial aid office, where I worked with students that received financial aid assistance; I have worked within the scholarship area with students that received some sort of waiver or exemption from the state of Texas. Currently I work on advising students about degree plans and classes, all the mean time I have been consulting students on the route they must take to either receive their benefits or register for classes. I guess my consulting is in a different arena compare to that of my friend Paul Olsen who is a Datetel consultant. I guess what I’m trying to say is that we all do some consulting to some degree, maybe we are not professional consultant but we still perform some consulting duties. We consult our children when it comes to school; some people consult their friends when it comes to relations hip issues (my wife). Students consult other students when it comes to picking professors, the list could go on and on, like I mentioned before, some of us do not do it at the professional level but to some degree, a lot of use are consultants.

Troubleshooting the Consulting Relationship

Chapter 11 offered a series of tips that a consultant should follow when troubleshooting the relationship between client and consultant. All the tips mention were very important but one really stood out. I have seen projects go stale because people would not leave their emotions and egos out of it. We all have them, emotions and egos, some people know how to control them, and others do not. Many people still walk around with the idea that if it is not their way then it’s no way at all. In one instant, an individual that got denied funding for his department to work on a project that would benefit the entire university decided that if they would not work on project then they would make every effort possible to denied any assistance for those people that ended up picking up the project. Needless to say that the other group that picked up the project, did not receive any funding and received very minimal training. All because of someone’s ego, that if I do not get it my way, then you figure it out on your own.

Developing Your Elevator Speech

Project 3
Elevator Speech

An elevator speech is a brief, carefully planned, and well-practiced description about your company that your mother should be able to understand in the time it would take to ride up an elevator. According to Wikipedia an elevator speech should not take longer than thirty seconds or 100-150 words. The ultimate objective of the speech is to grab attention and make people want to know more about you and your business. Here are some examples of some elevator speeches along with a video I found extremely useful while creating my own elevator speech.
Click to View Elevator Speech Video


Carmen: Hi, my name is Carmen Garcia. I make dreams come true.Potential Client : How do you do that?Carmen: I'm a wedding planner. I plan dream weddings for couples. I've been working for myself, but I'd like to get in with one of the big resorts that hosts weddings.
Nestor: Hi, my name is Nestor Delgado. I'm a warm-and-fuzzy man.Potential: How so?Nestor: I manage a pet store and love to watch children's eyes light up when I put a little animal in their hands. I'm training to use pet therapy in hospitals and nursing homes and hope to break into that field.
Maria: Hi, my name is Mariat Perez. I'm responsible for this country's future.Potential Client: This I've got to hear about.Maria: I'm a teacher! I love shaping the minds of the next generation, but I'm also interested in getting into corporate training.

My name is Martin Rodriguez, I'm a consultant for Datatel and in recent years, Datatel has developed software that gives students the ability to plan classes for future semesters. This tool allows student to plan an entire degree plan for the future. Students can build a "road map" from their freshman days till graduation. I believe this my exit but here's my card, if your institution is interested, I would be more than willing to give you a demonstration of just how the software works, thank for your time and have a great day.

Delivering the Full Value

I believe that whatever is done at this stage will determine whether the client continues to make business with the consultant or not. For the last five years or so, UTB/TSC has suffered some setbacks when it comes to registering for classes. Previous to this students would register based on grade level and by last name, nowadays registration is open to all students at the same time. This causes an overload in the system which ends up crashing and then no one can register. This causes great frustration to our student body and the staff that is trying to help students get into their classes. As far as what kind of contract UTB/TSC and Datatel have, I am not aware of that but having a 24-7 hotline with Datatel would be an excellent tool to avoid numerous headaches to both students and staff. This would be a 24-7 Help Desk that could be called at any time and for any particular problem, of course this more than likely have a fee but this could be worked out. A very helpful tool that I would like to see more is training sessions for people that will be using the new or upgraded software that is being installed. This happens regularly in my line of work, just a few weeks ago, the computer people came in and installed Share point and Microsoft Office 2007 on my computer. Ok, now how does Share point work and what do all these new buttons do when creating a power point presentation. With this in mind, I would definitely include a series of training session on the house. I believe this would create a closer bond between client and consultant.

Deliver Business Results

Since the discussion board focused on the three C’s, (Collaboration, Communication, and Culture) I would like to expand more on the concept of the three C’s covered in this chapter. All three C’s are very important but I would like to concentrate on one of the C’s. In my area of work and in any other area, I believe communication is the most important C of all. Without communication nothing will occur, I read somewhere that the key to success is effective communication. I have worked in various positions at the university level and I have notice that this is the one factor that will make or break a project or a department. The lack of communication amongst co-workers can create extremely hostile environments. I have witness numerous outbreaks of rumors and gossip due to the lack of communication. In a previous chapter, the author mentioned that the lack of effective communications produces vacuums and that these vacuums are filled with gossip. This is so true, in the absence of communication, the void gets filled by, “well I heard this” or “someone told me that” and of course the most popular, “they said” and trust me, “they” say a lot. This extremely simple concept can make any organization run smooth; it’s just human nature to want to know what is going on around you. Up until this day, I do not understand why a supervisor would want to keep important information from their employees. As a supervisor, I think this is the last thing you want, keeping people in the dark, the more your employees know about their jobs; the better they can be at what they do.

Collaborate to Select Solutions

I really like the concept of the opening lines in chapter eight, lines I wish I could use as an advisor, “You advise, they decide,” this would not sit well in my profession. Unfortunately our students are “pampered” throughout their school years that when they reach our university, they expect the same treatment. Sadly, we give them that type of treatment, unlike a consultant; we advise and decide for our students. Another quote that made things a lot clearer is the “bicycle, car or limousine” comparison. It reminds me of something the author mentioned in chapter four; it went something like this,
If the client wants it good and fast, it won’t be cheap.
If the client wants it good and cheap, it won’t be fast.
If the client wants it cheap and fast, it won’t be good.
Here you have the choice of a bike, a car or a limousine, obviously, the bike would be a cheaper version and of course the limousine would be top of the line. A subject that was discussed in chapter eight that made a great deal of sense is presenting. Everything that was planned rides on how the material is presented. Days, weeks, maybe even months of work can be jeopardized by a bad presentation. The author made it clear; the presentation makes or breaks the relations between the client and the consultant. Yet, another very important point that the author makes is the use of technical jargon. I recently got assigned to maintain our webpage, during our first training sessions about the only thing I understood from the presenter was his name and the department he worked for. He gave the presentation as thought everyone in the room was a computer science major and did nothing but web paging. I sometimes think people use this type of language to feel like they know more than the rest of the world. Needless to say, we did not learn much more about web paging than what we already knew. I think that giving a good, clear and understandable presentation is the key to getting across to your audience.

Project 2; Interviewing an Expert

Hello, I am interviewing Mr. Paul Olsen, Senior Consultant for Datatel. What is Datatel?
For over 25 years, Datatel Incorporated has focused exclusively on helping colleges and universities manage their business processes. With flexible, single-source technology, professional services, and people who are passionate about education, Datatel continues to be an innovative leader for higher education.
Datatel offers the most advanced and comprehensive information technology solution for higher education – Datatel Colleague. Incorporating five key integrated components – Student, Finance, Financial Aid, HR, and Advancement – Colleague provides the tools and capabilities colleges and universities need to meet their business objectives. Datatel offers an unmatched level of expertise in higher education. More than 60 percent of Datatel's Professional Services Consultants have held positions in higher education, offering your institution a wealth of knowledge to develop sound business practices and maximize your return on investments.
The University of Texas at Brownsville/TSC utilizes Datatel, so I have had the privilege of working with Mr. Olsen. Mr. Olsen has assisted several of our departments with the implementation of Degree Audit.

click here for interview

Design Solution Options

So far, I believe this has been one of the most difficult chapters to read. The IDS and the IT model seem to make great sense. Both models follow a very structural method but not everything in life follows a straight path. The models leave very little room for error, and we all know that things happen. Things are not always going to flow as planed, on the ISD model, one stage is designed for Formative Evaluation and a sub stage that allows room for revision. Once again, this is well designed but what if the problems occur earlier in the model, why not have a similar stage towards the middle of the design, have a Pre-Formative Evaluation, then later in the project, conduct the final evaluation. On the other hand, the IT consulting framework does not have a testing area, from designing the solution, it jumps to selecting solutions but there is no stage to test the selected solution. What if these selected solutions do not function, what if the program still runs as slow as it did before or even slower; what then. Something I like about the IT framework is that it’s direct and to the point. It guides you step by step in what needs to be done to solve the issues at hand.

Understand the Client's Situation

Chapter six deals with understanding the client’s situation, this is vital when trying to accomplish a particular job. Understanding what the issues are that the client needs help with will more than likely place you in the right track. You have been called for a particular reason, understanding what the reason is will more than likely get you and the client closer. Understanding where the client comes from and where he/she wants to go make things a lot easier for both parties. The Enterprise IT model lays out a perfect outline of what needs to be done to accomplish the mission. An excellent tip that I will adopt from this particular chapter is to become a good observant. The author used a very colorful quote from Yogi Berra, “You can observe a lot just by watching.” This could not be better put, anyone can watch but not everyone can observe. I believe that if a person really wants to get the insight of how something works, they need to infiltrate the organization. These types of procedures are very common in law enforcement, where undercover agents become part of the organization they want to “bring down.” As an insider you can evaluate the environment, atmosphere, work flow and attitudes. We all know that we act differently when someone is watching us work, especially if it’s our boss, this is just human nature. If you are trying to get an accurate understanding of the situation, walking around with a white coat and a clip board will probably not help. Another good tip mentioned by the author and that I would like to try out in my office is conducting surveys. This would be an excellent way to gather information from the people you going to work with. I think this also puts people at ease, getting their input might be as important to you as it is for them.

Visualize Success

Chapter five opens with a great scenario, it mentions how difficult it is to transition to newer technology. This is so true, in my department we have the pro-technology people, and these people are more than willing to embrace any new technology. Then you have the anti-technology people, these people do exactly what the author mentioned, they will “cry and protest” through every step of the new changes. I like the idea of creating a “tag line” I think something like this would help in convincing people that what you are doing is for everyone’s benefit. A good tag line in my department would be, “with this new program you will not have to get up from your desk to get your coffee.” With the distinct division in my department, what we need is a person that can unite the clans; otherwise we will remain in the same situations. Some individuals want to stick to doing it the old fashioned way while others are more than willing to adopt any new technology that help provide a better service. The author makes an excellent point when he talks about the communication issue. Having worked in various offices, the lack of communication can devastate the working environment. Good communication amongst the people involved will prevent numerous headaches. As the author states, “One of the key adages of communication is that rumor fills a vacuum.” This could have not been better stated; I worked in a department in which “management” made all the decisions, rarely consulting the “working class.” The moral in this particular department could not get much lower; needless to say, I do not work there anymore. I personally believe that the key to success in anything you do is communication. As long as people are aware of what is going on, they will more than likely participate in any project. My ex-director gave me a tip that I will never forget, he would say that to keep people happy you tire them out with kindness. This simple action will warm the coldest heart; people will not know exactly how to react when you shower them with nothing but kindness. Change is inevitable, and people have two choices, embrace it or fight it. If the change will benefit the masses, why not take it, now if this change harms the masses, fight it till the end.

Negotiate the Relationship

This chapter lays the foundation for either a good or bad outcome. Chapter four deals with negotiating the relationship between the consultant and the client, a good relation should lead to good results and of course, a bad relation might not end with a desirable outcome. Here is where all the questions should be placed on the table. Questions like; when do I get paid, who do I answer to, who will I be working with, what is expected of me and so forth. The author explains it perfectly in the opening pages; he states, “the client’s expectation of the role you will play determines the style you bring to the engagement.” Once your role has been established, you can then begin work in that role. If you are only there for recommendations, then recommend, if you are there to program, then start programming, you get the idea. One excellent point mentioned in this chapter deals with asking the client exactly what they expect of you. This sets the stage to what needs to be done to accomplish your job as a consultant. A simple question that the author uses is “What can I do to help with that problem?” Establishing that you are there to either solve a problem or make something run smoother is always a good start. Now lets get to the issue dealing with money, how you charge and who will pay. The author makes an excellent point when he states, “take the client’s money seriously; you can be sure the client does”. This makes perfect sense, the client is paying for a service and that service comes from the consultant. It is the consultant that must now decide how much his work is worth. From this point, I would calculate just how much time my project might take. If this project is to extend more than several weeks I would charge as a project and add additional fees for unforeseen incidents. If I calculate that the work is only going to take a couple of weeks, I would then charge by the hour. The author mentioned three words that might come up when negotiating with the client, cheap, fast and good and this is how he puts these words into perspective.
If the client wants it good and fast, it won’t be cheap.
If the client wants it good and cheap, it won’t be fast.
If the client wants it cheap and fast, it won’t be good.
These are all good points and we have all tried at least one of these concepts, whether it is with our mechanic or our computer tech.

Approach the Client

The beginning of chapter three has been great help when it comes to advising students. Beginning in the fall of 2007, The University of Texas at Brownsville and Texas Southmost College instated an academic policy in which students must be meeting a 70% completion rate and must maintain a 2.0 Grade Point Average. This new policy has crated enormous havoc for students that had one or two “bad” semesters at the beginning of their university experience. This is where Euripides comes into play; I’ve been telling students that “A bad beginning makes a bad ending.” This is true for everything in life; every action an individual takes has a reaction. The meeting between consultant and client reminds me of job interviews I’ve had in the past. Everyone is evaluating everyone, the last and toughest interview I have ever experienced happened June 2006. I was interviewed for an FBI position. The minute I entered the room I was evaluating the individuals in the room and I could feel they were doing the same. This same concept is repeated by the author as he states that “the client and the consultant are also evaluating one another.” As corny as this may sound its true, the first impression says a great deal about the person one is meeting. In my profession I have met thousands of students; in the first meeting I know what type of student I am dealing with. This is the same with an IT and a client, first impressions are everything. I have never seen anyone go to a job interview in shorts, t-shit and flip flops (chanclas). Of course not, people are normally dressed in professional attire; the power of observations is tremendously strong. A good tip that I picked up out of this chapter when advising my students is not to prescribe before diagnosing. Let your client, or in my case, my students express their concerns and then comment on what I think could be done. An excellent tool used by the author is to integrate a Case Study into the chapter. This gives the reader an excellent scenario of how things work in an IT and client environment. After reading the beginning of the case study, much of the first three chapters made more sense.

The IT Counsulting Skill Set

In chapter two the author brought about some very good points. The most obvious is the first point, if you plan to venture into the consulting business; it’s wise to become an expert in the area that you plan to consult in. Your technical, or, should I say your, expertise in your technical area are a great part of what makes you a consultant. As a client, one would hate to pay anyone who really does not know what they are talking about. As far as the business aspect, is concerned I find it some what difficult to comprehend. Being a good business person is not something you can purchase. I know of a man in the Brownsville area who began his business by selling cars and shoes. It sounded strange to me when I heard his story; it just seems that cars and shoes do not go together. This man would ride the bus up north; he would then find a vehicle he thought he could sell in the Rio Grand Valley and purchase this vehicle. Then, he’d go to a shoe outlet and fill this vehicle full of shoes. He would then drive the vehicle full of shoes down to the Valley; he would sell the vehicle in the U.S and the shoes in Mexico. He would do this once a week; he now owns a car lot worth an estimated 1.5 million dollars. I guess what I’m trying to say is that good business people are self made and not taught. You could be an expert in your area, but if you lack the business skills you will not make a good consultant. This leads to the last skill mentioned in this chapter. I personally believe that this skill is the most important; this skill makes the difference between a good consultant and a great consultant. Communication is the key to everything, a consultant could be the most knowledgeable person in their area, they could be the best business person but without effective communication this means nothing. The author states that “without clear, open, and effective communication between the parties, consulting cannot take place.” This pretty much summarizes the chapter; a consultant can not exist without good communication skills. These skills are essential in this particular field; an IT that can not communicate with the client will be out of a job.

The Business of Advice

One particular comment that I found very interesting was at the very beginning of the chapter. The client asks the IT consultant, “How do you overcome resistance to the new data system?” This is a question that I have been trying to solve in my department; this department is divided between the pro-technology people and the anti-technology people. One could compare it to our civil war, the North verses the South. The pro-technology of course, embrace anything that is automated and are more than willing to learn. On the other hand, the anti-technology holds dear to their beliefs, “Why change something that has been working fine for years?” I hope that in future chapters the author of the book has an answer to this question. The author makes an excellent point when he presents the five basic concepts that serve as a foundation for an IT. All five make perfect sense. On a personal note, I see concept one and two as the most important out of the five. Focusing on the relationship will definitely put everyone in perspective. This allows people to respect each other’s boundaries. The minute people begin overstepping their respective boundaries, the system collapses. The author makes one very clear statement, “the relationship with the client determines both the content of the advice and the manner in which it is given.” This is so true in any relation, whether it be at work, with friends or in marriage. A good relationship will lead to better communication, which in turn, leads to a better understanding between the parties involved. The second concept concentrates on clearly defining the roles. If not done properly and in a timely manner in the process, this simple concept can turn into the two headed monster. This particular concept can be seen all over Mother Nature. In a pack of wolves, all the roles are clearly established and this makes the pack a successful hunting machine. You have the Alfa male and the Alfa female. These two are the leaders of the pack, you then have the rest of the pack, some help with the upbringing of the offspring, yet others help in the hunting of game. This concept must also be applied in the work place, the IT and the client must clearly establish their roles. One is there to consult; the other is there to be consulted. The client might not like the advice from the consultant; the consultant might not like the reaction of the client when they are being advised. The bottom line is that if the roles are clearly defined, they will both understand that one is there to advise, and the other is there to be advised.