>  Anybody have any
> cautionary tales taken from actual experience?


Make sure the scope of what you want the consultant/contractor to accomplish
is VERY CLEAR.

The single biggest problem seems to be scope creep, as it impacts both the
total cost and the schedule of any engagement.  It's important to make sure
you know what YOU NEED TO ACCOMPLISH, and that the things that you MAY want
to achieve that extend beyond that don't cloud the effort.

A lot of this involves ensuring all parties impacted by whatever you're
attempting to accomplish have been clearly informed as to what your plans
are and that NO ONE is able to provide input directly to the
consultant/contractor requesting they change, add, or modify in any way what
the original scope statement includes without the project
manager/coordinator being involved.

Also, ensure the chosen contractor has the knowledge, skills, and ability to
accomplish all of the goals of the project natively and doesn't have to
bring in any third parties that they may not have control over their
availability or schedule.  The inevitable finger pointing exercise isn't
worth the concern.

Larry

-- 
Larry Medina
Danville, CA
RIM Professional since 1972

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