When are consultants
acceptable?
Prof Bernard J Challen
MSc CEng
Shoreham Services
Engineering Consultancy
Context
Increasing tensions

‘outsourcing' v independent consulting

Definitions and expectations

Rapid changes
- technology and economics
JCF July 2005
Prof Bernard J Challen
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Management challenges

Internal or external development
 consultants

“Keeping up appearances”


as supplements not competition
fear of admitting weakness
Demonstrating capabilities

combining resources effectively
JCF July 2005
Prof Bernard J Challen
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Lessons learned
 ‘Pure’
consulting
 Answer
questions
 Analyse situations
 Frame questions
 Service
provision
Outsource work
 Agree specifications
 Agree delivery

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Prof Bernard J Challen
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Contracts
 Definitions
 Meanings
 Legal
convolutions
 Technical
JCF July 2005
- engineers and managers
innovations
Prof Bernard J Challen
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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 2005
Prof Bernard J Challen
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Usefulness
 Combine:

new information/education

management actions

single contract timeframe

wider perspective
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Prof Bernard J Challen
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Knowledge

Engineering world
 Complexity
- multiple requirements
 Incomplete
knowledge - engineering
 Language

and expression
“Unknown unknowns”
(pace Donald Rumsfelt)
JCF July 2005
Prof Bernard J Challen
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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 2005
Prof Bernard J Challen
9
Deliverables

Shared objectives




Business growth
Efficiency
Innovation
Differentiators


Strategic planning
Change implementation
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Prof Bernard J Challen
10
Vehicle NVH

Powertrain design




Engine/transmission initial design
Structural analysis
Component optimisation
Vehicle refinement


Powertrain integration
Internal treatment
JCF July 2005
Prof Bernard J Challen
11
The future
 Professional
 Engineering
services across disciplines
– applications-oriented
 Civil
 Mechanical
 Electrical
– knowledge-oriented
 Arts – human-factors
 Sciences
JCF July 2005
Prof Bernard J Challen
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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.

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Prof Bernard J Challen
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CPD
 Continuing
 Coping
Professional Development
with personal changes
 Change
in responsibility/department/company
 UN study – 7 job changes in 21st Century careers
 Adapting
7
to technical developments
years’ formation vs 40 in practice
 Standardisation
JCF July 2005
– see www.pd-how2.org
Prof Bernard J Challen
14
Chartered status


CEng – known to clients?

What does it mean to clients?

What significance to consultants?

What of the future?
Professional Institutions

organisation

relationships
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Prof Bernard J Challen
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Balance
 “Why
keep a dog and bark yourself?”
 Competition
 Deliver
.
with internal teams
product or service/advice
. . when things go wrong
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Prof Bernard J Challen
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Conclusions





Consulting activity requires clarity
Mutual awareness of priorities essential
Technology education made explicit
Strategic vs tactical activity awareness
“No assumptions – no surprises”
JCF July 2005
Prof Bernard J Challen
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