The bench on the implementation is deep enough such that if a consultant quits, we will not experience major delays

Description

Having a deep bench means ensuring enough skilled and experienced implementation team members are available in the event the main consultant is suddenly unavailable. If a consultant leaves during the implementation, for any reason, it should not throw the whole process off schedule or drop the organization's performance levels. The vendor must ensure continuity and resilience in service, reducing potential risks associated with staff turnover.

Example Use Case

Scenario: A large manufacturing company is in the process of implementing CPM software. The mandated timeline for full roll-out is 4 months. The main consultant in charge of the implementation unexpectedly resigns two months into the implementation process.

Solution: Due to the deep bench in the implementation team provided by the vendor, another consultant with almost identical expertise and experience can fully take over. He seamlessly handles all responsibilities without causing any significant delays or disruptions to the schedule. This ensures that the project timeline remains intact, and the manufacturing company can transition smoothly into using the software as planned.

Considerations

Consultancies using formalized project management software with notes, deliverables, and so on are usually more resilient than a small shop running everything in email and a spreadsheet. If this risk mitigation requirement is important to you, make sure to question the provider about their internal processes.

If the provider is relatively small, usually the owner or founder can step in the pick up the slack when a consultant moves on.

We have listed this requirement because we've seen it all too often. It is more prevalent in larger consulting companies where the pay is less and utilization is through the roof, burning out good consultants with regularity.

Questions to Ask a Vendor

• Resourcing Capabilities: How large is your implementation team, and what is the expertise level of the consultants? If a consultant quits or is unable to work, how quickly can they be replaced?
• Training and Cross-Functional Agility: How is your team cross-trained to handle different project needs?
• Succession Planning: What procedures do you have in place to ensure a smooth hand-off if a key team member leaves during the implementation process?
• Internal Systems: What type of project management tools and tracking are in use at the consulting organization?