Over the years, a number of techniques have been used by our group (and others) to provide the highest value services to our clients.  When all is said and done, providing meaningful and pertinent information to our clients is best accomplished if we follow a formal routine, involving a number of steps, which, when adhered to, guarantee the highest value of our service.

1.  Interview
This is your opportunity to share with us what you have in mind regarding scope and content of your project.  The conversation typically starts by discussing areas of your operations in which you sense a change and improvement is needed.  Generally, we consider this a non-chargeable session designed to evaluate whether we can be of service.  Whenever possible, the brief questionnaire should be filled out so we have some basic facts describing your organization.  [Back to Top]

2. Fact Finding
Depending on the scope of the project as discovered during the Initial Interview, this step can vary significantly.  In all areas affected by the project, we need to know how information is currently being handled.  Current procedures must be documented.  If our charge is to streamline order entry and handling, we must follow the document trail from the first contact with the customer until the money is in the bank.  If purchasing is a concern, we must trace the purchasing process through its many steps until payment is made to the vendor.  Not all projects require time consuming information gathering, but, it must be recognized that all existing procedures and policies currently in use must be documented - how and why are you doing things this way.  [Back to Top]

3.  Assessment
Once it is known what is being done now, and why it is done that way, we can begin the process of determining what enhancements to the process can be introduced to streamline, simplify and speed the information flow.  Are there tools available not being properly used?  Are the shortcomings a function of an improperly equipped staff or would a change in procedures correct the problem?  [Back to Top]

4.  Project Plan
This plan should list all tasks involved in the successful completion of the project.  The degree of success for all projects is improved when a Project Plan is in place.  The Plan should include what tasks are involved; who is doing each task; expected completion date; and identify points during the project at which progress can be measured.  Without such a plan, projects have a tendency to slip on their schedule and often wind up costing more than anticipated.  The Project Plan document also provides the client with an opportunity to scale the project up or down and to more clearly quantify the probable costs.  [Back to Top]

5.  Project Management
The client's personnel resources and inclinations dictate whether we handle the Management for the Project or become a resource for in-house management.  Critical to the efficiency with which the project is completed, however, is that someone assume the role.  The Manager should hold periodic meetings during the job's life, reporting to all involved that which has been completed on time and those areas in which there have been changes regarding schedule.  All such interim meetings should be followed by a write-up, however brief, documenting this status.  [Back to Top]

6.  Project Close-Out & report
Upon completion of the project, a review should be performed and documented.  This report should include comparisons between the plan and the end result.  Time consumed and costs should be components of this report.  The information will be helpful in evaluating the overall success of the project and will assist in planning similar projects in the future.  [Back to Top]

Using a Phased Approach
Starting with the initial interview, we urge new clients to consider dividing projects, other than the simplest, into phases.  Particularly early in the relationship between client and consultant, it is beneficial to go through the entire process with a relatively small project, and then to build on that first success by adding additional and potentially more sophisticated challenges.  Experience has taught us that as we work together, the relationship changes.  We get to know your organization better - its structure, strengths, weaknesses and goals.  You gain insight into our capabilities, also.  Therefore, how we go about planning future projects might be considerably different from the first project.  The relationship invariably gets better and the ability to work together with maximum effectiveness improves.  [Back to Top]

The Consultant's Role
The role of the consultant in any given project is affected by 2 primary factors:  the scope of the project; and, choices made by the client as to what portion of the project will be handled by the consultant. 

On the low end of consultant involvement, we have conducted an initial interview, gathered information via remote diagnostics, prepared a project plan with our recommendations, and were thanked for our efforts and assured the company would handle it from there.  They did just that and everything worked out as planned.  Our group had less than 5 hours into the project.  The client (now a long term business partner) reports their ROI covered their expense in about 6 weeks.  [Back to Top]

At the other extreme, we completed a project for which the client made it clear from the outset he neither had the time, expertise or inclination to swap performing his other duties in favor of being actively involved in the project.  The goal was to switch his sales effort from factory reps to company employees throughout the country.  In that case, we did the preliminary evaluation, purchased, installed, implemented software, purchased hardware, hired 4 representatives, trained them on the necessary procedures and worked with the sales manager as he made the transition from independent sales representation to company employees.  During the entire process, the company owner and the sales manager were involved in weekly status meetings only.  All the legwork, interviews, training, etc., was handled by MMG staff.  Then we walked away.  [Back to Top]

We work with out clients by discussing ways to minimize the costs, and thereby maximizing the benefit, of having a consultant involved in a project.  [Back to Top]

Consulting Agreement
The best way to assure a smooth relationship is to attempt to establish the "rules of engagement" early on.  To this end, we have an agreement found under the Let's Get Started heading that you can also access by clicking here.  [Back to Top]

Payment to Montclair Management Group
The pricing we established is based on pre-payment for services.  We do have the flexibility during long assignments to bill for our services after they have been rendered, but, we are not in a position to deal with typical accounts receivables while working at these below market rates.  Prompt payment is as important in a 2-way relationship as is our performance of our tasks in a professional and timely manner.  To that end, we have set up this web site to accept Credit Card payments for services and reimbursements for equipment we have purchased on our client's behalf.  Click here to go to the payment page; when done you can use your browser's Back button to return to this page.  [Back to Top]

About Project Size
Unlike many organizations, we are ideally suited for projects of all sizes.  This is do, in part, to the fact we are a group of experienced consultants with a wide variety of expertise in various areas of the Information Technology world.  We  welcome the opportunity to work with new clients for an hour or two all the way up to prolonged engagements over the course of a year or more.  In some cases the multiple steps outlined in "How We Do It" are not needed.

One of our senior people recently finished a two and a half year engagement and now has been asked back for a small project.  We frequently assist people where the total billing is for an hour and a half.  For long term clients, it is not unusual for our total involvement during any given month to be less than an hour, e.g. assisting them in selecting a printer or PC for a new employee.