You know how the Internet can make an expert of nearly anyone? A shaky economy can make a consultant out of nearly any retiree or out-of-work businessperson. Virtually anyone can call themselves a consultant and hang out a shingle. They might even land a few jobs – but hopefully not on your project! Let’s take a look at three quick and effective ways to hire a bad consultant so you can run in the opposite direction.

There is an art and science to project management. The value an experienced, skilled consultant can bring is tremendous. Basing your decision on any or all of the following factors, though, does a disservice to your project and reduces the value – and the chance for a successful outcome.

• Price. Price is a determinant. It would be wrong, and naïve, to say otherwise. But don’t think of it in terms solely of price. Think of value. What value are you getting in exchange for the money? If you have a multimillion-dollar project and are trying to hold a project manager to a very low hourly rate, you could be in big trouble. A $90/hour consultant could end up being a terrible value, while a consultant that costs twice that, even three times that, brings incredible value and return on that investment.
• Designations. CMC and PMP are prestigious designations. They don’t give them out to anyone! Make sure the designations are current & up to date. However having the confirmation does not guarantee that the consultant has the ability to take experiences from the past and apply them to the present, or to communicate effectively, get people organized around processes and bought into visions, or handle politics. You can wear your designation on your sleeve, or you can live up to it.
• Incomplete references. People typically check references, but they don’t always ask the right questions. “What did you like about Bob?” is not really going to give you any useful information. Did Bob facilitate knowledge transfer? Did he provide solutions that met your needs? Did he engage people at all levels? Is he scalable? Is he politically astute? What did he do if (and when!) he ruffled feathers? These are questions that get much more to the core of the issues, and to the core of the value of the consultant.

Most people buy consultants, like a commodity. They gather some resumes, start talking to people. But even before you bring someone in to interview, it is important to have done your homework. What are the objectives you want to accomplish? What do you think you need to be successful? What does success look like in your mind? You’re not just looking for a warm body; you’re looking for someone who can bring value and help you achieve that vision of success.