Your Freelancer Can Be a Low-Cost Consultant
December 18, 2009 6 Comments
As any project manager knows, finding good freelancers can be tough. Once you have one who efficiently delivers high-quality work, the seamlessness of the operation is addictive. Everything’s functioning beautifully, so you just keep running the well-oiled machine. That’s a success to celebrate, of course, but it can lull you into overlooking additional value that the freelancer could offer, if only you’d pause a moment to extract it. I’ve seen that value both as an in-house project manager and as a freelancer.
Where is the value hidden? It’s buried among the insights that the freelancer is constantly acquiring about your systems. Not every reliable freelancer will be able to articulate those insights in a form that can be put to practical use; that’s something you have to gauge based on your interactions with her. And even if she is a good candidate for this kind of meta-analysis, her time does mean money. But it’s a fraction of what you’d pay for a high-priced consultant, not least because the freelancer has already done the up-front investigational work. That’s low-hanging fruit you’d be wise to pluck.
Here are some small-scale assessments you can ask a freelancer to do. Different types of outsourced work are likely to merit different types of assessments, many not in this list. And, clearly, they cannot substitute for a consulting task that requires a very broad scope.
1. On an isolated job, have the freelancer keep a running catalogue of things that went better or worse than expected. Ask her to briefly explain why she thinks each outcome was unanticipated, focusing in particular on systems- and process-related obstacles.
2. Over time, have her note which parts of the work you deliver to her have become easier to handle, and which less. If she finds that the level of difficulty fluctuates, have her identify the contingencies, systemic and otherwise, that seem to be responsible.
3. If your relationship with the freelancer is especially trusting, ask her to identify one process or protocol that she uses with one of her other clients that she thinks would serve your needs. Have her explain how it might best be integrated with your existing systems, even if modest ripple effects would be unavoidable. Obviously, make clear that you are not interested in the name of, or any proprietary information from, the other client and that if either revelation cannot be avoided, she should skip this task altogether.
4. Ask her to write a one-page analysis of how your overall systems can be improved. The analysis should include both a brief narrative assessment and specific, bulleted suggestions. Encourage her to be honest yet practical in her recommendations.
Small-scale consultative tasks like these should be assigned to a freelancer only on a periodic, or even a one-time, basis. You obviously don’t want to gum up the gears of the well-oiled machine. Also, be clear about how much time you’d like the freelancer to spend. If in the end you derive value from her assessment, compare it — and the cost — with what you got from your last consultant. There’s no guarantee of comparatively better value, but the experiment certainly will have been worth the low price you paid to conduct it.
How have you managed to derive value from your freelancers, beyond the usual deliverables?