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New Post 10/18/2008 12:10 AM
User is offline KJ
243 posts
6th Level Poster


The incalcitrant Subject Matter Expert 

I have a question. During a requirements gathering exercise as part of a short consulting assignment, I was given a list of names  of subject matter experts to interview. One of the interviewees, whose information was critical to the sucess of the assignment,  refused point blank to answer any questions or give any information. He said “I’m sick and tired of you consultants coming here, picking my brain and writing up my solutions. You guys get the accolades and I remain here. So I’m not telling you a thing. You can speak to my manager; I don’t care”. (I toned down his wording somewhat, respecting those with good sensibilities on this forum). . What would you have done in this instance?

warm regards,

K

 
New Post 10/18/2008 1:42 AM
User is offline Craig Brown
560 posts
www.betterprojects.net
4th Level Poster




Re: The incalcitrant Subject Matter Expert 
Modified By Craig Brown  on 10/18/2008 3:43:39 AM)

If you are in a rush, i'd follow his advice and go to his manager.

If the project and relationship are long term I'd look for an opportunity to get his trust.

I've been in a similar situation before and over a few weeks/months I just kept persistently explaining my methods and demonstrating that I was looking to deliver the best results I could for his company.  In that context it worked for me to slow down and build trust.

But as a consutant you don't usually have the luxury of time, so you most likely have to escalate.

 

(PS  - a part of consulting is the poeple managment part.  You have to realise the story you are delivering, and how that helps the person you are working with.)

 
New Post 10/18/2008 2:56 AM
User is offline Guy Beauchamp
257 posts
www.smart-ba.com
5th Level Poster




Re: The incalcitrant Subject Matter Expert 

Kmajoos,

Document the issue that this person won't co-operate and then analyse the consequences of this issue - I would predict there are risks of project failure on any combination of time, money and quality as result of this issue. Estimate the liklihood and impact on the project if these risks materialises (and becomes issues).

Escalte to project manager and/or project board and/or his line manager.

Each issue should have an owner and resolution plan and date. Each risk should have an owner, a plan to reduce the liklihood of the risk and an action plan if the risk materialises as an issue.

Bascially, you job is to explain the consequences of the SME failure to the project in terms it can understand and deal with. If the project and his line manager accept these consequences then there is nothing more to do.

If they don't I guess the action plan will be to kick the SME in to co-operation!

Is his point about recognistion true? If so, I can see his point...

Guy

 
New Post 10/20/2008 5:45 PM
User is offline KJ
243 posts
6th Level Poster


Re: The incalcitrant Subject Matter Expert 

This situation happened a few years ago. I must admit I was slightly taken aback by the temerity of the individual; but I was equally sympathetic to the legitimacy of his complaint. However, after I had time to process his initial information, I realised that he wanted recognition. So I asked him if it would be ok if I include the source of the information (him) in my initial presentation slides. The assignment completed successfully and the Source got his due recognition and promotion.

My point: Its important to find out the clients/interviewees WIIFM (whats in it for me) is.

I've trained hundred-plus BAs recently and this dilemma always evokes some strong answers from delegates.

warm regards,

K

 

 
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