| p>A recent survey of 100 IT professionals | | | | - Lack of understanding and management buy-in |
| responsible for data centres commissioned by data | | | | - Consultants attempting to reuse existing designs to |
| centre specialists Sentrum highlights the trust gap | | | | save time |
| between independent consultant and client. Statistics | | | | - Consultants not being clear enough when discussing |
| from Sentrum's 2009 research showed that 52% of | | | | pitfalls "The gap in understanding of technical and |
| IT managers in large companies expressed an | | | | commercial issues from the project outset between |
| interest in receiving advice and recommendations | | | | technology and business leaders is a common cause |
| from specialist consultants whilst in 2010 that trend | | | | for scope change mid-project", says data centre |
| has increased to the point where 88% of IT | | | | consultant David Griggs. "Whilst the CEO and CIO |
| managers said they would turn to independent data | | | | have a vision of a super-efficient, low-carbon facility |
| centre consultants for advice on designing a data | | | | with reduced operating costs, the CFO needs to |
| centre. 42% of the organisations questioned stated | | | | understand there can be a significant increase in |
| they now felt the need to secure the 'expert' advice | | | | capital expenditure to achieve this." |
| of consultants - a further 35% admitted that they | | | | 5 tips for a to get the most from external expertise |
| lacked the detailed knowledge required to complete | | | | |
| data centre projects in-house. | | | | 1. Establish a relationship early on with a design |
| So far, so good - but what about execution? | | | | partner. A good one will be happy to discuss some |
| Whilst 97% of the companies surveyed said they | | | | high level concepts with you, without charge |
| look for outside expertise in design or management, | | | | 2. Use their experience to help you finalise your C |
| just 2% take the original recommendations without | | | | level exec briefings and come up with some realistic |
| change. 9% of those surveyed admit they change | | | | design objectives |
| the recommended specification frequently and while it | | | | 3. Using off the shelf designs and proven technologies |
| is easy enough to put this down to the client not | | | | can keep costs down |
| having a clear scope, a more worrying 58% admit | | | | 4. Once the initial design is produced, roadshow this |
| this happens quite often. | | | | quickly to identify potential hazards |
| Where is it going wrong? | | | | 5. A staged payment model will ensure commitment |
| There is obviously a clear issue here - consultants are | | | | from the consultant throughout the project life-cycle. |
| providing advice that does not seem to fit the client's | | | | Negotiating such a model can avoid punitive upfront |
| objective. This can be caused by many factors | | | | charges. Read more about the survey on the |
| including: | | | | Sentrum website. |
| - A vague brief or unclear design objective | | | | |