It's easy to forget that, while in the process of selling, the consultant is simultaneously a "buyer." You are buying from the client a set of facts and circumstances about the project, the barriers to completion, and the definition of success.
Get this wrong, and you'll likely end up with an unhappy client and an unprofitable project. I'm not suggesting that you be overbearing, but your process of discovery must pass the test-do you really "buy" what you've heard from the client?
Three questions can help you assess if you know enough:
Is there consensus among the key decision makers that the project scope is well-defined?
It's a rare project that doesn't have detractors and shifting scope, so be sure you've got a general consensus, particularly on the geographical and organizational commponents of scope
What level of commitment is the client making to the project?
Consultants and clients usually work together to determine their respective roles and responsibilities. But it's always good to know that clients have given their level of participation serious thought before bringing in consultants.
Has success been defined?
While clients and consultants should collaborate to figure out what outcome defines success, it helps if clients are focused on the result they'd like to achieve, rather than on treating symptoms.
A good consulting sales process includes at least eleven other qualifying questions that I will include in future posts. The three above will get you started.
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