Eric Sink argued a similar point 2 years ago in his weblog. Eric runs a small ISV (Independent Software Vendor). His point is that when a team is small, employees must be able to do anything in order to produce the product. There is no room for specialists that only produce code. Everyone on Eric's team has to be able to answer customer support calls, test code, fix bugs, and work on documentation. Small companies cannot afford to have employees with a small range of skills. For the team to be successful, everyone must be able to contribute across a wide range.

Working for a small software consultancy is no different. In fact, working as a consultant for a small software consultancy requires that each team member be even more well-rounded than a traditional ISV. For us to provide real value to our customers, not only must we be able to do our core jobs (such as produce software or write user documentation) we also have to be able to perform the following routinely:

• Understand the business requirements of users such that we understand the context of our work and where it fits into the needs of our customers.


• Talk to customers and users in their business-language. We must understand their business as well as we understand our own in order to succeed. We have to be able to effectively communicate.


• Advise customers on the best processes for operating their business.


• Provide a business solution that addresses customer needs. Sometimes this will come from work that we produce; sometimes this comes from applying work from others.


• Effectively manage the implementation of solutions.

The point is that in order for our consultants to succeed, they have to be multi-dimensional individuals. Good development skills are a given; consultants must be able to apply those skills in a customer's business environment in order to provide value.