Like most worthwhile endeavors, IT contracting and consulting is harder than it looks. Sure, your skills are world-class; you are willing to tackle any technical challenge. However, you won't survive on technical prowess alone. You need to approach a contracting career as if you are launching a business, which, of course, you are.

This means you have to think about and do things that probably aren't going to be much fun -- finding work, marketing yourself, invoicing clients, and dealing with taxes, to name a few. You might seek to minimize some of these chores by working through a staffing firm or consultancy, but managing that kind of relationship presents its own challenges. What's important is knowing what to expect -- and what's expected of you -- as an IT contractor or consultant, and then committing yourself to doing what it takes.

This guide covers the basics of what every IT contractor or consultant should be doing to ensure success. We tell you how to approach key aspects of your career and provide advice on making use of the ideas we present. For further reading, we've provided a directory of CP and CPUniverse articles available on our Web site.

For the IT pro looking to escape captive employment, this giant to-do list might seem daunting. Yet in fact, our goal is to make your transition easier; by reading this guide you'll be better prepared, avoid mistake, and be more competitive in the market. Experienced contractors might find the information presented here valuable for moving their careers to the next level.

CP's Guide to Contracting and Consulting is broken into three parts. Finding Work covers resumes, job boards and fairs, interviewing, and staffing and services firms. Business Best Practices covers business plans, proposals, rates, marketing, taxes, and debt collection. Managing Relationships deals with your on-the-job relationships with your clients and temporary co-workers.

1. Finding Work

The life of a contract professional centers around finding the next job. He or she should always be thinking one project ahead to avoid down time. What follows are tips on how to search, where to search, and how to do everything you can to give yourself the edge over the competition.

It all starts with your resume. What's on it? What isn't? Then it's a matter of getting it out there. How do you handle an online job search? A job fair? What if you'd like to go through a staffing firm -- how do you know which one's right for you? If you make the cut, what should you know about interviewing?

It's a challenge, but CP can get you started.

The Resume

The key piece in any job search is the resume. You can't start searching until you've sorted out and set down on paper what you have to offer. So what makes a good resume? The basic elements are (in order):

Name, address, and contact information (phone and e-mail). Center or justify on the left at the top of the page.

Objective or summary statement. Opinions differ on which is better. Common sense would dictate that if you're applying for a specific position, you can include an objective; if you're looking to be placed wherever the employer thinks is most suitable you should make it a summary statement of your skills and abilities.

Skill list. Many employers and recruiters like to see your skills listed in a block near the top of the resume. Leave off the skills that aren't relevant; some readers see a long list of skills and assume less knowledge of the desired ones. This means you might need more than one resume. Accentuate different strengths on each, and pick the one that seems the most suitable for the job for which you're applying.

Education. This can include college and post-college degrees as well as other training you've completed or certifications you've earned. Again, leave off the ones that aren't relevant.

Experience. List the jobs you've had in reverse chronological order (most recent first). Job titles aren't enough. Include descriptions of each job or project, focusing on the problem you faced, the steps you took to solve it, and the result you achieved. Be concise, and leave off positions from the distant past if need be. Include the names of companies you've worked for. Big names can make a big impression on resume readers.

Interests. Include those that demonstrate your leadership qualities, determination, intelligence, or similar traits. Don't include hobbies that aren't relevant to your potential job performance; you can say you're a member of Mensa or that you're in charge of coordinating member information for your entire church, but not that you're a die-hard Buffy fan. Some resume readers consider this section a waste of space, so keep it brief. Keep the layout of the resume simple:

Two pages is plenty. If you have more than that, there's probably something you can leave off; try making your job summaries more succinct or getting rid of less recent positions.

Make it scannable. Use 8 1/2- by 11-inch white or light-colored paper, an easy-to-read font in a standard size (10- or 12-point), and bold instead of italic for emphasis. Some resumes are scanned electronically and some aren't, but look at it this way: If the computer can't read your typeface, odds are a human will encounter some difficulty, too. Why not make it easy on whoever's in charge of getting your resume read?

Proofread. That doesn't just mean click the spellcheck button. Read your resume over carefully, then read it over again, then give it to someone else to read. Nothing demonstrates a lack of attention to detail more concisely than a glaring typo or poorly constructed sentence. Remember, you never get a second chance to make a first impression.

One word of resume advice: Don't lie. This may sound like a no-brainer, but the temptation to overinflate your qualifications can be strong. It'll backfire in the end when you're given an assignment you're not qualified to handle.

If you're sending your resume via e-mail, the above rules still apply, but take the following into consideration as well:

Don't send your resume as an attachment unless you've been specifically asked to do so. If the reader uses a different word-processing program, your resume might show up as unreadable or incorrectly formatted. Pasting it directly into your e-mail is the best bet. This also means that:

An electronic resume must be in plain text. If you can do any formatting tricks like italicizing or changing font size, you are not composing in plain text. Use all caps in place of bold for emphasis, hyphens or asterisks instead of bullet points, and an extra line between paragraphs. Don't use smart quotes, em dashes, or other special characters -- anything that you can type using the letters, numbers, and shift key on your keyboard is OK. If you're using Word, turn off auto-formatting and smart quotes; to make it easy on yourself, compose in Notepad, SimpleText, or another plain-text program.

The Online Search

You've got your resume; now you need someone to give it to. It's time to start the job search in earnest. These days, a hugely popular tool for job-seeking professionals is the Web. The number and type of job sites have skyrocketed over the last few years and continues to increase at a breakneck pace (see "Where to Find the Jobs Online"). Look for these qualities in a job site when going about your virtual search:

Scope. Does the site list jobs of all kinds or IT jobs specifically? Contract jobs only or permanent ones as well? If it has both, can you select contract jobs only? Many sites have a radio button or menu allowing you to specify this. If not, does using "contract" as a keyword bring up those jobs? Can you tell from a listing whether the job is contract or permanent? (Keep in mind that at many sites, the keyword "contract" brings up listings that say "This is not a contract job," so read carefully.)

Size. How many job listings does the site have? Does it say somewhere? If you do a search without input-ting any criteria (that is, for every job), does it bring back an anemic 20 or so, or thousands? Range. Is the site local? National? International? Each type has its own advantages and disadvantages. National/international sites are often larger and attract more listings, but regional sites might have a better handle on your specific location.

Source. Do the jobs come from agencies? The companies themselves? Newsgroups? Classified ads? Other job sites? If they're agency jobs, are they all from the same agency? Staffing firms often set up their own job sites. It's fine if you see a job you're interested in and you want to try for it through the agency, but that's a different animal from an independent job site.

Cost. Is the site free for contractors? If it isn't, find one that is; there are plenty. Is it free for companies submitting jobs? If there's a fee, that's probably how the site makes its money; if there isn't, there might be a hidden cost somewhere else.

Dates. How old are the job listings? Are there plenty of fresh ones or are most of them months old?

Contact method. Do you contact the company directly to apply for a job? Does the site facilitate the contact? Can you post your resume and have it made available to those searching for you? Can you do this anonymously, or do you have to make your name known to anyone who might be browsing?

Notification. Can you sign up for an e-mail notification service that will let you know when interesting jobs are posted? That can save you a lot of surf time.

The Job Fair

Job fairs are another great place to network and scope out jobs. Going to a job fair might not be the most fun you've ever had, but it can pay off in the long run. To get the most out of your day, keep the following in mind:

Don't wait until you're between jobs to go. You won't be hired that day anyway, and you might not be looking by the time the offers start materializing.

Be prepared. If possible, get a list of the companies attending and research them beforehand. Bring a notebook and pen to take notes on each company you speak to, and wear a suit in case you're asked to interview that day.

Bring more resumes and business cards than you think you'll need, and hand them out everywhere you can. If you have multiple resumes, bring several copies of each, and select the most appropriate one for each company.

Take liberal notes on every company you speak to.

Follow up. Keep careful track of where you left your resume, whom you promised to call, etc., and then send follow-up letters/e-mails/phone calls.

The Interview

You've distributed your resume everywhere, and now it's paid off; you've been offered an interview. Are you home free? Not yet. Surviving the interview requires a whole new set of skills. Tips on coming through with flying colors:

Learn as much as you can about the company. Pump the recruiter or HR contact for what information you can. Go to the company Web site; read about its products, business mission, and press releases.

Prepare and review. List questions you want to ask and anticipate questions you'll be asked. Prepare answers for those questions. Go over your list before you leave for the interview.

Look prepared. Bring a pen, pad, extra resumes, and any other material that might help you in the interview.

Don't be late. If, despite your best efforts, you do run late, call in to let them know.

Err on the side of over-dressing. So what if you show up in a sport jacket and tie and your interviewer is wearing a mustard-stained South Park t-shirt. At least you've shown with your appearance that you care about getting the job. Watch the body language. Sit upright in your chair and make eye contact. Be aware of any excessive body movements that people sometimes make when they are nervous.

Stay focused. Avoid going too far off topic.

Make your case. If aspects of the job play to your strengths, point them out to the interviewer.

Know when to end it. Occasionally, you will experience an interview where it is clear that the match is bad. Exit gracefully; tell the interviewer that you think the opportunity isn't for you, thank him or her, and say good-bye.

The Staffing Firm Search

Many contract professionals prefer to take the IT staffing or services firm route. It's a simple tradeoff: The staffing firm does the legwork and some of the paperwork for you in exchange for a fee or mark-up on your rate to clients.

If that's how you'd like to go, you're still not off the hook. How do you find yourself a great staffing firm? Try these tips:

Seek the advice of friends. Not only is this a great way to find a good firm, but going in with a reference might result in preferential treatment. You want recommendations for both the firm and a specific recruiter with whom you will be working.

Find out who places where. If you want to work for a specific company or industry, do research to learn who the top placement firms are. You can find this information by searching the postings on job boards, networking with contacts in the industry, or calling the companies' HR departments and asking.

Research the firms working in your area. Go to their Web sites and look for a mission statement or other background on the company. What do they emphasize? If there's a lot about reducing costs for clients and little or nothing about benefits for contractors, proceed warily. Does the firm belong to an organization like the NACCB, which requires member firms to adhere to a code of ethics? Does the firm list its code of ethics?

Ask for advice from the contracting community. Join an online discussion group such as the CPUniverse Forum or alt.computer.consultants on Usenet and ask about the experiences of others working with specific firms.

Interview the recruiters you might be working with. Is the recruiter someone you can trust? The contractor must trust the representative firm to look after his or her professional interests and goals.

Retain resume control. The firm should never send your resume to a client without your prior approval.

Look for a single point of contact. The firm should have one main contact that works with you and has a detailed understanding of your skills, desires, rates, and so on.

Look for a market match. The firm's client market should match your talents, and it should have longevity in that market.

Stick to your rates. You want a firm that can secure the best rates for you.

Expect responsiveness. You should expect feedback and expect your agent to be responsive to any query.

Value experience. The market is filled with newcomers. Find out who knows the business of placing contractors and who has a track record of success.

Make sure you are comfortable with the contract. Look at a sample contract.

Make sure you have a clear understanding of the pay period.

Make sure the firm can accommodate your preferred tax status: W-2, 1099, independent contractor, or a salaried consultant.

Expect respect. The firm should understand that it represents you.

Expect results. If your firm is not getting the job done, then find another.

2. Business Best Practices

No matter how you work -- as an independent, W-2 employee of a staffing firm, or incorporated consultant -- it is in your best interest to manage your career like a CEO manages a business. This means setting goals, making a plan to achieve them, managing cash flow and risk, and making a presence for yourself in the industry. You don't need a Harvard MBA degree to do this, just an understanding of the tasks that need to be done and a commitment to doing them consistently.

Starting Out

So, you've finally decided to take the plunge, throw off the yoke of employment, and become an IT consultant. It's time to put your business plan into action and make a name for yourself. You do have a plan, don't you? No? Well, it's never too late to create one. Here's how:

In one or two sentences, state your overall business objective. It might be something like, "I will be a leading provider of e-commerce development services in the greater Peoria area."

Flesh out the details of your business objective. In one or two paragraphs, define your areas of specialization, the kinds of clients you want to target, income goals, and long-range plans.

Describe how you will reach your goals. The steps you take might include training, equipment/software purchases, devising a marketing plan, or building a Web site. Be sure to include a few details about how you will achieve each step. You might want to include personal goals here, too, such as "spend more time with the kids" or "take six-week vacation next summer."

Create a list of potential clients. Separate your hot prospects from the others, as you will want to concentrate on them first.

Set deadlines for achieving your goals. Set realistic expectations for yourself.

Estimate costs and revenues for the first year. Again, be realistic; try to err on the conservative side. The bottom line that you come up with might not meet your expectations. At this point, you can revise your expectations or your plan. When estimating costs, be sure to include items such as training and certification fees, hardware and software purchases, marketing collateral (business cards, Web site, and so on), insurance, and services (such as phone or Web access). Don't forget taxes. You can get a rough idea of revenue by estimating the number of hours you can likely bill for the year (be sure to account for time spent on administrative tasks, which are not billable) and multiply that by the hourly rate you expect to charge.

Remember, unless you are seeking investment funds, a loan, or partners, the business plan is for your benefit only. Don't get bogged down with a lot of detail. If the goals and steps for achieving them are clear to you, then you've done your job here.

Professional Liability

All contractors and consultants should be concerned about professional liability, but independents particularly so. Without protection as employees of a staffing firm, independents are vulnerable to lawsuits, justifiable or not, filed by clients. Fortunately, you have a number of options to help prevent lawsuits and to minimize the damage they cause once filed.

Avoid projects that seem doomed to fail. This can be tough if you need the work, but being involved in a disaster increases the likelihood of fingers pointing your way.

Set expectations in the beginning and revise as necessary. In other words, communicate honestly with your client as to how you see the project progressing. Put your expectations in writing and get the client to sign off on them. If something changes, be prompt about explaining the reasons why and seek agreement about the modified expectations.

Keep all written and electronic correspondence with your client. As Bill Gates has learned, you never know what might be significant evidence in a lawsuit. Keep paper items in a folder and maintain backups of your e-mail.

Work as a W-2 employee through an IT services or staffing firm. Of course, many consultants prefer independence, but for the rest, this option provides a high level of protection. It is not a guarantee, however, against someone filing a personal lawsuit against you.

Buy professional liability insurance. Every IT consultant, independent or not, should consider professional liability insurance. How much to buy will vary depending on your work status (independent, W-2 employee, 1099, etc.), assets, and type of services you provide. An independent contractor can expect to pay about $1,000 per year for $1 million worth of "errors and omissions" insurance, plus another $250 to $500 per year for general liability insurance.

Incorporate your business. This won't protect you from lawsuits, but it will, in most cases, protect your personal assets in the event you are sued.

Collecting Debts

If you haven't experienced it already, a client will eventually fail to pay you. Getting a deadbeat to pay won't be easy, but taking the following steps will increase your chances of seeing the money you are owed. First, try the proverbial ounce of prevention:

Assess potential clients' ability to pay. Pay attention to how long each client has been in business, its size, and its reputation.

If the company is very small, request a written personal guarantee from the owner to back up the business credit.

Offer a discount for prompt payment. Even a 5 percent discount might encourage faster payment and improve your cash flow.

Be organized and consistent about your billing. Send bills out at the same time each month, and resend if necessary.

If the prevention fails, try these cures:
Send a polite first request for payment. Follow it up with a phone call.

If the letter and phone call are not productive, send a second, sterner letter with a deadline for payment. Tell the client that failure to pay at that time will result in legal action to collect the debt.

Still no payment? Options for the next step include:
Taking the debt to the state's arbitration system. Available in most states, arbitration is less expensive than the courts and does not usually require a lawyer.

Obtaining a judgment note. It is an acknowledgment of the debt by the client and might help secure the debt through a collateral arrangement.

Going to the courts. This is a last resort, and unless the amount is relatively significant, a lawsuit might not be worth the effort. For amounts under $10,000, you can go through small claims court, but even if you win here, it is no guarantee that you will collect the debt. For higher amounts, you will need a lawyer's help in filing a formal lawsuit.

Marketing Yourself

Selling yourself to a client, a staffing firm, or fellow consultants is for many IT professionals the most difficult task of all. You know you're good at what you do, but communicating that effectively is often elusive. There is no big secret to self-marketing, except that you need to develop the discipline to consistently get your message out. Try these techniques:

Make a marketing plan. It doesn't have to be elaborate, just realistic in respect to your business goals. It might include posting/updating your resume on the job boards, direct mail to potential clients, or a cold-calling campaign. As you gauge how effective your efforts are, you can adjust the plan accordingly.

Carry out your marketing plan in a consistent manner. Marketing usually produces results over time, so you must be consistent in your efforts. For example, if the job boards are effective for you, don't ignore them because you have enough work at the moment. Set aside a specific amount of time each week or month for your marketing efforts.

Leverage your successes. Use your satisfied customers as references. You might get testimonials from them for your marketing material or Web site, for example.

Build a Web site. Even if it's just one page, a Web site is probably the most efficient way for an IT contractor or consultant to tell potential clients what he or she can do for them.

Seek a higher profile. Being active and known in a professional organization, for instance, could lead to work through colleagues. Involvement in community services might get you noticed by local business figures. Don't turn down opportunities to be a technical source for newspaper and magazine articles.

Have business cards printed. They might seem old-fashioned, but they are still effective. Printing them on your laser printer will do in a pinch, but having them professionally done makes you look better.

Give away a little knowledge. You might consider a short newsletter that you send out to potential, former, and current clients that updates them on what's happening in your area of expertise. Or, you might offer to answer potential clients' questions on your Web site.

Brush up on your "soft skills." When you are in front of a potential client, you want to make a good impression. If you don't have natural presentation skills, you might want to consider taking a course. Most are short and inexpensive.

Write a great proposal. A proposal doesn't have to blow away a potential client. It just has to communicate what you will do and why you're the best person for the job. For a great outline for writing a proposal, see "How to Write a Winning Proposal" in the CP archives.

Training and Certification

Training is inevitable for all contractors and consultants. Even if you work through the best services firms, you will likely shoulder most of the responsibility for obtaining new skills. Ease that burden and maximize the return on your training investment with the following guidelines:

Understand the role of training and certification. In many cases, you won't get the full benefit of either without real-world experience to go with it. Training and certification won't automatically boost your income, but they will provide entry to new opportunities.

Keep an eye on the market. Chances are, demand for your core skills will decline someday. You need to know what new technologies businesses are using and how much talent is available to serve the need. Read the trade publications, watch the job boards, and network with your colleagues to scope out your next move.

Leverage your existing skills and experience. All other things being equal, you will be better off training for a skill that lets you take advantage of what you already know. You will likely be able to start in that area at a higher rate, and the training process will be less demanding.

Listen to your heart. You might be tempted to train for the highest-paying skills, but you should weigh potential income against satisfaction in the work. It might be worth losing $5 or $10 an hour if it means working with the tools and class of clients you like.

Pick a training venue that fits your learning style. Some people excel in a classroom situation with hands-on instruction. Others prefer the self-pacing of online or computer-based training. Convenience is important, especially when you are balancing work and learning. However, you want to get the most from your investment, so put more weight on the method that will most effectively let you acquire new skills. If you are not sure what style is best for you, try to get a taste first. For example, get a demo of a computer-based training program, or try to sit in on a classroom training session.

Comparison shop. The number and variety of training providers has never been higher. More choice is good, but finding the best options is a challenge. Seek feedback from colleagues who have taken similar courses. If you belong to a professional organization, see if it has resources to help you decide. Quiz potential training providers on the points that matter to you -- schedule, cost, placement services, trainer qualifications, and so on.

Make sure the training will prepare you for certification. Certification in some skills might lead to higher rates. You can find out what you need to know to get certification in a given area from books, magazines such as CP, and the certification administrators. Match those requirements with what the available training provides.

Ask for assistance. Many IT services firms and some clients will help with contractors' training efforts. Most likely, it will be in the form of career coaching and discount rates. A few might pay some or all of the tab (probably with a string or two attached).

Taxes

You can't avoid them, but you can minimize the trauma they cause you and your business. If you work as a W-2 employee through a service firm, then life is a bit simpler. All IT contractors and consultants, however, should follow this advice: Find a good tax lawyer and accountant. They are well worth the cost in terms of peace of mind and reduced aggravation.

Keep all relevant records. Don't be careless about receipts and other important documents.

Keep your records organized. The shoebox method won't cut it. Make folders for each category of records and im-mediately place documents in the appropriate folders. With-in those folders, you might want to organize the records by month. If you are a 1099 contractor, you might want to organize your records by quarter.

Use accounting software. Even if it's a checkbook program like Quicken, it will be easier to sort through your finances at tax time.

Keep back-ups of your electronic and paper documents in a safe place. Store them away from your office so that you have them in the event of a disaster such as a fire.

Benefits

Having to provide for their own insurance and retirement has kept many IT professionals in the ranks of the employed. However, your benefits options as an independent consultant have never been better. Yes, they will still cost you, but if you shop around you should be able to find plans that you can manage.

Establish your criteria. How well covered do you want to be? What can you afford? When do you want to retire? The answer will depend on whether or not you have a family, your age, and your health. Make a rough list of your requirements that you can then refine with the help of professionals. Don't forget to include disability insurance in the mix.

Compare the different health insurance offerings that are available. Health insurance is available through professional organizations, firms that cater to the service needs of IT professionals, HMOs, and traditional insurance providers (see table). A phone call or a visit to the company's Web site will get you the basic information that you need. Pick the plans that best fit your needs and then speak with the company representatives to whittle the list down. You might have to sacrifice some coverage to stay within your budget.

Seek recommendations from your colleagues, friends, and neighbors for a local financial advisor who works with small business owners. You want someone who understands how your business works, and who will be proactive in your retirement planning -- in other words, someone who will periodically remind you when it is time to review your portfolio.

Take advantage of any benefits that your clients extend to contractors. It's rare, but some companies offer contractors on extended assignment benefits such as 401(k) participation. Others, particularly start-ups, might offer stock options as partial compensation. If you accept them, make sure you are comfortable with the cash portion of the compensation, as there is no guarantee that you will ever see any value from the stock.

3. Managing Relationships

Your technical wizardry speaks for itself, but when it comes down to it, the best assignments come out of the solid working relationships you are able to establish out in the field. It is just as important, if not more, to successfully manage the personal aspect of contracting as it is to deliver a top quality end product for a client. Whether with recruit-ers, hiring managers, project co-workers, or corporate clients, these relationships are the key to prosperous and satisfying work now, and down the road. Attention to these key details will improve your day-to-day work life and make you a sought-after professional.

Assess the Culture of Your Client Workplace

Some people can work in any environment; others look for corporate culture that is compatible with their own personality and work ethic. If you're the latter type, follow this advice:

Make sure the job is a good match. It should be a match not only for your skills, but also your personality.

Know what you want in terms of work environment, nature of work, and your fee.

Know what you can offer. Your enthusiasm for the project as well as for the people involved is as integral a part of the relationship as your ability to do the job.

Trust your gut. If it feels right -- the client has clear expectations, you are excited about the challenge and comfortable with the corporate climate -- accept the job. If you're uneasy, be it about the project, the hiring manager, or anything else, then don't.

Take the extra time at the beginning of an assignment to "feel out" the company environment. Observe the protocol and organization of the corporation.

What about work processes? Are they set in stone or changeable? Time frames? Some companies have cut-and-dry deadlines, while others are more flexible if it means a higher-quality end product. Find out which side of the line your client falls on these issues and you will have a decent understanding of the way the business is run and a solid footing for relationship building.

Working On-Site

Just because you will be leaving a client site when your contract expires in three, six, or 12 months doesn't mean you can ignore the processes, organizational structure, and office politics there. The following ideas will help you fit in and make connections.

Lay low at first. As a contractor, you sometimes are joining an existing project with a team that has already jelled. Once you've been there a couple of weeks, you should start to feel comfortable with your surroundings. You will also have some of your own product to stand on and can establish more of a presence on the project.

Determine who the decision-makers are and build the support you will undoubtedly need from them.

Observe those working one ladder rung above you and follow their lead because they will be deciding your fate, maybe hiring you for a later project, or at the very least, making a recommendation.

Be willing to adapt to different work environments and be tolerant of how a company's culture might affect your personal work style.

Know with whom you can discuss the project before you discuss it. Some companies encourage cross-team development, while others frown upon "outside the team" collaboration.

Learn where your co-workers see themselves in the company structure. Does the project team itself have control, or is it higher up the ladder? Whichever it is, don't try to change it.

Find out what motivates your co-workers. Their goals, strategies, and objectives should be in line with the company's motives.

Pay attention to company rules, such as dress code, lunch hours, and so on. Accept that these rules might be different or tighter for contractors.

Clients don't like surprises. Frequent reports on the status of a project, the successes as well as the problems, are a necessary part of the job. Keeping the lines of communication open helps avoid confusion about project expectations.

Be honest about the progress of the project. Even if it is falling behind schedule, candid reports build trust.

Look for ways to set your relationship with the client apart from others. Overall, have clearly defined expectations with accountable results, and make sure they are communicated among the right people.

Use your technical experience and knowledge to anticipate a future need or help your client gain an edge in the market. Exceed your client's current expectations and you will be remembered when the next project comes along.

Contract Professional/CPUniverse, Dec. 21, 2000.