5 ms·

Want to up your consulting rate? Try overwhelming force.

82 points by loquace 16y ago

devmonk 16y ago
This is incredibly smart, concise, and funny. Good work.
rman666 16y ago
And, I really like the tag line: "Open Source Personal Development". I gots to get me some of that :-)
blackguardx 16y ago
I think this is linked to the wrong blog post. http://30sleeps.com/blog/2007/09/27/set-your-hourly-rate/ http://30sleeps.com/blog/2007/09/27/set-your-hourly-rate/ goes better with the title. As someone who was just asked to bid on a fixed price contract, I agree with his comments. It is really unnerving to estimate exactly how much time it will take, especially if it is something you have never done before. Tripling your estimate is a great strategy, but you also don't want to price yourself out of the contract (at least I don't). Work hasn't exactly been pouring in lately.
- jacquesm 16y ago
  I wrote this a while ago, maybe it is of help to you: http://jacquesmattheij.com/How+to+get+better+at+estimating+software+projects%2C+for+freelancers+and+teams http://jacquesmattheij.com/How+to+get+better+at+estimating+s... Good luck, it's pretty hard to get it just right.
Spechal 16y ago
:)
patio11 16y ago
While trying 80 people and picking the best observation from the distribution is going to help a little, how about shifting the distribution first: a) Do something measurable. "Rails programming" is not measurable. "Rails programming... where I directly contributed two million dollars of yearly revenue attributable to a 3 week engagement" is measurable. b) Do it for rich people. (Sam Walton proves there is money to be made on selling stuff to poor people -- like, say, a ramen profitable startup -- but as a service provider, rich people are a much better market.) They can pay your rates, and a 1% improvement in their income is much more likely to be motivating to them than a 1% improvement for a poor person, startup, etc. Take a look at your friendly neighborhood lawyers, accountants, investment advisors, etc: transactional revenue on a small number of rich people means you command rates most programmers scarcely dream of. I mean, if a Rails consultant told you he charged what a first year associate lawyer did, many people would scoff at him. "Think you're some kind of hotshot? Sure, 15 years of experience programming, deep domain expertise, wrote book on Rails in X context, whatever. What makes you think that is worth $300 an hour!? RentAResource.com only charges $30 an hour, and I can get top flight Rails consultants for $50." Oh, bonus points: many rich people do not perceive the difference between $50 and $300 an hour like many people here do. 3) Blog about your demonstrable ability to solve problems like X for firms like Y with results like Oh My Goodness We'd Be A Fool Not To Hire Him. [Edit: Someone actually uses RentAResource.com? a) I'm sorry, I didn't mean to pick on them specifically but b) that is the most dehumanizing website name I've ever heard of outside of the porn industry.]
- kranner 16y ago
  >> ... RentAResource.com? ... most dehumanizing website name I've ever heard ... I drew this comic once, to express my annoyance with the same thing: http://blog.codeboff.in/2010/07/13/programmers-and-recruiters-are-from-different-planets-2/ http://blog.codeboff.in/2010/07/13/programmers-and-recruiter... (It's been on HN before)
davepeck 16y ago
I've run a software consultancy for the past few years and wish to reiterate one of his key points: never accept a fixed-bid contract. Such contracts are incompatible with the creative and unpredictable forces of software development.
- jacquesm 16y ago
  If you can't accept fixed bid contracts you won't be doing much work in quite a few places. Fixed bid contracts are the way vast segments of the industry work. Not being able to do fixed bid work basically says "I'm bad at estimating and don't know how to control scope creep". Of course you can do fixed bid contracts. But you'll have to make an ironclad arrangement about what is to be done within the scope of the contract and what is not, you really have to know your stuff (no training on the job!), and how you'll deal with being compensated for stuff done 'out of scope'. You may have to re-negotiate a new fixed price based on the increased scope of the project, or you might tack on a per-hour bill for work done out-of-scope, depending on the size of the additional work relative to the original. Good luck bidding for a consultancy job when someone else is able to offer a fixed price bid, especially if they deliver, they'll be preferred supplier for a long time to come afterwards. Case in point, the OP writes that he took on a contract for writing a package based on a platform he had no experience with. If you do that 'fixed price' you're going to get burned, if you do it on a per-hour rate then you're screwing the customer.
  - patio11 16y ago
    So my first consulting contract ended up taking 5 months (calendar time, not near 100% utilization) where I thought it would take about 1, due to a combination of "consulting learning curve", scheduling conflicts, and scope creep. Both my client and I are pretty happy with how it worked out. I charged him an hourly rate and quoted my rough estimate for how long the work originally in scope would take. When I ended up spinning my wheels because of technical issues ("First production Heroku project") or wet-behind-the-ears consultant issues ("Invoices? Is that like an internal monologue?"), I charged off most of the time wasted to goodwill. The original scope of the project got done over-schedule but roughly on-budget, and when he asked to expand scope, I told him "No problem, but the meter is running." Towards the end of the project, where a) the client was happy since I kept delivering incremental value and b) I had hit my stride, I was not charging nearly as much to goodwill. This is effectively the same as, hmm, roughly tripling my rates over a four month period, but it didn't compromise my client's sense of my worth or trustworthiness. Plus, I didn't get left holding the bag on the scope creep.
chrisbennet 16y ago
I can see doing fixed price contracts if you are doing yet another version of something you've done before. Most of my projects are something that is half research, half implementation. I'd lose my shirt if I did those projects for a fixed price. There is a video that has great reasons for not using contracts, fixed prices or functional specs. Google "All Roads Lead to Rails" (http://unspace.ca/innovation/speak http://unspace.ca/innovation/speak)
tocomment 16y ago
Where did he send 80 CV's in two weeks to find high paying consulting gigs? I haven't ever found such a place.

82 points by loquace 16y ago

devmonk 16y ago

This is incredibly smart, concise, and funny. Good work.

rman666 16y ago

And, I really like the tag line: "Open Source Personal Development". I gots to get me some of that :-)

blackguardx 16y ago

I think this is linked to the wrong blog post. http://30sleeps.com/blog/2007/09/27/set-your-hourly-rate/ http://30sleeps.com/blog/2007/09/27/set-your-hourly-rate/ goes better with the title. As someone who was just asked to bid on a fixed price contract, I agree with his comments. It is really unnerving to estimate exactly how much time it will take, especially if it is something you have never done before. Tripling your estimate is a great strategy, but you also don't want to price yourself out of the contract (at least I don't). Work hasn't exactly been pouring in lately.

jacquesm 16y ago
I wrote this a while ago, maybe it is of help to you: http://jacquesmattheij.com/How+to+get+better+at+estimating+software+projects%2C+for+freelancers+and+teams http://jacquesmattheij.com/How+to+get+better+at+estimating+s... Good luck, it's pretty hard to get it just right.

Spechal 16y ago

patio11 16y ago

While trying 80 people and picking the best observation from the distribution is going to help a little, how about shifting the distribution first: a) Do something measurable. "Rails programming" is not measurable. "Rails programming... where I directly contributed two million dollars of yearly revenue attributable to a 3 week engagement" is measurable. b) Do it for rich people. (Sam Walton proves there is money to be made on selling stuff to poor people -- like, say, a ramen profitable startup -- but as a service provider, rich people are a much better market.) They can pay your rates, and a 1% improvement in their income is much more likely to be motivating to them than a 1% improvement for a poor person, startup, etc. Take a look at your friendly neighborhood lawyers, accountants, investment advisors, etc: transactional revenue on a small number of rich people means you command rates most programmers scarcely dream of. I mean, if a Rails consultant told you he charged what a first year associate lawyer did, many people would scoff at him. "Think you're some kind of hotshot? Sure, 15 years of experience programming, deep domain expertise, wrote book on Rails in X context, whatever. What makes you think that is worth $300 an hour!? RentAResource.com only charges $30 an hour, and I can get top flight Rails consultants for $50." Oh, bonus points: many rich people do not perceive the difference between $50 and $300 an hour like many people here do. 3) Blog about your demonstrable ability to solve problems like X for firms like Y with results like Oh My Goodness We'd Be A Fool Not To Hire Him. [Edit: Someone actually uses RentAResource.com? a) I'm sorry, I didn't mean to pick on them specifically but b) that is the most dehumanizing website name I've ever heard of outside of the porn industry.]

kranner 16y ago
>> ... RentAResource.com? ... most dehumanizing website name I've ever heard ... I drew this comic once, to express my annoyance with the same thing: http://blog.codeboff.in/2010/07/13/programmers-and-recruiters-are-from-different-planets-2/ http://blog.codeboff.in/2010/07/13/programmers-and-recruiter... (It's been on HN before)

davepeck 16y ago

I've run a software consultancy for the past few years and wish to reiterate one of his key points: never accept a fixed-bid contract. Such contracts are incompatible with the creative and unpredictable forces of software development.

jacquesm 16y ago
If you can't accept fixed bid contracts you won't be doing much work in quite a few places. Fixed bid contracts are the way vast segments of the industry work. Not being able to do fixed bid work basically says "I'm bad at estimating and don't know how to control scope creep". Of course you can do fixed bid contracts. But you'll have to make an ironclad arrangement about what is to be done within the scope of the contract and what is not, you really have to know your stuff (no training on the job!), and how you'll deal with being compensated for stuff done 'out of scope'. You may have to re-negotiate a new fixed price based on the increased scope of the project, or you might tack on a per-hour bill for work done out-of-scope, depending on the size of the additional work relative to the original. Good luck bidding for a consultancy job when someone else is able to offer a fixed price bid, especially if they deliver, they'll be preferred supplier for a long time to come afterwards. Case in point, the OP writes that he took on a contract for writing a package based on a platform he had no experience with. If you do that 'fixed price' you're going to get burned, if you do it on a per-hour rate then you're screwing the customer.
- patio11 16y ago
  So my first consulting contract ended up taking 5 months (calendar time, not near 100% utilization) where I thought it would take about 1, due to a combination of "consulting learning curve", scheduling conflicts, and scope creep. Both my client and I are pretty happy with how it worked out. I charged him an hourly rate and quoted my rough estimate for how long the work originally in scope would take. When I ended up spinning my wheels because of technical issues ("First production Heroku project") or wet-behind-the-ears consultant issues ("Invoices? Is that like an internal monologue?"), I charged off most of the time wasted to goodwill. The original scope of the project got done over-schedule but roughly on-budget, and when he asked to expand scope, I told him "No problem, but the meter is running." Towards the end of the project, where a) the client was happy since I kept delivering incremental value and b) I had hit my stride, I was not charging nearly as much to goodwill. This is effectively the same as, hmm, roughly tripling my rates over a four month period, but it didn't compromise my client's sense of my worth or trustworthiness. Plus, I didn't get left holding the bag on the scope creep.

chrisbennet 16y ago

I can see doing fixed price contracts if you are doing yet another version of something you've done before. Most of my projects are something that is half research, half implementation. I'd lose my shirt if I did those projects for a fixed price. There is a video that has great reasons for not using contracts, fixed prices or functional specs. Google "All Roads Lead to Rails" (http://unspace.ca/innovation/speak http://unspace.ca/innovation/speak)

tocomment 16y ago

Where did he send 80 CV's in two weeks to find high paying consulting gigs? I haven't ever found such a place.