Fundamental benefits of this approach include efficient use of resources, both human and technological. This helps to keep costs down and projects on track.

Examples

Numerous projects, local and international, internal and between external entities, have been and are being managed using the Expert Interface approach.

Mission 1: A local health authority requests help adapting a database to special needs. Length: 9 days Delivery: In 2 steps at 3 and 5 months Setting up a database system which facilitates the management of the patient's treatment. The consultant assists in the liaison between: Medical experts (doctors, specialists), Patients (particular conditions, special care requirements) and, Legal and administrative (local and state) support organisations. Creating a new cooperative network between those in need and an environment of limited human and material resources, requires sensitive, accurate auditing and careful, yet rigorous, planning.

Mission 2: A multinational corporation deploys IT services internally as an on-going support activity. Lengths: Ranging from 4 to 20 days Deliveries: Typically 4 to 9 months To support a period of significant corporate change (see also Project Guidance), a number of distinct projects involve liaison between the same critical partners: Suppliers (represented by the purchasing department), IT and network engineers in multiple locations and, A variety of User Groups (labs, corporate branches, etc.). Each entity speaks their own professional jargon and has difficulty seeing the priorities of their partners. Respect for each entity's regional and professional culturural differences allows for efficient interfacing and the creation of a genuine team environment.

Mission 3: Supporting Intellectual Property transfer. Length: 5 days Delivery: 3 months Creating bridges between the visions of the partners involved: Research labs, inventors, universities, Industrial organisations wishing to exploit innovations and, Support organisations, such as patenting firms and funding bodies. There is a difference in the priorities expressed by research groups and those expressed by industrial companies. Both have very much to gain from close cooperation and contractual sharing of the fruits of innovation, such as licensing agreements.