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Advisors help enable our project teams for success

Our teams are composed of skilled and motivated individuals who are capable of being successful on a project. Advisors are there to support those teams and do not directly take on the responsibility of making the project a success.

Handling distractions

Advisors take on some tasks that would distract the team from their day-to-day priorities and are not completable by the client. These tasks can vary from team to team with one team feeling something is a distraction and a different team feeling something similar is not. Either may be true depending on the local context.

Some of the examples of these tasks include facilitating the weekly retro, negotiating extensions, rotations, and rate changes, and scheduling dinner around project wrap-up or rotations.

Maintaining a safer space

Advisors create the right environment for a team to effectively self organise. That might mean standing up to the client if they constantly push the team or change their mind three times a day. It often means teaching the client how to interact with an agile team. It might mean asking the team tough questions if they are continually shipping bugs, or starting lots of different tasks and finishing none. Most challenging of all it might mean prompting the team to talk about issues like a lack of communication between the team members if that's causing problems. All these actions are collectively called "holding the space", a reference to creating a safer space in which these tough subjects can be talked about without any feeling of blame or aggression, which tend to prevent everyone being able to engage properly.

Retrospectives are one tool that can be used to hold the space, but they tend to be insufficient on difficult projects if they are the only tool being used.


Advisors help the team when there is a lack of skill within the team in one area or another. The most common example here is with "consultancy skills." These are the skills like talking about technical details to a client, saying "no" to them when necessary, and helping them to understand why something is impossible or a bad idea. These skills take time to develop and if there is no-one on a team with them it can cause problems. The best solution isn't to put someone with these skills between the client and the team but to help the team learn these skills. Either by directly coaching these skills, or arranging for the team to spend time with someone who can coach them.

Getting help

Sometimes projects don't go well. If you're struggling or unsure what you can do to help a project, reach out to your local directors or the Consulting Basecamp project for advice.


Talk to one of our product experts about building success into your process.

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