Chapter 5 Notes from The Human side of statistical consultancy

Two models

  • Problem solving
    • Go away
    • Solve
    • Present
  • Client achieving learning
    • Work with client to clarify goals
    • Develop proposals consistent with client situation

5.1 Minimum Required Knowledge (their thoughts not mine)

  • Regression Analysis
  • Basic Statistical Models
  • ANOVA
  • Plots and summarisation

  • Design of experiments (power law etc)

  • Variance- erimation
  • Bio stats (bioassay)
  • Categorical data analysis
  • Quilaty controil & acceptance sample
  • Non-linera estimation
  • Non-parametic metjhos
  • Ranked & paired comparisons

  • Multvariate analusis

  • Probability models
  • Simulation
  • Reliability & life data danalysis
  • Numerical analysis
  • Time series analusis

  • Survey exampling

5.2 Expections

Clients will expect that: * You’re knowldegable * You have contacts for allied services * Good at managing time & money * Loyalty * Comparssionate and human * Enthusiastic and interested

5.3 The effective industrial statistician

  • Trained in theory & practice of statistics
  • An effective problem solver
  • Good communication skills (oral & written)
  • Can work within contraints of the real world
  • Good programming skills
  • Is familiar with the statistical literature (current)
  • Understands the realities of statistical practice
  • Pleasing personality - works well with others
  • Gets involved with the solution of company problems
  • Can extend and develop statstical methodology
  • Can adapt quickly to new problems & challenges

  • Produces high quality qork in a timely fashion.

  • The more knowdlege the better
  • Application not just theory

  • Attiude & business

5.4 Chapter 5 - Choosing a statistical technique

  • Get clients to clarify objectives
  • What do you hope to answer by running that analysis
  • How will you know if you’ve answered your question
  • It’s one this to know how to do a t-test, another to know when do do it and what it means
  • When you have a choice, use the methods you understand well
  • Don’t offer colutions that are beyond the comprehension of the client (or his ability to describe them)
  • The simple graph is a major consulting virtue (Sometimes all you need!)
  • Simple techniques are easier to give good time & money estimates
  • Confirm who is doing the analysis - client or consultant
  • How much analysis does the client need to understand - and at what level
  • Use techniques already accepted in the (client’s) field
  • Choose the simplest technique that will do the job, not the fanciest technique you can handle
  • If the client’s solution is decent, don’t push yours unless necessary
  • Help with the data collection and questioning
  • Push for client understanding
  • Agree work division before deciding a technique

Writing * Write sooner than you think * Avoid technical jargon * Keep tone friendly & helpful * Short, simple and concise

Remember the target if your client’s audience. What will persuade them. Get to know the subcultural - which arguments are the most convincing?

5.5 Chater 7 Business aspects of consulting

  • What tasks need to be done
  • Who will do them
  • Who gets the credit
  • Project time
  • Project funding
  • How will you get paid, and when?
  • Who decides when the work is done?
  • Who does the quality control of variables?
  • What sort of consultant-client relationship
  • Determine any other involved parties and roles
  • Who signs off on the final report, who writes it?
  • How will my analysis be presented - do I have any control over this?
  • Will I prepare a written report of my activities?
  • Stakeholder mapping?

Check in with your feelings before writing this to ensure correct tone (friendly & helpful)

  • Be kind, firm, fair and empathetic
  • Time estimates
    • Break into chunks
    • Review data before the final time estimate
  • It doesn’t matter how good it is if it isn;t on time
  • Listen to everyone who asks for a consult, but triage

  • Are you talking to the real client or a messenger?

  • Discuss time & money early on
  • Communicate any delays or unexpected costs
  • You’re responsible for time/money of services you employ

  • Allocate responsbilities without coming across as legalistic