Dear Bob ...I enjoyed Bare Bones Project Management. In it you emphasize the importance of "defining we" - selecting who (at least the roles) is actually on the core team and the extended team for a project. I work in a group of specialists who are often called in on short notice to provide consulting, analysis, and work on projects. Our role is very similar to your "subject matter experts". We are very good at Dear Bob …I enjoyed Bare Bones Project Management. In it you emphasize the importance of “defining we” – selecting who (at least the roles) is actually on the core team and the extended team for a project. I work in a group of specialists who are often called in on short notice to provide consulting, analysis, and work on projects. Our role is very similar to your “subject matter experts”. We are very good at the short-notice hired gun thing, but we could be much more productive for the company if we were actually part of the team from the beginning- even if our input is relatively small. The situation is complicated in that we are a “charge-out” group and visibly cost any project in which we participate.How do we become “we” more often? – Always TheyDear They …Your question illustrates once again that charge-backs are at best a mixed blessing; usually they do more harm than good. Since you’re in a charge-back environment … and by the way, to impress people you should use the more modern buzz-phrase, “transfer pricing” … you really do have internal customers and really are selling. That means your manager should pay a call on every project manager and business sponsor during every project’s pre-launch period, to explain the value of lightweight involvement throughout a project. If he/she can demonstrate that for the cost of attending the launch meeting and monthly extended team meetings, consultants will be able to be productive more quickly, provide better work, and be better-able to influence results, it shouldn’t be a tough sell.And since you’re in a charge-back environment, it’s really no skin off your nose if nobody buys. Bad for the company yes, but the company has already decided that it wants you and your colleagues to behave as an outsourcer, not as an internal collaborator.Who are you (or I) to argue? – BobDear Bob …Thanks. (1) Your answer is helpful especially in that it confirms that someone (it may be me instead of my manager) needs to be involved in the “pre-launch” time period. Perhaps in regular reviews rather than anything which is project-specific. We don’t currently have a seat at the table, but I’ve been thinking of how to insert one. (2) It IS skin off my/our nose if nobody buys, because in general the group is under pressure to be charged out to a large degree. – Still Always TheyDear They …On the nose-to-skin ratio: Yes, your manager’s selling ability is skin off your nose. Whether you end up in at the last minute, charging a premium for your rescue services (I’m guessing on this point) or are brought in earlier in a more programmatic way … that’s what has no nasal/dermal impact, I’d think. – Bob Technology Industry