One more bonus tip: I use Google 411 by dialing 1-800-GOOG-411 to do the voice directory search. It’s free and fairly accurate, useful when you’re driving (use a headset).

With all the election frenzie particularly about Republican Vice President candidate Sarah Palin in the blogosphere, it brings me back to the question, does years of experience matter? This post isn’t about whether Palin is qualified, or even whether McCain or Obama should be president. Rather, it’s a general question of work experience.

For many 20 somethings entering the workforce, many working side by side with their elders and having their experience questioned at ever turn. I often hear things like “I have 20 years of experience doing this and that…” Just having 20 years of experience doesn’t equate to quality. For example, 20 years of experience performing clerical accounts payable does not equal three years of experience as CFO. One year of consulting experience at McKinsey is better than five years of experience processing invoices in accounting.

In fact, in consulting, it’s not experience that counts, it’s the ability to use different methodologies and creative thinking to solve problems, both inside, outside, and somethings in and out of the box. It’s not being a subject matter expert by memorization or by doing it all it, it’s the ability to learn a new subject quickly to come up with useful recommendations.

We have an unparalleled depth of both functional and industry expertise as well as breadth of geographical reach. Our scale, scope, and knowledge allow us to address problems that no one else can. At heart, we are a network of people who are passionate about taking on immense challenges that matter to leading organizations, and often, to the world. McKinsey.com

Finally, and also avoiding political discussion but brushing with controversy, Sarah Palin may not have 40 years of experience. She may not have experience in foreign policy, or _________. If, and that’s a big if, she is a good thinker, an innovator, and a leader, then she will be able to shape policy and make great decisions.

There are two types of jobs: doer or reviewer. The doer creates widgets, manages programs, or provides services. The reviewer are consultants, auditors, and any external entity that reviews the doer’s product or service after the fact. Being a Gen-Y’er, my education consisted mostly of theory and thought. Very little was actually spent on planning and developing methodologies. In the real world, most of the resources are spent upfront on the planning stages of the project.

In consulting and auditing engagements, a large proportion of the resources are spent scoping and planning the project. It’s this upfront definition of what the project is going to entail and how the goals will be achieved that is vital to the success of the project. For each discipline of work, there is a standardized body of knowledge that governs how the work should be done:

• Project Management – Project Management Institute “Project Management Book of Knowledge”
• Government Auditing – Government Accountability Office Yellow Book Standards: Generally Accepted Government Auditing Standards

A subset of that high body of standards is the proprietary methodology that each firm may use. Typically, the methodology is a repeatable approach that the firm uses to approach a problem but to also market the work.

To haphazardly tackle a problem, like most undergraduate work, is asking for failure. In the real world, there are deliverables, deadlines, and project updates. Breaking the problem up into bite size pieces and managing each component individually and as a whole will ensure or at least give you the best chance for succeeding.

In summary, no matter what your project or task may be, it’s best to develop a scope, develop an approach, and plan the project or task before beginning any work. Throughout the work, touch back to your planning document (if you formalize it) and measure your progress to ensure you are on track.