Introduction

The field problem solving project starts with an intake andan orientation. In terms of the problem solving cycle, theintake and orientation should be regarded as the ‘problem definition'step.

In terms of a consulting project, the intake should be regarded as thecontracting phase. The intake usually consists of one or two meetings withcompany representatives, and results in a written preliminary projectproposal including an initial assignment.

During the orientation the preliminary proposal will be transformed into afinal proposal. It will result in a further detailing of the technicalcontent of the preliminary proposal, but typically not of its contractualconditions. The orientation is based on five to ten interviews with peoplewho deal with the initial assignment, and the intention is to create abroader perspective on this assignment.

Although during the intake the student is typically not an in-house traineeyet, orientation may be conducted on an in-house basis, but this is notreally required. The intake and orientation together should not take morethan four weeks in a six- to eight-month project.

Intake

The intake starts with an initial contact with a company representative,exploring the possibilities of an FPS project. The choice as to the companyto be approached can be based on a variety of reasons. Students or theirsupervisors may have had prior contact with the company. Interest in thecompany may also be based on an external exploration. In either case, theprospects of interesting a company are higher if one proposes a specific –but not too narrowly defined – topic for a potential project. If the contactis successful, an appointment for a first meeting is made. If thesupervisors intend to use the results of the FPS project for their researchoutput as well (see Section 5.3), a company has to be found that faces afield problem of the type in which the supervisors are interested and wantsto address this problem.