A clear project brief saves time before any work begins. It helps a consultant assess fit and gives you a fair basis for comparing approaches. You do not need to know the solution in advance, but you should describe the problem precisely.
Use these six parts
Start with the business context and the decision or outcome required. Explain the current situation, including what has already been attempted. Then list the deliverables you expect, such as a report, design package, prototype or implementation plan.
Add the relevant constraints: timing, location, available systems, budget range and approvals. Identify what information your team will supply and who can make decisions. Finish with acceptance criteria that explain how you will assess each deliverable.
Separate requirements from assumptions
Mark anything you are unsure about as a question. A requirement such as “assess whether the existing process can meet demand” is different from assuming new equipment must be purchased.
An illustrative brief might say: “Review our order-processing workflow and recommend changes that reduce avoidable re-entry. Deliver a process map, ranked options and an implementation estimate. Implementation is a separate phase.” This gives the consultant a bounded assignment.
Prepare for the first conversation
Ask candidates which parts of the brief need clarification and which assumptions could change the price. Compare how they reason about the problem, not only how quickly they offer a quote.
The SBA planning resources can help organise the wider business context. Your project brief should then narrow that context to a concrete piece of work.
Use WorkFry's project form to describe the requirement, choose the relevant category and provide a realistic starting scope. Share confidential supporting material only through an approved process after access is agreed.