An expert source, preferably from within the company, can be consulted for his/her views of the risks to watch out for. Selection of an outside expert may roil internal company politics by implying, at least in the minds of some, that the company’s own personnel may be insufficiently expert to manage certain tasks that an outside "expert" might tend to focus upon. For example if a company’s procurement policies and facilities are weak or insufficiently developed, senior management might be leery of having an outside expert come in, take notice of this deficiency and spread some hint to competitors about this vulnerability. Probably the single greatest material benefit of using "in-house" expertise is that comes free of any charge over and above continuing to pay that employee’s regular salary.
All data on the project is collected before the interview for presentation to the expert. The goals of the interview should be clearly understood by the expert going in, and the interview itself, or detailed notes of his views, recorded. If more than one expert is used, information from the interviews should be consolidated and circulated to the other experts.