Managing the Consulting Process

Loading...

Flash Player 9 (or above) is needed to view presentations.
We have detected that you do not have it on your computer. To install it, go here.

0 comments

Post a comment

    Post a comment
    Embed Video
    Edit your comment Cancel

    9 Favorites

    Managing the Consulting Process - Presentation Transcript

    1. Managing the Consulting Project © Saumya Ganguly, 2002
    2. Contents
      • Definitions
      • The project management framework
          • The context
          • The processes
          • The responsibilities
        • Sources
    3. Some Definitions
      • A project is a temporary endeavor undertaken to create a unique product or service.
      • Project management is the application of knowledge, skills, tools and techniques to project activities in order to meet or exceed stakeholder needs and expectations.
    4. The Context – Consulting Lifecycle
    5. Project Management Processes
    6. The Framework Project Delivery Life Cycle Project Management Processes Project Management Responsibilities Initiate Plan Execute Control Closure
    7. Project Management – the Relationship Project Management Knowledge and Practice Planning, organizing, staffing, executing, controlling operations of an ongoing enterprise . Project categories with significant elements not present in other categories. Technical elements (software, construction) Management elements (govt. contracting, product development) Industry elements (automotive, financial elements) General Management Knowledge and Practice Application Area Knowledge and Practice
    8. Project Life Cycle - Examples ERP Implementation Activity Based Management
    9. Consulting Methodologies http://www.sgi.com/ http://www.murrayconsulting.org/ Develop business case and strategy report Propose solution, proof of concept, and rapid pilot Quality and project planning, propose implementation Solution design, system test, and knowledge transfer User testing, tuning, feedback and training Operational support and maintenance New features, enhancements, and follow up
    10. The Consulting Process
    11. Stages in the Consulting Process Evaluation Commitment Engagement Closure Maintenan ce
    12. Evaluation
      • Activities
        • High level lead qualification
        • Client organization analysis
        • Approach development
        • Opportunity assessment
      • Output
        • An approach to the potential project : s takeholder identification; Scope & objectives; I nitial effort and cost estimates ; P roject plan outline; Skills required; Staffing approach ;
        • Outline of the value proposition; Potential benefits; Critical risks; The contractual basis
      Objective: To ensure that all factors related to the opportunity are considered prior to committing resources to propose for the work. This stage determines whether the client is one that the delivery organization is willing to be associated with, and that the opportunity is one the delivery organization wishes to undertake.
    13. Commitment
      • Activities
        • Potential change identification
        • Scope definition
        • Project approach development
        • Proposal and contract development
        • Contract negotiation and agreement
      • Output
        • An approach, scope and objectives to the potential project
        • One of the following:
          • A contract is signed
          • The delivery organization decides not to propose
          • The client rejects the delivery organization's final proposal
      Objective: To r each a mutually acceptable agreement on how to perform the project. If the opportunity is one that the delivery organization wishes to pursue then it builds commitment to the assignment.
    14. Engagement
      • Activities
        • Mobilize team
        • Analyze issues
        • Envision solution
        • Implement recommendation
        • Manage the stage with project management processes
      • Output
        • Project charter
        • Supporting project management documentation
        • Sign offs on phase deliverables/ intermediate work products
        • Final deliverable to meet the project objective
      Objective: To transition to the envisioned state within the agreed scope. This stage is the ‘‘main course,’’ as it represents the focal point of the consulting engagement. Building upon what has come before, the consultant progressively undertakes a particular course of action to deal with the client’s situation and address the organization’s needs.
    15. Closure
      • Activities
        • Review project
        • Measure client satisfaction
        • Harvest project knowledge
        • Confirm project completion
        • Demobilize team
        • Finalize billing and collection
      • Output
        • Plan for continuous maintenance and improvement
        • Formal evaluation documentation, including evaluation criteria & measurement, and summary reports
        • Informal debriefings
      Objective: To close the project in an orderly manner. E valuation of project results determine the extent to which anticipated goals have been achieved. After closure the consultant may either move on to another project for the client or move on to another assignment elsewhere.
    16. Maintenance
      • Activities
        • Providing client management with information current / future events
        • Receiving feedback on success by client management as a result of consulting assignment
      • Output
        • Better relationship between the client and the consultant
        • A returning client for a subsequent assignment
      Objective: It isn’t over until it’s over. For the successful consultant it is never over. This is the period during which consultants develop a post-project strategy for maintaining client contact, protecting their investment, and migrating their involvement to other areas within the account.
    17. The Project Management Processes
    18. Project Management Processes Initiating Planning Executing Controlling Closing
    19. Iteration of the Processes Maintain Close Evaluate Commit Engage
    20. Process Overlaps Initiating Planning Executing Controlling Closing
    21. Initiating
      • Activities
        • Identify all project stakeholders and their goals or interests
        • Communicate with stakeholders to firm up their commitments
        • Mobilize infrastructure for project
        • Mobilize project staff for the phase
        • Conduct project/phase kickoff meeting
        • Conduct initial team orientation/ training
      Defining a project and organizing to start a project or a phase within a project. Definition and justification phase of a project is by definition started without a detailed plan. However, follow-on phases are initiated based on the plan developed as a deliverable of the previous phase.
    22. Planning
      • Activities
        • Scope planning
        • Resource planning
        • Activity planning
        • Expense budgeting
        • Infrastructure planning
        • Training to project team
        • Risk mitigation plan
        • Communication strategy
        • Project charter
      Developing / maintaining a workable plan to execute the project/phase activities. Planning defines what needs to be done, when, by whom, and all resource requirements. Planning is a continuous process that interacts with project initiation, execution, and control. Level of detail depends on where the project is in its life cycle and its intended use.
    23. Executing
      • Activities
        • Plan execution
        • Team development
        • Scope verification
        • Communication management
        • Project procurement administration
      • Coordinating and authorizing people or other resources to carry out the plan. The project management activities in this phase are implementation of management mechanisms defined in the planning process.
    24. Controlling
      • Activities
        • Project plan tracking
        • Incidence management – monitor the effectiveness of the issue resolution, scope change request procedures
        • Project review meetings with stakeholders
        • Monitor resource utilization
        • Identify potential time, cost over-runs
      The purpose of the project management control process is to identify potential problems early and prevent them from happening, or if that is not possible, minimizing their impact. Preventing problems is far easier and less costly than solving them. Listed below are some potential problems that may arise.
    25. Closing
      • Activities
        • Obtain formal confirmation of project lifecycle phase closure
        • Measure client satisfaction
        • Review of project plan, scope and budget
        • Obtain formal authorization to proceed to next phase in the project lifecycle
        • Plan for resources, infrastructure for the subsequent phases
      Formalizing the acceptance of the project or project phase and documenting lessons learned.
    26. Project Management Responsibilities
    27. Project Management Responsibilities Integration Scope Quality Time Cost Risk Communication Organization impact HR Management Procurement
    28. Project Integration Management
      • Activities
        • Project plan development
        • Project plan execution
        • Overall change control
      • Output
        • Project plan
        • Stakeholder analysis
        • Project charter
        • Agreed project management methodology
      Ensures that all the elements of the project such as infrastructure, resources, end client buy-in & other project management responsibilities are coordinated properly
    29. Scope Management
      • Activities
        • Scope planning
        • Scope definition
        • Scope verification
        • Scope change control
      • Output
        • Scope / requirements definition
        • Work breakdown structure
        • Product baseline control
        • Project baseline control
      No charging at windmills if your statement of work does not require you to do so. Scope management includes the processes to ensure that the project includes all the work required, and only the work required, to complete the project successfully .
    30. Quality Management
      • Activities
        • Quality planning
        • Quality assurance
        • Quality control
      • Output
        • Quality management plan
        • Operational definitions and checklist
        • Rework and process adjustments
      Ensures that the project will satisfy the agreed-upon requirements. It includes quality planning, quality assurance and quality control.
    31. Cost Management
      • Activities
        • Resource planning
        • Cost estimating
        • Cost budgeting
        • Cost control
      • Output
        • Resource requirements
        • Cost estimates
        • Cost management plan
        • Budget updates / corrective action
      Ensures that the project is completed within the approved budget. It consists of resource estimating, cost estimating, and cost monitoring and control.
    32. Time Management
      • Activities
        • Activity definition
        • Activity sequencing
        • Schedule development
        • Schedule control
      • Output
        • Activity list
        • Project network diagram (Gantt chart, PERT chart)
        • Project schedule
        • Schedule updates
      Ensures timely completion of the project. It consists of task or activity definition, activity sequencing, resource planning, activity duration estimating, and project schedule development and control.
    33. Risk Management
      • Activities
        • Risk identification
        • Risk quantification
        • Risk response development
        • Risk response control
      • Output
        • Risk event statement
        • Opportunities to pursue/ignore, threats to accept/ respond to
        • Risk management plan
        • Corrective action
      Identifying, assessing, and mitigating project risks associated with factors such as new technology, very tight schedule constraints, lack of availability of skilled resources, and readiness of the user organization to accept the change.
    34. Communication Management
      • Activities
        • Communication planning
        • Information distribution
        • Performance reporting
        • Administrative closure
      • Output
        • Communication management plan
        • Project records and archives
        • Change requests
        • Formal acceptance
        • Lessons learned
      Provides timely and appropriate generation and dissemination of project information to management and other stakeholders to ensure that their expectations are consistent with the realities of the project.
    35. Organizational Impact Management
      • Activities
        • Organizational readiness assessment
        • Stakeholder management
      • Output
        • Organizational change plan
        • Training / knowledge transfer
      Identifies organizational changes that must occur and develops appropriate communication and training programs for impacted departments and staff to support the new system.
    36. Human Resource Management
      • Activities
        • Project organization planning
        • Staff acquisition
        • Team development
      • Output
        • Role & responsibility definitions
        • Project organization plan
        • Team directory
        • Input to performance appraisals
      Provides effective leadership and management of the project team. Personal development and growth are key motivators for the project staff. Therefore, fostering development and growth are important parts of project Human Resource Management.
    37. Procurement Management
      • Activities
        • Procurement planning
        • RFP preparation
        • Source selection
        • Contract negotiation and administration
      • Output
        • Procurement management plan
        • Contracts
        • Procurement documents
        • Payment requests
        • Formal acceptance and closure
      Includes all the processes required to acquire goods and services from outside the performing organization. Understanding the procurement process of the client organization and obtaining expert support on purchasing critical items for the project to minimize significant project delays.
    38. Sources
      • Project Management Methodology, City of Los Angeles
      • A Guide to Project Management Body of Knowledge, PMI
      • Program and Project Management Methodology, PWCC
      • Resources from JRC Training Solutions
    39. Thank You http://www.linkedin.com/in/shoumo http://thoughtzine.com
    SlideShare Zeitgeist 2009

    + Saumya GangulySaumya Ganguly Nominate

    custom

    1159 views, 9 favs, 0 embeds more stats

    More info about this document

    © All Rights Reserved

    Go to text version

    • Total Views 1159
      • 1159 on SlideShare
      • 0 from embeds
    • Comments 0
    • Favorites 9
    • Downloads 0
    Most viewed embeds

    more

    All embeds

    less

    Flagged as inappropriate Flag as inappropriate
    Flag as inappropriate

    Select your reason for flagging this presentation as inappropriate. If needed, use the feedback form to let us know more details.

    Cancel
    File a copyright complaint
    Having problems? Go to our helpdesk?

    Categories