How to manage successfully a Consulting Project

1. 1 How to Manage Consulting Projects Practical guide for Project Managers how to do fast and efficiently a consulting project

2. 2 Managing a consulting project is quite challenging due to many reasons Hostile environment No industry knowledge Short deadlines Poor quality of dataTeam issues

3. 3 Luckily, if you approach the project in the proper way you can do the project fast, efficiently and with little stress

4. 4 I will show you step by step how to manage a consulting project Teaching Phase Preparation Phase Execution Phase Wrapping up the project Life after the project

5. 5 Thanks to this presentation you will manage fast and efficiently a consulting project

6. 6 The things you will see in this presentation is a summary of my on-line course devoted to Managing a consulting project. For more go t Click to check my course Practical Project Management for Management Consultants $45 $ 0

7. 7 What does it mean to manage well the project?

8. 8 First you have to establish what does it mean to manage well the project. Below what it does mean to me You deliver what you promised Within deadlines Within the budget Your customer sees value for money The customer is willing to do new projects with you The customer’s team would be happy to trust you with new projects

9. 9 Teaching Phase

10. 10 Introduction to Teaching Phase

11. 11 If you want to do fast, efficiently good projects you have to have the right kind of people. You can say that preparation starts with proper teaching

12. 12 You will achieve it only by defining and implementing 3 things Values Profile of the ideal consultant Structure for cooperation

13. 13 Values

14. 14 Consulting is a team work so you have to define what values you want your team to follow. This is crucial as it will be something that will be the bases for the team culture

15. 15 Before you start defining specific values it is good to decide on 2 important issues Specialist Generalists You buy ready- made people You grow people

16. 16 In my case I prefer generalists and people with little experience that I can grow Specialist Generalists You buy ready made people You grow people

17. 17 In the case of my teams I always try to instill the following values Independent Creates value Support the team Data driven Smart lazy Efficient Despise politics

18. 18 Profile of an ideal consultant

19. 19 As we discuss previously you want to turn inexperienced graduates into seasoned consultants. This gives you greater chances of success during the project

20. 20 You will achieve it only by defining and implementing 3 things Tools Skills Areas of expertise Sales Marketing Operations Finance Current level Target level Problem Solving Sketching Presentations Interviewing Managing People Excel Power Point Access VBA

21. 21 Structure for cooperation

22. 22 For your team to cooperate you have to create and teach them standards, templates as well as turn into modules as much as possible your process and end-products. Standards Templates Modules Tools

23. 23 Standardize everything

24. 24 Why it makes sense to standardize? Easy to go through what you have done so far You can reuse your products Less versions to manage Brain works faster with standards You can find faster what you need

25. 25 How to decide whether to standardize Used by manyOften used Last for longer time Standardize

26. 26 What other standardize? Folder structure Consulting Naming of files Proposals to customers Typical company Agreements Deliverables Analyses Main processes Internal documents External documents Main process Dress code Language of communication

27. 27 Rules for standardizing Use few standards Internal standards higher than external Round up to closes standard Communicate standards Teach standards

28. 28 Standardize everything – example of Power Point presentations

29. 29 What rules should be used for Power Point Presentations Use the template 1 slide = 1 message Agenda Executive summary Excel analysis for every slide Sources Dates Backup Next version rule Show money

30. 30 Rules for Excel

31. 31 There are some rules that should be used when building analysis in Excel Usage of colors Consistency between sheets Pyramid principle 1-source rule Repetition of variables Shortcuts No mouse Description Data source Master sheet

32. 32 Below there are some useful functions for Excel Basic functions Financial / Mathematical Others ▪ SUMIF / SUMIFS ▪ COUNTIF / COUNTIFS ▪ HLOOKUP ▪ VLOOKUP ▪ MATCH ▪ SUMPRODUCT ▪ IF ▪ AND / OR ▪ IFERROR ▪ AVERAGEIF ▪ LEFT / RIGHT / MID ▪ FIND ▪ CONCATENATE ▪ YEAR / MONTH / DAY ▪ ROUND / ROUNDUP / ROUNDDOWN ▪ TODAY ▪ VALUE ▪ WEEKDAY ▪ RAND / RANDBETWEEN ▪ MOD ▪ NPV ▪ IRR ▪ ABS ▪ MAX / MIN ▪ CORREL ▪ Pivot ▪ Slicer ▪ Relative addresses ▪ Formats ▪ Hyperlink ▪ Remove Duplicates ▪ Filters ▪ Sorting ▪ Data Validation ▪ Trace Dependents / Precedent ▪ Analysis Tool Pack

33. 33 Create templates

34. 34 Templates can save you a lot of time

35. 35 How to decide whether to make templates Often UsedCan be reused Time-consuming Template

36. 36 Define what you should create templates for. In consulting we use a lot of templates to make the repetitive work less time consuming Sales presentation Consulting Emails Data request Project Time sheets Proposal Agreement Folder structure Deliverable presentation Dimensions ▪ For every product, branch ▪ All standard emails: about meetings, data request, workshop, sales emails, thank you email ▪ For every product (project type) and branch – Word ▪ For every product (project type) – Word ▪ For every product (project type) – Word ▪ For every product (project type) and branch in Excel ▪ Library of standard slides with typical analyses to choose from ▪ For every product (project type) and branch – Excel

37. 37 Create modules

38. 38 Modules is something that helps you go beyond templates and used them in a situation that seem not easy to be standardized

39. 39 Creating modules enables you to turn even things that Sales presentation About the company (history, experience, offices) Problem description Proposed solution Pricing Team Contact Details Rather standard Unique

40. 40 Create universal structure of folders

41. 41 In most cases in consulting you will be doing a lot of different project and you may loose a track of what you have done Supply chain General audit Cost cutting Sales Force Management Marketing improvement Cost cutting Supply chain Supply chain Sales Force Management Sales Force Management Marketing improvement General audit Supply chain ▪ After a few project you will be lost – you will not remember what was done on what project ▪ Consulting and many services are bout managing knowledge ▪ If you organize the knowledge properly you can reuse it on other projects ▪ Therefore create universal structure of folders

42. 42 Below an example of structure used for consulting project Customer folder Project A folder Admin Legal PBC Area A Area B Deliverables

43. 43 Tools

44. 44 You have to find tools for the most often done activities Define what you do most often Find tools Master the tools you are using Constantly improve and test new ones ▪ Analyze ▪ Excel ▪ Learn advanced formulas , formats and VBA, shortcuts ▪ Test Access, SPSS, R for specific purposes ▪ Present ▪ Power Point ▪ Learn animation, using of templates, shortcuts ▪ Test Prezio, Powtoon, Explain everything for this purpose ▪ Collect knowledge ▪ Database on Google Sheet with links ▪ Use advanced function and templates, use zapier for partial automation ▪ Test Get Pocket, Evernote ▪ Manage projects and teams ▪ Database on Google Sheet ▪ Learn advanced features of Google Sheet that will enable you managing the project or team ▪ Test Asana, Leankit, Smartsheet, Trelllo, Nobe ▪ Sell ▪ Direct sales and content marketing on events ▪ Increases your network (LinkedIn) and start propagating content marketing on different platforms (Guest blogging, reports distributed to customers, Slideshare) ▪ Use Linkedin Premium, Buffer, start microblogging on Twitter, Google+ ▪ Get cloes.io for cold calling and delegate it partially to other team members

45. 45 The same goes for any department. Below an example of engineers Define what you do most often Find tools Master the tools you are using Constantly improve and test new ones ▪ Prepare projects for clients ▪ AutoCad ▪ Create libraries ▪ Store previous projects ▪ Buy add-on Autocad that changes the drawing methods ▪ Time in hours needed for 1 project ▪ 16 hours ▪ 10 hours ▪ 2 hours

46. 46 List of the most important tools for consultant Analyze Present Sales & Marketing Knowledge Management Market research Team management

48. 48 Preparation Phase

49. 49 Introduction to preparation phase

50. 50 Most consulting project are done in a bad manner. If you prepare properly you can shorten them, create more value and earn more ▪ Project Start Task 1 ▪ Data Gathering ▪ Analysis ▪ Presentation & Discussion ▪ End of the project 2 3 4 5 6 7 ▪ Project Start Task 1 ▪ Data Gathering ▪ Analysis ▪ Presentation & Discussion ▪ End of the project 2 3 4 5 6 7

51. 51 There are number of thing that you should prepare ahead of time Issue tree Presentation template Data request for the customer Teams defined Schedule of meetings Market research List of contacts

52. 52 Create Issue tree

53. 53 The first you should do is to create an issue tree that will help you structure the project Issue tree

54. 54 Below you can see an example of how issue tree is build Area of analysis Area 1 Problem 1 Problem 2 Possible Reason 1 Possible Reason 2 Possible Reason 3 Possible Reason 4 Possible reasonsSuspected problems Analysis to be performed Analysis 1 Analysis 2 Analysis 3 Analysis 4

55. 55 Issue tree – example – chicken meat producer Area of analysis Transport High costs of transport per ton of goods Big level of waste and breakage in transport Possible reasonsSuspected problems Analysis to be performed Analysis of correlation between type of packaging and percentage of damaged Analysis of time spent on the way and kilometers covered in that time Analysis of designed routes, their length and the influence of possible changes Analysis of fuel usage and kilometers covered by vehicles Analysis of load carried on the way back Badly designed routes Too big fuel usage No shipments on the way back Low usage of resources Badly designed method of packaging which makes the product prone to damage Speed not adjusted to the product Badly organized work and schedule of deliveries Limitation on delivery time of finished goods Analysis of level of overtime, daily organization of drivers work Analysis of Clients’ preferences on delivery time

56. 56 Below you can see example of issue tree in Retail Chain Development Area of analysis Retail chain development Low growth in sales Decreasing EBITDA of new stores Possible reasonsSuspected problems Analysis to be performed Analysis of rents vs comparable competition Salaries growth vs rotation – comparison with competition Analyze the change in sales after opening new stores / on-line introduction Analysis of number of openings vs availability of new places Low LFL due to cannibalization (on- line, new stores in old locations) Few new openings in locations Increasing rents due not proper usage of purchasing power Growing salaries to keep low rotation High cost of building new stores No support from the shopping malls Not optimized formats, expensive fixtures Analysis of contracts with shopping malls Analysis of cost per 1 sq. m, number of fixtures, cost per fixtures

57. 57 Create Presentation Template

58. 58 The second step is to create a presentation template on the basis of the issue tree Issue tree Presentation template

59. 59 You can see how to create a presentation template in a separate presentation. Where there is a step by step guide Management Consulting Presentations Practical guide how to prepare a great presentation presentation

60. 60 Conduct independent Market Research

61. 61 The next step after the presentation template is prepared is to do market research Issue tree Presentation template Market research

62. 62 Market research Consulting methods Off-line research On-line research Market research methods can be divided into 3 main categories

63. 63 You should also visit your customer Get to know the customer and his team Visit his factory / headquarters See his product in stores / talk to his customers

64. 64 Check my presentation on market research to see to carry out such market research Market research Practical guide for startups and entrepreneurs presentation

65. 65 Send data request with formats

66. 66 The next step is to request data from the customer Issue tree Presentation template Data request for the customerMarket research

67. 67 There are some rules for data request that you should follow Specific Sent in advance Get direct contact Talk it through with the customer Remind them about the data Ask for raw data Ask for examples of reports Double check integrity of data

68. 68 Define the team and roles

69. 69 Now it is time to define the teams Issue tree Presentation template Data request for the customer Teams defined Market research

70. 70 The team and the structure depends on the below. Below example of a an operational audit project Project managers • CEO • Asen Gyczew Production Team • Production Director • Deputy Production Director • Shift Manager Planning Team • Chief Planner • Deputy Chief Planner • Planning Specialist Purchasing Team • Purchasing Director • Purchasing Specialist A • Purchasing Specialist B Sales and Marketing Team • Sales Director • Marketing Director • Country Manager • Export Manager • B2B Manager Project Sponsor • Owner A • Owner B • CEO • Supervisory Board Chairman Roles ▪ Participate in Steering Committee Meetings ▪ Supervise of the project on the behalf of Company A ▪ Select of Solutions ▪ Support in implementation (when needed) ▪ Gather data ▪ Participate in workshop and project work ▪ Carry out part of analyses ▪ Implement solutions ▪ Daily management of the project ▪ Agreeing the daily priorities ▪ Teaching the team members ▪ Supervise the teams

71. 71 Typical structure of a project

72. 72 Below you will find some example of project duration for projects done in management consulting Business Analyst Associate Senior Associate (PM) Director Partner ▪ Operational Audit Type of project Duration in months ▪ 3-5▪ 1-3 ▪ 1-2 ▪ 1 ▪ 0.2 ▪ Performance improvement – 1 area ▪ 2-3▪ 1-3 ▪ 1 ▪ 1 ▪ Strategy project ▪ 3-5▪ 3-6 ▪ 1 ▪ 1 ▪ 0.2 ▪ Turn around ▪ 5-10▪ 9-24 ▪ 2-3 ▪ 1 ▪ 0.4 ▪ 0.2

73. 73 Schedule Meetings

74. 74 One of the last steps is to schedule the meetings with customer team Issue tree Presentation template Data request for the customer Teams defined Schedule of meetings Market research

75. 75 List of contacts

76. 76 The last step is to prepare contact list that will facilitate the commuication Issue tree Presentation template Data request for the customer Teams defined Schedule of meetings Market research List of contacts

78. 78 Execution Phase – Technical Tips

79. 79 Introduction to Execution Phase

80. 80 From the preparation phase you should have a lot of data as well as the template for deliverables Issue tree Presentation template Data request for the customer Teams defined Schedule of meetings Market research List of contacts

81. 81 Now it is time to turn those data into solid end-products Templates and data Presentation in Power Point and models in Excel

82. 82 Execution if you are prepared is fairly easy. Still, there are some tips that you should learn to make the execution process smother Technical tips Tips relating to relationships

83. 83 In this section we will talk about technical tips that will help you deliver the project on time and make the customer and your boss happy Tools for managing the team How to create a to-do list Deadlines Critical chain Interim Meetings Proper Analyses in Excel Production process of the presentation Buy-in Meetings with the customer How to overdeliver

84. 84 Why manager should not work?

85. 85 Business Analyst 170 170 x # of BAs ▪ Deliver on deadline high quality of analyses ▪ Make the team deliver on deadlines high quality of analyses ▪ Manage relations and conflicts with the customer ▪ Sell new projects Project Manager Your work as a Project Manager is totally different then the work of a business analyst or consultant

86. 86 A good project manager doesn’t work directly. He manages people and relations

87. 87 This means that some things you should avoid doing Create Slides Perform Analyses Gather Data Sketches slides Checks the presentation Inspire / suggests analyses Ask for data Checks analyses and suggest changes Checks integrity of data Avoid doing Things you should do instead

88. 88 How to manage your team?

89. 89 To manage you need 2 main tools that will help you keep track of the project and the people Presentation template To-do list Storage Communication with the team

90. 90 As said previously as PM your day will be mainly about meeting with customer directors but you should spare some time for the team as well Status Update Meetings with customer team Analyzing & Checking ▪ 9:30-10:00 ▪ 10:00-15:00 Meetings with customer team Meetings with customer team Meetings with customer team Status Update ▪ 15:00-17:00 ▪ 17:00-18:00

91. 91 There are some rules for that will make it easier for you to manage your team Daily updates with the team Weekly update with the customer Internal Deadlines very aggressive Get early buy-in From the beginning create end products Transfer end-products to the customer Educate the customer how to use the products Double check integrity of data

92. 92 Let’s have a look how a 7 week project should look when it comes to execution ▪ Project Start Task 1 ▪ Additional Data Gathering ▪ Analysis and slides preparation ▪ Presentation of intermediate works 2 3 4 5 6 7 ▪ Transfer and teaching ▪ End of the project ▪ Creating the product using critical chain method ▪ Fine tuning ▪ Getting buy-in ▪ Overdelivering ▪ Selling new projects

93. 93 Tools that your team will need

94. 94 You have to find tools for the most often done activities Define what you do most often Find tools Master the tools you are using Constantly improve and test new ones ▪ Analyze ▪ Excel ▪ Learn advanced formulas , formats and VBA, shortcuts ▪ Test Access, SPSS, R for specific purposes ▪ Present ▪ Power Point ▪ Learn animation, using of templates, shortcuts ▪ Test Prezio, Powtoon, Explain everything for this purpose ▪ Collect knowledge ▪ Database on Google Sheet with links ▪ Use advanced function and templates, use zapier for partial automation ▪ Test Get Pocket, Evernote ▪ Manage projects and teams ▪ Database on Google Sheet ▪ Learn advanced features of Google Sheet that will enable you managing the project or team ▪ Test Asana, Leankit, Smartsheet, Trelllo, Nobe ▪ Sell ▪ Direct sales and content marketing on events ▪ Increases your network (LinkedIn) and start propagating content marketing on different platforms (Guest blogging, reports distributed to customers, Slideshare) ▪ Use Linkedin Premium, Buffer, start microblogging on Twitter, Google+ ▪ Get cloes.io for cold calling and delegate it partially to other team members

95. 95 The same goes for any department. Below an example of engineers Define what you do most often Find tools Master the tools you are using Constantly improve and test new ones ▪ Prepare projects for clients ▪ AutoCad ▪ Create libraries ▪ Store previous projects ▪ Buy add-on Autocad that changes the drawing methods ▪ Time in hours needed for 1 project ▪ 16 hours ▪ 10 hours ▪ 2 hours

96. 96 List of the most important tools for consultant Analyze Present Sales & Marketing Knowledge Management Market research Team management

97. 97 How to create a to-do list

98. 98 To do list will help you to arrange you work into smaller actionable pieces

99. 99 There are few rules that will help you write down the to-do list and make the best out of them Put everything on a list Use multiple lists Specific actionable things Divided jobs into small tasks Set pace Use calendar as one of the lists Go through lists regularly Use tools to track tasks execution Put project as to-do list

100. 100 You can use different type of list of to-dos Next Actions Lists by status – by Getting Things Done Projects Waiting for Someday Maybe Home Lists by place – by Getting Things Done Work On-line Calendar Phone To be done Lists by status Currently Doing Done Topic Research Lists by production stages – example of udemy course Presentation Script Recording Post- production Upload

101. 101 I use 4 types of lists To be done Managing me Expecting from others Recurring items Managing personal team Master list Monika Lidia Michael Lisa Project done for customers Project A Project B Project C Project D Supervising startups Startup A Startup B Startup C Startup D

102. 102 Deadlines

103. 103 Why you need deadlines? To know when it has to be done To set priorities properly To manage properly Parkinson Law To communicate with the rest To create sense of urgency

104. 104 We have 2 types of deadlines Internal External≪

105. 105 Critical Chain

106. 106 One of the biggest problem for efficiency is the so called Parkinson’s Law – Work expand so as to fill the time available for its completion

107. 107 People when asked to evaluate the time certain things will take build in buffers A B C A + B + C A + B + C A B C Central buffer Declared time Buffer time Real execution

108. 108 Interim Meetings

109. 109 Let’s have a look how a 7 week project should look when it comes to execution ▪ Project Start Task 1 ▪ Additional Data Gathering ▪ Analysis and slides preparation ▪ Presentation of intermediate works 2 3 4 5 6 7 ▪ Transfer and teaching ▪ End of the project

110. 110 There are number of reasons why you want to make frequent meetings with the customer Make sure that you are creating value Create relationship with Manager / Director Educate the customer about your approach Involve the customer and make him co-responsible Make the customer participate in the project Get the customer accustomed to the end-products Get to know his negative remarks on the product Look for new projects

111. 111 Create Excels that are ready for external user

112. 112 Analyses should be made from the start according to the standards and look like end product Clear structure Master sheet Description Use the pyramid principle Use color coding Put sources Keep track of versions Don’t create too big sheets that are difficult to track

113. 113 Production process of the presentation

114. 114 As you may remember from previous lecture you want to transform the data you have gathered into a presentation Templates and data Presentation in Power Point and models in Excel

115. 115 For this to happen you have to follow some rules 1 person is in charge of the whole master presentation Different people can have assigned different parts Every day you have to combine parts into 1 master Every slide has to have a Excel to back it up Don’t throw slides – shift them to backup Keep track of versions Everybody does his own slides At the end you can send the presentation to graphics department

116. 116 In practice the person that keeps the master has to assigned specific slides (sections) to specific person

117. 117 If you are in charge of the master file you assign specific parts of the presentation to specific consultants

118. 118 At the end of every day they should send you updated version of their part and you should put it in the master

119. 119 How to get a buy-in?

120. 120 What is a buy-in? Customer agrees with you He is happy with the project outcome He will support the project publicly He will gladly pay for your service He considers the project value for money He will want to work with you in the future

121. 121 How to get the buy-in? Make sure that you are creating value Meet with him often to create a relationship Educate him about your approach and the products Involve him and make him co-responsible Show him how he can benefit from it Overdeliver Prepare him to sell it to the whole organization

122. 122 Meetings with the customer

123. 123 Let’s have a look how a 7 week project should look when it comes to execution ▪ Project Start Task 1 ▪ Additional Data Gathering ▪ Analysis and slides preparation ▪ Presentation of intermediate works 2 3 4 5 6 7 ▪ Transfer and teaching ▪ End of the project

124. 124 There are plenty of reasons why weekly updates with the customer as well as informal meeting are so important You get his feedback early and often You have an opportunity to educate him Understanding difficult things takes time You get exposure for you and the team Increase chances of future projects Helps you define how to overdeliver You become more of a 1 group than opposite sides

125. 125 How to overdeliver

126. 126 By overdelivering we mean doing more than expected and faster Define the expectations Doing more Doing Faster

128. 128 Execution Phase – Tips regarding the relationships with the customer

129. 129 Introduction to the soft tips

130. 130 From the preparation phase you should have a lot of data as well as the template for deliverables Templates and data Presentation in Power Point and models in Excel

131. 131 Execution if you are prepared is fairly easy. Still, there are some tips that you should learn to make the execution process smother Technical tips Tips relating to relationships

132. 132 In this section I will show you short tips regarding the relationship with the customer Be humble / human Build relationship with people

133. 133 In this section we will talk about soft tips that will help you deliver the project on time and make the customer and your boss happy Befriend everybody Give credit and don't steal ideas Downplay your estimation Show in good light others What and when you should admit Concentrate on the problem not on the people Other tips

134. 134 Befriend everybody

135. 135 Usually people talk to their pears. You and your team should build all sort of relations with the customer team CEO Director A Director B Manager 1 Manager 2 Manager 3 Specialist A Specialist B Specialist C Specialist A Specialist B Specialist C Specialist A Specialist B Specialist C Project Manager Consultant A Consultant B Consultant C

136. 136 Give credit and don't steal ideas

137. 137 You are competitive creature and you want to be in the spotlight but you should not steal ideas from the customer’s team. Always gives credit to specific worker

138. 138 Downplay your estimation

139. 139 You will be tempted to show the customer the maximal potential savings / results he can get by implementing what you have created. Achieved results Estimation Supply Chain Sales & Marketing Production HQ

140. 140 It seems counterintuitive but you should always downplay your estimation (savings, potential improvements). Try to manage expectation as probably only 60-70% will get implemented Achieved results Estimation Supply Chain Sales & Marketing Production HQ

141. 141 There are plenty of reasons why it such a move will benefit you You manage expectations ahead of time You play with mental accounting You project yourself as humble The estimation you make will become the goal for sb It opens new possibilities for new projects In this way you account for random things

142. 142 Show in good light employees of your customer and your team

143. 143 You want to be a star which is ok. Yet as a Project Manager try to give a lot of attention to your team and the team on the customer’s side

144. 144 There are plenty of reasons why it is in your best interest to put the customers’ team in the spotlight You increase the buy-in Your credibility increases Customer is less likely to argue with you Customer is more likely to pay you You strengthen your team You boost the ego of your people The team will want to work longer and more for you You open new routes to upsell new projects

145. 145 Concentrate on the problem not on the people

146. 146 Whenever there is a problem there are two ways to approach it. You can look for the culprit or to try to solve the problem

147. 147 By focusing only on the problem and not on the culprit you gain a lot You cool down the emotions You avoid the snowball effect that can destroy you You solve the problem fast You kill any future politics You establish yourself as a true leader You may change the attitude of the whole organization

148. 148 Admit when you don't know something

149. 149 Time and again you will not know things specific for you customer. There are plenty of reasons for that Customer is using slang You have smaller experience in the industry You are not getting all the information They have problems with formulating the real issue

150. 150 By admitting when you do not know you gain a lot You strengthen the attitude to concentrate on problems You stop being at disadvantages You have more chances to get to the real issues You show respect for the people you work with You build relations Since you learn from them there are more likely to learn from you

151. 151 Other tips

152. 152 Below other small tips that I recommend implementing Admit mistakes Avoid politics Eat in the same place as ordinary employees Participate in integration activities Gradually relax the dress code Spend time to talk over the coffee with random people Bring cookies to meetings Make the meetings short and sweet

154. 154 Wrapping up the project

155. 155 Introduction to wrapping up the project

156. 156 In the Execution phase you were trying to turn the template and issue tree into a final presentation supported by a few GB of analyses Templates and data Presentation in Power Point and models in Excel

157. 157 To wrap up the project there are 4 things you should do Prepare the final version of deliverables Train the customer to use your deliverables Transfer deliverables Sell future mini- projects ▪ Make the presentations self- explanatory ▪ Make the Excels idiot- proof ▪ Add sources ▪ Add table of content ▪ Arrange meetings with customer team to show them how to use the tools ▪ Make them use the tool and check for mistakes, omission ▪ Prepare instructions (written or recorded in video / audio) ▪ Make a table of content ▪ Handover files to the PM on their side ▪ Handover tools to the people that will use them

158. 158 Prepare the final version of deliverables

159. 159 Your main deliverables will be presentations and analyses in Excel

160. 160 Train the customer to use your deliverables

161. 161 Below other small tips on how to train the customer how to use the end-products Make the end products idiot-proof Provide instructions (written or recorded) Meet one-on-one with the future user Meet in bigger groups to explain general rules Make a table of content Make the users play with the products Have a few meeting with the customer PM

162. 162 Transfer deliverables

163. 163 When we talk about transferring the deliverables we have in mind 3 things that have to be done Hand over files Arrange a meeting with all the team members Arrange a meeting with the Steering Committee

165. 165 Check what course will help you to be word class Management Consultant Top 10 courses that every Management Consultant should take My super objective view presentation

166. 166 There are also some books that I highly recommend Top 25 books that every Management Consultant should read My super objective view presentation

167. 167 Subscribe to our channels: www

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171. 171 Check my extensive presentation on productivity hacks to see how you can me 10x more productive Management consultant productivity hacks How to be lazy and still get things done presentation

172. 172 Check my presentation on market research methods to understand them properly Market research Practical guide for startups and entrepreneurs presentation

173. 173 Check my presentation other presentations Essential Lean Manufacturing for Management Consultants Practical guide how to cut costs presentation

174. 174 You can also have a look at how to create a financial model in Excel Financial Modeling for Business Analysts and Management Consultants Step by step guide presentation

175. 175 Check also my other presentations Management Consulting Presentations Practical guide how to prepare a great presentation presentation

176. 176 Check my presentation that will help you get into consulting How to get into consulting Practical guide how to pass the case part presentation

177. 177 I recommend also looking at some techniques to improve your business. Click on the cover below to go to the presentation How to become world class analyst A practical guide presentation

178. 178 Check also my other presentations Management Consulting Presentations Practical guide how to prepare a great presentation presentation

179. 179 Check also my other presentations Production for Management Consultants Practical guide presentation

180. 180 Check also business modeling in Excel Business models Practical guide for startups and entrepreneurs presentation

181. 181 Check my presentation on starting and running consulting company How to create management consulting presentations? A practical guide presentation

182. 182 Check my extensive presentation on productivity hacks to see how you can me 10x more productive Management consultant productivity hacks How to be lazy and still get things done presentation

183. 183 If you need more detailed version on productivity hacks you can check our course on productivity hacks Click to check my course Management Consulting Productivity Hacks $45 $15

184. 184 Check my presentation on restaurant business model to understand it properly How to open a successful restaurant A practical guide presentation

185. 185 Check my presentation on on-line models to understand them properly On-line Business Models A practical guide presentation

186. 186 For more check also my on-line course Click to check my course On-line Business Models in Excel – Practical Guide $45 $15

187. 187 Check my presentation on starting and running consulting company Start and run consulting company A practical guide presentation

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How to manage successfully a Consulting Project

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