2. Objectives
1. Appreciate the need for project evaluation and controls to ensure the
quality of consulting engagement
2. Understand and learn to apply the various techniques in project evaluation
and controls such as
a. Administration controls
b. Time reporting procedures
c. Independent quality assurance reviews
3. Explain how controls can be established over competence and service
quality
4. Understand the special considerations for the sole practitioner operating as
a management consultant
4. CONTROL
“A management function aimed at
achieving defined goals within an
established timetable.”
FIRMFIRM
WORK PLAN
Defines what tasks are to be performed,
when the tasks are to be performed, and
who will perform them.
5. WORK PLAN
Defines what tasks are to be performed,
when the tasks are to be performed, and
who will perform them.
CONTROL
“A management function aimed at
achieving defined goals within an
established timetable.”
Preventive Controls
Feedback Controls
“these controls establish benchmarks of
expected performance”
“these are generated by measuring actual
performance and comparing it with the
expected performance”
6. 1. To provide assurance that the project is
on schedule and within budget
2. To communicate the exact project status
of all concerned personnel
3. To ensure that a quality product will be
implemented
WORK PLAN
Defines what tasks are to be performed,
when the tasks are to be performed, and
who will perform them.
PROJECT
EVALUATION
PROJECT
CONTROL
7. 1. To provide assurance that the project is
on schedule and within budget
2. To communicate the exact project status
of all concerned personnel
3. To ensure that a quality product will be
implemented
"Project Controls are the data
gathering, data management and
analytical processes used to predict,
understand and constructively
influence the time and cost outcomes of
a project or programme; through the
communication of information in
formats that assist effective
management and decision making.“
WORK PLAN
Defines what tasks are to be performed,
when the tasks are to be performed, and
who will perform them.
PROJECT
CONTROL
8. PROJECT
CONTROL
1.
2.
3.
"Project Controls are the data
gathering, data management and
analytical processes used to predict,
understand and constructively
influence the time and cost outcomes of
a project or programme; through the
communication of information in
formats that assist effective
management and decision making.“
1. Administrative
Control
2. Time Reporting
Schedule
3. Independent
Quality Assurance
Reviews
WORK PLAN
Defines what tasks are to be performed,
when the tasks are to be performed, and
who will perform them.
9. ADMINISTRATIVETIME REPORTINGREVIEW
O N S I D E R :
terest
size
ADMINISTRATIVE
FR A MEW OR K
SER
COORD
1. Assign appropria
2. Ensure that deliv
with firm’s polici
3. Pinpoint and rep
deficiencies
4. Conduct practice
and formal traini
10. ADMINISTRATIVETIME REPORTINGREVIEW
T H I N G S TO C O N S I D E R :
Direct interest
Project size
1
2
ADMINI
FR A M
ITION :
ory Committee
Committee
irector
rdinator
11. ADMINISTRATIVETIME REPORTINGREVIEW
T H I N G S TO
Direc
Pro
C OMPOSITION :
Management Advisory Committee
Project Steering Committee
Practice Director
Service Coordinator
1
2
3
4
TEERING
TTEE
e costs and
ct activities
12. ADMINISTRATIVETIME REPORTINGREVIEW
C OMPO
Management A
Project Stee
Practic
Service
PROJECT STEERING
COMMITTEE
1. Control over the costs and
benefits
2. Monitors project activities
3. Hold meetings
DIRECTOR
practice
d quality control
e goals
verall service
ss
13. ADMINISTRATIVETIME REPORTINGREVIEW
PROJECT
COMM
1. Control over
benefits
2. Monitors pro
3. Hold meetin
PRACTICE DIRECTOR
1. Responsible for practice
competence and quality control
2. Propose practice goals
3. Supervise the overall service
planning process
ICE
NATOR
aff consultants
of services are in line
nowledge or skill
elopment activities
ourses
14. ADMINISTRATIVETIME REPORTINGREVIEW
PRACTICE
1. Responsible
competence
2. Propose prac
3. Supervise th
planning pro
SERVICE
COORDINATOR
1. Assign appropriate staff consultants
2. Ensure that delivery of services are in line
with firm’s policies
3. Pinpoint and report knowledge or skill
deficiencies
4. Conduct practice development activities
and formal training courses
15. ADMINISTRATIVETIME REPORTINGREVIEW
THE PROJECT IS WITHIN
time schedule and peso budget
Efficient and effective time reporting
system
Estimated time vs. actual time
Timely and regular basis
Evaluation and adjustments made
1. Provide information for planning, administering and
controlling
2. Assist in preparing project work updates and status repots
P U R P O S E
16. ADMINISTRATIVETIME REPORTINGREVIEW
INDEPENDENT REVIEWS
PERFORMED BY SOMEONE:
Not associated with the project
Whose Skills are at least as high as
that of the project leader
QUALITY ASSURANCE CHECKLISTS
PERFORMED BY SOMEONE:
Project supervisor
PERFORMED BY SOMEONE:
Project leader and independent
reviewer
17. PROJECT
CONTROL
1.
2.
3.
"Project Controls are the data
gathering, data management and
analytical processes used to predict,
understand and constructively
influence the time and cost outcomes of
a project or programme; through the
communication of information in
formats that assist effective
management and decision making.“
1. Administrative
Control
2. Time Reporting
Schedule
3. Independent
Quality Assurance
Reviews
WORK PLAN
Defines what tasks are to be performed,
when the tasks are to be performed, and
who will perform them.
18. g
an
influ
a p
c
m
1. Administrative
Control
2. Time Reporting
Schedule
3. Independent
Quality Assurance
Reviews
“Project evaluation is a systematic
and objective assessment of an
ongoing or completed project. The
aim is to determine the relevance and
level of achievement of project
objectives, development
effectiveness, efficiency, impact and
sustainability.”
PROJECT
EVALUATION
PROJECT
CONTROL
WORK PLAN
Defines what tasks are to be performed,
when the tasks are to be performed, and
who will perform them.
19. 1. Service review
2. Engagement analysis
3. Staff evaluation
“Project evaluation is a systematic
and objective assessment of an
ongoing or completed project. The
aim is to determine the relevance and
level of achievement of project
objectives, development
effectiveness, efficiency, impact and
sustainability.”
PROJECT
EVALUATION
PROJECT
CONTROL
WORK PLAN
Defines what tasks are to be performed,
when the tasks are to be performed, and
who will perform them.
21. STAFFENGAGEMENTSERVICE
All engagements’ information should be kept for
future reference and/or reporting
This information can be useful in providing
guidance during
planning and operational activities.
It should also be reviewed periodically to
update the data base
22. STAFFENGAGEMENTSERVICE
STAFF COMPETENCE EVALUATION
Should be done often and at
least annually
There should be an evaluator
COMMON STEPS
1. Study members’ profile
2. Ascertain the accuracy of engagement’s file
3. Complete evaluation checklists
4. Meet personally with the staff members.
FIRMFIRM
SOLE
PRACTITIONER
SOLE
PRACTITIONER
24. SELF ASSESSMENTSELF ASSESSMENT
Make an autobiography
Make a list
Define the consulting areas
Identify your client
Project how you would like to operate
List how you intended to market your
service
Increase awareness regarding
opportunities
25. FINANCIAL REQUIREMENTS
Rental pay
Telephone bills
Utilities bills
Stationery
Secretarial services
Staff compensation
TIME SCHEDULING
Work both profitably and on time
Plan a flexible schedule
BILLINGS AND COLLECTION
Hourly basis
Staff billing rates
Attributable expenses
ORGANIZING THE
PRACTICE
ORGANIZING THE
PRACTICE
26. BUILDING THE PRACTICEBUILDING THE PRACTICE
1. Initial Client Base
2. Positioning the Practice
3. Practice Development Network
Good day! For today’s reporting I will be discussing on how to manage the quality of a consulting engagement.
In our discussion we will aim to on achieving the following objectives:
Appreciate the need for project evaluation and controls to ensure the quality of consulting engagement
Understand and learn to apply the various techniques in project evaluation and controls such as
Administration controls
Time reporting procedures
Independent quality assurance reviews
Explain how controls can be established over competence and service quality
Understand the special considerations for the sole practitioner operating as a management consultant
For clarity, I will present to this topic into two perspective: (1)in a firm view and (2) as a sole practitioner
In every engagement a work plan is created to outline the tasks to be done. The best way to successfully administer the work plan an effective control system is necessary.
MANAGEMENT CONTROL
A management function aimed at achieving defined goals within an established timetable, and usually understood to have three components: (1) setting standards, (2) measuring actual performance, and (3) taking corrective action.
A typical process for management control includes the following steps: (1) actual performance is compared with planned performance, (2) the difference between the two is measured, (3) causes contributing to the difference are identified, and (4) corrective action is taken to eliminate or minimize the difference. Read more: http://www.businessdictionary.com/definition/management-control.html
There are two types of controls that can be performed:
Preventive controls
Before the fact controls
These controls establish benchmarks of expected performance (a standards of comparisons).
Feedback Controls
After the fact controls
They represent the monitoring mechanisms used by consulting firms to maintain control over engagement schedules and internal administrative operations, as well as activities related to competence and service quality
Three situations can be observe
Proceeding according to plan – actual performances are in reasonable agreement with the expected performances
In control – actual performances differ from the expected performances but steps or measures are promptly taken to correct detected deficiencies
Out of control – actual performances differ from the expected performances and the differences remains or increase over time
Control can be done as Project Control and Project Evaluation
The objective of these controls are :
To provide assurance that the project is on schedule and within budget
To communicate the exact project status of all concerned personnel
To ensure that a quality product will be implemented
Project Control is an example of a preventive control.
BY DEFINITION
"Project Controls are the data gathering, data management and analytical processes used to predict, understand and constructively influence the time and cost outcomes of a project or programme; through the communication of information in formats that assist effective management and decision making.“
This definition covers all stages of a project lifecycle from initiating and scoping the project through to closure, final learning from experience and analytical analysis of overall project performance.
Project Controls involves:
Administrative control
Time reporting schedule
Independent quality assurance review
ADMINISTRATIVE CONTROLS
Administrative framework
Should (1) include individuals who have direct interest in the quality of the final product (2) be established according to the project’s size.
ESTABLISHING THE SIZE OF THE PROJECT
if the project is simple and the client firm is small the framework should be simple and perhaps involving only a single top-level manager
If the project is more complex and the client firm is large, the framework may be quite involved
administrative framework
Consist of (1) one or more client management committees, with representatives from the user areas (2) the top (executive) management, (3) the information processing services department (4) practice director (5) service coordinator
There could be more than one committee:
Project steering committee – would maintain direct control over the project (closely involved in the project)
Management advisory committee – would coordinate the activities of the information processing services department
For this discussion we will be elaborating more about the Project Steering Committee
PROJECT STEERING COMMITTEE
Comprised of (1) senior management – form the each area of the client organization that is affected by the system project. (2) project leader (3) manager of the information processing services
Functions: (1) control over the costs and benefits [ pertaining to the development and operation of the system spanned by the project ] (2) monitors project activities [ proper approval and that the policies are observed ] (3) holds meetings [ status meetings to carry out monitoring responsibilities and special meetings for specific problems of significance arises ]
APPOINT PRACTICE DIRECTOR
- Appointed in order to establish responsibility for practice competence and quality control.
- Responsibilities: (1) propose practice goals and supervise the overall service planning process (2) be responsible for practice conduct
APPOINT SERVICE COORDINATOR
Administer daily operations related to the provision of management and consulting services
Responsibilities: (1) assign appropriate staff consultants to engagement after consultation with managers in charge (2) obtain positive evidence that the delivery of services on each engagement is in accordance with the firm policies (3) pinpoint and report knowledge or skill deficiencies and recommend staff development steps to correct them (4) coordinate all practice development activities, including the screening of prospective engagement (5) devise and administer a plan of staff training consisting of both on-the-job and formal training courses
TIME REPORTING AND ANALYSIS PROCEDURES
Are necessary to keep the project within its time schedule and peso budget
Aims: (1) provide necessary for planning, administering and controlling the project. (2) prepare and control the project work program updates (3) assist the project leaders in preparing management status report (4) To account for all time used on the project by the team members.
Time reports of all team members are prepared on a timely and regular basis every 15th and 30th of the month
Actual time and estimated to complete each task should be reported in detail
Efficient and effective time reporting system should be employed. Which summarizes: (1) Time spent at a team level, activity level and project level will be summarized. (2) As well as the evaluation and timely adjustments that may have to be made.
POSSIBLE CAUSES OF VARIANCES BETWEEN ACTUAL AND BUDGETED TIME
Improper application of guidelines in making the estimates
Improper communication of tasks scopes and objectives
Inappropriate assignment of tasks to personnel
Unexpected changes to task scopes and objective
Unexpected difficulties related to availability or functioning of project resources
ENSURES THAT
The system satisfies all user requirements and is operable on day-to-day basis without assistance
The system is being developed within the time frame and cost estimates originally agreed upon
The system employs satisfactory methods and techniques that are within thee sphere of competence of the majority of client personnel
The presentation and format of all procedures, documentations and coding are neat, well organized and in conformance with established client standards
COMPONENTS
Independent reviews
Performed by: (1) not associated with the project (2) skilled at least as high as that of the project leader
When to be conducted? Prior to reaching implementation project milestones
Quality assurance checklists
Consists of: series of questions concerning the quality of work
Performed by: project supervisor responsible for the work
Reviewed by: project leader and independent reviewer
Now, let’s discuss Project Evaluation which is an example of a feedback control
BY DEFINITION
“Project evaluation is a systematic and objective assessment of an ongoing or completed project. The aim is to determine the relevance and level of achievement of project objectives, development effectiveness, efficiency, impact and sustainability. “
Some of the project evaluation to be performed are:
Service review
Engagement analysis
Staff Evaluation
PERFORM SERVICE REVIEW
Should be performed annually
For the purpose of assessing (1) the consulting firm’s objectives (2) offered services (3) record of competence in the provision of service
PERFORM ENGAGEMENT ANALYSIS
All engagements’ information should be kept for future reference and/or reporting
Example of information to be recorded
Client information (name, address, service location (s), client control referral)
Engagement classification code
Other engagement with the client
Staff consultant who were assigned to each engagement, their tasks and hours spent on each task
Total engagement hours, billed as well as those not billed (including explanation)
Summary of other costs
Closing date of each engagement
Engagement evaluation and recommended follow-up
NOTE:
This information can be useful in providing guidance during planning and operational activities. It would be preference to maintain a computer managed file so that it can be easily and quickly rearranged, searched and accessed. It should also be reviewed periodically to update the data base and if necessary weed out information that is no longer relevant and current
PERFORM STAFF COMPETENCE EVALUATION
Should be done at least annually
There should be an evaluator
In case of staff consultants, the evaluations should take place more often (at the end of the engagement, during the first year, and semiannually)
COMMON STEPS IN EVALUATING STAFF
Study the staff members’ profile: (1) personnel file (2) engagement participation (3) competence and experience
Ascertain that the engagement file fully reflects all information concerning all engagements in which the staff member participated
Complete a competency evaluation checklist
Meet personally with the staff members to discuss the evaluation itself
SAMPLE OF COMPETENCY EVALUATION CHECKLISTS
Staff consultant
Are the performance evaluations satisfactory?
Has this consultant participated in a training program?
Are the client comments concerning this consultant favorable?
Is this consultant cooperative?
Is the consultant interested in setting high (yet achievable) learning goals?
Manager
Is the manager able to constructively criticize and counsel staff consultants?
Are client comments favorable concerning this manager?
Have engagements been completed on schedule
Have established goals been achieved during engagements?
Has this manager, able to work easily and effectively with clerical staff and client employees?
Is this manager able to work easily and effectively with clerical staff and client employees?
Is the manager developing an external reputation as a specialist?
Partner
Is this partner able to administer the practice?
Is this partner able to set goals for the practice?
Is this partner able to work with managers?
Is this partner able to develop new clients successfully?
Does this have an external reputation as an expert in one or more service areas?
Does this partner attract new staff consultants and managers as needed?
Does this partner develop and offer training programs?
Is this partner prominent in community service?
Now let’s see it in the perspective of a sole practitioner. We will be looking into the following:
Framework
Scope of Consulting Practice
Organizing the practice
Financial requirements
Time scheduling
Billings and collections
Building the Practice
Initial Client base
Positioning the practice
Practice development network
Monitoring results
Performance measures
Quality control standards
For Framework and Scope of Consulting Practice
To Increase Awareness of Additional Opportunities
Consulting newsletters - will simulate your ideas on managing your ideas on managing your practice, marketing your skills, determining consulting opportunities and keeping current on events related to the consulting industry
Magazines and newspaper - you should attempt to read everything you can relating to your speciality and general awareness of current events, subscribe to trade journals related to your area of interest
Consulting and professional associates - contract with the associations will provide you with an opportunity to obtain information related specifically to your speciality from newsletters, publications, meetings, or other consultant contacts
Government agencies the publications - depending on the area of your interest, you may want to get on the mailing list of government organizations or departments that have regular publications distributed free or at a nominal charge to the public. The government, of course, is the major purchaser of consulting services, and very large sums of money are expended every year directly and indirectly for that purpose
Public and university libraries - there are is a vast amount of information that is current and accessible for you to research or general ideas in your local library or university libraries
Continuing education courses and seminars - universities have continuing education courses pertaining to business and related services
Competitors - attempt to identify the competitors in your specific field. Determine what their style and method of operation is, how long they have been in business, how they market themselves, what they charge, and who their clientele is, if possible. Try to ascertain why they are successful, if they are, and how you can best distinguish yourself and find you own niche in the market. You want to have your own unique style that is comparisons are made between you and your competitorsby a perspective client
Organizing the practice
Financial requirements
Time scheduling
Billings and collections
Building the Practice
Initial Client base
Positioning the practice
Practice development network
Monitoring results
Performance measures
Quality control standards
Monitoring results
Performance measures
Quality control standards
