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The International Competency Framework

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The International Competency Framework

  1. 1. The internationally acceptedconsultingcompetency framework — What does it take to be an effective consultant? © ProfWeb 2011 1
  2. 2. The Competency Frameworkand The Common Body ofKnowledge © ProfWeb 2011 2
  3. 3. Competencies Are defined as the ability to act in a particular context (or in changing contexts). Implies both knowledge and skill. The required knowledge domain is defined in the Common Body of Knowledge (CBK). The summary body of knowledge is on the IMCSA website. © ProfWeb 2011 3
  4. 4. Competencies are a combination of: KnowledgeAttitude © ProfWeb 2011 Skill 4
  5. 5. The Competency Framework Is geared to identifying the holistic set of competencies required by a management consultant Is the basis of international reciprocity for certified management consultants © ProfWeb 2011 5
  6. 6. PRACTICE MANAGEMENT PRACTICEMANAGEMENT ACUMEN BUSINESS CONSULTING PRACTICE MANAGEMENT PRACTICE EXTERNAL AWARENESS -PESTLE FUNCTIONAL / SPECIALIST COMPETENCIES SKILLS TECHNICAL INDUSTRY / FUNCTIONAL / And / Or SECTORAL TECHNICAL Acting Communicating Thinking (Behavioural Competencies) ETHICAL VALUES/ PRACTICE 6 © ProfWeb 2011
  7. 7. BUSINESS ACUMEN © ProfWeb 2011 7
  8. 8. Business Acumen Understanding the client environment and context. Strategic and systemic thinking, OD, OM, BPR, change management. Business structures, processes, management, disciplines/ functions. Planning, critical success factors, goal and objective setting. In depth understanding of key business concepts. © ProfWeb 2011 8
  9. 9. Business Acumen(2) Budgeting and financial control Motivation and people development Implementing new technology Measuring performance Business development © ProfWeb 2011 9
  10. 10. Consulting Practice Everything to do with the consulting lifecycle - prospecting, managing the process, disengagement. Engaging with clients, interacting with them, influencing, facilitating. Applying consultative techniques, problem solving, systemic thinking. Knowledge capture, management and transfer etc. Managing the team throughout the lifecycle. © ProfWeb 2011 12
  11. 11. The Consulting Lifecycle - A Linear ViewProspecting, Proposal, AssignmentEngagement, Closure, Execution Closure &Qualification Contracting Review The Consulting Lifecycle © ProfWeb 2011 13
  12. 12. The consulting lifecycle The consultant needs to be able to execute and manage each aspect of the consulting lifecycle, from entry to closure. The consultant must be familiar with the activities and products in each phase of the lifecycle © ProfWeb 2011 14
  13. 13. Consulting ManagementActivities Manage expectations Manage Risk Manage Quality Maintain Intervention Continuity Managing Costs and other commercial activities Managing Resources Manage Productivity and performance Manage Learning Manage the Team (client and own) © ProfWeb 2011 15
  14. 14. The Consulting Lifecycle Build & Maintain the Client RelationshipsProspecting, Proposal, AssignmentEngagement, Closure, Execution Closure &Qualification Contracting Review The Consulting Lifecycle © ProfWeb 2011 16
  15. 15. Build & Maintain Relationships Consulting is more about relations and perception management than about technical quality. Relationship building takes effort and time. You need to build relationships with client decision makers © ProfWeb 2011 17
  16. 16. Build & Maintain Relationships(2) Understanding the client/industry (context) Recognising a client need (client perspective) Selecting the optimum method of intervention Managing conflict Maintaining & building the relationship  Understanding the client/industry (context)  Dealing with client management  Dealing with the client culture © ProfWeb 2011 18
  17. 17. The Consulting Lifecycle and Process Managing Productivity and PerformanceProspecting, Proposal, AssignmentEngagement, Closure, Execution Closure &Qualification Contracting Review The Consulting Lifecycle © ProfWeb 2011
  18. 18. Managing Productivity & Performance The consultant needs to manage performance throughout the lifecycle:  Manage expectations  Evaluate against agreed roles, deliverables and timeframes  Reallocate resources as necessary  Identify and document training requirements  Measure against client feedback © ProfWeb 2011 20
  19. 19. The Consulting Lifecycle and Process The Consulting LifecycleProspecting, Proposal, AssignmentEngagement, Closure, Execution Closure &Qualification Contracting Review Knowledge Transfer & Learning © ProfWeb 2011 21
  20. 20. Knowledge transfer & Learning Learning from the client Learning from each other Transferring knowledge to the client Developing and updating Methods and approaches Learning from the engagement Learning from the environment © ProfWeb 2011 22
  21. 21. Knowledge transfer & learning The most successful consulting practices are those that manage knowledge formally This occurs throughout the lifecycle Requires disciplined knowledge management approachesWhat would you treat as knowledge? © ProfWeb 2011 23
  22. 22. The Consulting Lifecycle and Process The Consulting LifecycleProspecting, Proposal, AssignmentEngagement, Closure, Execution Closure &Qualification Contracting Review Developing and Applying Methods and Practices © ProfWeb 2011 24
  23. 23. Developing and ApplyingMethods & practices Methods & practices are specific forms of knowledge They are repeatable Methods consist of multiple layers – what would you say they are? © ProfWeb 2011 25
  24. 24. Components of a methodology FRAMEWORK MANAGEMENT OVERVIEW AND GUIDES GUIDELINES ROUTE DELIVERABLES TECHNIQUES MAPS CHECKLISTS AUTOMATED SUPPORT TRAINING © ProfWeb 2011 26
  25. 25. The Consulting Lifecycle and ProcessProspecting, Proposal, Assignment The consultingExecution Closure &Engagement, Closure,Qualification Contractingactivities Review The Consulting Lifecycle © ProfWeb 2011 27
  26. 26. Consulting Activities Throughout the consulting lifecycle, a consultant performs certain activities, which impact on the success of the phase in the consulting process. These activities are repeated at various points and distinguish competent and inexperienced consultants. What are they? © ProfWeb 2011 28
  27. 27. Consulting activities Interviewing Research & Fact finding Analysis, synthesis & diagnosis Taking Notes Managing documentation & record keeping Presenting findings 29 © ProfWeb 2011
  28. 28. Engagement Management The consultant with the highest level of accountability on the engagement or intervention is accountable for the overall success of the engagement. This is known as Engagement Management and covers the consulting lifecycle and all the consulting processes and activities related to that particular intervention. © ProfWeb 2011 30
  29. 29. The Consulting Lifecycle and Process Engagement Management Build & Maintain the Client RelationshipsProspecting, Proposal, Assignment The consultingExecution Managing Productivity and Performance Closure &Engagement, Closure,Qualification Contractingactivities Review The Consulting Lifecycle Knowledge Transfer & Learning Methods and Practices © ProfWeb 2011 31
  30. 30. External Awareness - PESTLEThe experienced & competent consultantshould remain current in every aspect of theenvironment that affects his/her work Political Environmental Social Technical Legal Economic © ProfWeb 2011 32
  31. 31. PESTLE Relates to all domains It is imperative to remain aware of developments in the management, specialist and consulting fields. The certified consultant needs to prove this through a continuing professional development (CPD) record. © ProfWeb 2011 33
  32. 32. Specialist Competencies Functional and technical competencies include IT, HR, Strategy, change management, project management, finance etc Industry specific or sectoral competencies – banking, manufacturing etc © ProfWeb 2011 34
  33. 33. ACTBehavioural Competencies –(Personal and Interpersonal) © ProfWeb 2011 35
  34. 34. ACT – personal andinterpersonal competencies Acting Communicating Thinking ….Like a management consultant © ProfWeb 2011 36
  35. 35. ACTing like a managementconsultant This is the behavioural aspect of the consultant and has much to do with the ―attitude‖ in competence. The consultant needs to be emotionally intelligent (25 competencies), an above average communicator, a good listener, astute, self driven, motivated, able to solve problems, be politically astute, remain independent and objective in difficult situations and much more. This requires an all rounder who can perform well in different contexts © ProfWeb 2011 37
  36. 36. ACTing like a ManagementConsultant Professional Attitude/behaviour Professional conduct/ethics, Dealing with client culture Managing conflict, Motivating and developing people, Leading Facilitating, Mentoring, Coaching © ProfWeb 2011 38
  37. 37. Communicating Effectively Interpersonal and communication skills (listening/verbal/written) Proposals Client communications Written reports Oral presentations Marketing and selling skills © ProfWeb 2011 39
  38. 38. Thinking Empathizing Creativity Problem solving Lateral thinking Seeing the end from the beginning Contingency planning Having a flexible approach © ProfWeb 2011 40
  39. 39. Exercise Complete the consulting inventory on problem solving skills © ProfWeb 2011 41
  40. 40. EthicsBoth a value set and a competency © ProfWeb 2011 42
  41. 41. Ethical Values and Practices Knowledge of what constitutes ethical behaviour The ability to deal with ethical dilemmas Testimonials as to ethical behaviour © ProfWeb 2011 43
  42. 42. Exercise: Is Ethics a competency or a value system? © ProfWeb 2011 44
  43. 43. Professionalism A combination of ethical behaviour, presentation, conduct and competence. © ProfWeb 2011 45
  44. 44. Practice Management © ProfWeb 2011 46
  45. 45. Practice Management Covers all aspects of managing a professional practice including:  Recovery and utilization  Training & developing consultants  Marketing and brand building  Methodologies Practice management is not required for CMC – hence managing CMC Practice management is covered in a separate course. © ProfWeb 2011 47

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