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How to be a consultant and run a successful assignment

1STOUTSOURCE LTD
1STOUTSOURCE LTD
1STOUTSOURCE LTDLecturer in Operations Management at University of Sussex

This presentation on the consulting process takes you through the main steps in running a consulting job and thus make sure you leave behind happy client - this is from the series of posts at the 1stoutsource Business Forum

How to be a consultant and run a successful assignment

1 of 26
The Consulting Process Royston E Morgan The BizFace Community
Objectives ,[object Object]
Stages in the Consulting Process ,[object Object],[object Object],[object Object],[object Object],[object Object],[object Object]
OD Problem solving cycle Diagnosis Design Implementation TIME The approach to the problem and preliminary diagnosis achieved. Objectives and constraints devised Options for solution are devised and selected - options modelled Implementation strategy devised plan and schedule drawn up
Describe & model  Objectives for change Measures for objectives Options Model options & Select Plan the implementation Implement Problem awareness Entry and contracting Polar charts Ishikawa Causal-maps System maps Objective tree Brainstorming Process frameworks Process charting System maps Approach Doc Product breakdown Scheduling Cost benefit DCF Cash Flow Positioning FIT H&W model
The Consulting Process Next job Entry & Description Preliminary  Diagnosis Contracting Diagnosis Data & Evidence Reporting Back Implement & Closure Preparation Context Proposal options Cause Focus definition problem Option select Change

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How to be a consultant and run a successful assignment

  • 1. The Consulting Process Royston E Morgan The BizFace Community
  • 2.
  • 3.
  • 4. OD Problem solving cycle Diagnosis Design Implementation TIME The approach to the problem and preliminary diagnosis achieved. Objectives and constraints devised Options for solution are devised and selected - options modelled Implementation strategy devised plan and schedule drawn up
  • 5. Describe & model Objectives for change Measures for objectives Options Model options & Select Plan the implementation Implement Problem awareness Entry and contracting Polar charts Ishikawa Causal-maps System maps Objective tree Brainstorming Process frameworks Process charting System maps Approach Doc Product breakdown Scheduling Cost benefit DCF Cash Flow Positioning FIT H&W model
  • 6. The Consulting Process Next job Entry & Description Preliminary Diagnosis Contracting Diagnosis Data & Evidence Reporting Back Implement & Closure Preparation Context Proposal options Cause Focus definition problem Option select Change
  • 7.
  • 8.
  • 9.
  • 10.
  • 11.
  • 12.
  • 13.
  • 14.
  • 15.
  • 16.
  • 17.
  • 18.
  • 19.
  • 20. Root cause analysis – Ishikawa diagram Call backlog increasing Method Machine Materials People Environment Slow to answer phones No call follow Not trained new system System slow Upgrade missed No dedicated line FAQ’s not up to date Manuals not updated Cramped space Old furniture Short staffed Licence expired
  • 21.
  • 22. From this mass (mess) of problems we need to find out what is important The urgency importance matrix Urgent Not Urgent Important Unimportant
  • 23.
  • 24.
  • 25.

Editor's Notes

  1. Although a lot of the selling process inevitably is going on in the early stages it is important to realise that the assignment has effectively started in this initial stages – this is why it is poor practice to have consulting ‘sold’ by account managers and consulting practice leads without the actual consultant doing the work being present.
  2. What is the client doing to maintain the problem the problem What are other within the organisation doing to maintain this problem Make sure that the client is involved in the diagnosis – starts the process or learning and buy-in Describe the technical/business problem in process and system terms – how is it being managed. Understanding how the problem is being maintained can point us in the direction of how the restraining forces may be loosened
  3. Often we as consultants are asked to look at a problem that looks like a hard system problem – procedures missing for example or a new IT system not working – it is possible to get the procedures and processes working but fail to meet the end task. The processual interactions are in fact often at the core of the organisational failing and must be accounted for – consultants must ensure the total field of the problem is addressed. Clients will often resist this insisting on the technical aspects of the solution as they are more comfortable with this aspect and by so doing are able to avoid affective responses.
  4. In terms of data and presentation clients sometimes treat the amount of data collected as a surrogate for the degree of effort – its best to put data in the end document to make clear what was considered before it was weaned out of the main presentation as not relevant. Some indications of potential solutions can be floated but you do not know the organisation as well as those present – they will generally have many more ideas once the problem is made clear.
  5. Descriptive not Judgemental Focused not Global