2. Consultancy Project
Contents Page Number
Course Details .................................................................................................... 3
Course Description and Objectives .................................................................... 3
Learning Outcomes ............................................................................................ 3
Planned Student Learning Experiences ............................................................. 5
Teaching Approach............................................................................................. 5
Assessment ........................................................................................................ 5
Guidelines for formatting and handing in assessed work ................................... 7
Failure to attempt or complete assessed coursework or an examination ........... 8
Exam arrangements for Disabled students......................................................... 8
Plagiarism Statement.......................................................................................... 9
Appeals............................................................................................................... 9
Feedback ............................................................................................................ 9
Consultation........................................................................................................ 9
Course Monitoring Surveys ................................................................................ 9
Groupwork Issues:............................................................................................ 10
Course Website ................................................................................................ 10
Advised Preparatory Work................................................................................ 10
Course Co-ordinator ......................................................................................... 10
Study Programme............................................................................................. 11
Level of Input .................................................................................................... 11
The Selection of Client Companies and Student Teams .................................. 11
Confidentiality ................................................................................................... 12
Ownership of IP ................................................................................................ 12
Appendices ....................................................................................................... 12
Putting you at the heart of business 2 Core Course: Consultancy Project
3. Course Details
Calendar Code: BUST11171
Title: MBA Consultancy Project
College: Humanities and Social Science
Department: The Business School
Course Co-ordinator: Dr Tony Kinder
Contact Hours: Up to 10 hours of briefing and preparation; approximately
90 consulting hours with client
Pre-requisites: None
Co-requisites: None
This is a 10-credit course in the Scottish Credit Qualifications Framework (SCQF),
entailing100 hours of student effort.
Course Description and Objectives
The MBA Consultancy Project collaborates between a host organisation and the Business
School. The host organisation identifies an important strategic business or management
issue that is then tackled, over a period of between 2-3 months, by a team of two or three
MBA students who apply academic knowledge and industry experience to a ‘real life’
business situation. The project findings and recommendations are formally presented to the
host organisation along with a written report. Projects may cover any aspect of management
and may, in principle, be located in any commercial, industrial, public sector or non profit
organisation of any size. Although the MBA Consultancy project tends to be with companies
that have a local presence, it is possible for more geographically diverse companies to be
involved if logistically feasible. We aim to offer students engagement with a project
connecting to their career pathway.
Learning Outcomes
Key Skills
Key skills for the MBA Consultancy project are as follows.
Methodology
• The ability to develop and articulate a clear and appropriate methodology that is sound
and feasible within the time scale of the project. See appendix under “What a business
report should contain” for an outline of methodology considerations.
Client relationship skills
• Experience in building and sustaining a mutually satisfying client relationship, particularly
in terms of communication, negotiation and a flexible response to changing
circumstances within the relationship.
• To act as a responsibility ambassador from the School into the local business community.
Putting you at the heart of business 3 Core Course: Consultancy Project
4. Ability to deliver value
• To interpret and see beyond client requirements, identifying what is relevant. The
initial project proposal will be brief and the client may not always give the whole
picture about what is required. The onus is on the student team to satisfy themselves
that the worked up terms of reference (TOR) are feasible and appropriate for the
clients needs. Any changes to the TOR should be agreed with the client.
• To maximise value to the client through a clear analysis of the client’s value
proposition
• To be imaginative and proactive in creating and fulfilling the client’s brief
Flexibility
• The TOR may need to change due to a change in client’s own requirements or as an
outcome of the results of initial project work. Students will be expected to recognise
where this will be necessary.
• Ability to fit in with the client’s own schedules and in responding to unforeseen
circumstances out with the teams or the client’s control.
• The ability to negotiate with the client throughout the period of the consultancy in what
may be changeable circumstances.
Application of team’s own knowledge base
• Ability put into practise and thereby test what has been taught on the programme as
well as application of own work-based experience in order to deliver value to the client
ensuring that programme material, such as strategic models, is strictly relevant.
Team skills
• The ability to manage time in a team the members of which have competing pressures
on their time.
• Ability to work out a division of labour and thereby maximise the effectiveness of each
individual’s contribution.
• Ability to sort out any internal team issues, such as free rider. If not, to resort to course
co-ordinator.
Cognitive Skills
• Ability to filter information and relevant points from data applying analytical rigour to
come up with appropriate and implement able recommendations within a tight time
frame.
Presentation skills
• Ability to present clearly and persuasively.
• Ability to respond immediately to questions.
Report writing
• Ability to write a business report clearly and succinctly with appropriate use of
diagrams, relevant MBA course material (strategic models for example) and use of
referencing of quotes, data and opinions.
• Appropriate use of appendices.
Putting you at the heart of business 4 Core Course: Consultancy Project
5. Planned Student Learning Experiences
The MBA Consultancy project should provide the student with the following learning
experiences.
• Working in a small group on a tightly focussed project
• The creation and development of a mutually beneficial client relationship
• Experience of “real life” consulting with an external client
• Interpretation and understanding of clients needs, often in an evolving environment in
order to deliver value
• Experience of report writing and presenting to School faculty and external clients and
answering questions
Teaching Approach
Following a half day consulting seminar early in Semester 2a, an academic advisor is
assigned to each project, whose role is to guide and advise the team on factors such as
appropriate frameworks and methodologies. There will also be feedback and feasibility
discussions round the Terms of Reference submitted by the team in mid-April.
Assessment
Form of Assessment
Students will submit a group report of a maximum 5000 words, not including appendices,
and a presentation of 20 minutes. Reports exceeding the word limit will be subject to a
deduction of marks.
The report is marked by two School staff members who will attend the presentation, possibly
along with an additional member of staff with specialist knowledge in the relevant area. The
client is also invited to the presentation, and is formally involved in the Q&A session. The
client’s opinion of the value added through the report and presentation is taken into account
by the markers who invite feedback from the client. While the client is consulted, UEBS
faculty decide the mark. WE note that some clients may be unduly satisfied or dissatisfied
with the report, especially in cases where otherwise correct conclusions may not be popular
with the client.
The purpose of the presentation and Q&A is to provide a review of the report and its key
factors, in order to provide the basis for a question and answer session. The presentation is
an opportunity to place emphasis on the important elements of the report. The presentation
can include new material, though this must be mentioned as such. All group members are
required to attend the presentation, and contribute to the at least the Q&A part.
Assessment Criteria
Putting you at the heart of business 5 Core Course: Consultancy Project
6. The report, presentation and Q&A are assessed according to the following criteria. Please
note that the proportion of marks allocated to any one section can vary according to the
nature of the project.
Presentation and interpretation of the client’s requirements (20%). This mark is awarded on
the basis of the group’s ability to identify and specify the client’s problem and subsequently
set relevant research questions.
▪ Quality and relevance of the group’s terms of reference
▪ How well did they define the task/problem
▪ How well did they define the product/service in question
Relevance and rigour of analysis (20%). This mark is awarded on the basis of the group’s
ability to select a suitable framework for analysis; correct and relevant methods supported by
appropriate evidence, and subsequently execute the prescribed analysis.
▪ The group’s ability to follow and/or adapt the terms of reference
▪ Relevance
▪ Appropriate methodology
Value added to the client (40%). This mark is awarded on the basis of the group’s ability to
propose good, relevant solutions to the identified problems. The mark is awarded on the
basis of the relevance of proposals, the ability to be implemented and the stipulated outcome
of the solutions. The outcome of the analysis adds to this, as a means of providing value to
the client.
▪ Relevance and ability to be implemented
▪ Look at value added in terms of both tangible and intangible outcomes
▪ Value provided in analysis
Quality of communication, verbal/written presentation of the report (20%). This mark is
awarded on the basis of the group’s ability to present and argue their case. Both written and
verbal presentation should form the basis for this mark.
• How well set out was the report document in terms of: clear and succinct style;
structure; use of headings; use of figures and tables; use of appendices; sources
acknowledged; bibliography; range of sources; well set out work; grammatical
sentences; correct spelling. Referencing to be discrete but to enable both the author,
staff and client to track and validate the source of facts, opinions and theoretical
statement (note School guidance provided on report writing).
• How well articulated was the presentation (in terms of PowerPoint slides,
fluency/persuasiveness of the speakers)
• How well did the whole team respond to questions (questions can be directed at any
one of the members)
Contingency marks (a maximum of +/- 10 marks). The Contingency Mark allows marker to
add extra points for a particularly creative piece of work, work prepared in new and
innovative ways. Well-executed work does not come under this category. The Contingency
Mark also allows of deductions in cases of late submission, missing members at the
Putting you at the heart of business 6 Core Course: Consultancy Project
7. presentations.
• For creativity, ‘thinking out of the box’, going beyond the terms of reference
• Also discretionary deduction of marks for late submission of terms of reference, the
report and non-show of any members to the presentation.
Dates of Assessment:
• Report deadline 10am Monday 11th June 2012
• Presentations to take place between 18th and 22nd June 2012. A timetable of
presentations will be released approximately one month prior by email or on WebCT.
• The teams should receive their marks by 5pm on Monday 2nd July 2012, along with
written feedback.
Guidelines for formatting and handing in assessed work
All completed assignments should be stapled and clearly labelled with the student’s
Examination Number. Names should NOT be written on the assignments themselves, so that
they can be marked anonymously. Students who are unable to submit assignments in person
may mail them to the MBA Admin Secretary, University of Edinburgh Business School; 29
Buccleuch Place, Edinburgh EH8 9JS. We recommend that assignments be sent by first
class post/recorded delivery. Students are asked to attach an assignment Submission Sheet
as front cover. The student’s name should be written on this sheet along with the
examination number. A template for this can be found at www.business-
school.ed.ac.uk/mybiz
When the assignments are received the Assignment Submission Sheet will be removed
before the assignments are sent to the relevant lecturer(s) for marking. Students must also
submit each assignment electronically by TURNITIN. For the group assignment, once the
groups have been composed, a group member will be assigned as responsible for this.
Please see instructions via the Student Portal. This is to enable checks to be carried out for
plagiarism on a random basis, or if suspicions are raised.
Once received, assignments will be logged in and distributed to the relevant lecturer(s) for
marking. Assignment marks will be made available within one month of submission or before
students sit their degree examination.
The University has a standardised penalty for late submission of coursework. The School will
apply a uniform penalty of a reduction of 5 marks for each 24 hours beyond the coursework
deadline (Saturday, Sunday and University Public Holiday not included) unless late
submission has been requested in advance of the submission date and approved in writing
by the course co-ordinator. For example:
- an essay with a mark of 65% which is less than 24 hours late will be given a final mark of
60%
- an essay with a mark of 65% which is between 24-48 hours late will be given a final mark of
55%
- an essay with a mark of 65% which is 48-72 hours late will be given a final mark of 50% and
so on...
Putting you at the heart of business 7 Core Course: Consultancy Project
8. The penalty will not be applied if good reasons can be given, such as documented illness.
Therefore, if you are given an extension then you must ensure that the PG office has written
proof of this, e.g. in the form of an email from the Course Co-ordinator.
COURSEWORK DEADLINES ARE ABSOLUTE AND MUST BE STRICTLY ADHERED TO
OTHERWISE THE STANDARDISED PENALTY WILL BE APPLIED WITHOUT
EXCEPTION.
Extensions to coursework deadlines will normally only be granted in cases of illness or other
extenuating circumstances. An extension can only be granted by the course organiser;
requests for an extension to the deadline must be agreed with the course organiser prior to
the coursework deadline. If this proves impossible, students must attach a letter of
explanation to the coursework, signed and dated. If you are given an extension, you must
ensure that the PG Office (Room GF.15, 29 Buccleuch Place, Edinburgh, EH8 9JS) has
written proof of this, e.g. in the form of an email from the course organiser
Failure to attempt or complete assessed coursework or an examination
Where a student fails to attempt or fails to complete assessed coursework or an examination,
the Course Organiser will seek to establish from the student whether the failure is legitimate
(i.e. supported by appropriate documentary evidence) or not. A failure to attempt assessed
coursework or an examination without good reason will result in a zero mark being awarded
for that element of assessment. In the case of a legitimate failure to attempt or complete
assessed coursework, the Course Organiser may decide to offer an extended submission
deadline (without marks deduction for late submission). Where a student is able to produce
evidence of legitimate reasons for failure to attempt or complete an examination, and where it
has not been possible to offer an extended submission deadline for a legitimate failure to
attempt or complete assessed coursework, the Course Organiser will refer the case to the
Special Circumstances Committee.
Exam arrangements for Disabled students
If required, specific reasonable adjustments will be made to enable disabled students to sit
examinations, including any written, practice or oral examination, continuously assessed
coursework or dissertation which counts towards the final assessment. Approval of specific
reasonable adjustments should follow the normal approval routes (see 3.1, 3.2).
Arrangements for degree examinations must be approved in advance by the Registry (650
2214), and the Disability Office (650 6828) for dyslexic students, and reported to the
examiners. The Registry requires notification of specific examination arrangements for
dyslexic students well in advance of examination weeks and specific deadlines apply (see
http://www.registry.ed.ac.uk/Student/Dyslexia.htm). For all other disabled students the
Registry must see and accept a medical certificate or similar documentation relating to the
student or be satisfied that an acceptable certificate will be produced. Such students should
discuss their requirements with their Programme Director and/or the Disability Office at the
earliest opportunity.
Putting you at the heart of business 8 Core Course: Consultancy Project
9. Plagiarism Statement
Plagiarism and cheating are offences against the University discipline. The full text of the
University’s regulation on plagiarism and cheating can be found on the University’s website
at http://www.aaps.ed.ac.uk/regulations/Plagiarism/Intro.htm
Note that computers may be used to detect plagiarism, whether by using something as
simple as a search engine such as Google (it is as easy for a marker to find online sources
as it is for you) or something more complex for specialised comparisons of work. All courses
will use the JISC Plagiarism Detection Service.
Please refer to your Programme Handbook for more information on plagiarism.
Appeals
The process for students appealing against the assessment of grades is described in the
Code of Practice for Taught Postgraduate Programmes.
Feedback
Feedback on this course
th
Shortly after 20 Each team to receive feedback on submitted Terms of Reference
April 2012
Between 22nd Input and feedback available to each student team upon request,
April and 11th through the project’s academic advisor or other UEBS staff.
June, 2012
18th to 22nd June, Verbal feedback to student teams from clients and UEBS staff during
2012 presentation Q&A
By 2nd July, 2011 Written feedback on project
Consultation
Students are encouraged to raise any concerns of a subject specific nature with the project’s
academic advisor, and may also which to approach a relevant course lecturer; more general
issues of concern should be directed to the Course Co-ordinator (Tony Kinder) or the Student
Projects Manager (Douglas Graham). All but the simplest issues take time to resolve, and so
please raise the issues as soon as you are aware of them.
Course Monitoring Surveys
Because the MBA programmes are constantly being streamlined to remain progressive and
contemporary, it is essential that you provide feedback on the courses you undertake so that
the academic and administrative staff can be aware of your needs and the needs of your
peers; the only way we can do this is if you let us know our strengths and what can be
improved to make your learning experience with us as relevant and fulfilling as possible.
Putting you at the heart of business 9 Core Course: Consultancy Project
10. At the conclusion of every semester you will be asked to complete anonymous online Course
Monitoring Surveys. You will be notified when the surveys relevant to your programme
become live. The results of these surveys will then be collated and distributed to the course
lecturer(s) who will in turn provide feedback on the course.
All information provided by students and course lecturer(s) will be taken into consideration by
decision makers within the Business School – and may alter the way that future courses are
administered. We are providing you with an outlet to voice your opinions and it is very
important for the current state and the future of the business school and its students that you
do so.
Groupwork Issues:
Where group work is involved, should there be any problems with the group dynamic, these
should be raised by the concerned team member with the Course Coordinator at the earliest
opportunity.
Course Website
Lecture materials will be made available online via WebCT, which is accessible from the
“quick links” area on MyBiz http://www.business-school.ed.ac.uk/mybiz/home
On the Course Website you will be able to find a copy of this booklet, course handouts,
announcements and other facilities. It is important that you regularly check the WebCT
system in order to keep up to date with the course. You should be automatically registered
for all your courses; if you are not please consult the Programme Secretary (email
office+mba@business-school.ed.ac.uk) to ensure that your records are in order. A User
Guide and full details of how to logon and use the system are available on the Website. N.B.
It is vitally important that you check your WebCT mailbox regularly OR set it up so that it
forwards messages automatically to your regular e-mail account.
Advised Preparatory Work
Students should consult the study skills handbook about how to reference sources
mentioned in their report and “What a business report should contain” in the appendix.
Students are expected to carry out brief research about their client company as soon as they
are given their client details in early March.
Course Co-ordinator
Dr Tony Kinder
The University of Edinburgh Business School (Room 2.06)
Director of MBA Programme
University: ++ 44 (0)131 651 3858
Mobile: 07775 804708
Email: tony.kinder@ed.ac.uk
Putting you at the heart of business 10 Core Course: Consultancy Project
11. Study Programme
• February: students informed of which groups they are in and brief details of client
organisation and nature of project.
• 17th February: half day seminar by external consultant (Jeremy Webster of Silver Pebble
consulting) on the consulting process;
• 24th February: meet Client Company at Launch event in UEBS.
• Between mid March – April 20th: Draw up Terms of reference (TOR), in consultation with
client. See appendix for TOR guidelines. Submit copy by 20th April, signed by both
parties, either electronically or in hard copy, to Douglas Graham on
douglas.graham@ed.ac.uk. Work on the TOR is to be fitted around each individual’s
timetable and the client’s timetable
• 20th April – 10th June: carry out consultancy work
• 10th June 10am: deadline for submission of report. To be handed in to the main office in
triplicate, and to Douglas Graham in electronic form (by email).
• 18h – 22nd June: Presentations.
Level of Input
Students are expected to prepare for their initial meeting with clients by carrying out basic
research on the company and the nature of the proposed project. Between this date and the
22nd April each team will be required to draw up a TOR document which, from experience,
usually requires at least a couple of meetings with clients and a thorough analysis of the
organisation including a strong understanding of its value proposition. From 22nd April to 18th
May each team member will be expected to put in an average of 3-4 hours work each week
(depending on each students individual timetable) From late May onwards students will be
expected to devote the majority of their study time to the project.
The Selection of Client Companies and Student Teams
The client companies are chosen by the School following an invitation for organisations to
apply for a project. The criteria used to select client companies include feasibility within the
timescale; background experience of the students and suitability in terms of how relevant the
skills called upon are to the MBA programme.
Students are invited to suggest companies to approach, though the School cannot guarantee
that an approach will be made.
Students are allocated to the host company by the School. Students will be invited
beforehand to give general preferences about what sort of organisation and what sort of
project they would like to be considered for. The School will allocate students to projects
according to their suitability and any preferences will be taken into account, although
allocation on these criteria alone cannot be guaranteed. The School’s decision regarding
allocation to projects is final.
For many students the MBA Consultancy Project is an opportunity to make contacts in the
business community. Some students may continue a relationship with their client for
Putting you at the heart of business 11 Core Course: Consultancy Project
12. Capstone Project purposes and, occasionally, some have taken up positions within the
company.
Confidentiality
Please note that some client organisations require a confidentiality clause to be drawn up
and signed. This is quite usual and the university has a team of qualified professionals who
can advise on this. A template for a standard confidentiality agreement can be found in the
appendix and on WebCT. You must make sure the agreement is appropriate for your client’s
requirements and be satisfied with the restrictions placed upon you by the agreement. If the
confidentiality agreement is appropriate for you and your client please fill in and bring to be
signed by Douglas Graham, Student Projects Manager, GF12. Please also notify the Student
Projects Manager of the fact that a confidentiality agreement is in place.
Ownership of IP
In the absence of any specific contract between the students and their client, students will
own the IP (or at least, those students who had intellectual input into the work). If the
intention is for the client to own the IP in the work, then the students need to sign a letter
which has the effect of vesting ownership of the project outputs in the client company. A copy
of this letter can be found in the appendices, along with caveats which any student entering
into such an agreement should read first.
Appendices
1 Responsibilities of a host company
2 Template for confidentiality agreement
3 Terms of reference guidelines
4 What a business report should contain
5 Letter of agreement giving ownership of any project IP to the client company
Putting you at the heart of business 12 Core Course: Consultancy Project
13. Appendix 1
Responsibilities of the Host Company
The host company will be responsible for the following.
• Identifying an appropriate project based on a real management issue, appropriate for a
team of two or three MBA students working over a period of approximately two months,
with each student spending on average three to four hours per week on the project, their
time being fitted around their taught modules.
• Discussing and agreeing the Terms of Reference document by the stated deadline.
• Meeting all direct project expenses, such as travel and accommodation where appropriate
and agreed in advance with the student team.
• Providing a liaison person or ‘project owner’ who is easily contactable by the students and
who will facilitate access, where necessary, to as much appropriate company material
and information as possible.
• Notifying and discussing with the team any changes in circumstances that may affect the
project.
Putting you at the heart of business 13 Core Course: Consultancy Project
14. Appendix 2
Template for confidentiality agreement
Note: this agreement is included here for your information only. If your client requires a
confidentiality agreement please see Aidan Hetherington to discuss further.
CONFIDENTIAL
To:
Dear Sirs
1. Considering that you hold certain information, whether in written, oral, visual or electronic
format, of a technical or commercial information, (including, without limitation,
specifications, drawings, designs, computer software and know-how), which is, or would
reasonably be expected to be, of a confidential nature, (“Confidential Information”), and
further considering your proposed disclosure to us of certain of such Confidential
Information for the purpose of carrying out a dissertation with “insert name of client
organisation here”, as part of the MBA course at the University of Edinburgh Business
School (“the Purpose”), we undertake:
(a) to keep all such Confidential Information confidential and to take all reasonable
steps to ensure that copies of the Confidential Information made by us are
protected against theft or other unauthorised access.
(b) not to use Confidential Information other than solely for or in relation to the
Purpose, unless (and then only to the extent to which) any other use shall have
been specifically authorised in writing, in advance, by you.
(c) not to communicate or otherwise make available any such Confidential
Information to any third party (other than other students or academic staff
engaged in the Purpose who are also subject to similar terms of confidentiality)
except with specific prior written consent from you.
2. The above obligations will not apply to any Confidential Information which:
(a) Has become public knowledge, (other than as a result of any breach of the
confidentiality undertaking contained herein).
(b) We are able to establish was already known to us or was independently
developed by us without recourse to or use of any Confidential Information.
(c) Is received by us from a third party who did not acquire it in confidence from
you or from someone owing a duty of confidence to you.
(d) Must be disclosed by law or by a requirement of a regulatory body.
3. We shall make only such copies of the Confidential Information as are strictly necessary
for the Purpose, and shall ensure that all such copies are clearly marked as confidential,
and can be clearly separated from my own records. Any copy so made shall constitute
Putting you at the heart of business 14 Core Course: Consultancy Project
15. Confidential Information. We shall, upon your written request, return to you all Confidential
Information as is in tangible form (together with all copies thereof within our possession or
control) or make such other disposal thereof as may be stipulated by you.
4. This Letter shall be governed by Scots Law.
We hereby agree to the foregoing terms:
__________________________________
__________________________________
Signed on behalf of the University of Edinburgh Witness signature
_________________________________
_________________________________
Name Witness Name
__________________________________
__________________________________
Date Address
Signed Witness signature
_________________________________
_________________________________
Name of Student Witness Name
__________________________________
__________________________________
Date Address
Signed Witness signature
_________________________________
_________________________________
Name of Student Witness Name
__________________________________
__________________________________
Date Address
Signed Witness signature
_________________________________
_________________________________
Name of Student Witness Name
Putting you at the heart of business 15 Core Course: Consultancy Project
16. Appendix 3
Terms of reference guideline document (for students, the client receives an almost
identical version from the School)
February 2011
The Terms of Reference does not need to be a lengthy document (i.e. one or two pages of
A4), but it should include the following;
(1). A statement of the overall project objective
This may be a single statement (e.g. ‘To establish the commercial feasibility of pursuing a
regional growth strategy’), or composite (e.g. ‘To evaluate the company’s current marketing,
identify its strengths and weaknesses, to identify a better method to deliver the brand
message to appropriate market segments’). In addition, a short presentation of the client
should be included as regards location, size in terms of number of employees and turn-over,
and value proposition.
(2). A subdivision of project work into either chronologically sequenced stages OR
logical components to be completed separately though concurrently.
Where appropriate the project should be divided into phases, with each phase representing
the work required to fulfil the overall project objective or a sub aim of the project.
(3). Timeframes and project milestones should be identified
You must each identify the available time you have to deliver the consultancy (i.e. the
equivalent of chargeable man hours), and the timing of your individual and group
interventions. You also need to work out a division of labour between yourselves to ensure
that all required work is completed on time. This planning procedure should be shown in the
Terms of Reference.
(4). Access and co-ordination details.
The client should also assist by indicating which members of their organisation will be
involved and for which components or stages of the project. An overall Project Owner
should be identified on the client side so that the project team have a consistent point of
contact. The extent of access to company information (where required) should be organised
up-front – who is responsible, what limitations are there, etc.
(5). Confidentiality clause
The Terms of Reference should include an agreement, if required, that all information dealt
with is company confidential and must be treated with the utmost discretion.
(6). Statement of Procedures
If your project requires some out-of-pocket expenses, please discuss with your client and
indicate how and when such sums will be reimbursed.
Putting you at the heart of business 16 Core Course: Consultancy Project
17. (7). Statement of Output
This refers to the type of report that is required by the client. For example, the client may
wish a feasibility study or a piece of market research. The client may require an evaluation of
costs, staffing requirements or technology choices or whatever is necessary to fulfil a
strategic plan that you are devising for them. Details of what is required to support the
attainment of objectives should be made clear under this section of the Terms of Reference.
Please try to make conclusions and their rationale clear. We believe that it is impossible to
reach a clear conclusion without a good understanding of the product or service offered.
Once again, please remember that you will draw up the Terms of Reference with your client’s
help and advice. This document is intended to establish a clear working relationship
between the client and your group. If priorities change during the project and the Terms of
Reference need to be modified, with the agreement of your client, this is acceptable as long
as the Administration office is notified of any changes in writing prior to the handing in of the
project.
Putting you at the heart of business 17 Core Course: Consultancy Project
18. Appendix 4
What a business report should contain
The purpose of a business report is to provide a clear, succinct analysis of the issue in hand
with recommendations for implementation. The layout of every business plan/report will
differ according to the requirements of the project. However, each will have a number of
generic elements in common in order to achieve its overall purpose. Every business
plan/report should have the following elements.
An executive summary
This is usually the first thing that is read and analysed. It is therefore one of the most
important parts of your report. It should be quite brief, no more than 500 words and should
summarise all the other sections of the report, including any key financial numbers.
Outline of methodology
Methodology in the following refers to the method or approach chosen as the basis for any
piece of work undertaken. The methodology can be compared to the recipe when cooking or
baking: take these ingredients and do like this to achieve the correct result.
Relating to the kind of work undertaken, the methodology will often be made up of several
methods and frameworks and it is important to ensure that all parts of the methodology
points towards the same shared goal which is to answer certain questions based on reliable
research. As such, explaining the research approach or methodology will be a case of
explaining why the outcome is credible, reliable and valid.
Students will be expected to present the chosen methodology and argue why this is
appropriate. In this they will be asked to:
▪ Describe their approach.
▪ To explain why this is the best approach, even if other approaches seem less appropriate
E.g. why are interviews the best option when seeking to answer the particular question or
why is it better to use one model or framework and not another that appears just as
suitable?
In every instance it is important to remember that examiners may only award marks for what
the student actually shows that he or she is capable of, not what the examiner thinks they
might be capable of.
Articulation of clients’ value proposition
It is vital that the client’s value proposition is articulated in order to provide a context for the
business issue in hand and a means by which to measure the relevance/value of the team’s
recommendations.
Results of research: outline and discussion
All projects will require research to be carried out, in many forms. This may be a combination
of the pure desk-based research and questionnaire/interview-based primary research among
relevant stakeholders. The results of the research should be set out clearly and concisely,
with correct referencing. Remember to make appropriate use of appendices in order to
maintain the flow of the report.
The results should then be discussed and analysed according to the remit of the report.
Putting you at the heart of business 18 Core Course: Consultancy Project
19. Recommendations and conclusion
With the executive summary, this is one of the most important elements of the report and will
be the most keenly analysed. Ensure that your recommendations flow logically from the
earlier analysis and that they fit in with the company’s value proposition. A plan for
implementation should be articulated, taking into account the company’s resources.
Putting you at the heart of business 19 Core Course: Consultancy Project
20. Appendix 5
Letter of agreement giving ownership of any project IP to the client company
Unless otherwise specified, the IP with any project lies with the student team. If the
client wishes to ensure that any IP created by the project lies with them then the
following agreement needs to be signed by the student team and client. This agreement
is included here for your information only. If your client requires such an agreement
please see Aidan Hetherington to discuss further
Please read the following caveats before signing.
• The use of the document represents a bind legal agreement. The student team would be
obliged to use reasonable endeavours to undertake the defined project.
• The letter does not deal with the payment of any monies. If any money is to change
hands, then a suitable provision needs to be attached.
• The IP in any project outputs would be owned by the client. This means that the students
will be giving up ownership of their work. For example, if the students write a report, then
the copyright in that report will belong to the client - the students will have no right to
copy/reproduce that report without the client's consent.
Template of letter follows on the next page.
Putting you at the heart of business 20 Core Course: Consultancy Project
21. Our ref:
[Insert Name and Address of Client]
STRICTLY PRIVATE AND CONFIDENTIAL
[Insert Date]
Dear [Insert Name of Client]
[insert name and address of client] (“the Client”)
[Insert title of project]
Further to our recent discussions, we are writing to you to set out our understanding of the
basis on which we have agreed to (i) undertake the Project (as defined below) and (ii) assign
the IPR (as defined below) in the results of the Project to the Client.
We shall use reasonable endeavours (bearing in mind the limited resources available to us as
students at the University of Edinburgh) to undertake the project as detailed in the Schedule
attached to this Letter (“the Project”).
All written information, reports or data arising directly from the undertaking of the Project by
us, along with any IPR therein, shall be the property of the Client. However, we shall be
entitled to keep a copy of such deliverables for record purposes. Subject to obtaining the prior
consent of the Client, we shall be free to use such deliverables for academic publication,
education or research.
For the purposes of this Letter, “IPR” means patents, trade marks, design rights (both
registered and unregistered), semiconductor topography rights, copyright, database right, and
any other forms of intellectual property protection, whether arising automatically at law or
otherwise.
We should be grateful if you would confirm your agreement to the terms set out in this Letter
by signing below and returning one copy of this Letter to us.
Yours sincerely,
[To be signed by the students]
We, [name of client] accept the foregoing terms contained in this Letter.
………………………………….Signature
This is the Schedule referred to in the foregoing Letter from [insert names of students] and
[name of Client]
[Copy of Project Description to be inserted]
Putting you at the heart of business 21 Core Course: Consultancy Project
