Consulting Plan 1 Consulting Plan Consulting Plan Introduction A successful consulting project utilizes an effective performance measurement system. Consultants must select a system – a performance scorecard – to track performance. These various systems vary in complexity, ease of use, “fit” to the task at hand and comprehensiveness. When used correctly, the scorecard will guide the organization’s investment in and management of consulting projects. Uber was launched in 2009 as a ride-share transportation network that leverages technology to dispatch nearby drivers operating as independent contractors to people in need of transportation. Since the launch, Uber has disenfranchised drivers through policies that are seen to heavily favor the rider experience, at the expense of driver safety and earnings. The chosen consulting project is to evaluate the needs of the driver training and development program in order to attract and retain good drivers by improving their overall experience. SWOT Analysis The consulting project is analyzed for its value to the client, and to the consulting organization, in regards to the strengths, weaknesses, opportunities, and threats (SWOT) presented. The SWOT analysis is found in Appendix A. Strengths identified are that the process under evaluation – driver training and development – is critical to Uber’s success, and the results of the engagement will be measurable regarding the impact to customer satisfaction. Management uses a consultant as a third party to improve the chances of a driver’s acceptance of the changes. A related opportunity presented by the project is to similarly improve the customer experience with happier drivers. For the consulting organization, this project represents an opportunity to further grow into the expanding “share” industry that continues to expand through technology into new areas, such as overnight accommodations and fund sourcing. This rapidly changing technology threatens to make project recommendations obsolete to Uber, as does turnover and dissent in upper management ranks. New management could terminate the project, redefine its scope, or ignore recommendations of the firm hired by previous leadership. The current levels of driver dissatisfaction with Uber management make a driver’s cooperation in concerning the project difficult. The focus on the driver experience may not adequately address needs and expectations of customers. These are potential weaknesses in the approach chosen for this consulting project. Balanced Scorecard This SWOT analysis is used to propose a Balanced Scorecard for the project as a tool for measuring project performance. Project outcomes will be measured by their impact on Uber’s finances, customers, internal business processes, and learning and growth of the organization (in this case, the drivers). The Balanced Scorecard for .

1. Consulting Plan
1
Consulting Plan
Consulting Plan
Introduction
A successful consulting project utilizes an effective
performance measurement system. Consultants must select a
system – a performance scorecard – to track performance.
These various systems vary in complexity, ease of use, “fit” to
the task at hand and comprehensiveness. When used correctly,
the scorecard will guide the organization’s investment in and
management of consulting projects.
Uber was launched in 2009 as a ride-share transportation
network that leverages technology to dispatch nearby drivers
operating as independent contractors to people in need of
transportation. Since the launch, Uber has disenfranchised
drivers through policies that are seen to heavily favor the rider

2. experience, at the expense of driver safety and earnings. The
chosen consulting project is to evaluate the needs of the driver
training and development program in order to attract and retain
good drivers by improving their overall experience.
SWOT Analysis
The consulting project is analyzed for its value to the client,
and to the consulting organization, in regards to the strengths,
weaknesses, opportunities, and threats (SWOT) presented. The
SWOT analysis is found in Appendix A. Strengths identified
are that the process under evaluation – driver training and
development – is critical to Uber’s success, and the results of
the engagement will be measurable regarding the impact to
customer satisfaction. Management uses a consultant as a third
party to improve the chances of a driver’s acceptance of the
changes.
A related opportunity presented by the project is to
similarly improve the customer experience with happier drivers.
For the consulting organization, this project represents an
opportunity to further grow into the expanding “share” industry
that continues to expand through technology into new areas,
such as overnight accommodations and fund sourcing. This
rapidly changing technology threatens to make project
recommendations obsolete to Uber, as does turnover and dissent
in upper management ranks. New management could terminate
the project, redefine its scope, or ignore recommendations of
the firm hired by previous leadership.
The current levels of driver dissatisfaction with Uber
management make a driver’s cooperation in concerning the
project difficult. The focus on the driver experience may not
adequately address needs and expectations of customers. These
are potential weaknesses in the approach chosen for this
consulting project.
Balanced Scorecard
This SWOT analysis is used to propose a Balanced Scorecard
for the project as a tool for measuring project performance.
Project outcomes will be measured by their impact on Uber’s

3. finances, customers, internal business processes, and learning
and growth of the organization (in this case, the drivers). The
Balanced Scorecard for this project is found in Appendix B.
Causal Chain Scorecard
The Causal Chain Scorecard (see Appendix C) is an optional
system for measuring project performance. This scorecard
ultimately determines a return for the project: the extent to
which monetary benefits resulting from the project exceed the
actual cost of the project. The measurement system must be fed
data representing multiple perspectives of the project.
The first category of measurements to be considered is the
inputs that define the scope of the project: the tasks, people,
and time. For the Uber project, this includes a number of
consultants and their defined roles; functional areas of the
project; time engaged in each function and activity of the
project.
The second category of measurements is cost of all inputs.
Costs to be considered are the consultants’ compensation based
on time on task, and all related expenses and tools needed to
perform the activities. These costs are tracked by consultant and
functional area within the project. These functional areas could
include reviewing training content, evaluation of the learning
platform, surveying drivers, implementation of changes.
Reaction measures and satisfaction data
According to Kaplan and Norton, “The core of any business
strategy is the customer-value proposition, which describes the
unique mix of product, price, service, relationship, and image
that a company of offers” (Kaplan & Norton. 2015. Para 1. P.
93). The reaction and satisfaction measures consist of skills,
knowledge, and the perspectives concerning the establishment
along with stakeholders. Consequently, “training reactions are
the most common criteria used for training evaluation, and
reaction measures often included opportunities for trainees to
provide a qualitative response” (Harman, Ellington, & Surface.
2015. P.1)
In addition, the collection of data from various programs within

4. the Uber administration compared to the new programs
illustrates the development. The data collected displays
reactions and satisfaction. Furthermore, customer feedback data
reveals the real satisfaction from the customers delivers the
essential measurement for an organization. Reaction and
satisfaction data displays through the completion of training and
the development emphasize from the drivers.
Learning measures: changes in knowledge, skills, and
perceptions
To examine the learning measures of the individuals employed
with a company consists of the changes in their knowledge,
skills, and perceptions. Therefore, the frequency and usage of
an individual’s knowledge, skills, and perceptions are some
important measures to take into consideration when working for
certain companies that are being consulted. The business uses
some valuable and objective measures in regards to the
employee’s pre- and post-knowledge during the training
sessions. These measures give the companies that are being
consulted a better understanding of the trainee’s knowledge
while attending the training. During the training sessions, the
observation of employees consists of their measurable and
meaningful skills that they bring to the business. Also during
the training sessions, the trainee’s perceptions and attitudes are
monitored because companies that are being consulted hires
numerous active and eager to work employees. It is important
to have productive and efficient training programs in place at
all potential clients and customers that are looking for
consulting assistance. The training cycles at these companies
are not complete without some evaluation of the training
effectiveness, and this process leads to some decision-making
along with plans for the future training sessions. It is
imperative to have useful and informative assessment programs
included in the overall training programs so that the training
sessions will be efficient and successful. (Phillips, J. J.,
Trotter, W. D., & Phillips, P., p.160)
Impact measures

5. Based on information obtained from the resource-established
aspect, interconnection was mainly backing the origination of
comprehension as well as comprehension namely disbursed
amongst its associates. Additionally, the exchange established
aspect highlights the consumers along with markets necessities
and continued to be provided by distributed and adjustable
companies/organizations. In the resource-based view, and
market-based view, obscured determinants like client
affiliations, modifications, and information are important
representations in the network’s progress. The very successful
challenge of hidden study is efficiently provided proof
concerning a firm's financial success, covered determinants, and
obscured impenetrable accomplishment.
Intangibles revealed important formations alternately actual
financial worth accumulation exercises (amounting to familiar
remarks “intangible value drivers”) that indicate causation and
end productions association (Abeysekera, 2006). The (BSC)
“balanced scorecard,” that are very frequent instances
concerning a mounting administration assessment structure,
concludes because capable of a chain reaction connection
among obscured reserves and condensed accomplishment inside
its four way of looking (growth, learning, finances and clients).
In regards to the idea of critical administration, some
differentiations created amidst internally familiarized resource
established views also externally familiarized established the
look.
ROI measures
In our consulting model for training implementation and
improvement, we will measure our ROI on our training
initiative, the online platform utilized, as well as the online
training curriculum which developed for the training. In order
to ensure we have implemented an effective consultant plan, we
will have to refer to the return on investment (ROI) measures,
as these will allow us to track the finances that are utilized in
order to implement the plan.
When breaking down the return on investment data, we have to

6. ensure that we are also taking into consideration several
aspects, which include staffing performance measurements
(measuring the impact the employees knowledge has on the
business), customer satisfaction levels (what can be done in
order to increase new business) and most important of all, the
amount of revenue that was invested into the project (Phillips,
Trotter, & Phillips, 2015, p. 112). As the consultant plan is
tracked, we want to make sure that we maintain the cost inline
and follow the timeline generated as this may be costly if it is
not achieved on time.
Comparison: the causal chain scorecard to others scorecards.
When comparing the causal chain scorecard to other types, we
can see that it has several different types of data that are
tracked and is utilized to identify results for the consulting plan
implemented. The causal chain scorecard reflects the measures
taken when creating and executing a consulting program.
Included in this scorecard are the following areas, cost,
reaction, learning, application, impact and ROI measures
(Phillips, Trotter, & Phillips, 2015, p. 157). Other scorecards
may include different KPI’s (key performance indicators),
which can be used to track daily/weekly sales statistics for an
individual team, or for an entire organization. With this type of
scorecard, you can identify the areas of opportunity as well as
the high points.
Conclusion
After reading this paper and learning about Uber and the
various functions the company has such as conducting a SWOT
analysis to determine the business strengths and weaknesses.
The casual chain scorecards measure project performances
along with opportunities and threats. In addition, the consulting
plan examines the learning measures, intangible, tangible data,
discussing the ROI measures and from other types of scorecards
that Uber initializes as a service. Uber managed to stay in
business with the many tools that are mention in this paper, and
most important the performance of the company which sets high
standards for the company riders is a result of years of hard

7. work and dedication. Utilizing different factors can also
determine where the corporation been and where it's headed by
using the simple functions from this paper.
References
Abeysekera, I. (2006), “The project of ICD: researching the
research,” Journal of
Intellectual Capital, Vol. 7 No.1, pp. 61-77.
Harman, R. P., Ellington, J. K., Surface, E. A., & Thompson, L.
F. (2015). Exploring qualitative
training reactions: Individual and contextual influences on
trainee commenting. Journal of Applied Psychology, 100(3),
894-916. doi:http://dx.doi.org/10.1037/a0038380
Phillips, J. J., Trotter, W. D., & Phillips, P. P. (2015)
p160. Maximizing the value of consulting:
a guide for internal and external consultants.
Ruzic, M. D., Skenderovic, J., & Lesic, K. T. (2016).
Application of the Mamdani Fuzzy Inference
System to Measuring HRM Performance in Hotel
Companies – A Pilot Study. Terorija in Prakasa, Teorija in
Praksa, 53(4), 976-999, 1025. Retrieved from
https://search.proquest.com/docview/1841722971?accountid=45
8
Appendix A: SWOT Analysis
Strengths
Weaknesses
Addresses a critical function of the operation
Neglects the customer perspective
3rd party improves likelihood of driver acceptance
Driver cooperation unlikely
Results are measurable and impactful

8. Opportunities
Threats
Satisfied drivers will impact customer satisfaction
Constantly changing technology could render recommendations
obsolete
Demonstrate capabilities in the growing "sharing" industry
Turnover in senior management
Appendix B: Balance Score Card
Financial
Customer
Internal Processes
Learning and Growth

9. Increased revenue per driver
Increase number of unique riders
Growth in new drivers
Driver mobility into management
Growth in driver daily income
Increased length of average ride
Improved driver retention
Driver participation in training program

10. Reduced costs and claims
Improved customer satisfaction results
Shortened driver training time
Appendix C: Causal Chain Scorecard