How to delegate work efficiently - a practical guide for Management Consultants and Managers

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Delegation for Management
Consultants & Managers
A practical guide on how do delegate work fast &
efficiently

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If you want to advance in your career and get promoted you
have to learn how to efficiently delegate work to other people

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It is not an easy skill to master, but you also do not have to be born with a
special talent. With proper approach you can delegate any work efficiently.

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Luckily, there are a lot interesting management productivity hacks that
will help you delegate work efficiently to other people.

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In this course I will teach how to delegate efficiently work to
other people and still not jeopardize the quality of the work.

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This presentation I will show you how delegate
fast and efficiently work to others

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What you will see in this presentation is a part of my online course where you
can find case studies showing analyses along with detailed calculations in Excel
$190
$19
Click here to check my course

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Essential Concepts in Delegation

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Essential Concepts in
Delegation – Introduction

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Let’s first have a look at essential things that will
help you delegate work and benefit from it.

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In this section we will talk about the following things
Who should learn how to
delegate work
What you can delegate
Why should you delegate?
How to calculate whether it
makes sense to delegate
Value of your time Delegating in Consulting
What you should do and
what you should not do as
a manager / CEO

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Delegating is a nice fancy concept that managers keep talking about without telling you why
it is so important. Let’s just see what are the real benefits of delegating work to others.

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There are plenty of reasons why it makes sense to delegate work
You can save money
You increase output
Scaling is not limited by you
The firm becomes more
sustainable
You are forced to standardize
the work
You improve quality
You improve efficiency

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Who should learn how to
delegate?

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For some groups of people, delegation is a must. Quite often people tend to
forget that their role and style of work has to change as they become managers.

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There are four types of people who should delegate
Managers Project Managers Director / CEO Startup Founders

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There are some misconceptions about what you can delegate to
others. Let’s briefly have a look at things that you can safely delegate

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You can delegate plenty of things
Simple tasks
Part of the project
Whole project
Business area
Time consuming tasks
Tasks you are not good at or that
others can do better

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How to choose what to
delegate?

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Let’s see how we can choose the things you may decide to delegate. We will
provide you with simple framework that you can apply at work and in private life.

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Make a list of things
you are responsible
for
Track your time Set your priorities
Define what you can
delegate
Delegate
 Define what tasks
you have to do
during the day/
week/month
 Write them down
on a piece of paper,
in Excel or using
mobile apps
 Guess how much
time you spend on
each task
 Then count how
much time you
actually spend on
each task using for
example a timer
 This exercise will
help you to see the
clear picture on
what you actually
spend your time
 Decide which tasks
should be given the
highest priority and
are most important
for you or your
work
 Decide on what
tasks you should
put more emphasis
 Pick which tasks you
can or should get
rid off
 Those will be great
candidates for
delegation
 Based on previous
steps decide which
tasks must be done
by you
 Decide which tasks
can be delegate to
someone else
 Choose the right
person and
delegate the tasks
Let’s have a look how you can decide what should be delegated

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Let’s imagine that we want to help Sophie who is a Fashion Director responsible for preparing,
buying new collection for a fashion brand. She wants to delegate some of your work.

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In the first step as we said she should write down what she is currently
doing. Below what we got from her
10%
10%
25%
25%
15%
15%
Current state - your guess Current state - data based Future state
Email and administration tasks Accounting Marketing initiatives Negotiations with suppliers Planning new campaigns Clothes design
Division of the time into following tasks
In %

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In the second step you measure and see how it your actual involvement
in the activities. Below what Sophie actually is doing
10%
30%
10%
20%
25%
10%
25%
15%
15%
15%
15%
10%
In %

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In the 3rd step you have to define how the future will look like. Below
what Sophie wants. This determines what we should delegate
10%
30%
15%
10%
20%
5%
25%
10%
5%
25%
15%
15%
15%
15%
30%
15%
10%
30%
In %

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Calculation value of time –
Case Study
Deciding which work you
can delegate
Value of time
Delegating not always and not in all conditions make sense. We will
discuss this in the next few lectures

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We will use for that a short cases study
Should Maria delegate some of
her everyday work?

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Calculate the value of your
time

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Whether you clean, cook, wait in the line you are effectively using your
precious resource that is also limited – the time

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Time like money is limited and you can exchange between each other
Time Money

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Whenever we are looking at a activity there will be 2 components. We calculate
the value of time to know the tradeoffs and be able to compare
Activity
Money Time
Preparing a meal
$ 5 1 hour
$ 5 $ 20
$ 25
Eating a meal at restaurant
$ 30 0.5 hour
$ 30 $ 10
$ 40

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Now let’s see how you calculate the value of time
# of hours devoted
to activity
x
Hourly wage / salary
net of taxes
=
Value of 1 hour
expressed in money

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Calculate the value of time –
Case Introduction

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Let’s imagine that you want to help Maria use her time wisely. Therefore,
you want to show how much she invest in daily things expressed in money

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There are a few things that we know about Maria
She earns EUR 40 per 1 hour
after deducting taxes
She cooks every day. It takes 1
hour to prepare a meal
She cleans the house every
week. It takes 4 hours to clean
She shops every second day. It
takes her 1.5 hours per 1 visit

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How to use the value of your time
to make decisions?

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You can use the value of time for 3 things
Make-or-buy analysis Spend less
 You can use the value of time to do
the so called make it or buy it
analysis
 In make-or-buy analysis you try to
see what makes sense: to do
something on your own (i.e.
cleaning) or to delegate this to
somebody else, buy the service or
product
 In some cases you may decide to
do something on your own even
though the price of buying it is
lower than the value of time you
devote to it
 You do it when you are stranded
for cash, but you have time that
you can use to do some tasks to
save cash
Earn more
 In cases when you can turn your
time into more money you can use
the result of the make-or-buy
analysis and decide to delegate
some things to other people / firms
 The saved time you should put to
working more / earning more to be
able to pay to the supplier of
services / products that you
decided not to do

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In a sense you can use the following criteria to decide what to do
Make-or-buy
analysis
Is the price
lower than the
value of your
time?
Do you need the
cash
Can you turn
additional time
into additional
money
YES
Do the thing on
your own
NO
YES
Buy the thing
and start
working more
Do the thing on
your own
YES
NO
Decide using
other criteria i.e.
happiness
NO

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Delegating some work to others –
Case Introduction

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We are back to Maria. Using previous case study we will try to decide
which activities she should delegate using the make-or-buy analysis.

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Below some information on Maria and meal preparation
She earns EUR 40 per 1 hour
after deducting taxes
She cooks every day. It takes 1
hour to prepare a meal
She uses food that costs per
meal EUR 5
She can order food to be
delivered at price EUR 10

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Below some information on Maria and how she cleans the house
She cleans the house every
week. It takes 4 hours to clean
She can hire somebody to clean
instead of her
1 cleaning would cost EUR 60

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Below some information on Maria and how he does shopping
She shops every second day. It
takes her 2 hours per 1 visit
She can order online and save
1.5 hour per 1 purchase
Delivery would cost on average 5
EUR per delivery

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Let’s move to examples of delegating work. We will look at 2 case
studies
Delegating work in consulting
What NOT to do as a manager
/ CEO

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Delegate work – Example from
consulting

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Delegation can be done in 2 ways
Delegate part of the work Full outsourcing

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You have to follow some rules to make delegation successful
Same standards as you
Use your templates
Trained by you
Control tool
Same philosophy of work
Ordering tool
Manage capacity for delegation

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Examples of delegation from management consultants –
Option 1
Write in pencil
presentation
Template in
Power Point
Conduct analysis
for the slides
Fill in slides
Person performing the task
Overview and
modifications
Additional
analyses
Visual
modification
Final overview
You
1 day
sb
x day Duration of task
performance
You
2 days
You
14 days
You
4 days
You
1 day
You
2 days
You
2 days
You
1 day

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Examples of delegation from management consultants –
Option 2
Write in pencil
presentation
Template in
Power Point
Conduct analysis
for the slides
Fill in slides
Overview and
modifications
Additional
analyses
Visual
modification
Final overview
PM / Associate
1 day
Business Analyst
2 days
Business Analyst
14 days
Business Analyst
4 days
PM / Associate
1 day
Business Analyst
2 days
Visual Assistant
2 days
PM / Associate
1 day
Person performing the task
sb
x day Duration of task
performance

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Have a look at what gives you delegating in terms of money
PM / Associate 27 day
Business Analyst
Visual Assistant
0 days
0 days
Option 1 – You do everything Option 2 – You delegate whatever you can
PM / Associate 3 day
Business Analyst
Visual Assistant
22 days
2 days
Cost of the project = 27 K Cost of the project = 10 K

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Why manager should NOT
work?

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Business Analyst
170 170 x # of BAs
 Deliver on deadline high quality of
analyses
 Make the team deliver on deadlines high
quality of analyses
 Manage relations and conflicts with the
customer
 Sell new projects
Project Manager
Your work as a Project Manager is totally different then the work of a business
analyst or consultant

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A good project manager doesn’t work
directly. He manages people and relations

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This means that some things you should avoid doing
Create Slides
Perform Analyses
Gather Data
Sketches slides
Checks the presentation
Inspire / suggests analyses
Ask for data
Checks analyses and suggest
changes
Checks integrity of data
Avoid doing
Things you should
do instead

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To manage you need 2 main tools that will help you keep track of the
project and the people
Presentation template
To-do list
Storage
Communication with the team

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As said previously as a PM your day will be mainly about meeting with
customer’s directors, but you should spare some time for the team as well
Status Update
Meetings with customer team
Analyzing & Checking
 9:30-10:00
 10:00-15:00
Status Update
 15:00-17:00
 17:00-18:00

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There are some rules for that will make it easier for you to manage your
team
Daily updates with the team
Weekly update with the
customer
Internal Deadlines very
aggressive
Get early buy-in
From the beginning create end
products
Transfer end-products to the
customer
Educate the customer how to
use the products
Double check integrity of data

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What you should do and what you
should not do as a badass CEO

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As a CEO you have to decide what to do and what NOT to do. What you
do should have significant impact on EBITDA

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The easiest way to approach your subject it to have some threshold value that
helps you decide should you be the one to deal with a certain subject or not
 EBITDA of the business
 Time you spend as a CEO of the
business

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If your company generates USD 24 M EBITDA and you spend on average 2 400
hours a year it means that every hour of your engagement should generate on
average USD 10 K
 USD 24 000 K
 2 4000 hours
= USD 10 K / hour

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If this is not enough below some tips of things to do and NOT to do as a CEO
Manage current issues
directly
Manage directly big teams
or a whole area
Avoid doing
Things you should
do instead
Analyze things in person
Provide answers
Manage projects
React to (potential) crises
Manage your personal
team
Look for threats &
opportunities
Question what and how
you do things
Educate and spread your
values

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For more details and content check my online course where you can find case
studies showing analyses along with detailed calculations in Excel
$190
$19

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How to delegate in practice

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How to delegate in practice –
Introduction

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So far we have discussed the essential concepts when it comes to delegation. Now we
will see how you should delegate in practice and which way of delegation to choose.

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In this section we will have a look at the following thigs
Gradual Delegation
Paths that you can take
when you delegate
Things you have to define
before you delegate the
work
Fast delegation
Who should you delegate
to

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Things you have to define before
you delegate the work

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If you want to delegate work, you have to define the following things
Time Rough solution Complexity level Resources
 How much time is needed to
complete the tasks or the
project?
 What is the deadline for each
stage?
 What is the final deadline?
 What is the timeline?
 When we should put
checkpoints?
 What is the scope of work?
 Draft him how the solution
should look like
 Pay attention to the critical
elements that will decide
about the success of the work
 What should be the level of
complexity of the solution you
want to get?
 How deeply we should go into
a given subject?
 What resources are needed to
complete the work?
 Does the person that will do
the job have access to the
following resources that may
be required to finish the tasks
or projects:
o People / Team members
o Money
o Data
o Assets
o Tools

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Delegate the report preparation
– Case Introduction

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Let's imagine that Anna has to prepare a report about the kid's fashion industry
in European Union (EU). Help here define the work so she can delegate it.

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A few information about the Anna and report she needs to prepare
Anna is working in Consulting company
based in Poland
She needs to prepare report about kid's
fashion industry in European Union (EU)
She has only 2 weeks to finish the report
Let’s think how she should define the
work so she can delegate it to BAs

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Use the framework that we have discussed
project?
stage?
checkpoints?
should look like
want to get?
a given subject?
complete the work?
or projects:
o Money
o Data
o Assets
o Tools

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Delegate the report preparation
– Case Solution

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Just as a reminder Anna has to prepare a report about kid's fashion industry in
European Union (EU). Define the work that she should delegate to her Business Analyst

79
A few information about the Anna and report she needs to prepare
Anna is working in Consulting company
based in Poland
She needs to prepare report about kid's
fashion industry in European Union (EU)
She has only 2 weeks to finish the report
Let’s think how she should define the
work so she can delegate it to BAs

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Let’s have a look what Anna should prepare before she delegate the work
 First, Anna should prepare the
project timeline
 The report should be done in
14 days
 The business analyst will need
around 10 days to prepare the
report
 Anna will need around 3 days
to double check the work
 Next, Anna should prepare the
draft and define the scope of
the report
 The report should have about
100 pages
 Based on previous experience,
report should contain
following chapters:
o Market landscape
o Market sizing
o Main competitor
o Drivers and challenges
o Market trends
 Due to time restriction the
report will be based not on all
EU countries but only those
countries that make up 80% of
the EU population
Anna should also decide what will
be the level of report complexity
 What kind of analyses will
be used
 What kind of tools will be
used
To prepare the report her team
will need:
 Access to databases and
market reports
 Report draft and the scope
 Information about
complexity level
 Specialist support in
fashion industry

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Let’s have a look how to specify the time needed to complete the tasks
Project timeline Duration of the task
Day 1 Day 2 Day 3 Day 4 Day 5 Day 6 Day 7 Day 8 Day 9
Day
10
Day
11
Day
12
Day
13
Day
14
Research
Analysis
Check point
First draft of the report
Check point
Final version of the
report
Check point
Deadline
Business analyst
Manager

82
Let’s have a look how to prepare the draft of the report
Chapter 1
Market landscape
Sketch of report
Chapter 2
Market sizing
Chapter 3
Main competitor
Chapter 4
Drivers and challenges
Chapter 5
Market trends
 Market segmentation – 10 pages
 Market characteristics – 10 pages
 Market size – 10 pages
 Market size and forecast in the next 5 years – 10 pages
 Main competitors on selected markets – 15 pages
 Market drivers – 5 pages
 Market challenges – 5 pages
 Growing industry for kids' products – 10 pages
 Increasing number of births of children – 10 pages
Summary
 Summary of the report – 5 pages

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As we said due to limited time we apply 80/20 rule and concentrate on
top 10 countries in EU
Population of EU members in 2 groups
In mln of people
10
365
17
93
# of countries Population
Top 10 countries Remaining 17 countries

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Let’s have a look how to determine the complexity level of the report
Level 2
Complexity level of the project
Level 3
Level 4
 Report
 Analysis in Excel
 Power point presentation with in-depth market analysis
 Report
 Interviews with market specialists
Level 1
 Report
 Report
Level 5
 Report
 Interviews with market specialists
 Additional analysis

85
I would also recommend that Anna drafts in paper and pencil crucial
elements of the report

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Delegate painting the house –
Case Introduction

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Imagine that Jack would like to carry out a small renovation and paint walls. Let’s
have a look at what he should prepare before he will delegate the work.

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A few information about the Jack and his flat renovation
Jack I lives in Spain in Alicante
He would like to renovate his flat and
paint walls in 3 rooms
He needs to paint around 200m2 of walls
in 3 days
Let’s think what he should prepare to
delegate the work to the worker

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Use the framework that we have discussed
project?
stage?
checkpoints?
should look like
want to get?
a given subject?
complete the work?
or projects:
o Money
o Data
o Assets
o Tools

90
Delegate painting the house –
Case Solution

91
Just as a reminder we are helping Jack renovate and paint walls. Let’s
have a look what he should prepare before he will delegate the work.

92
A few information about the Jack and his flat renovation
Jack I lives in Spain in Alicante
He would like to renovate his flat and
paint walls in 3 rooms
He needs to paint around 200m2 of walls
in 3 days
Let’s think what he should prepare to
delegate the work to the worker

93
Let’s have a look what Jack should prepare before he delegate the work
 Jack has only 3 days off
 During 2 days the worker
should finish his work
 Jack will have 1 day to clean
up the flat
 Jack would like to paint
kitchen, living room and
bedroom
 The worker will have to paint
around 200 m2 of walls
 Jack should choose different
paint colors and order the
exact colors
 He should try samples on walls
a few weekends ahead of
painting to make sure that the
color is matching his
expectations
 He should prepare a special
list with information what
color should be painted in
which room
 He may put the box with the
paint in the room where it will
be used
 Some walls are damaged so
before they will be painted
they should be primed and
sanded
 Additionally, on one of the
walls, Jack would like to have
painted colored pattern
Before the renovation will start,
Jack will need to order:
 Paints in different colors
 Brushes
 Ladder
 Products to clean up

94
Paths that you can take when
you delegate

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There are two paths that you can take when you delegate work. In the
next few lectures, I will show you how you can use them in practice.

96
In this section, we will talk about the two following paths of delegation
Gradual delegation Fast delegation
0%
20%
40%
60%
80%
100%
0% 20% 40% 60% 80% 100%
%
of
your
commitment
% of work done
0%
20%
40%
60%
80%
100%
0% 20% 40% 60% 80% 100%
%
of
your
commitment
% of work done

97
Let’s have a look how we can define the gradual delegation
Project Manager Business Analyst

98
Let’s have a look how we can define the gradual delegation

99
You first transfer part of the work and check whether there are no
problems

100
Once you see that the quality of work is matching your expectations you
delegate next items

101
On every stage you provide feedback, control the quality and change
processes, tools etc. to make sure that the work is done properly

102
On every stage you provide feedback, control the quality and change
processes, tools etc. to make sure that the work is done properly

103
After a few weeks or months you will have fully transferred everything
and you can enjoy your glass of wine waiting for results

104
Let’s have a look how we can define the fast delegation

105
The starting point is the same as in the case of gradually delegation. The
manager is overwhelmed with work

106
However, in fast delegation the shift of work is instant.

107
Check the video on YouTube for more details
Click here to go to the video

109
Gradual delegation helps you control the situation and make sure that the work will be
done according to your standards. Let’s discuss when and how it can be used.

110
Let’s have a look when you can apply gradual delegation
You have previous
experience
You know the area you are
delegating inside out
You understand the project
stages
You understand potential
risks
You want to improve team
competences
You are fine with the short-
term inefficiencies

111
Define the goal Shape up the work
Gradually delegate
the work
Monitor and control
at every stage
Evaluate work and
provide feedback
 Define which tasks
from those you are
responsible for can
be delegated to
others
 Define what should
be done
 Define at the right
level of abstraction
what should be
done and how it
should be done
 Create the
guidelines for
persons who will be
responsible for the
implementation of
tasks (tools,
timelines, working
conditions,
controlling process)
 Delegate tasks
gradually
 Do not delegate all
tasks at once
 Control the team's
work according to a
predetermined
schedule
 Thanks to that the
work will be done
well and effectively
because you can
react quickly to
emerging problems
or risks
 Evaluate the work
 Provide necessary
feedback
 Receive the final
task / project
Let’s have a look how the process of gradual delegation look like

112

113
Gradually delegate work –
Case Introduction

114
Let’s imagine that a small company that creates online courses would like to increase the
number of created courses. Let’s have a look at how they can do it by gradually delegating work.

115
The company is based in Central Europe
Currently all courses are created by one
person – a manager
Preparation of one course consists of 5
stages
A few information about the firm
The owner would like to increase the # of
courses and decrease costs

116
Shape-up
Preparation of
Materials
Movie shooting Editing the movies
Check the movies
and upload the
material
Let’s have a look from what stages the preparation of courses process
consist of – Before
Manager Manager
 15  20
Manager
 10
Manager
 200
Manager
 8
Who does
it?
Required
man-hours
to do it

117
Gradually delegate work –
Case Solution

118
Just as a reminder we are helping a small company that creates online courses delegate work from
Manager to Business Analysts. This we hope will increase the # of course created per month by the team.

119
The company is based in Central Europe
Currently all courses are created by one
person – a manager
Preparation of one course consists of 5
stages
A few information about the firm
The owner would like to increase the # of
courses and decrease costs

120
Shape-up
Preparation of
Materials
Check the movies
and upload the
material
Currently everything is done by a Manager
Manager Manager
 15  20
Manager
 10
Manager
 200
Manager
 8
Who does
it?
Required
man-hours
to do it

121
Shape-up
Preparation of
Materials
Check the movies
and upload the
material
First we should delegate the most time consuming and least added
value stage – editing
Manager
 15  28  13
Business Analyst
 200
Manager
 8
Who does
it?
Required
man-hours
to do it
Manager Manager

122
Shape-up
Preparation of
Materials
Check the movies
and upload the
material
In Step 2 we delegate the preparation of materials
Manager Business Analyst
 15  28  13
Business Analyst
 200
Manager
 8
Who does
it?
Required
man-hours
to do it
Manager

123
Shape-up
Preparation of
Materials
Check the movies
and upload the
material
In Step 3 we also decide to delegate shooting of movies
 15  28  13
Business Analyst
 200
Manager
 8
Who does
it?
Required
man-hours
to do it
Business Analyst

124
Shape-up
Preparation of
Materials
Check the movies
and upload the
material
In Step 4 we get rid of the final stage
 15  28  13
Business Analyst
 200  8
Who does
it?
Required
man-hours
to do it
Business Analyst Business Analyst

125
Shape-up
Preparation of
Materials
Check the movies
and upload the
material
We also have to take care of resources and do some changes to how we
do currently the things to support the delegation
 15  28
Business Analyst
 13
Business Analyst
 200  8
Who does
it?
Required
man-hours
to do it
Required
resources
Changes we
have to
make
 Templates of
presentation, analysis
 Checklists
 Templates of slides
 Camera
 Software for screen
capturing
 Software for movie
editing
 Stock Resources
(photos, movies,
soundtrack)
 Create procedures
 Standardize content
 Create slides
templates and library
of slides
 Create procedures  Create procedures
 Crete checklists
Business Analyst

126
Let’s summarize the delegation impact
253
64
36 23 15
200
228 241 249
Current State Step 1 - delegate editing Step 2 - delegate editing,
material preparation
Step 3 - delegate editing,
material preparation, movie
shooting
Step 4 - delegate all except for
shape-up
Manager
Business Analyst
Number of man-hours required to prepare 1 course
In hours

127
Coffee Shop Gradual Delegation –
Case Introduction

128
Imagine that Alex is owner of the small coffee shop. She would like to hire
an assistant who will help her with customer service

129
A few information about the Alex coffee shop
Alex is the owner of the small coffee
shop in Poland
She sells coffee, cakes, sandwiches
and quiches
Alex has many customers and needs
to hire an additional person to help
Let’s think how Alex can delegate
work to the new employee

130
Coffee Shop Gradual Delegation –
Case Solution

131
Just as a reminder we are helping Alex – the owner of the small coffee shop. She
would like to hire an assistant who will help her with customer service

132
A few information about the Alex coffee shop
Alex is the owner of the small coffee
shop in Poland
She sells coffee, cakes, sandwiches
and quiches
Alex has many customers and needs
to hire an additional person to help
Let’s think how Alex can delegate
work to the new employee

133
Define the goal Shape the work
Gradually delegate
the work
Monitor and control
at every stage
Evaluate work and
provide feedback
 Due to the growing
number of
customers, Alex
needs help in
serving customers
in her coffee shop
 Because the new
employee does not
know the processes
in the coffee shop,
Alex prepared for
him materials and
manuals about
working in coffee
store
 She also wrote
down some
instructions what
are stages of
customer service
 At the beginning
Alex will need help
in the sales hall
 For first month new
employee will be
responsible for
serving food and
cleaning sales hall
 After one month
the new employee
will be working on a
cash desk
 Every morning Alex
will discuss with the
employee what
should be done
 During work day
she will check how
the new employee
deals with customer
services and what
are the customers
reactions to him
 At the end of the
day she will discuss
with him what he
did correct and
what he should
work on
 After a three-month
trial period she will
review and evaluate
the work of the new
employee and
decide about his
further future in her
coffee shop
Let’s have a look how the process of gradual delegation should look like

135
Fast delegation is a different beast. In fast delegation, you hand over the whole work to
somebody. You still should try to make sure that the work is done according to your expectations.

136
You don't have prior experience
You don’t have necessary information or
expertise to complete the task
You don’t have adequate resources or
time
You need fast results
Let’s have a look when usually people decide to use fast delegation

137
Identify and map
what should be done
Find the right person
Specify the
requirements for
this person and her
work
Monitor and control
Evaluate work and
provide feedback
be done and when
it should be done
 Define who you
may need to
complete the task /
project (what kind
of skills,
competence,
experience you
need)
 Find the right
person or a firm
that will be
responsible for the
implementation of
the task / project
 If the choice is more
complicated and
requires many
criteria create a
ranking
 Define what and
when should be
done
 Establish goals that
will help you decide
whether the work
was properly done
 Specify KPIs,
standards, quality
assurance that will
allow you to control
the work
 Monitor and control
the chosen person
at every stage of
work
feedback
task / project
Let’s have a look how the process of fast delegation look like

138

139
Fast delegation –
Case Introduction

140
Imagine that you are helping a CEO of a cosmetics firm. You would like to hire two new
Directors. Let’s have a look at how you can use the fast delegation path in this case study

141
A few information about company
The cosmetic company operates in 5 EU
countries
Due to the expansion of the company
you would like to hire 2 new Directors
You are looking for Director of
Operations and Director of Sales
Let’s think how you should prepare to
fast delegation

142
Identify and map
what should be done
Specify the
requirements for
this person and her
work
Monitor and control
Evaluate work and
provide feedback
be done and when
it should be done
 Define who you
may need to
complete the task /
project (what kind
of skills,
competence,
experience you
need)
 Find the right
person or a firm
that will be
responsible for the
implementation of
the task / project
 If the choice is more
complicated and
requires many
criteria create a
ranking
 Define what and
when should be
done
 Establish goals that
will help you decide
whether the work
was properly done
 Specify KPIs,
standards, quality
assurance that will
allow you to control
the work
 Monitor and control
the chosen person
at every stage of
work
feedback
task / project
Use the framework we have discussed

143
Fast delegation –
Case Solution

144
Just as a reminder we are helping a CEO of a cosmetics firm. You would like to hire two
new Directors. Let’s have a look how you can use fast delegation path in this case study

145
A few information about company
The cosmetic company operates in 5 EU
countries
Due to the expansion of the company
you would like to hire 2 new Directors
You are looking for Director of
Operations and Director of Sales
Let’s think how you should prepare to
fast delegation

146
Identify and map
what should be done
Specify the
requirements for
this person and her
work
Monitor and control
Evaluate work and
provide feedback
 You are looking for
a Sales Director
who will manage
the Sales
Department in your
cosmetics firm
 He has to find new
customers, take
care of existing
ones and provide
feedback for
product
development
 Sales Director
should have at least
3-5 years of prior
experience in a
similar position
 Should have
advanced
knowledge about
consumer goods
 Preference will be
given to people that
worked in similar
firms before
 Create a ranking
and meet with 20
potential
candidates before
you select
 CEO expects:
o Increase
monthly sales to
EUR 5 M
o Increase in 6
months sales by
20% YoY
o Find new 10
customers
(retail chain, e-
commerce etc.)
o Improve sales
processes
 Discuss and agree
resources
 Define and
communicate KPIs
 Discuss with the
Sales Director his
work at weekly
meetings
 Monitor his work
based on monthly
reports showing
activities & results
 Talk with people
who work with new
Sales Director to be
able evaluate his
work from different
angles
 Ask the Why: why
he does something,
why he is not doing
other things, etc.
 After a six-month
trial period you will
review and evaluate
the work of the
Sales Director
 Decide about his
further future in
company
Let’s have a look how the process of fast delegation to Director of Sales should
look like

147
Identify and map
what should be done
Specify the
requirements for
this person and her
work
Monitor and control
Evaluate work and
provide feedback
 You are looking for
a Director of
Operations who will
be responsible for
the growth and
profitability of your
cosmetic company
 He has to introduce
lean manufacturing
into your firm,
improve quality and
lower costs
 Operations Director
should have at least
3-7 years prior
experience in
production and
operations
 Should be data
driven
 Preference will be
given to people that
worked in the
similar firms before
and meet with 20
potential
candidates before
you select
 CEO expects:
o Supervise
Production, &
Supply Chain
o Lower Inventory
by 10%
o Improve order
realization to
98%
o Prepare
expansion plan
in line with the
overall strategy
o Lower costs by
10%
 Discuss and agree
resources
 Define and
communicate KPIs
 Discuss with the
Director his work at
weekly meetings
 Monitor his work
based on monthly
reports showing
activities & results
 Talk with people
who work with new
Director to be able
evaluate his work
from different
angles
 Ask the Why: why
he does something,
why he is not doing
other things, etc.
 After a six-month
trial period you will
review and evaluate
the work of the
Operations Director
 Decide about his
further future in
company
Let’s have a look how the process of fast delegation to Director of Operations
should look like

148
Who should you delegate to?

149
Now let’s devote some time to decide who should you delegate to the work. We will
discuss the general framework of how to select the right person or firm to do the job

150
Define what should
be done
Define the
competences you
will need
Choose / recruit the
right person
Introduce this
person to the topic
Delegate
be done
 Define how it
should be done
 Based on what
should be done,
define what kind of
competencies you
are looking for (area
and level)
 In addition to
competence, define
personality you are
looking for
 Create a list of
potential people
and firms that could
do the work
 You can consider
people from you
team, from your
firm but other
departments, newly
recruited people or
firms
 Prepare the criteria
which you will use
to assess the
candidate
 Meet and gather
data
 Pick the person or
the firm
 Provide the
selected person or
the firm with the
most important
information about
the task / project
 Check the
availability of this
person / firm
 Agree details as we
have discussed
previously: time
constraints, rough
solution, complexity
level, resources
 Communicate the
rough solution,
complexity level,
time constraints
and discuss
resources to the
person / firm that
will do the job
 Provide resources
 Check
Let’s have a look how you can decide who should you delegate to

151
I will show you how to pick the person, firm that should do specific
project using nice case study
Creating PMO in a drugstore
chain

152
But before that let’s first learn how to create a ranking using a bit
different case study
How to pick the perfect
boyfriend?

153
How to chose the right boyfriend
– Introduction

154
Let’s imagine that you were to help Maria pick the
ideal guy / boyfriend. For this try to use rankings.

155
There are a few things that we know about Maria
She has 4 potential candidates
She wants her boyfriend to be
nice, intelligent, good looking
From her perspective his
earnings and assets matter
She is not sure about importance
of specific criteria

156
How to chose the right boyfriend
– Solution

157
Just as a reminder you were to help Maria pick the
ideal guy / boyfriend. For this try to use rankings.

158
Let’s summarize the results of our ranking
8
0
6
10
4
6
4
6
3
6
4
4
6
5
10
10
0
5
10
15
20
25
30
35
Alejandro Santiago Jose Pablo
Inteligence Being nice Financial situation Attractivness

159
Expansion strategy into other
countries – Introduction

160
Creating an expansion strategy requires you to do a number
of things
Define criteria and
weights for the
criteria
Gather data on the
markets
Create the ranking
of markets to enter
Define limits that
you have
Set priorities
 4-6 criteria on the
basis of which you
will value specific
markets
 Ranking on the
basis of criteria and
weights created
 Money for
expansion
 People for
expansion
 Logistics
 Lead time due to
your supply chain
 Limitation in stock

161
Expansion strategy into other countries
– Introduction

162
Imagine that you are working for fashion player from Spain that wants
to expand abroad
He currently has 310 stores in Spain
He wants to decide where to
expand now
He takes into account 4 criteria
Estimate potential size and
attractiveness of markets

163
Just as a reminder creating a ranking of countries consist of the following
stages
Define criteria and
weights for the
criteria
Gather data on the
markets
Create the ranking
of markets to enter
Define limits that
you have
Set priorities
 4-6 criteria on the
basis of which you
will value specific
markets
 Ranking on the
basis of criteria and
weights created
 Money for
expansion
 People for
expansion
 Logistics
 Lead time due to
your supply chain
 Limitation in stock

164
In our case we will use 4 criteria and we will estimate the size of markets
using the population and the number of current stores
 GDP per capita PPP
 Similarity in product range
 Competition level
 Share of online sales
Criteria for
measuring the
attractiveness of
the market
Potential of the
market
 Potential was measured using the size of the markets in terms of
potential number of standard stores

165
Expansion strategy into other countries
– Solution

166
Just as a reminder that you are working for fashion player from Spain
that wants to expand abroad
He currently has 310 stores in Spain
He wants to decide where to
expand now
He takes into account 4 criteria
Estimate potential size and
attractiveness of markets

167
6,3
6,3
6,3
6,3
6,3
6,3
6,5
6,5
6,5
6,5
6,5
6,5
6,8
6,8
6,8
6,8
7,0
7,0
7,0
7,5
Greece
Italy
Lithuania
Netherlands
Portugal
Spain
Belarus
Estonia
France
Germany
Latvia
Slovak Republic
Belgium
Denmark
Sweden
Switzerland
Austria
Finland
Ireland
Norway
73
400
20
112
70
310
63
9
438
536
13
36
75
37
64
54
57
36
31
34
Greece
Italy
Lithuania
Netherlands
Portugal
Spain
Belarus
Estonia
France
Germany
Latvia
Slovak Republic
Belgium
Denmark
Sweden
Switzerland
Austria
Finland
Ireland
Norway
Ranking of market attractiveness
(1-low; 10-High)
Potential of countries / regions to capture assuming
achieving share like in Spain
In standard stores
If we look at potential top 20 markets there is quite a lot of room for
expansion

168
Potential
In number of standard stores
0
1 000
2 000
3 000
4 000
5 000
6 000
7 000
8 000
9 000
10 000
0,0 1,0 2,0 3,0 4,0 5,0 6,0 7,0
China
Russia + Asian
ex USRR
Malaysia
Indonesia
North America
South America
Turkey
Western Europe
Attractiveness
(1-Low; 10-High)
India
Eastern Europe
Africa
Let’s look how the potential is distributed between regions

169
Find the best way to create PMO
– Case introduction

170
Let's imagine that a pharmaceutical company can’t decide to whom to delegate the creation
of the PMO department. Let's have a look at how we can select to whom to delegate this.

171
A few information about the firm that we will be analyzing
The company is based in Poland
Company would like to create a PMO
department to manage current projects
They CEO would like to create a ranking
of possible options
The ranking will help the CEO to
improve the decision – making process

172
Let’s have a look what possible options the CEO take into consideration
Option 1
 The company's CEO will entrusts creation of the PMO department to the Operations Director who works in the
company
 Director will be responsible for building the PMO department with a team of 3 experienced Business Analysts
recruited from consulting firms (at least 2 years of experience)
 Operations Director has limited prior experience in project management
Description of the possible options
Options 2
 The company’s CEO will entrust creation of the PMO department to Interim Manager that has experience in
building and running PMO
 The Manager will be responsible for building the PMO department with a team of 3 Business Analysts recruited
straight from the university without any prior experience in analytical work.
 He has 10 years of experience in project management and creation of PMO departments
 The Interim Manager will have to train the Business Analysts, create tools and procedures to run the PMO
Option 3
 The company’s CEO will entrust creation of the PMO department to Consulting Company
 The Consulting Company will be responsible for building the PMO department with a team of 3 own Business
Analysts
 They have 20 years of experience in project management and creation of PMO departments worldwide
 They will run it for 1 year and later on hand it over to one of the directors in the firm

173
$190
$19

174
How to build team efficiency

175
How to build team efficiency –
Introduction

176
Efficient team management boils down to 3 things: applying the individual hacks,
we have talked about efficient cooperation and you refraining from working

177
I will talk from the perspective of a manager of a team or project and we will
discuss some important points in this section
Why manager
should not work?
Values
Profile of the ideal
consultant
Structure for
cooperation
Critical Chain
Managing the team
in practice
Identifying
bottlenecks
Collecting
knowledge

178
Why manager should NOT
work?

179
Business Analyst
170 170 x # of BAs
 Deliver on deadline high quality of
analyses
 Make the team deliver on deadlines high
quality of analyses
 Manage relations and conflicts with the
customer
 Sell new projects
Project Manager
Your work as a Project Manager is totally different then the work of a business
analyst or consultant

180
A good project manager doesn’t work
directly. He manages people and relations

181
This means that some things you should avoid doing
Create Slides
Perform Analyses
Gather Data
Sketches slides
Checks the presentation
Inspire / suggests analyses
Ask for data
Checks analyses and suggest
changes
Checks integrity of data
Avoid doing
Things you should
do instead

182
Introduction to creating ideal
team members

183
If you want to do fast, efficiently good projects you have to have the right kind
of people. You can say that preparation starts with proper teaching

184
You will achieve it only by defining and implementing 3 things
Values
Profile of the ideal
consultant
Structure for
cooperation

186
Consulting is a teamwork so you have to define what values you want your team to
follow. This is crucial as it will be something that will be the bases for the team culture

187
Before you start defining specific values it is good to decide on 2 important
issues
Specialist Generalists
You buy ready-
made people
You grow people

188
Before you start defining specific values it is good to decide on 2 important
issues
Specialist Generalists
You buy ready
made people
You grow people

189
In the case of my teams I always try to instill the following values
Independent
Creates value
Support the team
Data driven
Smart lazy
Efficient
Despise politics

190
Profile of an ideal consultant

191
As we discuss previously you want to turn inexperienced graduates into
seasoned consultants. This gives you greater chances of success during the
project

192
You will achieve it only by defining and implementing 3 things
Tools Skills Areas of expertise
Sales Marketing Operations Finance
Current level
Target level
Problem
Solving
Sketching
Presentations
Interviewing Managing
People
Excel Power Point Access VBA

194
For your team to cooperate you should create and teach them standards,
templates as well as turn into modules as much as possible your process and
end-products.
Standards Templates
Modules Tools

195
Why team members have to
constantly improve

196
You should try to improve your team due to the so called to compounding
effect. It boils down to the fact that Even if the growth is small applied over
long period of time gives big end-results
= 2.6 x Start
Start x (1+10%)^10

197
In practice it means that it is like doubling your team size

198
How to teach your team
members

199
The first step in teaching is to described the ideal profile of your team
member and then measure where each and one of them is
Create the ideal
profile
Measure the current
level
Prepare materials Set the pace
Set time for teaching
/ learning

200
As mentioned before, you should create the ideal profile and measure
everybody against it
Tools Skills Areas of expertise
Sales Marketing Operations Finance
Current level
Target level
Problem
Solving
Sketching
Presentations
Interviewing Managing
People
Excel Power Point Access VBA

201
The first step in teaching is to described the ideal profile of your team
member and then measure where each and one of them is
Create the ideal
profile
Measure the current
level
/ learning

202
Next step is to prepare the materials for teaching. In my case I went for on-
line courses not to waste my time on repeating the same things on and on

203
We currently are somewhere half-way through to mapping all the things
that a business analyst and consultant has to master
23 40

204
Next step is to set the pace for each person. In this case we want to calculate
how much time he has to devote to learning to get to the ideal level
Create the ideal
profile
Measure the current
level
/ learning

205
Below an example of how you can estimate the pace
What is the
difference between
the ideal and current
state
Till when I want him
to reach the ideal
state
How many hours of
trainings this entails
What is the required
pace?
 25 points  24 months  10 hours per training
(point of difference)
 0.5 hour per day

206
Introduction to managing the team
efficiently

207
Team member
170 170 x # of people
Manager
Just as a reminder when we talk about team efficiency we want to get
as much as possible value from the available time of the team

208
I will start with something that is called the critical chain. Then I will talk
about managing the team in practice and other important issues
Why manager
should not work?
Values
Profile of the
ideal consultant
Structure for
cooperation
Critical Chain
Managing the
team in practice
Identifying
bottlenecks
Collecting
knowledge

210
One of the biggest problem for efficiency is the so called Parkinson’s
Law – Work expand so as to fill the time available for its completion

211
People when asked to evaluate the time certain things will take build in
buffers
A B C
A + B + C
A + B + C
A B C Central buffer
Declared time
Buffer time
Real execution

212
Managing the team in practice

213
As mentioned previously I use 4 types of to-do list to control people and
projects
To be done
Managing me
Expecting from
others
Recurring items
Managing personal
team
Master list
Monika
Lidia
Michael
Lisa
Project done for
customers
Project A
Project B
Project C
Project D
Supervising startups
Startup A
Startup B
Startup C
Startup D

214
For simplicity let’s assume that there are 4 people and 2 projects. 2
people are from your team.
Managing the teams
Monika
Lidia
Michael
Lisa
Managing the projects
Project A
Project B
Task 1
Task 2
Task 3
Task 4
Task 5
Task 6
Task 11
Task 12
Task 13
Task 14
Task 15
Task 16

215
You have to assign the topics to specific people, so it means double checking
through the to-do list of your team members and the to-do list of the project
Managing the teams
Monika
Lidia
Michael
Lisa
Project A
Project B
Task 1
Task 2
Task 3
Task 4
Task 5
Task 6
Task 11
Task 12
Task 13
Task 14
Task 15
Task 16
Managing the projects
Task 1
Task 2
Task 3
Task 4
Task 5
Task 6
Task 11
Task 12
Task 13
Task 14
Task 15
Task 16

216
This means that you have to make 2 types of update. You check your people (team
assign to you). You also have to check the projects you supervise (also team
members not reporting to you)
Check the teams assigned to
you
Check projects status – for
project you are managing
 Daily – 1-2 times a da for 15-30 minutes
 Weekly – 30 minutes updates

217
There are some rules for that will make it easier for you to manage both
type of teams
Don’t penalize for not meeting
deadlines
Set aggressive deadlines
Create fast Minimal Viable
Version
Do as much as possible using
other people
Let the team members make
mistakes
Be lazy
Create the to-do list and
communicate it
Stick to the topic

218
For every day you should set up a calendar with slots. Doing things
should not be your priority
Status Update
Doer time
 9:00-10:00
 10:00-11:00
Meetings (Projects / Teaching)
Meetings (Projects / Teaching)
Doer time
Status Update
 15:00-17:00
 17:00-18:00
 14:00-15:00
 11:00-14:00

219
How to manage your team?
Example from managing a consulting project

220
To manage you need 2 main tools that will help you keep track of the
project and the people
Presentation template
To-do list
Storage
Communication with the team

221
As said previously as a PM your day will be mainly about meeting with
customer’s directors, but you should spare some time for the team as well
Status Update
 9:30-10:00
 10:00-15:00
Status Update
 15:00-17:00
 17:00-18:00

222
There are some rules for that will make it easier for you to manage your
team
Daily updates with the team
Weekly update with the
customer
Internal Deadlines very
aggressive
Get early buy-in
From the beginning create end
products
Transfer end-products to the
customer
Educate the customer how to
use the products
Double check integrity of data

223
Let’s have a look how a 7-week project should look when it comes to execution
 Project Start
Task 1
 Additional Data Gathering
 Analysis and slides preparation
 Presentation of intermediate works
2 3 4 5 6 7
 Transfer and teaching
 End of the project
 Creating the product using critical
chain method
 Fine tuning
 Getting buy-in
 Overdelivering
 Selling new projects

224
Introduction to identifying and
dealing with bottlenecks in teams

225
Bottlenecks are dangerous as their hurt the efficiency of the whole system. For
you team to work smoothly you should constantly identify them and remove
them

226
There are ways to handle the bottlenecks in most of the teams
Make team members more
universal
Monitor people and projects
Have buffers
Apply the critical chain method
Use tools to help people in
bottlenecks

228
Every team or team members are creating interesting materials during
projects / activities
SMI

229
As a company or a manager you should try to collect the knowledge
from them
SMI

230
There are ways to support knowledge collections
Get the deliverables from every
project
Get the source data
Make the teams prepare lesson
learnt
Make the team members
create trainings
Rotate the people from the
teams
Go to some meetings to assess
the value
Make the teams create
instructions
Create tools that capture the
knowledge

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