This document provides an overview of when and how to establish a Project Management Office (PMO). It discusses five main situations when a PMO is commonly used: for large "juggernaut" companies, to improve performance, for turnarounds, under private equity ownership, and during periods of drastic growth. For each situation, it outlines typical goals for the PMO and its responsibilities. The document then covers how to build a PMO, including defining its role and goals, selecting projects, recruiting and training staff, providing resources, and overseeing execution. It emphasizes tailoring the PMO to the specific company situation and needs.
How to create a management consulting presentationAsen Gyczew
In management consulting you are delivering your advices, observation and analyses using presentations. On some projects you may be producing as much as 200-300 slides. Slide preparation is very time-consuming and you have to make sure that you structure you work properly to deliver according to promised deadlines.
In this presentation I will show you how to prepare a great presentation for your customer that will help you deliver your thoughts in a coherent manner and win him over. I will teach you how to prepare the presentation in the right order so you do not waste your time. You will also learn what type of slides you can consider and when you should use a specific type of slide.
This presentation is based on my 12 years of experience as a consultant in top consulting companies and as a Board Member responsible for strategy, improvement and turn-arounds in biggest companies from FMCG, SMG, B2B sector that I worked for. I have not only delivered presentations on numerous projects myself but I was also receiving presentations from consulting companies such as PwC, BCG, McKinsey, EY, Accenture, OCC as a Board Member in many companies. I have seen the process of preparing and delivering presentations form all angles. On the basis of what you will find in this course and I have trained over 100 business analysts and consultants who now are Investment Directors, Senior Analyst, Directors in Consulting Companies, Board Members etc.
Cost Reduction for Management Consultants & ManagersAsen Gyczew
Every company has to control costs in order to survive and prosper. Therefore, many firms on regular basis perform cost reduction projects. Cost reduction project may be part of a wider Performance Improvement Project or be a standalone project carried out only in one of the business units. Those projects are extremely interesting because you will be able to make a real change, create a new reality and improve part of the business or even the whole business. There are also very difficult as you have to not only analyze areas but also find ways to cut costs, improve the current situation as well as, on some occasions, implement the change. The skills that you will learn during this sort of projects will be also very useful once you move to work for regular businesses or set-up your own firm. In this course I will show you how to deliver such projects fast and efficiently. In the course you will learn the following things:
1. How to identify potential savings especially quick wins
2. How to optimize processes
3. How to analyze investments
4. How to carry out make-or-buy analysis
5. How to spend less
For more check the following course: https://bit.ly/CostReductionCourse
What exactly does a consultant at McKinsey do?Asen Gyczew
If you want to join consulting, find a work in McKinsey, BCG, Bain or other top consulting firms then you most likely wonder what consultants do in practice. In this presentation I will briefly try to summarize it.
The work you do depends on your position at a consulting firm:
1. Business Analyst – is the entry position in most consulting firm. Here you do a lot of research for specific projects or business development. You are also responsible for delivering most of the analysis that end up in the deliverables (presentation) along with accompanying slides. The workload is huge. You are not efficient as the rest of the team so you end-up working 12-15 hours 6-7 days a week. On average you stay on this position 2-3 years.
2. Associate / Senior Consultant. This guys are extremely experience so most of the things they can do independently. The not only perform part of analyses during the project but they also do a lot of project management. Typically 1 Associate would supervise 1-3 business analysts. On many occasions you start interacting with the Customer – Directors, VPs, C-level. You gradually are being prepared to manage project and sell them. You spend on this position 2-3 years
3. Engagement Manager / Project Manager. On this position you have to deliver the project. You do hardly any analytical work yet you have to check the work of BAs and Associates. On top of that you will manage at least to some extent the relationship with the customers.
4. Associate Principle / Partner / Director. On this position you are the sales man. You have to generate demand for the services, convince potential customers to pay your high fees and also to supervise the delivery of some projects. On this position you are constantly on meetings, phone calls, traveling from one city to another, from project to another. Most of the days you network and talk to CEOs, COOs, Board Members, PE Partners and others. You still have to bring a lot in revenues to stay in the firm. In some cases you supervise also part of the projects (at least on paper) and be the face for specific area or industry.
Operational Excellence Models, Strategies, Principles & ToolsAurelien Domont, MBA
Toolkit Downloadable at www.slidebooks.com | Created By ex-McKinsey & Deloitte Consultants | Download and Reuse Now 10+ Operational Excellence Models, Strategies, Principles & Tools.
How to manage successfully a Consulting ProjectAsen Gyczew
Managing Consulting Projects is extremely difficult. You work in a hostile environment, long hours on difficult things. On top of that the bill for your services for the customer is pretty high so he will want to squeeze out of you as much as possible. At the same time his people may dislike you as you are an outsider that in their point of view pretends to know better. Therefore, many Project Managers fail on deadlines or cannot deliver value for the customer. Luckily there is a way to do a consulting project on time, get your customer and his people happy with the result as well as get well paid for your work. This course will help you drastically improve your knowledge and skills in managing consulting project. It is designed for project managers, especially those working in consulting. After finishing the course you will know:
1. How to prepare for the project to make your customer and your team happy as well to finish the project much earlier than your competitors
2. How to create value for your customer
3. How to deliver the project within the budget and way ahead of deadlines
4. How to execute the project without having to work 7 days a week 15 hours a day
5. How to overdeliver and get buy-in from your customer
6. How to build strong foundation for future projects
7. What tools to use
8. How to be efficient as a team
The course is based on my 12 years of experience as a Project Manager in top consulting companies and as a Board Member responsible for strategy, improvements and turn-arounds in biggest companies in Retail, FMCG, SMG, B2B sectors that I worked for. On the basis of what you will find in this course I have trained over 100 consultants, business analysts and managers who now are CEO, Operational Directors, COO, Investment Directors, Directors in Consulting Companies, Board Members, Customer Insight Managers, Data Science Managers
Strategy for Management Consultants & Business AnalystsAsen Gyczew
Strategy is one of the most dreaded subject in any businesses. There are so many conflicting frameworks that is difficult to decide what to choose. In this course you will learn a framework that will help you formulate and execute the strategy for your businesses on the level of top consulting firms i.e. McKinsey, BCG, Bain, PwC, EY. You will also see how others are implementing their strategic choices. What you will see here is a part of my online course: http://bit.ly/StrategySlideshare
This course will help you drastically improve your knowledge and skills in creating as well as executing a strategy for your business (or your customers’ businesses). It is designed for people who want to become management consultants, business analysts or work on creating and implementing the strategy inside the business. In the course you will learn 3 main things:
1. What strategic choices do you have and how to choose the optimal one?
2. How to calculate the impact of chosen strategy or tactic?
3. How to implement the strategy and how others are doing it?
How to start and run consulting firm fast and efficientlyAsen Gyczew
In this presentation I will show you how to start and run consulting company fast and efficiently. The course is based on my 12 years of experience as a consultant in top consulting companies and owner of small consulting company (the last 7 years). I have been also CEO, Board Member responsible for strategy, improvement and turn-arounds in biggest companies from FMCG, SMG, and B2B in Poland so I know the subject from all sides including the customer of consulting firms.
My intention is that thanks to this presentation you will know:
1. Where to find ideas for consulting business, consulting firm?
2. How to analyze in Excel whether the business makes sense or not?
3. How to get first customers?
4. What to concentrate on if you are 1-man show, a freelancer?
5. What kind of tools you should have?
6. How and in what way you can set-up pricing for your services?
7. How to prepare for scaling, expanding?
8. What kind of business you can build on the basis of consulting firm?
Project Management Overall Approach created by ex-McKinsey, Deloitte & BCG Consultants specialized in Project Management. Powerpoint version Downloadable at www.slidebooks.com.
How to create a management consulting presentationAsen Gyczew
In management consulting you are delivering your advices, observation and analyses using presentations. On some projects you may be producing as much as 200-300 slides. Slide preparation is very time-consuming and you have to make sure that you structure you work properly to deliver according to promised deadlines.
In this presentation I will show you how to prepare a great presentation for your customer that will help you deliver your thoughts in a coherent manner and win him over. I will teach you how to prepare the presentation in the right order so you do not waste your time. You will also learn what type of slides you can consider and when you should use a specific type of slide.
This presentation is based on my 12 years of experience as a consultant in top consulting companies and as a Board Member responsible for strategy, improvement and turn-arounds in biggest companies from FMCG, SMG, B2B sector that I worked for. I have not only delivered presentations on numerous projects myself but I was also receiving presentations from consulting companies such as PwC, BCG, McKinsey, EY, Accenture, OCC as a Board Member in many companies. I have seen the process of preparing and delivering presentations form all angles. On the basis of what you will find in this course and I have trained over 100 business analysts and consultants who now are Investment Directors, Senior Analyst, Directors in Consulting Companies, Board Members etc.
Cost Reduction for Management Consultants & ManagersAsen Gyczew
Every company has to control costs in order to survive and prosper. Therefore, many firms on regular basis perform cost reduction projects. Cost reduction project may be part of a wider Performance Improvement Project or be a standalone project carried out only in one of the business units. Those projects are extremely interesting because you will be able to make a real change, create a new reality and improve part of the business or even the whole business. There are also very difficult as you have to not only analyze areas but also find ways to cut costs, improve the current situation as well as, on some occasions, implement the change. The skills that you will learn during this sort of projects will be also very useful once you move to work for regular businesses or set-up your own firm. In this course I will show you how to deliver such projects fast and efficiently. In the course you will learn the following things:
1. How to identify potential savings especially quick wins
2. How to optimize processes
3. How to analyze investments
4. How to carry out make-or-buy analysis
5. How to spend less
For more check the following course: https://bit.ly/CostReductionCourse
What exactly does a consultant at McKinsey do?Asen Gyczew
If you want to join consulting, find a work in McKinsey, BCG, Bain or other top consulting firms then you most likely wonder what consultants do in practice. In this presentation I will briefly try to summarize it.
The work you do depends on your position at a consulting firm:
1. Business Analyst – is the entry position in most consulting firm. Here you do a lot of research for specific projects or business development. You are also responsible for delivering most of the analysis that end up in the deliverables (presentation) along with accompanying slides. The workload is huge. You are not efficient as the rest of the team so you end-up working 12-15 hours 6-7 days a week. On average you stay on this position 2-3 years.
2. Associate / Senior Consultant. This guys are extremely experience so most of the things they can do independently. The not only perform part of analyses during the project but they also do a lot of project management. Typically 1 Associate would supervise 1-3 business analysts. On many occasions you start interacting with the Customer – Directors, VPs, C-level. You gradually are being prepared to manage project and sell them. You spend on this position 2-3 years
3. Engagement Manager / Project Manager. On this position you have to deliver the project. You do hardly any analytical work yet you have to check the work of BAs and Associates. On top of that you will manage at least to some extent the relationship with the customers.
4. Associate Principle / Partner / Director. On this position you are the sales man. You have to generate demand for the services, convince potential customers to pay your high fees and also to supervise the delivery of some projects. On this position you are constantly on meetings, phone calls, traveling from one city to another, from project to another. Most of the days you network and talk to CEOs, COOs, Board Members, PE Partners and others. You still have to bring a lot in revenues to stay in the firm. In some cases you supervise also part of the projects (at least on paper) and be the face for specific area or industry.
Operational Excellence Models, Strategies, Principles & ToolsAurelien Domont, MBA
Toolkit Downloadable at www.slidebooks.com | Created By ex-McKinsey & Deloitte Consultants | Download and Reuse Now 10+ Operational Excellence Models, Strategies, Principles & Tools.
How to manage successfully a Consulting ProjectAsen Gyczew
Managing Consulting Projects is extremely difficult. You work in a hostile environment, long hours on difficult things. On top of that the bill for your services for the customer is pretty high so he will want to squeeze out of you as much as possible. At the same time his people may dislike you as you are an outsider that in their point of view pretends to know better. Therefore, many Project Managers fail on deadlines or cannot deliver value for the customer. Luckily there is a way to do a consulting project on time, get your customer and his people happy with the result as well as get well paid for your work. This course will help you drastically improve your knowledge and skills in managing consulting project. It is designed for project managers, especially those working in consulting. After finishing the course you will know:
1. How to prepare for the project to make your customer and your team happy as well to finish the project much earlier than your competitors
2. How to create value for your customer
3. How to deliver the project within the budget and way ahead of deadlines
4. How to execute the project without having to work 7 days a week 15 hours a day
5. How to overdeliver and get buy-in from your customer
6. How to build strong foundation for future projects
7. What tools to use
8. How to be efficient as a team
The course is based on my 12 years of experience as a Project Manager in top consulting companies and as a Board Member responsible for strategy, improvements and turn-arounds in biggest companies in Retail, FMCG, SMG, B2B sectors that I worked for. On the basis of what you will find in this course I have trained over 100 consultants, business analysts and managers who now are CEO, Operational Directors, COO, Investment Directors, Directors in Consulting Companies, Board Members, Customer Insight Managers, Data Science Managers
Strategy for Management Consultants & Business AnalystsAsen Gyczew
Strategy is one of the most dreaded subject in any businesses. There are so many conflicting frameworks that is difficult to decide what to choose. In this course you will learn a framework that will help you formulate and execute the strategy for your businesses on the level of top consulting firms i.e. McKinsey, BCG, Bain, PwC, EY. You will also see how others are implementing their strategic choices. What you will see here is a part of my online course: http://bit.ly/StrategySlideshare
This course will help you drastically improve your knowledge and skills in creating as well as executing a strategy for your business (or your customers’ businesses). It is designed for people who want to become management consultants, business analysts or work on creating and implementing the strategy inside the business. In the course you will learn 3 main things:
1. What strategic choices do you have and how to choose the optimal one?
2. How to calculate the impact of chosen strategy or tactic?
3. How to implement the strategy and how others are doing it?
How to start and run consulting firm fast and efficientlyAsen Gyczew
In this presentation I will show you how to start and run consulting company fast and efficiently. The course is based on my 12 years of experience as a consultant in top consulting companies and owner of small consulting company (the last 7 years). I have been also CEO, Board Member responsible for strategy, improvement and turn-arounds in biggest companies from FMCG, SMG, and B2B in Poland so I know the subject from all sides including the customer of consulting firms.
My intention is that thanks to this presentation you will know:
1. Where to find ideas for consulting business, consulting firm?
2. How to analyze in Excel whether the business makes sense or not?
3. How to get first customers?
4. What to concentrate on if you are 1-man show, a freelancer?
5. What kind of tools you should have?
6. How and in what way you can set-up pricing for your services?
7. How to prepare for scaling, expanding?
8. What kind of business you can build on the basis of consulting firm?
Project Management Overall Approach created by ex-McKinsey, Deloitte & BCG Consultants specialized in Project Management. Powerpoint version Downloadable at www.slidebooks.com.
Complete Business Frameworks Toolkit - Strategy, Marketing, Operations, Consu...Flevy.com Best Practices
Download this primer now from slideshare.
Full version here:
https://flevy.com/browse/business-document/complete-consulting-frameworks-toolkit-644
This is a very comprehensive document with over 350+ slides--covering 51 common management consulting frameworks and methodologies (listed below in alphabetical order). A detailed summary is provided for each business framework. The frameworks in this deck span across Corporate Strategy, Sales, Marketing, Operations, Organization, Change Management, and Finance.
These frameworks and templates are the same used by top tier consulting firms. With this comprehensive document in your back pocket, you can find a way to address just about any problem that can arise in your organization.
The level of detail varies by framework, depending on the nature of the management model. Examples, templates, and case studies are provided.
FULL LIST OF MANAGEMENT CONSULTING FRAMEWORKS & METHODOLOGIES:
1. ABC Analysis
2. Adoption Cycle ( Consumer Adoption Curve)
3. Ansoff Market Strategies
4. Balanced Scorecard
5. BCG Growth-Share Matrix
6. Benchmarking
7. Blue Ocean Strategy
8. Break-even Analysis
9. Business Unit Profitability
10. Economics of Scale
11. Environmental Analysis
12. Experience Curve
13. Cluster Analysis
14. Company & Competitor Analysis
15. Consumer Decision Journey ( McKinsey Consumer Decision Journey)
16. Core Competence Analysis
17. Cost Structure Analysis
18. Customer Experience
19. Customer Satisfaction Analysis
20. Customer Value Proposition
21. Fiaccabrino Selection Process
22. Financial Ratios Analysis
23. Gap Analysis
24. Industry Attractiveness & Business Strength Assessment
25. Key Purchase Criteria
26. Key Success Factors (KSF)
27. Market Sizing & Share
28. McKinsey 7-S
29. Net Present Value
30. PEST Analysis
31. Porter Competition Strategies
32. Porter's Five Forces
33. Portfolio Strategies
34. Price Elasticity
35. Product Life Cycle
36. Product Substitution
37. Relative Cost Positioning
38. Rogers' Five Factors
39. Scenario Techniques
40. Scoring Models
41. Segment Attractiveness
42. Segmentation & Targeting
43. Six Thinking Hats
44. Stakeholder Analysis
45. Strengths & Weaknesses Analysis
46. Structure-Conduct-Performance (SCP)
47. SWOT Analysis
48. SWOT Strategies
49. Treacy / Wiersema Market Positioning
50. Value Chain Analysis
51. Venkat Matrix
Go to www.slidebooks.com to access the editable version in Powerpoint and Excel of this Management Consultant Toolkit created by former management consultants from Deloitte and McKinsey.
Program Management Office (PMO) tools shouldn't be overly complicated or difficult to use. With PMOView, your organization can quickly mash up data sources and build custom integration points between enterprise leading products like HP PPM, ALM, and Agile Manager.
This Toolkit was created by ex-McKinsey, Deloitte and BCG Management Consultants after more than 3,000 hours of work. It shares our combined 100+ years of experience advising executive teams around the world. It includes all the Frameworks, Best Practices & Templates required to successfully implement an operating model and organization design initiative, and make your strategy happen.
This was my dream assignment. I set up and built capabilities for a Project Management Office for a new technology division. I worked with my leadership, within the team, across with key stakeholders to design and implement a standardized Project Management approach for the team. The capstone of this experience, however, was working on the next phase of the PMO office. This presentation is what we shared with our division leadership to document our growth and map out ways to strengthen our capabilities.
Read more at leadanddeliver.com.
Strategy is one of the most dreaded subjects in any business. There are so many conflicting frameworks that are difficult to decide what to choose. In this presentation, you will learn a framework that will help you formulate and execute the strategy for your businesses on the level of top consulting firms i.e. McKinsey, BCG, Bain, PwC, EY. You will also see how others are implementing their strategic choices. What you will see here is a part of my online course: https://bit.ly/StrategyForConsultants
Check also the course on M&A: https://bit.ly/MAMConsulting
M&A is one of the way to expand the business, disrupt others and protect yourself against disruption. We will see how this has been achieved by Disney and Amazon
Management Consulting Toolkit - Framework, Best Practices and TemplatesAurelien Domont, MBA
This Toolkit was created by ex-McKinsey, Deloitte & BCG Consultants, after 2,000+ hours of work. It is considered the world's best & most comprehensive Management Consulting Toolkit. It includes all the Frameworks, Tools & Document Templates required to improve the Management Consulting Capability of your organization & excel as a Management Consultant. This Slideshare Powerpoint presentation is only a small preview of our Toolkit. You can download the entire Toolkit at www.slidebooks.com
How to Write a Business Case: 4 Steps to a Perfect Business Case TemplateWorkfront
Yes, poor planning and lackluster top management support can kill otherwise well-built projects, but right up there is also the inability to make a convincing business case for your project. Luckily for you, the presentation provides a step-by-step guide for not only building a strong business case, but creating a business case template you can use again and again. Let’s get started…
The term PMO has been around for many years but it stills creates confusion.
There is no standard definition of what a PMO is, even what some of the letters represent. A lack of common definition is acceptable, yet desirable since one-size does not fit all.
In this short presentation, the speaker will share his insights on PMO’s, purpose, mandates and why many PMO fails or are challenged. In addition, the speaker will discuss the critical link between PMO (Project Management Office) and OPM (Organizational Project Management) … closing with our hypothesis that unless the PMO own OPM, the organization will not achieve higher level of project management maturity and significantly enhance organization performance.
This is a preview of the Complete Business Frameworks Reference Guide/Toolkit. The full document can be downloaded here:
https://flevy.com/browse/business-document/complete-business-frameworks-reference-guide-644
The Complete Business Frameworks Reference Guide is a very comprehensive document with over 300+ slides--covering 50 common management consulting frameworks and methodologies (listed below in alphabetical order). A detailed summary is provided for each business framework. The frameworks in this deck span across Corporate Strategy, Sales, Marketing, Operations, Organization, Change Management, and Finance.
These frameworks and templates are the same used by top tier consulting firms, such as McKinsey, Bain, BCG, Booz, Monitor Group, Deloitte, Accenture, IBM, E&Y, LEK, AT Kearney, Roland Berger, Oliver Wyman, and others.
INCLUDED FRAMEWORKS & METHODOLOGIES:
1. ABC Analysis
2. Adoption Cycle
3. Ansoff Market Strategies
4. Balanced Scorecard
5. BCG Growth-Share Matrix
6. Benchmarking
7. Blue Ocean Strategy
8. Break-even Analysis
9. Business Unit Profitability
10. Economics of Scale
11. Environmental Analysis
12. Experience Curve
13. Cluster Analysis
14. Company & Competitor Analysis
15. Core Competence Analysis
16. Cost Structure Analysis
17. Customer Experience
18. Customer Satisfaction Analysis
19. Customer Value Proposition
20. Fiaccabrino Selection Process
21. Financial Ratios Analysis
22. Gap Analysis
23. Industry Attractiveness & Business Strength Assessment
24. Key Purchase Criteria
25. Key Success Factors (KSF)
26. Market Sizing & Share
27. McKinsey 7-S
28. Net Present Value
29. PEST Analysis
30. Porter Competition Strategies
31. Porter's Five Forces
32. Portfolio Strategies
33. Price Elasticity
34. Product Life Cycle
35. Product Substitution
36. Relative Cost Positioning
37. Rogers' Five Factors
38. Scenario Techniques
39. Scoring Models
40. Segment Attractiveness
41. Segmentation & Targeting
42. Six Thinking Hats
43. Stakeholder Analysis
44. Strengths & Weaknesses Analysis
45. Structure-Conduct-Performance (SCP)
46. SWOT Analysis
47. SWOT Strategies
48. Treacy / Wiersema Market Positioning
49. Value Chain Analysis
50. Venkat Matrix
The level of detail varies by framework, depending on the nature of the management model. Examples, templates, and case studies are provided.
PMP® Training Video | PMBOK® Guide Sixth Edition Training | PMP® Certificatio...Edureka!
***** PMP® Training : https://www.edureka.co/pmp *****
This Edureka tutorial on PMP® Training will give you a complete insight of PMP® Certification along with various integral topics of PMP and its exam preparation process. This tutorial helps you to learn the following topics:
1. Project & Importance of Project Management
2. Relationship of Project, Program, Portfolio & Operations Management
3. Key Components of Project Management
4. Tailoring
5. Project Management Business Documents
Follow us to never miss an update in the future.
Instagram: https://www.instagram.com/edureka_learning/
Facebook: https://www.facebook.com/edurekaIN/
Twitter: https://twitter.com/edurekain
LinkedIn: https://www.linkedin.com/company/edureka
KPIs and metrics for Management Consultants and ManagersAsen Gyczew
Practical guide how to use KPIs to understand & manage a business
Most businesses on the face of it look very complicated and difficult to understand. On top of that the competition is so fierce that you have to take decisions based on data and not on gut feeling (a very misleading creature). That’s why it’s crucial to define and understand the main drivers and metrics measuring those drivers. If you have properly defined Key Performance Indicators (KPIs) you can understand the mechanism behind any business, you will be able to model it in Excel and you will know how to grow it or improve it. You can also use properly defined KPIs to manage people efficiently, give them goals aligned with your goals. That’s why I have decided to create a course solely concentrated on this KPIs.
This course will give you the knowledge and insight into drivers and KPIs used in different business models that can be used for understanding the business, managing it, motivating people and improving results. The course will make your life during a consulting project much easier. If you are already a manager thanks to this course you will learn how to use the KPIs to understand and grow your business.
This course will help you drastically improve your knowledge and skills in understanding and improving your business using KPIs. It is designed for management consultants and newly appointed managers that want to excel at their work. In the course you will learn 6 things:
1. How to understand the business through KPIs
2. How to use KPIs to model the business in Excel
3. How to use KPIs to manage the business
4. How to use KPIs to motivate people
5. How to use KPIs to improve the business
6. What is a good KPI
For more check my course: http://bit.ly/KPIsCourse
Business Strategy & Alignment to Project ManagementJonathan Donado
Strategy for Project Manager. It explains:
1. What is Business Strategy?
- History: the word Strategy
- Why Strategy Fails?
- Strategy Drivers (Business Model)
2. Alignment of Strategy to Project Management
- The role of a PMO Office in a corporation
3. Questions asked by Project Managers in relation to business strategy
The presentation provided on March 23rd to a joint event organized chapters in Chicago of the Project Management Institute (PMI) and the Association for Strategic Planning (ASP).
Presentation by Jonathan Donado
MBA - IESE
Senior Executive Fellows (SEF) - Harvard University
Connect with me on Twitter @donadosays
Strategy / Strategic Planning / SWOT / Business / PMI / PMP / Project Management
Complete Business Frameworks Toolkit - Strategy, Marketing, Operations, Consu...Flevy.com Best Practices
Download this primer now from slideshare.
Full version here:
https://flevy.com/browse/business-document/complete-consulting-frameworks-toolkit-644
This is a very comprehensive document with over 350+ slides--covering 51 common management consulting frameworks and methodologies (listed below in alphabetical order). A detailed summary is provided for each business framework. The frameworks in this deck span across Corporate Strategy, Sales, Marketing, Operations, Organization, Change Management, and Finance.
These frameworks and templates are the same used by top tier consulting firms. With this comprehensive document in your back pocket, you can find a way to address just about any problem that can arise in your organization.
The level of detail varies by framework, depending on the nature of the management model. Examples, templates, and case studies are provided.
FULL LIST OF MANAGEMENT CONSULTING FRAMEWORKS & METHODOLOGIES:
1. ABC Analysis
2. Adoption Cycle ( Consumer Adoption Curve)
3. Ansoff Market Strategies
4. Balanced Scorecard
5. BCG Growth-Share Matrix
6. Benchmarking
7. Blue Ocean Strategy
8. Break-even Analysis
9. Business Unit Profitability
10. Economics of Scale
11. Environmental Analysis
12. Experience Curve
13. Cluster Analysis
14. Company & Competitor Analysis
15. Consumer Decision Journey ( McKinsey Consumer Decision Journey)
16. Core Competence Analysis
17. Cost Structure Analysis
18. Customer Experience
19. Customer Satisfaction Analysis
20. Customer Value Proposition
21. Fiaccabrino Selection Process
22. Financial Ratios Analysis
23. Gap Analysis
24. Industry Attractiveness & Business Strength Assessment
25. Key Purchase Criteria
26. Key Success Factors (KSF)
27. Market Sizing & Share
28. McKinsey 7-S
29. Net Present Value
30. PEST Analysis
31. Porter Competition Strategies
32. Porter's Five Forces
33. Portfolio Strategies
34. Price Elasticity
35. Product Life Cycle
36. Product Substitution
37. Relative Cost Positioning
38. Rogers' Five Factors
39. Scenario Techniques
40. Scoring Models
41. Segment Attractiveness
42. Segmentation & Targeting
43. Six Thinking Hats
44. Stakeholder Analysis
45. Strengths & Weaknesses Analysis
46. Structure-Conduct-Performance (SCP)
47. SWOT Analysis
48. SWOT Strategies
49. Treacy / Wiersema Market Positioning
50. Value Chain Analysis
51. Venkat Matrix
Go to www.slidebooks.com to access the editable version in Powerpoint and Excel of this Management Consultant Toolkit created by former management consultants from Deloitte and McKinsey.
Program Management Office (PMO) tools shouldn't be overly complicated or difficult to use. With PMOView, your organization can quickly mash up data sources and build custom integration points between enterprise leading products like HP PPM, ALM, and Agile Manager.
This Toolkit was created by ex-McKinsey, Deloitte and BCG Management Consultants after more than 3,000 hours of work. It shares our combined 100+ years of experience advising executive teams around the world. It includes all the Frameworks, Best Practices & Templates required to successfully implement an operating model and organization design initiative, and make your strategy happen.
This was my dream assignment. I set up and built capabilities for a Project Management Office for a new technology division. I worked with my leadership, within the team, across with key stakeholders to design and implement a standardized Project Management approach for the team. The capstone of this experience, however, was working on the next phase of the PMO office. This presentation is what we shared with our division leadership to document our growth and map out ways to strengthen our capabilities.
Read more at leadanddeliver.com.
Strategy is one of the most dreaded subjects in any business. There are so many conflicting frameworks that are difficult to decide what to choose. In this presentation, you will learn a framework that will help you formulate and execute the strategy for your businesses on the level of top consulting firms i.e. McKinsey, BCG, Bain, PwC, EY. You will also see how others are implementing their strategic choices. What you will see here is a part of my online course: https://bit.ly/StrategyForConsultants
Check also the course on M&A: https://bit.ly/MAMConsulting
M&A is one of the way to expand the business, disrupt others and protect yourself against disruption. We will see how this has been achieved by Disney and Amazon
Management Consulting Toolkit - Framework, Best Practices and TemplatesAurelien Domont, MBA
This Toolkit was created by ex-McKinsey, Deloitte & BCG Consultants, after 2,000+ hours of work. It is considered the world's best & most comprehensive Management Consulting Toolkit. It includes all the Frameworks, Tools & Document Templates required to improve the Management Consulting Capability of your organization & excel as a Management Consultant. This Slideshare Powerpoint presentation is only a small preview of our Toolkit. You can download the entire Toolkit at www.slidebooks.com
How to Write a Business Case: 4 Steps to a Perfect Business Case TemplateWorkfront
Yes, poor planning and lackluster top management support can kill otherwise well-built projects, but right up there is also the inability to make a convincing business case for your project. Luckily for you, the presentation provides a step-by-step guide for not only building a strong business case, but creating a business case template you can use again and again. Let’s get started…
The term PMO has been around for many years but it stills creates confusion.
There is no standard definition of what a PMO is, even what some of the letters represent. A lack of common definition is acceptable, yet desirable since one-size does not fit all.
In this short presentation, the speaker will share his insights on PMO’s, purpose, mandates and why many PMO fails or are challenged. In addition, the speaker will discuss the critical link between PMO (Project Management Office) and OPM (Organizational Project Management) … closing with our hypothesis that unless the PMO own OPM, the organization will not achieve higher level of project management maturity and significantly enhance organization performance.
This is a preview of the Complete Business Frameworks Reference Guide/Toolkit. The full document can be downloaded here:
https://flevy.com/browse/business-document/complete-business-frameworks-reference-guide-644
The Complete Business Frameworks Reference Guide is a very comprehensive document with over 300+ slides--covering 50 common management consulting frameworks and methodologies (listed below in alphabetical order). A detailed summary is provided for each business framework. The frameworks in this deck span across Corporate Strategy, Sales, Marketing, Operations, Organization, Change Management, and Finance.
These frameworks and templates are the same used by top tier consulting firms, such as McKinsey, Bain, BCG, Booz, Monitor Group, Deloitte, Accenture, IBM, E&Y, LEK, AT Kearney, Roland Berger, Oliver Wyman, and others.
INCLUDED FRAMEWORKS & METHODOLOGIES:
1. ABC Analysis
2. Adoption Cycle
3. Ansoff Market Strategies
4. Balanced Scorecard
5. BCG Growth-Share Matrix
6. Benchmarking
7. Blue Ocean Strategy
8. Break-even Analysis
9. Business Unit Profitability
10. Economics of Scale
11. Environmental Analysis
12. Experience Curve
13. Cluster Analysis
14. Company & Competitor Analysis
15. Core Competence Analysis
16. Cost Structure Analysis
17. Customer Experience
18. Customer Satisfaction Analysis
19. Customer Value Proposition
20. Fiaccabrino Selection Process
21. Financial Ratios Analysis
22. Gap Analysis
23. Industry Attractiveness & Business Strength Assessment
24. Key Purchase Criteria
25. Key Success Factors (KSF)
26. Market Sizing & Share
27. McKinsey 7-S
28. Net Present Value
29. PEST Analysis
30. Porter Competition Strategies
31. Porter's Five Forces
32. Portfolio Strategies
33. Price Elasticity
34. Product Life Cycle
35. Product Substitution
36. Relative Cost Positioning
37. Rogers' Five Factors
38. Scenario Techniques
39. Scoring Models
40. Segment Attractiveness
41. Segmentation & Targeting
42. Six Thinking Hats
43. Stakeholder Analysis
44. Strengths & Weaknesses Analysis
45. Structure-Conduct-Performance (SCP)
46. SWOT Analysis
47. SWOT Strategies
48. Treacy / Wiersema Market Positioning
49. Value Chain Analysis
50. Venkat Matrix
The level of detail varies by framework, depending on the nature of the management model. Examples, templates, and case studies are provided.
PMP® Training Video | PMBOK® Guide Sixth Edition Training | PMP® Certificatio...Edureka!
***** PMP® Training : https://www.edureka.co/pmp *****
This Edureka tutorial on PMP® Training will give you a complete insight of PMP® Certification along with various integral topics of PMP and its exam preparation process. This tutorial helps you to learn the following topics:
1. Project & Importance of Project Management
2. Relationship of Project, Program, Portfolio & Operations Management
3. Key Components of Project Management
4. Tailoring
5. Project Management Business Documents
Follow us to never miss an update in the future.
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KPIs and metrics for Management Consultants and ManagersAsen Gyczew
Practical guide how to use KPIs to understand & manage a business
Most businesses on the face of it look very complicated and difficult to understand. On top of that the competition is so fierce that you have to take decisions based on data and not on gut feeling (a very misleading creature). That’s why it’s crucial to define and understand the main drivers and metrics measuring those drivers. If you have properly defined Key Performance Indicators (KPIs) you can understand the mechanism behind any business, you will be able to model it in Excel and you will know how to grow it or improve it. You can also use properly defined KPIs to manage people efficiently, give them goals aligned with your goals. That’s why I have decided to create a course solely concentrated on this KPIs.
This course will give you the knowledge and insight into drivers and KPIs used in different business models that can be used for understanding the business, managing it, motivating people and improving results. The course will make your life during a consulting project much easier. If you are already a manager thanks to this course you will learn how to use the KPIs to understand and grow your business.
This course will help you drastically improve your knowledge and skills in understanding and improving your business using KPIs. It is designed for management consultants and newly appointed managers that want to excel at their work. In the course you will learn 6 things:
1. How to understand the business through KPIs
2. How to use KPIs to model the business in Excel
3. How to use KPIs to manage the business
4. How to use KPIs to motivate people
5. How to use KPIs to improve the business
6. What is a good KPI
For more check my course: http://bit.ly/KPIsCourse
Business Strategy & Alignment to Project ManagementJonathan Donado
Strategy for Project Manager. It explains:
1. What is Business Strategy?
- History: the word Strategy
- Why Strategy Fails?
- Strategy Drivers (Business Model)
2. Alignment of Strategy to Project Management
- The role of a PMO Office in a corporation
3. Questions asked by Project Managers in relation to business strategy
The presentation provided on March 23rd to a joint event organized chapters in Chicago of the Project Management Institute (PMI) and the Association for Strategic Planning (ASP).
Presentation by Jonathan Donado
MBA - IESE
Senior Executive Fellows (SEF) - Harvard University
Connect with me on Twitter @donadosays
Strategy / Strategic Planning / SWOT / Business / PMI / PMP / Project Management
How to Build a Business Case for ERP ReplatformingBlytheco
As part of Blytheco's "Are You Ready for Replatforming?" online class series, this presentation walks through the whys, hows, and specifics of how to create a winning business case for ERP transition.
Performance improvement initiatives – whether under the banner of Six Sigma, Lean or any other methodology label – are fragile. Not all of them survive. Not all of them realize their potential. In fact, if there’s one thing of which we can all be certain, it is that initiatives don’t last - at least, not as
initiatives. They either become embedded into the standard set of management practices within the company or they die.
In this presentation you will discover how the PMO is vital to delivering real business results to companies that are seeking to maximized return on their investments and accelerate performance.
The KPI - Cash Flow Modeling and Projections (Series: MBA Boot Camp)Financial Poise
You can chase a lot of financial measures of your business, but nothing stacks up to cash flow. Like a boat captain on a rough sea, being able to see what is coming at you financially is absolutely invaluable.
Cash flow models are the absolute go-to tool for reviewing companies in distress, yet they are also invaluable to venture capitalists who must manage long range investments as well as fast growth. This webinar discusses the basic components of a cash flow model, why it is weekly and not monthly and why 13 weeks is the usual length. This webinar also discusses what type of data is best for making an efficient and practical cash flow model, as well as best practices for reporting and pitfalls associated with modeling and balance roll forwards.
To view the accompanying webinar, go to: https://www.financialpoise.com/financial-poise-webinars/the-kpi-cash-flow-modeling-and-projections-2021/
Incorporating Governance Model In The Firm Powerpoint Presentation SlidesSlideTeam
Introducing Incorporating Governance Model In The Firm PowerPoint Presentation Slides. The agenda of this presentation is to identify the different models of cooperative governance and to choose the best model to effectively govern the business. This presentation contains details of the company overview, describing the financial performance, milestones achieved, domestic presence of the company, etc. Address the issues faced by the firm which leads to the need for adopting corporate governance in the organization. Take the assistance of the governance model PowerPoint layouts and present the framework of the governance model by explaining the Anglo American model, the German model, and the Japanese model. This business model for the company PowerPoint slide deck effectively showcases the structure of corporate governance, and roles, and functions of the governance committee. Explain various corporate committee communication activities with stakeholders along with communication mode, expectation, and frequency by taking advantage of the business model for the company PPT layouts. The corporate governance model PPT visuals help in describing roadblocks in adopting corporate governance and solution to overcome the same. Evaluate corporate governance based on different criteria present in the slide. Hence, download this visually attention-grabbing corporate governance model slideshow and deliver a quality presentation. https://bit.ly/32DmRrN
This presentation comes to you from International Project Management Day 2013 - the annual global virtual summit from IIL that brings together business and technology leaders from around the world to discuss the latest trends and methods in business, leadership and communications. To view the accompanying video keynotes and presentations connect to the event here bit.ly/1blJSkE or purchase the DVD collection http://bit.ly/1fZ9Yc0
5 To Dos for Recruiters in a Weak Economyjeremyshapiro
A presentation used on hr.com talking about HR\'s contribution to a business during a weak or recessionary economy. The recorded audio is on hr.com.
http://www.hr.com/SITEFORUM?t=/contentManager/onStory&e=UTF-8&i=1116423256281&l=0&ParentID=1119974671478&StoryID=1224700916704&highlight=1&keys=jeremy+%2Bshapiro&lang=0&active=no
The KPI - Cash Flow Modeling and Projections (Series: MBA Boot Camp 2020) Financial Poise
You can chase a lot of financial measures of your business, but nothing stacks up to cash flow. Like a boat captain on a rough sea, being able to see what is coming at you financially is absolutely invaluable. Cash flow models are the absolute go-to tool for reviewing companies in distress, yet they are also invaluable to venture capitalist who must manage long range investments as well as fast growth. This webinar discusses the basic components of a cash flow model, why it is weekly and not monthly and why 13 weeks is the usual length. This webinar also discusses what type of data is best for making an efficient and practical cash flow model, as well as best practices for reporting and pitfalls associated with modeling and balance roll forwards.
Purchasing & Procurement Analyses for Management ConsultantsAsen Gyczew
During Consulting Projects a lot of attention will be devoted to Purchasing & Procurement. Usually, this area generates big cost reductions and helps improve liquidity. Finding potential savings is not always easy and requires well-organized approach to companies purchases. Luckily, there are a lot of techniques and frameworks that will help you in a structured way to look for savings and potential improvements of liquidity. In this course, I will teach you how to perform fast and efficiently different types of analyses in Purchasing & Procurement.
In the course you will learn the following things:
1. General information about Purchasing & Procurement.
2. Useful frameworks for analyzing Purchasing & Procurement.
3. How to find ways to cut costs in Purchasing & Procurement.
4. How to identify potential ways to improve your liquidity, especially quick wins.
5. How to estimate in Excel potential impact of proposed changes.
For more check the following course:
https://bit.ly/PurchasingConsulting
Funnel Analysis for Management Consultants & Business AnalystsAsen Gyczew
A practical guide on how to do funnel analyses & use them for decision making
Funnels and funnel analyses are great tools that can help you find problems and opportunities, optimize processes as well as manage projects. They are widely used by technological firms. However, many industries are still not using them, despite their big potential. In this presentation, I will teach you how to use funnel analyses to increase the profits of the firm.
In the presentation you will learn the following things:
What are funnels?
1. How to analyze funnels in Excel
2. How funnels look like for e-commerce, marketplace, SaaS firms and other business models
3. How to use funnels and funnel analysis to increase sales and profits
4. What are cohorts and how to use them to analyze funnels?
5. How to use funnels to manage tests, projects, or tasks
For more check the following course:
https://bit.ly/FunnelsConsulting
Scaling Business for Management Consultants & ManagersAsen Gyczew
A practical guide on how to scale businesses in practice fast and efficiently
Course summary
What is the aim of this course?
If you have managed to build a successful business that is also profitable, at some point you will start thinking about scaling your business and drastically growing its size and profits. This will require a different approach than the everyday management of the business. You need different frameworks to scale fast & efficiently the business. In this course, I will teach you how to find ways to scale the business fast & efficiently. I will also show you how to prepare the organization for scaling
In the course you will learn the following things:
1. How firms like Tesla, Amazon have scaled their business
2. How to scale different areas of you firm
3. How to identify biggest bottlenecks preventing you from scaling
4. How to estimate the speed of scaling
5. How to design your scaling process
6. Scale faster
7. Scale successfully Sales, Operations and Recruitment
For more check the following course
https://bit.ly/ScalingBusinesses
Segmentation Methods for Management Consultants & Business AnalystsAsen Gyczew
A practical guide on how to analyze segments of customers during consulting projects
If you are participating in a consulting project devoted to Sales & Marketing or Strategy most likely you will have to either do segmentation or analyze existing segments of customers. You will try to achieve it on the basis of internal data, market research as well as other external data. In this course, I will teach how to rapidly and efficiently segment customers and analyze existing segments during consulting projects.
In the course you will learn the following things:
1. How you can segment customers?
2. When to use a specific segmentation technique?
3. Crucial Excel formulas you will need to do segmentation
4. How to do simple segmentations in Excel using internal or external data
5. How the B2B segmentation differs from B2C segmentation
This course is based on my 15 years of experience as a consultant in top consulting firms and as a Board Member responsible for strategy, performance improvement, and turn-arounds in the biggest firms from Retail, FMCG, SMG, B2B, and services sectors that I worked for. I have carried or supervised over 90 different performance improvement projects in different industries that generated in total 2 billion of additional EBITDA. On the basis of what you will find in this course I have trained in person over 100 consultants, business analysts and managers who now are Partners in PE and VC funds, Investment Directors and Business Analysts in PE and VC, Operational Directors, COO, CRO, CEO, Directors in Consulting Companies, Board Members, etc. On top of that my courses on Udemy were already taken by more than 103 000 students including people working in EY, Walmart, Booz Allen Hamilton, Adidas, Naspers, Alvarez & Marsal, PwC, Dell, Walgreens, Orange, and many others.
For more check the following course:
https://bit.ly/SegmentationMC
Business Model Innovation for Management ConsultantsAsen Gyczew
Business Model Innovation for Management Consultants
A practical guide on how to change & innovate the business
Course summary
What is the aim of this course?
Consulting firms are hired very often to help to change the Business Model. Those projects are difficult as you have to generate innovation and convince the firm to change. There is no one recipe for how to innovate. However, there are some proven techniques, frameworks, approaches that will help you find a way to innovate the Business Model. In this course, I will teach you how to pick the right Business Model Innovation technique during consulting projects.
In the course you will learn the following things:
1. What frameworks, tools techniques you can use to Innovate your Business Model
2. How others have implemented the Innovation
3. How to estimate the potential impact of the Business Model Innovation in Excel
For more check the following course:
https://bit.ly/BusinessInnovationsMC
Production Planning for Management Consultants & Business AnalystsAsen Gyczew
A practical guide on how to do analyses during consulting projects
What is the aim of this presentation?
Consulting firms are hired very often to help with Supply Chain and Production. During such projects, you will quite often have to look at the production planning and optimize it. Optimizing production planning will require a good understanding of what drives production capacity, as well as how production can impact the costs in the whole supply chain. In this presentation, I will teach how to perform fast and efficiently different types of analyses related to production planning.
In the presentation you will learn the following things:
1. What the production capacity depends on and how to estimate it
2. How to find optimal production batches for different products in Excel that will minimize costs in the whole supply chain
3. How to plan production capacity for the future
4. How and when to use different methods for production planning
This presentation is based on my 15 years of experience as a consultant in top consulting firms and as a Board Member responsible for strategy, performance improvement, and turn-arounds in the biggest firms from Retail, FMCG, SMG, B2B, and services sectors that I worked for. I have carried or supervised over 90 different performance improvement projects in different industries that generated in total 2 billion of additional EBITDA.
For more check the following course: https://bit.ly/ProductionPlanningAsen
Data Visualization for Management Consultants & AnalystAsen Gyczew
What is the aim of this course?
In consulting you will spend a lot of time on creating presentations to show the results of your analyses to the customer. That is why, data visualization is so important. With proper display of data you have more chances of convincing the customers that your approach makes sense. In this course I will teach how to use different data visualization techniques to show the results of your analyses during consulting projects.
In the course you will learn the following things:
1. What types of slides you should use to present your thoughts
2. What types of charts you should use for data visualization
3. How to read the charts
4. How to create charts in Excel
5. How to create charts in PowerPoint
6. How to create dynamic charts in Excel
For more check the following course
https://bit.ly/DataVisualizationMC
How to delegate work efficiently - a practical guide for Management Consult...Asen Gyczew
A practical guide on how to delegate work fast & efficiently
Course summary
What is the aim of this course?
If you want to advance in your career and get promoted you have to learn how to efficiently delegate work to other people. It is not an easy skill to master, but you also do not have to be born with a special talent. With a proper approach, you can delegate any work efficiently. Luckily, there are a lot of interesting management productivity hacks that will help you delegate work efficiently to other people. In this course, I will teach how to delegate efficiently work to other people and still not jeopardize the quality of the work.
In the course you will learn the following things:
1. How to delegate efficiently
2. When to use different types of delegation
3. How NOT to do things you are not supposed to do
4. How to make sure that the team works efficiently
For more check the following course:
https://bit.ly/DelegateManagementConsultans
Essential Real Estate Modeling in ExcelAsen Gyczew
What is the aim of this course?
Modeling real estate in Excel is not easy. In real estate, you will have to forecast the cash flow for long investment periods. In most models, you will have to forecast loan payments, maintenance costs, operational costs, and potential revenues from operating the real estate. On top of that, in real estate, we have different business models that will have different business drivers. To make your work easier, I will teach you in this course how to model in Excel fast and efficiently real estate investments.
In this course you will learn the following things:
1. Essential concepts related to real estate and modeling them in Excel
2. What are the main drivers of the profits in real estate for different business models
3. How to model buy & rent of real estate in Excel
4. How to model in Excel hotels and other short-term renting businesses (Airbnb, booking.com)
5. How to model in Excel flips/flipping
6. How to make decisions on the investment in real estate, based on the Excel model
For more information check my online course: https://bit.ly/RealEstateModels
Sales Forecasting for Management Consultants & Business AnalystsAsen Gyczew
During many consulting projects, you may be asked to forecast the sales of the firm or check sales forecast models done by the customer. Sales forecasting requires a specific approach to data and also a lot of creative, out of box thinking, to address the issue of insufficient data and changing environment. In this presentation, I will teach you how to do fast and efficiently basic sales forecast models in Excel. We will create a relatively simple sales forecast. Nevertheless, they will significantly help your customer define strategy and decide whether he should open a new factory, enter a new field, buy a business. We will NOT get into complicated models, forecasts as in most case you will not have neither time nor data to do them. It would also require a wider knowledge of mathematics, statistics, econometrics and a usage of more advanced tools than Excel. The things you will learn in this presentation will be sufficient in 70% of the cases and can be done with the knowledge of basic Math. Such basic sales forecasts are especially important during Strategy projects, M&A projects and business development projects. In such projects, you want to get fast rough sales forecasts using simple methods. A similar approach as we will show in this presentation can be used as the starting point for budgeting models.
In the presentation you will learn the following things:
1. The essential concepts in sales forecasting and the main tools that you may need.
2. How to forecast sales in Excel using simple methods fast and efficiently
3. What drivers of sales you should take into account for selected industries. We will look at different cases studies to see how you can move from drivers to a working model in Excel
For more check my online course: http://bit.ly/SalesForecastConsulting
M&A for Management Consultants & Business AnalystsAsen Gyczew
What is the aim of this presentation?
Consulting firms are hired very often to help with Mergers & Acquisitions. Those projects are difficult as you have to deliver results fast and you have to deal with many stakeholders. You not only have to help select potential targets, model businesses in Excel, but also you will have to estimate the potential benefits of M&A, the value of the firm and forecast the development of the acquired firms. In this course I will teach how to perform fast and efficiently different types of analyses during M&A projects.
In the course you will learn the following things:
1. What kind of analyses you may have to do during M&A project
2. How to Select Potential Targets for M&A using Excel
3. How to create a financial model in Excel for M&A purposes
4. How to estimate the value of M&A target
5. How to estimate potential synergies coming from M&A process
6. How to conduct commercial due diligence
7. What kind of market research tools you can use during due diligence
For more check the following course http://bit.ly/MAMConsulting
Tags: financial analysis, M&A, investment analysis, NPV, financial indicators, controlling, valuation, acquisition, mergers Management Consulting projects, Consulting Project, McKinsey, OC&C, PwC, EY, Bain, BCG, performance improvement projects, Alvarez & Marsal
Effective Meetings for Management Consultants & AnalystsAsen Gyczew
What is the aim of this presentation?
During consulting projects you will be doing plenty of interviews and meetings. At the beginning, you may find them very stressful and challenging, especially, when you have to talk with directors, managers that are much older than you, and that have much bigger experience than you. Luckily, there are a lot of interesting techniques that will help you conduct efficiently interviews and meetings during consulting projects.
In this course, I will show you different tips and methods that will help you achieve your goals. Thanks to this course you will learn the following things:
1. How to prepare and conduct initial interviews during consulting projects
2. How to conduct regular meetings
3. How to make sure that your final presentation is a success
4. How to conduct implementation and internal meetings during consulting projects
For more check the following course: https://bit.ly/MeetingsConsultants
Financial Analysis for Management Consultants & AnalystsAsen Gyczew
During many consulting projects, you will have to do a lot of financial analysis and draw conclusions about specific companies or industries. This is especially true during due diligence projects, strategic projects and turn-arounds. Financial analyses will help you decide which option is better, what investments you should take, estimate potential improvements or estimate the impact on the profit and the balance sheet. On top of that, during consulting projects, you have to do everything 3x faster and with little data. Therefore, I will teach you in this course how to do fast and efficiently financial analyses and how to draw conclusions from them
In the course you will learn the following things:
1. How to do financial analyses in Excel fast and efficiently
2. How to draw conclusions from the analyses
3. How to analyze financial statements in Excel
4. How to use financial indicators
5. How to model a business in Excel
6. How to analyze business units of the firm
7. How to carry out analyses related to M&A
8. How to evaluate potential investment in Excel
9. How to estimate the value of the firm using simple methods
For more check the following course: http://bit.ly/FinancialAnalysisExcel
Liquidity Management for Management Consultants & ManagersAsen Gyczew
Many companies despite having profits still have problems with cash. In other words they have to improve their liquidity. This topic is not widely discussed and a few management consultants as well as managers know how to do it practice. Therefore, more companies die because of problems with liquidity than due to low profits. Luckily, there are a lot of techniques that will help you in a structured way look for ways to generate more cash from the business.
In this course I will show you different methods that you can use to improve the cash position of your business. You will learn the following things:
1. How to identify potential ways to improve your liquidity, especially quick wins
2. How to estimate in Excel how much cash you can generate from specific solution
3. How to pick the optimal solution
4. How to prevent the firm from going bankrupt due to liquidity problems
You will learn here how to cut costs, reduce inventory, reduce receivables, improve payables, and restructure debt and many more:
For more check the following course: http://bit.ly/LiquidityManagementConsulting
Business Idea Generation for Management Consultants & ManagersAsen Gyczew
To build a business you need a good idea that you can explore and develop. Unfortunately, coming up with a good business idea is not easy. Most firms and universities don’t show how to come up with business ideas. They concentrate on teaching you how to run existing businesses. Luckily, there are a lot of proven methods to find interesting business ideas. If you are Management Consultant you can use them during consulting projects to help your customers grow their business. If you are a manager or startup founder they will prove priceless in your quest to discover new business opportunities. In this course I will show you different methods to come up with killer business ideas. In the course you will learn the following things:
1. How to come up with business ideas by improving existing products, solving existing problems
2. When specific methods of business idea generation can be applied
3. How specific business method should be applied
4. How to find ways to 10x existing solutions
5. How to innovate your product and your business model
6. How to build add-on business using your current business
For more check the following course: http://bit.ly/BusinessIdeasGeneration
Decision Making with Excel for ManagersAsen Gyczew
As a manager you will be tempted to trust your guts and use your experience to decide what and how to do it. Quite often this approach may be misleading. It is much better to use data driven approach and before you make the decision look at the potential consequences. In this course I will show you how to make more rational choices as a manger using Excel. We will go through a lot of case studies that will help you master this skill.
In the course you will learn the following things:
1. How to be data driven in solving problems
2. How to make better decisions using Excel
3. How to handle uncertainty when you are making decisions
4. Which method, framework you should use in a specific situation
You will learn how to make decisions using make or buy analysis, voting system, simulations, rankings, how to analyze the costs of different investments (aiming at cost reduction, removing bottlenecks, requested by the customers). We will also how to apply the portfolio decision making, value proposition alignment, strategic alignment frameworks.
For more check my course: https://bit.ly/DecisionMakingExcel
Personal Finance using Management Consulting HacksAsen Gyczew
What is the aim of this presentation?
No matter how much you earn it’s not easy to build wealth. The money you earn somehow magically disappears although it seems to you that you have been quite frugal. On top of that, it’s difficult to make certain tradeoffs in life where you have to spend money: Should you cook on your own or buy prepared food? Is it better to rent apartment of buy your own? Should you go for MBA or not? We are not taught at school to make rational decisions and manage our money and wealth. Luckily, there are a lot of nice management consulting tools, techniques and frameworks that will help you spend less, be more efficient, earn money and generate additional income. You don’t have to go to top consulting firm to learn them. You can master them by taking my presentation.
This presentation will help you drastically improve your skills in managing money and making more rational choices using management consulting tools, techniques and frameworks. If you have a specific problem just let me know and I will give you tips on how to solve it using the tools presented in this presentation.
The presentation is designed for people who want to become more data driven and less emotional in the way they manage money and make decisions related to money. Thanks to the presentation you will be making better decisions and you will learn techniques that will help you faster build your wealth. In the presentation you will learn 6 main things:
1. How to spend less money
2. How to make sure that you spend money on the right things
3. How to be more productive, work faster and more efficiently
4. How to earn more money
5. How to generate additional revenue streams
6. How to invest wisely your money
You can find more in my course: http://bit.ly/PersonalFinanceHacks
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A few years ago I have seen a documentary movie showing a refugee camp. To my surprise they have managed to create a mini economy inside the camp. There was a school, hairdresser, somebody who could fix the tent. In other words even if the worst happens a new balance is created in which the flow of goods and services carries on.
We will see the same thing during and after the corona virus pandemic. He will be most likely witnessing pretty big recession this year and the businesses will have to adapt to the new situation.
We will see a lot of changes in sales, operations, population control that will help you go back to the new normal state in which the economy will be rebuild. Similar to what after 9/11 there will be however a lot of changes in the way in which we handle human contact and how we organize our enterprises.
We have prepared a few tips on that in a form of a presentation. We have divided it into 2 parts. In the first one we provide some tips for the firms. In the second one for the governments. Some of them are short term tips how to handle the situation 6 months. There are also tips that will help you avoid such a huge shock to the everyday life in the long run
Enjoy this presentation
I would also recommend checking the following other resources:
1. Bain – Defending Retail against coronavirus
2. Roland Berger - Three Scenarios For How Coronavirus May Affect Economies And Industries
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Having good people that can do great job is the fundamental thing that every consulting firm has to secure. If you a smaller consulting firm you will struggle with attracting the best and brightest. Therefore, the training process at your firm is crucial. It will help you deliver great results for your customers and scale your business. However, training Business Analysts and Management Consultants is not easy. It takes a lot of time and effort to transform a freshman into a world class Business Analyst. I had the pleasure to train numerous Management Consultants and Business Analyst that not only did a great job at consulting firms but later on went on to become partners and directors at PE funds, COO, CEO, CRO, Directors. In this course I will show you what process and tools I have been using and I will teach you how to train your Business Analysts and Management Consultants efficiently (fast and with little resources). Thanks to the approach that I will show in this course you will have a significant competitive advantage over others.
In the course you will learn the following things:
1. How to define the profile of the ideal consultant
2. What options are on the table when it comes to training consultants and business analysts
3. How to estimate the costs of each every type of training
4. How to allocate time to training
5. How to build the training machine for your firm
For more check my course: http://bit.ly/TrainManagementConsultants
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During many consulting projects you will have to analyze financial statements (balance sheet, income statement, cash flows) and draw conclusion about specific company. This is especially true during due diligence, strategic projects and turn-arounds. Financial analyses require relatively good understanding of finance and accounting. Business Analysts and Management Consultants that did not study Finance or Business tend to have some problems with navigating this area. This course will help you overcome this problem. Those of you who have finished Business School or Economics will find here a great refresher with a lot of practical tips how to do certain analysis during a consulting project.
This course will help you drastically improve your knowledge and skills in finance and accounting. It is designed for people who are or want to become management consultants, business. In the course you will learn 5 main things:
1. How to read financial statements such as a balance sheet, an income (profit & loss) statement, cash flows
2. How to draw conclusions from financial statements
3. Main principles of accounting
4. How to analyze financial indicators
5. How to estimate the value of the firm / do valuation
I will NOT teach you everything about finance & accounting because it is simply not efficient (and frankly you don’t need it). This course is organized around 80/20 rule and I want to teach you the most useful (from business analyst / consultant perspective) things that will enable you to understand the financial data and analyze them.
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Adani SEBI investigation revealed that the latter had sought information from five foreign jurisdictions concerning the holdings of the firm’s foreign portfolio investors (FPIs) in relation to the alleged violations of the MPS Regulations. Nevertheless, the economic interest of the twelve FPIs based in tax haven jurisdictions still needs to be determined. The Adani Group firms classed these FPIs as public shareholders. According to Hindenburg, FPIs were used to get around regulatory standards.
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https://www.productmanagementtoday.com/frs/26903918/understanding-user-needs-and-satisfying-them
We know we want to create products which our customers find to be valuable. Whether we label it as customer-centric or product-led depends on how long we've been doing product management. There are three challenges we face when doing this. The obvious challenge is figuring out what our users need; the non-obvious challenges are in creating a shared understanding of those needs and in sensing if what we're doing is meeting those needs.
In this webinar, we won't focus on the research methods for discovering user-needs. We will focus on synthesis of the needs we discover, communication and alignment tools, and how we operationalize addressing those needs.
Industry expert Scott Sehlhorst will:
• Introduce a taxonomy for user goals with real world examples
• Present the Onion Diagram, a tool for contextualizing task-level goals
• Illustrate how customer journey maps capture activity-level and task-level goals
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Implicitly or explicitly all competing businesses employ a strategy to select a mix
of marketing resources. Formulating such competitive strategies fundamentally
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2. 2
Sometimes to create value in the firm or manage a huge number of
complicated projects you have to set up Project Management Office (PMO)
3. 3
In business you have to make a lot of important decisions
This is pretty difficult especially when it comes to selecting
the right projects and later on implementing them.
4. 4
In business you have to make a lot of important decisions
In this presentation I will show you how
to set and run the PMO in practice.
5. 5
How to build PMO? Project selectionWhen PMO is used
PMO Deliverables Tools used by PMO
Recruit & Train PMO
team
We will discuss the following things
7. 7
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
Project Management Office (PMO) for
Management Consultants
$190
$19
Click here to check my course
10. 10
There are 5 main situations when PMO is extensively used. We will
discuss them in this section
Juggernaut situation
Performance
Improvement situation
Turn Around situation
Private Equity situation Drastic growth situation
Other situations
(i.e. CEO personal team)
12. 12
Some companies are so big that they need PMO to provide the visibility on what
happens in the firm. Without PMO the Management is blind and powerless.
13. 13
Just as a reminder the Juggernaut situation is one out of 5 main
situations when it makes sense to build PMO
Juggernauts
Performance
Improvement
Turn Around Private Equity Growth
14. 14
Let’s discuss the first situation
Juggernauts
Provide visibility about
projects happening
Performance
Improvement
Turn Around Private Equity
Goal
List projects happening
in the firm
Provide information
about projects to the
Board of Directors
Coordinate them (so
they don’t contradict
each other, have
sufficient resources etc.)
Provide consistency –
reporting of projects,
analyzing, presenting
results, managing etc.
Organize official
reporting system of the
project progress
What PMO
has to do
Growth
15. 15
Below some hints when it’s time to build such a PMO
You have many production sites
You have many businesses scattered
all over the country
You are operating in many states or
countries
You did a lot of M&As
You have been growing drastically
over the last few years
You employ a lot of family members
& friends
You have more than 400 people in
the Head Office
You have in total more than 5 000
people
17. 17
In some cases the firm is loosing profitability or cannot catch up with competitors.
In such cases PMO may also be a good idea to change the profitability.
18. 18
Just as a reminder the Performance Improvement situation is one out of
5 main situations when it makes sense to build PMO
Juggernauts
Performance
Improvement
Turn Around Private Equity Growth
19. 19
Let’s discuss it in detail
Juggernauts
Performance
Improvement
Make sure that the goal
is achieved (increased
EBITDA, net profit, etc.)
Turn Around Private Equity
Goal
Generate ideas how to
increase the EBITDA /
net profit
Ensure that projects get
sufficient resources
Supervise execution of
projects that are
supposed to deliver the
set goals of EBITDA / net
profit
Provide analytical &
project management
resources
Help get external
resources if needed
Escalate if problems
occurs
What PMO
has to do
Growth
20. 20
Below some hints when it’s time to build such a PMO
Your profitability has been
decreasing
Your profitability differs between
countries, sites, businesses
Your people work for you for many
years
There is rivalry or a conflict between
directors
Your firm is not innovative
A lot of directors, managers don’t
have degree in Business / Economics
A lot of directors, managers didn’t
graduate from university
The firm has been driven to a large
extent by the owner
22. 22
In some cases the firm is almost dead. It has lost its liquidity (no cash) or
profitability. In such cases PMO may help you turn around the business.
23. 23
Just as a reminder the Turn Around situation is one out of 5 main
situations when it makes sense to build PMO
Juggernauts
Performance
Improvement
Turn Around Private Equity Growth
24. 24
Let’s discuss this situation in detail
Juggernauts
Performance
Improvement
Turn Around
Make sure that the firm
survives and achieves
goals (regained liquidity
or profitability)
Private Equity
Goal
Generate ideas how to
increase liquidity &
profitability
Set projects to achieve it
Ensure that projects get
enough resources
Supervise execution of
projects & manage the
most important ones
Provide analytical &
project management
resources
Solve problems
Help get external
resources if needed
Escalate if problems
occurs
What PMO
has to do
Growth
25. 25
Below some hints when it’s time to build such a PMO
You have problems with liquidity
(you hardly pay on time)
You have entered Chapter 11 or
similar legal defense
Your Debt is bigger than 3 x EBITDA
Some of your businesses are
drastically declining in size
Some of your businesses are
drastically declining in profitability
A disruption makes your business
highly irrelevant
The firm was so indebted that banks
took over
The firm owes a lot of money to
many different parties
27. 27
When the firm is bought by PE quite often it has to grow very fast or drastically improve it’s
profitability. This requires additional resources and focus. In other words it requires PMO.
28. 28
Just as a reminder the Private Equity situation is one out of 5 main
situations when it makes sense to build PMO
Juggernauts
Performance
Improvement
Turn Around Private Equity Growth
29. 29
Let’s discuss this situation in detail
Juggernauts
Performance
Improvement
Turn Around Private Equity
Make sure that the firm
increases the value
according to goals set at
the purchase date (3x-5x
the Enterprise Value)
Goal
List the projects that
have to happen to
ensure the value
creation
Ensure that projects get
sufficient resources,
sometimes from the PE
Supervise execution of
projects that are
supposed to deliver
value creation
Report progress to
Management Board &
owners (PE)
Escalate if the pace of
value creation is too
slow
What PMO
has to do
Growth
30. 30
Below some hints when it’s time to build such a PMO
PE doesn’t want to change the
Management Board
Management Board is good yet lacks
certain skills
The firm needs to drastically grow in
size
Profitability has to be drastically
improved
PE has many business and has no
time to get involved
The acquired by PE firm is big and
diversified
The firm is in a very competitive
industry
The firm has liquidity problems
32. 32
In some cases you want to grow so fast that you need to set up PMO to make
sure that the growth happens, and the firm does not fall apart in the process.
33. 33
Just as a reminder the Turn Around situation is one out of 5 main
situations when it makes sense to build PMO
Juggernauts
Performance
Improvement
Turn Around Private Equity Growth
34. 34
Let’s discuss this situation in details
Juggernauts
Performance
Improvement
Turn Around Private Equity
Goal
What PMO
has to do
Growth
Achieve set size (# of
users, market share,
production capacity,
revenue size)
Generate ideas how to
grow
Identify bottlenecks that
limit the growth
Set priorities
Provide resources
Supervise execution of
projects
Provide analytical and
management resources
if needed
Report progress to
Management Board &
owners
35. 35
Below some hints when it’s time to build such a PMO
The business is organized around
functions
The obvious growth opportunities
have been used
Directors on average have spent
more than 7 years in the business
The firm is owned / run by a family
There organizational structure is
pretty complicated with many levels
You lack analytical resources
The firms was powered by the will
of 1-3 key people
Growth requires time and a lot of
money (i.e. high capex)
37. 37
Below a short summary of what we have discussed so far
Juggernauts
Provide visibility about
projects happening
Performance
Improvement
Make sure that the goal
is achieved (increased
EBITDA, net profit, etc.)
Turn Around
Make sure that the firm
survives and achieves
goals (regained liquidity
or profitability)
Private Equity
Make sure that the firm
increases the value
according to goals set at
the purchase date (3x-5x
the Enterprise Value)
Goal
List projects happening
in the firm
Provide information
about projects to the
Board of Directors
Coordinate them (so
they don’t contradict
each other, have
sufficient resources etc.)
Provide consistency –
reporting or projects,
analyzing, presenting
results, managing etc.
Organize official
reporting system of the
project progress
Generate ideas how to
increase the EBITDA /
net profit
Ensure that projects get
sufficient resources
Supervise execution of
projects that are
supposed to deliver the
set goal of EBITDA / net
profit
Provide analytical &
project management
resources
Help get external
resources if needed
Escalate if problems
occurs
Generate Ideas how to
increase liquidity &
profitability
Ensure that projects get
sufficient resources
Supervise execution of
projects & manage the
most important ones
Provide analytical &
project management
resources
Solve problems
Help get external
resources if needed
Escalate if problems
occurs
List the projects that
have to happen to
ensure the value
creation
Ensure that projects get
sufficient resources,
sometimes from the PE
Supervise execution of
projects that are
supposed to deliver
value creation
Report progress to
Management Board &
owners (PE)
Escalate if the pace of
value creation is too
slow
What PMO
has to do
Growth
Achieve set size (# of
users, market share,
production capacity,
revenue size)
Generate ideas how to
grow
Identify bottlenecks that
limit the growth
Set priorities
Provide resources
Supervise execution of
projects
Provide analytical and
management resources
if needed
Report progress to
Management Board &
owners
39. 39
Below some other situations when PMO can be build
Big projects (new factory,
change of head office,
new systems)
PMO for IT projects PMO for M&A situation
PMO to handle
intrapreneurship projects
PMO to handle
cooperation with
startups
PMO to handle a crisis
CEO personal team
40. 40
For more details and content check my online course where you can find case
studies showing analyses along with detailed calculations in Excel
Project Management Office (PMO) for
Management Consultants
$190
$19
Click here to check my course
43. 43
In this short section we will discuss the following issues
The process of building
PMO
The role & goals of PMO KPIs used for PMO
What role can PMO play
on different projects
45. 45
Below the general process of building PMO in the organization
Define the role &
Goals of the PMO
Select Projects
Recruit & Train PMO
team
Provide resources &
teach
Execute & Supervise
What is the situation?
Where you will place
it (in the org chart)?
How much power you
will give it?
Who will you run it?
How many people
there will be?
What KPIs you will
give them?
Define what role PMO
plays on different
projects
List all potential
projects
Pick the frameworks
for choosing which
projects should be
done
Decide on the role of
PMO in each and
every projects
Define the ideal PMO
employee profile
Define their roles
Recruit the PMO team
members
Train them
Define PMO
deliverables
Pick the tools
For every project
define what is needed
Define the acceptance
process
Provide PMO
resources
Make sure that every
team has sufficient
resources
Teach Project
Managers & Business
Analysts from outside
PMO how to deal with
data, manage projects
etc.
Supervise some
projects
Execute some projects
Define reporting
system (Project
Managers to PMO &
PMO to Management
Board, Sponsors,
Owners)
Report progress to
owners,
46. 46
In this section I will discuss the first element
Define the role &
Goals of the PMO
Select Projects
Recruit & Train PMO
team
Provide resources &
teach
Execute & Supervise
47. 47
Other stages will be discussed in separate sections
Define the role &
Goals of the PMO
Select Projects
Recruit & Train PMO
team
Provide resources &
teach
Execute & Supervise
49. 49
As we previously said the role and goals of the PMO to a large extent
depends on the situation
Juggernauts
Provide visibility about
projects happening
Performance
Improvement
Make sure that the goal
is achieved (increased
EBITDA, net profit, etc.)
Turn Around
Make sure that the firm
survives and achieved
goals (regained liquidity
or profitability)
Private Equity
Make sure that the firm
increases the value
according to goals set at
the purchase date (3x-5x
the Enterprise Value)
Goal
Growth
Achieve set size (# of
users, market share,
production capacity,
revenue size)
50. 50
However there are other factors that can also impact the role & goals of
the PMO
Situation
Where PMO is located in the
organizational structure
What decision making power you
can give it
Bonus system for the PMO
Seniority of the person running PMO
& its employee
Size of the firm
Size of PMO
52. 52
Let’s start with what kind of general PMO we had. Each and one of
them will have different KPIs
Juggernauts
Provide visibility about
projects happening
Performance
Improvement
Make sure that the goal
is achieved (increased
EBITDA, net profit, etc.)
Turn Around
Make sure that the firm
survives and achieved
goals (regained liquidity
or profitability)
Private Equity
Make sure that the firm
increases the value
according to goals set at
the purchase date (3x-5x
the Enterprise Value)
Goal
Growth
Achieve set size (# of
users, market share,
production capacity,
revenue size)
53. 53
Let’s start with what kind of general PMO we had. Each and one of
them will have different KPIs
Juggernauts
Provide visibility about
projects happening
Performance
Improvement
Make sure that the goal
is achieved (increased
EBITDA, net profit, etc.)
Turn Around
Make sure that the firm
survives and achieved
goals (regained liquidity
or profitability)
Private Equity
Make sure that the firm
increases the value
according to goals set at
the purchase date (3x-5x
the Enterprise Value)
Goal
Growth
Achieve set size (# of
users, market share,
production capacity,
revenue size)
% of projects that have
all the necessary
information
% of projects that are
on-track
% of projects delivered
within the budget
EBITDA achieved vs
planned
% execution of EBITDA
EBITDA achieved vs
planned
% execution of EBITDA
Cash position achieved
vs planned
Debt level achieved vs
debt level planned
% Debt reduction
Enterprise Value or
Equity Value achieved vs
planned
Transactional Value of
Equity at the moment of
selling the business
EBITDA level
KPI # of users / market
share / capacity
achieved vs planned
% execution of the
growth target
55. 55
PMO can play different roles on different projects. Some of them it will just
have to accept whereas others it will have to manage directly on daily basis.
56. 56
Let’s see how involve the PMO can be
Be only informed
about project
existence
Level of engagement
Low Huge
Give opinion about
the project
Monitor regularly
its progress
Accept project
before it starts
Provide resources
for the project
Supervise actively
the project
Execute projects –
act as Project
Managers
59. 59
We have previously said that the process of building the PMO consists
of 5 stages
Define the role &
Goals of the PMO
Select Projects
Recruit & Train PMO
team
Provide resources &
teach
Execute & Supervise
60. 60
In this section I will concentrate on the 2nd stage
Define the role &
Goals of the PMO
Select Projects
Recruit & Train PMO
team
Provide resources &
teach
Execute & Supervise
61. 61
In this section we will talk about different methods to select projects for
execution that PMO can use
Strategic alignment
framework
Value proposition
alignment framework
Portfolio decision making
Bottleneck Framework Others
63. 63
Is it aligned
with the
overall
strategy?
Impact
YESNO
High
Low
Things with big impact that are aligned
with our strategy
1
Things with small impact that are
aligned with our strategy
2
Things with big impact that are not
aligned with the strategy
Those are the “Maybe projects”
3
No
In the strategic alignment framework we divide projects into 4 groups
64. 64
The impact can be measured in many ways
Future EBITDA
This is a useful criteria if you
are quoted at the stock
exchange or you will be selling
the company at some point
Most investor perceive the
value of the firm as the EBITDA
multiplied by some multiplier
In this case we only look at the
future EBITDA for the project
we are considering
NPV of the cash flow
Here we would look at the NPV
of the cash flow generated by
specific project
We would pick this as a criteria
if we consider the cash
generation as extremely
important, more important
than the future valuation
Users / Market share
In some cases the future
profitability depends heavily
on the future size
In those cases the future
structure of the industry will
be some sort of monopoly
(including oligopoly)
This is important especially if
the investors are not treating
profitability as the main
criteria
66. 66
Imagine that you have to help a producer of products from milk to
decide which projects he should implement and which to neglect.
67. 67
A few information about the firm
They want to 3x EBITDA in 5 years
They have defined a strategy for the
next 5 years
They have 10 projects that they
consider
68. 68
Below a summary of their strategy
Goal
Sales & Marketing
Operations
Other issues
3 x EBITDA
Concentration on new products introduction &
direct-to-consumer marketing
No changes to distribution model
Decrease waste level
Decrease labor costs
Carbon neutral
Higher share of recyclable packages
Current Future
USD 100 M
10 products
Waste level – 4%
Labor costs – 8%
Recyclable packaging share
– 10%
USD 300 M
20 products
Waste level – 3%
Labor costs – 6%
Recyclable packaging share
– 80%
Description
Main Value Creation
Methods
Better penetration in Poland
Entering other countries
New products but still related to mil
Poland penetration - 15% Poland penetration - 20%
70. 70
Strategic alignment framework can be used in many situations. Below
some of them
You have many projects
Projects were generated by different
departments
Projects are not necessary aligned
with the strategy
You have limited resources (money
& people)
Organization has to be focused
There are many stakeholders
71. 71
For more details and content check my online course where you can find case
studies showing analyses along with detailed calculations in Excel
Project Management Office (PMO) for
Management Consultants
$190
$19
Click here to check my course
73. 73
In value proposition alignment framework you select projects
that will be the most efficient in improving customer satisfaction.
74. 74
Below how you should use the value proposition alignment framework
to make the decisions
Define the customer
segment
Define the value
proposition for the
segment
Pick the metric &
measure the current
state
List projects that will
improve the
situation
Select projects and
implement
Not all segments
have the same
needs
Not all segments
you have to keep
equally happy
Pick the segment
that is the most
important
You can take care of
other segments
during separate
projects
Define the value
proposition for the
segment you have
selected
Pick the metric that
will help you
measure how
satisfied the
customer is with
the value position
you are offering
One of the metrics
can be Net
Promoter Score
(NPS)
List projects aiming
at improving the
customer
satisfaction / value
proposition – real
or its perception
Estimate costs &
impact for every
project
Select the projects
that will be the
most efficient in
terms of improving
customer
satisfaction
Plan the
implementation of
those projects
Implement the
projects
76. 76
Now let’s help Fast Food Salad Chain pick the right
projects to improve the customer value proposition.
77. 77
A few information about the salad chain
100 location in Easter Europe
Their NPS is currently 30%
They want to improve the NPS
to 50%
They are analyzing 6 different
projects
79. 79
Value proposition alignment framework can be used in many situations.
Below some of them
High competition
Customer satisfaction the most
important factor
Big innovation in the industry when
it comes to customer satisfaction
Moderate margins
Projects may have big impact on
costs or capex
High customer value
81. 81
In many cases you don’t have to be right on every decision but only
on average. In this case portfolio decision making comes very handy.
82. 82
To exemplify it let’s imagine that you have to 2x the value of the money given
to you on 2 projects. It may mean that on both projects you have to 2x or…..
10 M 20 M
2x
5 M 10 M
5 M 10 M
2x
2x
83. 83
… you achieve it mainly by increasing the value of just one of them to much
bigger extent.
10 M 20 M
2x
5 M 20 M
5 M 0 M
4x
0x
84. 84
Below how you should use the portfolio management to make decisions
List potential
projects you
consider
Estimate their
potential impacts &
probabilities
Group them by risk
groups
Define the number
of projects you will
invest in
Pick the projects
diversifying the risk
List all potential
projects that you
consider
Here you should
either list projects
that are using the
same budget or
addressing the
same issue / area
Decide what do you
mean by impact –
NPV of the cash
generated by the
project, EBITDA,
market share etc.,
For every project
estimate the
potential impact
Estimate the
probability of the
project achieving
the goal
Assign to every
project the main
risk factor
Group the projects
around the same
risk factor (i.e. in
one group projects
that depend on the
market growth as
the main driving
force)
Define the total
budget you can
spend on projects
Define the number
of projects you will
invest
Define how many
projects you will
pick from the same
risk group
Make sure that you
don’t overspend
your budget
Make sure that no
more than certain
share (i.e. 10%) is
invested in the
same risk group
Pick the projects
using the previously
defined criteria &
limits on risk
concentration
85. 85
For more details and content check my online course where you can find case
studies showing analyses along with detailed calculations in Excel
Project Management Office (PMO) for
Management Consultants
$190
$19
Click here to check my course
87. 87
Let’s have a look at a plywood producer that considers 15 different
projects
3 plants
They have 15 investment ideas
Use portfolio management to
decide which one to pick
You cannot spend more than
EUR 30 M
89. 89
Portfolio decision making can be used in many situations. Below some
of them
The outcomes is very unpredictable
You want to diversify risks
You are doing a lot of investments so
the risk can be spread
The main sources or risks are
beyond your control
The investments are not depending
on each other
You will use the same resources for
the investments
91. 91
Bottleneck framework is a mix of 2 methods
Low hanging fruit framework
Theory of constraints /
Removing bottlenecks
92. 92
To help you better understand the bottleneck framework we will go through
the following things
The process of using the
bottleneck framework
Low hanging fruit Bottlenecks
Bottleneck Framework –
Case Study
When it makes sense to
use bottleneck
framework
93. 93
Resources needed
Impact
SmallBig
High
Low
Things with big impact that
require little work
1
Easy but with low impact
3
Things with big impact yet
expensive, time consuming
2
No
We not only look at the impact vs resources needed…..
94. 94
…but we also in the second step decide which projects to do or not to
do looking at resources we use
Name and Surname Position Department Sum of Involvement - only projects accepted
Person 1 Project Manager Development Department 90%
Person 17 Director of Commercial Dep. Commercial Department 80%
Person 18 CEO CEO 120%
Person 2 Category Manager Commercial Department 85%
Person 21 Director of Marketing Dep. Marketing Department 110%
Person 3 Category Manager Commercial Department 135%
Person 42 Project Manager IT 120%
Person 43 Business Analyst IT 90%
Person 7 Analyst Controlling Department 190%
Person 8 COO Operations 145%
Person 50 Director of Planning Dep. Planning Department 80%
95. 95
…but we also in the second step decide which projects to do or not to
do looking at resources we use
Project Name
Name and Surname BI
Foreign
Expansion Hospitals Loyalty Program M&A Marketplace New format Private Label Rebranding
Grand
Total
Person 1 30% 30% 30% 90%
Person 17 10% 20% 10% 20% 20% 80%
Person 18 20% 10% 10% 20% 20% 20% 20% 120%
Person 2 20% 15% 15% 15% 20% 85%
Person 21 10% 10% 30% 10% 10% 40% 110%
Person 3 40% 20% 20% 15% 40% 135%
Person 42 30% 30% 30% 30% 120%
Person 43 30% 30% 30% 90%
Person 7 40% 20% 60% 30% 40% 190%
Person 8 30% 10% 30% 30% 30% 15% 145%
Person 50 40% 40% 80%
97. 97
Below how you should use the bottleneck framework to select projects
List potential
projects you
consider
Estimate their
potential impacts &
resources needed
Identify low hanging
fruits
Check bottlenecks
for projects & try to
remove them
Pick the projects &
Execute
List all potential
projects that you
consider
Here you should
either list projects
that are using the
same budget or
addressing the same
issue / area
Decide what do you
mean by impact –
NPV of the cash
generated by the
project, EBITDA,
market share etc.,
Decide what you
mean by resources
(money, time of your
employees, physical
resources etc.)
For every project
estimate what
internal and external
resources they need
Using the low-hanging
fruit set priorities to
projects
Priority have projects
with high impact and
low resources needed
For group 1-3 from
low hanging fruits
check bottlenecks and
try to remove them
If removal is not
possible than use the
priorities from low
hanging fruit to
decide which you do
and which you don’t'
Pick the projects using
the previously defined
criteria
Allocate resources for
their execution
Execute & Supervise
98. 98
Before we move to case study showing you how to use this framework in
practice I will talk in details about both frameworks
Low hanging fruit framework Theory of constraints
101. 101
Get the low hanging fruits first. By low
hanging fruits we mean things with big
impact and easy to accomplish
102. 102
Resources needed
Impact
SmallBig
High
Low
Things with big impact that
require little work
1
Easy but with low impact
3
Things with big impact yet
expensive, time consuming
2
No
How to find low hanging fruits?
106. 106
Example 1
7 5 7
Example 2
5 10 20
Example 3
5 5 3
x Stage capacity
What is the throughput of every system and where is the bottleneck?
107. 107
The are 4 rules that you should follow when it comes to bottlenecks
Identify what is the bottleneck
Increase its throughput by lowering the time needed for everything that goes
through the bottleneck
Add new resources to bottleneck
Adjust everything to the bottleneck – so it works at the same pace
108. 108
Imagine that you are working in a company working in a content marketing
Research topics for a
post
Write a post Create illustration
Edit and modify
post, add illustration
and schedule
20 5 7 10
# of post that can
be done in a week
by 1 person
Speed up the writing process (faster typing,
better tools, shortcuts for the most popular
words)
xx
20 8 7 10
10 9 10 10
Make the researcher do also par time
writing and making illustration
We have almost doubled the production of post with the same resources
The same principles would apply if all the activities were done only by you – in this case it would mean that you
should not do too much research and illustration but rather improve the typing speed and match the number of
illustration and researches to your capacity in writing
If you have no impact on the process (you are one of the guys above just doing his own part and your boss does not
want to listen to you then simply do less – identify the bottleneck and adjust your speed to his speed.
On the other hand if you are the bottleneck then speed up because the whole team depends on you.
110. 110
Imagine that you have to identify which projects should be done for an
international chain of drugstores. Use the bottleneck framework to select projects.
111. 111
A few information about the firm that we will be analyzing
They have 4 000 stores
They have named 9 projects
They mapped which people they need for
the projects
Select the projects you think they should
do
113. 113
Bottleneck framework can be used in many situations. Below some of
them
Middle-sized firms
Firms in which limited # of people is
involved in most of projects
Firms owned by PE
When a lot of projects happen that
the firm has no experience in doing
After a period of drastic growth of
the Head Office
After a change of power – new CEO
or Management Board
114. 114
For more details and content check my online course where you can find case
studies showing analyses along with detailed calculations in Excel
Project Management Office (PMO) for
Management Consultants
$190
$19
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117. 117
In this section we will talk a little bit about training the people you need
for PMO
Introduction to creating
ideal team members
Values
Profile of an ideal
consultant
Structure for cooperation
Why team members have
to constantly improve
How to teach your team
members
119. 119
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
120. 120
You will achieve it only by defining and implementing 3 things
Values
Profile of the ideal
consultant
Structure for
cooperation
122. 122
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
123. 123
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
124. 124
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
125. 125
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
127. 127
As we discuss previously you want to turn inexperienced graduates into
seasoned consultants. This gives you greater chances of success during the
project
128. 128
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
130. 130
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
132. 132
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 StartStart x (1+10%)^10
135. 135
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
136. 136
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
137. 137
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
138. 138
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
139. 139
We currently are somewhere half-way through to mapping all the things
that a business analyst and consultant has to master
23 40
140. 140
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
Prepare materials Set the pace
Set time for teaching
/ learning
141. 141
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
143. 143
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
144. 144
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
146. 146
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
147. 147
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
149. 149
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
150. 150
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
151. 151
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
152. 152
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
153. 153
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
154. 154
For every day you should set up a calendar with slots. Doing things
should not be your priority
Status Update
Doer time
Analyzing & Checking
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
155. 155
How to manage your team?
Example from managing a consulting project
156. 156
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
157. 157
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
Meetings with customer team
Meetings with customer team
Meetings with customer team
Status Update
15:00-17:00
17:00-18:00
158. 158
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
159. 159
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
161. 161
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
162. 162
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
164. 164
Every team or team members are creating interesting materials during
projects / activities
SMI
165. 165
As a company or a manager you should try to collect the knowledge
from them
SMI
166. 166
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
167. 167
For more details and content check my online course where you can find case
studies showing analyses along with detailed calculations in Excel
Project Management Office (PMO) for
Management Consultants
$190
$19
Click here to check my course
170. 170
PMO produces a lot of deliverables. I will show you some examples in
this section
Project Card / Charter Project Summary Tool
Detailed Analysis &
Presentation for every
project
172. 172
During every projects team members along with PMO team will produce a lot
of deliverables
Summary of findings in
Power Point
Detailed Analysis in Excel
supporting the
presentation
Additional materials
(manuals, tools, etc.)
173. 173
Attached to the lecture you will find a summary of a project done for
DIY chain devoted to process optimization
+70 stores
2 countries
Average size of the store: 3
500 sq. m
176. 176
When it comes to tools the PMO should have the following tools available
Project Management
Tools
Presentation Template Slides Templates
Project Card / Charter Project Overview Data Collection Tools
Data bases / Data access
178. 178
To manage projects it is a good idea to use one of the following tools that will
help you keep track of projects and help the project teams work
Project Cards in Excel
Project Cards in Google
Sheet
Asana
Monday Airtable Trello
Jira Basecamp Nozbe
179. 179
For more details and content check my online course where you can find case
studies showing analyses along with detailed calculations in Excel
Project Management Office (PMO) for
Management Consultants
$190
$19
Click here to check my course