1. In you own words, what makes "measurement" an essential part of the consulting process?2. Would you attach a different level of importance to the measurement process if this was an internal assignment? Give valid reasons for your answer.3. What do you believe are the fundamental differences between qualitative and quantitative measures? Give some examples of each.4. In your personal opinion, where should the greatest emphasis lie within the consulting process?
Provides the ability to track progress, results, actions, reactions to the consulting assignment. For me personally, it turns the intangible to tangible.Possibly if the measurement could be linked to remuneration review etc, although possibly you could argue the invoice/contract for external provides for this too. I’d expect the downhill impacts of an internal assignment to impact to customer/brand so depending on the nature of the assignment this could have a bearing too.Verbal / written feedback, thoughts and ideas vs dollars, scores, units. Qualitative can be valuable though can be harder to measure in comparison without linking to some quantitative consistent metric. Quantitative alone can lack the context and depth that qualitative measures contribute.Both as above I believe they complement each other when used together.
Measurement is essential to manage project progression to plan, level of resources and time utilised. Through the project log provides a reporting mechanism for project sponsor and project stakeholders to understand what has been achieved then appreciate what the next steps are.The measurement process would be for the following reasons: 1. capturing project management costs and resource pricing may be more difficult without a specific project management system to record activities. 2. Securing internal resources to work on projects Measurement process becomes a difficult exercise of capturing all the costs associated with the project. Therefore, it would require a high level of importance to capture as costs and resources may be omitted. In addition, benefits could be attributed to many business areas within the organisation. Important to come up with appropriate fair resource allocation methodsDifference between qualitative and quantitative measures Quantiative measures can be easily identified for example hours, dollars and number of outstanding issues. Easy to measure in the form of a key performance indicator. Qualitative measures are more subjective and harder to capture for example, customer satisfaction, production efficiency, are more change behaviour in nature.In my opinion, the greatest emphasis within the consulting process is controlling and measuring of the execution phase utilising specific tools and templates to measure status, activities and any slippage. Identifying scope change and/or slippage early is particularly important which requires a range of interventions such as adding more resources, rescheduling, working better, providing incentives, dealing with low motivation.
Need to establish a base – current state – to work from. As the consultant needs to demonstrate impact there needs to be a measure. Also used to set targetsFor an internal assignment existing KPI’s and personal performance measures are more imposrtantQuantitative gives you a larger data set but more broad brush, people have responded to closed questions. So a yes/no or scale answer. Qualitative goes more in depth to shake out ‘hidden extras’ other influences and factors.Both are needed but qualitative is of more value to detect true issues and influences – which may be unclear and questions not formatted to collect in quantitative terms
Measurement is an essential part of the consulting process, because without measures there would be no objective means of determining whether what was delivered had met the required acceptance standards and was “fit for purpose”.No – I believe it is equally important that clear, objective measures are established whether the assignment is internal or external, because the impact on and results for the organisation will be the same.Quantitative measures can be determined objectively against agreed standards. Qualitative measures are more subjective and can influenced by factors such as relationship.Setting clear and reasonable measures, both qualitative and quantitative and ensuring performance and delivery is monitored and evaluated against these, both during and after the process.
learn, grow, develop (as consultants, consultancies and client organisations)No – some factors may be slightly different however the purpose should be applied similarly – to learn, grow, develop (as consultants, consultancies and client organisations)First off, both can be subjective or objective or a combination – depends on what, how and who type approach to the questions/query! Qualitative will delve (if asked right) into matters with more context, explanation and insight. Quantitative can give us stats/numbers. Both are valuable but it is also about how those measures are presented and used.Depends on the client, the job, their needs and what you want out of it. Adapt as necessary and know when/how to adapt.
So you can compare your results to you objectives. It provides evidence and gives insight in how you can improve the way you work, strategise and manageNo, as measuring will always help identify strengths and minimise weaknessesQuantitative measures can be used for statistical analysis, eg measuring time to complete a task Qualitative Measures can be used to understand humans for example doing a lessons learned session and noting down what was saidIf work with the client has already been done and was successful – Prospecting. Engagement and Qualification – so more work can be followed up on. Proposal Closure. Contracting – It is also important that expectations, problem definition and deliverables are made clear with the client to avoid friction in the future
feedback and learningno – each are equal value to feedback and learningKPI v thoughts, perceptionsprofessionalsims & relationships
To show success, to provide focus on the outputs and bring back in scope, to agree on deliverables and importanceYes, for all the reasons aboveOne is subjective, one is objective, both are important but for different reasons.Delivering value to the organisation
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Test 5 1Test 5 2Test 5 3Test 5 4
New Answer 1New Answer 2New Answer 3New Answer 4
New Answer 1New Answer 2New Answer 3New Answer 4
Answer the questions below and if you wishThe function or activity of measurement and evaluation is a critical part of a succfacilitator. The function or activity of measurement and evaluation is a critical part of a successful assignment and is vital for thhat makes “measurement” an essential part of the consulti

1. When is a project or assignment formally closed?2. How will you know that it is formally closed? Consider the key indicators /considerations.
When the deliverable is complete, and accepted by the client.All consultants are released, final bills are paid. PIR completed.
In my view when post-contract review/evaluation and debrief stages have been completed.Feedback is received, client sign-off/acceptance has been provided. When corrective actions for the next projects have been identified.
Client ceases the project Project deliverables met, benefits realised and client formally accepted Client talks about the next projectClient expectations met. Final invoice raise and paid. Service delivered and being used. Mutual agreement no further action required. Resources removed. Project closure process followed. Lessons learnt exercise. Feedback and closure report.
When all that was agreed to be delivered has been delivered to the agreed quality and standard (or, if prematurely closed, when it has been determined that this cannot be delivered and the allocated resources are better utilised elsewhere).When the agreed deliverables (project product(s)) have been been formally accepted by the client as having been delivered and to the agreed quality and standard, as defined in the quality measures. Also, when all handover/transition activities have been completed and lessons learnt captured.
When all deliverables are delivered (eg final report) and agreed/signed off by client. Handover of any collateral/documentation has occurred and there are no outstanding concerns, issues etcAs above
When the approved project has been completed and the client has accepted the solution/implementation as having met the terms of the contract. Or, sometimes a project may be aborted with the agreement of both parties to the contractThe solution has been provided to the clients as per the contract The client has accepted the provided solution as having met the contracted requirements
When all the deliverables have been delivered and the customer has formally signed-off on the delivered deliverables. A lessons learned has been conducted and finally a celebration is arranged that includes the stakeholders and team membersDelivered Deliverables have been signed off by the client. Everyone involved are done with the work related to the project Invoices have been received
when work is complete and accepted by clientformal agreement with client / SG / final invoice
When the information is passed over to the clientHandover

1. Contracting with a potential client who is the MD of the Client Company.2. Discussing the potential match of the consulting product or service with the needs of an organisation with a department head?3. Making a presentation to a committee of an organisation which has asked for a proposal for a specific contracted work?4. What power bases do you personally have that would influence clients to use you as a consultant?
Expert power and information power, and a mutual legitimate powerExpert power and information power, possibly connection power if we look at the department heads relationship to Management?Expert power and information power, possibly reward power based on what could be delivered?Expert power and information power and I’d like to have a degree of referent power 🙂
Legitimate, RewardExpert, Information, Connection, LegitimateLegitimateExpert, Information, Referent, Connection
Legitimate powerInformation power, expert powerLegitimate power, reward powerLegitimate/Referent/Expert
Legitimate power Reward powerExpert power Legitimate powerExpert power Information powerExpert power Information power Referent power
Legitimate power Information power Connection powerExpert power Information power Legitimate powerLegitimate powerExpert power Referent power
Corecive Power – Contract may have Conditions of termination or penalties if there is a breachExpert Power – The Department head is looking for advice and the consultant should have information that the head may not haveInformational Power – The goal of a presentation is by the end the committee should accept what is being told based off the information of the presentation.Information Power
Answer 1Answr 2Answer 3Abswer 4

1. What options, considerations and approach would you consider in developing your proposal2. How would the external consultancies go about determining their fee structures?
Developing a proposal Options – pricing/fee alternatives, level of quality within the consultancy project, level of manager involvement, type of assignment, Considerations – what role will the internal consultant be playing, type of proposal, external expertise to buy in, project scope/boundaries, deliverables, problem resolution internally, time schedule, resources required, internal contracting. Approach – formal proposal/RFI type document similar to external consultancyFee structure could be based on a number of methods or a range of such costed pricing or benefits realisation/value % or internal market-based estimate. 1. fee prices based on estimated hours to complete, the experience level of team members, charge out rates based on experience. Taking into account higher premiums for high-quality team members. 2. Benefit realisation – calculations to support discounted cashflow workings based on a risk profile. 3. Market based fee – market knowledge for similar project or known competitor pricing used for internal costing 4. Internal pricing mechanism agreed by the organisation for each member 5. Management negotiated rate or fixed fee based on internal costed chargeout rates reflected a true internal profit centre. Opportunity to reduce fee due to sunk costs.
I would look at: Strategic and environmental context of the organisation, and in which this work sits; Get a clear definition and picture of the problem for Margaret and from the perspective of the wider organisation; Get a clear understanding of what “success” would look like for Margaret and the wider organisation; Define what is in scope and out of scope; What “cost-effectiveness” measures Margaret has in mind and how she proposes to measure them; Effort, resources required and available and key contacts.Use the above information to estimate skills and capabilities required and to estimate the time it would take. Consider phasing the work, with an exploratory phase ahead of diagnoses of the problem and the proposed solution.
Still apply relevant aspects of MANREACT Regardless of competitive tenders, if the consultancy is in-house would it not be policy to use internal first? If the specialist nature / skills arent available, then you would look external?Presumably consider/depending on their pricing policies and rates of expertise required, numbers of resources in specific fields (incl junior/senior), different resources, disbursements (built in or extra). Contingency/risk should be considered in pricing structure.
Level of access, role engagement, participation and transparency. Genuine relationship engagement or set up to fall through preconceived opinion or internal biases. Internal risk vs third party independent review capacities. Staged approach – more information scoping first, secondary proposal based on the outcomes of this.Scope of role, level of hands-on engagement, duration of project. Improvement ROI’s. Likely will require discovery to adequately quote.
I would consider my advantages as an internal consultant for example, having a better understanding of the organisation such as the organisation’s culture internal systems and dynamics. Moreover having an internal consultant can be more cost effective as an internal consultant is usually cheaper than an external consultant.Scope of the work, approach and assumptions.

1. What is your definition of Scope? Describe as many variations of the term as you can.
Scope defines the boundaries of a project or engagement and the team’s or consultants responsibilities. It is the sum total of the project’s or consultant’s deliverables.
Scope defines the parameters or limits of the specific work that will be done – what will be done/delivered, which is in scope, and what will not be done, which is out of scope. Often it is as important to define what will be out of scope as to define will be in scope. This helps to manage expectations and identify any gaps, overlaps and dependencies between this and other work.
What is and is not included as part of the exercise
Definition of scope = the detailed description of the project goal. Other terms = Working limits, boundaries, project objectives, agreed-upon work delivery, project specifications, project parameters
Clearly defined description (high level) of what is included and just as important, what is not included Could also be referred to Statement of Work
Depth and breadth of service. Inclusions and exclusions both of service, of roles, external factors considered and included. Whats in/out. Within any guarantee/warranty. Primary service vs add ons and variations.
Scope clearly states what is included in the assignment and often particulars which are not. The clearer the scope the better to avoid misunderstandings and scope/price creep later on. It should make clear what will be done, what will not (where known) main milestones, who has responsibility for what
A scope outlines all what work that will be done in a project, what product, service or result will be delivered from the work done and how it will be verified. alternate terms: project control, terms of reference, depth, features ?
Scope defines the nature and extent of what its to be included in a piece of work; it sets the limits, boundaries and mutual expectations about what will and will not be analysed, assessed and delivered by when, and what the acceptance and quality criteria will be.

1. Which types of proposals does your firm find most suitable?2. Which is most commonly used and why?
Based off the three listed earlier, Engagement Letters and Formal proposal.Engagement Letters and Formal proposal. They May start off as a verbal conversation (oral proposal) that evolves into a written proposal.
TendersTenders – size of the organisations asking for proposals – the engagement has to be formal
The most suitable proposal form is a letter of engagement. Usually an extensive with code of ethics included.Letter of engagement is short, succinct and easier to for the client to understand.
Formal proposal as we have a lot of new clients, but I like the delineation for the engagement and think we will adapt that. We are working with some partners and will need to look at MOU here. Interesting re proposing of licence though – maybe engagement?Formal proposal as we have a lot of new clients.
Simple ones with a focus on the client and their goals. Very basic information about the company – not a big sales pitch. Identify clear process and planned outcome. Most are in response to aa approach from a clientA 1-3 page consulting brief. Feel clients hate sales pitches so try to stay clear of those!
I have just begun working as an associate with Hague Consulting, so I can’t really comment yet. I know they do a lot of work in strategy implementation, change, and business case development work, but also other areas.Again, hard for me to comment meaningfully at this time
This is a test.Try 2.

1. Describe in a paragraph what the key purpose of the MANREACT acronym and process is?
The MANREACT purpose is to determine that the client is willing, has authority and ability to control financial resources to engage a consultant whilst at the same time the consultant understands the effort, resources, project management skills and client engagement skills to deliver the benefits from the project.
A process/checklist to aid in determining if the opportunity is something we can or want to progress/respond to with a bid.
Systemic approach to lead management, proposal and sales engagement to allow for consistency, risk management and ascertain fit of opportunity/client to the consulting firm
Manreact is to assist the decision making process around engagement with potential vendor or project. Using Manreact to guide your thinking and ensure you have the right information, means that a informed decision is made based on opportunities, risks, capability and capacity. The decision will be robust and any trade offs or assumptions etc can be identified and agreed if necessary.
MANREACT is a useful way to remember the main factors to consider when assessing an opportunity. These include: Money – is the client in a position to be able to pay Authority – does the client have the authority to engage and pay a consultant Need – is this something both the client (solution) and Consultant (work) need Risk – what are the risks of getting/not getting/ undertaking the work Effort – does the consultant have the resources available to prepare a proposal and undertake the work Ability and Approach – does the consultant have ability in this are and what approach will they take Competition and Characteristics – who are the competitors for the work, strengths and weaknesses; characteristics of client – size, relationship, location Timing – what are the time restraints for the proposal and project, and can it be completed within those
The main purpose of MANREACT is to aid a consultant in making a decision on whether the opportunity is worth it or not. It is important that there is sufficient information available when assessing each aspect of MANREACT. Once all aspects have been covered all aspects of the opportunity is re-assessed and a decision is made to propose or not to.
The MANREACT acronym is used as a reminder of all considerations when assessing an opportunity. These components are: -Money – can they (the client) afford the fee? -Authority to buy – is the person / client you are dealining with authorised to place an order? -Need / urgency, both client and vendor. This looks at both sides, namely how much does the client need the proposed solution and how ,uch does the consultant (vendor) need the work? -Risk – Every project has inherent risk. -Effort required by us, the consultant. -Ability to implement / Approach; operational feasibility. This is from the consultant’s perspective. -Competition / Characteristics – who are we competing against? -Timing – what is the compelling event? What is prompting the client to request assistance at this specific time? If anything substantial stands out from assessment of these criteria, you should reconsider the opportunity or take a different approach.
To evaluate the fit between the project, the consultant and the client, ensuring that expectations from both sides are understood and clear.
To remind us what has to be considered when accessing is the opportunity worth bidding for.
So once we have made the decision to propose or not propose, we have reached a potential exit point in the opportunity management lifecycle. Questions that are asked at this stage are: Do we wish to proceed further? Is it worth our while? If we proceed, we need to put more effort into the process to e

1. What is the product /s or service/s?2. Where is it applicable and what problem or need does it address?3. How is it delivered?4. Who is the targeted client or client base?
The New Zealand Treasury requires government agencies to produce Business Cases to support investment decision making (for investments that go beyond agency baselines) and these Cases can vary significantly in terms of their complexity. The consultancy firm I work for are often approached to support agencies develop the more complex Business Cases which are not straightforward, (i.e. they tend to depart from the standard guidance and model) require buy in from multiple agencies and request a substantial level of investment over an extended period of time. Our service offering is helping agencies navigate the complexity these Cases present and supporting them to tell a convincing investment story as simply as possible in order to deliver outcomes and benefits for organisations or the broader New Zealand public. We also excel in being able to keep a disparate group of people from different organisations (who can sometimes have conflicting requirements) working toward a common goal (hopefully with no-one going insane along the way).As mentioned above our service offering is for those agencies who have to develop complex Business Cases, as these require knowledge of the governments investment system and an understanding of how to pull these together as effectively and simply as possible. Without this support agencies may: – Struggle to develop a convincing Business Case meaning decision makers may not commit funding the proposal. – Not recommend the best value for money option or have the rationale to support the recommended option – which can have a number of implications. For the more complex Cases we are involved in this can lead to government being criticised by the public. – Struggle to get buy into a funding proposal from all stakeholders which can also impact a decision to commit to funding a proposal, or it may lead to issues down the line when the proposal is being implemented. Bringing an external consultancy to support development of the more complex Business Cases also give the responsible agency, The Treasury and decision makers a greater level of assurance in the final investment proposal and that it will be established to deliver the outcomes it sets out to achieve.We have a tried and tested process in delivering complex Business Cases which incorporates a number of different components including: – Setting up the right governance and oversight groups and processes – Identifying the right stakeholders and meaningfully engaging them in development of the Case – Ensuring there is sufficient ownership of the Case within the organisation responsible for delivery – Developing a robust case that can be defended, while also constructing it in such a way that does not swamp decision makers in complexity – Understanding the Business Case process and knowing how to adapt / depart from the standard model to suit the needs of the Case Although we don’t have the in house expertise per say we also know when we need to bring in other expertise to support the Case development and have a number of partners we can call onto provide technical expertise (i.e. economic modelling etc.).Mainly the public sector i.e. government agencies responsible for developing the complex business cases to deliver outcomes for an organisation or the he broader New Zealand public. The consultancy I work for generally provides support to public sector organisations and I am not aware the same process (or using Business Cases) is used in the private sector as the private sector has different drivers for investment – although I recognise these drivers are changing.
Operations Consultant Interim Management RolesTo assist the business in the way in operates. Key areas will be Sales and Marketing, Production HR – Specifically Recruitment and Training link Hands on Implementation AdvisoryBy successfully executing the proposal that was contracted to the clients satisfaction. This will be by 1. Communicating regularly with the stakeholders and manage expectations and progress of the proposal 2. Deliver as per the proposals scope. 3. Track and report on the deliverables 4. Ensure you use the right persons to deliver the proposalBusiness that wish to expand there operations from small/ medium business to a medium / large. Predominantly in the service industry, property and financial.
Financial/strategy competency-based > business performance improvement results Cost reduction/profit leakage area reviewApplicable in under performing or loss making business orgs mainly SME. Business profitability trajectory improvements Problem = wastage,/inefficient use of financial resources Addresses the need to better utilise and manage financial resources or avoid a loss making situationDelivered through an objective review – benchmarking, audit of costs, switching supplier agreements, renegotiating prices Results stated in a recommendation report listing a number of actions to follow Implementation of the actions stated within the report leading to a savings and return on investment improvementBusinesses heading towards insolvency, unhealthy financial circumstances, business environmental and market issues. Targeted industries and geographic area such as retailers, manufacturers, wholesale, professional services, consultants within the North Island.
HR/H&S/Compliance & QA Management ConsultingFits with wider professional services ie legal accounting etc. Obligations as directors. Risk Management. Productivity. Employment obligations. Compliance awareness and continuous improvement.Via audit, workshop of one on one advisoryBusiness owners or founders. Generalist contractors.
Programme management, change management, advisory, quality assurance (projects/programmes)Business change or problemsDiscussions, workshops, facilitation, interviews, reports, recommendations, plansGovernment agencies, organisations delivering or needing to make change
Insight – pattern recognition from knowledge and experience A structured approach or framework Analysis – of opportunities, risks, costs, threats, strengths etc Actionable advice FacilitationInvestment decisions – the means to assess choices and make decisions Change Management – what to do first, how to communicate, etc A complex situatation – the inability to form an objective view An area outside the clients expertise – lack of knowledge and experienceEnquiry, collation, assessment, synthesis, exposition, presentation Adapting and tailoring a methodology to the clients context Application of subject matter expertise Through a blend of approaches, tools and personal interaction skillsC-Suite Boards Those who have authority to engage consultants
Compliance education and managementNew Zealand businesses, striving to be both compliant and best practice performers in their fields. Want to engage, learn and be sustainable.Through different projects of duration and scope20+ employees, private sector, founder needing to refresh internally to delegate, hold or sell, new managing director wanting to comply or boost productivity/systems. Professionals needing to provide clients with compliance advice. Corporates wanting integration specialist support.
Strategy implementation; change management; stakeholder engagement; project/programme management; business case development; risk and reputation management; facilitation.Development and implementation of organisational strategy and organisational change; project and programme development and delivery; crisis, issues management; brand, customer and relationship managementGenerally in person and online as required.Organisations requiring strategic direction/redirection and required organisational change and realignment; organisations requiring project/programme business cases and implementation management.
Project/Programme Management within IT or between IT and business. Includes Cloud based Digital Technology, and as of lately, Data Science.Across wide range of private and Government clients base. It addresses the problem of Digital Transformation, IT projects in general and recently projects in Data Science.Through personal and remote work.In Wellington, being a Capital city, a wide range of Government departments. I can also target many vendor companies that typically provide professional services to Government.

1. How would you describe a profession to a colleague?2. What key words should you use in this description?
It is a specific industry or activity that requires a standard of competence through education, training and knowledge. They adhere to a ethical and moral code of conduct which is generally governed by an independent body who overseas the code and enforces it. A profession is generally accepted by the public to be trustworthily and an expert in their field of activity.Ethical Trustworthily Educated Expert Competent
A profession in my mind is a career that is specialised or targeted in an area, governed by ethics or industry standardsethics, standards, charter, code, best practice, specialist, certified, accredited, chartered, experienced, regulated, continuous professional development
A paid occupation, which requires specific knowledge, work experience or a suitable qualification (education / training) to undertake the occupation.Body of knowledge, work experience, training, education, suitable specific skills, suitable qualification, occupation.
Independent professional advise and expertise brought in to deliver value to a clientProfessional Independent advice Value proposition
An occupation that requires a certain level of training, knowledge development, experience and standards (including ethical and behavioural) to be adhered t.Knowledge Experience Standards Ethics
A paid job that isn’t a technical rolePaid, Advisory, Ethical, Consulting
I provide expert advice, analysis and solutions. I am helping a businesses to develop and expand. I do business plans, trainings, advising on financial matters and identifying areas for growth within a company.expert advice ananlysis solutions develop and expand business plans trainings
A profession is a discipine or career path that requires a person to achieve a required level of training, education, qualifications with recognised certifications and accreditations in order to practice. A profession requires specialist skills, a body of knowledge and expertise that meet agreed standards and members of a profession must also be held to and comply with an established code of ethics, integrity and behaviour.Ethics, integrity, knowledge, skills, expertise, qualifications, accreditation, certification, training, standards, behaviour, code
a discipline of work that: has a body of recognised training or qualification supporting it has an ethical underpinning/code of conductethical recognised training discipline
A group of vocational people who perform activities based on knowledge and specialised techniques. A designated occupational activity which is self-regulated by standards of actions and behaviour.credible, committed, proactive, persuasive, articulate strong work ethic, decisive, analytical, organised, resourceful enthusiastic, adaptable, trustworthy, passionate, open, honest personable
A profession is guided by ethics, defined competencies, regulated with a sanction and appeals process,ethics, competencies, understanding procesess linked to the profession, well regulated, common assessment for recognition by peers, continous professional development.
An undertaking/calling/occupation/vocation a person has chosen to dedicate purpose to for earning money or other reward (personal or otherwise)Formally educated/certified; committed years of experience; expert; trusted; knowledgeable; more than a job; pride;
An occupation that primarily uses brains over brawnoccupation, brains
A profession is career that generally requires specific, recognised qualifications along with defined expertise, proficiency, knowledge, skills practice and which generally also adheres to agreed industry standards of conduct and behaviour and codes of ethics.Qualifications; proficiency, knowledge and skills; standards of conduct and behaviour; codes of ethics

1. What would you presume from this meeting was the level of client development or commitment to use the services of this consultant.2. Would you rate this as a LEAD, PROSPECT, OPPORTUNITY or CLIENT? Referring to the dialogue, state your reasons.3. From the dialogue can you determine? George Vincent’s CLIENT ROLE? (i.e. Influencer, Implementer, Payer and Decider) and why do you appoint him that role?4. Apart from George Vincent, what other CLIENT ROLES are apparent? Which persons are portraying them?5. Who else might it be necessary for the Consultant to speak to before commencing the intervention?6. Probability of consultant success: By referring to the CLIENT ANALYSIS MATRIX give your assessment of the probability that this Consultant will achieve a CLIENT CONTRACT to commence an intervention in this matter and give your reasons for your answer.7. Technical expertise: What specific technical expertise is likely to be necessary in this consulting intervention and why?8. Face value: On face value would you take on this intervention if you had the choice and why?9. Interim investigation: What additional information does the consultant need in this case before putting forward a proposal and where should it be obtained from?10. Core problem: From the background and dialogue give an interim assessment of the core business problem that needs to be addressed, in terms of cause and effect.11. Consultant’s approach: Prepare a brief outline of the Consultant’s approach and considerations to the next meeting with George Vincent. In this outline prepare to achieve both the client’s and the consultant’s desired outcome.12. Intervention viewpoint: Would there be any fundamental differences in an external consultant’s approach to the proposed intervention as compared to an internal consultant’s approach?13. Was it easy to answer the above questions?
No commitment just a request for a training proposal at a specific date. The GM was just gathering information. Length of meeting was inadequate to discuss the problems with the ERP system. Agreed to time scales for training without a full picture of the extent of the issues and solutions which would then dictate the training needed.Still a Prospect – GM has shown interest in the services offered, has set up for a further meeting to discuss a proposal with a solution. Not enough commitment or information has been secured by Vincent to be able to go to his next meeting as an opportunity.Influencer – Once the information has been presented to him he will then present to the executive. He will not make the final decision or be paying for the proposal.Decider and Payer – Board / ExecutiveTwo other general managers, staff (users of the system), internal consultant, ExecutiveProbability – Low At first meeting not enough time was allowed to discuss the problems with the ERP system. Agreed to time scales for training without a full picture of the extent of the issues and solutions which would then dictate the training needed. Not enough commitment or information has been secured from Vincent by the consultant to be able to go to his next meeting as an opportunity. Too many variables and reliance on the secretary’s ability to set up meetings and gain buy in from the depot staff.Understanding the ERP System with a technical and practical knowledge of its suitability for this type of business.If I understood the ERP System – Yes otherwise…. No. I would not have enough technical or practical expertise to formulate training for the staff.1. How many staff were trained initially on the ERP rollout. Have new staff joined subsequently. 2. Expected budget for the training and length of time for training. 3. Will the presentation be made to the Decider and Payer. 4. Expectations of “time out” for staff to be trained. 5. Do they want to initiate a “train the trainer” role for the company to provide ongoing assistance to the staff and for new staff members. 6. How were the redundancy’s received by the remaining staff members and the link to ERP installation. 7. Have they communicated to ERP about the issues.Cause – Company did not adequately position the reason for installing ERP. Effect – No staff buy in on benefits for them in improving their overall work flow Cause – Some staff were made redundant with the installation of ERP. Effect – Remaining staff members may now feel employment is at risk and feel insecure Cause – Possibly inadequate initial training and no subsequence follow up with the staff users. Effect – Lack of motivation caused by frustration1. Arrange another meeting on a prospect basis to gain better insight into the requirements, decision making process within the company, timescales and established further information as suggested in question 6 and 9 above. once this has been completed then 2. Another meeting can be arranged as an opportunity stage. Aim of this meeting is to gain Vincent’s “buy in” as the influencer. A further meeting would be arranged with him present along with the decider and the payer (the executive)Internal consultant more likely to adhere to company policy / culture so may be less assertive in their approach and less likely to be independent and objective.Somewhat
On the face of it, the client commitment is high as a result of losing a valued customer, internal processes rely heavily on accurate data, managers ability to track profit accurate and appears to be losing control of his profit centre reporting to the Board. In addition, George wants this done as quickly as possible to get a proposal but there are two consultants in the process of putting forward a proposal. There is still an internal consultant who might have the capacity to perform the project though his expertise might not match external consultants. As it is dependent on putting a competitive proposal forward with a detailed approach to solve the issues the client commitment could go from high to low after the proposal stage.OPPORTUNITY – submitting a proposal in a 3-way competitive (potentially internal consultant and two consultants) Internal consultants may or may not have the skills or the capacity to initiate plus not independent enough from staff.CLIENT ROLE = influencer, decider and maybe payer influencer – responsibility for the outcome of the consultants work decider – can take on the consultant as an expert payer – if George has budget approval for the consultant’s fee otherwise a more senior exec.Implementer – accounts receivable and depot frontline staff Payer – Senior exec if George unable to approve the consultant’s feeSystem installers – discover any major changes since installed, any known problems with software, what training they performed previously, retrieve transactional processes relating to the “challenge”. Depot managers – discover if the system is ‘fine’ and working correctly as when first installed. Wholesalers and retailers – verify George’s viewpoint with invoice timing issues. Distribution frontline staff – discover their views on the system and the timing of accurate data, processes involved at the depot, capacity to perform roles, skills Accounts receivable staff – receipting bank transactions timing issues Internal consultant – discover background information, their involvement in the current transactional data issues,Client contract – if George likes the proposal – he knows what should be happening but wants another expert to assist improve the data quality passing through the system with improved processes. Losing risk is internal consultant takes the project or the other consultant has performed a similar project with success. Influencer = 0.50, Implementer= 0.90, Payer = 0.95, Decider = 0.95 say overall 75%1. Sales Invoice cycle 2. Accounts receivable to bank cycle. 3. New account and credit approval process knowledge. 4. Business and data analysis skills (from above) 5. Data modelling 6. Financial processing knowledge 7. Communication 8. People and change management 9. Training 10. Client building relationship 11. Proposal writingYes (time based fee only) – Financial expertise together with technical expertise to work through both transactional process improvement, staff development to process accurately in timely manner, come with solutions to automate where possible, deal with the internal politics between depot and management, recognise level of training required by existing and new staff to perform to a standard expected by GM.System reports highlighting profitability and invoicing timing issues Depot walkthrough data entry process Account department Sale invoicing staff Management reports over timeCore problem: ERP systems transactional timing and accuracy by frontline staff require improving so that internal admin staff, management and customers can rely on the timing and accuracy of documents and reports to make informed decisions about financial transactions and report from the ERP system.Outline- 2nd meeting steps – George and consultant discuss the issue clearly , problem framed, solution articulated well, both agree the value and impact of the work to be performed. – submit a detailed proposal for signature – find similar examples of projects performed together with referrals – obtain a signed proposal or follow up within a few days Outcome – client = received a detailed proposal that George can sign off with exact date to commence, appreciate timing, resources involved, appreciate milestones, Outcome – consultantThe project design and delivery should be very close however the proposal, fee invoicing, and communication style would be different. The internal approach would differ with regard to politics and George’s perception of the consultant’s expertise to deliver the outcome he is expecting to see.Somewhat
A proposal was requested, however, it is non committal as no contract was in place.OPPORTUNITY – A proposal was requestedDecider – Board had given him delegated authority to use a consultant if necessaryBoard – Decider Counter Clerk Checker and Controllers – Informants (What Client Role does it fit into ? ) Secretary – Facilitator (What Client Role does it fit into ?)Counter Clerk Checker and Controllers Frontline Staff Finance team Project team that implemented the new system Credit management team60% – It is in the opportunity phase as no contract has been awarded. There are also other proposals being written. There could also be a chance that no contract will be awarded and the GM decides not to use a consultantUnderstanding financial business processes Understanding of ERP systemsNo – Further investigation is required. The GM has played the blame game and gave the answer to his problem which may not be correct.Talk to key informants such as Controller and Clerk Checker to understand their point of view Investigate Depot and engage further with the GM to change his mind if the problem is different to what he says it is.The company has grown considerably over the last four years. How much has this change impacted their current business processes and how has it impacted the skills and motivation of their employees. Moreover the implementation of the new system has resulted in a restructure, how has this impacted the invoices and receipts processes. Another issue could be with the system set up for example, have the workflows been set up correctly.Set expectations for meeting Create an agenda Gather information- Talk to the key informants and investigate Depot Define and Structure problem Continue to engage with George to build trustDon’t Know – would an internal consultant have to write a proposal Internal Consultant would need to take into account his objectivityNo
80% – cost may influence decision and whether the intervention goes beyond the clients expectation of training only.Opportunity: the commitment expressed by the client was substantial. He expressed faith directly that the consultant was the expert and he expected a solution asap. Deadlines were given straight up. The consultants were whittled down from four. A proposal meeting was scheduled. Access to the site was allowed.Decider: he identified but did not own the problem and has strong views on the solution.Georges PA – she influenced by providing the four consultants. And has been entrusted to introduce the consultant to the branches. Staff in the depots: implementersother infleuncers in the company who are involved in the installation and running of the system the supplier of the system?IT training skills interprsonal skills sales system knowledgeThere appears to be us and them attitude from decider/manager – he views the fault is purely in the hands of the employees in the depots. This maybe symptomatic of a larger culture problem in the organisation that will not be solved just by more training. The manager is closed on looking outside the training box.other influencers in the company who are involved in the installation and running of the system the supplier of the system?lack of change management/processes leasing to failure of system change and acceptanceinterview participants in previous change process – Post implementation review style identify learning needs and other interventions that could add to overall solution identify clear deliverable and responsibilities establish timelines budget development combine into a proposalAn external consultant will likely take a wider view on the problem definition and contributions to this.Somewhat
Low. The Client probably made the same request to each of the three consultants. The consultant committed to make depot visits with no remuneration being agreed to with the Client for time, accommodation and expenses prior to the presentation of the formal proposal – which will be three sets of proposals from three consultants. There is therefore no guarantee for cost recovery of the T,S&A and professional time expenses.LeadDecider, he is senior enough to have his own budget and decision making power. He requires a solution to a problem the management team/board has instructed him to fix.The Depot Controller and their senior staff are important role players in ensuring a successful implementation. Key will be knowledge transfer to ensure medium term behavioral change.The Board and finance team.Probability of success would be at least 33%. The approach, the uniqueness of the offering and the track record can set the consultant apart from the competition and increase his probability of success.A brief review of the previous training conducted needs to be done and the failure of that intervention understood. Based of this analysis a new training intervention needs to be developed. This could be a blended learning intervention or a fully guided online course. ICT course development, presentation, marking and online mentorship may be some offering that can be presented.The Client requires a quick fix to this revenue problem. He has identified a “training” solution that he has presented as a requirement. In the pre-proposal or phase 1 of the proposed work other problems may be highlighted. Should the training intervention not be an appropriate solution, or not the only solution to fix the revenue problems, the consultants training solution will be seen as a failure and the consultant reputation will suffer. Without clarity on these matters and the costs to be incurred during the pre-proposal or phase 1 of this work together with the above I will not take this engagement on.As discussed above.The effect is clear – poor financial performance at depot level. The causes could be many. It seems that the financial business processes are not tightly defined and there may be gaps in the business process. The training intervention may not be the only solution.The consultant should prepare a phase 1 proposal for quick presentation to the client. The first phase would be clearly defined and the findings of this phase will feed into the next phase – solution development. A separate proposal for solution development and implementation will need to be presented to the client.not really.Yes
Client is highly committed to solve the problem, but he comes with predetermined idea about the root cause of the problem (just a training and motivation issues). It is highly likely that consultant will come back not only with proposal for training programme with motivational elements, but with findings that ERP system is not configured to support company’s way of doing business. It will depend on the client will he accept additional findings and recommendations.For the initial assessment it is a Client. For the future work it is an Opportunity with strong possibility to become a Client. If consultant is true to professional ethics, he will come back with training and development plan, plus with recommendations for additional ERP system configuration to support the business.George Vincent is Payer and Decider for the part of engagement regarding training program. For eventual additional proposal for further configuration of ERP system, he would beInfluencer as he has to propose and confirm that with the Board.Implementers are people at Depots.With experts who implemented ERP system so that he can understand can the system be configured to better support company’s way of business.80-90% regarding just training programme. 50% for additional interventions for adjusting ERP system.People skills. Negotiating skills. Persuasion skills. Experience with creating training programmes. For additional work, experience with enterprise computer systems and the need to adjust them for company’s operations.First part yes – return with findings and training programme. But perhaps not further on if client is not receptive to additional suggestions.He needs to consult ERP experts to understand can the system be configured to support company’s operations.Company was addressing the perceived problem – lag in entering data – and it appears they have solved it. But that created unexpected consequences where ERP system is not configured to support their operations. Also they discharged many experienced workers who could help to define operations in order to configure ERP system accordingly. So they did not understand their magnitude of their problem from the beginning. Management does not seem to fully understand the interconnection between different part s of their business and operations.Prepare training programme, with motivational elements. Also outline identified discrepancies between ERP system and what is needed to support business operations for Depots. Propose that ERP system needs additional configuration this time with consultation with workers from Depots. Perhaps even suggest to re-engage some of the experienced workers.Yes. Internal consultants would have better insider information about the history of the problems. Perhaps some of them already pointed out but they were not heard/ignored. Also, sometimes internal people are reluctant to outline problems because company culture is not conductive for internal voices. Internal consultant would have to be a strong Influencer, or even Decider/Payer to be heard. But the culture of this company shows signs of a gap between management and people who are closer to operations.Somewhat
High motivation to engage Consultants, but with assumptions about where is the problem and with expectations about what would be the solution. The question is what would be the level of commitment when consultant returns with potentially different recommendations. One of those is almost certain to be more training for workers, but there will me many others. Also, by the time of the next meeting (2 fiull months) , Vincent is likely to get fired…so nothing might come out of this engagement.Opportunity: consultant is dealing with one of the Deciders.He is both Decider, Payer (assuming as GM he can approve payment to consultants) and partially an Implementer. Decider as he can decide to engage consultant, but also Implementer as he is tasked by the Board to solve the problem and engage Consultants if needed.The Board are Influencer, as they are recommending to engage consultant. Workers at Depots are also Implementer.Workers at Depots, expert who installed ERP system, the Board.By the time of the next meeting (2 full months) , Vincent is likely to get fired…so nothing might come out of this engagement.Dealing with strong willed clients who are wrong. If consultant manages to explain and convince the client, then: Experience and expertise with implementation of ERP systems.Depends if client (Vincent) would accept that his assumptions about the core of the problem might be wrong. Also, he has to drop everything and devote himself to solving this problem, otherwise he will be fire d before initial report is due. There is not choice but to be open and honest with this kind of client. If he cannot handle that then there is no point taking this. I think consultant should have been more assertive in sharing his experiences with client in order to broaden his opinions.Talk to workers at Depots. Talk with experts who installed ERP system. Get more info about the gap between capabilities of the system and business processes. Proposed interventions are not just more training and motivation, but configuring the ERP system to better follow business processes.Senior management is trying to solve internal problems (lag time with invoices) without consideration to consequences for their clients/customers. Disconnect between senior management definition of a problem, their expectations/goals and measurements of success. They eliminated lag time, but created many other problems.(If Vincent survives the next 2 months) Indicate this is the most important problem and that it requires frequent Vincent attention. Outline the gap between ERP system functionality and company business processes. Also the gap in knowledge and experience between experienced workers who are removed and who are left. Needs investment into configuration of ERP and based on that into re-training.External consultant might be more open to suggesting more radical interventions. And it might be more believed. It is highly likely internal consultants already raised concerns but were overruled or ignored.Somewhat
From this meeting I would presume a high level of client commitment to sue the services of this consultant. The outline of the explicit requirements, as perceived by George Vincent, and instructions about next steps – including gathering more information from depots in order to scope and develop a detailed proposal are very clear and precise, as is the expected deadline for delivery.Based on the content of this discussion, I would rate this as at least an opportunity, leanong towards an actual client. It was agreed that the consultant would meet depots, with the assisance of George’s EA, as a next step to developing a proposal. From the context of this exchange, there is no indication given to the consultatant that there are other consultants under consideration for this work, although this may have been made clear when the meeting was set up. However, based on this exchange in isolation, the consultant could reasonably infer that the job was theirs subject to a sound proposal being deliveredFrom the dialogue, I would determine that George’s client role is that of Influenceer. He has already decided what the needs are and is looking for a consultant to deliver that. It may be that the consultant believes George is the Decider – but that is more likely the Board’s role, and they would need to agree with George’s analysis and diagnosis of the underlying problem to be solved.The Board as Decider. The Controllers at the depots as likely Implementers.Controllers. The other two GMs, The Chief Financial Officer. The Board.If George is the Influencer, then the probability that this consultant will achieve Client Contract is around 65%. If George is the Decider, it is more like 95% (based on the Client Analysis Matrix)Presuming George’s requirement specifications are appropriate, this consulting intervention will require technical expertise in determining knowledge gaps, conducting training needs analysis. identifying learning objectives, developing training programmes to fill gaps and meeting the objectives – including content and appropriate training methods – and establishing appropriate knowledge/learning tests. However, given training has already been provided, I question whether the brief is correct.On face value, and without knowing the deeper background, I could be inclined take this on, as superficially it appears to be a relatively straightforward training assessment and development project. However, I would be cautious a) about whether the underlying problems and causes have in fact been correctly identified, and b) concerned about George’s level of understanding, commitment and support based on this first interaction.I would want to know about the training that has already given to staff and why this did not seem to work – and whether simply introducing more training will fix the “real” problem. I would like to talk to the Controllers about what they think the cause of the problem is.I would want to know why, at a time of growth in turnover of both stock and cash, the depots have started to show extraordinary losses in profitability. I would want to look at the accounts in greater detail and also look more widely than rely – as George has – on “computer printouts, generated by the new system” and then putting the blame on poor staff training and motivation. The consultant should be brought in to conduct deeper analysis of the real underlying problems rather than to simply deliver what George believes is the solution.In the course of gathering the information to prepare the brief for work as mandated by George, the consultant should ask more probing, analytical questions and really interrogate the available data to try to uncover the real problems and present these to George along with the recommended solutions to address them, pointing out that this would be in the best interests of the company and would satisfy the concerns of the Board.An external consultant would be more impartial and less inclined in protecting their own area, so could be prepared to ask harder questions and offer bolder solutions.No
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1. Key Words2, Now that you have listed as many descriptors as you could think of; try to come up with words that would group similar words together. We would call those categories, groups or characteristics.
Problem solver Facilitator Process Orientated Solution Orientated Driven Professional Listener Flexible Knowledgeable Skillful Trustworthy HonestOrganizer – process and solution orientated Supportive – facilitator, problem solver, listener Competent – Professional, knowledgeable, skillful Characteristics – Listener, flexible, driven, trustworthy, honest
Independent advice Management process Process management Profession based consulting Internal consultant Chartered or certified professional Assistance Advice Knowledge Support Professionalism Ethical Considerate ReputableServices Independent advice Management process Process management Consultant Roles Profession based consulting Internal consultant Chartered or certified professional Delivers Assistance Advice Knowledge Support Attributes Professionalism Ethical Considerate Reputable
Big four, on demand, experienced, trusted frameworks, independent advice, outcome focused, value focusedReputation Trust Value
Diligent, pragmatic, attentive, expensive, generalists, challenging (i.e. provoking clients to think differently), continually learning, committed, genuine, competent, resilient, initiative, proactive, timely, collaborative, organised, respectful, portfolio / programme / project / change manager, strategic thinking, governance, operating model, Business Case, problem solver, intervention logic, business / system improvement, advice.Characteristics / behaviours of a consultant, client perceptions of a consultant (reputation), the types of roles consultants have in organisations, values / capabilities a consultant can bring to the table.
Specialist person, industry expert, experienced, knowledgable, competent, integrity, transparent, client-focused, business development, accredited, accountability, agenda, listener, communicator, collaborator, team player, project deliverer, confident, credible, ethical, self-motivated, trusted, thinker, mobile/agile, enthusiastic, self-aware.Capabilities, Knowledge, Character, Professionalism, Consulting Skills, Personal competencies, behaviours, attitudes,
ethical, professional, knowledgeable, competent, industry expert, knows how to engage with clients, empathetic, gives tough messagesProfessional, Competent, Process
Professional, Proactive, Analyse, Advise, Act, Expert, Efficient, Project management, interpersonal, ConceptualSkills, Presentation, Capabilities,
Professional, aloof, knowledgeable, separate, polished, advisor, influencer, writer, facilitator, estimator, politically astute, awareness, educatedCapabilities Competencies Attributes Reputation
Ethical Integrity Knowledgable Experienced Recommended Up to date Innovative Reputable ApproachableBehaviour Capabilities Relationships Ethical Standards
Honest Integrity Independent Clear communications Innovative Understanding Aware Advisor CompetentEthical standards Capabilities Responsibilities
Guide, strategic, information gather, unlock value, collaborator, transformation, clarity, articulateCharateristics: Guide Behaviour: information gather, collaborator, articulate Capabilities: strategic, unlock value Competencies: clarity Client expectations: transformation
Experience Knowledge Analytics Prediction Trends Trustworthy Listner Flexible Problem solvingExperience, Knowledge Analytics, Problem solving, , Prediction, Trends Trustworthy,Flexible, Listner
expert additional resource expensive influence guider opportunity change maker driver review assistance strategic experienced knowledgeable independent precise adaptable ethical fast paced open minded problem solver considered relatable connected openexpertise influencer resourceful relationship based
Leader Knowledgeable Courageous Diplomatic Trusted Politically savvy InfluentialLeadership: Leader Courageous Influential Expertise: Knowledgeable Soft skills: Diplomatic Trusted Politically savvy
Expert, skilled, competent, capable, facilitator, coach, impartial, experienced, professional, strategic, problem-solver, guide, educator, advisor, trusted, enabler, enhancer, competent, qualified, connector, explorer, inquirer, prober, analyst, performance, respected, skills, integrity, behaviour, ethicsCapabilities; Competencies; Experience; Outcomes; Techniques; Personal attributes;
Key Word 51Key Word 52
Test Word 1Test Word 2
Test 1Test 2
Test Word 1; Test Word 2; Test Word 3Test Category 1; Test Category 2; Test Category 3
Knowledge Planning Understanding Analyzing Experience Update Predictions Technology Goals and targetsKnowledge, Experience, Update, Technology Planning, Analyzing, Goals and targets, Predictions Understanding
Third Answer 1Third Answer 2
Words Words WordsGroups of Words
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