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10.0 Lecture 10
It is the process of examining the problem faced and the factors and forces that are causing and
influencing the problem and the eventual preparation of all information needed in order to decide
how to find solutions to the problems.
The process of diagnosis should start with a clear conceptual framework. This helps the
consultant to stay on focus, favorably counter any problems along the way and guard himself
against taking the wrong direction with regard to the consulting assignment. It also helps him to
determine and
adopt the right information during the assignment.
Assignment Plan
Assignment plan is presented to the client by the consultant in form of a consultancy proposal.
An assignment plan covers the following elements:
1. Summary of problem identification. This is a summarized description of the problem
emanating from preliminary problem diagnosis.
2. Objectives and actions – The assignment plan should show the main object of the assignment
and the technical activities which the assignment will consist of, e. g. a training program.
The objectives should be quantified and should show benefits that will accrue to the client upon
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successful completion of the assignment. Social and qualitative benefits should be described as
succinctly as possible.
3. Steps and time table – Basic consultancy steps should be followed. However, they should be
as closely as possible, aligned to the clients preferences. This is necessary because it puts the
client and the consultant on the same wavelength throughout the consulting process, enables
evaluation and control during the process and provides preliminary expectations of the client by
the consultant as regards resource provision and commitment. The time dimension of the
assignment plan shows the pace of work to be adopted and the period within which the problem
should be adequately tackled.
4. Role definition – This precisely indicates the activities of the client and consultant during the
assignment, what data will be availed by whom, what training and information activities will be
undertaken and what meetings will be held for whom, among other issues. Precision in role
definition is critical to avoid misunderstandings and action overlaps.
During the diagnostic process the consultant should limit himself to selected date, remain
focused on the purpose of the project and incorporate other factors that may not be possibly
captured in the information and data collected.
During the first phase (entry) the problem and purpose definitions arrived at are general in
nature, hence vague. These, however, form the basis upon which the consulting contract is
signed. It, therefore, becomes important to restate the problem and purpose of the consulting
assignment
more specifically with the client at the start of the diagnostic phase.
Purposes
Defining the purpose for which you are working on a problem helps the consultant to employ his
efforts in areas where he can make the greatest impact. A number of purposes should be listed –
from very broad to very specific, immediate and not very immediate, etc. It is then important
that out of the consultant identifies the focus purpose. This is the most encompassing/important
among the array of purposes listed down. Purposes may include increasing profitability,
reducing
68 customer complaints, increasing quality of products/services and improving customer
satisfaction.
Problems
There is a problem if there exists a disparity between the real and the desired and if someone is
concerned about this problem and wants to change it. The client’s problem can be identified
using five principal dimensions:
1. Substance of identity – the content of the problem must be fully defined and the various
symptoms described (eg, is the problem low performance or lack of investment ideas?)
2. Organizational and physical location – in what organizational units (eg, divisions,
subsidiaries, departments) and/or physical units (eg, plants, buildings, offices, stores) has the
problem been identified? How widespread is the problem?
3. Problem ownership – which people (staff, managers, clients) are affected and who is likely to
make solution difficult? Who is interested in resolving it?
4. Absolute and relative magnitude – how important is the problem in absolute and relative
terms, ie, in specific and comparative losses to departments and the organization?
5. Time perspective – determine the time period of the problem and its frequencies. Also
determine whether it is increasing or decreasing and possible forecasts.
Causes of Problems
The consultant needs to identify the forces and factors causing the problem and with
some knowledge on these causes form some hypothesis on possible causes. He should also try
to identify other factors that indirectly contribute to the aggravation or alleviation of the problem.
Identification of all these relationships is critical to finding solutions to the problem.
The eventual solution to the problem will heavily lie on the clients capacity and attitude. If the
client does not have requisite potential the consultant should provide for the development of this
potential. The clients adaptability to change, his past experience, his motivations, his resources
and aspirations all contribute to his potential.
Data Collection
The consulting assignment cannot be successful unless a considerable amount of relevant facts is
collected and used to identify the problem. This array of facts gives the consultant a clear picture
of the business and its current situation.
The consultant needs to thoroughly define what facts are needed. The consultant may decide to
continue applying selectivity, only this time fully aware that he will need much more detail. At
the beginning of the assignment the consultant may collect a fairly wide range of facts, reject
some after preliminary examination and add others. As he collects the facts, the consultant must
bear in mind that the purpose of the diagnosis is to mobilize action on a problem with the
aim of improving the organizations performance and not to research or establish responsibility
for past flaws. The whole process of data collection and definition should involve the client.
Data collection can be a lengthy process but if consistently employed, ie, one fact leading to the
next, the process can be significantly simplified. Professionalism and proper methodology
should
be employed in data collection.
1. Content of data
It is true that apparently identical types of data could have different meanings for different
business entities. Different organizations use different jargon and adapt general concepts to
their own operations. The consultant needs to note such disparities and factor the firm’s version
into his
70 assignment.
2. Degree of detail
At this stage more detail is needed than at the preliminary diagnosis stage. Collection of this
information will in general terms take more time. To collect the right data the consultant needs
to know what data will produce which pointers. Data may, thus, be gathered in several stages
before the consultant gets a sufficiently detailed picture of the situation.
3. Period of time
Periodically is very important in the consulting process. The consultant should indicate the time
periods required for every assignment. Periods of time should be comparable e.g.
Months or weeks have to include the same number of working days. Periods of normal
operations in the past should be thoroughly analyzed and accumulated in the assignment. The
choice of the period of time takes account of the availability of past records and any new changes
introduced in recording procedures.
4. Coverage
The Consultant should decide whether to collect information about all variables or a selection
only. He should also make an effort to collect data for representative samples.
Data should be grouped in the light of its ultimate use. Figures should be set out in tables and if
possible computer processed. Charts and drawings could also be used. The Consultants notes
should also be as clear as possible to different people, taking care to avoid ambiguity.
Data already recorded should be the first stop for the consultant in his search for data. In
retrieving data he should however avoid falling prey to:
71 i) Unreliability or distortion of records
ii) Differences of records (in magnitude of data and used criteria) in various department.
iii) Modifications that have gone into the criteria used by different department to record their
data.
2. Observing:
To record information which is not recorded the consultant has to observe. He may observe
processes and behaviour of different people or the performance of tasks by an individual or his
socializing patterns. Informal relationships can also assist him greatly in the diagnostic phase of
the assignment. Other areas that warrant keen observation include:-
• Layout of factory, warehouses and offices
• Working conditions
3. Special Reports:
The Consultant may seek the assistance of specific members of the client firm in form of special
reports about their areas of specialty. These can help the consultant to pinpoint specific areas of
weakness or conflict in his diagnostic exercise. These reports should, nevertheless be treated
with
caution.
4. Employing Questionnaires:
Questionnaires are useful for collecting limited number of straightforward simple facts mainly
from large numbers of people or people who may be geographically separated. Before drawing
up the questionnaire the consultant should know what information is needed, how it will be used,
and
72 how the answers will be summarized and classified. The questionnaire could be
subjected to preliminary tests to a certain relevance and understandability of questions.
5. Interviewing:
This is the most widely used technique in data collection in consulting, together with the retrieval
of recorded data. Unlike use of questionnaires this method allows testing and elaboration of
answers, ascertaining of correctness and asking supplementary questions. Interviewing also lead
to further supportive facts. The consultant learns from not only direct replies but also inferences,
comments, opinions, anecdotes, attitudes and gestures that accompany them. When planning
the interview it is crucial that the consultant determines what facts he wants to obtain, from
whom, when, where and how he intends to carry out the interview. He should anticipate
resistance from the informant and it may help to ask him directly what he feels about the
interview. Undue aggression in interviewing could also shut down the interviewee.
6. Data-gathering Meetings
In this case the consultant organizes a meeting of all those who have a stake in the problem or a
group of them. Caution must be taken in order not to discuss solutions even before adequate data
about the problem has been gathered. The meeting should not be too large to inhibit proper
discourse and several small meetings can be held if participants do not feel at ease together.
As the consultant makes contacts with people in the client organization he should pay keen
interest in their attitudes. This is a good tool in determining people’s feelings far as working
conditions are concerned and their possible changes. Employee attitude surveys are best carried
out in large organizations.
8. Estimates:
If proven facts are not available people who have first-hand information in the firm can furnish
the consultant with necessary estimates. Such estimates may also be provided if the process of
ascertaining facts is lengthy and resource-consuming. However the validity of such estimates
should be checked against proven experience.
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NB: Cultural Issues in Data Gathering
Different parts of the client organization have their micro-cultures which consolidate to make up
the organizational culture. A good consultant should be sensitive to these cultural aspects in
order to make the process of data collection easy and effective.
Fact Analysis:
Fact analysis involves correctly describing the reality, establishing what can be done to improve
present reality, establishing whether the client has potential to do it and identifying possible
benefits of the change. Fact analysis evolves to synthesis. Synthesis is the process of building a
whole from parts, drawing conclusions from fact analysis and developing action proposals. They
both should run concurrently i.e. theoretical knowledge and practical experience should help in
synthesis while still analyzing the facts. Hence deduction or induction methods are used.
Editing Data:
Before it is used in analysis data should be screened and put in usable form. This may include
checking their completeness verifying clarity, eliminating or correcting errors and making sure
that uniform criteria were applied in data gathering.
Classification:
Further classification of data is done at this stage. The main criteria used to do this are: time,
place (unit), responsibility, structure, influencing factors etc. Classification under time indicates
trends, rates of change and periodic (or random) fluctuations while classification under place
indicates problems of various parts of the organization. Classification under responsibility
shows the part of the organization responsible for different facts and events. Classification under
structure could be carried under the subheadings employees, materials, products, plants and
equipment, customers, etc while classification under influencing factors looks at factors that
cause a variable of machine stoppages is caused or influenced by lack of raw materials, break in
energy supply, lack of spare
parts, absence of workers, etc.
Data prepared and organized by classification are analyzed to identify relationships, proportions,
and trends. Various techniques such s statistics techniques (e.g. averages, dispersion, correlation,
regression), mathematical modeling, graphical techniques, etc are used.
3. Ratios
4. Causal analysis
5. Futuristic analysis
Work Proposal
It focuses on identifying and clarifying the client’s or colleague’s needs, expectations and
requirements, and the “fit” between client and consultant’s abilities and experience.
The consultant will write a proposal.
Here are thirteen of the most common sections you’ll want to include in your proposals:
1. Table of Contents
2. Introduction
3. Purpose
6. Reporting
7. Experience
8. Timeframe
9. Project Fees
11. Contact
12. Disclaimer
75 13. Agreement
1. Table of Contents
Your proposal should include page numbers and be broken down into easy to read sections. Use
the table of contents to list what is included in the proposal and on what page your client can find
each section of information.
2. Introduction
Provide a brief overview that shows you understand the project scope and overall specifications.
Be sure to outline what 'problem' the client is having and how you will fix it. This includes how
you, with your level of experience, skills, education or certification are the right person to get the
job done.
3. Purpose / Objectives
Use this section to go one step deeper by providing details on the purpose of the project. If
necessary you can include background information that shows you understand your client and his
business. State the reason for the project. Why it is happening, what outcome you are aiming for
and what the result will be when it is completed.
Use this section to explain what services you will provide. Describe what will happen on a daily,
weekly, or monthly basis. You should cover how each part of the project will work towards
achieving the ultimate goal the client is looking for. It is very important that you use language
your
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client can understand. This is not the time to get overly technical or use industry jargon. The
most
effective proposals address every need and concern the client has. If you don't know what these
are you need to meet with the client again and find out what they are really thinking. This is the
kind
of intelligence you need to include when crafting a winning proposal. Where possible list every
part of a project as a milestone where a measurable action and result can be seen and include the
dates you expect to complete each part (to reflect SMART objectives). If this proposal is for a
large organization you may need to include a detailed schedule listing every aspect of the project,
when it will be implemented and by whom. You may also choose to include a flow chart or
diagram showing this. In most cases however, a simple timeline showing what will be done and
by when will be sufficient.
6. Reporting
While you don't always need to give this item its own section (you can tuck it into the above
section) it is important to touch on the matter of reporting. The most successful consultants
provide a regular stream of updates and reporting to their clients. This eases clients' nerves and is
helpful for them to see in written form how the project is proceeding. Simply state what you will
provide for them in your reports and how often you will send them, and then be sure to do so.
7. Experience
Use this section to detail your experience and that of your team. Any past results, previous work
history, certifications, education, and so on. Prepare a table showing the "assignment personnel"
of your consulting company (their role, any past assignment done by the consulting company,
cost of these past assignments and qualifications of these personnel). As always be sure to list
this out in
an easy-to-read format, such as a list, so that each accomplishment is highlighted and stands out.
8. Project Fees
You can name this section "Project Fees", "Costs", or even "Investment" it doesn't really matter.
Here you want to list your fees and explain them. You should include payment amounts, what
they are for, how often billing will occur and how you want payment to be made. It's important
to include a note on late fees and how they will be handled. It's typical to charge 1-2% per
month, some companies are more aggressive and others don't even mention this. It's critical to
include this
because from the outset you want to establish that you mean business. Whether or not you
actually
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charge late fees is up to you, but you should let the potential client know that you expect to be
paid
Your fees may be broken down into hourly amounts, a fee for each part of the project or a
monthly amount. Be sure to explain this in detail so that your client appreciates the investment
they are making and how their money will be spent. This is also the place to mention any other
associated costs that might come up during the project, how they will be billed and who will be
responsible for payment.
9. Past Clients
Include a list of past clients and any testimonials and letters of reference you have received. If
you don't have written testimonials on file, go out and ask your past clients for them. If you can't
do that then be sure to contact past clients or people that can confirm that you are trustworthy,
skilled and can get the job done. At minimum list these people's name and include their job role
and company as well as their telephone number or other contact information. Any material
that supports and makes the potential client’s decision to hire you easier should be included in
this
section.
You've now included all the information that your proposal needs to be a winner and convince
your potential client to hire you. Use this last paragraph or so to summarize the goal of this
proposal, how you hope it answers all of their questions and that you welcome them to contact
you if they need any more information or want to discuss something. It's important that you
outline briefly what the next step is. You want to make it easy for the client to move forward.
Asking them to take more than one action is too much. Keep it simple. This 'step' may be for
them to sign the included agreement (more on this to come) and mail it or fax it back to you with
the first payment to get the project started. Finish off by letting them know that you'll be in touch
next week if you don't hear from them by a certain day. And then do so. Follow up is critical
with every single proposal you put forward. Many consultants send out a proposal. They don’t
hear back from the client and automatically assume that the client isn’t interested anymore, when
in fact they’ve just been busy and haven’t gotten around to it. Follow-up is immensely important!
This really can’t be
stressed enough.
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11. Contact
You want to make it simple for the potential client to contact you. Provide all of your contact
details. This can include your name, phone number, fax number, email address, mailing address
and your website if they should want more information about your company.
12. Disclaimer
Note: This section is often included in your agreement and doesn’t need to go directly into your
proposal. Some consultants however prefer to put it all into one document.
Use this section to explain your role as a consultant and what you expect from your client. It is
standard to mention that you are not taking this project on as an employee but rather as an
external consultant and as such your responsibilities are different. Your role is that of an advisor
and ultimately it is your client that should be making the final decisions. In addition, if your
client doesn't follow through with their commitments and responsibilities this may affect not
only the schedule but also the quality and results of the project. Another issue you want to cover
here is that of ownership of materials. Any documents that you develop and provide your client
with – who will own the rights to them? How can they use them? Be clear on what is expected
here. Likewise, and just as important is for you to assure your client that any information they
share with you as
'private' will remain that way and will always be treated as confidential.
13. Agreement
This isn't required for every proposal, but including a simple 1 or 2 page agreement at the end of
your proposal or as a separate sheet behind your proposal makes sense. This way once the client
goes through all the information and wants to get started they can simply sign the agreement and
send it back to you.
Evaluation Plan
Ask Questions – Before starting your proposal, take some time to make sure you know
Summarize the Project – Take all the information on the project that you’re received from
79 the client thus far and summarize it briefly, using your own words, in
an opening
paragraph. Example: “Below is a summary of my understanding of the project based on our
conversations thus far:”
Break Down the Project into a Nice “To Do” List – After your summary, follow-up with a
solid “To Do” list, which is very useful for both you and the client. List everything that they’ve
requested so far as well as your standard work on the project.
Split the Project into Phases – After your “to do” list, split the project up into a number of
clearly defined phases. I recommend starting out with a minimum of three. Your first phase
might be the “Initial First Draft”. During this phase, you begin work on the project and end the
phase by sending the client a first draft for testing and revision. Your next phase, in a simple 3
phase project, could be “Bug Squashing and Customizing” - During this phase (I recommend
project appropriate naming conventions ; ) the project is tested and revisions are made until the
client is happy with the work and it’s ready for action. Your last phase is “Finalization”. Once
the work is finished, you send them an invoice, ask for referrals, collect payment, and end with a
virtual handshake, all parties satisfied with a job well done.
- Bonus: A useful strategy to keep in mind when it comes to pricing is splitting up a long to-do
list into meaningful project phases and then pricing each of the “phases” individually.
Give Your Clients a Timeline – Once you’ve gone over the project phases, let your clients
know approximately how long you expect the project to take. Be generous (overestimate if need
be, but gently) and then strive to finish up ahead of time.
Estimate Your Time Involved – While not useful for all project types, giving an estimate of
time involved is useful for most and not only gives the client a sense of what to expect and that
you know what you’re doing, but also helps you know exactly what to plan ahead for. A large
design/programming project, for example, with a high dollar amount, can be an excellent
opportunity to detail the hours involved in each step of the to-do list. Be generous, but
honest.
Use the Multiple Choice Price Strategy – Now that all the details have been clearly laid out
and your client is confident in your understanding of the project and your ability to see it
through, it’s time to give them the price. Calculate your predicted time involved and be sure that
nothing is overlooked. Then, give them the total number of hours along with your standard
hourly rate followed by a discounted “flat rate”.
Offer a Satisfaction Guarantee – Once you’ve given them the price, be sure to include
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your satisfaction guarantee. Let them know that you’re committed to working on the
project until they’re fully satisfied and then, once they’ve accepted your proposal, stick to
it.
End With a Call to Action – Finally, after all the details have been made clear, and the price
and guarantee given, end with “what happens next.” Let them know exactly what they need to do
to get started. If you require payment upfront, let them know where to send the money.
SUMMARY
The consultant should make sure that his proposal is clear and achievable and follows a
framework that can easily be followed by his client.
Methods of data collection and capturing should take into account the culture of the
organization and the cost of collecting such data.
The client needs to avail all necessary data to the client in good time.
11.0 Lecture 11
The consultant is expected to engage in Data Gathering and Presentation activities i.e.
• Developing solutions
• Evaluating alternatives
Continuity between diagnosis and action planning is critical in the consulting process. However
the approach and methodology between the two is different. Whereas in diagnosis one’s focus is
on analytical work and finding more date in action planning focus shifts to creativity
and innovation in a bid to come up with something new. In action planning the clients
involvement is even more critical than in the diagnostic phase for a number of reasons.
• It familiarizes the client with the approach taken and wins his agreement with the
alternative solutions arrived at.
• The consultant needs the contribution of the client organizations talents in the process of
action planning. Without this the process would be rendered ineffective.
• The client’s personnel can do a great deal of design and planning work with the
consultant thus reducing the costs of the project.
• Participation of the client organization generates commitment which is so critical especially
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at the implementation stage.
• The action planning phase provides a new range of learning opportunities for the client.
Proper scheduling of the assignment and leaving enough time for creative search of the best
solution is of paramount importance.
It is the client expectation that the consultant will help find the best solution to the problem under
study or propose ways of taking up new opportunities. The reality however is that a problem is
likely to have many possible solutions, some of which may not be known to the consultant.
Consultants operate in a rapidly changing environment and new problems may defy old
approaches.
The objective of this phase is to search for information on possible solutions to the problem,
identify feasible alternatives and subject them to preliminary evaluation before starting detailed
design and planning work on the best proposal.
Before searching for solutions to a problem the client needs to understand the nature of the
problem. The following basis can be used to analyze the nature of the problem.
• Its technical characteristics – functions areas, techniques to be used or methods to be
changed.
• Its complexity – technical, financial, human and other aspects of management involved,
its importance to the client organization, its need to respect sectoral technical standards, etc.
• Its degree of newness – are the client and consultant familiar with the problem?
The consultant, in collaboration with the client, then decides whether to orient the search to an
existing solution or to a complexity new, original solution. He also decides on the scope of
solution search and the depth of solution – screening. In deciding how to focus the search for
feasible solutions the client may pose questions such as:
• What should the new solution achieve? (in terms of basic purpose, other purposes, level
of performance, quality of output)
83 • How will the needed solution differ from the present? (difference viewed in terms of
products, services or activities, methods, systems, equipment, location, ways of managing).
• Are the effects likely to last?
• Where could solutions or ideas be found? (in the same unit, the same enterprise, business
partners, friends, literature, consulting firms, research institutions)
• What difficulties may arise? (technical problems, managers or staff resistance,
work hazards, over production, quality standards, shortage of finance or raw materials, customer
reaction)
• Who will be affected? (specific employees, management)
• When is the best time to change? (during holidays, end of season, as soon as possible in
several stages)
Critical Competences in Action Planning
The consultant can draw from one or all of the following competence during action planning to
enhance his performance:
I. Experience
I. Experience
He should consider methods used elsewhere in previous assignments, and knowledge derived
from such sources as: previous clients, consulting organizations files and documents, colleague
consultants, literature, producer of equipment who may have improved them as a result of similar
conditions, staff in other departments of the client organization other organizations, etc.
The consultant should avoid reinventing the wheel and make sure all available experience is
identified and considered so that the client gets the best possible advice/solution. He should
avoid leaving too heavily on himself and go out in search of opinion from those who might even
be
better than him in specific areas.
II. Critical/creative
84 This is the process where the consultant and the client come up with completely new
approaches having realized that experience is inadequate in solving the problem. Creative
thinking is also defined as the relating of things or ideas which were previously unrelated.
Here, rigorous analytical process, initiation and imagination come into play.
1) Preparation – gathering all know facts, applying analytical thinking as far as possible and
defining the problems in different ways.
2) Effort – divergent thinking to generate multiple ideas, concepts and approaches. It leads to
possible solutions or frustration, both of which are important in creative thinking and the
production of good ideas.
3) Incubation – leaving the problem in the subconscious mind for some time. This helps pick
new ideas to support problem solving.
4) Insight – illumination of the mind that brings forth possible solutions.
The stages of preparation and evaluation require analytical thinking while the other three require
suspended judgment and free wheeling.
1. Brainstorming – a group of 8 – 12 people sit together and wildly produce ideas. Quantity and
not quality is the concern here.
2. Synthesis – a group of 9 people sit together, the problem owner explain the problem to the
group, then the group suggests a possible solution, it is analyzed by the “problem owner” who
says what he likes or dislikes about it after which new suggestions are put forward and analyzed
until a solution is found.
3. Attribute listing – the main attributes of a tangible object are recorded, each is analyzed and
possible changes advanced e.g. a steel handle of a screwdriver could be changed to plastic.
4. Forced relationship – objects or ideas are considered together and the question advanced: “In
how many ways can these be combined to give a new object or idea? Eg. An engineer could put
together two house designs to come up with a third.
5. Morphological analysis – different variables are set in matrix form and one tries to combine
them in new ways. The result is a great many combinations some of which are impossible
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- these are discarded.
6. Lateral Thinking – analytical thinking is about going into the depth and detail of a problem.
This is vertical thinking. Lateral thinking involves creative thinking which is the
examination of all options, including those that appear to be outside the given problem area.
7. Checklists – these are meant to assist in the inquiry into a problem. Checking the problem
against listed questions could help to arrive at different ideas.
In the use of all/any technique, however, these four things must be maintained:
• Allow free-wheeling
• Encourage quantity of ideas
• Self-imposed barriers
It states that the change or system you install now should be based on what the solution might be
86 when you work on the problem in future. The consultant should, therefore, anticipate
future
changes in the environment, in demand for the client’s products, in competition or even within
the
client organization itself. The vision of the future improves the quality of the solution that will
be adopted.
Throughout the earlier part of the consultancy process, judgment must be deferred to
avoid blocking the process of creative thinking. However, at this point new ideas have to be
sorted out, reviewed, discussed and assessed or even classified. This leads to the pre-selection
of a small number of ideas. The process of pre-selection is carried out in collaboration with the
client since he will be responsible for the implementation of the solution and the costs that go
with it:
Working on Alternatives
The detailed design, systems development and planning work should start on all the alternatives
that have been retained after the preliminary screening has been carried out. This may not be
possible in practice though owing to financial or time limitation, in which case two approaches
may help.
a) A phased approach – work may be commenced on say three alternatives to a sketch plan (pre-
project) level. This enables the consultant to collect more facts and figures on possible costs and
benefits of each after which it may be concluded that henceforth only one or two alternative will
be pursued.
b) Priority alternative approach – the consultant may choose to pursue the alternative that
received the highest rating during preliminary screening. If further assessment reveals that the
course of action taken is wrong or if the cost benefit analysis show unsatisfactory
results, this alternative may be dropped and a new one pursued.
Owing to the fact that solutions are being developed in real life (with the inherent time, financial
and other limitations) these or any other approaches cannon guarantee 100% that an ideal
solution
87 will be found.
Evaluating Alternatives
The evaluation technique selected depends on the nature and complexity of the particular case.
Other simpler criteria may include:
• Break even analysis
• Cost-benefit analysis
• Decision analysis
Action proposals need to be presented to the client in the right form and at the right time. In long
and complex assignment the client organization is involved at every stage of the consultancy and
is in constant touch with every stage of the consultancy takes. A report on action proposals,
though necessary, may hence not bring up anything new. It is simply a summary of proposals
presented to client for confirmation.
However, in assignment that do not require reporting at each step the presentation of action
proposals to the client in the way of a progress report is necessary. Information contained in this
presentation is likely to be completely new to the client unlike in the earlier case.
During presentation of action proposals, the client receives a picture of situation of the business
88 upon successful implementation. The consultant, however, needs to show not only
what to implement but also to do it. This calls for the consultant to include a section on the
plan for implementation.
The decision
The decision about to implement and what to leave out squarely rests with the client. Should the
consultant be seen by the client to have imposed solutions on him the implementation phase is
unlikely to receive necessary client acceptance and involvement. The perceptions of the
consultant and the client may also be different, a fact that can affect acceptance. It is, therefore,
important that the consultant established the client’s personal preferences, and cultural or
other factors affecting decision making of the client. This helps him to develop acceptable
recommendations. It also helps him to effectively persuade the client to accept the proposals put
forward.
The decision taken by the client may serve as the close of the consulting if he whishes to
undertake implementation himself or the introduction to the next phase if he intends to involve
the consultant in implementation.
SUMMARY
• The consultant needs to encourage and cultivate creative thinking among his team
members. Some of the methods he may employ are brainstorming, synthesis of alternatives,
using checklists, attribute listing etc
• The consultant needs to be extremely careful in sorting the various alternatives that he
has so that he comes up with the best alternatives.
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Lecture 12
3. Discuss clearly how a consultant exits in Phase V: Evaluation, Termination and Follow up
Decision Making
• Determine interventions
In most cases the consultants’ role ends at action planning. However there are cases where the
client will feel there is need to involve the consultant even at implementation. These are
however few. The ultimate role of implementation remains with the clients. This is chiefly
because he owns the business and so commands all resources and decisions within the system.
The consultant
90 can however be involved in implementation if and when implementation proves too
complex for the client. If the problem is rather straightforward or if during the diagnostic and
action planning
phases the client proves to have a good understanding of the problem and unquestionable
capability to implement solutions, the consultant may not need to go into implementation.
Financial constraints may also prompt the client to go into implementation alone.
The consultant may only visit periodically to check progress during implementation
The consultant may only intervene following the clients’ request during implementation.
How change is introduced in the firm largely determines its ultimate success and eventual
results. The following guiding principles may be employed either singularly or collectively to
achieve the most out of implementing alternative proposals.
1. Spaced implementation
Better understanding of solutions among the clients’ workforce and improved performance
accruing to the new changes can best be achieved if changes are introduced in bits with ample
rest
periods in between, than in continuous practices.
Initially, implementation should make use of the existing skills and knowledge in the client
systems and use this as a stepping stone to new frontiers. The new proposals should therefore
be linked to existing practice and only introduced as an improvement of existing procedure rather
91 than something completely new.
Goals should not be too easy or impossible to achieve. They should be set slightly higher than
would be expected.
Such goals should also be measurable, describable and time bound.
Different people in the client system have different absorptive capacities. Some will understand
what is required of them faster and better than others. The entire (or at least most of it)
workforce is however important at implementation. Patience with the different units of the client
system is therefore crucial at implementation.
Training Program
Sometimes the consultant may realize need for training for part or whole of client’s firm. The
consultant will need to identify who needs to be trained and in what particular skills. If the
consultant does not have the capacity to facilitate the kind of training needed, he can outsource a
training consultant. He should be honest enough to inform his client that he cannot offer that
training and that he is going to outsource.
1. INTRODUCTION
1.1 Goals of the Training Plan: The objective of the Training Plan is to define the strategies,
tasks, and methods that will be used to meet the training requirements. The goals of the training
plan are:
• Delineate specific goals that clearly communicate the scope of the Training Plan.
92 • Overview of the Training Plan.
The Training Plan is a working document. It is revised on a continuous basis as decisions are
made and issues are resolved. The document is organized as follows:
• Training Scope. Clearly states a list of the objectives and goals of the training, as well as
a list of assumptions.
• Training Offerings. Describes the offerings that define the training, including the training
groups, types of training, training approach, training curricula, training schedule, and logistical
information.
• Roles and Responsibilities. Presents the roles and responsibilities of the staff responsible
for preparing, conducting, and evaluating the training, and includes a clear definition of the
resources and a work plan.
• Contingency Plan. Identifies anticipated contingencies and details a plan for each
contingency.
• Training Material Design, Standards, and Guidelines. A copy of the Training Material
Design, Standards, and Guidelines that will be used to prepare the training materials.
2. TRAINING SCOPE
2.1 Training Goals and Objectives – The objectives of the training are:
List the objectives of the training in point form. In stating the objectives, clearly indicate the
scope of the training. To achieve these objectives, the following goals are established: List the
goals that are set in order to achieve the outlined objectives.
2.2 Assumptions – The training strategies, activities, and methods are predicated upon the
3. TRAINING OFFERINGS The parameters for training staff are specified. The following
offerings are described:
• Training Groups
• Types of Training
• Training Approach
• Training Curricula
• Training Schedule
• Logistical Information
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3.1 Training Groups – This section describes the groups to be trained, including the title of the
training group, types of staff, the type(s) of training, and the number of staff. Provide a
summary of this information in point form. Some information may be general in the early stages
of the plan, (e.g., the types of training may start out as a description and become a title as the
types of training are determined, and the number of staff may be an estimate until actual numbers
are obtained. Staff to be Trained, Training Group Name, Type(s) of Training, Types of Staff,
Location, Total Location, staff Total
3.2 Types of Training – This section describes the types of training to be delivered for each
training group, including the title of the training, brief description of the training, any
prerequisites, and the length of the training. Provide a table that lists the types of training for
each training group. Types of Training, Training Group, Training Title, Prerequisites, Length,
Description
3.3 Training Approach – For each type of training, this section describes how the training will be
delivered, including the methods to be used, the communication medium, techniques, tools, and
aids. Provide a table or list in point form that delineates the approach for each type of training
for each training group - Training Approach Training Group, Training Title, Method, Medium,
Techniques, Tools, Aids
3.4 Training Curricula – This section describes the curriculum for each type of training,
including a list of topics, a description of each topic, training objectives for each topic, the length
of time allotted for the presentation of the topic, the delivery method and medium if there are
various ones used within the course, and a preliminary agenda for each day of training. Provide a
table or list in point form. Some information may be general in the early stages of the plan, (e.g.,
the definition of the curriculum for each type of training begins with a list of the topics, which
can then be reviewed and refined before the rest of the information is added). - Training
Curriculum Type of Training: Topic Description, Objectives, Length, Method/Medium
3.5 Training Schedule – For each type of training, this section itemizes the parameters that affect
the training schedule, describes how the schedule was derived, and details what the schedule is.
Provide the training parameters in table or point form, as well as a narrative description of how
the schedule was derived, and a spreadsheet of the actual schedule for each type of training. The
schedule information becomes more specific as information is gathered. In the
early stages, attendees are often identified as a total number. Eventually, a roster is added to
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identify the names of the students who are required to attend instructor-led training or are
Sites, Number of Classrooms, Number of Trainees, Number of Trainers, Length of Each Session,
Recommended Classroom Size, Amount of Equipment, Travel Time and Holidays, Special
Circumstances.
3.6 Training Logistics – This section identifies logistical information based on the requirements
for the defined training offerings. The logistical information includes a list of the equipment and
supplies required. Provide a list of the equipment and a list of the supplies required to
accommodate the types of training defined in the previous processes. In early iterations of the
document this section may not appear, because applicable requirements, such as the number of
trainees per course, have not been established. In some situations, there may be appropriate
equipment and supplies available, though not necessarily enough. For these circumstances, an
inventory of the items can be provided with an indication that additional equipment and supply
needs will be determined after the training offerings are further defined.
4. ROLES AND RESPONSIBILITIES This section details the roles and responsibilities of the
personnel responsible for preparing, conducting, and evaluating the training for System Name
4.1 Resources – This section describes the roles of those involved, the individuals who will
fulfill the roles, and their area of responsibility. Provide an organizational chart of the training
team structure and any other pertinent organizations, such as the steering committee. Identify
each type of training resource, including a description of their role and responsibilities, and list
the staff members assigned to that role.
4.2 Work Plan – This section provides a chronological list of the activities and tasks that
must be accomplished to prepare, conduct, and evaluate the training. The work plan is an excerpt
from the Project Management Plan and is included here for the purpose of identifying the tasks
to be completed within the scope of the Training Plan. The work plan section shows the key
person responsible for completing each activity and task, and the expected start and completion
dates for each activity and task. Update the Responsibility Assignment Matrix (RAM) to reflect
the persons
responsible. Add the task start and end dates for each of the elements.
5. CONTINGENCY PLAN This section outlines the procedure to be followed when handling
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emergencies. For each contingency the following information is provided:
• Purpose. Identifies the contingency, the conditions under which the contingency plan will
be implemented, and the intended results of the implementation of the contingency plan.
• Procedures. Provides step by step instructions on how to implement the contingency plan
5.1 Contingencies – In a table or point form, identify each contingency (e.g., system failure,
equipment failure, sick instructor), the conditions under which the contingency plan will be
implemented, and the intended result of the contingency action. Contingencies: Contingency
Condition for Action, Contingency Action Intended Result, Contingency Plan Procedures For
each contingency, prepare, in point form, detailed instructions for implementation of the
contingency plan - Contingency Procedures, Person Responsible
‘The following is a copy of the design, standards, and guidelines that will be used during the
preparation of the training materials:’ Provide a copy of the design, standards, and guidelines that
will be used to guide the training preparation process. Document the design parameters in one
page, using a table format or list in point form. Training Materials Design Parameters Approach
Medium Size of the annotated table of contents, structure, or storyboard depends on the number
of topics in the training materials. On average, each section can be described in one to
two paragraphs. Prepare a prototype that is small enough to be completed in a short period of
time, but include a variety of examples of the standards and procedures that will be used to
produce the training materials. The format of the prototype depends on the medium selected,
(e.g., a written document or graphic should be produced for paper training materials and software
for on-line training materials). Include copies of the presentation rules, layout template(s), and
grammar, punctuation, and terminology standards as appendices. The size of the appendices
depends on the number of rules, templates and standards that will be used. Presentation rules are
normally two to
three pages.
• Client and consultant compare notes. Is the client satisfied? Were expectations met?
Were adaptations to unforeseen circumstances reasonable and appropriate? Are there new issues
that have been surfaced and that need to be addressed? Are there any follow-on projects?
• The consultant should support clients to overcome symptoms of ‘withdrawal’
• He should now get less involved in the processes, in preparation for physical departure
• Supporting from a distance to make sure implementation is taking shape will help sustain
a long lasting relationship
• Complete withdrawal after implementation has been successful
A consulting assignment is finally brought to the end once its purpose has been achieved. Just
like all the other phases termination should be professionally planned, timed and
executed. Termination can either be:
I. Mature
II. Premature
In mature termination the exercise is brought to its logical conclusion and the services of the
consultant may thus no longer be needed. In premature termination though the exercise is
concluded due to any of the following reasons:-
Disagreement between the consultant and the client may be due to insufficiency of client’s funds
or any other reasons. It is worth noting that the assignment could end later than originally
planned because of these reasons.
a. The consultants underestimation of the technicality of the assignment
Evaluation
Unless both the client and the consultant hold an evaluation session the exercise is not deemed
complete. Evaluation severs to determine whether the assignment has met its objectives and
whether the results (or likely results) justify the resources employed. Evaluation helps to cement
97 the relationship between the client and the consultant and lays a basis for future
collaboration.
However if the relationship between the consultant and the client is strained by this time for any
possible reason, it may be prudent for the consultant to avoid an evaluation session.
1. One is called the assignment reference report. This report goes to the consultants firms file
for record and reference.
2. The second is the client’s report which is a summary of the entire assignment. This report is
retained by the client.
Upon handing over the report to the client mutual commitments are duly settled and a date or
procedure for follow-up (post consultancy) arranged.
SUMMARY
• His evaluation plan should make sure that progress is well-monitored so that
errors are discovered early and corrected.
• The consultant needs to be ready to offer training in case need arises. He should prepare a
well- detailed training program that outlines the areas to be covered. This areas should point to
addressing the problem that led to the need for him being hired.
• The consultant should prepare reports to leave with the client and his own for filing.
• His Exit should be in such a way that he can always come back to check
whether his recommendations are being implemented the way he wanted.
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12.0 Lecture 13