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Stages of Consulting Management

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(1)

DR. MA

(2)

Describe the analytical approach and process as

applied to MAS engagement.

 Analytical approach and process refers to the

systematic, objective and rational method of solving

business problems. It involves a professional-level

ability to ascertain pertinent facts and circumstance,

define problem, evaluate the alternative courses of

action and present conclusions and recommendations

to solve the problem.

(3)

 What are the basic stages of a management consulting engagement?

I. Negotiating the engagement II. Engagement planning

III. Conducting a consulting assignment a. Problem identification and solution

b. Identification of suitable and accurate sources of information c. Data analysis and diagnosis

d. Solution development

e. Preparation and presentation of the report and recommended solution

f. Implementation

g. Follow-up evaluation of the implemented solution

(4)

What is an MAS proposal letter? What are the

content of this letter?

It is an advisable first step in most MAS engagement. It

is written communication between the CPA and the

client setting forth the terms and conditions of a

proposed consultancy work.

Its contents generally include:

 Objectives and benefits of the engagement.  Scope of the work and the role of CPA.

 Approach to the study.  Project organization.

 Fees and billing arrangements.

(5)

What are the uses of an engagement plan?

 Provide a means for arranging, distributing and assigning

responsibility for various segments of an engagement.

 Provide a means of control for determining g whether all

segments of the engagement have in fact been completed.

 Provide the framework for reporting progress of an

engagement.

 Facilitate time and efficiency control over personnel assigned

to the engagement.

 Assist in an engagement review by a partner or supervisor.  Provide the basis for estimating fees.

 Advantages of preparing a proposal letter:

It minimizes misunderstanding between the CPA and

the client.

(6)

 What are the factors that should be considered in

setting the fee to be charged to clients?

Nature of the MAS job.

The job’s degree of difficulty and complexity.

Qualifications of the staff required.

Time involved.

Technical importance of the service to the client.

Define an engagement or work plan.

It is an operational plan for conducting a management

service engagement and considered as a blueprint of

the remainder of the project.

(7)

 What are the basic contents of an engagement program?

 The objectives and a description of each task to be accomplished.   A description of tangible output required at completion of each task.   A list of manpower required.

  A list of the personnel assigned.  The starting and completion dates.  Project costs.

Describe the activities involved in the problem definition phase?

 Identity of the problem.

 Objectives of the problem-solving process.  Scope of the problem.

 Intensity of the problem

 Time dimensions of the problem  Location of the problem

 Human elements involved in the problem  Support systems surrounding the problem  Tracking systems related to the problem

(8)

 What are the data-gathering techniques available to a management consultant?  Interviews  Questionnaires  Observation  Document gathering  Charting  Organization chart  Data flow diagram  System outflow  Detail flowchart  Decision table

5 internal sources of data and the corresponding data that may be obtained from such. Sources

Corporate planning Facts

Corporate objectives, Expansion plans Sources

Engineering Facts

Engineering schedule for products Sources

Research and development Facts

New product development schedules Sources Manufacturing Facts Inventory status Sources  Accounting Facts

Product pricing and costing Operating expenses

(9)

Describe the 4 approaches that a consultant may use in analyzing facts gathered in relation to the problem at hand.

 Decision-Level Analysis – has the purpose of depicting the

 varied interrelationships among the decisions made throughout the segments and levels of organization.

 Input/output Analysis – problem situation is analyzed in terms

of its inputs and outputs.

 Structured Analysis – organization is comprised of a number of

 well-defined functions, which in turn are made up of a group of activities.

 Less-Structured Analysis – could be employed to a counteract

some limitations of the structured approaches such as (1) difficulty in application and (2) stifling of creativity of the consultant.

(10)

Explain briefly the steps in the problem-solving

process.

Problem identification and desired outcome

 begins with

initial recognition of a symptoms pointing to the problem

and ends with the complete problem description.

Identification of suitable and accurate sources of

information and data-gathering - deals with fact sources

and identifies places where the consultant can look to find

facts associated with the operation of a client.

Data analysis and Diagnosis

 consultant needs to apply a

 variety of fact analysis techniques to determine the

effectiveness of each decision made.

Solution selection

Preparation and presentation of the report and

recommended solution

Implementation of recommended solution

(11)

Most commonly used techniques in gathering facts.

 Interviews – considered the best way to zero in on problems. It

can be conducted at all levels of the organizations.

 Questionnaires – restricts channel of communications and

should be used with great care for the purpose of fact finding.

 Observation – useful in gathering facts prior to an interview, in

 verifying statements made during an interview, and in ascertaining relationships between individuals.

 Document gathering – collect all relevant documents to gain

an understanding of what is presently done and how it is

organized, what is not available, and perhaps what the client considers being important.

 Charting – fact gathering that provides a pictorial

representation of a dimensions of the client’s organization or of

(12)

The following approaches to analysis:

Decision-Level Analysis – has the purpose of depicting the varied interrelationships among the decisions made throughout the segments and levels of organization.

Input/output Analysis – problem situation is analyzed in terms of its inputs and outputs.

Structured Analysis – organization is comprised of a number of well-defined functions, which in turn are made up of a group of activities.

Less-Structured Analysis – could be employed to a counteract some limitations of the structured approaches such as (1) difficulty in application and (2) stifling of creativity of the consultant.

The following analysis strategies:

 Categorization – process whereby data, facts or items are sorted into different groups by virtue

of their features.

 Classification – process whereby items are sorted into different groups wherein defined by

external criteria rather than by arbitrary features.

 Numerical analysis – numbers are combined in order to understand how they relate to each

other.

  Association – recognition of two things that are connected in some ways.

 Correlation – recognition that the variation in one variable occurs in step with that of another.  Causation – explains correlation. It suggests that two variables are correlated because there is a

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