| We live in a strange society. Any society that calls | | | | expectations and sought outcomes. The different roles |
| itself capitalist should have a flexible framework in | | | | of all stakeholders are delineated including the role of |
| which to operate businesses. Management consultants | | | | the Project Sponsor. Also, at the meeting both parties |
| are at the forefront of any business evolution. Without | | | | agree on the Functional Project Requirements and |
| a clear process our clients are directly affected and | | | | clients Key Decision Criteria are identified to ensure |
| penalized by our inefficient solution-delivery. | | | | successful project completion - Estimated duration: 90 |
| Management schools across the country breed new | | | | minutes or less. |
| generations of business thinkers one after the other. | | | | Discovery: During the discovery process the |
| But they rarely provide them with the framework in | | | | Management Consulting team's job is to breakdown |
| which to think and deliver ideas. After graduate school, | | | | the functional findings and project requirements into a |
| those same thinkers end up, in large percentages, at | | | | technical structure so that tasks can be allocated. This |
| management consulting firms. There again, a | | | | process involves an in-depth primary analysis. |
| framework is too often lacking. | | | | Estimated duration: 2 days or less. |
| Instead of teaching new consultants a way to deliver | | | | Project Plan: The project director drafts a Project Plan |
| advice, they are rather thrown into the lion's den with | | | | that confirms the expectations of the client. The |
| no more than a pat on the back and a "Go get'em | | | | document lists all major functional activities and |
| tiger!" with the expectation that they will learn on the | | | | objectives of the project. Once agreed upon, the |
| job. However, the quality of the On the Job Training, or | | | | Project Plan becomes the blueprint used by all in the |
| OJT as it's called, depends largely on the senior | | | | achievement of the objectives. |
| consultant supervising the project. Too often, the pace | | | | Phase 4: Execution |
| of the work prohibits the effective teaching the new | | | | Implementation: At this stage, the client (Project |
| consultant should be entitled to. | | | | Sponsor) is given assistance in specifying what it is he |
| The "what" of management consulting, (I.e.: Generating | | | | wants and when he wants it. The interaction between |
| ideas, finding solutions, and implementing those solutions | | | | the client's employees and the Management Consulting |
| inside the client's business) can't happen in a vacuum. | | | | team continues, solutions are sought and implemented. |
| When it comes to management consulting, the delivery | | | | Also, at this step the work is planned in terms of who |
| process or the "how" should be what primes. Because, | | | | will do what, when, where, how and with what |
| given a step-by-step process any business school | | | | resources. The Project Plan is then carried out. |
| graduate can think his way through a problem. Sadly | | | | Initiation/Research: All parties involved get to know one |
| without such a process, too often the final | | | | another better. Bonding relationships are formed. The |
| recommendation rarely offers a long-term solution for | | | | Management Consulting team continues to gather and |
| the client. | | | | analyze information to properly hone the project. |
| Therefore, I would like to propose a new basic | | | | Execution: At this stage solutions are being |
| process. This process can be used regardless of the | | | | implemented. Solutions may take several shapes |
| type of project, or the industry in which consulting. This | | | | including: trainings, standardizations, procedures, |
| process is what the consultants at Tumiza Strategy | | | | improvements, re-organizations, documentations, etc. |
| Consulting, LLC use to ensure quality delivery and | | | | Phase 5: Evaluation |
| implementation of business solutions. | | | | Evaluation: In an ongoing fashion, the client and the |
| Here are the seven fundamental phases of this | | | | Management Consultant team look over the project |
| process: | | | | and their relationship and make adjustments to ensure |
| Phase 1: Making First Contact/Entry | | | | satisfaction of client based on Key Decision Criteria. |
| First Contact: This is the first contact with the client. | | | | Recommendations: Regularly, throughout the project, |
| Discussion: At this phase the Business Analyst is | | | | the Management Consulting team presents its findings, |
| identifying who the client is and what motivation there | | | | recommendations and proposed execution plan to the |
| is to bring about change. (WILL-logical & | | | | Project Sponsor. |
| WANT-emotional FACTORS) | | | | Status Reports: On a regular basis the Project Director |
| Negotiation: Here the Business Analyst is exploring the | | | | drafts Status Reports and meets with the Project |
| potential for working together with the client. This step | | | | Sponsor to share the progress of the project and to |
| also includes specifying the desired outcomes (general | | | | re-align the objectives as necessary. |
| scope), deciding who is going to do what, agreeing on | | | | Phase 6: Termination |
| style, costs, timing and accountability. It's also at this | | | | Termination: The Project Director and the Project |
| stage that an agreement is reached to move to the | | | | Sponsor agree to conclude the project. The final |
| next phase. | | | | objectives are decided and concluded in the allotted |
| Phase 2: Survey | | | | timeframe. |
| Preliminary Analysis: The Business Analyst(s) collects | | | | Closing Letter: Project Sponsor shares all comments in |
| the data needed from the client and analyzes it in view | | | | an official letter addressed to the executive |
| of improving Quality, Sales & Marketing, | | | | management of Tumiza Strategy Consulting. |
| Operations and Administration of the corporate | | | | Closing Questionnaire: Project Sponsor fills out a |
| endeavor. The actual analysis performed normally | | | | closing questionnaire. |
| includes a series of studies I.e.: Financial Ratio Analysis | | | | Phase 7: Revision |
| - Business Efficiency Analysis - Business Growth | | | | Progress Review: About 3-6 months after the project, |
| Analysis, etc. | | | | the management at Tumiza contacts the client to |
| Functional Findings Meeting: At this meeting the | | | | inquire about the project installations and their effects |
| Business Analyst (or team of Business Analysts) | | | | on the business. Additional solutions may be proposed. |
| presents the findings to the client in a report format. | | | | In summary |
| The report highlights the issues as encountered by | | | | The world of business is becoming more intricate daily. |
| analyst(s), the concerns the client may have, proposed | | | | The rapid rate of absorption of new technologies and |
| solutions, possible improvements, and anticipated | | | | the minimization of barriers between economies make |
| results and estimated net benefits of solution | | | | the expansion of business easier and more affordable |
| implementation, and cost of consulting services to install | | | | than ever before. Even small and medium sized |
| the improvements. | | | | businesses can now compete with the giants of past |
| Proposal: Based on the findings, a proposal is drafted | | | | days. |
| to show possible improvements, estimated net benefits | | | | The knowledge and wisdom of our management |
| to client, and cost of consulting services to install the | | | | consultants cautiously reserved for the business elites |
| improvements. | | | | of before is now made available to small and medium |
| Phase 3: Management Consulting | | | | sized businesses as well. These smaller clients can't |
| Opening Meeting: At this meeting the Business Analyst | | | | afford any inefficiency - their budgets can't permit it. |
| introduces the client to the Management Consulting | | | | Therefore our industry needs to improve and |
| team, which normally includes a Project Director and | | | | streamline its processes to ensure that we can serve |
| one of more Management Consultant. During the | | | | all our clients in the most optimized way. |
| meeting the client and consulting team ask clarifying | | | | M. Joseph PS: And always remember: If you are not |
| questions to ensure full understanding of both parties' | | | | having fun, you are not serious enough! |