Methodology:ConsultingProcessFrameworkOverviewTheBusinessConsultingProcessFrameworkreflectsthesetofconsultingactivitiesthathelptheclienttoperceive,understand,andactupontheprocesseventsthatoccurintheclient’senvironment.Implicitintheconsultingprocessistheassumptionthatallorganizationalproblemsandopportunitiesarefundamentallylinkedtobothprocesselementsandhumaninteractions.TheConsultingProcessFrameworkismadeupofelevenelementsdividedintotwoareas.Thefirstareaisthecoreconsultingprocessrepresentedbytheseveninnerchevrons.Thechevronsaresequentialandrepresenttheprocessphasesweperformduringanengagementbeginningwiththeassessmentofclientneedsthroughtheimplementationofenduringchange.ThesecondareaoftheConsultingProcessFrameworkisrepresentedbytheringsthatsurroundclientsuccessandtheentireconsultingprocess.Wedefinesuccessasacommonviewoffavorable,ordesiredoutcomebyboththeprojectteamandtheclient.Theringedareasarenotphased,butarepervasiveconsiderationsthatarecriticalthroughouttheentireconsultingengagement.Withinthecontextofspecificengagements,wemustmanagetheprojectandthechangeprocess.Beyondthecontextofindividualengagements,weneedtobuildenduringclientrelationshipsandshareourskillsandlearning.TheConsultingProcessFrameworkwasdevelopedbycombiningthebestpracticesfromourcurrentBusinessConsultingservicelinemethodologies,bestpracticesfromoutsideourorganization,andacombinationoftheoreticalperspectives.Theframeworkisaperformanceaidandisnota“checklist.”Becauseeachclientsituationisunique,yourapplicationoftheconceptsandtoolsoutlinedintheframeworkwillvaryfromjobtojob.Theprimarygoalsforaconsultantare:-Toestablishacollaborativerelationship-Tosolveproblemssothattheystaysolved-Toensureattentionisgivetoboththetechnical/businessproblemandtherelationships-TomodelbehaviorswhichexhibitwaysofworkingwhichcreateeffectiveactionsQuestions1.Whyistheclientundertakingtheproject?Whatisfundamentallydrivingtheneedforchange?Methodology:ConsultingProcessFramework12.Whoarethebeneficiaries(processownersorstakeholders)oftheproject?3.Havespecificcostreduction,quality,servicelevel,orrevenueenhancementgoalsbeenestablished?4.Howdoestheclientplantousetheresults?5.Areanyorganizationalunits,departments,orbusinessprocessesconsideredoutsidethescopeoftheengagement?6.Howfarintotheorganizationwilltheengagementgo?Whatisthescopeandmagnitudeofchangeneeded?7.Willlimitingthescopeoftheengagementhindertheconsultant’sabilitytoanalyzetheorganization?Willlimitingthescoperesultintheconsultantbeingunabletofullycomprehendanissue?Willitlimitthesizeoftheopportunities?8.Istheprojectapproachappropriategiventhecurrentunderstandingofthesituation?9.Doestheclienthavefullinformation?10.Arewetheappropriateserviceproviderforaddressingtheissueswhichtheclientisfacing?11.Aretheclient’sexpectationsforchangerealistic?12.Whatarethekeybarriersthatmustbeovercomeinordertoachievethedesiredchange?13.Whatpercentageimprovementdoyou/clientbelievecouldresultfromthedesiredchangeprogram?HintsAlloftheclientservicesweprovideshouldfollowthephasesandpervasiveareasoutlinedintheConsultingProcessFramework.Allofourservicelineofferingsshouldbeginwiththeassessmentofclientneeds.Duringthisphase,wedeterminetheactualversusperceivedclientneeds.Afterwehaveworkedwiththeclienttojointlyassesstheirneeds,wecontractwiththemanddeterminewhattheprojectgoalswillbe,andwhatresponsibilitiesandcommitmentsw...
