Consulting Engagement

7/25/2019 Consulting Engagement

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Managing the Quality ofConsulting Engagement


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Introduction

Project evaluation and controls provide the means

of successfully administering the work plan.

The specific objectives of project evaluation and controls are:

1. To provide assurance that the project is on schedule and within

budget.

2. To communicate the exact project status of all concerned personnel.

. To ensure that a !uality product will be implemented.


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Introduction

The project controls generally include the following:

"dministrative controls

Time reporting procedures

Independent !uality assurance reviews


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"dministrative #ontrols

It is formed at the organizational stageof the project to

provide overall guidance and control to theimplementation process.

The administrative framewor$ is organi%ed which should

include individuals who have direct interest in the !uality

of the final product.

Size of the project: Client


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The framewor$ would normally consists of:

1. &ne or more client management committees'with representatives from the user areas

2. The top (executive) management

. Information processing services department


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Project steering committee

* maintains direct control over the project. should be comprised of senior management from each area

of the client organi%ation that is affected by the system

project.

Project leader and manager of the information processing

services department.

Management advisory committee * coordinates theactivities of the information processing services

department.


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Project steering committee

1. +xercise control over all costs and benefitspertaining to the development and operation of

the system spanned by the project.

2. ,onitors project activities to ensure that all

changes to the system design are made only with

proper approval and that all policy changes areobserved.

. -olds regularly scheduled status meetings to carry

out the monitoring responsibilities. pecial

meetings are also held when specific problems of

significance arise.


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Time /eporting and "nalysis Procedures

Objectives:

1. To provide project management with informationnecessary for planning' administering and controlling

the project.

2. To prepare and control the project wor$ program

updates.

. To assist the project leader in preparing managementstatus reports.

0. To account for all time used on the project by the

team members.


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Time /eporting and "nalysis Procedures

Causes of variances:

Improper application of guidelines in ma$ing theestimate

Improper communication of tas$ scopes and objectives

Inappropriate assignment of tas$s to personnel (people

who are either over!ualified or under!ualified for the

assigned tas$s) nexpected changes to tas$ scopes and objective

nexpected difficulties related to availability or

functioning of project resources


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Independent uality "ssurance /eviews

Objectives:

1. The system satisfies all user re!uirements and is operableon a day3to3day basis without assistance.

2. The system is being developed within the time frame and

cost estimates originally agreed upon.

. The system employs satisfactory methods and techni!ues

that are within the sphere of competence of the majority

of client personnel.

0. The presentation and format of all procedures'

documentations and coding are neat' well organi%ed and in

conformance with established client standards.


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Independent uality "ssurance /eviews

ndependent !evie"s* to be performed by someone who

is not associated with the project and has a s$ill level atleast as high as of that project leader.

Quality #ssurance Chec$lists % contain a series of!uestions concerning the !uality of wor$ performed and

should be prepared by the project supervisor responsible

for the wor$ and reviewed by both the project leader and

independent reviewer.


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,aintaining #ontrols &ver #ompetence

and ervice uality

"n operational definition of its practice scope' including alist of services that it desires to provide.

" clear understanding of its clients' their re!uirements'

and the services that the firm might propose providing to

each.

The standards by which proposed services are to beevaluated with respect to their suitability for delivery.

The criteria by which need personnel are to be recruited.

The programs for the achievement of needed staff

development.


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Types of #ontrols

Preventive Controls &before'the'fact controls(* establish

benchmar$s of expected performance )eedbac$ Controls &after'the'fact controls(* measure

actual performance and compare it with the expected

performance.

Three situations


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and ervice uality

To ensure the maintenance of sound controls overcompetence and !uality of services of the consulting firm'

the following steps may be ta$en:

1. ervice /eview * to assess the consulting firm4s objectives'

offered services and record of competence in the provision

of service since the last review.

2. "ppoint Practice 5irector * to establish responsibility for

practice competence and !uality control. -e should

propose practice goals and supervise the overall service

planning process and be responsible for practice conduct.


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and ervice uality

. "ppoint ervice #oordinator * to administer daily operationsrelated to the provision of management and consulting services.

&ther responsibilities:

a) "ssign appropriate staff consultants to engagement after consultation

with managers3in3charge.

b) &btain positive evidence that the delivery of services on each

engagement is in accordance with firm policies.

c) Pinpoint and report $nowledge or s$ill deficiencies and recommendstaff development steps to correct the'.

d) #oordinate all practice development activities' including the

screening of prospective engagement.

e) 5evise and administer a plan of staff training' consisting of both on3

the3job and formal training courses.


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and ervice uality

. Perform +ngagement "nalysis * Information to be collected:a) #lient' including name' address' service location' client control'

referral

b) +ngagement service classification code

c) &ther engagement with this client

d) taff consultant who were assigned to each engagement' their

tas$s and hours spent on each tas$

e) Total engagement hours' billed as well as those not billed

f) ummary of other costs

g) #losing date of engagement

h) +ngagement evaluation and recommended follow3up


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and ervice uality

0. Perform taff #ompetence +valuation * teps for evaluation:a) The evaluator should study the following pertaining to the staff

members being evaluated:

i. Personnel file

ii. 6ile of engagement participation

iii. 6ile of competence and experience

b) The evaluator should ma$e certain that the engagement file fullyreflects all information concerning all engagements in which the

staff member participated.

c) The evaluator should complete a competency evaluation chec$list

d) The evaluator should meet personally with the staff members to

discuss the evaluation itself.


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pecial #onsideration for the ole Practitioner

&perating as a ,anagement #onsultant

elf3"ssessment

,a$e an autobiography.

7ist all areas of your special interest' achievement'

$nowledge and personal satisfaction.

7ist all your s$ills. 7ist all your talents.

7ist all your attributes.

7ist all the s$ills and attributes you lac$ that you

believe are necessary for a consulting business.


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pecial #onsideration for the ole Practitioner

&perating as a ,anagement #onsultant

elf3"ssessment

7ist the s$ills and attributes you lac$ related to being a consultant that you

believe you can improve.

tate how the s$ills and attributes that you cannot improve affect your

consulting business

pea$ to friends' relatives or family.

Increase your awareness of additional opportunities when it comes to differentresources.

5efine the consulting service areas you would li$e to provide

Identify who you believe could be possible clients and why

Project how you would li$e to operate your consulting business.

7ist how you intend to mar$et your services.

Consulting Engagement

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