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CMC-Canada – Essentials of Management Consulting Course

CMC – Canada | Essentials of Management Consulting

LEARNER WORKBOOK

 
CMC-Canada – Essentials of Management Consulting Course – Learner Workbook  1 
 
Table of Contents 
COURSE INTRODUCTION .............................................................................................................................. 4 
1.  WELCOME ............................................................................................................................................. 4 
2.  COURSE LEARNING OUTCOMES ............................................................................................................ 4 
3.  APPROACH TO LEARNING ..................................................................................................................... 5 
4.  ATTENDANCE & WORKLOAD ................................................................................................................. 5 
5.  ASSESSMENT OF LEARNING ....................................................................... Error! Bookmark not defined. 
COURSE STRUCTURE & AGENDA ................................................................................................................. 7 
1.  GROUP CASE STUDY .............................................................................................................................. 7 
2.  REFLECTIVE SUMMARY ......................................................................................................................... 8 
INTRODUCTION TO THE PROFESSION ......................................................................................................... 9 
1.  WHAT IS MANAGEMENT CONSULTING?................................................................................................ 9 
2.  MANAGEMENT CONSULTING IS A GLOBAL PROFESSION ..................................................................... 10 
3.  THE PROFESSION OF MANAGEMENT CONSULTING IN CANADA .......................................................... 11 
4.  THE CMC COMPETENCY FRAMEWORK (2018) ..................................................................................... 11 
5.  CMC COMMON BODY OF KNOWLEDGE ............................................................................................... 13 
6.  PROFESSIONAL CONDUCT IN MANAGEMENT CONSULTING ................................................................ 13 
7.  THE CERTIFIED MANAGEMENT CONSULTANT (CMC) DESIGNATION .................................................... 15 
8.  ISO 20700 – GUIDELINES FOR MANAGEMENT CONSULTANCY SERVICES ............................................. 16 
INTRODUCTION TO THE CONSULTING PROCESS ....................................................................................... 17 
1.  OVERVIEW OF THE CONSULTING PROCESS .......................................................................................... 17 
2.  THE THREE ELEMENTS OF MANAGEMENT CONSULTING ..................................................................... 18 
3.  SKILLS & ATTRIBUTES OF A MANAGEMENT CONSULTANT .................................................................. 20 
WEEK 1:  HOMEWORK ............................................................................................................................... 21 
STAGE 1:  ENTRY ........................................................................................................................................ 22 
1.  ENTRY:  OBJEcTIVES, INPUTS, and OUTPUTS ....................................................................................... 22 
2.  TOOLS & TECHNIQUES IN ENTRY ......................................................................................................... 24 
3.  CONDUCT INITIAL MEETING ................................................................................................................ 24 
4.  PRELIMINARY DIAGNOSIS ................................................................................................................... 25 
5.  DEVELOP ENGAGEMENT APPROACH & PROPOSAL ............................................................................. 25 
6.  NEGOTIATING & EXECUTING THE AGREEMENT ................................................................................... 27 
7.  THE CONTENT OF THE NEGOTIATED AGREEMENT ............................................................................... 27 
8.  CODE OF CONDUCT DURING THE ENTRY STAGE .................................................................................. 29 
WEEK 2:  HOMEWORK ............................................................................................................................... 30 

 
CMC-Canada – Essentials of Management Consulting Course – Learner Workbook  2 
 
STAGE 2:  DIAGNOSIS ................................................................................................................................. 31 
1.  DIAGNOSIS:  OBJEcTIVES, INPUTS, and OUTPUTS ................................................................................ 31 
2.  TOOLS & TECHNIQUES IN DIAGNOSIS.................................................................................................. 33 
3. RE-CONFIRM PURPOSE ....................................................................................................................... 34 
4.  GATHER DATA ..................................................................................................................................... 35 
5.  ANALYZE DATA.................................................................................................................................... 36 
6.  SYNTHESIZE DATA ............................................................................................................................... 37 
7.  SHARE FINDINGS ................................................................................................................................. 38 
8.  CODE OF CONDUCT DURING THE DIAGNOSIS STAGE........................................................................... 41 
WEEK 3:  HOMEWORK ............................................................................................................................... 42 
  STAGE 3:  ACTION PLANNING .............................................................................................................. 43 
1.  ACTION PLANNING:  OBJEcTIVES, INPUTS, and OUTPUTS .................................................................... 43 
2.  TOOLS & TECHNIQUES IN ACTION PlANNING ...................................................................................... 46 
3.  DIVERGENT & CONVERGENT THINKING .............................................................................................. 47 
4.  CONCEPTUALIZE:  DEVELOPING OPTIONS & ALTERNATIVES ................................................................ 48 
5.  EVALUATE:  EVALUATING THE ALTERNATIVES ..................................................................................... 48 
6.  PLAN:  DEFINING THE PRELIMINARY PLANS ........................................................................................ 49 
7.  DECIDE:  DECIDING WHAT ACTION TO TAKE ........................................................................................ 49 
8.  THE ACTION PROPOSALS REPORT ....................................................................................................... 50 
9.  CODE OF CONDUCT DURING THE ACTION PLANNING STAGE .............................................................. 52 
WEEK 4:  HOMEWORK ........................................................................................................................... 53 
MANAGING THE ENGAGEMENT ............................................................................................................ 54 
1.  PREPARING FOR AND ENABLING CHANGE .......................................................................................... 54 
1.1. INDIVIDUAL REACTIONS TO CHANGE ................................................................................................ 55 
1.2. MODELS OF CHANGE ......................................................................................................................... 57 
1.3. CRITICAL SUCCESS FACTORS IN CHANGE .......................................................................................... 59 
1.4. ASSESSING READINESS TO CHANGE .................................................................................................. 59 
2.  PROJECT MANAGEMENT OVERVIEW ................................................................................................... 61 
2.1. IMPLEMENTING CHANGE THROUGH PROJECTS ................................................................................ 62 
2.2. APPROACHES TO PROJECT MANAGEMENT ....................................................................................... 63 
2.3. THE PROJECT MANAGEMENT PROCESS ............................................................................................ 65 
2.4. BUILDING THE PLAN .......................................................................................................................... 66 
3.  LEADERSHIP IN THE ENGAGEMENT ..................................................................................................... 68 
WEEK 5:  HOMEWORK ........................................................................................................................... 69 
  STAGE 4:  IMPLEMENTATION .............................................................................................................. 70 
1.  IMPLEMENTATION:  OBJEcTIVES, INPUTS, and OUTPUTS .................................................................... 70 
2.  TOOLS & TECHNIQUES IN IMPLEMENTATION ...................................................................................... 71 

 
CMC-Canada – Essentials of Management Consulting Course – Learner Workbook  3 
 
3.  THE ROLE OF THE CONSULTANT IN IMPLEMENTATION ....................................................................... 72 
4.  CONTRACTING AND IMPLEMENTATION .............................................................................................. 73 
5.  PUTTING THE PLAN INTO ACTION ....................................................................................................... 73 
6.  GROWING CAPABILITIES WITHIN THE CLIENT ...................................................................................... 75 
7.  CODE OF CONDUCT DURING THE IMPLEMENTATION STAGE ............................................................... 76 
  STAGE 5:  TERMINATION ..................................................................................................................... 77 
1.  TERMINATION:  OBJEcTIVES, INPUTS, and OUTPUTS ........................................................................... 77 
2.  TOOLS & TECHNIQUES IN TERMiNATION ............................................................................................ 78 
3.  PROFESSIONALLY EXITING AN ENGAGEMENT ..................................................................................... 80 
4.  CODE OF CONDUCT DURING THE IMPLEMENTATION STAGE ............................................................... 81 
WEEK 6:  HOMEWORK ........................................................................................................................... 82 
 
  

CMC-Canada – Essentials of Management Consulting Course – Learner Workbook 4

1. COURSE INTRODUCTION

1.1. WELCOME

Welcome to the Essentials of Management Consulting!

Management Consulting professionals are often required to address a client’s most significant

challenges to create organizational value and performance opportunities. While the challenges can

vary, Management Consultants have a foundational approach that enables them to bring clients through

the consulting journey to realize their organization's goals.

The Essentials of Management Consulting course provides learners with the foundational approaches,

skills, and techniques necessary to effectively and ethically address client challenges and deliver value.

Whether an experienced practitioner looking to formalize their expertise through the Certified

Management Consultant (CMC) designation; or, in pursuit of professional growth as a developing

practitioner, the Essentials of Management Consulting course will equip you with a solid foundation

based on industry best practices within the context of cohort-based applied learning.

The Essentials of Management Consulting course focuses on three core consulting competencies:

▪ Helping clients assess their current situations, including the business challenges and

opportunities they can address to improve upon the present.

▪ Helping clients develop strategies for achieving objectives and preserving the benefit of those

achievements.

▪ Helping clients prepare for and address the challenges of implementation.

1.2. COURSE LEARNING OUTCOMES

By the completion of this course, successful learners will be able to:

▪ Define and describe the four core competencies in management consulting.

▪ Describe the five stages of the consulting process and how each stage relates to one another,

including the inputs and outputs of each of the stages.

▪ Select and apply core consulting tools and techniques for each stage of the consulting process

within the context of a client’s circumstance.

▪ Demonstrate awareness of cross-functional areas, including human resources, finance,

operations, information technology, marketing, and strategic planning within the context of a

management consulting engagement.

▪ Apply appropriate change management and project management techniques during the

execution of a management consulting engagement to support implementation.

▪ Demonstrate professional conduct within a management consulting engagement and identify

common situations where professional conduct may be at risk.

CMC-Canada – Essentials of Management Consulting Course – Learner Workbook 5

1.3. APPROACH TO LEARNING

The course uses a variety of approaches, including:

1.4. ATTENDANCE & WORKLOAD

This course is hard work and planning will be key to your success. Please note the following information

regarding attendance and workload expectations outside of the learning environment:

▪ Group participation is key to success. It is necessary for learners to attend a majority of the

sessions to ensure contributions to group work deliverables. As a result, it is required that a

learner attend no less than 5 of the live classroom sessions.

BLENDED LEARNING

Utilizes various media before

and during the course to

support learning styles.

CASE STUDY

Enables you to work with a

team to apply course concepts

and produce common work

products.

GROUP WORK

Like in a consulting

engagement, you will work

with a team to address the

case study.

ATTENDANCE REQUIREMENTS

§Must attend no less than five live classes.

§Must not miss more than 15 minutes of each class.

WORKLOAD

Please be prepared to spend 5

–8 hours of work per week on

the course including class time.

Aside from the course learning outcomes, what outcomes are you personally looking to achieve

throughout the course?

_______________________________________________________________________________

CMC-Canada – Essentials of Management Consulting Course – Learner Workbook 6

▪ Learners should expect to dedicate approximately 5 – 8 hours per week to the course. In

addition to the weekly classroom learning session of 3 hours, additional group work will add

another 2 – 5 hours above this.

CMC-Canada – Essentials of Management Consulting Course – Learner Workbook 7

2. COURSE STRUCTURE & AGENDA

The course is delivered over six live online sessions and progressively builds upon concepts in each

week. Most weeks will include group work on the case study. You and your group are encouraged to

plan ahead for collaboration and creation of deliverables.

2.1. GROUP CASE STUDY

The group case study was developed to simulate a consulting engagement. While this is challenging to

do with a lack of direct engagement with a real client, it provides an opportunity for each group to

analyze and apply the course learning. A few important reminders regarding the case study and group

work:

▪ The case study is a group-based assessment that requires each team member to work

collaboratively. Be prepared to contribute and support your team.

▪ Like a real engagement, the answer may not be obvious and so disagreement may emerge

amongst the group. You will need to navigate this within the constraints of time and scope.

▪ Be prepared to adapt your style to ensure constructive conflict and collaboration. This is often a

requirement of management consulting engagements.

▪ Your recommendations and findings should be evidence-based and defensible. You will be

asked questions regarding your submissions to the client.

The group case study will require you to work with your team to analyze information and produce

simplified deliverables. For example, you will be asked to create a brief presentation of the letter of

engagement main elements contained within it. The instructor will ask questions about your proposed

letter of engagement.

WEEK 1

Welcome and introduction to the

profession of management

consulting and an overview of the

consulting process which will form

the core of the course.

WEEK 2

Introduction to the entry stage and

agreeing on the scope of the

engagement. Applying preliminary

diagnosis as part of problem and

scope identification.

WEEK 3

Explore more deeply the diagnosis

stage and apply tools and techniques

which enable data collection and

analysis. Prepare to present findings

to the client.

WEEK 4

Introduction to Action Planning and

how options are developed,

analyzed, and presented. Discover

how Action Planning sets the stage

for Implementation.

WEEK 5

Prior to implementation, explore the

management of the project and

change and understand how to

effectively lead a management

consulting engagement to success.

WEEK 6

Dive into the implementation of the

recommendations and how to

navigate the challenges here.

Properly close the engagement and

provide final deliverables.

PRE-COURSE

Complete before Week 1

Review the course outline and

complete the online learning module

provided to you by CMC-Canada. Be

sure to complete the online learning

module prior to Week 1.

POST-COURSE

Complete the course feedback

survey and complete and submit the

reflective summary by the due date.

CMC-Canada – Essentials of Management Consulting Course – Learner Workbook 8

2.2. REFLECTIVE SUMMARY

The reflective summary is an independently completed assignment where you will be asked to reflect on

your course learning and experiences, integrating that information into an actionable path forward.

CMC-Canada – Essentials of Management Consulting Course – Learner Workbook 9

3. INTRODUCTION TO THE PROFESSION

Management consulting is a demanding profession and career. The challenges clients face when

engaging with a management consultant are often complicated and impactful on their organization.

Often, attempts have been made to resolve the challenge or acquire an opportunity before the

consultant arrives.

3.1. WHAT IS MANAGEMENT CONSULTING?

Management consulting has several defections which are generally used in the profession to define

what a management consultant does. Two definitions are commonly used:

“An advisory service contracted for and provided to organizations by specially trained and

qualified persons who assist, in an objective and independent manner, the client organization to

identify management problems, analyze such problems, recommend solutions, and help in the

implementation of solutions.”1

“Management consulting is an independent, professional, advisory service assisting managers

and organizations to achieve organizational purposes and objectives by solving management

and business problems, identifying and seizing new opportunities, enhancing learning, and

implementing changes.”2

1 L.E. Greiner, R.O. Metzger: Consulting to management (Englewood Cliffs, NJ, Prentice-Hall, 1983), p. 7

2 CMC-Canada, About the Profession (2021). Link here.

The role of the consultant can also vary from one engagement to another. In some engagements, you

may be a facilitator of reflective exploration where you guide the client through a series of activities

which assists them in seeing their situation more pragmatically and clearly. In other situations, you may

work with the client and blend your expertise with their knowledge of their organization and industry to

develop alternatives. You may also find yourself in the role of advocate where your expertise and

guidance direct the client towards specific actions or considerations.

Figure 1 - Roles of the Consultant during an engagement

The role of the

consultant when

working with a

client.

When engaging with a client, it is

important to be aware of what

role you are assuming and

ensure that it is aligned with the

nature of the engagement.

Reflective Inquiry

Identifies Alternatives

Advocate

Client

Consultant

Level of consultant activity in problem solving

Non-Directive Directive

CMC-Canada – Essentials of Management Consulting Course – Learner Workbook 10

Whatever the role you take in an engagement, it is important to be clear with the client and yourself

about that what the role is and is not. A directive management consulting style may lead the client to

conclusions that exclude their input and knowledge of their organization. Meanwhile, a reflective

approach may leave the client feeling they are not receiving sufficient support and expert direction from

the consultant.

3.2. MANAGEMENT CONSULTING IS A GLOBAL PROFESSION

While management consulting has an established North American context, it is also part of a global

profession. For those interested in international relationship building and consulting opportunities,

there are many ways to be involved and grow your network.

Figure 2 - Global presence of Certifying Institutes

The International Council of Management Consulting Institutes (ICMCI) stewards the Certified

Management Consultant (CMC) designation, giving authority to Certifying Institutes to grant the

designation to their members within various geographies across the world. The ICMCI establishes

criteria and competencies that must be met before the CMC designation may be granted. This is done

through the development of uniform global standards which are administered by the Certifying

Institutes.

CMC-Canada – Essentials of Management Consulting Course – Learner Workbook 11

3.3. THE PROFESSION OF MANAGEMENT CONSULTING IN CANADA

Management consulting in Canada is unique amongst our international peers. While many Certifying

Institutes are national in scope, Canada has Institutes in various provinces and regions that together

create the Canadian management consulting profession. Each of the Canadian Certifying Institutes have

unique regulations that guide their scope of work; however, work with CMC-Canada to ensure national

coordination and cooperation.

Figure 3 - Relationship between CMC Canada, Canadian CIs, and the ICMCI

CMC-Canada integrates the ICMCI management consulting standards and competencies into the

Canadian Certifying Institutes through establishing with the Canadian Institutes processes and

requirements for achieving the Certified Management Consultant designation in Canada. This allows

CMC-Canada and the Canadian Certifying Institutes to ensure compliance with Canadian and Provincial

regulations, while adhering to the international standards established by the ICMCI.

3.4. THE CMC COMPETENCY FRAMEWORK (2018)

Competency plays a critical role in ensure that the profession of management consulting is populated

with practitioners who are reliably able to complete an assignment with independence and without

supervision. It is important to understand the Uniform Code of Professional Conduct is directly related

to the application of the competencies found within the framework. If you are pursuing the Certified

Management Consultant (CMC) designation, you will want to be familiar with the Competency

Framework as part of structuring your engagement summaries and completing the oral assessment.

CMC-Alberta

CMC-Atlantic

CMC-British Columbia

CMC-Manitoba

CMC-Ontario

CMC-Quebec

CMC-Saskatchewan

l'Ordre des administrateurs agréés du Québec

CMC-Canada – Essentials of Management Consulting Course – Learner Workbook 12

Figure 4 - The CMC Competency Model

Business Competence

Demonstration of fact-based knowledge in business, industry sectors, and external awareness.

Competency classes include:

▪ Client Business Insight

▪ Consulting Business Insight

Technical Competence

Demonstration of the consulting skills, tools, and techniques in the delivery of professional services.

Competency classes include:

▪ Functional Specialization

▪ Engagement Management Skills

Values & Behaviour Competence

Combination of professional values, skills, credibility, and trust creating results for clients. Competency

classes include:

▪ Ethics & Professionalism

▪ Analytical Skills

▪ Personal Interaction Skills

▪ Continued Learning & Development

Client Business Insight Consulting Business insight

Business Competence

Functional Specialization Consulting Skills

Technical Competence

Ethics & Profesisonalism Analytical Skills

Values & Behaviour Competence

Personal Interaction Personal Development

CMC Breadth of Skills

& Experience

Continued Learning

& Development

Reflection &

Feedback

CMC-Canada – Essentials of Management Consulting Course – Learner Workbook 13

3.5. CMC COMMON BODY OF KNOWLEDGE

The Common Body of Knowledge is the collection of shared principles and practices which supports the

application of competencies within a consulting engagement. The CMC Common Body of Knowledge is

included in your course package and provides some greater insights into the topics we will cover during

the course.

3.6. PROFESSIONAL CONDUCT IN MANAGEMENT CONSULTING

Certified Management Consultants are expected to demonstrate in words and action the highest level of

professional conduct. Certified Management Consultants have a duty to protect the public, the client,

and the profession. We each hold each other accountable for ensuring that the professional code of

conduct is diligently and consistently adhered to.

Acts within jurisdictional laws and

ensure conduct protects the public

and ensures confidence in our

profession.

Public

Maintains knowledge of the profession

and industry and ensures that all

management consultants under their

leaderships act appropriately.

Profession

Recognizes that the interests of the

client organization as being

paramount by providing objective and

evidence-based guidance within their

area of competence & qualification.

Client Organization

Reports inappropriate conduct by other

management consultants and does not

accept review assignments where a

conflict of interest may affect pragmatic

evaluation.

Other Members

As a management consultant, you have an obligation to put the public, client, and profession’s needs

ahead of your own. This includes your business. To do anything else is to potentially contravene the

code of conduct.

CMC-Canada – Essentials of Management Consulting Course – Learner Workbook 14

Ethics is core to management consulting. The advice and insights provided by a management

consultant to a client can impact the client’s workforce, financial performance, customers, regulators,

stakeholders, and investors. As consultants, we earn value for ourselves and our firms by participating

in engagements which create values and desired outcomes for clients.

Despite this, it is important to that we:

▪ Acknowledge we cannot be the expert at everything. Know when you are qualified and

competent to provide a service, and when you are not.

▪ Focus on areas of expertise that create a unique value proposition.

▪ Avoid selling where there is not a genuine need. Your advice and guidance can have a

substantial impact on a client organization.

▪ Always treat your status as a consultant and trusted advisor as a privilege.

▪ Leverage colleagues and professional connections when you need support.

Throughout the course, we will touch on aspects of the Code of Conduct. Especially important during an

engagement is the responsibility to the client. Following is a summary of key aspects of this professional

conduct obligation:

▪ Due Care: A member shall act in the best interest of the client, providing professional services

with integrity, objectivity, and independence. A member shall not encourage unrealistic client

expectations.

▪ Business Development: A member shall not adopt any method of obtaining business that

detracts from the professional image of the Institute or its members.

▪ Competence: A member shall accept only those assignments that the member has the

knowledge and skill to perform.

▪ Informed Client: A member shall, before accepting an assignment, reach a mutual

understanding with the client as to the assignment objectives, scope, workplan, and costs.

▪ Fee Arrangement: A member shall establish fee arrangements with a client in advance of any

substantive work and shall inform all relevant parties when such arrangements may impair or

may be seen to impair the objectivity or independence of the member. A member shall not

enter into fee arrangements which have the potential to compromise the member's integrity or

the quality of services rendered.

▪ Conflict: A member shall avoid acting simultaneously for two or more clients in potentially

conflicting situations without informing all parties in advance and securing their agreement to

the arrangement. A member shall inform a client of any interest that may impair or may be seen

to impair professional judgment. A member shall not take advantage of a client relationship by

encouraging, unless by way of an advertisement, an employee of that client to consider

alternate employment without prior discussion with the client.

CMC-Canada – Essentials of Management Consulting Course – Learner Workbook 15

▪ Confidentiality: A member shall treat all client information as confidential.

▪ Objectivity: A member shall refrain from serving a client under terms or conditions that impair

independence and a member shall reserve the right to withdraw from the assignment if such

becomes the case.

3.7. THE CERTIFIED MANAGEMENT CONSULTANT (CMC) DESIGNATION

The Certified Management Consultant (CMC) designation is the globally recognized certification in over

50 counties representing a commitment to the highest standards of consulting and adherence to ethical

canons of the profession. Becoming a CMC will invite you to join local, national, and international

management consultants in a global community of practice.

▪ Global Community of Practice: Certified Management Consultants are part of a global

community of practices spanning many diverse countries and communities. Through the

International Council of Management Consulting Institutes, the CMC designation is recognized

internationally.

▪ Commitment to the Highest Standards: Protecting the public, the profession, and the client are

key standards that CMCs are expected to constantly uphold and protect. No ”stealing your

watch to tell you the time of day.”

▪ Local and National Connections: Through local Certifying Institutes and CMC-Canada, CMCs

build local connections and acquire new knowledge and skills through professional development

opportunities.

Reflect on your own career or consulting engagements. What are some connections you see

between the code of professional conduct and a potential live engagement?

_______________________________________________________________________________

CMC-Canada – Essentials of Management Consulting Course – Learner Workbook 16

3.8. ISO 20700 – GUIDELINES FOR MANAGEMENT CONSULTANCY SERVICES

To better support the definition and adherence to global standards in the practice of management

consulting, the ICMCI worked collaboratively with over 20 countries and global stakeholders to define

ISO 20700 – Guidelines for Management Consultancy Services. ISO 20700 focuses on reinforcing sound

professional practices which can be measured for adherence to industry best practices. It also provides

clients of management consultancies the assurance of professional behaviour and ensures trust is

protected consistent with the code of professional conduct. To support standardization, a Self-

Declaration Checklist for ISO 20700 provides a means to ensure adherence to ISO 20700 for both large,

and small consulting engagements.

While the ISO 20700 standard for Management Consultancy Services is not the focus of this course, the

consulting process we will discuss shortly adheres to this standard closely. As you will soon learn,

adherence to the code of conduct and the information within this course closely aligns with the ISO

20700 standard.

CMC-Canada – Essentials of Management Consulting Course – Learner Workbook 17

4. INTRODUCTION TO THE CONSULTING PROCESS

Management consultants use a defined approach to ensure consistency in each engagement. While

there are various approaches, most adhere to the consulting process we will focus on during this course.

Throughout this course, we will employ the Kubr model of management consulting.

Milan Kubr dedicated much of his career to defining an approach to management consulting that was

firm, yet able to adapt to unique consulting engagement demands. You will see many similarities

between the Management Consulting Body of Knowledge and the work of Kubr. Kubr’s model provides

an approach for management consulting engagements, but must often be adapted. Engagements may

require less diagnosis for example, and more focus on implementation. All engagements require “Entry”

and “Termination” to comply with the code of conduct.

4.1. OVERVIEW OF THE CONSULTING PROCESS

The Kubr model represents a sound approach to management consulting engagements. It is meant to

be adapted based on the unique needs of each client and engagement and provides a framework to

ensure compliance with the Code of Professional Conduct while ensuring the client receives the

necessary consulting services to achieve their desired outcomes.

Figure 5 - Kubr Management Consulting Process - Adapted from Kubr, M., Management Consulting: A guide

to the profession (2017) p. 21

Stage 1

Entry

Stage 2

Diagnosis

Stage 3

Action Planning

Stage 4

Implementation

Stage 5

Termination

CMC-Canada – Essentials of Management Consulting Course – Learner Workbook 18

Throughout the course we will spend much time going into detail within each of the stages of the

consulting process. A summary of each stage is provided here:

▪ Entry: What needs to be addressed is determined and an agreement is made between the

consultant and the client.

▪ Diagnosis: Data collection and analysis is applied to diagnose the true problem, communicating

those findings to the client for consideration.

▪ Action Planning: Options are developed that address the findings of diagnosis and actions are

proposed to address the purpose of the engagement, in alignments with the findings of

diagnosis.

▪ Implementation: The accepted recommendations are implemented in an attempt to achieve

the desired outcomes of the client and engagement.

▪ Termination: The engagement is formally closed in an orderly manner and the relationship is

continually developed to make the consultant available to support current and future needs that

may emerge.

4.2. THE THREE ELEMENTS OF MANAGEMENT CONSULTING

Management consultants offer clients the ability to combine tools and techniques with the human

dimensions of change, applying that integration through the consulting process.

▪ Tools & Techniques: Consultants will use various tools and techniques to collect, analyze,

synthesize and communicate data and findings in order to address the client’s challenge.

▪ The Consulting Process: The consulting process provides a structured approach to engagements

that maximizes the ability of the consultant to correctly identify the problem and solve it.

▪ People: People form the core of consulting. Client staff will have information needed by the

consultant, sponsors will make decisions, and the consulting team will need to work together to

see success.

There are many hundreds of tools and techniques available to a management consultant. A

management consultant must understand what tools or techniques will be most effective in a specific

circumstance.

We use tools and techniques to improve our effectiveness. For example, we may use a SWOT analysis

to help define a contextual picture as part of planning a strategy for an organization. Throughout the

course, we will focus on common tools that are available. For some of these tools, there is an

accompanying video and explanation of the tool or technique and how to use them. Each stage of the

consulting process will have tools and techniques that are commonly used. Sometimes, it is necessary

to create a tool or technique for a specific situation where none is available.

CMC-Canada – Essentials of Management Consulting Course – Learner Workbook 19

Project & Change Management

Tools & Techniques

Consulting Skills

Each stage of the consulting process will require the application of tools and techniques in order to

navigate effectively. While some tools and techniques may only be applicable to a single stage, others

are transferable. The management of change and management of the project are continuous

throughout.

Figure 6 - Integration of the Three Elements - Adapted from Kubr, M., Management Consulting: A guide to

the profession (2017) p. 21

Throughout any engagement, the people dimension will be present and constant. Success will often

depend on navigating the stakeholder landscape with political tact and interpersonal savvy. To neglect

the engagement of stakeholders will lead to critical success factors not being possible and an increased

risk of the engagement failing to deliver the expected outcomes.

No matter what engagement you are on, stakeholders will demand much of your attention as you

proceed through the consulting process. Stakeholders are critical to the success of the engagement.

They often have information or data that is needed to correctly diagnose a problem. They are also the

ones who must support and sustain the implementation of changes that may be recommended.

Many tools and techniques are focused on eliciting information and data from stakeholders. Others

focus on navigating change to help stakeholders transition to a changed future. Several videos

Stage 1

Entry

Stage 2

Diagnosis

Stage 3

Action Planning

Stage 4

Implementation

Stage 5

Termination

Consulting

Process

People

CMC-Canada – Essentials of Management Consulting Course – Learner Workbook 20

4.3. SKILLS & ATTRIBUTES OF A MANAGEMENT CONSULTANT

Management consultants offer clients the ability to combine tools and techniques with the human

dimensions of change, applying that integration through the consulting process.

Tools and techniques are only as effective as the skilled professional applying them. It is important to

not only understand when to use a specific tool or technique, but also how to apply that tool or

technique to a specific situation. While we cannot be good at everything, we must be aware of areas

where we must have a minimal level of efficacy and areas where we are each naturally strong or

experienced.

Technical Knowledge

Business Understanding

Change Management

Ability to Execute

Project Management

Interpersonal Skills

Knowledge Sharing

Creative Thinking

Ability to Analyze

Ethical Conduct

Cross-Functional

Facilitation

Conflict Resolution

Rapport Building

Political Savvy

Ethical Standards

Self-Motivated

Mobility

Empathy & Trust

Team Player

Energy

Positive Thinking

Self-Fulfillment

Self-Awareness

Reflecting on what we have discussed so far, what skills and attributes do you have that you feel

make for a good management consultant? What skills or attributes do you see yourself needing

to improve?

_______________________________________________________________________________

CMC-Canada – Essentials of Management Consulting Course – Learner Workbook 21

5. WEEK 1: HOMEWORK

Please complete the following before our next class:

▪ Ensure you and your group have established a regular date and time to work through the case

study materials. Consider using tools that enable asynchronous collaboration such as Google

Docs, Google Meeting, or Dropbox.

▪ Read the following case study documents:

▪ EMC – Case Study – 0 – Overview

▪ EMC – Case Study – 1 – Initial Video Call

▪ Recommended: Review the tools and techniques videos for the entry stage.

CMC-Canada – Essentials of Management Consulting Course – Learner Workbook 22

6. STAGE 1: ENTRY

The entry stage is about matchmaking

the consultant and the client, ensuring

that the consultant can deliver, and the

client trusts the consultant will deliver

the expected outcomes. During entry, it

is not uncommon to feel as though you

do not have enough information. The

tools and techniques used attempt to

elicit and make available data for use in

matchmaking.

6.1. ENTRY: OBJECTIVES, INPUTS, AND OUTPUTS

Ultimately, the goal of the entry stage is to come to an agreement and terms regarding the initiation of

the consulting engagement. Despite that, in some cases the consultant and/or the client may determine

that there is a poor fit between what is required by the client and what is possible or within the

capability of the consultant. In this situation, the consultant and/or client will not arrive at an

agreement. When this occurs, the consultant should consider professional peers who may have the

needed skills and provide value to the client through an introduction.

Inputs

§Client has identified the need

for outside support and

believes a consultant may be

helpful.

§Contact between the

consultant and the client is

made.

§Initial meeting is planned and

scheduled.

Activities

§Conduct initial meeting with

potential client.

§Preliminary problem diagnosis.

§Developing engagement

approach and plan.

§Develop proposal for client

review and acceptance.

§Negotiation of scope and

contractual terms.

§Client and consultant

evaluation of fit.

Outputs

§Approval and acceptance of

contracted engagement.

§Rejection of contracted

engagement.

Entry sets the foundation for a successful engagement by establishing trust and terms.

Stage 1

Entry

Stage 2

Diagnosis

Stage 3

Action Planning

Stage 4

Implementation

Stage 5

Termination

Adapted from the Common Body of Knowledge, CMC-Canada, 2009, pp. 16, 17

Adapted from Kubr, M., Management Consulting: A guide to the profession (2017) pp. 153 - 178

CMC-Canada – Essentials of Management Consulting Course – Learner Workbook 23

Depending on the complexity of the engagement, the entry stage can be quite rapid or a lengthier

process. It is important to remember that although a formal engagement has not yet been agreed to,

the consulting process has begun and information and insights can be gathered through these initial

interactions that will help ensure the engagement begins in a professional and prepared way.

The following summarizes the key activities undertaken during the entry stage:

▪ Conduct Initial Meeting: Sets the tone of future meetings and is key for starting rapport

building. Generally, desirable to meet with the decision maker. Preliminary research on the

industry and organization should be undertaken in preparation. The outcome should be

agreement on next steps.

▪ Preliminary Diagnosis: Begins prior to the initial meeting with review of publicly available

information. Goal is to not propose solutions, but to define an approach that will do so. Focus

is on rapidly collecting information for input into defining the problem and an approach to

resolve it.

▪ Develop Engagement Approach: Using the data and information collected in preliminary

diagnosis, the consultant will develop an approach that will result in the desired outcome being

achieved by the client. The approach may be constrained by time, budget, and available

resources.

▪ Develop Proposal: The proposal outlines the problem to be solved, results expected, estimated

budget, timelines, scope, resourcing and other information. While generally a sales document,

the proposal may eventually become a contractual artifact.

▪ Negotiate Terms: Based on feedback from the client, aspects of the proposal may be adjusted

such as cost, timelines, scope, and resourcing. For the engagement to be successful, the

finalized terms must provide value to both the firm and the client at a reasonable investment.

▪ Execute Agreement: Agreement is arrived at with a Letter of Engagement, Statement of Work,

or other Agreement. In addition to the finalized proposed approach, cost, resourcing etc., the

agreement also has terms around confidentiality, intellectual property, and payment schedules.

Conduct Initial

Meeting Preliminary

Diagnosis

Develop

Engagement

Approach

Develop

Proposal Negotiate

Terms Execute

Agreement

CMC-Canada – Essentials of Management Consulting Course – Learner Workbook 24

6.2. TOOLS & TECHNIQUES IN ENTRY

A summary of common tools and techniques is provided below. In addition, you will find several videos

as part of the course which demonstrate some of the tools and techniques.

6.3. CONDUCT INITIAL MEETING

The first meeting with the client set the “mood” for future interactions and is critical in establishing

rapport and credibility, the foundations for trust. From this moment forward, the consultant should be

collecting information and data from the client interactions to better understand the client context and

what needs to be addressed. Especially important is that the consultant it prepared to credibly engage

with the client. Reviewing annual reports, media coverage, employee review sites, and social media can

provide valuable insights into the client’s industry and potential circumstance. It is critical to enter the

meeting having done background research. Be prepared.

During the meeting, you will engage with the client in an exploratory discussion to understand their

needs and circumstance better. Specifically, you will want to understand what they are seeking to

accomplish and how they feel a management consultant can add value towards that objective. You will

want to be mindful to not jump to conclusions at this point, but you may want to consider developing

some mental hypotheses as part of conceptualization the client’s challenges in achieving their desired

outcomes.

Documentation Review

Consider reviewing publicly

available information such as

annual reports, employee review

sites, social media, and litigation

databases. This information can

provide insights into the

company’s culture and brand.

Interviews

Several meetings focused on

discovery may be conducted and

these are a form of interviewing.

Use these opportunities to gather

insights into the perceived

problem and begin to determine

what needs to be addressed.

Management Survey

Some problems may be broad

enough to require a survey of the

organization to gather information

on the client’s activities,

performance, and perspectives.

This is often used as part of more

complex engagements.

Problem ID Workshop

Individuals are brought together in

a facilitated sessions where they

share perceived problems and

opportunities. The group agrees

on a prioritized list of problems

and opportunities, breaking out

for further analysis and action.

Contract Template

You may use a standard template

for contracting which ensures you

have all the required terms clearly

laid out. If you are working in a

firm, be mindful to adhere to the

templates provided by your

organization.

Estimation Tools

You will likely use a spreadsheet to

estimate the effort and cost of

your engagements. If you are in a

firm, there are likely already

established estimation models you

can use. Make estimates

reasonable for you and the client.

Proposal Template

Proposal templates provide a

standardized form to

communicate information

regarding the approach proposed,

resourcing, costs etc. If you are in

a firm, this may be a mandated

template you must use.

CMC-Canada – Essentials of Management Consulting Course – Learner Workbook 25

The client will also want to understand information about the consultant. For example, where has the

consultant done similar work in the past? What might be the approach the consultant would

recommend taking in this situation? The consultant will also want to assess their ability to assist the

client. In some situations, the consultant may not be a good fit for what the client is attempting to

achieve. In this situation, the consultant should connect and introduce the client to professional peers

who may be better able to assist.

It is not uncommon for a client to ask about the expected costs to address their problem. Be very

cautious responding to this without having done preliminary diagnosis which is a key input into

estimating what it will take to achieve the expected client outcomes. A statement like “I will certainly

provide that; however, I’d like to better understand what needs to be addressed so I can provide reliable

numbers to you” can be helpful in this situation.

6.4. PRELIMINARY DIAGNOSIS

Each interaction with a client is an opportunity to gather

information and data. To effectively define what needs to be

addressed with the client through the engagement, a

preliminary diagnosis will need to be made and used as an

input into defining a proposed approach to resolving the

client’s needs.

Some clients may provide preliminary diagnosis, while others

may only be able to communicate symptoms and not the actual root problem. As the consultant, you

must be able to determine the reliability of this information and remain pragmatic in assessing it. A

client may strongly believe that they know what the problem is; however, it is important to evaluate

such beliefs based on data and evidence, not confidence and opinion.

To support preliminary diagnosis, various surveys and interviews may be used to collect data for input

into problem definition. These are often rapidly done and so thoroughness must be balanced with

speed. Be mindful that clients may attempt to self-diagnose themselves and indicate that what they

need is a solution and not problem definition. It is important to verify that the true problem has been

identified during entry and throughout the engagement in such cases. Clients often confuse symptoms

with causes which can lead to incorrect problem identification.

6.5. DEVELOP ENGAGEMENT APPROACH & PROPOSAL

Using the outputs of preliminary diagnosis, you will need to develop an approach that you and the client

believe will lead to their needs being resolved within the identified constraints. The consulting process

may differ than the engagement approach. This is normal. For example, a technology project may

adhere to the consulting process; however, incorporate agile methods in project execution during the

implementation phase.

As part of this, you will define at a high level the following information:

The right answer to the

wrong question is still

the wrong answer.

CMC-Canada – Essentials of Management Consulting Course – Learner Workbook 26

▪ Summary of the problem to be addressed.

▪ Objectives to achieve and supporting actions.

▪ Phases and timetable (may differ from consulting process).

▪ Defined roles and responsibilities between client/consultant.

Once the approach is defined, clients will naturally want to also understand other information before

agreeing to proceed. In addition to the information you defined as part of developing the approach to

the engagement, you will also need to define in the proposal the following:

▪ Resourcing of the project including relevant experience and qualifications. Clients will often also

want to know how much of their time will be required.

▪ Firm background and similar work relevant to the engagement. Financial items such as the total

cost, estimate, and how the fee will be structured. For example, fixed fee, time & materials, or

outcome based.

▪ Additional terms such as confidentiality, intellectual property, and terms for exit from the

engagement.

Be very clear about defining the end of the agreement and what specifically must occur for it to

conclude. This is a common area of struggle where the consultant may feel they have delivered;

however, the client had a different expectation of what “Finished” is.

Why would you want to adapt your approach to the engagement for each client and what

benefits would this provide?

_______________________________________________________________________________

CMC-Canada – Essentials of Management Consulting Course – Learner Workbook 27

6.6. NEGOTIATING & EXECUTING THE AGREEMENT

When providing the proposal to the client, it is helpful to view this as a starting point for discussion.

Clients will often want to incorporate their feedback into the proposal to ensure that their unique

situation, enablers, and constraints are acknowledged. Common areas of negotiation include:

▪ Aspects of the approach, scope, and stakeholders.

▪ Deliverables and what a successful outcome is.

▪ Costs and payment schedules.

▪ Resourcing and timelines.

▪ Other terms such as intellectual property.

Clients may not fully understand the value of some aspects of an approach. For example, they may wish

to shorten or skip diagnosis because they feel they know what the issues are. Be careful not to allow the

client to narrow the focus so much so that the true problem is not identified.

Me mindful that the goal of the negotiation is to arrive at a fair agreement where the consultant and the

client both derive reasonable and fair value from the engagement. The client expects to have their

challenges and situation competently addressed, and the firm expects that the client will pay a

reasonable fee for the services provided.

Once terms have been agreed to in principle, a formal agreement is required. The agreement should be

approved in writing by both the consultant and the client and may take several forms:

▪ Letter of Engagement – Shorter than typical contracts. Sound for smaller, less

complicated engagements.

▪ Verbal Agreement – Does not comply with code of conduct.

▪ Written Contract – Generally created by a legal professional, includes more

comprehensive terms and conditions than a Letter of Engagement.

▪ Master Services Agreement – An overarching agreement that subsidiary contracts must

comply with.

6.7. THE CONTENT OF THE NEGOTIATED AGREEMENT

Agreements can take many forms; however, there are common terms and conditions that should be

included in addition to specific information required from the Code of Business Conduct. At a minimum,

an agreement between a client and a Certified Management Consultant should include:

▪ Legal name of the consultant/firm and the client organization.

▪ Objectives, scope, timetable, milestones, and associated deliverables.

▪ Roles and responsibilities for the consultants and the client.

CMC-Canada – Essentials of Management Consulting Course – Learner Workbook 28

▪ Fees and expenses that are expected.

▪ Resume and profiles for the consulting team.

▪ Billing and payment terms and processes.

▪ Statement regarding the Uniform Code of Business Conduct.

▪ Copyright and Intellectual Property rights.

▪ Liability and limitations.

▪ Confidentiality, warranties, and indemnities.

▪ Process for making changes to the contract.

▪ Termination process and conditions.

▪ Jurisdiction and arbitration of disputes.

▪ Signatures from authorized persons.

CMC-Canada – Essentials of Management Consulting Course – Learner Workbook 29

6.8. CODE OF CONDUCT DURING THE ENTRY STAGE

The Entry stage can be exciting as you move closer to agreement and the engagement. That said, be

mindful of the code of conduct and avoid common pitfalls that can create problems later in the

engagement. Here are aspects of the code to be mindful of during entry:

▪ Knowledge: Remains up-to-date on development within areas of the profession where the

consultant claims to have expertise.

▪ Responsible for Others: Ensures that the supporting engagement team adheres to the code of

conduct and understands the obligations found within it.

▪ Business Development: Ensures that professionalism is demonstrated throughout the business

development process.

▪ Due Care: Consultant does not make guarantees that are beyond the direct control of the

consultant. Ensures transparency in any quantified benefits provided. Does not accept

assignments that disadvantage the public or the client. Always acts in the best interests of the

organization as a whole, not just one person.

▪ Competence: Consultant only accepts engagements for which they are qualified and competent

to deliver and does not profess competency in areas the consultant is not.

▪ Informed Client: Mutual understanding of the engagement objectives, scope, work plan, and

costs are known and put in writing.

▪ Fee Arrangement: Consultant ensures that the fee arrangement is in writing and agreed to

before substantive work is started.

▪ Objectivity: Engagements where the terms and conditions limit the objectivity are not

accepted. The consultant can exit should objectivity not be possible.

CMC-Canada – Essentials of Management Consulting Course – Learner Workbook 30

7. WEEK 2: HOMEWORK

Please complete the following before our next class:

▪ If not already complete, read the following case study documents:

▪ EMC – Case Study – 0 – Overview

▪ EMC – Case Study – 1 – Initial Video Call

▪ Each group will prepare a maximum 5-minute presentation summarizing a letter of engagement.

Please include the following:

❑ Legal name of the consultant/firm and the client organization.

❑ Objectives, approach, scope, timetable, milestones and associated deliverables.

❑ Roles and responsibilities for the consultants and the client.

❑ Fees and expenses that are expected.

❑ Statement regarding the Uniform Code of Business Conduct.

▪ Recommended: Review the tools and techniques videos for the diagnosis stage.

CMC-Canada – Essentials of Management Consulting Course – Learner Workbook 31

8. STAGE 2: DIAGNOSIS

The diagnosis stage focuses on the collection, analysis, and

synthesis of data to accurately define the true problem and the

factors contributing to it. During the Entry stage, your engagement

with the client organization may have been limited to a few

individuals who have decided to engage an external consultant for

assistance. Diagnosis expands the stakeholder landscape

significantly which can present both opportunities, and challenges.

Stakeholder engagement allows the consultant to increase the

awareness of the need to change and provides an opportunity to

improve the organization’s internal capacity through the transfer of

knowledge. This allows the client organization to improve its sense

of ownership and preserve the value created because of the

engagement.

8.1. DIAGNOSIS: OBJECTIVES, INPUTS, AND OUTPUTS

The purpose of the diagnosis stage is to accurately define the true problem along with the factors and

circumstances that allow it to occur. As you might imagine, this can be challenging when dealing with

complex problems where multiple causes and triggers create a highly complex circumstance. This must

be balanced with the constraints of the engagement and so there may not be sufficient time available to

gather all the data, making it critical to understand how much data is enough to reliably define the

problem and move forward.

Inputs

§The purpose of the

engagement is known.

§A formal agreement is in

writing and approved as an

output of Entry.

§The initial problem is defined

as a result of preliminary

diagnosis.

§The approach to the

engagement is defined. This

will inform data collection.

§The engagement team is

available and ready to begin.

Activities

§Re-confirm problem and

purpose of the engagement

and adapt approach if needed.

§Begin gathering data as

outlined in the engagement

approach.

§Analyze and organize the data

to ensure quality and

completeness.

§Synthesize the data to

determine root causes and

what must be truly addressed.

§Present findings to the client.

Outputs

§Diagnosis Report or Summary

of Findings.

§Decision on whether to

proceed further.

Define and model in detail the true problem and factors that influence or cause it.

Stage 1

Entry

Stage 2

Diagnosis

Stage 3

Action Planning

Stage 4

Implementation

Stage 5

Termination

Adapted from the Common Body of Knowledge, CMC-Canada, 2009, pp. 22 - 25

Adapted from Kubr, M., Management Consulting: A guide to the profession (2017) pp. 179 - 210

CMC-Canada – Essentials of Management Consulting Course – Learner Workbook 32

Diagnosis begins with re-confirming the purpose of the engagement with the client. From there, data is

gathered, analyzed, and synthesized to thoroughly diagnosis the problem and influences affecting it.

This cycle may iterate as the problem is progressively elaborated upon. Once complete, the findings are

formally shared with the client.

The following summarizes the key activities undertaken during the diagnosis stage:

▪ Re-Confirm Purpose: Between the conclusion of entry and the initiation of diagnosis, time may

pass, and the client’s needs and information may change. Re-confirming the purpose and what

needs to be addressed helps ensure this critical alignment remains in place.

▪ Gather Data: Data will be collected from sources and people as an input into analysis and

synthesis activities. It is important to minimize the risk of missed data by properly planning for

and ensuring data is collected from relevant sources.

▪ Analyze Data: Collected data will be analyzed and transformed into models and structures that

allow it to become information. The collected data once modeled will provide a more complete

picture of the problem and it’s causes. There are additional tools and techniques to consider at

this stage.

▪ Synthesize Data: Synthesis is when we take the information created from the data and

determine what root causes are affecting the client’s ability to achieve their desired outcomes.

The result of synthesis are several statements about what needs to be addressed in order for

the client to achieve their desired results.

▪ Share Findings: Once the synthesis of data is complete and what needs to be addressed is

clearly defined, the complete findings are shared with the client organization. Ultimately, the

client must decide whether they wish to proceed in addressing the findings, or accept the

current state.

From Entry

1. Re-Confirm Purpose 5. Share Findings

2. Gather Data

3. Analyze Data

4. Synthesize Data

Occurs until problem

properly defined

CMC-Canada – Essentials of Management Consulting Course – Learner Workbook 33

8.2. TOOLS & TECHNIQUES IN DIAGNOSIS

A summary of common tools and techniques is provided below. In addition, you will find several videos

as part of the course which demonstrate some of the tools and techniques.

Documentation Review

In addition to external

documentation, internal

documentation may now be

available. Reports, policies,

procedures, financial information,

performance metrics, and project

documentation are examples.

Interviews

Interviews with stakeholders can

provide important insights.

Contextual factors which may

highlight the interaction of various

problem components may also be

found and give important context

to the problem.

Workshops

Various workshops can be

conducted with stakeholders using

frameworks such as 5 Forces,

PESTLE, SWOT, Fishbone, and

process mapping. These tools can

help define relationships and

influences on the problem.

Observation

Observation enables the

consultant to directly see

performance of an activity,

process, or interaction. This

provides insights that other

techniques may not be able to

provide.

Report Template

The Diagnostic Report provides

the outcomes of the diagnosis

stage and informs the client of

what the likely true problem is. A

template may be available for you

to use if you are within a firm.

Benchmarking

Using various data sources, data

collected on actual performance

of a client is compared to industry

peers or historical records. This

enables the client to see how they

perform relative to industry peers

and target improvement goals.

Surveys/Questionnaires

Provides an opportunity to gather

data from many more

stakeholders than other

techniques. Must be carefully

constructed to not affect the

responses from participants. Has

contextual limitations.

Data Visualization

Data often tells a story when it is

presented in a format that conveys

meaning. Using visualization

tools, data can be represented to

show relationships such as

causation, correlation, confidence

levels.

Force-Field Analysis

Provides a means to define the

forces which enable and

organization to perform and those

forces that constrain performance.

Focuses on reducing constraints

on enabling forces so that

improved results are possible.

CMC-Canada – Essentials of Management Consulting Course – Learner Workbook 34

8.3. RE-CONFIRM PURPOSE

Entry and Diagnosis may be separated by a period where the client is

reviewing your proposal or acquiring internal support for the

engagement. During this period, client needs and information may

change requiring you to adapt your approach to the engagement

prior to starting diagnosis.

During this step you will want to re-confirm:

▪ The scope and purpose of the engagement are unchanged.

▪ The timeline remains feasible for you, and the client.

▪ Consultant and client resources remain available to perform

the work.

▪ Any assumptions that were made during Entry which may no

longer be true.

Re-confirming the problem to be addressed is an important to step. This provides the consultant an

opportunity to orient focus towards what is relevant. For example, what kind of data to gather, from

who, and from where. When defining the problem, there are various elements of the problem to

consider:

▪ Substance: Examples: financial under-performance, falling sales, lack of scalable business

model, organizational efficiency.

Alignment at this stage is

critical to the success of

the engagement.

Should there be substantial

changes in scope, or should

the purpose of the

engagement fundamentally

change, you may need to

return to the Entry stage to

properly understand and

realign the engagement to this

new information.

What challenges might you face in diagnosis and how would you overcome them?

_______________________________________________________________________________

CMC-Canada – Essentials of Management Consulting Course – Learner Workbook 35

▪ Structure: What organizational unit(s) and/or physical locations have observed the problem?

Are there external impacts?

▪ Magnitude: Relative to other priorities, how important is the problem to be addressed? Are

the impacts material to the organization?

▪ Time: How long has the problem existed? How frequently does it occur? Is the impact

increasing or decreasing?

▪ Ownership: Who is impacted by the problem and who expresses interest or need in resolving

it? Who is accountable for resolution?

▪ Other Elements: Incudes client’s capacity to solve the problem, relationships between problem

elements, and other options for action.

8.4. GATHER DATA

Much effort will be invested in locating and collecting various forms of data from inside and outside the

organization. Success during data gathering will require a constant focus on the purpose of the

engagement and what is attempting to be resolved, otherwise it may be difficult to focus your area of

inquiry feasibly. Be mindful that as you engage in data gathering, you are also engaging with

stakeholders and their expectations. Be prepared to respond to questions or feedback that may be

outside of the scope of data gathering. Managing expectations with stakeholders is critical.

When you begin planning for how and where you will source data from, you will want to consider

several key items. First, you will want the data to be sufficiently uniform that it is comparable outside of

the context it originated from. Second, you will want to consider the level of detail required in the data

so that it can be appropriately used. Data that is not sufficiently detailed will require you to re-visit past

source to gather further detail. Third, consider time and how this impacts the reliability of the data.

Generally, the older the data is the less reliable you may find it. Fourth, ensure the data is sourced from

areas of relevancy. This is important to ensuring your approach to data collection acknowledges the

constraints of the engagement. Finally, organizing the collected data so that it can be more easily

analyzed and synthesized is key. Time can easily be wasted on locating data and may impact the ability

of the data to be analyzed in a timely way.

Some common sources of data might include:

▪ Internal Records: Internal records may include various reports, electronic data found within

technology systems, training documentation, etc.

Purpose & Pragmatism.

Gathering data will bring forward a large amount of information to be considered. It can be

tempting to jump into solution or to contaminate the data with opinions and past

experiences. Always remain focused on the purpose of the engagement and ensure that the

information and data you collect is pragmatic and evidence-based.

CMC-Canada – Essentials of Management Consulting Course – Learner Workbook 36

▪ Memory of Stakeholders: Very rich in information; however, be mindful of prejudices and

assumptions. Valuable for gaining stakeholder insights.

▪ Events and Activities: Observable by the consultant and often found in work processes,

methods, technology processes, and interpersonal interactions.

▪ Benchmarking Data: Relevant and comparable data from other organizations can inform

opportunities for improvement.

▪ Financial Data and Reports: Internal and external financial data and regulatory reports provide

historical data on internal value generation.

▪ Competition: Often over-emphasized, provides context on activities of competitors. Be mindful

that the client sets their own path, which may be different from competitors.

8.5. ANALYZE DATA

Once the data has been collected, it will need to be analyzed and transformed into structures that will

enable it to become information. Although the analysis and synthesis of data are separate stages, they

are often simultaneous, and as a result some analysis may occur during gathering. Data must be

modeled or structured in a way that allows it to become information, which can be interpreted.

Before analyzing the data, it must often be assessed for quality and

reliability. The following may be done to assist with this:

▪ The captured data should be organized as defined during

gathering.

▪ Data may need to be corrected, edited, and normalized before

it can be analyzed.

▪ Data may need to be classified. This may include the time,

place, responsibility, structure, or influencing factors.

▪ You may also need to define relationships between previously

separate data.

All management consulting work will have an orientation towards the future as results and outcomes

will be found there. While the future cannot be known, it can be somewhat predicted based on current

data and trends. It will be necessary to model the future so that variables found in the past and present

can be incorporated. PESTLE and Five Forces analysis can be combined with a SWOT analysis as part of

future modeling. Be mindful not to become consumed with predicting the future. It can be effort

intensive and reduce focus on what is occurring today.

Getting the Whole Picture.

Remember that each piece of

data describes only a piece of

the problem you are working

to address. Until we can

associate evidence and facts

with the problem, we are

working with a hypothesis.

The outcome of diagnosis

must be defensible to a client

and the engagement team.

CMC-Canada – Essentials of Management Consulting Course – Learner Workbook 37

Modeling data as part of

analysis can be

accomplished with many

tools and techniques.

Some select technique

are provided; however,

there are many more

available for a

management consultant

to use. Also, there are

times when a tool or

technique must be

developed by the

consultant to address a

client engagement

where those available

will not be effective.

8.6. SYNTHESIZE DATA

Synthesis is when we take the information created from the data and determine what root causes are

affecting the client’s ability to achieve their desired outcomes. The root cause is often not able to be

addressed directly. The consultant must address the contributing factors, influences, and elements that

create the root cause. To accomplish this, the consultant will Identify relationships between elements,

determine trends and causes of those trends, and classify primary and secondary events and factors.

The outcome will ultimately be several statements about what needs to be addressed in order for the

client to achieve the desired outcomes. As we collect and analyze data, we must evaluate what is

reliable, relevant, and material to the desired outcomes of the client. The process of synthesis allows us

to make these determinations and create the answer to the question, “What must be addressed to

achieve the outcomes desired by the client?”

PESTLE Analysis

Classifies data as being Political,

Environmental, Social,

Technological, Legal, or Economic.

Provides context for external

factors that are or may affect the

client organization.

Process Flowchart

Visually models the steps, roles,

and decisions within a process and

the relationship of that process to

others. Often used as part of

analysis for process improvements

or refactoring.

Affinity Analysis

Data that is uncorrelated may be

grouped and organized based on

characteristics that are shared.

This enables data to be better

analyzed by defining shared

relationships and elements.

Financial Ratios

Enable the comparison of complex

data by converting them into

various ratios. While a reliable

and commonly used technique, be

mindful of the complexity behind

ratios that may also be important.

Causal Analysis

Various techniques that enable the

modeling of a problem by

decomposing contributing

elements. Data may be used to

identify linkages, enabling analysis

and eventually resolution.

Four P’s

Enables the analysis of product or

service positioning which may be

affecting performance. Includes

Price, Placement, Promotion, and

the Product itself. Be mindful of

digital channels when doing this

analysis.

SWOT Analysis

Used to identify internal Strengths

and Weakness of an organization

in addition to external

Opportunities and Threats.

Enables the organization to see a

conceptual picture of its

circumstance.

Five Forces Analysis

Defines the threat of new

entrants, power of suppliers,

power of buyers, threat of

substitutes, and rivalry amongst

competitors. Shifts in these

industry structures means shifts in

the organization are needed.

Fishbone Diagram

Decomposes a problem into

contributing elements and

decomposes those elements into

contributing factors. Enables

visibility into causes that once

addressed, will resolve the core

problem.

CMC-Canada – Essentials of Management Consulting Course – Learner Workbook 38

Figure 7 - Taking data from collection through to synthesis

At the start of Diagnosis, we reconfirmed the problem (or opportunity) that needs to be addressed. As

you near the conclusion of diagnosis, the original problem may remain, or additional problems that

contribute to it may be found. Either way, you will need to determine what precisely must be addressed

before you can determine how it will be addressed.

▪ Area to be Addressed: Example: The organization must address the quality of the product

which is contributing to the high percentage of returned product and resulting in increasing

negative impacts on profitability and customer satisfaction.

▪ Implication of not Acting: Example: Based on the data collected and analyzed, it is reasonable

to conclude that should the quality issue not be addressed customers will continue to return

product and post unfavorable reviews, reducing profitability and market share.

▪ Implication of Acting: Example: Addressing the quality issues resulting in returned products

will allow the firm to prevent further growth in returns while reducing the percentage of

returned product. Customer reviews will improve and prevent further erosion of market share.

8.7. SHARE FINDINGS

Once we have synthesized the data and clearly defined the problem and the contributing factors, we are

ready to formally share this information with the client. Whenever possible, the findings should not be

a surprise to the client. Throughout diagnosis, the client should be engaged and kept up-to-date around

progress and the narrative being shaped by the data.

Collected Data

Root

Cause

Analyzing Data Synthesizing Data

Modelled Data

Synthesized

Information

Constant Feedback.

Communication with the client during diagnosis should be continuous. The Diagnosis Report is a

formal artifact but should not replace the client being involved and aware during Diagnosis.

CMC-Canada – Essentials of Management Consulting Course – Learner Workbook 39

While the Diagnosis Report provides valuable information to the client, it is also a business development

document. The next steps and actions that may be taken to address the problem provides an

opportunity to assist the client further. The client may need to be motivated to act and may choose to

do so. The client may also decide that the problem isn’t worth addressing and may end the

engagement.

The Diagnosis Report (or Summary of Findings) provides a formal summary of the data, information, and

conclusions made by the consultant. Accompanying this may be a presentation to key stakeholders

summarizing the key information from the report itself. Key to this report are the descriptions of what

needs to be addressed and next steps for the client and consultant to take.

The following is the minimum content of a Diagnosis Report:

▪ Executive Summary

Provide a summary overview of the report findings (strategic direction, problems,

underlying root causes, and areas to be addressed) in such a way that will allow

senior management to quickly understand the breadth of the diagnosis, grasp the

key issues, and decide why, how, and where to proceed.

You should present a coherent, persuasive argument as to the relationship between

the strategic direction, future success of the organization, and the 4-6 critical issues

you have identified to be addressed by the client. Any assumptions or insights into

the case which support these arguments should also be woven into the narrative.

▪ Summary of the engagement’s purpose and the problem to be addressed.

Restate the purpose of the consulting engagement and briefly reconfirm the scope.

(Did the purpose and objectives need to be clarified or redefined in light of new

information gathered during this stage? Did this affect the scope of the

assignment?) State what the consulting team set out to achieve in this stage of the

engagement.

▪ Statement regarding the code of conduct and commitment to public, client,

profession, and pragmatism.

▪ Purpose of Diagnosis and approach undertaken including stakeholders and information

sources utilized.

▪ Conclusion section with four to six statements indicating the area to be addressed,

implication of acting, and implication of not acting.

▪ Include both the implication of acting, and not acting.

▪ For each statement, provide a summary of the fact-based rationale.

▪ Include any assumptions made which affect the validity of the findings.

▪ You may wish to include relevant constraints. For example, “Organization has

limited internal capability to develop software”.

CMC-Canada – Essentials of Management Consulting Course – Learner Workbook 40

▪ Next steps including the decision to proceed; or not proceed.

In some situations, you must communicate difficult information to the client. How would you

approach this situation in a professional manner?

_______________________________________________________________________________

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8.8. CODE OF CONDUCT DURING THE DIAGNOSIS STAGE

Diagnosis can be an exciting stage as you get into the actual work of consulting. That said, there are

important Code of Conduct expectations to be aware of. Here are aspects of the code to be mindful of

during diagnosis:

▪ Competence: Ensure that the team has sufficient competence and knowledge to perform the

work that emerges from Diagnosis.

▪ Responsible for Others: Ensure all members of the engagement team are aware of the code of

conduct and adhere to it.

▪ Business Development: Be mindful that in pursuit of selling the next stage, you do not

contaminate facts with a desire to sell more work.

▪ Critical Review: When critically reviewing the work of another CMC, you have an obligation to

inform the member of your review. The client must be aware of this requirement.

▪ Confidentiality: Ensure that individual responses during surveys and interviews remain

confidential. Do not disclose client information to others.

▪ Objectivity: Engagements where the terms and conditions limit the objectivity are not

accepted. The consultant can exit should objectivity not be possible.

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9. WEEK 3: HOMEWORK

Please complete the following before our next class:

▪ Read the following case study interviews in the order provided below:

▪ EMC – Case Study – 2 – Diagnosis – Bill Bauer – Master Brewer

▪ EMC – Case Study – 3 – Diagnosis – Katie Neil – Marketing & Events Manager

▪ EMC – Case Study – 4 – Diagnosis – Brad Schultz – Brewery Manager

▪ Each group will prepare a maximum 10-minute presentation summarizing the diagnosis report.

Please include the following:

❑ Summary of the engagement’s purpose and the problem to be addressed.

❑ Statement regarding the code of conduct and commitment to public, client, profession

and pragmatism.

❑ Purpose of Diagnosis and approach undertaken including stakeholders and information

sources utilized.

❑ Conclusion section with 4 – 6 statements indicating the area to be addressed,

implication of acting, and implication of not acting.

o Include both the implication of acting, and not acting.

o For each statement, provide a summary of the fact-based rationale.

o Include any assumptions made which affect the validity of the findings.

o You may wish to include relevant constraints. For example, “Organization has

limited internal capability to develop software”.

❑ Next steps including the decision to proceed; or not proceed.

▪ Recommended: Review the tools and techniques videos for the action planning stage.

CMC-Canada – Essentials of Management Consulting Course – Learner Workbook 43

10. STAGE 3: ACTION PLANNING

The action planning stage is focused on conceptualizing

potential solutions to address the findings of the

diagnosis stage. This is accomplished through a process

of divergent and convergent thinking which seeks to

generate alternatives that are then evaluated so that

what remains are a select few action proposals. The

selected action proposals are presented to the client for

consideration.

10.1. ACTION PLANNING: OBJECTIVES, INPUTS, AND OUTPUTS

The purpose of the action planning stage is to conceptualize, develop, and present options to the client

that inform the decision to proceed and how the problem will be addressed. While there may be many

options available, those presented to the client for consideration must be both feasible to implement,

and feasible to sustain.

Inputs

§Diagnosis Report which details

areas that need to be

addressed.

§Acceptance from the client of

the findings in the Diagnosis

Report.

§Shift from analysis to more

divergent ways of thinking.

Activities

§Conceptualize and define

possible solutions which

address the findings of the

Diagnosis Report.

§Select solutions to be pursued

considering client’s readiness

for change.

§Develop selected solutions and

conduct preliminary

implementation planning.

§Present the action proposals to

the client.

Outputs

§Report or presentation

summarizing the Action

Proposals and preliminary

implementation plans.

§Decision on whether to

proceed further.

Develop and present alternatives to address the problem, deciding on how to proceed.

Adapted from the Common Body of Knowledge, CMC-Canada, 2009, pp. 25 - 28

Adapted from Kubr, M., Management Consulting: A guide to the profession (2017) pp. 213 - 227

Stage 1

Entry

Stage 2

Diagnosis

Stage 3

Action Planning

Stage 4

Implementation

Stage 5

Termination

CMC-Canada – Essentials of Management Consulting Course – Learner Workbook 44

Action planning starts with the creative process of conceptualizing solutions that may address the

identified problems in Diagnosis. Solution options are then evaluated and reduced to a select few

options which are most likely to produce the desired outcomes for the client. The selected solution

options are transformed into Action Proposals which are considered by the client as part of deciding on

next steps.

The following summarizes the key activities undertaken during the action planning stage:

▪ Conceptualize: Potential options and solutions are conceptualized in preparation for

evaluation. Not all conceptualized options will move forward, especially when the application of

constraints is made during evaluation.

▪ Evaluate: Judgement is applied to assess which options are most likely to achieve the desired

outcome in the most feasible ways. The options remaining are more thoroughly planned for

and turned into action proposals that the client may consider.

▪ Plan: Taking the remaining options from evaluation, action proposals are generated detailing

more specific approaches and estimates for each of the options. It is not uncommon to return

to evaluation in some cases when detailed plans indicate a lack of feasibility or fit.

▪ Decide: The final action proposals are presented to the client for feedback and discussion. A

formal report is provided detailing the specific action proposals and how they were arrived at.

It is not sufficient to have a solution that addresses the problem or opportunity the client wishes to

address. The client must be able to implement and adopt the proposed solution and sustain it

afterwards. Implementing a solution that the client cannot reasonably adopt and sustain will lead to the

creation of value followed by the erosion of that value due to a lack of feasibility.

Conceptualize Evaluate Plan Decide

Client’s Readiness to Change

Client’s Ability to Preserve Value

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Throughout the engagement, understanding the client’s readiness to change and ability to sustain a

proposed change is critical. If a client cannot implement a proposed change, it is unlikely that an action

proposal will achieve the intended results. Further, if the client cannot sustain a change after it has

been implemented, the value created will be temporary and a reversion to the former state is likely.

Implementing a solution that is not feasible will lead to the failure of corrective action and a relapse back to

the original state. Action Proposals must be feasible to both implement and sustain by the client.

What are some ways you can evaluate ideas to determine which ideas you will pursue further

and which you will not? How do you involve the team in this decision-making?

_______________________________________________________________________________

CMC-Canada – Essentials of Management Consulting Course – Learner Workbook 46

10.2. TOOLS & TECHNIQUES IN ACTION PLANNING

A summary of common tools and techniques is provided here. In addition, you will find several videos in

your online resources folder as part of the course which demonstrate some of the tools and techniques.

Conceptual Thinking

Conceptual thinking enables the

consulting team and client to

envision a future and identifies

potential options in the present

which enable achieving it. This is a

creative thinking process that

relies on divergent thinking.

Affinity Analysis

Enables the consolidation of the

outputs of divergent thinking

exercises through grouping and

evaluation. The result are

potential solutions that represent

the best opportunity to address

the challenges faced by the client.

Scenario Planning

When developing options, it will

be necessary to plan for the

specific scenarios that may arise

as part of implementing that

option. Specific focus may be on

factors that would affect the

validity the options planned for.

Report Template

The Action Proposal Report

summarizes the alternatives,

preliminary implementation

information, and a recommended

path forward. A template may be

available for you to use if you are

within a firm.

Brainstorming

Removes judgement and enables

the team to develop as many ideas

as possible regarding potential

solutions. Supports divergent

thinking and is often followed by

affinity analysis to consolidate

outcomes.

6 Thinking Hats

Participants are assigned a ”hat”

which defines their thinking and

role in idea evaluation. For

example, “Yellow” seeks

advantages and benefits, while

”black” may assume a critical role.

Breakthrough Thinking

Uses seven principles of creative

problem solving to drive creativity.

Focuses on either a brilliant idea,

significantly better results, or

incubating a good idea to improve

a current state.

Estimation

Action proposals will need to be

estimated. For example, what

might the expected cost be,

resources required, and time

needed

Cost Benefit Analysis

Enables the evaluation of various

options as an input into decision

making based on the cost and

expected benefit. It is important

to also consider the opportunity

cost of a specific course of action,

not just the cost of doing it.

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10.3. DIVERGENT & CONVERGENT THINKING

Whereas Diagnosis focused on collecting, analyzing, and synthesizing data, Action Planning requires

more conceptual skills. There will be times that you engage in divergent and exploratory thinking, and

other times when you must evaluate and eliminate outputs from that exploration.

Figure 8 - Example of divergent and convergent thinking

It is important to ensure that divergent and convergent thinking in workshop settings is well-facilitated.

Teams can easily lose focus during divergent conversations and a good facilitator will ensure that

exploration occurs and that the transition to convergent thinking occurs so that a decision can be made.

There are many ways to approach creative thinking, and all include some form of divergent and

convergent thinking which seeks to expand the exploration of ideas and eventually bring them to a state

where they can be evaluated. Creative thinking focuses on connecting ideas and things that were

previously unrelated. As you can imagine, this is critical to developing options based on the analysis of

data from Diagnosis

Identify the

Problems

Select the

Right

Problem

Identify

Possible

Solutions

Select

Solutions

Diverge

Converge

Decide!

Give an example of a facilitation technique you might use to ensure divergent thinking stays

focused and within the time allotted during a workshop?

_______________________________________________________________________________

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10.4. CONCEPTUALIZE: DEVELOPING OPTIONS & ALTERNATIVES

The nature of strategic challenges or opportunities means there is often no single recommendation that

will be sufficient. The consultant must define multiple alternatives. Generally, the more complex the

problem or opportunity, the greater the number of potential alternatives. Conceptualization challenges

the client and consultant to generate as many salient alternatives as possible.

When generating options, consider:

▪ What the new solution must achieve for the client?

▪ How will the future differ from the present?

▪ Will the effects of the change last?

▪ Where might alternatives be found?

▪ What challenges may occur? Opportunities?

▪ Which stakeholders will be impacted and how?

▪ What is the best time for the change to occur?

10.5. EVALUATE: EVALUATING THE ALTERNATIVES

It is not feasible to fully define all conceptualized options in preparation for evaluation. As a result, pre-

selection is necessary. How many ideas you retain for further definition is a judgement call; however,

you may wish to consider constraints such as information available, timelines, and effort available from

both you and the client. Client involvement is key during preliminary evaluation as they can provide

commentary on the feasibility and internal capabilities to support a proposed action. Options coming

out of evaluation will be planned and defined at a more detailed level.

When eliminating options, consider:

▪ Relevancy to the findings of Diagnosis.

▪ Feasibility of implementing the option.

▪ Feasibility of sustaining the option after implementation.

▪ Readiness of the client to adopt the changes.

▪ Constraints which may eliminate the option. For example, schedule, cost, and resource

availability.

▪ Potential undesirable impacts the option may generate.

▪ Risk of the option and the tolerance of the client to risk.

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10.6. PLAN: DEFINING THE PRELIMINARY PLANS

In preparing the plans that will be associated with your final proposals, it is important to understand

what criteria is most important to the client and the success of the engagement. For example, cost,

urgency, risk tolerance, resources etc. You may find yourself in the situation where there are more

alternatives remaining than time to properly build out plans, estimates, and other information.

Consider understanding what level of detail the client desires and negotiating the needed time to meet

those expectations.

Also, remember that it is not unusual to return to evaluation. The number of options considered for

planning may be too great to feasibly accomplish in the engagement. Some options may be eliminated

or consolidated through affinity analysis.

Each Action Proposal should include:

▪ Principal recommendations and supporting secondary actions.

▪ Prioritization. High, medium, low for the recommendations.

▪ The client’s readiness to adopt and sustain the change.

▪ Estimated costs, benefits, and schedule. May include major milestones.

▪ Financial and human resource requirements.

▪ Role of the consultant in implementation.

▪ Primary risks to be aware of for each recommendation.

▪ Assumptions made which must remain true.

▪ Critical Success Factors that must be in place to enable the option to be successful.

10.7. DECIDE: DECIDING WHAT ACTION TO TAKE

The presentation to the client will summarize the proposed actions and the supporting information

available. In addition, the Action Proposals Report is provided to the client and outlines key information

on the various proposals and may include a recommendation from the consultant.

The level of detail will vary based on the complexity of the engagement and involvement of the client. It

is common to submit a formal report summarizing the information and providing greater detail and

rationale. The presentation is likely to spark conversation and inquiry. While this can be challenging, it

is a sign of engagement. It would be wise to prepare for anticipated questions which may include:

▪ How did you arrive at the recommendations made? Who was involved?

▪ What were some of the alternatives you considered that are not included?

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▪ Why were there only X options presented? Are there not more?

▪ If you were me (client), what would you do?

▪ What are the assumptions you are making?

▪ Do the recommendations made prepare us for the future? Will they last?

The client’s response to the Action Proposals can provide valuable information and inform readiness to

change. Watch for the following signals:

▪ Disagreement on the problem to be addressed. May indicate a lack of alignment and

insufficient engagement early in the consulting process.

▪ Lack of convergence on a specific Action Proposal by stakeholders. May indicate a lack

of emerging consensus which risks leading to indecision.

▪ Sticker shock on the duration and/or cost of the Action Proposals. May indicate that

the Action Proposals are not feasible.

▪ Immediate acceptance. There should be some level of constructive discussion. This

may indicate lack of engagement.

10.8. THE ACTION PROPOSALS REPORT

You will likely produce a report that summarized the Action Proposals and supporting information. In

addition, a presentation to review and discuss the report is also probable. Although the format may

vary, the following would be considered the minimum to include in an Action Proposal Report:

▪ Executive Summary

▪ Summary of the engagement’s purpose and the problem to be addressed. You may wish to

emphasize the outputs from Diagnosis.

▪ Statement regarding the code of conduct and commitment to public, client, profession and

pragmatism.

▪ Purpose of Action Planning and approach undertaken including stakeholders, techniques used,

and rationale for the recommendations to be presented.

▪ Section reviewing each Action Proposal and containing the information found on slide 19.

Ensure that each recommendation you make is defensible to the client using pragmatic

information and analysis. To make a recommendation without supporting evidence is

simply giving an opinion and is contrary to the code of conduct.

CMC-Canada – Essentials of Management Consulting Course – Learner Workbook 51

▪ A specific recommendation, if applicable.

▪ Next steps including the decision on which Action Proposal to pursue and next steps upon that

decision being made.

▪ Appendices which may provide additional backup information to Action Proposals.

At the conclusion of Action Planning, the client must decide what course of action will be taken. This is a

challenging moment for the client as the reality of situation becomes clear and the work to address it

becomes known. This can also be a challenging moment for you, the consultant. The client may not

accept your recommendations, may not be ready to decide and invest in the change, or may not have

the risk appetite to act. The following should be done to help make the decision-making process

smoother:

▪ Involve the Client Early: Involving the client throughout the entire consulting process is key.

The client will understand the information and findings emerging early and be more prepared to

act. Ensure the client knows a decision will be required at some point soon.

▪ Know the Culture: Understanding the client’s culture is key to navigating an engagement, but

especially so during decision making. Understanding who influences decision making, how

decisions are made, and other factors such as whether the client is decisive or slow to decide

will also be helpful.

▪ Know the Decision-Maker: Often there is one person making the decision; however, they may

do so collaboratively. Understanding how the decision will be made, by who, their risk

tolerance, speed of decision making, and who they may gather input from will be key to framing

the recommendations appropriately.

Assuming the client wishes to move forward by accepting one of the action proposals, a more detailed

plan will be required. This is a natural opportunity to revisit the original consulting agreement and

consider changes given the new information that is available. As such, a potential return to the entry

stage may be required at this point.

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10.9. CODE OF CONDUCT DURING THE ACTION PLANNING STAGE

The Action Planning stage can present some difficult challenges as you take the outcome of Diagnosis

and formalize Action Proposals that will challenge the client to commit to a specific course of action:

▪ Due Care: Ensure expectations are managed and do not set unrealistic expectations that the

client may not actually realize after implementation.

▪ Business Development: Be mindful when quantifying benefits that they are based on data and

not opinion. Ensure you are putting the public and client first and not the firm.

▪ Informed Client: The client should be informed of risks, assumptions, and benefits prior to

making a decision. Ensure appropriate detail and data are provided to the client.

▪ Objectivity: Be mindful of contaminating recommendations with your own emotions and

desires. Remain pragmatic and objective to ensure you provide sound advice.

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11. WEEK 4: HOMEWORK

Please complete the following before our next class:

▪ Each group will prepare a maximum 10-minute presentation summarizing the action proposals

you would make based on the information in the case study. Please include the following:

❑ Summary of the engagement’s purpose and the problem to be addressed. You may

wish to emphasize the outputs from Diagnosis and their relationship to the information

to be presented from the action planning stage.

❑ Statement regarding the Code of Conduct and commitment to the public, the client, the

profession, and pragmatism.

❑ Purpose of Action Planning and approach undertaken including stakeholders,

techniques used, and rationale for the recommendations to be presented.

❑ Section reviewing each Action Proposal and containing the following information:

▪ Three principal recommendations and supporting secondary actions.

▪ Assessment of the client’s readiness to adopt and sustain the change for each

recommendation.

▪ Estimated financial, time and human resource requirements.

▪ One risk to be mindful of for each recommendation.

▪ One assumption that must remain true for each recommendation.

▪ One key critical success factor for each recommendation.

❑ Of the three Action Proposals you presented, select one recommendation to would

advocate for and establish your rationale for that recommendation. Include in this a

high-level schedule of key milestones.

❑ Next steps including the decision on which Action Proposal to pursue and next steps

upon that decision being made.

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12. MANAGING THE ENGAGEMENT

Successfully navigating an engagement presents its own challenges and opportunities for both the

consultant and the client. The complexity increases at this point as the engagement shifts from

analyzing, synthesizing, and developing options to applying those changes in a context where there are

real impacts.

In this section we will focus on the management of change and the management of the project. We will

cover some of the foundational concepts within change and project management; however, not dive

deeply into each one. While we will discuss various approaches, there are many alternatives which can

provide value beyond what is covered here.

12.1. PREPARING FOR AND ENABLING CHANGE

In management consulting, every assignment is a change assignment. Understanding and navigating

change is key to effective management consulting. To achieve the desired outcomes of the client,

changes to the organization will be necessary. Bridging today with tomorrow and ensuring that bridge is

successfully crossed is critical. To effectively navigate change you will need to be familiar with several

key areas:

▪ Process of Change: Understanding the types of changes that can be experienced and their

relationships to challenges with change.

▪ Individual Reactions to Change: Support from members of the organization will be key to

making the change last. People must understand and be willing to participate in the change

during and after the transition.

▪ Models of Change: Models of change provide various approaches to maximize the probability

that change will be supported and sustained. We will explore several of these; however, there

are a wide variety available.

▪ Elements of Effective Change: Critical success factors that must be in place for change to

effectively occur. The absence of one of these factors will impact the probability of a successful

transition and sustainment of the changed state.

▪ Readiness to Change: Not all client organizations are able to implement and sustain a proposed

change. Being aware of the readiness to change and feasibility of sustaining it is a key question

throughout an engagement.

Organizational change will generally fall into three categories which define the magnitude, impact, and

challenges that will be encountered.

▪ Developmental: Understanding the types of changes that can be experienced and their

relationships to challenges with change.

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▪ Transitional: Support from members of the organization will be key to making the change last.

People must understand and be willing to participate in the change during and after the

transition.

▪ Transformational: Models of change provide various approaches to maximize the probability

that change will be supported and sustained. We will explore several of these; however, there

are a wide variety available.

Some engagements may have multiple layers of change that are required. Generally, the more complex

and significant the change, the more likely that more than one type of change is needed. This will

increase the complexity and need to manage change.

12.1.1. INDIVIDUAL REACTIONS TO CHANGE

No matter the change required to achieve the client’s desired outcomes, success will depend on the

decisions made by individual stakeholders. Reactions to change will vary based on the type of change

being pursued and it is critical to understand the impact a proposed change may or will have on

stakeholders inside and outside the organization. Neglecting the individual impacts of change will

introduce substantial risk to the engagement. This can be a frequently under-estimated component of

an engagement unless it is emphasized as being a priority.

Figure 9 - Difficult and durations of change based on type

Change challenges individuals to alter their work methods, behaviours, attitudes, and competency. This

includes those at the leadership level. For change to be effective across the enterprise, individuals must

adapt their knowledge, attitudes, and behaviours. Individuals must clearly understand the future state

and be able to envision their efficacy within it.

Knowledge

Attitudes

Individual Behaviour

Organizational / Group Behaviour

Long

High

Duration

Difficulty

CMC-Canada – Essentials of Management Consulting Course – Learner Workbook 56

Stakeholders can respond to potential changes in various ways including excitement and support;

however, a more challenging response is resistance to the change. Some common sources of change

resistance include:

▪ Fear of the Unknown: General fear of the unknown and what the change actually means. Can

be addressed through communication and connecting today with the future state.

▪ Perception of Loss: Emotional attachment to the current state. Change is perceived to create a

loss. For example, a changed process the individual person designed.

▪ Change Fatigue: Occurs in organizations where there have been multiple large changes.

Emotional exhaustion can lead to apathy and reduce support for changes in the organization.

▪ Inadequacy: Concern that the stakeholder may not be able to perform in the changed future.

Can be addressed through training and knowledge development.

▪ Loss of Power / Influence: Changes in structures, reporting, or job duties may result in the

individual feeling a loss of power or influence. Potential to mobilize other stakeholders to resist

change.

▪ Fear of Job Loss: Pre-occupies an individual’s mental space, leading to anxiety and distraction.

Careful communication must be made to provide facts regarding potential impacts.

▪ Lack of Trust: A lack of trust in the sponsoring leader who is moving the changes forward. May

also not trust the process.

▪ Lack of Belief: Does not believe the organization is truly committed or able to execute on the

changes. May be caused by previous failures.

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▪ New Ways of Doing Things: General discomfort with changing how things are done. “We’ve

always done it this way.” Benefits of change should be emphasized.

12.1.2. MODELS OF CHANGE

There are many models of change available today; however, we will discuss several common ones which

have generally formed the foundation of other models.

The Kotter model of change describes an eight-step process through which successful change is made

possible.

▪ Step 1: Create Urgency: Urgency is critical to ensuring motivation to change is established.

Using internal and external reasons, ensures that opportunities and threats are defined and a

rationale communicated.

▪ Step 2: Establish a Guiding Coalition: A coalition of stakeholders that has the authority to lead

the change and support each other and their colleagues through it. Key to this is providing the

team with the authority to make things happen.

For many individuals, change is an emotional process. Be mindful

of this as you navigate the engagement. Empathy is important.

Create

Urgency

Establish

Guiding

Coalition

Develop

Vision &

Strategy

Share Vision

of Change Empower

Action Get Quick

Wins Leverage

Wins Integrate

Change

Figure 10 - Kotter Model of Change - Adapted from Kotter, J.P., Leading Change (2012) Harvard Business Review Press, p. 23

Some clients may need to be convinced that change management is an important area to invest

in. How would you justify the need for change management focus with such a client?

_______________________________________________________________________________

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▪ Step 3: Develop the Vision & Strategy: Developing the vision is a key step in creating alignment

and intention on the change. Supporting the vision are strategies that will help see its eventual

realization.

▪ Step 4: Share of the Vision of Change: Involves the constant communication and

reinforcement of the vision and strategies. The guiding coalition plays a key role in ensuring

that the sharing of the vision reaches all stakeholders.

▪ Step 5: Empower Action: Enablement of action involves changing the systems and structures

that restrict the change. This involves removing obstacles and encouraging non-traditional ideas

and ways of doing.

▪ Step 6: Get Quick Wins: Sustaining momentum can be difficult when change is gradual and

over a longer period. Highlighting early wins and converting those successes into excitement

creates positive momentum and grows credibility.

▪ Step 7: Leverage Wins to Build Momentum: Leverages wins to create credibility and

momentum towards the desired vision. Involves promoting individuals who support the change

and re-energizing new projects as part of implementation.

▪ Step 8: Integrate the Change: The changes are integrated into the operation of the

organization. Behaviours are established and reinforced through the creation of new norms,

processes, and systems.

Lewin’s model of change is a second foundation approach. Lewin’s model of change is based on

three stages that involves opening the organization to change, applying the change, and integrating

the change. Although developed in 1947, it has endured as the foundation to many change

management approaches.

Figure 11 - Lewin's Model of Change - Cummings, S., Bridgman, T., Brown, K.G. Unfreezing change as

three steps: Rethinking Kurt Lewin’s legacy for change management 2016, Vol., 69(I) pp. 33 - 60

▪ Step 1: Unfreeze: This is where the need for change is identified. Many sources may be found

within SWOT or PESTLE frameworks. The unfreezing ultimately creates the sense of urgency

needed to compel individuals to change.

▪ Step 2: Change: During change, the organization communicates the reasons for change and

begins implementing corrective actions that address the reason for change. Internalization of

the changes into individual behaviours and beliefs begins hardening the change.

Unfreeze Change Re-Freeze

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▪ Step 3: Re-Freeze: The organization has integrated the change and the change becomes “how

we do things here.” Team members see confirmation that their changes behaviours meet

expectations and reinforcement is provided.

12.1.3. CRITICAL SUCCESS FACTORS IN CHANGE

Change is a complex process and there are many factors that can together create risks and issues that

may affect the engagement. There are several success factors that when in place, can support a smooth

transition for a client organization. While it may seem obvious that change management is critical,

some clients may not share the same perspective. Be prepared to advocate for change management to

be a priority and demonstrate its value.

Clear and Compelling Reason to Change

▪ Provides a focus for the organization and describes what is being pursued and why.

▪ Communicates the risks and responsibilities involved in the change.

▪ Should be delivered by the leadership within the client and not the consultant.

Engagement of Stakeholders

▪ Defining the rationale and vision for change is a good place to begin engaging

stakeholders.

▪ Identifying and enabling change agents can give empowerment to stakeholders.

▪ Critical to this is gaining the support of the middle layer of the organization. Failure to

create support here can lead to lack of alignment between the frontline workers and the

intentions of leadership.

Communication and Education

▪ Recall our discussion on the challenges experienced by affected stakeholders.

▪ Providing information and frequent communication will help ensure stakeholders are

equipped with facts, not rumours and hearsay.

▪ Education is critical to connecting efficacy in the current state with perceived efficacy in

the future state.

12.1.4. ASSESSING READINESS TO CHANGE

Assessing the client’s readiness to change may seem subjective; however, there are questions to

consider which will help pragmatically inform your assessment. Key to this is understanding how much

change an organization can absorb while pursuing the desired outcomes.

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A low readiness to change may not mean the project does not move forward. Consider staging the

implementation in a way that builds readiness to change. The challenge may be implementing the

change within the constraints of time, budget, and scope.

Change is rarely uniform. Understanding the readiness to change from the perspective of various

stakeholders is key. Those stakeholders with a low readiness for change may require more support than

others.

Some factors you will want to consider when assessing readiness to change include:

▪ Urgency and importance of the change being considered.

▪ Is the need to change reactive, proactive, or critical?

▪ Are there other change efforts underway that may lead to fatigue?

▪ Are there sufficient financial and human resources to make the change happen and sustain it

afterwards?

▪ Is there sponsorship and support from the executive leadership?

▪ Is the change uniform or will specific stakeholder groups be more affected than others?

▪ Are the costs and benefits compelling?

▪ How will the changes being implemented interact with one another?

▪ Are the right structures in place? For example, communication channels, change champions,

training.

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12.2. PROJECT MANAGEMENT OVERVIEW

Knowledge of project management is a critical factor in ensuring the success of the engagement. A

management consultant must be able to select the appropriate project approach, build and estimate a

plan, and execute the plan to ensuring the engagement is stewarded towards a successful conclusion.

To effectively see the project through to completion, you will need to be familiar with several key areas:

▪ Approaches to Project Management: Various approaches to project management exist ranging

from traditional waterfall to agile iterative based.

▪ The Consulting Approach and Relationship to Project Management: Explore the relationship

between the project management approach and the engagement approach, highlighting the

integration of both.

▪ Building and Estimating the Plan: Explore the key components of the project plan and how

each relates to one another. Define various approach to estimating project components.

▪ Executing the Plan: Key components to be aware of during execution including how to monitor

and manage the project towards completion.

▪ Challenges in Project Management: Discuss key challenges found within project management

and determine potential ways to reduce the risk of them impacting the project.

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12.2.1. IMPLEMENTING CHANGE THROUGH PROJECTS

The relationship of project management to desired outcomes of clients is key to executing on strategy

and integrating changes into operations.

Figure 12 - Relationship between strategy, performance, and change - Adapted from PMI, PMOBK 7th

Edition 2020 p. 11

To be of value, all change must be connected to the objective of the organization and support their

realization. When the enterprise strategy is developed, it is cascaded into the organization such that

performance of the organization is enabled by alignment. Each portfolio within the executive team is

assigned objectives that must be met for the organization to realize the enterprise strategy. To do so,

programs and projects are created to enable new performance within the operations. Once projects

and programs are complete, their outputs are operationalized enabling the performance of routine work

processes.

Operational activities then generate operational data which is reported upward into benefits realization

and program/project performance data. This data then in-turn informs the performance of each

portfolio and, when aligned and connected to the overall enterprise strategy, enables measurement of

the strategy and the progress towards its realization.

Executive

Leadership Enterprise

Portfolios Programs &

Projects Operational

Activities

Enterprise Strategy Desired Outcomes Operationalization

Operational Data

Program/Project

Performance

Portfolio Performance

Enterprise Performance Information

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12.2.2. APPROACHES TO PROJECT MANAGEMENT

Projects may be executed in various ways. While traditionally predictive projects have largely been used

in management consulting, adaptive project approaches are increasingly being used as a means of

producing early value for clients.

Figure 13 - Level of Incrementation & Iteration between Predictive & Adaptive Projects

In predictive projects, there is a focus on up-front planning and needs analysis. Once the needs are well-

known, the project begins executing on addressing those needs monitoring progress against several

baselines. Value is generated during a single event near the conclusion of the project when the change

is applied in a short period of time and then integrated into operations.

▪ Works well for projects where the requirements and needs can be defined early, and with good

reliability.

▪ Large investments with high risk are also suitable for this approach.

▪ Scope, schedule, costs, and resourcing are defined early to reduce the level of uncertainty.

▪ Performance is monitored and reported based off the established baseline.

Predictive Adaptive

Level of Incrementation & Iteration

Defining Planning Executing

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Adaptive approaches to project management focus on the incremental creation of value with an

emphasis on collaboration and stakeholder accountability. Whereas predictive projects may see change

as undesirable, adaptive project see change as inevitable and put in place mechanisms to leverage it.

Each sprint lasts a maximum of four weeks after which a minimum viable product is produced and

reviewed with stakeholders for feedback. After a fixed number of sprints, the project is expected to

conclude.

▪ Works well for projects where there is a high level of uncertainty in the needs.

▪ Implementation is adapted based on stakeholder input and feedback.

▪ Planning and execution occur in small sprints producing incremental value using a backlog of

requirements.

▪ Estimation is done at the sprint level incrementally.

Sprint Planning

Needed

Feature

Needed

Feature

Needed

Feature

Sprint Planning

Needed

Feature

Needed

Feature

Needed

Feature

Requirements

Execution

….

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12.2.3. THE PROJECT MANAGEMENT PROCESS

Project management uses a series of process groups regardless of the project approach selected. It is

important to note that although the process groups are presented as sequential, they interact with one

another throughout all stages of the project.

▪ Initiating: Initiating is where the project is given formal authorization to proceed. A key

deliverable of this process is the Approved Project Charter.

▪ Planning: Planning is where stakeholders and the project team compile a feasible plan. It

includes scope, schedule, resource, and financial plans. The kick-off meeting is held.

▪ Executing: The work defined in planning is executed by the project team. This process group

generated performance data which is used by Monitoring & Controlling.

▪ Monitoring and Controlling: Performance data is used to measure progress and identify

required corrective actions. Changes to approved plans are reviewed and a decision made.

▪ Closing: The project is formally concluded, and lessons learned are documented. Performance

data is reviewed, and benefits realization are measured.

Initiating

Planning

Executing

Closing

Figure 14 - Project Management Process - Adapted from PMP Exam Prep 9th Edition, 2018, RMC

Publications, p. 63

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The project approach is closely related to the consulting approach you selected to address the needs of

the client. Although the phases are different, they are related. Also, the Project Management Approach

may repeat itself throughout the stages of the consulting process. Recall our “Return to Entry”

discussion as part of Action Planning, for example. During this stage you may need to properly estimate

and plan for Implementation depending on the Action Proposal accepted.

Figure 15 - Example to demonstrate how the consulting approach and the project management process

align.

12.2.4. BUILDING THE PLAN

Depending on the project approach selected, building the plan will vary. Adaptive projects apply smaller

planning cycles with greater frequency. Predictive projects invest more heavily in planning up-front.

The goal of the planning process group is to create a plan that is realistic and acceptable to stakeholders

involved and achieves the desired outcomes.

The information provided here shares key areas of planning. There are additional areas proper project

management will require you consider. When planning, you will want to consider several variables that

will affect your approach to planning:

▪ The project approach. Is it predictive, adaptive, or a combination?

▪ Project deliverables required.

▪ Policies, procedures, and cultural norms.

▪ Market conditions that may affect the validity of the project’s purpose.

▪ Legal or regulations constraints that may limit options or actions.

When these items are understood clearly, you can begin more detailed planning in preparation for

implementation. This will include the following key areas:

▪ The reason for the project.

▪ Ensure stakeholder outcomes and requirements are understood.

▪ Define the project scope and ensure it is connected to the reason for initiating the project.

Entry Diagnosis Action Planning Implementation Termination

Initiating

Planning

Executing

Closing

Initiating

Planning

Executing

Closing

Initiating

Planning

Executing

Closing

Initiating Closing

CMC-Canada – Essentials of Management Consulting Course – Learner Workbook 67

▪ Using high-level deliverables, decompose the deliverables into smaller units. You may use a

Work Breakdown Structure for more complex projects.

▪ Develop the project schedule and supporting activities including duration and dependencies.

▪ Develop the project budget and related contingency funds.

▪ Estimate the resources required to execute. This may include human resources and capital such

as technology.

▪ Develop the communications plan. Ensure this is integrated to the change management plan, if

applicable.

▪ Define how changes to the project management plan will be managed. For example, a change

request process.

▪ Define how the project’s performance will be monitored and reported.

Estimating the plan occurs when you develop the preliminary plan as part of your Action Proposals and

occurs again during Implementation when the plan is further built out. Estimation normally involves a

decomposition of the project deliverables into specific inputs of input that are then estimated and

rolled-up, for example. All estimates share a common set of elements that together inform the

reliability of the estimate.

▪ Range: At the start of the project the range may be broad and open to deviation. As the project

progresses, the range becomes more accurate due to greater information being available.

▪ Accuracy: Accuracy is how close the estimation and actual performance are. Closely related to

the range, estimates early in the project will be less reliable than those later in the project.

▪ Precision: Relates to how precise the estimate is; however, is not the same as accuracy. For

example, a cost estimate of between $1,000 and $10,000 is less precise than $1,000 - $5,000

▪ Confidence: Confidence increases with greater experience in similar projects. If the client and

the engagement team have little experience, confidence may be lower.

Estimating should be carefully done and be proportional to the work being

estimated. Clients will associate estimates with their expectations and

poor estimates will lead to defeated expectations.

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12.3. LEADERSHIP IN THE ENGAGEMENT

In many consulting engagements, you will be dependent on a team and the team will be dependent

upon you. To be successful, you must influence your team and the client as you navigate the various

stages of the consulting project. Be especially careful to be self-aware during periods of high intensity

on an engagement. Natural styles can become dominant and may not always support constructive

relationships and progress.

▪ Self-Awareness: Each of us has strengths and weaknesses. Being aware of our limitations and

conduct when engaging in the profession of management consulting is key. We are faced with

many situations that require tack, diplomacy, and honesty.

▪ Influence: Management consultants will rarely have authority, even over their own consulting

team. Being able to build support, credibility, and motivation through influencing is key. This is

especially critical when working with clients.

▪ Coaching: Working with the client and the consulting team to improve their own confidence

and capabilities is important. Being able to coach through inquiry will help others improve their

self-awareness, confidence, and performance.

▪ Feedback: Feedback is core to consulting. You may need to provide constructive feedback to a

team member or the client. Also, be open to receiving feedback and improving yourself. Be

appropriate when and how you share feedback.

Why would a consulting engagement require leadership? How is leading an engagement

different than managing an engagement?

_______________________________________________________________________________

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13. WEEK 5: HOMEWORK

Please complete the following before our next class:

▪ Read the following case study material:

▪ EMC – Case Study – 5 – Action Planning – Email – Canadian Craft Brewers Association

▪ Each group will prepare a maximum 10-minute presentation summarizing change management

and project management approaches that will be used to implement the option you

recommended from action planning. Please include the following:

❑ Summary of the selected project management approach and explanation for this

decision.

❑ An assessment on the organization’s readiness to change and what factors were

considered in making this assessment. Explanation of how the implementation plan

acknowledges this and seeks to address it.

❑ A more detailed project schedule that includes updated milestones (if applicable) and a

financial estimate. Explanation of considerations made in arriving at these estimates.

❑ Description of how progress will be monitored and measured and how the client will be

kept informed of progress.

❑ Summary of top three critical success factors from a project management and change

management perspective.

❑ Top three risks and top three assumptions underlying the plan.

❑ Next steps.

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14. STAGE 4: IMPLEMENTATION

The implementation stage is where the accepted

action proposal is implemented in an attempt to

change the situation and achieve the desired

outcome for the client. The role of the client and

the role of the consultant may change during

implementation when compared to previous

stages. Here, the client may take greater

ownership as the expertise the client has about the

organization is used to guide the implementation

and integration of changes into the client organization.

The consultant may take on a support-orientated role or may oversee the tactical implementation of the

change. This is often dependent on experience of the consultant and the capabilities of the client.

Clients with low capabilities in project management and change management may require greater

support than those with established project and change management practices.

14.1. IMPLEMENTATION: OBJECTIVES, INPUTS, AND OUTPUTS

The purpose of the implementation stage is to support the client in implemented the accepted action

proposal(s). The level of involvement from the consultant may change based on the capabilities of the

client.

Inputs

§Accepted Action Proposal.

§Feedback regarding selected

Action Proposal.

§Preliminary Implementation

Plan associated with the

accepted Action Proposal.

Activities

§Integrate feedback into

recommendations and

planning.

§Contract for the

implementation stage.

§Plan and implement tasks and

processes such as project and

change management.

§Monitor and control the

implementation’s

performance.

Outputs

§Implementation of changes

that address the desired

outcomes of the client.

Support the client in implementing change that will achieve the desired outcomes.

Adapted from the Common Body of Knowledge, CMC-Canada, 2009, pp. 28 - 31

Adapted from Kubr, M., Management Consulting: A guide to the profession (2017) pp. 229 - 244

CMC-Canada – Essentials of Management Consulting Course – Learner Workbook 71

Without implementation, the consulting process is not considered complete. A client may not accept

the recommendations made and not proceed with implementation. This is the outcome of poor

management during the engagement by both the client and the consultant. When there is sufficient

collaboration and engagement with the client, there are few reasons that one of the recommendations

put forward should not be implemented.

14.2. TOOLS & TECHNIQUES IN IMPLEMENTATION

A summary of common tools and techniques is provided here. There are many tools, techniques, and

templates available for implementation. The scope of this course is not to cover these in detail, but you

are encouraged to reference external professional bodies where this detail may be found.

Project Charter

The project charter formally

authorizes the project. It has

scope, risks, schedule, costs,

resourcing and desired outcomes

defined at a high-level.

Information Mgt.

Defining information management

ensures that the team can easily

put and find documentation and

information during the

engagement. This avoids the

issues caused by improper

versioning and organization.

Training & Development

Anxiety about the changed future

can grow. Training supports

stakeholders in seeing how they

can be efficacious in the future

state. Training should be

reinforced to ensure knowledge is

applied and retained.

Templates

You may use various templates

during this stage. Larger clients

may have defined processes and

templates you must use. Others

may depend on you to bring these

tools as part of the engagement.

Communication Plan

Ensuring stakeholders are

informed, educated, and engaged

in the implementation. The

Communication Plan is also closely

related to the Change

Management Plan.

Gantt Chart

Show planned activities, their

dependencies, timing, and effort

requirements in a visual format.

Adaptive project may use a

backlog and spring planning rather

than a Gantt Chart.

Monitoring & Control

Utilizes performance data from

the project to monitor progress

against an established plan.

Requested changes are reviewed

and approved/denied and

communicated back to

stakeholders.

Change Mgt. Plan

Used to define a process through

which change will be managed. It

may detail stakeholders groups,

their readiness for change, how

their readiness will be improved

and integrated. Closely related to

the Communications Plan.

Knowledge Transfer

Ensuring that the client builds the

capabilities to support the change

and preserve value is key. This can

involve coaching, training, and

directly involving the client in the

implementation.

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14.3. THE ROLE OF THE CONSULTANT IN IMPLEMENTATION

The ultimate responsibility for the implementation of the

changes is with the client, not the consultant. Clearly

defining the role of the consultant and the role of the

client in implementation is key to ensuring that

accountabilities are clear, and roles are defined.

Depending on the needs of the client and their ability to

implement the changes, a new contract will likely be

required when the consultant will continue to be part of

implementation.

The case for involving the consultant in implementation may be strong when:

▪ The client lacks the technical ability to implement the changes without support.

▪ The implementation is complex and requires experience and expertise not available to the client

internally.

▪ The client may not understand how to navigate changes during implementation and how those

changes impact the implementation plan.

▪ The client may engage the consultant in various ways during implementation. The consultant

may:

▪ Assist with more complex tasks

▪ Provide oversight and guidance

▪ Provide the entire implementation team

▪ Only become involved at the request of the client.

The case for excluding the consultant in implementation may be strong when:

▪ The challenge being addressed has low complexity and can be addressed procedurally.

▪ The consultant and client agree that the client is able to implement the changes based on

demonstrated capability throughout diagnosis and action planning.

The client is ultimately

accountable for the

implementation of the changes.

Be cautious of contracting with

clients where the accountability

may be re-assigned to the

consultant. You may not have the

authority necessary to implement.

When cost is a concern, be flexible. Coaching, decision support,

and other arrangements can still allow the consultant to support

the client, while respecting the cost constraint.

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14.4. CONTRACTING AND IMPLEMENTATION

Depending on the needs of the client and their ability to implement the changes, a new contract will

likely be required when the consultant will continue to be part of implementation. There are important

considerations when undertaking this.

▪ Clearly Defined Roles: The roles and responsibilities between the client, consultant, and team

members for each must be clearly defined. The consultant should never accept accountability

over implementation as the authority necessary may not be available. The client must own the

outcomes.

▪ Measure Success: Being clear about what success looks like and how it will be measured it

important. Be mindful that a consultant should not commit to outcomes where there is no

direct control. Poorly defined success measures can make closing the engagement difficult.

▪ Duration and Cost: The preliminary plan associated with the proposed action will need to be

decomposed into more reliable duration and cost estimates. If cost is a concern, the consultant

should consider arrangements that are more flexible and continue to support implementation.

14.5. PUTTING THE PLAN INTO ACTION

The Implementation stage is where the expectations established throughout the engagement meet with

the reality of the situation. For stakeholders, this is the stage when the realization that change will be

happening is made and being able to communicate and support that change becomes critical.

Initiating:

▪ Project charter is approved along with preliminary plan.

▪ Stakeholders are identified.

▪ Relationship to organizational priorities is clear.

▪ High-level milestones are known and scheduled.

▪ Documentations such as risk, assumptions, and issues logs are created.

Planning:

▪ Detailed planning is undertaken, and schedule, budget, and resource requirements are

defined.

▪ Project team is assigned including client resources.

▪ Various plans area created including communication, quality management, and change

control. These plans are integrated into the Project Plan and approved.

▪ Formal kick-off meeting is held.

Be mindful to ensure the implementation plan is

feasible. There may be pressure to commit to impossible

dates and outcomes and this must be avoided.

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Monitoring the implementation enables the consultant and the client to determine whether the

implementation is performing at the expected level and according to the plan. It is not uncommon for

changes to be requested and these requests should be handled in a consistent manner.

▪ Measuring Progress: Progress will generally be measured based on the schedule, budget,

quality, and scope. The baseline plans are compared against actual work performance data

which informs the progress made (or not made). This information can then inform corrective

action or possible changes to the baseline.

▪ Measuring Engagement: Stakeholder engagement can be difficult to measure; however,

measuring progress on communication and change management activities can ensure

adherence to the plan. Lack of engagement may indicate that stakeholders are not bought in or

there may be issues to address.

▪ Monitoring Risks: Risks are initially identified at the outset of implementation; however, the

probability and impact they have may shift during the implementation. As a result, it is

important to monitor risks so that appropriate mitigations strategies can be put in place for

those risks that are high-impact and high-probability.

It is not possible to predict the future with certainty. Changes will likely be requested at various points

through the implementation stage. It is important to have a defined process for how requested changes

are captured, reviewed, decided, and communicated.

The need for change can come from several sources. A problem may be more complex to resolve than

first anticipated, a vendor may be affected by supply chain issues requiring additional time to complete

a project, or significant new scope is needed to complete a project. In all these situations, a change

request is likely to be needed.

Once the need is identified, the requestor should be asked to submit a change request to the project for

evaluation and consideration. In doing this, the project may assess the impact on cost, duration, and

resourcing. Like action planning, options must be generated and evaluated. Once that is done, a

Need for Change

Identified Change Request

Submitted

Impact Assessed

Options Identified

Decision Made

Updates Completed

Inform Requestor

CMC-Canada – Essentials of Management Consulting Course – Learner Workbook 75

decision on the change request is made and the updates are implemented. It is important to ensure the

requestor is updated on the outcome of the change.

14.6. GROWING CAPABILITIES WITHIN THE CLIENT

Implementation occurs during a fixed duration; however, as the changes are integrated into operations,

the value created during implementation must be sustained by the client alone. Through change

management and knowledge sharing, the consultant can help the client preserve the value created and

sustain the changes after implementation.

▪ Involving the Client in Implementation: Throughout the consulting process we have advocated

for the client to be involved. This becomes critical to implementation. Through involvement,

clients will learn tools and techniques which may assist them in sustaining the change after the

implementation is finished.

▪ Training and Reinforcement: Training provides clients with the tactical knowledge necessary to

believe they will be effective in the change future. To ensure the knowledge is applied,

reinforcement will be necessary so that a reversion to former work methods does not occur.

▪ Integrating Change into Operations: Understanding how the client currently performs their

work and integrating changes into that model will help ensure that the client is able to sustain

the changes after the implementation stage. If you are unable to integrate the changes into

operation, it is unlikely the implementation will be effective.

▪ Supporting Tools and Processes: Providing support tools such as technology and

documentation will assist the client in delivering enablement to a wider group of stakeholders.

Defining processes and ensuring their continuous improvement will also support the client in

owning the changes.

▪ Feedback and Coaching: Providing feedback through coaching will enable the client to practice

the change in a safe environment and gain confidence. This rehearsal and adjustment will help

the client understand where improvements are possible and pursue them.

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14.7. CODE OF CONDUCT DURING THE IMPLEMENTATION STAGE

Implementation will have many challenges and situations that will require you to conduct yourself in

compliance with the code of conduct. It is important to be aware of these situations to ensure proper

execution and management of the engagement.

▪ Responsibility for Others: If additional team members are brought in to support

implementation, they are required to adhere to the Code of Conduct.

▪ Due Care: As appropriate, stakeholders are involved in the implementation and their influence

does not adversely affect the pragmatism of the consultant.

▪ Objectivity: Being involved in implementation, ensure you remain pragmatic and objective in

your guidance and decisions. Do not let implementation affect impartiality.

▪ Informed Client: Ensuring that expectations are aligned with contractual commitments. A new

consulting contract is often required to reflect emergent needs.

▪ Fee Arrangement: Fee arrangements are part of the new consulting contract, and the client is

informed of assumptions underlying them.

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15. STAGE 5: TERMINATION

The termination stage is when the consultant seeks to

make an orderly exit from the engagement. While is

normal for this to occur because an engagement is

ending with its purpose fulfilled, the consultant may

also exit an engagement part way through. In either

situation, it is important that any exit be orderly and

professional.

At the conclusion of an engagement, various artifacts

will be created including the termination report,

updates to consulting approaches, the financial

closure of the project, and the foundation for a future

relationship with the client.

It is also wise to acquire a reference from the client and document the engagement summary for use in

business development and marketing. Be mindful of confidentiality obligations when using engagement

summaries for business development and marketing purposes.

15.1. TERMINATION: OBJECTIVES, INPUTS, AND OUTPUTS

The purpose of termination is to bring an orderly close to the engagement. Several documents and

artifacts are produced as a result of the completed engagement, and internal consulting approaches

may be updated or improved.

Inputs

One of three possibilities:

§Implementation is complete

and the consultant’s role has

been fulfilled.

§Implementation is being

discontinued.

§Support from the consultant is

no longer required.

Activities

§Plan for an orderly withdrawal

from the engagement.

§Prepare the termination

report.

§Assess the performance of the

engagement.

§Update consulting approaches

and supporting templates.

§Financial closure of the

engagement.

§Grow the relationship and

identify further ways to help.

Outputs

§Report or presentation

summarizing the work

undertaken and the benefits

realized.

§Final billing is completed.

§Confirmation of client

references.

Professionally conclude the engagement and set the foundation for future work.

Adapted from the Common Body of Knowledge, CMC-Canada, 2009, pp. 32 - 35

Adapted from Kubr, M., Management Consulting: A guide to the profession (2017) pp. 245 - 257

Stage 1

Entry

Stage 2

Diagnosis

Stage 3

Action Planning

Stage 4

Implementation

Stage 5

Termination

CMC-Canada – Essentials of Management Consulting Course – Learner Workbook 78

15.2. TOOLS & TECHNIQUES IN TERMINATION

Termination focuses on the professional and complete ending of the engagement. As part of this,

various reports and information are exchanged to assess whether the engagement achieved the desired

outcomes and how the consultant can improve their future work. In addition, the consultant may

identify additional opportunities to add value to the client through a continued relationship.

Benefits Realization

Measurement of the benefits

realized as an outcome of the

engagement. This may be

completed by a party not involved

in the engagement. May also be

deferred to months after the

implementation.

Termination Report

The termination report

summarizes the engagement from

start to finish. It demonstrates the

work undertaken and the benefits

achieved.

Lessons Learned

The lessons learned summary

allows the consulting team and

the client to provide areas of

improvement and effectiveness.

This feedback allows the

consultant to make improvements

to approaches in the future.

Engagement Summary

If the consultant has a done a

satisfactory job for the client, the

client may provide a reference.

Engagement summaries help

demonstrate the consultants

record of good work and is used as

part of business development.

CMC-Canada – Essentials of Management Consulting Course – Learner Workbook 79

What is the relationship between the entry stage and termination? What consequences may

emerge if these two stages are not aligned?

_______________________________________________________________________________

CMC-Canada – Essentials of Management Consulting Course – Learner Workbook 80

15.3. PROFESSIONALLY EXITING AN ENGAGEMENT

Exiting the engagement in an orderly and professional manner is key to ensuring that the transition of

the consultant out of the engagement does not harm the client and leaves them feeling supported and

capable.

The following summarizes the key activities undertaken during the termination stage:

▪ Prepare Termination Report: The termination report summarizes the engagement from start to

finish. It outlines the various stages of the engagement and the findings from each. Included

should be a summary of what was achieved and information on relevant next steps for the

client.

▪ Assess Performance: Client and team feedback is elicited to determine the level of

performance during the engagement and whether the expected outcomes were achieved. The

client will also provide feedback which may help the consultant improve in the future.

▪ Continuously Improve: Utilizing feedback from the client, stakeholders and the consulting

team, the consultant updates relevant artifacts such as approaches, tools, techniques, and

templates. Relevant internal records are also updated such as contacts and future needs

identified.

▪ Perform Financial Closure: The final outstanding invoices and expenses are created and

provided to the client. The consultant will also review the financial performance of the

engagement to determine profitability, noting areas for improvement and efficiency in the

future.

▪ Close Engagement: The consulting team will be released to their next engagements and the

records and documentation created and used are securely archived for future reference.

Disposition of information may also be required as part of confidentiality.

▪ Celebrate Success: Showing appreciation to the consulting team and the client is key.

Recognizing the challenges and successes and thanking the client, stakeholders, and consulting

team provides an opportunity to end the engagement on a positive note.

Prepare

Termination

Report

Assess

Performance Continuously

Improve

Perform

Financial

Closure

Engagement Celebrate

Success

CMC-Canada – Essentials of Management Consulting Course – Learner Workbook 81

15.4. CODE OF CONDUCT DURING THE IMPLEMENTATION STAGE

Although not a long stage, Termination will require you to be awareness of some key aspects of the

code of conduct.

▪ Conflict: You may work with client stakeholders who may make for great consultants. Never

solicit client staff for employment without first discussing with the client.

▪ Business Development: Inform the client of opportunities where you can be of further

assistance. Be mindful to only do this where there is a clear need and not to sell services for the

sake of selling.

▪ Confidentiality: All client information is confidential, even the fact that they are a client.

Negotiate agreement from the client to provide a reference for future work.

▪ Objectivity: It may be necessary to exit an engagement where the consultant’s objectivity is

impaired. Consider referral to another member in such a situation.

CMC-Canada – Essentials of Management Consulting Course – Learner Workbook 82

16. WEEK 6: HOMEWORK

Please complete the following before our next class:

▪ Congratulations! There is no case study assignment.

▪ Please complete and submit the reflective summary within seven days of the conclusion of the

course.

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CMC-Canada – Essentials of Management Consulting Course

CMC – Canada | Essentials of Management Consulting

LEARNER WORKBOOK

 
CMC-Canada – Essentials of Management Consulting Course – Learner Workbook  1 
 
Table of Contents 
COURSE INTRODUCTION .............................................................................................................................. 4 
1.  WELCOME ............................................................................................................................................. 4 
2.  COURSE LEARNING OUTCOMES ............................................................................................................ 4 
3.  APPROACH TO LEARNING ..................................................................................................................... 5 
4.  ATTENDANCE & WORKLOAD ................................................................................................................. 5 
5.  ASSESSMENT OF LEARNING ....................................................................... Error! Bookmark not defined. 
COURSE STRUCTURE & AGENDA ................................................................................................................. 7 
1.  GROUP CASE STUDY .............................................................................................................................. 7 
2.  REFLECTIVE SUMMARY ......................................................................................................................... 8 
INTRODUCTION TO THE PROFESSION ......................................................................................................... 9 
1.  WHAT IS MANAGEMENT CONSULTING?................................................................................................ 9 
2.  MANAGEMENT CONSULTING IS A GLOBAL PROFESSION ..................................................................... 10 
3.  THE PROFESSION OF MANAGEMENT CONSULTING IN CANADA .......................................................... 11 
4.  THE CMC COMPETENCY FRAMEWORK (2018) ..................................................................................... 11 
5.  CMC COMMON BODY OF KNOWLEDGE ............................................................................................... 13 
6.  PROFESSIONAL CONDUCT IN MANAGEMENT CONSULTING ................................................................ 13 
7.  THE CERTIFIED MANAGEMENT CONSULTANT (CMC) DESIGNATION .................................................... 15 
8.  ISO 20700 – GUIDELINES FOR MANAGEMENT CONSULTANCY SERVICES ............................................. 16 
INTRODUCTION TO THE CONSULTING PROCESS ....................................................................................... 17 
1.  OVERVIEW OF THE CONSULTING PROCESS .......................................................................................... 17 
2.  THE THREE ELEMENTS OF MANAGEMENT CONSULTING ..................................................................... 18 
3.  SKILLS & ATTRIBUTES OF A MANAGEMENT CONSULTANT .................................................................. 20 
WEEK 1:  HOMEWORK ............................................................................................................................... 21 
STAGE 1:  ENTRY ........................................................................................................................................ 22 
1.  ENTRY:  OBJEcTIVES, INPUTS, and OUTPUTS ....................................................................................... 22 
2.  TOOLS & TECHNIQUES IN ENTRY ......................................................................................................... 24 
3.  CONDUCT INITIAL MEETING ................................................................................................................ 24 
4.  PRELIMINARY DIAGNOSIS ................................................................................................................... 25 
5.  DEVELOP ENGAGEMENT APPROACH & PROPOSAL ............................................................................. 25 
6.  NEGOTIATING & EXECUTING THE AGREEMENT ................................................................................... 27 
7.  THE CONTENT OF THE NEGOTIATED AGREEMENT ............................................................................... 27 
8.  CODE OF CONDUCT DURING THE ENTRY STAGE .................................................................................. 29 
WEEK 2:  HOMEWORK ............................................................................................................................... 30 

 
CMC-Canada – Essentials of Management Consulting Course – Learner Workbook  2 
 
STAGE 2:  DIAGNOSIS ................................................................................................................................. 31 
1.  DIAGNOSIS:  OBJEcTIVES, INPUTS, and OUTPUTS ................................................................................ 31 
2.  TOOLS & TECHNIQUES IN DIAGNOSIS.................................................................................................. 33 
3. RE-CONFIRM PURPOSE ....................................................................................................................... 34 
4.  GATHER DATA ..................................................................................................................................... 35 
5.  ANALYZE DATA.................................................................................................................................... 36 
6.  SYNTHESIZE DATA ............................................................................................................................... 37 
7.  SHARE FINDINGS ................................................................................................................................. 38 
8.  CODE OF CONDUCT DURING THE DIAGNOSIS STAGE........................................................................... 41 
WEEK 3:  HOMEWORK ............................................................................................................................... 42 
  STAGE 3:  ACTION PLANNING .............................................................................................................. 43 
1.  ACTION PLANNING:  OBJEcTIVES, INPUTS, and OUTPUTS .................................................................... 43 
2.  TOOLS & TECHNIQUES IN ACTION PlANNING ...................................................................................... 46 
3.  DIVERGENT & CONVERGENT THINKING .............................................................................................. 47 
4.  CONCEPTUALIZE:  DEVELOPING OPTIONS & ALTERNATIVES ................................................................ 48 
5.  EVALUATE:  EVALUATING THE ALTERNATIVES ..................................................................................... 48 
6.  PLAN:  DEFINING THE PRELIMINARY PLANS ........................................................................................ 49 
7.  DECIDE:  DECIDING WHAT ACTION TO TAKE ........................................................................................ 49 
8.  THE ACTION PROPOSALS REPORT ....................................................................................................... 50 
9.  CODE OF CONDUCT DURING THE ACTION PLANNING STAGE .............................................................. 52 
WEEK 4:  HOMEWORK ........................................................................................................................... 53 
MANAGING THE ENGAGEMENT ............................................................................................................ 54 
1.  PREPARING FOR AND ENABLING CHANGE .......................................................................................... 54 
1.1. INDIVIDUAL REACTIONS TO CHANGE ................................................................................................ 55 
1.2. MODELS OF CHANGE ......................................................................................................................... 57 
1.3. CRITICAL SUCCESS FACTORS IN CHANGE .......................................................................................... 59 
1.4. ASSESSING READINESS TO CHANGE .................................................................................................. 59 
2.  PROJECT MANAGEMENT OVERVIEW ................................................................................................... 61 
2.1. IMPLEMENTING CHANGE THROUGH PROJECTS ................................................................................ 62 
2.2. APPROACHES TO PROJECT MANAGEMENT ....................................................................................... 63 
2.3. THE PROJECT MANAGEMENT PROCESS ............................................................................................ 65 
2.4. BUILDING THE PLAN .......................................................................................................................... 66 
3.  LEADERSHIP IN THE ENGAGEMENT ..................................................................................................... 68 
WEEK 5:  HOMEWORK ........................................................................................................................... 69 
  STAGE 4:  IMPLEMENTATION .............................................................................................................. 70 
1.  IMPLEMENTATION:  OBJEcTIVES, INPUTS, and OUTPUTS .................................................................... 70 
2.  TOOLS & TECHNIQUES IN IMPLEMENTATION ...................................................................................... 71 

 
CMC-Canada – Essentials of Management Consulting Course – Learner Workbook  3 
 
3.  THE ROLE OF THE CONSULTANT IN IMPLEMENTATION ....................................................................... 72 
4.  CONTRACTING AND IMPLEMENTATION .............................................................................................. 73 
5.  PUTTING THE PLAN INTO ACTION ....................................................................................................... 73 
6.  GROWING CAPABILITIES WITHIN THE CLIENT ...................................................................................... 75 
7.  CODE OF CONDUCT DURING THE IMPLEMENTATION STAGE ............................................................... 76 
  STAGE 5:  TERMINATION ..................................................................................................................... 77 
1.  TERMINATION:  OBJEcTIVES, INPUTS, and OUTPUTS ........................................................................... 77 
2.  TOOLS & TECHNIQUES IN TERMiNATION ............................................................................................ 78 
3.  PROFESSIONALLY EXITING AN ENGAGEMENT ..................................................................................... 80 
4.  CODE OF CONDUCT DURING THE IMPLEMENTATION STAGE ............................................................... 81 
WEEK 6:  HOMEWORK ........................................................................................................................... 82 
 
  