Management Consulting

Organizations grow over a period of time. A small organization builds itself into a bigger organization by focusing onto the business objectives and vision through which it was setup. However, such a growth also brings in a few complexities and internal weaknesses that are quite often not clearly addressed in time and later becomes a root cause for some even bigger issue.

There are some organizations who build themselves efficiently as they grow and address all pitfalls of the growth. However, these organizations too at some point do not realize how to fuel the growth in the right manner and in right time.

Each management consulting project will be comprised of a number of generic phases or components which will typically include inception, initiation, planning and mobilization, delivery, testing, benefits realization, controlled close and post implementation review.

Management Consulting

Project Management disciplines and components outlined here are general in nature and quite separate and distinct from the specialist professional and technical skills and inputs that an independent consultant will bring to the client. However, the successful delivery of any management consulting project will always require a successful blend of core project management disciplines and specialist professional / technical skills.

Program or Project?

It is important to determine and agree with the client at an early stage whether the assignment is defined as a Program or Project. Typically a Program is significantly more complex to plan and deliver than a Project and fundamentally different management approaches and consulting skills will be required for each.

The most effective means of establishing the scale and nature of the consulting assignment is to create a preliminary Terms of Reference document. The areas covered will include:


A simple statement of the purpose of the assignment.


From where and whom in the organization did this initiative originate? Who is the lead client sponsor? Details of any related documents, reports or other materials that will provide context for the assignment. How does this initiative relate to the strategy of the client organization or division?


A statement of the intended outputs of the project, expressed in terms that are measurable.

Outline Deliverables

A simple list of the Deliverables that are expected as outputs of the consulting project. Later in the life cycle of the assignment these deliverables will be defined in much greater detail.

Scope, Boundaries and Interfaces

A summary of the organizational divisions, functions or processes that will be the domain of the assignment. It is important to document the elements that are in scope and also those elements that are explicitly outside of the scope of the assignment. A diagram quite often helps to establish and agree scope.

Another critical aspect is determining the domains that will be impacted by the assignment. These domains can be usefully categorized as either supplier or customer.

Supplier domains are those that are expected to provide inputs to the management consulting project. Customer domains are those that are expected to receive the outputs of the management consulting project.

Outline Benefits Case

A summary of the Business Benefits that are expected to flow from the consulting project. The business case is a separate document which combines these anticipated benefits with the forecast costs of the assignment and includes an assessment of the key risks.

Risk Assessment

An initial summary of the anticipated risks associated with the consulting project. A preliminary assessment of the potential severity of the risks will determine the level of time and resource that should be invested in further evaluation of the key risks. It may well be the case that some risks are judged to be so fundamental as to potentially undermine the rationale for the project.


A summary of the key facts upon which the management consulting project will be planned and executed. The key assumptions should be documented and validated as early as possible during the lifecycle of the assignment.


A summary of any restrictions within which the project must be planned and executed, for example resources, immovable milestones, limits to funding and basic quality criteria.

Client Quality Requirements and Acceptance Criteria

An outline of the quality characteristics that the client is expecting for each of the key deliverables. Quality requirements must be measurable and will be integral to the acceptance criteria against which the client will ultimately sign-off and accept the deliverables of the consulting project.

Outline Project Plan

A summary of the intended start and end dates of the management consulting project; the main phases; the frequency and nature of interim progress reviews; basic arrangements for reporting progress to the client.

Budget & Funding

A preliminary estimate of the financial budget required to plan and deliver the management consulting project should be prepared. The related assumptions should be documented. The first draft of the budget should be reviewed early in the life cycle of the assignment and at regular intervals thereafter.