6 managing quality client and people

7/24/2019 6 Managing Quality Client and People

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MANAGING QUALITY, CLIENTS ANDPEOPLE


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QUALITY


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MANAGING THE QUALITY OF THE ENGAGEMENT

Specific objectives of project evaluation andcontrols:

Provide assurance that the project is on scheduleand within budgetCommunicate the exact project status of allconcerned personnel

Ensure that a qu lity product will be implemented


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GENERAL CLASSIFICATION OF CONTROLS

Preventive controlsBefore-the-fact controls

Benchmarks of expected performance

Feedback controlsAfter-the-fact controls

Generated by measuring actual performance andcomparing it with standards


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FEEDBACK CONTROLS

Possible resultsActual in reasonable agreement with expectedperformance, activities are proceeding according to

planActual differ from expected performance butmeasures are promptly taken to correct detecteddeficiencies, activities are in control

Actual differ significantly from expectedperformance, differences remain or increase overtime, activities are out of control


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PROJECT CONTROLS

Administrative controls

Time reporting procedures

Independent quality assurance reviews


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ADMINISTRATIVE CONTROLS

Administrative frameworkNormally consists of

One or more client management committeesThe top (executive) managementInformation processing department

In larger firmsProject steering committee

More closely involved with projects and maintains direct control

over the projectManagement advisory committee

Coordinates the activities of the information processing servicesdepartment


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TIME REPORTING AND ANALYSIS

Objectives:Provide project management with informationnecessary for planning, administering, and

controlling the projectPrepare and control the project work programupdatesAssist the project leader in preparing management

status reportsAccount for all time used on the project by theteam members


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TIME REPORTING AND ANALYSIS

Procedures:Time reports are prepared on a timely basis.Project hours are separated from non-project hours

Time reports are reviewed for accuracy andcompared with the budget

Variance are analyzed and budget is revised if

necessary


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INDEPENDENT QUALITY ASSURANCE REVIEWS

Objectives: To ensure thatThe system satisfies all user requirements and isoperable on a day-to-day basis without assistanceThe system is being developed within the time frameand cost estimates originally agreed uponThe system employs satisfactory methods andtechniques that are within the sphere of competence ofthe majority of client personnelThe presentation and format of all procedures,documentations, and coding are neat, well organizedand in conformance with established client standards


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QUALITY SYSTEM

Performance of annual service reviewsAppointment of:

Practice Director

Responsible for proposing practice goals, supervising overallservice planning process and practice conduct

Service CoordinatorAdministers daily operation and responsible for staff-relatedactivities (assignment, development, training)

Perform engagement analysisPerform staff competence evaluation


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CLIENT RELATIONSHIP


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MANAGEMENT OF THE CLIENT-CONSULTANTRELATIONS

A requisite to the successful conduct of theproblem-solving process is a harmoniousrelationship with the client


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MANAGEMENT OF THE CLIENT-CONSULTANTRELATIONS

The client includes:The organizationThe person with whom the consultant has initialcontact and one who accepts the final reportAdministrators and employees who have informationconcerning the problemManagers and employees

Likely affected by the implementation

Who are assigned to perform tasks under the consultantsguidanceWho serve as liaison on a daily basis between the consultantand higher-level managers


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HOW TO DEVELOP AND MAINTAIN HARMONIOUSRELATIONSHIPS

At the start, aim to develop a sense of trust andopennessA written announcement should be issued(prepared jointly by client and consultant)Hold presentations and meetings with theconsultant responding politely and earnestly toquestionsHold round get-acquainted interviews and meetwith managers who are affected by the problemMaintain an open -door policy


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MANAGING CLIENT EXPECTATIONS

Be clear as to what can be offered

Be positive but be realistic

Be honest about the limitation of the projectTip: Put them between positive statements


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MANAGING CLIENT INTEREST

Give the client regular updates on the project

Check on how the business is developing andemphasize how the consulting exercise canhelp them


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MARKETING THE SERVICES

Present client activitiesRetentionExpansionReferrals

Nonclient relationshipsReferrals from other professionals

Public relations or promotional activitiesAdvertising, Newsletters, Speeches, Books, Articles,participation in trade and professional organizations,seminars/trainings/symposia

Potential client activities


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ABANDONING CLIENTS

Objective: To achieve growthConditions justifying abandonment

Unchallenging Overly specializedDoes not fit the consultants growth strategy

Beneath the growing fee structure or belong to areas andindustries that are not growingUnable to attract the kind of talent the consultant wants

Unable to attract the kind of references the consultant needsUnpleasant or has rude people or unethical / illegalHarsh in its demands


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HOW TO ABANDON GRACEFULLY

Provide advance notice

Explain why the assignment cannot be handled

Refer other consultants or younger consultants

Offer to transfer the skills to the client, ifappropriate


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PEOPLE


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MANAGEMENT OF PEOPLE RELATIONSHIPS

A critical function in building a successfulconsulting practice is selecting and developingthe consulting staff


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STAFF SELECTION

Basic considerationsKind of consulting practice generalist or specialist

Target market big or small business, product orservice-relatedImage and reputation the consultant wants toproject

Long-range plans for the consulting practice


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STAFF SELECTION

Position profileGeneral and specific responsibilities

Person descriptionAcademic credentials

Experience

Personal traits and characteristics

Consulting and Technical skills


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STAFF DEVELOPMENT

Initial assignment

Exposure to the different facets of consulting

Continuing educationDirectly related to project

Formal training

Informal training

Ongoing training

Well-defined career path


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FACTORS THAT INFLUENCE TEAMS

IntrinsicGroup sizeIndividual expertise

Group norms and cultureLeadershipIndividual personalitiesGroup motivation

Stage in group formationFormation, Brainstorming/deliberation, Consensus,Performance


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FACTORS THAT INFLUENCE TEAMS

ExtrinsicGroup task

Resource availability

Group rewards

Interaction with other groups


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MANAGING TEAM CONFLICTS

Conflict is a situation in which the goals of oneparty are incompatible, or at least seen asincompatible, with those of another party

Address the issueIdentify partiesAssert the need for resolutionUnderstand both sides

Look for common groundGive parties a back-out routeBe prepared to impose a solution


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EXTERNAL SUPPORTERS/EXPERTS

Understand what you need advice or supporton

Define objectives

Identify who can help

Approach positively

Ensure understanding and integrate findings

6 managing quality client and people

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