Consulting Capability Foundation Level Sample Evidence

Prior to viewing the following sample evidence, it is critical that you have read and understood the specific validation requirements for the
capability and level you are applying in. Details on what the Consulting Capability Center requires to obtain a capability level can be found on the
Consulting capability website. This sample evidence is intended as a guideline as to what would be considered good evidence and is not specific
to any one specialiation.
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Guidance:
The Career ,ramewor- definition for the ,oundation .evel is!
/ormally wor-s independently, ta-es the initiative, follows the wor- plan, chec-s progress against ob0ectives, and reports any deviations.
1ee-s guidance on -ey issues as appropriate, and continues to develop e2pertise in the capability.
*ppropriate level of supervision for the level being requested
*s you document your evidence, you must show that you have demonstrated each capability statement listed. 3our evidence should show!
*ppropriate level of supervision for the level being requested
Demonstrated e2perience, not potential
1uccessful results
1ustainability $ The capabilities can be demonstrated again in both similar and different environments, at the same level of supervision
and with the same level of success
General Package Guidelines
+4 3ou must provide at least 5 e2amples of evidence at the foundation level
*t least one of the e2amples must be from within the last three years
*t least one of the e2amples must be an (67 specific e2ample 8professional hires can use prior (67 e2periences but are required to still have
one (67 e2ample4
54 9ecommend using a minimum of two paragraphs per statement, with sufficient supporting detail describing not only what you did, but also
how.
#4 :uantify the results where ever possible
;4 .imit the use of attachments. (f an attachment is the best way to show some of the results of your analysis then include it, but you should be
able to describe in 5 or # paragraphs e2actly what you did the process and method you followed.
<4 6e sure to reference the corresponding pro0ect"engagement from the =2perience Profile section in your validation pac-age.
Validation Package FAs can be !ound on t"e Consulting Capability #iki $click "ere to do%nload& as %ell as in t"e actual validation
package in t"e career !rame%ork tool'
("e !ollo%ing section includes sample evidence !or eac" o! t"e t"emes !or t"e Foundation Level in t"e
Consulting Capability

Themes are in purple rows
Capability statements are in white rows
Capability statement guidance is in green rows
Capability statement sample evidence is in yellow rows.
Analytics ("eme ) Foundation Level
> Contributed to deliverables by refining, analying, and structuring relevant data.
> Tested hypotheses to validate the root cause of business or technical issues by applying analytical best practices.
> 3ou must be adept at researching and collecting information, you must also decipher which data is most relevant for the client pro0ect or deliverable.
> 3ou must be able to structure the information in a succinct, meaningful way so it best represents the underlying client issues and can be easily used.
> 3ou are not required to create your own hypotheses about the root causes of -ey business issues. ?owever, you must test formulated hypotheses in an effort
to confirm, re0ect, or modify them. Testing a hypothesis can include conducting client interviews, reviewing documentation, and analying statistics.
Analytics Sample *
Client! Pharmaceutical Company
Pro0ect! Develop .aunch @ebsite
( contributed to several deliverables by refining, analying, and structuring relevant data. ( also utilied hypotheses to identify and validate the root cause of
pro0ect issues. ,or the Content 7igration Deliverable, ( had to organie thousands of content files 80pg, te2t, 0ifs, movie files4 from multiple locations for the
migration and uploading of content development onto web pages. ( also provided on$site support to e2pedite the content migration process.
( streamlined the content migration process by managing the offshore development team which would process the content upload on web pages. To provide
guidance and prioritie tas-s 8in many instances there would be over +%% tas-s for one day4 ( would determine which content uploads needed to be
accomplished $ first based on analysis of business requirements, pro0ect milestone dates, and client feedbac-. ,or instance, ( deduced from requirements and
pro0ect deadlines that certain web page types 8i.e., Aabout usB, AconditionsB4 need to be completed first before the pro0ect could advance to other web page types
8i.e., AproductsB, AservicesB4.
This resulted in a pro0ect deliverable which focused on migrating and uploading content on web pages which was handled with high level efficiency. This refined
and enhanced delivery by leveraging offshore content time to e2pedite the overall content migration process.
Analytics Sample +
Client! Clobal Technology company
Pro0ect! 1*P implementation
@hen coming up with a dashboard of pro0ect management metrics to report on wee-ly, ( wor-ed with the team leads to loo- at metrics previously used and
other data they had been gathering"trac-ing to form hypothesis on which revealed the root causes of their teamDs issues"problems most effectively and
accurately. @e tested the hypothesis by highlighting these metrics and graphs in status meetings and then monitoring the improvement as a result of the
meetings.
@e often made ad0ustments 8added, modified or removed certain charts4 when we realied some were less indicative of root causes and less effective in
resolving them. ,or e2ample, one team lead initially thought that reporting on issues"defects that were overdue was most important for identifying the root
causes of why issues"defects were not being closed or resolved. @e focused on overdue items assuming these were the root causes of our delayed
deliverables and the reason deadlines were not being met, but we realied after a few wee-s that were was a much more important piece of data. @e needed to
report on those that were overdue for a certain duration, but it was 0ust as 8if not more4 important and effective to highlight issues that had been open for a long
duration although they were not overdue. These were often ignored as the dates were continuously being pushed out and therefore never appeared in our
report as overdue, but these ended up being the more significant root causes of the missed deadlines and late deliverables. *s ( wor-ed on modifying and
updating the dashboard each wee-, metrics and approaches for gathering"reporting on data were modified when necessary to ensure accurate and meaningful
data were being reported on, thus allowing the team to successfully identify these root causes and meet their business goals and timelines.
Value Creation ("eme ) Foundation Level
*ssisted in the definition of performance measures for a client
Per!ormance measures are defined to improve the performance and accountability of an organiation, process, program, solution, or service. They are a
quantifiable metric of results 8e.g., number of dollars saved, number of hours or days saved in a business process, or recorded improvement in customer
satisfaction4. Cood performance measures are 8+4 valid and ob0ective, being based upon reliable and accurate data, sources and methodsE 854 cost$effective in
terms of gathering and processing informationE 8#4 understandable and easy for decision ma-ers and sta-eholders to use and act uponE and 8;4 tied to
incentives as appropriate
Value Creation Sample *
Client! 7ilitary agency
Pro0ect! 9esources manpower analysis
( created and updated organiational charts that show personnel detail for each individual and their division and branch structure. These organiational charts
are used by all senior leaders to better analye staff strength. Falue to the organiation has been added because of the visibility provided by the organiational
charts which allow 1enior leaders from multiple organiations to ma-e strategic personnel decisions quic-ly and efficiently. :uestions from senior leadership
can now be answered in a matter of minutes which before could ta-e multiple hours.
These documents have most recently been used to determine military and civilian cuts required by the passing of the Defense 6udget. These organiational
charts were instrumental in defining the success of the organiation by allowing senior leaders to determine the necessary wor-force capacity to sustain
productivity. 6y identifying the need for this tool, ( have been able to assist the leaders in improving performance by becoming more efficient and meeting
budgetary constraints.
Value Creation Sample +
Client! Property 7anagement Company
Pro0ect! Gptimie 1hared 1ervices " ,inance department
( leveraged an (67 6enchmar-ing 17= to understand how the 6enchmar-ing @iard wor-s, reviewed over ;#% ,inance"*ccounting"Process metrics and
selected +< metrics that would be used as 1ervice .evel metrics within the clientDs Dto$beD ,inance 1hared 1ervices Center. This required a strong understanding
of the clientDs e2isting ,inance organiation and processesE ( acquired this -nowledge by interviewing the client and reviewing documents relating to the current
processes within the organiation. 1even of the +< metrics were included in the final report as recommendations to the client to include in their 1ervice .evel
*greement 81.*4.
.
Client ,elations"ip -anagement ("eme ) Foundation Level
Cultivated positive wor-ing relationships with pro0ect team members and sta-eholders
(n addition to building strong relationships with client and (67 team members on your pro0ect, you must get to -now -ey sta-eholders and earn their confidence
that you are wor-ing with their best interests in mind.
3ou maintain a positive attitude despite pro0ect changes"delays or unclear e2pectations. 3ou are mindful of your professional behaviour particularly in front of
clients
Client ,elations"ip -anagement Sample *:
Client! .u2ury goods retailer
Pro0ect! 1pecialied application system
( wor-ed with the H3I core client team on a daily basis to gather requirements and presented the updated wireframes to confirm the changes were accurate
and matched what they had in mind while meeting or e2ceeding their e2pectations. *t times ( had to ma-e sure their e2pectations were aligned with the overall
goal and would lead to the most cost$effective solutions, suggesting alternative requirements or solutions when necessary to ensure the client was getting the
most value out of the final product. There were also chec-points with the head of H3I in their head office to ensure our wor- was progressing in a way that
matched their e2pectations, including a final presentation for sign$off of the proposed system.
*lthough there were changes in direction, we were able to successfully propose a solution. ( had the responsibility of creating the wireframe detailed slides for
the presentation, and well as the remaining issues and recommendations slides we resolved in the final meeting.
Client ,elations"ip -anagement Sample +:
Client! Clobal *utomotive company
Pro0ect! 1*P J ,inance implementation
( spent the first several wee-s wor-ing on developing a business process hierarchy and detailed requirements with the client 17=s through wor-ing sessions.
*s the pro0ect progressed, ( was able to establish a high level of trust and respect with the client for several reasons. *s ( was new to the processes ( was
leading, ( did not always have an immediate answer to the clients questions, however, ( too- their question and responded quic-ly to ensure confidence
from the client. Gne client 17= had said that it was refreshing having a consultant who too- the time to understand our question and provide a relevant answer,
as opposed to a consultant providing an response for the sa-e of a response.
Communication ("eme ) Foundation Level
. (ailored verbal and written communications to adapt to different cultures and colleagues at varying levels
> 7odified style as needed to adapt to colleagues in an integrated global environment 8e.g., across time ones, across distributed teams, cultural differences4
> Conducted client interviews
> 3our participation in meetings and contribution of relevant questions, considered answers"responses and well documented minutes demonstrate your listening,
questioning and writing s-ills. 3ou can demonstrate the client hierarchy on a pro0ect, and which sta-eholders will be managed by whom from the pro0ect team.
> To tailor communications, you must understand your audience, including the type of communication that is most effective and desirable 8e.g., email,
conference calls, web meetings, or face$to$face meetings4, and the level of detail that is most appropriate 8e.g., e2ecutive summary versus detailed
documentation4. 3ou must also demonstrate awareness and sensitivity to cultural differences in communication style
> @hen conducting client interviews, you must determine the -inds of questions to as- in order to get the information that you require from the client
Communication Sample *
Client! Clobal Technology company
Pro0ect! 1*P implementation
( communicated overall pro0ect status to the team wee-ly, presenting dashboards and charts that clearly showed trends to indicate ris-s, issues and actions that
needed follow up. ( wor-ed with several teams internationally and adapted to the cultural and language barriers. ( also -ept a fle2ible schedule and attended
early morning and late evening meetings to accommodate for the time one differences, including wee-ly .otus .ive meetings presenting the metric.
( conducted client interviews initially to ma-e sure the pro0ect metric dashboards we were using for reporting applied to each team member and the needs"
requirements of their specific team. ( had a general list of questions prepared for each interview, but ( also had a separate list of specific questions that were
tailored to each team. Gnce the dashboard was ready to implement as our new reporting method, ( presented it to the e2ecutive on the pro0ect to ma-e sure to
add any additional metrics or data points he felt were essential. 7eeting with all the team leads and e2ecutive on the pro0ect ensured that our new business
process for metric reporting was communicated to all team members and that their feedbac-"suggestions were used to build this new process.
Communication Sample +
Client! Covernment (mmigration *gency
Pro0ect! Transformation Program
( set up and facilitated wor-ing sessions for each monthly financial forecasting and review sessions with program e2ecutives to deliver the most accurate, and
consistent, forecasting for the bill of materials 86G74 on the program. These meetings need close communication and a careful understanding of what each
sta-eholder needs to obtain out of the meeting.
( also participated multiple in lessons learned sessions for both *sset 7anagement and 6G7 7anagement Teams. Through those sessions, ( listened to
feedbac- and incorporated them into my wor-. ( have also communicated with my manager to see- feedbac- as appropriate to improve my performance"impact
on the program.
7any times throughout the purchasing process we may have issues and items that need action while wor-ing with other (67 groups. @hen ( identified an issue
that needed to be escalated, ( drafted messages and points for view from our program that our e2ecutives used to drive the issue to closure.
/no%ledge S"aring ("eme ) Foundation Level
.ocated and used appropriate internal intellectual capital to contribute to deliverables, leveraging e2pertise from outside immediate organiation
3ou must effectively use internal -nowledge bases and networ-ing tools to access relevant intellectual capital and to contact appropriate e2perts within (67.
=2amples include wi-is, *sset@eb, 6eehive, Community 7ap, Dogear, 1mall 6lue, and 6lue 9each.
3ou have also contributed to the sharing of business relevant -nowledge within the (67 team, you have contributed to Dlessons learnedD or you have contributed
technical notes for your colleagues to use.
/no%ledge S"aring Sample *
Client! Clobal *utomotive company
Pro0ect! 1*P J ,inance implementation
( was assigned to be the (nvest$to$Divest .ead 8*sset *ccount and Pro0ect *ccounting4. ( had a little e2perience in both at a prior engagement, mostly in testing
and conversion activities, but not business process related. *s we started holding meetings to build the business process hierarchy, ( utilied (67s -nowledge
portal for e2isting documentation which provided a starting point. ( -ept in contact with my prior team lead who was an e2pert in this area and had discussions
with him to gain a deeper understanding, which in turn ( applied to this client.
@hile participating in an internal meeting, a colleague as-ed the group if anyone had e2perience with optical scanning software and invoice wor-flow. (
mentioned that this was used at my prior pro0ect and ( had some documentation, which ( provided after removing client sensitive information.
/no%ledge S"aring Sample +
Client! Clobal Technology company
Pro0ect! 1*P implementation
( built a .otus wi-i that the (nformation 7anagement team used for the storage of shared and private documents. Gnce this was created, ( had to transfer my
-nowledge to the rest of the team and ensure they -new how to utilie and benefit from all aspects of the wi-i, including sharing files amongst the rest of the
team as well as accessing and leveraging other teamDs deliverables. ( also performed research on pro0ect management metrics for the client by leveraging
e2isting intellectual capital and lessons learned on @#, creating a report for the Pro0ect 7anager consisting of those that are top indicators of successful pro0ects
and those that are less relevant.
0usiness ,e1uirements 2 0usiness Case ("eme ) Foundation Level
> 9esponded to change requests that impacted business requirements and escalated as appropriate
> *pplied -nowledge of the clientDs business requirements to describe the relationship between the proposed solution and trade$offs
> (t is important to show that you have not only successfully responded to change requests, you -now when to get your team lead or pro0ect manager involved
before ta-ing action to determine if there is an impact to the statement of wor- 81G@4
> To describe the relationship between the proposed solution and trade$offs, you must evaluate the solution against documented business requirements. 3ou
might consider listing pros and cons or costs and benefits and reviewing with a senior team member
0usiness ,e1uirements 2 0usiness Case Sample *
Client! =quipment manufacturing company
Pro0ect! 1pecialied monitoring system
( wor-ed on several iterations of the development of an overall list of 5%5 business requirements due to change requests and scope ad0ustments, determining
those that are most essential to the client to be included in the first release of the system, and which could be delivered in later releases to prevent a
change in the timeline and initial terms in the 1G@. ,or e2ample, the client was insisting that an image of a map be included in the first iteration of the *lert
screen, highlighting the e2act areas of the site that had signaled an alert in the system. ?owever, this would ta-e too much time to create and implement in the
timeframe we were dealing with, so we convinced the client that this was not a cost$ or time$effective requirement for the first release, and, with their agreement,
we pushed the detailed map to a later release so we could focus on delivering the higher$priority requirements. This involved determining which would have the
highest impact on the overall solution at an early stage, and also performed several cost$benefit analyses to determine the value of each requirement.
The criteria we used to prioritie the requirements by release included impact to the business, impact to the solution, impact to the initial launch of development,
scope impacts and timeline issues, costs to implement, etc. Gnce we wor-ed through each requirement with the client according to the selected criteria, we
were able to suggest which requirements were imperative to address in the first release and which requirements could wait for a later iteration.
0usiness ,e1uirements 2 0usiness Case Sample +
Client! Pharmaceutical company
Pro0ect! 1*P implementation
There were multiple changes that occurred to the procurement process throughout my time at the H3I client. 6efore each change occurred, the process team
held discussions on the potential solution. ( provided feedbac- on how the potential solution would impact the accounts payable process. ,or e2ample, the
procurement team had suggested the ability to add a line to a PG without a shopping cart. @hile this was o-ay for the procurement team, from a payables
perspective, the custom wor-flows would not wor- as they would not be able to find a shopping cart owner. 6ased on my feedbac-, the procurement process
team re$designed their solution so that it would support both procurement and *P requirements.
-et"ods ("eme ) Foundation Level
*pplied appropriate methods to deliver wor- products across multiple phases of a pro0ect
> @hile you will not li-ely be selecting methods at this level, you must effectively use the method8s4 selected for your pro0ect. 9efer to the (67 Knified 7ethod
,ramewor- for approved methods by service, solution, and vendor. Client methods may also be referenced if the client mandated their use
> =2amples of wor- products include 8but are not limited to4 functional or technical specifications, communication plans, diagnostics, process maps, process flow
documents, data analysis, best practices, benchmar-ing research, training documents, change readiness assessments, pro0ect"wor-stream plans, -ey
performance indicators, unit test plans, and cutover plans
> =2perience wor-ing across multiple phases of a pro0ect may be gained across multiple pro0ects. 7ultiple phases do not necessarily need to be on a single
pro0ect. ,or each phase, < months of e2perience accumulated on one or more pro0ects is a good test of sustainability but is not a formal requirement
-et"ods Sample *
Client! Clobal technology L business services company
Pro0ect! 1*P implementation
*scendant 7ethodology was the method used at H3I, and my first tas- was to read and understand the phases of this methodology, starting from the blueprint
phase to deployment"go live and understanding the different areas within this methodology, such as pro0ect management, change management, and data
management. This helped me to understand the overall flow of the pro0ect as we entered each new phase.
*lso, from my first day on the pro0ect, the Pro0ect 7anager e2pressed a clear need to adopt a new method for metric reporting. ?e proposed that ( lead the
transition from adhoc reporting via an =2cel spreadsheet that consisted of changing, inconsistent data"graphs to a consistent, wee-ly dashboard reporting
method. ( performed initial research on pro0ect management reporting best practices on @# to insure ( was including the most important metrics in the
dashboard. Gnce ( created the first dashboard after conducting this research and also through frequent communication and interviews with the team, ( had to be
fle2ible and adapt to evolving needs of the client and team leads as there were requests to modify the dashboard quite often. *s the pro0ect progressed and
developed, different metrics, MP(s and graphs"charts were requested for relevant status reporting.
-et"ods Sample +
Client! .arge bro-erage company
Pro0ect! 7erger " application integration and implementation
Throughout my testing role at *6C company, ( utilied the 1ystem .ifecycle ,ramewor- method. The method was used not only to see that the system was built
right, but also that the right system was built. 1ystem development methodology provided many safeguards to ensure these e2pectations were fulfilled. The -ey
to this was the involvement of the client from the beginning of the pro0ect life cycle and continuous management of client e2pectations throughout the pro0ect. (n
order to ensure this involvement of the client ( continually met with them to provide necessary updates and monitored any deliverables that were needed from
them. 7ore importantly ( consistently reviewed all technical documents, including 6usiness 9equirements Document, 1olution 9equirements 1pecification,
6usiness Change documents, flow diagrams, and K( Design wire frames, and confirmed with the client that their needs were being addressed.
/ot only did ( address the needs of the client, but ( also managed their e2pectations and informed them when pro0ect wor- was out of scope. ( also contributed
to technical documents by creating K( Design wire frames, flow diagrams, and test scripts for the interactive voice response 8(F94 application. ( was in charge of
planning the test cycles and ensuring the completion of the testing.
Solution 3esign ("eme ) Foundation Level
Demonstrated an understanding of how process and technology are integrated to help clients achieve their strategy
> ?elping clients to achieve their strategy requires a clear understanding of the Dbig pictureD $ relating the clientDs business processes and the technologies that
enable or support those processes bac- to the clientDs overall strategy.
> 3ou are familiar with (67 websites and understand the solutions we provide to clients. 3ou have some understanding of the broader (67 offerings.
Solution 3esign Sample *
Client! .arge global conglomerate
Pro0ect! 6id L proposal for (ndustrial client
( researched other bid L proposals 86LPs4 previously created and shared on @# to highlight the -ey components that should be included in the final proposal. (
also conducted research on H3H Companys competitors to ma-e sure we were aware of the clientDs stance and position amongst their competitors, while also
ensuring to present how our solution would address these challenges and help to put our client ahead, giving them a competitive advantage and therefore
seeing the big picture of the advantages"efficiencies of the proposed solution.
(t was important to understand the clientDs current position in their industry, including their business processes and technologies at that time and how they
compared to those of their competitors. This helped us to come up with the strategy and details of our overall solution as presented in the 6LP, ensuring to
show we understand their current business processes and technologies, while also demonstrating how our proposed solution would implement new processes
and technologies to improve their position in the industry amongst their competitors thus increasing their profits.
Solution 3esign Sample +
Client! .arge bro-erage company
Pro0ect! 7erger " application integration and implementation
During the merger of 5 bro-erage companies, the implementation of a new interactive voice response 8(F94 system and des-top application was crucial for a
smooth transition in their call centers. 7eetings with the client were vital to understanding the big picture and their needs. Mnowing the voice of the customer
allowed me to tailor my testing role to match the requirements of the client. ( focused my efforts on testing the areas that the client was most concerned about.
,or the (F9, the client had concerns about routing to certain des-s. Ta-ing this into consideration, ( spent more time in those areas to ensure that (67 was
delivering e2actly what the client needed. 6eing the point of contact for the clients H3I department, ( constantly voiced the clients concerns to the rest of the
(67 team and the developers. This enabled me to ma-e sure that (67 was delivering a solution that provided the most value to the client. The H3I wor-stream
lead stated, ANohn truly channeled the client in his test preparation and e2ecution.B
Knderstanding the solutions that (67 provides and combining it with a comprehension of the clients requirements allowed me to deliver the best possible
solution. (t also helped me to understand which aspects of the pro0ect were considered in$scope and which were out$of$scope. (f ( ever had questions about the
scope of a certain aspect of the pro0ect, ( contacted the respective wor-stream lead.