OBJECTIVE 1:

UNDERSTAND THE MEANING OF

PROJECT MANAGEMENT
Project Management –
Planning, Executing, Scheduling, Controlling
activities to provide solutions to the identified
problems
 OBJECTIVE 2:
EXPLAIN WHAT PROJECT PLAN IS
 A. PROJECT PLAN
- serves as the NUCLEUS of a consulting engagement and
provides a guide to staff assignment and completion dates.
- provides an UPDATED status at any point during the project.

-This phase usually BEGINS with an ENGAGEMENT Kick Off

Meeting, a key element in getting the project off to a good
start.
 KICK OFF MEETING IMPORTANT
TOPICS
1. Review of the engagement proposal
2. Discussion of the work objectives
3. Definition of intermediate work results
4. Responsibility assignments and client
participation
5. Project completion date
 OBJECTIVE 3:
KNOW AND EXPLAIN THE ELEMENTS
OR COMPONENTS OF THE DETAILED
ENGAGEMENT WORK PLAN
DETAILED WORK PLAN
- serves as the BLUEPRINT for execution of the
engagement and a means by which the consultant
can monitor project progress..

- shows what staff will be needed to complete the

project, and how long will they be needed.

- classification of how much effort will be required to

deliver the work end product.
ELEMENTS
1. Task identification and description
2. Task relationship
3. Estimating the work effort and completion time
4. Scheduling tasks
5. Determining review point
6. Staffing the project
7. Project Costing
8. Detailed Work Plan Review
 OBJECTIVE 4:
UNDERSTAND THE TASK OF
B. ORGANIZING THE PROJECT TEAM
C. PREPARING THE PROJECT
SCHEDULE
 B. ORGANIZING THE PROJECT TEAM
-maybe just ONE consultant or may consists of several
persons.
-PROJECT Leader should decide which tasks should be
assigned to whom.
--TEAM BRIEFING should be held before assigning the project
tasks to members of the project team.
--SENSE of Order and Purpose should be established and the
consultant is now READY to develop a professional
relationship with client that can result work products.
C. PROJECT SCHEDULE
-Once the project plan has been completed, schedules
and target completion dates should be prepared for
each person assigned to the project.
-Should be based on:
a. Specific Tasks
b. Time estimated to complete a project
c. Critical completion dates
D. PROJECT CONTROL
A project plan can be presented using two of the most
common tools:
a. Gantt chart
- Easy to understand
b. PERT diagram (Program Evaluation and
Review Technique)
- Helps control their activities on multiple-client
assignments
 OBJECTIVE 5:
KNOW THE PROCEDURES IN THE
DEVELOPMENT OF DOCUMENTATION
POLICIES AND GUIDELINES
 WHAT DOCUMENTATION POLICIES AND
GUIDELINES SHOULD BE ESTABLISHED FOR
INTERNAL USE
1. A defined structure for all documentation with sample
formats
2. Timing for preparing, updating, and completing
documentation
3. Procedures outlining instructions for documenting and
complying with documentation policies
4. Responsibilities for documentation and review at
various project stages.
HOW SHOULD DOCUMENTATION BE PREPARED
AND REVIEWED TO ENSURE QUALITY CONTROL
AND RESPONSIBILITY FOR THE
DOCUMENTATION
a. Specific procedures, providing instruction to
consultants using suggested format, should be
defined for each type of documentation.
b. The procedures should also identify responsibilities
for completing documentation
HOW SHOULD DOCUMENTATION BE PREPARED
AND REVIEWED TO ENSURE QUALITY CONTROL
AND RESPONSIBILITY FOR THE
DOCUMENTATION
c. Quality control review points should also be established by
the project manager at the beginning of each project.

d. Documentation checklists may be established by the

project manager as a means of specifying documentation
required form to promote quality control reviews.
WHAT DOCUMENTATION IS NEEDED TO
SUPPORT CONCLUSIONS
a. ALL Background data, interview results, research
data, and client-prepared documents.

b. The consultant should also document

1. Statement of assumptions and alternative
solutions
2. Factors influencing conclusions and
recommendations.
HOW LONG AND WHERE SHOULD CLIENT
WORK PAPERS BE RETAINED
a. Retention period should be based on internal
requirements, client requirements or legal
requirements.
b. Client work papers should be retained by the
FIRM for client recommendations.
 OBJECTIVE 6:
APPRECIATE THE IMPORTANCE OF
ENGAGEMENT WORK PAPERS
PURPOSES – WORK PAPERS

1. They provide HISTORICAL SUBSTANTATION of

work performed and a BASIS for developing
conclusions.
2. They are consultant’s source of REFERENCE
during an engagement.
3. They serve as SUPPORT for recommendations
once an engagement has been completed.
CONTENTS
The report format would include all or part of the
following sections:
A. Statement of engagement objectives
B. Background information and activities conducted to
analyze the client’s business
C. Findings and conclusions
D. Recommendations
E. Benefits of implementing recommendations
 OBJECTIVE 7:
UNDERSTAND THE IMPORTANCE
AND BASIC PRINCIPLES OF TIME
MANAGEMENT
IMPORTANCE

Time –
one of the MOST Valuable commodities a
manager has.

Effective Time Management –

Not just about doing more, but also about
enjoying doing things more.
 MANAGERS WHO MANAGE THEIR
TIME WELL..
• Are in CONTROL.
• Approach their jobs in more RELAXED way.

Both are important part of demonstrating leadership.

EFFECTIVE TIME MANAGEMENT
1. Be aware of time.
2. Prioritize tasks
3. Anticipate tasks
4. Avoid putting off jobs
5. Break down tasks
6. Ensure deadlines are understood.
7. Be prepared
8. Support others with time management
 TIME MANAGEMENT SYSTEMS
3 Essential Parts
a. A guide to breaking down projects into their
component tasks
b. A means of reminding when the task is due to
be completed
c. A guide to reviewing the tasks
One page plans
- Flow chart that illustrates the stage of the project.
Tasks-to-do list
-System that divides the project into intervals.
Job cards
-System that splits the project into tasks type.
The project log
-Basis of or to support effective time management.
 OBJECTIVE 8:
LEARN HOW TO MANAGE PROJECT
DERAILMENTS
 WHY THE PROJECT IS KNOCKED OFF?
1.Changes in client's interest
2.Changes in the client’s business situation
3.Cuts in expenditure
4.Misinterpretation of information
5.Loss of key people
 RESPONDING TO PROJECT SHOCKS
1.Be prepared.
2.Avoid panic.
3.Refer back to aims and objectives
4.Evaluate resource implication
5.Modify plans
6.Communicate
1. ONE OF THE PROJECT SHOCKS IS LOSS OF
KEY PEOPLE. AMONG THE PROJECT TEAM,
WHO'S MEMBER WHOSE LOSS MIGHT CAUSE
THE GREATEST PROBLEM. (PATINDOL)
For me, without the project manager or coordinator, it will
cause a great problem – the project could fail.
The project manager identifies the central problem to solve
and determines, with input from the sponsor and
stakeholders, how to tackle it: what the project’s
objectives and scope will be and which activities will
deliver the desired results. He then plans and schedules
tasks, oversees day-to-day execution, and monitors
progress until he evaluates performance, brings the
project to a close, and captures the lessons learned.
2. CAN IT BE CONSIDERED AS AN IMPAIRMENT
TO THE COMPETENCE OF THE CONSULTANT IF
PROJECT SHOCKS HAPPENED, SINCE THE
OBJECTIVE OF THE PROJECT HAS NOT
ACHIEVED? WHY? (YNION)
About the team’s competence, I highly doubt that
the project manager or coordinator would hire or
appoint someone to be a part of the team that is
not capable of contributing to the project –
needless to say, he would hire competent
persons who would be working with everyone to
achieve the organization’s goal.
Project shocks are unpredictable, and most of the time,
it is caused by the factors not controllable by the
project team – but it doesn’t mean that the
organization will not be able to achieve their goal.
These shocks are just temporary, and with the
competent staffs of the project team, the shocks
could be eliminated.
For me, it can’t be considered as an impairment to the
competence of the consultant if there are shocks
encountered during the implementation of the project.
3. ONE OF THE OPTIONS IN FORMING THE
STAFFS OF THE PROJECT IS (E) USING THE
MEMBERS OF THE CLIENT’S STAFFS AS
MEMBERS.

HOW CAN THE CONSULTING FIRM ASCERTAIN

THE INDEPENDENCE OF THOSE STAFFS IF THEY
ARE TO BE CONSIDERED FOR PROJECT TEAM.
(BAAY)
It was mentioned earlier that the project manager or
coordinator is normally will be coming from the
client’s side. Using the client’s staff as a member
of project team does not really need them to be
independent since first of all, they are a team –
they have a common goal in every project they are
in.
It is quite advantageous to have them in the
group since they belong in the organization.
Their contributions (skills, time, efforts) for
the success of the project are essential, and
should not be viewed as something that is
somewhat similar to an audit engagement,
that needs the staff of the organization to be
independent.
4. THE WORD “LEADERSHIP” HAS BEEN OFTEN
MENTIONED ON CHAPTER 9 (PROJECT
MANAGEMENT AND CONTROL).

FOR YOU, IN THE FIELD OF MANAGEMENT

CONSULTANCY, HOW IMPORTANT IT IS TO HAVE
LEADERSHIP SKILLS? PLEASE SUPPORT YOUR
ANSWER. (COMIGHUD)
Sometimes, the best thing to do to grow a
business is to hire a consultant, especially if
you are seeking to drastically improve one
facet of your business. The specialized
expertise of a consultant is one thing—but a
truly effective consultant is also a leader, able
to take control of the issue at hand and direct
how to solve it in the most efficient manner.
A consultant’s ability to lead a team is vital.
Leadership skills are a positive attribute, and an
essential part of the consultant’s toolkit. More than
just managing others, it is also about effectively
communication for improved outcomes.

Source:
http://www.pqsiinc.com/2017/06/20/leadership-
consulting-important/
5. COULD YOU GIVE THE ADVANTAGE/S OF
EACH OPTION (FROM A TO E, PAGE 183) AND
USING THE MEMBERS AVAILABLE, IN STAFFING
THE PROJECT? (LOYOLA)
HIRING NEW STAFF
One of the advantages of hiring is that qualified
candidates, some who may have developed a
wide range of skills elsewhere, can bring new
ideas, perspectives and talent to the
organization.

Hiring a skilled and experience external

candidate may also reduce training costs and
give the organization a competitive advantage.
It also can provide new, innovative ideas for
management strategies, creating a forward-
thinking approach that stimulates both
advancement and growth.

https://smallbusiness.chron.com/advantages-
recruiting-new-employees-17413.html
SUBCONTRACTING PORTIONS OF WORK
Subcontracting offers many quantitative advantages,
including reducing costs, maintaining quality
assurance, increasing productivity and preventing
problems.
At the other end of the spectrum of the arguments in
favour of subcontracting are its many qualitative
benefits, including offering an opportunity to focus on
what’s most important, providing flexibility, preventing
problems and assessing the results of various
projects.

https://www.nibusinessinfo.co.uk/content/advantages-
and-disadvantages-using-contractor-or-subcontractor
USING SPECIALIZED CONSULTANT AS AN
EXPERIENCED ADVISOR TO THE PROJECT TEAM
Consultants are third-party entities who come into your
facility to gain an understanding of how your
operations work and offer strategies to further
improve upon what you’ve established. Rather than
assigning an employee with the task of streamlining
your current operations, consultants offer specialized
assistance to optimize your organization.
Your consultant will likely have experience in your
exact field and have past projects that may mirror
your situation. This helps to give you peace of
mind knowing that your business is being guided
by an expert who has seen your situation before.
Rather than trying to improve operations from the
inside out, having an outsider offer their view of
your current state of business may clear things up
as to how to achieve growth and improve overall
efficiency.

https://www.cmtc.com/hiring-a-consultant-the-pros-cons
DELAYING THE ENGAGEMENT UNTIL
ADDITIONAL PERSONS ARE AVAILABLE
The engagement is delayed for some reasons,
and one of the good reasons available is that,
it could be that the project team is finalizing
the number of their teams.
Every project leader wants their team to be
almost perfect. It could take time to complete
the team, but it could be a good trade-off.
USING MEMBERS OF THE CLIENT STAFF AS
TEAM MEMBERS
Since these members are part of the organization
you are working with, it is much effective to use
them in the project.
With this arrangement, it can free the consultant
to spend more time on technical issues. It can
also feel reassured that the staff will really
work hard in the project since he is part of the
organization.