Internal Consulting Process

	Your Objectives	Key Steps	Targeted Outcomes	Potential Problems
Phase I – Entry	u Get to know the potential client u Let the client learn about you and the Internal Consulting organization (if they don’t know you!) u Identify the primary problem or task u Determine if you can help or if you should refer them elsewhere u Agree on a next step	u Set up a meeting u Gather background information, if possible u Meet with the client - Description of your services / expertise - Client description of the problem - Client analysis and solution (if already determined) - Discuss information that is needed - Discuss next steps u Send a note confirming next steps / next meeting	u Client feels comfortable enough to proceed u You have identified a fit between the client need and your expertise u Agreement on next steps	u Client is locked into a solution without fully analyzing the problem u Lack of alignment on size / scope of potential project u Not checking to verify your understanding of the problem u Not getting an OK to collect the information you need to formulate a response and outline a plan
Phase II – Contracting	u Agree on scope of project, activities, roles, resources, final output, final results u Develop a specific plan for the project u Identify key stakeholders and reporting requirements u Clarify implementation issues u Agree how the results will be measured at the end of the project	u Preliminary data gathering and analysis u Presentation of initial findings u Presentation of draft plan u Clarification of open issues u Alignment on scope, roles, resources, contacts, final output and results u Plan for status reporting u Finalize the contract	u Contract which clarifies details u Plan for the project including timelines u Plan for assessing results at the end of the project	u Proposing a solution based solely on the clients problem statement u Collecting data which is redundant or viewed as subjective u Conducting an assessment that is out of line with the size of the project u Presenting a plan that is vague or too large in scope u Not including all decision makers in the up-front planning
Phase III – Performance	u Provide high quality service u Meet all commitments made in the contract u Collaborate with the client u Lay the ground work for solution implementation (if it is the responsibility of the client) u Communicate frequently with the client and key stakeholders	u Implement the agreed to plan u Monitor interim results u Monitor reaction of stakeholders u Recommend plan modifications, if needed u Report regularly to the client (both positives and negatives) u Ask for your client’s assistance to remove roadblocks	u Problem solved u Stakeholders satisfied u Client satisfied u Personal feeling of accomplishment	u Services or products are not consistent with what was promised u Modifications are not made when the plan is not working u You take sides in conflicts rather than focus on the goal of the project u You report on activities rather than results u You assume that the client is satisfied without checking
Phase IV – Assessment	u Determine if the problem was solved u Assess lessons learned that you and the client can apply to future work u Determine if additional activities are needed u Determine the client’s level of satisfaction with the results and your performance	u Implement assessment activities agreed to in the initial contract u Meet with the client to get the client’s perceptions of how the project was implemented u If appropriate, meet with stakeholders to gather perceptions of the project u Meet with the client to present the assessment u If appropriate, plan for next steps	u Quantitative measures of results showing project success u Qualitative measures of results and your performance showing success and opportunities for improvement u The foundation for a continued relationship with the client	u No assessment with the client u Internal consulting team assessment only u Assessment was not part of the original plan so it is designed to fit the results u Assessment is not documented u You become defensive if the client provides negative feedback u You and the client can not agree on the results
Phase V – Conclusion	u Be sure that the results / benefits of the project are maintained u Transfer the project to the client (this may include training, information, and documentation) u Clarify any future role you have in the project u Discuss potential client needs that you have seen during the project	u Summarize results u Document information so the client can continue with activities and follow-up u Be sure there is an internal point person for the on-going effort u Provide recognition to key people who supported the project u Plan for future contact u Start planning for additional projects	u Client organization gets long term benefit from the project u Smooth transition u People who participated feel that they were recognized	u You leave so everyone assumes the project is over u You or the client assume that the results are self-sustaining and requires no additional effort u You do not transfer responsibilities u People feel they did a lot of work but you got the credit u Client does not recognize that you have additional skills / expertise