A framework to scope business change that everyone understands
Management consultants and corporations cannot define the precise scope of business change and management improvement projects
Many business change projects involve consultants. Disputes often arise over to scope of the project. The consultant wants a precise scope to control costs. Client enterprise personnel often want to do the minimum themselves and get the maximum from consultants. Often legitimate needs arise that are outside the contracted scope. How can we define a precise scope for business change projects? What is the proper role of the client and the consultant? What should be the project objective?
Business change consultants and their clients need to define the part of the business involved in change and the precise benefits of the change
Consultants and the enterprise they serve need a common frame of reference and approach that they both understand so that they can work in partnership in clearly-defined roles, under enterprise management. The enterprise and consultant need a way to define the development and improvements that will provide clear and measurable benefits to the enterprise. The enterprise and consultant can then work together to produce and manage progress to shared enterprise success goals.
The professional management consultant must work together with the client for one deliverable; client success
Consultants no-longer work apart to produce their own deliverables for enterprise review and acceptance. There is only one consultant deliverable — enterprise success. The enterprise does not wait for the consultant to deliver to decide if that delivered was good or bad. The enterprise manages consultant participation in the partnership to achieve joint success.
Result-performance Management (R-pM) defines the precise scope of business change for benefit and the return on the change investment
Result-performance Management defines the precise results to be added or improved from change. This defines a precise scope for the business change program. R-pM manages both the improvement in results to increase result value and manages the improvement in performance to control costs and optimize result value-added. It is the added result value-added from investment that provides the benefits and return on any capital development investment. Learn the basics of R-pM from the Forum or join the R-pM community to download documents that describe how to define the precise scope of capital development and business change with R-pM.
October 31st, 2006 at 16:59
[…] How management consultants and their clients can work in partnership In an article on 9 February 2006, Scoping change that everyone understands, and in an article on 13 February 2006, How enterprises and consultants must work together for successful business change, we discussed the need for a framework for the consultant and the enterprise to work together. […]
December 24th, 2006 at 19:03
[…] Management consultant model for successful capital development and business change In February 2006, we posted two articles “How the enterprise and consultants must work together for successful business change” and “Scoping change that everybody understands” that discussed the problems faced by consultants and clients in delivering beneficial business change.  […]