1. Introduction to Consulting and Strategic Project Management
June 12th, 2015
This information is confidential and was prepared by Navigate Consulting solely for the use of our staff and clients;
it is not to be relied on by any 3rd party without prior written consent.

2. 2
Project Management Approach
Agenda
Sample Deliverables
Introduction to Consulting
Q&A

3. 3
Navigate Consulting is based in Perth, Australia and focuses on the development
of long-term strategic relationships with its clients
Services
We provide management consulting services to our
clients across the value chain
Develop
Strategy
Optimize
Operations
Sell
Products &
Services
 Business
Strategy / M&A
 Asset Analysis /
Disposition
 Market Analysis
 Organizational
Transformation
and Design
 Business
Process
Mapping and
Optimization
 Procurement &
Supply Chain
Management
 Product
Strategies
 B2B / B2C Lift
 Pricing
 Customer
Management
 Channel
Development
 Marketing
Strategy
Procurement & Supply Chain Management
Areas of Expertise
Organizational Transformation and Design
Business Process Mapping and Optimization
Summary
Navigate Consulting is based in Perth, based management consulting
firm whose services are retained by large and middle market companies
Staff Credentials
Our professionals bring former Big 5 and boutique strategy consulting
experience to every client relationship
Our people have worked with clients in multiple industries including
Banking, Telecommunications, Retail, High Tech, Financial Services,
and Not-for-Profit
Our team has a diverse background that includes Tier 1 MBA
education, large systems implementation experience, procurement
transformation initiative leadership and strategy development and
execution
Mission
Partner with our clients to develop and deliver critical initiatives that
address their most difficult challenges and build the capability to improve
their top and bottom lines
Community
As a firm, we are actively engaged with university programs teaching
and leveraging our relationships to benefit students
Additionally, our Associates are committed to community involvement
and are personally engaged in multiple community organizations

4. 4
Management and Technology Consulting firms offer clients a variety of service
offerings, rate structures and value propositions
Firm Type Sample Firms Service Offerings Value Proposition Lifestyle
1 Strategy
• McKinsey & Co.
• Bain
• BCG
• Booz & Co
• Monitor Deloitte
• Corporate Finance
• Operations
• Organizational Structure
• Strategy
• Hardcore analytical skills
• Typically, broad based capabilities with
advanced degree from Tier 1 global
universities
• Strong CXO experience / relationships
• Significant hours and travel
• Extremely challenging work
• Ample internal projects
• Hyper- competitive environment
2
Large / Former
Big 5
• Accenture
• Deloitte
• PWC
• KPMG
• E & Y
• Consulting
• Technology
• Outsourcing
• PMO
• Gigantic bench strength
• Leverage industry knowledge, service-
offering expertise and technology
capabilities
• Identify new business and technology
trends and develop solutions to help
clients around the world
• Significant hours and travel
• Engagements often center
around technology
implementation
• Extremely broad range of
services provides opportunity for
project diversity
3
Middle Market
Down
• Navigate Consulting
• North Highland
• Slalom Consulting
• CIBER
• MANY others
• Consulting
• Technology
• Staff Augmentation
• PMO
• Flexibility
• Similar value propositions to Firm Types
1 & 2, though on a smaller scale
• Less overhead / levels
• Rate advantage, sometimes
• Varies
• Can be centered around work-life
balance
• More project exposure
• Typically, experienced hires
4
Software
Vendors
• SAP
• Siebel
• Cognos
• Oracle
• Implementation
• Data Structure
• Architecture
• PMO
• Optimization of business operations
• Leverage technology to reduce cost
• Business transformation
• Significant travel
• Focus on SDLC
• Often based on Go Live /
Release Schedules
*Sources:
• A variety of firm sites were researched and incorporated into our analysis
• ConsultingMagazine.com
• Vault.com
Consulting Industry Summary*

5. 5
Consulting economics are fairly straight forward, however, when you blend rate,
utilization, client budget and competition it gets complex
Consulting Economics Summary
► Professional services have three fundamental
measures to gauge economic performance:
1. Actual Engagement Rate
2. Actual Consultant Cost
3. Utilization/Chargeability (How often a
consultant is actually earning their rate)
► Firms within the industry are focused on:
1. Obtaining the highest rate
2. At the lowest cost
3. For the longest period possible
4. The problem is, it never works that way
5. No revenue and no pipeline = bad
► Given how fragmented consulting is, pragmatism,
interpersonal skills and the desire to compete means
anything goes:
► Selling is different than delivery
► Client budget is a limiter
Firm
Type
Rate, Cost, Utilization Limiters
1 Strategy
• Rate: Very High
• Cost: Very High
• Utilization :Relatively Lower
• Demand for strategy work is
limited
• Extremely high cost
• Often 1 and done
2
Large /
Former
Big 5
• Rate: Low to High
• Cost: Low to High
• Utilization :Higher
• Extremely large projects
sought to staff extremely
large teams needed
• Clients get tired of being
sold the kitchen sink at every
opportunity
3
Middle
Market
Down
• Rate: Low to High
• Cost: Low to Medium
• Utilization :Highly Variable
• If aggressive or high rates,
client’s may perceive as
Strategy / or Big 5 “I thought
you guys were different?”
• “Who are you again?”
4
Software
Vendors
• Rate: Low to High
• Cost: Low to High
• Utilization :Higher
• Technology implementations
are intrusive, expensive and
large ones often under
achieve expectations

6. 6
Agenda
Project Management Approach
Sample Deliverables
Introduction, Background, and Objectives
Q&A

7. 7
The ability to effectively manage projects is vital to career progression
Background
• You have a real-world BHP Billiton case study that you are already working to tackle
• You’re excited about challenging yourself in the workplace after graduation
• Effective project management can help in both instances
Meeting Objectives
1. Discuss the critical components of effective project management
2. Present a practical approach that works
Takeaway Goals
• Learn a thought process you can use immediately
• Get advice you won’t find in your text books
Use the BHP case study as an opportunity to build your project management skills

8. 8
Project management skills are a key component to maximizing your potential as a
consultant
• Long-term corporate viability depends on effective project management
1. Corporate strategy defines what the company needs to be to in the future to be successful
2. To accomplish the corporate strategy, many initiatives/projects must be completed
3. Failed or marginally successful projects can derail the corporate strategy
• Effective project management unifies and motivates the workforce to accomplish more than
otherwise would have been possible
• Differentiate yourself; the world is full of people who “do stuff”, but there is a shortage of those
that take the initiative required to successfully drive projects to completion

9. 9
• Identify project team in addition to
list of key stakeholders
• Create relationship
management plan
• Determine primary project goal(s)
• Define detailed project
requirements
• Create detailed project plan
Chronologically, there are a number of key activities that should be performed
throughout a project’s lifecycle
Define Implement Present & Transition Goals
Objective
Key
Activities
Key Exit
Criteria
1. Build or maintain
a competitive
advantage, or
reduce a
competitor’s
advantage
2. Build relationship
capital with key
stakeholders
• The project has a clear purpose
• The project team has been defined
• All key stakeholders have been
identified and relationship
development plans are in place
• Detailed project requirements have
been defined and a project plan has
been created
Determine project goals and
create detailed project plan
Execute project plan while
building unified support
Communicate project
completion and transition as
necessary
• Update and communicate project
task plan
• Identify and mitigate issues
• Perform quality checks on key
tasks and deliverables
• Communicate progress and
escalate issues
• Transition ongoing support if
applicable
• Make project completion presentation
to sponsor
• Always look for additional
opportunities that were uncovered
during project execution
• Execute relationship management
plan
• All project tasks have been
completed and validated for quality
purposes
• Critical risks to project budget and
timeline were identified and
proactively mitigated
• Ongoing support team is positioned
for success
• Official approval has been received
from the project sponsor
• Related additional opportunities have
been reviewed for operational and
financial viability
1
2 3
We are going to dig into the details in three parts: 1 2 3Relationship Development Project Planning Project Execution

10. 10
Understanding and accommodating for the human element is invaluable
Project
Management
Project Planning Project Execution
Illustrate how the strategic
objective will be accomplished,
step by step
Manage the execution of the plan
while mitigating risks and issues
Purpose
Why This
Matters
Relationship
Management
Planning
• The best plan in the world won’t
work if the people don’t
understand it, don’t buy into it, or
don’t trust you
• Relationship capital is the ace up
your sleeve that enables you to
escalate issues and request
additional support when needed
• This will raise your game and
awareness
Build the relationships needed
to gather the required
information and support/buy-in
Internally Managed Externally Managed
1 2 3

11. 11
Building strong relationships with key stakeholders enables you to
collect difficult to find information, attain buy-in, and escalate issues
Relationship
Management
Identify all Key
Stakeholders
Define the Role
and Perspective
of each Key
Stakeholder
Create
Relationship
Management
Plan
Purpose
Identifies the list of
people that hold
keys to the project’s
ultimate success
Defines how each
key player
contributes to
project dynamics
Details the steps
necessary to build
each key relationship
Overview: Relationship Management Planning
Having an separate plan for managing relationships may seem like overkill,
but in practice it may be the most important planning you can do

12. 12
Sample questions to identify key stakeholders:
1. Who are the key advisors to the decision
maker? Who are their advisors?
2. What types of hard-to-get information might I
need? Who has access to this data?
3. If critical issues arise, who might I need in my
corner to offer advice, additional resources,
executive support, etc.?
Identifying and analyzing the key players is more art than science
Relationship
Management
Identify all Key
Stakeholders
Define the Role
and Perspective
of each Key
Stakeholder
Create
Relationship
Management
Plan
• Identify all stakeholders that can have a
significant impact on project success
– To the good and the bad
• Identify not only decision makers, but also key
influencers
– Sometimes the most influential on a given
project aren’t the highest on the ladder
• Understand what each stakeholder cares about
– Work expectations
– Personal values
Key Activities Practical Advice
Refer to appendix for Stakeholder Analysis template

13. 13
• Gain credibility by taking initiative where other
people make excuses
• Any time you raise an issue, have an opinion on
how it can be fixed
• Collaborate frequently to expand on your ideas
and build support
• Present yourself appropriately – dress for the
job you want
Win the support of key stakeholders by having a plan and staying on
top of it
Relationship
Management
• Set a relationship goal for each stakeholder
– Be realistic, and know the minimum
requirement
• Account for where you currently stand to assess
relationship gaps
– Again, be realistic
• Define the steps required to build each desired
relationship
– Usually these revolve around demonstrating
capability, building rapport, and getting
things done
Key Activities Practical Advice
Refer to appendix for Relationship Management Plan template
Identify all Key
Stakeholders
Define the Role
and Perspective
of each Key
Stakeholder
Create
Relationship
Management
Plan

14. 14
A project plan is the proof-of-concept that you will use to gain support and motivate
the team
Project
Management
Project Planning Project Execution
• Turns a complicated project into
a set of smaller, more
manageable pieces
• Provides the roadmap to build
and maintain buy-in from project
team and extended stakeholders
• Done well, the plan provides
meaningful opportunities for
others, offering personal growth
and increasing their commitment
Illustrate how the strategic
objective will be accomplished,
step by step
Manage the execution of the plan
while mitigating risks and issues
Purpose
Why This
Matters
Relationship
Management
Planning
Build the relationships needed to
gather the required information
and support/buy-in
Internally Managed Externally Managed
1 2 3

15. 15
Project Planning
A good project planning process ensure that you not only create a
technically sound task plan, but that it makes sense to others
Purpose The overriding
purpose of the
project, often tying
directly to a
strategic initiative
Breaks a complex
project into a set
of smaller, more
manageable
components
Sets a series of
small objectives
that in aggregate
accomplish the
primary goal(s)
Identifies current
capabilities and/or
progress relative to
requirements
Define Primary
Project Goal(s)
Create Project
High-Level
Milestones
Define Detailed
Requirements
Assess Current
State
Create Project
Task Plan to
bridge the Gaps
Details, step by
step, how gaps
between current
state and future
requirements will
be met
Overview: Project Planning Process
A good project plan is the proof you need to sell your approach

16. 16
Defining a primary project goal is critical in not only ensuring the
proper direction, but also in motivating and unifying the project team
Project Planning
Define Primary
Project Goal(s)
Create Project
High-Level
Milestones
Define Detailed
Requirements
Assess Current
State
Create Project
Task Plan to
bridge the Gaps
• Have a comprehensive understanding of the
goal and how it should improve the company’s
efficiency, intelligence, return on invested
capital, market share, compliance, etc.
• Be prepared to effectively communicate this
message to the project team and leadership
• For projects directly tied to the corporate
strategy, the goal should be obvious
– Be realistic, and know the minimum
requirement
• For projects not on the strategic radar, define
the expected business benefits
– Make sure your project doesn’t conflict with
the corporate strategy
Key Activities Practical Advice

17. 17
By breaking a complicated project into it’s key subcomponents, you
can more easily define requirements for overall project success
Project Planning
• This is your biggest opportunity to simplify the
project… simple is good
• Break the overall goal into its various
components (top-down approach)
– Incorporate the project team to get their
valuable insight and build commitment
• Perform a sanity check on your diagram to
ensure that all endpoints sum to the primary
goal (bottoms-up approach)
– Again, leverage others
Key Activities Practical Advice
Define Primary
Project Goal(s)
Create Project
High-Level
Milestones
Define Detailed
Requirements
Assess Current
State
Create Project
Task Plan to
bridge the Gaps

18. 18
Once a diagram is in place, defining future requirements relative to
current state identifies project gaps
Project Planning
• Goals should be very specific and date oriented,
otherwise it may be difficult to know whether its
been achieved
• Don’t take guesses – work with subject matter
experts to define requirements
– Having good relationships here is crucial
• Set goals for each component of the project
diagram
– Define what “done” looks like
• Define the requirements necessary to reach
each component’s goal
• Assess current state in relation to each future
requirement
– This identifies the gaps the project plan will
need to address
Key Activities Practical Advice
Define Primary
Project Goal(s)
Create Project
High-Level
Milestones
Define Detailed
Requirements
Assess Current
State
Create Project
Task Plan to
bridge the Gaps

19. 19
A task plan is used to show how each goal/requirement will be met,
who is responsible for its completion, and when its due
Project Planning
Tips for building task accountability:
• Build strong executive sponsorship
• Sell the importance of each due date
• Offer your help… most people will not need
it but will appreciate knowing it’s there
• Create a fair balance of work for each team
member
• Provide growth opportunities for others
through task assignment
• Assess the gaps identified from the previous
step
• For each gap, define all steps required to
achieve the requirements
• Assign an owner for each task
• Explicitly define start and due date for each task
– Account for dependencies and their impact
on project schedule
Key Activities Practical Advice
Refer to appendix for Task Plan template
Define Primary
Project Goal(s)
Create Project
High-Level
Milestones
Define Detailed
Requirements
Assess Current
State
Create Project
Task Plan to
bridge the Gaps

20. 20
A good idea without good execution is a waste of time
Project
Management
Project Planning Project Execution
• Maintains the sense of urgency
and importance
• Identifies risks and issues early
so they can be assigned,
escalated, or otherwise mitigated
• Serves as a platform to
complement and reward to
maintain morale and incent
desired behavior
Illustrate how the strategic
objective will be accomplished,
step by step
Manage the execution of the
plan while mitigating risks and
issues
Purpose
Why This
Matters
Relationship
Management
Planning
Build the relationships needed to
gather the required information
and support/buy-in
Internally Managed Externally Managed
1 2 3

21. 21
Proactive day-to-day management is required to properly execute a
task plan and ultimately drive successful project completion
Update &
Communicate
Project Task
Plan
Identify and
Manage Risk
Perform Quality
Checks
Communicate
Progress
Purpose
Keep project plan current
and communicate task
expectations to ensure
all task owners are
explicitly aware of what
is required
Effectively identifying
and managing risks
ensures that project
tasks are completed
accurately, on time, and
within budget
Validating the accurate
completion of critical
tasks is critical in
upholding a consistent
standard of quality
throughout a project
Communicate how the
project is progressing –
keeping leadership and
the project team aware
of progress, successes,
and risks/issues
Ongoing Project Management – Parallel Activities
Project Execution
Advice
Prevent people from
using the excuses:
•“I didn’t know I was
responsible for that”
•“I didn’t know when it
was due”
• Use a structured risk and
issues process
• Know when to escalate
risks/issues
• Procrastination is the
surest way to turn risks
into issues… start strong
and maintain momentum
• Effectively communicate
quality expectations, this
will increase their quality
of work
• Be constructive with
feedback
• Be concise in readouts
• Have an opinion with
executives – “kinda”
doesn’t cut it
• Learn when and how to
give callouts (good and
bad) to incent behavior
Refer to appendix for
Risks & Issues Log templates

22. 22
Project Management Approach
Agenda
Sample Deliverables
Introduction, Background, and Objectives
Q&A

23. 23
Appendix: Stakeholder Analysis template
Key Stakeholder Role How are they measured? Other insights
VP Procurement Executive Sponsor Overall operational performance Under pressure from COO to reduce
inventory levels to improve liquidity
Supply Chain Manager Requestor of new
functionality
Material cost, quality, and
timeliness
Tasked by VP to cut inventory levels in half
by Q4 2010
FP&A Manager Primary FP&A
contact
Accurately and quickly perform data
collection, forecasts, and
calculations
Very limited knowledge of supply chain best
practices and current supply chain
functionality
IT Manager In-house systems
expert
Project completed on time, within
budget, and meets functionality
requirements
Often seems to get caught up in the “cool
factor” rather than company profitability
ERP sales manager Primary ERP contact
point
Sales volume Has identified the IT manager as a key
proponent and they seem to sell in lock-step
Example: Company ABC is seeking to enhance supply chain capabilities through an enhancement to their
currently existing Enterprise Resource Planning (ERP) system
Relationship
Management
Identify all key
stakeholders
Define the role
and perspective
of each key
stakeholder
Create
relationship
management
plan
Execute plan

24. 24
Appendix: Relationship Management Plan template
Relationship
Management
Identify all key
stakeholders
Define the role
and perspective
of each key
stakeholder
Create
relationship
development
plan
Person
Relationship
Owner
Relationship Goal Relationship Progression Tasks
Execute plan

25. 25
Appendix: Task Plan template
Define primary
project goal(s)
Create project
diagram
Define detailed
requirements
Assess current
state
Create project
task plan to
bridge the gaps
Tasks can be grouped by either
the endpoints or midpoints of
the project diagram
1
Assigning owners
creates accountability
2
A simple readout of
task status helps
summarize progress
3
Managing start and end dates help ensure the timely
completion of critical tasks. Alternatively, some projects
are better served using dependencies and durations.
4
Task Status Start Date Due Date
Task 1 John Complete 11/15/2009 11/17/2009
Task 2 Stephanie Complete 11/17/2009 11/20/2009
Task 3 Karen In Progress 11/17/2009 11/30/2009
Task 4 Karen In Progress 11/18/2009 12/4/2009
Task 5 Steve Complete 11/17/2009 11/18/2009
Task 6 Steve Complete 11/18/2009 11/25/2009
WEEK ENDING
12/411/20 11/27Owner
Gantt charts are often
used to graphically
show task expectations
5
Project Planning

26. 26
Appendix: Risk & Issues Log templates
Project Execution
Risk
ID
Date
Entered
Opened
By
Risk Condition & Consequence Risk Type
Probability
Impact
Exposure
Contingency
(Include Triggering Event)
Mitigation Mitigation
Due Date
Risk Owner Status Date
Closed
1
2
3
4
5
6
7
8
9
10
Risk Management
Issue
ID
Date
Entered
Opened
By
Description Resolution Severity Priority Status Assigned To Date
Assigned
Date
Resolved
1
2
3
4
5
6
7
8
9
10
Issues Management
Risk: A potential threat to the project that hasn’t yet occurred and may be prevented with proper, timely action
Issue: A threat to the project that is already in motion and needs to be mitigated
Basic examples of both a risk log and issues log are shown below to outline what needs
to be considered to either prevent or mitigate threats to project success.