{"id":9218,"date":"2016-12-14T05:40:08","date_gmt":"2016-12-14T10:40:08","guid":{"rendered":"https:\/\/www.davidafields.com\/?p=9218"},"modified":"2020-04-04T19:04:43","modified_gmt":"2020-04-04T23:04:43","slug":"the-absolutely-best-structure-for-a-consulting-project","status":"publish","type":"post","link":"https:\/\/www.davidafields.com\/the-absolutely-best-structure-for-a-consulting-project\/","title":{"rendered":"The Absolutely Best Structure for a Consulting Project"},"content":{"rendered":"

Every consulting project follows a distinct flow, especially from the client\u2019s point of view. Can you improve the flow\u2014and the value\u2014of your consulting projects? Probably. Let\u2019s take a look.<\/p>\n

Chances are, your consulting projects are structured like one or more of the following examples:

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Intervention<\/strong><\/h3>\n

These are in-and-out, hard-hitting projects. For example, a one-day facilitation, a training session, demolition of a building (which isn’t really consulting, but sounds fun), or a few days of intense activity intended to have an immediate impact.<\/p>\n

\"washington-monument-projects\" <\/p>\n

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Search for Solution<\/strong><\/h3>\n

These are the most traditional, management consulting projects. Usually they commence with a big kickoff, then there\u2019s behind-the-scenes work, perhaps a work session, culminating with a big meeting at the end in which the consultant delivers\u2026 drumroll\u2026 \u201cthe answer.\u201d<\/p>\n

\"search-for-solution-projects2\"<\/p>\n

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Sprint<\/strong><\/h3>\n

This is an uncommon, but interesting structure. It typically revolves around a concrete, high-value goal that can be achieved in four-to-six weeks. I know a few, successful consulting firms that operate all their projects in this model. Often, the consultant assembles \u201ctiger teams\u201d of client personnel to tackle the project.<\/p>\n

\"sprint-projects\"<\/p>\n

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Coach<\/strong><\/h3>\n

A coaching engagement launches with an assessment phase and, preferably, a complimentary shipment of chocolate from the client to the coach (just sayin’). Then the client receives a steady diet of periodic interactions until the end.<\/p>\n

\"coaching-projects\"<\/p>\n

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Implementation<\/strong><\/h3>\n

After an all-hands-on-deck kickoff, consultants work steadily through a predetermined plan. (Sometimes clients reserve a cluster of drab, worn cubicles for the consulting team to occupy during implementation.)<\/p>\n

\"implementation-projects\"<\/p>\n

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Advisory<\/strong><\/h3>\n

Advisory projects are the least predictable, because the client uses the consultant sporadically, when needed during a fixed period of time. \"advisory-projects\"<\/p>\n

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Of course, your projects may look slightly different or combine a couple of options. But what\u2019s the best<\/em> flow to create value?<\/strong><\/p>\n

Clearly, there’s no single project flow that is best for every project. (Sorry.) However, I\u2019ll give you two recommendations to consider as you craft your next proposal:<\/p>\n

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Experiment with Structure<\/h3>\n

Your first pass at a project approach for a new engagement will probably include a structure like most of your other projects–likely one of the examples above. Now ask yourself:<\/p>\n

\n

How could you use one or more of the other project flows to accomplish your client\u2019s outcome?<\/p>\n<\/blockquote>\n

Virtually every client challenge could be addressed with any of the project structures I outline above. Sure, outside forces sometimes dictate the calendar, and a massive implementation project can’t be handled during a one-day intervention. However, I bet if you assembled enough resources and focus, you could accomplish a one-year implementation project in six weeks.<\/p>\n

When you experiment with project structures, your proposal will include approaches that are more compelling, intriguing, and powerful than your client or your competitors suggested.<\/p>\n

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Add a Dinosaur Tail<\/strong><\/h3>\n

In my experience, virtually every consulting project benefits from a project flow that includes a long tail with spikes on it. Consultants generally leave the scene too early, to the detriment of the client and the consultant.<\/p>\n

The fact is, virtually every decision, plan, implementation and tidbit of advice a consultant delivers will improve with tinkering and 20\/20 hindsight. Why not account for that in the design of your project?<\/p>\n

\"dinosaur-tails\"<\/p>\n

<\/div>\r\n\r\n\t\t\t\t\t<\/div>\r\n\t\t\t\t<\/div><\/p>\n

I\u2019ve sold and worked projects with every typical flow. Recently I\u2019ve focused on improving the structure of my projects, and more of my engagements are receiving dinosaur tails.<\/p>\n

For instance, I may start off the engagement with a kickoff or training day, then deliver a solution, then add a few sprints toward the end of the initiative to ensure the project is on track and accomplishing concrete goals.<\/p>\n

Here’s what I’d like to know: how could you improve the flow of your<\/em> projects?<\/p>\n\n\n

\"\"<\/a><\/figure><\/div>\n","protected":false},"excerpt":{"rendered":"

Every consulting project follows a distinct flow, especially from the client\u2019s point of view. Can you improve the flow\u2014and the value\u2014of your consulting projects? Probably. Let\u2019s take a look.<\/p>\n","protected":false},"author":4,"featured_media":0,"comment_status":"open","ping_status":"open","sticky":false,"template":"","format":"standard","meta":{"_acf_changed":false,"footnotes":""},"categories":[119,127],"tags":[72],"acf":[],"yoast_head":"\nThe Absolutely Best Structure for a Consulting Project - David A. 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