Consulting Managment

Please answer each question on a different page (2 questions in tota)

1. Often the terms consultant and project manager are used interchangeably when they are in fact, two very different roles.
 consider the following:
  • The concept of the Consulting Approach for winning work as discussed in Chapter 6 of our text.
  • The statement Project management in a typical consulting engagement is not complex, but consultants are not great project managers (Newton, 2019, p.123).
  • The actions of counsel and consult and the two different things that should be presented at the end of an engagement.
After reading our text and the considerations above, answer the following questions in your discussion response.
  1. Consider the key differences between a consultant and a project manager. Do you believe that a great consultant will necessarily make a great project manager? Would a great project manager necessarily make a great consultant? Support your response.
  2. What are your top three project management skills or traits?
  3. What are your top three consultant skills or traits? 
  4. Based on your identified skills above, do you think you are more suited for a project management role or a consultant role? Explain.
The initial post is due on or before Thursday and replies to your classmates (at least two) are due by Sunday.  You are free to reply as many times as you like to as many peers as you like, but the minimum requirement is two substantive peer replies. Your response to your classmates' discussion needs to be substantive, add something new to the original post, and include a level of depth that enriches the discussion.

2. One of the benefits of employing a management consultant is the value they add to the client with their expertise as a diagnostician. The process utilized to complete an accurate diagnosis often strains the consultant-client relationship. Both parties might be fearful of uncovering difficult situations during the process. The successful completion of an effective problem diagnosis requires an examination of the external environment, the technology, the economics of the business, the behavior of all members of the organization and the corporate culture. The consultant is tasked with asking the tough questions to managers that can lead to the managers having to justify why they made certain choices or ignored certain factors that appeared to be important.
  1. Discuss how you would convince the client that this diagnosis process is necessary. Identify and support at least three reasons you would give to the client to make your case.
  2. How would you ensure that members of the clients team are part of the diagnostic process? What tasks would you assign them and why?
  3. Explain how you would present to the client negative information you uncovered in the diagnostic process which should have been addressed previously.
The initial post is due on or before Thursday and replies to your classmates (at least two) are due by Sunday.  You are free to reply as many times as you like to as many peers as you like, but the minimum requirement is two substantive peer replies. Your response to your classmates' discussion needs to be substantive, add something new to the original post, and include a level of depth that enriches the discussion.


Consulting Managment

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