MANAGEMENT OF THE CLIENT

RELATIONSHIP
MARKETING OF CONSULTING SERVICES
1. REGARD THE CLIENTS NEEDS AND
REQUIREMENTS AS THE FOCAL POINT
OF ALL MARKETING
2. REMEMBER THAT EVERY CLIENT IS
UNIQUE
3. DONT MISREPRESENT YOURSELF
4. DONT OVERSELL
5. 5. REFRAIN FROM DENEGRATING
OTHER CONSULTANTS
6. 6. NEVER FORGET THAT YOU ARE
MARKETING A PROFESSIONAL ADVICE
7. 7. AIM AT AN EQUALLY HIGH
PROFESSIONAL PERFORMANCE IN
MARKETING AND IN EXECUTION
CLIENT BEHAVIOR AND OBJECTIVES
SECTORAL LEADERSHIP
COMPETITIVE ADVANTAGE
CUSTOMER SATISFACTION
ACHIEVING TOTAL QUALITY OR
PRODUCTIVITY
CORPORATE EXCELLENCE
HIGH PERFORMANCE
PRODUCTIVITY
EFFECTIVENESS
GROWTH
IMPROVED BUSINESS RESULTS
SCOPE OF CONSULTING ASSIGNMENTS
AND PROJECTS
PURPOSES TO BE ACHIEVED
EXPERTISE TO BE PROVIDED BY THE
CONSULTANT
NATURE AND SEQUENCE OF THE TASK
CLIENTS PARTICIPATION IN THE
ASSIGNMENT
TIMETABLE
PRICE TO BE PAID
OTHER CONDITIONS AS APPROPRIATE
QUALIFYING OPPORTUNITIES
CHOOSE THE RIGHT OPPORTUNITY
ESTABLISH REQUIREMENTS
DEVELOP STRATEGY
PLAN THE PROPOSAL PHASE
COMMUNICATE THE PLAN
MANAGE TIME, COST AND QUALITY
CONSULTING PROPOSAL
A WRITTEN DOCUMENT DETAILING THE
CONSULTANTS IDEAS, PLANNING AND
METHODOLOGY PROPOSED FOR
CARRYING OUT A GIVEN ASSIGNMENT.
PROPOSAL
STATE WHAT TO ACHIEVE
GET THE CLIENTS COMMITMENT
WELL WRITTEN
WHAT CLIENT IS ACTUALLY BUYING
ADDITIONAL OFFERINGS
BALANCED

NEGOTIATING THE ENGAGEMENT

INVOLVES PRELIMINARY DISCUSSIONS
WITH THE PRESIDENT OR EXECUTIVE
OFFICER OF THE PROSPECTIVE CLIENT
TO ASCERTAIN WHETHER OR NOT THE
ENGAGEMENT MAY BE PURSUED AND
COME UP WITH A COMMON
UNDERSTANDING ABOUT SUCH
ENGAGEMENT.
STEPS INVOLVED THE FF:
ASCERTAIN REAL PROBLEM AND WHAT
IS REQUIRED TO REACH A SOLUTION.
IDENTIFY END PRODUCT OF THE
ASSIGNMENT.
AGREE ON THE ROLE TO BE
PERFORMED BY THE CPA.
AGREE ON THE BASIS FOR
ESTABLISHING AND BILLING FEES.
CONFIRM UNDERSTANDING IN
WRITING.
INTELLECTUAL PROPERTY RIGHTS OWNERSHIP OF COPYRIGHT AND
PATENTS UNDER A CONTRACT FOR
SERVICES
THE CREATION AND MANAGEMENT OF
VALUABLE INFORMATION IS THE
ESSENCE OF
CONSULTING. UNDERSTANDING THE
LEGAL FRAMEWORK THAT UNDERPINS
THE EXPLOITATION OF SUCH
INFORMATION IS CRITICAL TO
ENSURING THAT THE RELATIONSHIP
BETWEEN CONTRACTOR AND CLIENT
IS APPROPRIATELY DOCUMENTED.
CLIENT RELATIONS
BE IN CONSTANT COMMUNICATION
WITH CLIENTS, PROVIDING THEM WITH
FREQUENT UPDATES ON PROJECT
STATUS (INCLUDING ANY HURDLES
THAT STAND IN YOUR WAY).
ENSURE THAT YOU FULLY IDENTIFY
AND UNDERSTAND THE PROBLEM
THAT A CLIENT NEEDS TO SOLVE.
GO ABOVE AND BEYOND WHAT IS
ASKED OF YOU AND ESTABLISH
PERSONAL RELATIONSHIPS WITH
CLIENTS.
ALLEVIATE SMALL PROBLEMS BEFORE
THEY TURN INTO BIG PROBLEMS.
ASSIGNMENT STRUCTURE,
MANAGEMENT AND CONTROL
PROJECT PLANNING AND PROJECT
MANAGEMENT PRINCIPLES
PROJECT DELIVERY
PROGRESS MONITORING, CONTROL
AND REPORTING
PROJECT PLANNING
IS PART OF PROJECT MANAGEMENT,
WHICH RELATES TO THE USE OF

SCHEDULES SUCH AS GANTT CHARTS

TO PLAN AND SUBSEQUENTLY REPORT
PROGRESS WITHIN THE
PROJECT ENVIRONMENT.

A PROJECT PLAN CAN HELP:

IMPROVE COMMUNICATION WITH
CLIENTS
INCREASE THE TRANSPARENCY OF
YOUR OWN WORK
YOU BECOME MORE ORGANIZED
FOCUS ON THE PROJECT GOAL
PROJECT MANAGEMENT PRINCIPLES
PROJECT MANAGEMENT IS THE
DISCIPLINE OF INITIATING, PLANNING,
EXECUTING, CONTROLLING, AND
CLOSING THE WORK OF A TEAM TO
ACHIEVE SPECIFIC GOALS AND MEET
SPECIFIC SUCCESS CRITERIA.
5 BASIC PHASES OF PROJECT
MANAGEMENT
PROJECT CONCEPTION AND INITIATION
PROJECT DEFINITION AND PLANNING
PROJECT LAUNCH OR EXECUTION
PROJECT PERFORMANCE AND
CONTROL
PROJECT CLOSE
PROJECT DELIVERY
IS A SYSTEM USED BY AN AGENCY OR
OWNER FOR ORGANIZING AND
FINANCING DESIGN, CONSTRUCTION,
OPERATIONS, AND MAINTENANCE
SERVICES FOR A STRUCTURE OR
FACILITY BY ENTERING INTO LEGAL
AGREEMENTS WITH ONE OR MORE
ENTITIES OR PARTIES.
PROGRESS MONITORING, CONTROL AND
REPORTING
HOW TO MONITOR PROJECT PROGRESS?
STEP 1 -WRITE DOWN YOUR GOALS FOR THE
PROJECT AND WHEN THEY SHOULD BE MET.
STEP 2 -MAKE A LIST OF PERSONNEL AND
THE RESPONSIBILITIES ASSIGNED TO EACH
INDIVIDUAL PARTICIPATING IN THE PROJECT.
STEP 3 -DIVIDE THE PROJECT INTO
SEGMENTS. IT WILL BE EASIER TO TRACK
THE PROGRESS THIS WAY.
STEP 4 -HOLD REGULAR MEETINGS. CHOOSE
AN INTERVAL THAT WORKS FOR YOU.
STEP 5 -UPDATE YOUR RECORDS AS YOU
COMPLETE SEGMENTS AND MEET GOALS.

STEP 6 -MAKE THE NECESSARY

ADJUSTMENTS TO KEEP YOUR PROJECT ON
TRACK.

WITHDRAWAL FROM THE ASSIGNMENT

AND FROM
THE CLIENT
PLANNING FOR WITHDRAWAL
SOME ASSIGNMENTS MAY BE
TERMINATED TOO EARLY, FOR
EXAMPLE IF.
THE CONSULTANTS WORK ON THE
PROJECT COULD NOT BE COMPLETED
THE CLIENTS BUDGET DOES NOT
PERMIT THE JOB TO BE FINISHED
THE CONSULTANT IS IN A HURRY TO
START ANOTHER ASSIGNMENT
INSTANCES OF ASSIGNMENTS THAT
FINISH LATER THAN NECESSARY ARE
ALSO FREQUENT. THIS MAY HAPPEN IF:
THE CONSULTANT EMBARKS ON A
TECHNICALLY DIFFICULT PROJECT
WITHOUT MAKING SURE THAT THE
CLIENT IS PROPERLY TRAINED TO TAKE
IT OVER
THE JOB IS VAGUELY DEFINED, AND
NEW PROBLEMS ARE DISCOVERED IN
THE COURSE OF THE ASSIGNMENT
THE CONSULTANT TRIES TO STAY
LONGER THAN NECESSARY
EVALUATION, FOLLOW-UP AND
BUSINESS
DEVELOPMENT
EVALUATION
EVALUATION IS A MOST IMPORTANT
PART OF THE TERMINATION PHASE IN
ANY CONSULTING PROCESS. WITHOUT
EVALUATION, IT IS IMPOSSIBLE TO
ASSESS WHETHER THE ASSIGNMENT
HAS MET ITS OBJECTIVES AND
WHETHER THE RESULTS OBTAINED
JUSTIFY THE RESOURCES USED.
FOLLOW-UP
OFTEN, THE CLIENT AND THE
CONSULTANT MAY AGREE TO
TERMINATE A PARTICULAR
ASSIGNMENT WITHOUT COMPLETELY
DISCONTINUING THEIR WORKING
RELATIONSHIP. ANY FURTHER WORK
DONE BY THE CONSULTANT WHICH IS

RELATED IN SOME WAY TO THE

CURRENT ASSIGNMENT IS CALLED
FOLLOW-UP.