CONSULTING working FACT FINDING AND DEVELOPMENT.

EFFORT : 1. SHASHANK SHEKHER 2. RAKESH KUMAR SINGH 3. ARIJEET CHATTERJEE

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The first management consulting firm was Arthur D. little , founded in 1886 by the MIT professor of the same name and was incorporated in 1909. consulting firm is a business that offers specialized expertise to its clients, which may be businesses or individuals. consulting firms offer different types of advice. Although there are numerous types of firms, some of the most popular are (IT) consulting firms and Management consulting firms.

Different

Other types of business firms include environmental consulting firms and human resource consulting firms.
Firms

5/13/12 may offer consultants who concentrate on a specific project or consultants who help train and implement

Common Types of Consultant

Strategy Consultants working on the development of and improvements to organisational strategy alongside Senior consultant in many industries. Resources or HR Consultants who provide expertise around employment practice and people management. Consultants who are specialists in the design or improvement of operational processes and can be specific to the industry or sector. 5/13/12

Human

Process

Ways in which consultants work

A consultant is engaged to fulfill a brief in terms of helping to find solutions to specific issues but the ways in which that is to be done generally falls to the consultant to decide, within constraints such as 5/13/12 budget and resources agreed with

Difference between different consulting firms

The consulting industry can be segmented accordingly:
1)

Management consulting firms (eg McKinsey, Bain) One-stop-shop and technology-focused consulting firms (eg Accenture, Deloitte) Niche/boutique consulting firms (eg Mercer HR, Kurt Salmon) 5/13/12

2)

3)

Advantages
There If

are several potential benefits of consultants to those who employ them: properly managed and empowered, internal consulting groups evaluate engagement on projects in light of the corporation's strategic and tactical objectives. the internal consultant requires less ramp up time on a project due to familiarity with the corporation, and is able to guide a project through to implementation a step 5/13/12 that would often be too costly if an external consultant were used.

Often,

The

Disadvantagesmay not bring the internal consultant

objectivity to the consulting relationship that an external firm can.

An

internal consultant also may not bring to the table best practices from other corporations. A way to mitigate this issue is to recruit experience into the group and/or proactively provide diverse training to internal consultants. consultants may face corporate politics just as any group in an organisation. the consulting industry is strong and 5/13/12 consulting compensation high, it can be

Internal Where

Fact-finding the formal process of using research, meetings, interviews, questionnaires, sampling, and other techniques to collect information about system problems, requirements, and preferences.

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WHY FACT FINDING ?

P I E C E S the need to improve performance the need to improve information (and data) the need to improve economics, control costs, or increase profits the need to improve control or security the need to improve efficiency of people and processes
5/13/12 the need to improve service to customers, suppliers, partners,

7 METHODS FOR FACT FINDING :

Sampling Research

of existing documentation, forms, and databases. and site visits. of the work environment.

Observation

Questionnaires. Interviews. Prototyping. Joint

requirements planning (JRP).

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Fact-Finding Ethics :
Fact-Finding

often brings systems analysts into contact with sensitive information.

Company plans Employee salaries or medical history Customer credit card, social security, or other information

Ethical

behavior

Systems analysts must not misuse information. Systems analysts must protect information from people who would misuse it.
Otherwise
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Systems analyst loses respect, credibility, and confidence

THE PROBLEM-SOLVING FRAMEWORK

PROBLEM PROBLEM PROBLEM

IDENTIFICATION VERIFICATION DEFINITION ANALYSIS GENERATION OF ALTERNATIVES REVIEW AND CONTROL

ROOT-CAUSE ALTERNATIVE EVALUATION

IMPLEMENTATION POST-IMPLEMENTATION INSTITUTIONALIZATION

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MERCI THANKING YOU

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