MANAGEMENT CONSULTING 94-808

FALL 2017

Heinz College, Carnegie Mellon University

Monday, 6:00 8:50 p.m., Section A, 12 Units

Prof. Chris W. Brussalis Jordan R. Pallitto

Office: 412.722.1111, ext. 111 Office: 412.722.1111, ext. 115
Home: 724.502.4870 Cell: 724.493.3517
[email protected] [email protected]
[email protected] [email protected]

Description
This is an applications course exploring the profession of management consulting. The course
is designed to provide a framework for understanding the art and science of providing
management counsel to client organizations in the public and private sectors.

Course Objectives
1. Expose students to the classical literature of the profession.
2. View problems from the perspective of practicing experts in the field.
3. Prepare solutions to case studies utilizing acquired technical expertise and experience.
4. Apply course theories and principles to provide consulting services to actual clients.

Learning Outcomes
1. Define management consulting and understand why and how consultants are utilized
2. Apply a consulting process framework to an actual client engagement
3. Understand the value of stakeholder engagement and how to apply it
4. Develop a proposal and work plan for a consulting project
5. Learn, practice, and refine skills for client engagement and project management
6. Learn and apply discovery techniques and qualitative/quantitative research skills
7. Make effective presentations to client organizations

Resources
Block, Peter. Flawless Consulting: A Guide to Getting Your Expertise Used. San Francisco:
Jossey-Bass/Pfeiffer, 2011.

Block, Peter. Flawless Consulting, www.flawlessconsulting.com, 2014.

Brussalis, Chris W. (Ed.). Management Consulting Class Reading Material. Pittsburgh:

Carnegie Mellon University, 2017.

Evaluation
Student evaluation will be based on the following criteria:
Research Review ........................................................................................................ 5%
Client Proposal ...........................................................................................................15%
Case Study 1 ..............................................................................................................15%
Case Study 2 ..............................................................................................................15%
Class Participation ......................................................................................................20%
Consulting Assignment Evaluation .............................................................................30%
Management Consulting 94-808 A

OUTLINE AND READINGS

Date Topic and Assignments

Aug. 28 Introduction to the Profession

Introduction and purpose of course

Review syllabus
Definition, roles, purpose of profession
Uses of consultants public sector, private sector, and internal consulting
Introduce client projects

Sept. 4 Labor Day No Class

May attend Section B on Tuesday, Sept. 5 or view video of lecture

Sept. 5 Development of the Profession (video or optional attendance in 1005 HBH)

History and development of the profession

Consulting roles and culture
Professionalism and ethics
Service Quality

Flawless Consulting, Chapters 1-3, 7.

Kornik, Joseph. 2016 Executive Outlook. Consulting, January 2016.

Price, Charlton R. Collaboration: The name of our game. Consulting to
Management, 16(4), December 2005, p. 38.
Competency Framework and Certification Scheme for Certified Management
Consultants, New York: Institute of Management Consultants, 2015
Institute of Management Consultants Code of Ethics. New York: Institute of
Management Consultants, Feb. 3, 2005.
Washburn, Stewart A. Challenge and renewal: A historic view of the profession.
Journal of Management Consulting, 9(2), November 1996, pp. 47-53.
Whats Behind the CMC? New York: Institute of Management Consultants,
1997.

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Sept. 11 Consulting Process Entry and Contracting

Types of projects and project cycles

First client meetings
Assignment strategy and plan
Proposal development
Consulting contract
Introduce Bonner case
Introduce Research Review
Introduce Client Proposal

Flawless Consulting, Chapters 4-6

Bonner case, www.flawlessconsulting.com

Green, Charles H. Create trust, gain a client. Consulting to Management, 17(2),

June 2006, pp. 27-29, 36.
Hilditch-Roberts, Huw. A best practice guide for hiring consultants. Strategic
Direction, 28(3), 2012, pp. 3-5.
Lantos, Peter R. Consulting hurdles 101: Avoiding disaster. Consulting to
Management, 14(1), March 2003, pp. 46-49.
Scanlan, Janice. The agile consultant. Consulting to Management, 17(2), June
2006, pp. 22-24.
Sobel, Andrew. Break into your clients inner circle. Consulting to Management,
14(1), March 2003, pp. 18-22.
Weiss, Alan. Why good clients turn bad. Consulting to Management, 16(1),
March 2005, pp.25-27.

Sept. 18 Consulting Process Discovery and Dialogue

Diagnosis
Data gathering techniques
On-site interaction
Discuss Bonner case
Research Review Due 6:00 PM (submit via Blackboard and hard copy in
class)

Guest: Mark F. DeSantis, Ph.D., Chief Executive Officer, RoadBotics; Adjunct

Professor, Heinz College, Carnegie Mellon University

Flawless Consulting, Chapters 10-12.

Hagerty, Michael R. A powerful tool for diagnosis and strategy. Journal of

Management Consulting, 9(4), November 1997, pp. 16-25.
Weiss, Alan. Consultant, heal thyself. Consulting to Management, 17(2), June
2006, pp.10-12.

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Sept. 25 Consulting Process Analysis and Decision to Act

Developing and gathering alternatives

Presenting action proposals to the client
Work plans and project costing
Client Proposals Due by 6:00 PM (submit via Blackboard and hard copy in
class)

Guest: Joanna Huss, Founder and CEO, The Huss Group

Flawless Consulting, Chapters 13-15.

Andrews, Margaret. 6 tools every business consultant should know. Harvard

Division of Continuing Education, The Language of Business blog, January
2012.
Courtney, Hugh, Lovallo, Dan, and Clarke, Carmina. Deciding how to decide.
Harvard Business Review, September 2013
Frick, Walter. An introduction to data driven decisions for managers who dont
like math. Harvard Business Review blog, May 2014.
Klingel, Jeremy. Improving process across dynamic business portfolios.
Consulting, 11(3), May/June 2009, pp. 46-47.
Spradlin, Dwayne. Are you solving the right problem? Harvard Business
Review, September 2012.
Turner, Arthur N. Consulting is more than giving advice. Harvard Business
Review, 60(5), Sept/Oct 1982, pp. 120-129.

Oct. 2 Consulting Process Engagement and Implementation

Management of projects
Presentations and communicating with clients
Implementing your recommendations
Ongoing client contact and service
Team effectiveness
Introduce Case Study 1

Guest: Joseph M. Grant, Vice President and Senior Operations and Business
Support Manager, PNC Financial Services Group

Flawless Consulting, Chapters 16-17.

Merron, Keith. Masterful consulting. Consulting to Management, 16(2), June

2005, pp. 5-11, 54-58.
Polzer, Jeffrey T. Making diverse teams click. Harvard Business Review. July-
August 2008.

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Oct. 9 Industry

View of management consulting world, synopsis of industry, types of firms

Key industry challenges
Key success factors
Assign client projects
Introduce Bonner case
Introduce Research Review
Case Study 1 Due by 6:00 PM (submit via Blackboard and hard copy in
class)

Guest: Thomas E. Rodenhauser, General Manager, ALM Consulting Inteligence

Blau, Gavan. IBISWorld Industry Report 54161: Management Consulting in the

US. IBISWorld, May 2016.
Czerniawska, Fiona. The new business consulting landscape. Consulting to
Management, 16(4), December 2005, pp. 3-6.
Krell, Eric. Special feature: How recruiters work. Consulting Magazine, 7(4),
July/August 2005, pp. 28-33.
Sandberg, Robert and Werr, Andreas. The three challenges of corporate
consulting. MIT-Sloan Management Review, 44(3), Spring 2003, pp. 59-66.
Weiss, Alan. The unjust (consulting) universe. Consulting to Management,
16(4), December 2005, pp. 30-32.

Oct. 16 Consulting Process Extension, Recycle, or Termination

Time for withdrawal

Final reporting
Evaluation

Guest: Murugan Subramanian, Manager, Healthcare Advisory, EY

Kubr, Milan. Management Consulting: A Guide to the Profession. Geneva:

International Labour Office, Chapter 11, 1996.

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Oct. 23 Change Management and Resistance

Leadership
Stakeholder engagement
Utilizing resources
Developing support
Institutionalizing change
Discuss Case Study 1

Guest: Ned Laubacher, Principal, Health Spectrum Advisors

Flawless Consulting, Chapters 8-9.

Brenowitz, Randi S. and Manning, Marilyn. How consultants help leaders get
buy-in. IMC Times, 33(3), Fall 2002.
DeVito, Liz. Kennedy Corner: Change Management; Easier Said Than Done.
Consulting, December 10, 2012.

Oct. 30 Project Status

Interim project presentations

Introduce Case Study 2

Nov. 6 Creating Value for Yourself and the Firm

Firm growth strategies, sales skills

Managing a firm
Professional development and staying current
Developing areas of unique expertise
Case Study 2 Due by 6:00 PM (submit via Blackboard and hard copy in
class)

Flawless Consulting, Chapters 18-19.

Bliss, John and Wildrick, Meg. How to build a personal brand. Consulting to
Management, 16(3), September 2005, pp. 6-10.
Maister, David H. Hows your asset? Maister Website, 1996, pp. 1-6.
Markham, Calvert. Developing consulting skills. Consulting to Management,
16(4), December 2005, pp. 33-37.
Schaffer, Robert H. Consulting for results. Journal of Management Consulting,
8(4), Fall 1995, pp. 44-52.
Scheer, Jess. Diminishing Returns for Senior IT Consultants. Consulting, 13(2),
March/April 2011, pp. 28-29.
Taminiau, Yvette, Smit, Wouter, and de Lange, Annick. Innovation in
management consulting firms through informal knowledge sharing. Journal
of Knowledge Management, 13(1), 2009, pp. 42-55.
Washburn, Stewart A. Establishing referral sources: A case study. Journal of
Management Consulting, 10(1), May 1998, pp. 11-17.

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Nov. 13 Legal and Ethical Issues

Legal risks and management

Client privilege issues
Professional ethics
Discuss Case Study 2

Guest: Morgan Hanson, Director/Attorney, Cohen & Grigsby, P.C.

In re Grand Jury Matter, No. 91-832, 142 FRD 82, 1992.

Panitz v. Behrend, 632 A.2d 562, Pa. Super, 1993.
LLMD of Michigan v. Jackson-Cross, et. al. J-196, Pa. 1998.
Allen, K. P. (2007) The Attorney-Client Privilege in Pennsylvania. 3-8.
Briscoe v. LaHue, 460 U.S. 325, 75 L.Ed.2d 96, 103 S.Ct. 1108, 1983.
Eyres, Patricia S. The top seven legal risks for consultants. Consulting to
Management, 17(1), March 2006, pp. 9-10, 20.
MacDonald, Elizabeth and Paltrow, Scot J. Ernst & Young advised the client but
not about some big conflicts. The Wall Street Journal, August 10, 1999.
Rodenhauser, Tom. Kennedy Corner: Placing a Price on Ethics. Consulting,
June 28, 2011.
Silverman, Arnold B. The attorney-client privilege. JOM, 49(6), 1997, p. 62.

Nov. 20 Clients Perspective

Selection of consultants
Effective management of consultants
Evaluation of performance
Use of consultants
Maintaining independence and objectivity

Guests:
Gary L. Evans, Senior Vice President, Microbac Laboratories, Inc.
Brig. Gen. Ralph Pasini, USAF (Ret.), Former Vice Director, Operational
Plans and Interoperability Directorate for Joint Chiefs of Staff
Kenneth A. Zalevsky, Director of Technology, Bayer HealthCare, LLC

Flawless Consulting Fieldbook, Chapters 22, 36-37.

Czerniawska, Fiona. Consultant: good, consulting firm: bad. Consulting to

Management, 17(2), June 2006, pp. 3-5.
Gable, Julie. Eight tips for working with a consultant. The Information
Management Journal, July/August 2007, pp. 42-48.
Shapiro, Eileen C.; Eccles, Robert G.; and Soske, Trina L. Consulting: Has the
solution become part of the problem? Sloan Management Review, Summer
1993, pp. 89-95.
Kesner, Idalene F. and Fowler, Sally. When consultants and clients clash.
Harvard Business Review, Nov. 1997, pp. 22-38.

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Nov. 27 Final Consulting Project Presentations

Final presentations on consulting projects

Guests: Clients

Dec. 4 Final Consulting Project Presentations Last Day of Class

Final presentations on consulting projects

Guests: Clients

ACADEMIC INTEGRITY

Plagiarism and other forms of academic misrepresentation are taken extremely seriously.
Misrepresentation of anothers work as ones own is widely recognized as among the most
serious violations. The violation is clearly flagrant when it occurs as plagiarism on a required
paper or assignment or as cheating on an examination, regardless of whether it is a take-home
or in-class examination. The punishment for such offenses can involve expulsion from the
program. There are many other ways in which a violation can occur.

Academic Dishonesty: Students are expected to maintain the highest ethical standards inside
and outside the classroom. Cheating on exams and term papers (i.e. plagiarism and
unauthorized collaboration) is obviously discouraged and will be treated appropriately. The
usual penalty for violations is a failing grade for the particular assignment in question; however,
in some instances, such actions may result in a failing grade for the course. All violations will be
reported to the Associate Dean in accordance with Heinz College and University policies.

DEADLINES AND ACCOMODATIONS

All assignments are due by the dates shown in this syllabus unless modified in class by the
instructor. If it is anticipated that an assignment may be turned in late due to an extenuating
circumstance, such as illness, contact the instructor immediately. If special accomodations are
required, please refer to the Universitys policy on accomodations and statement on student
wellness and notifiy the instructor of any needs.

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