The Practice of Professional Consulting

Conclusion

This chapter has focused largely on important tasks in project management including the political aspects of getting project work accomplished. We have tied this discussion closely to stage three because very good project management skills are essential for building and producing deliverables, and it is the most complex part of consulting, fraught with potential tensions and barriers to success.

Now we are working inside the client’s organization. That organization is not a consulting firm full of semi-independent entrepreneurial consultants with highly specialized analytical skills. More often than not, client organizations are very large, complex, politically intense bureaucracies full of employees trying to get ahead (or to simply ...