SlideShare una empresa de Scribd logo
1 de 28
Descargar para leer sin conexión
5.project consultant  skills By Allah Dad Khan
Project Consultant Skills
BY
ALLAH DAD KHAN
Provincial Project Director CMPII MINFAL
Pakistan
03329221298
 Great consultants adapt to new projects, work cultures
and colleagues easily. They come in, they fit in and
they get the job done. Their soft skills and technical
expertise allow them to take on their roles quickly and
easily.
 Great consultants work hard and they work smart.
They know how to accomplish the best results in the
shortest possible time with as little friction as possible.
Great consultants are problem solvers: bring them in
and the work gets done.
 Great consultants are confident about their skills and
expertise. They expose a natural collaborative
leadership and they leave their egos at the door. Great
consultants are team players: they put company goals
and team spirit first
 Great consultants don’t give up. They accept frictions,
unforeseen circumstances and negative feedback, they
learn from them and they move on. They will analyze
and learn from every setback in order to prevent it
from happening again.
 Great consultants never stop learning. They need to
stay on top of the developments in their fields of
expertise. It is their job to bring the latest knowledge
and skills to the table when others can’t.
 Remember MacGyver, the hero of the popular TV
show? He could solve any problem with his mind and
his Swiss army knife. The same goes for great
consultants; they use skills and knowledge from
previous projects to solve new problems and
challenges.
 Great consultants see the big picture and the small
parts that can make it better. Consultants bring a fresh
view, and as such they can offer surprising insights
that can solve problems and boost the client’s
business.
 Great consultants listen first and they speak second.
Their primary goal is to help other people and
businesses. Great consultants build trust because of
their will to help their clients accomplish their goals.
 To help people achieve their business goals, a
management consultant must hear what her clients
say. Besides physically acknowledging your client's
communications, you also need to read between the
lines to perceive what else the client means or wants.
Not all clients know how to articulate effectively. A
management consultant must ask the questions --
based on what she has heard -- to draw the client's
needs to the forefront. Be an active listener. Look the
client in the eye as she speaks and repeat what she says
to ensure you understand her concerns and to let her
know she has your full attention.
 People do not operate, think or communicate at the
same level. Each person has his own way of sharing
information. One quality of a successful management
consultant is the ability to translate complex ideas into
simple terms in a way that others can understand.
Conversely, if the management consultant works with
the executive level of a company, he cannot sound as if
he just came in off the streets. Thoughtful, directed
communication is a key trait of a management
consultan

Consultants should always keep in mind that client
relationship should remain at a professional level. It is
sometimes easy for consultants to take on an
“employee attitude,” which in many environments can
backfire on the consultant and actually create a
negative situation for the project.

Consultants should look for ways to adjust their work
style to accommodate the schedule, budget and overall
requirements of the project. This is particularly true
when faced with pressure to maintain high quality
within finite time and budget constraints.

Consultants are required to have good judgment when
confronted with a problem. We should not jump to
conclusions. Consultants should take time to consider
the facts and to get feedback from their peers and
management before reaching a decision.

Consultants must demonstrate that they are team
players and are willing to learn from team members,
genuinely valuing the input and expertise of others. It
is important to establish a collaborative relationship
with peers.

The consultant should have excellent oral and written
communication skills. Since we are often viewed as the
subject matter expert (SME), we should be able to
communicate our opinions effectively. In addition to
English, it is beneficial to know the language widely
used by the employees of the company. In some
countries, the documentation may be in a local
language. Ideally, the consultant can easily read this
language without employing any translators.

Clients typically approach an external consultant for two
reasons: 1) the client expects the consultant to have more
expertise than the organization’s internal resources or 2)
because clients do not have sufficient time to solve their
own problems or implement their own projects. As
consultants, our level of knowledge should be broad
enough to know when to ask questions and/or where to
research to find solutions. At all times, the consultant
should remain current by reading journals, magazines,
informative websites and through networking with fellow
consultants. We should know how to apply theory into
practice and also be skillful in using appropriate tools
(software, professional journals, etc.) to function efficiently
in the job.

During the consulting process, consultants will meet
different people with unique characteristics. Some will
be verbose, others reticent. Having excellent listening
skills will encourage all to talk freely. This leads to
more information sharing which, in the end, can make
the consulting process more streamlined.
 Your work is defined by the rigid parameters set out by
proposals and contracts, but you must still be light on
your feet as you operate with the whole world in a state
of flux. Try to keep your proposals more open-ended
to handle unexpected issues that will inevitably crop
up as you progress with your work

It is important for consultants to understand the
responsibilities of their role, as well as the practices
and parameters of the job. You may notice that each
client has a different take on what the role of a
consultant entails. Clarifying your client’s expectations
and deliverables beforehand may possibly be the single
most important task one undertakes.

Saying “I don’t know” is often a very good answer to a
question. An even better answer is “I don’t know, but I
know people who do know.” Consultants do not know
everything, and should not be expected to know
everything. Saying, “I do not know” will not damage
your prestige. As an example, if your client has a
problem related to legal issues, try to consult with a
legal consultant to help your client find a solution to
the problem.

Protect his public reputation above everything else—
he will not get an easy chance to repair it if it is
damaged. If necessary, walk away from situations or
contracts that could potentially damage your
reputation. Consulting is not simply contracting by
another name; it involves duties of care and levels of
accountability, responsibility and integrity that may
well be greater than those of the client. If that proves
to be the case and you find a client’s operations and
methods are not ethical, then it is time to walk away.
Be selective about the clients for whom you work.
 Some people enter the field viewing it as a stopgap between
paid employment, while others view consulting as offering
independence that will be a welcome relief to the
stultifying atmosphere in the organizations where they
have worked. Whatever your reasons, you need the
financial sustainability to allow you to survive for a period
of time – say six months – while you search for contracts. It
is possible, of course, to ease into consulting while working
part-time in a paying job, but she suggests that because you
are not so hungry for work you may not try as hard to find
it. You may also get stuck, perhaps permanently, in what
she calls “the great divide” between the employed and self-
employed, preventing you from self-actualizing in either
role.
 Consultant must be strong and confident about his
abilities, but also low maintenance, ego in check.
Although a hired hand for the organizations he work
with, he must be a leader, motivating others and
working in a collaborative way to nudge clients to
solutions they might not have reached on their own
 He has to be smart, well-trained and experienced –
and have the educational credentials to back you up,
be it an MBA or specialized training in your specific
field of focus. “Competition for management
consultants is likely to remain keen, and those with
the most education and experience will have the best
prospects,” she writes. Maturity and lots of contacts
from a long career can be helpful; younger individuals
have youth on their side but should expand their
portfolio through as many varied experiences as
possible
 You need courage, energy, vision – and spunk. “It is the
capacity to go against the common view, to walk into a
room of fractious stakeholders who don’t support the
evaluation and don’t want to hear about the findings.
It is the ability to land in a strange town at midnight,
scrape the snow and ice off your rental car, and locate
your motel without the benefit of a map. It is being
able to get up the day after you have lost the best
proposal you have ever written and start all over again,”
she notes
5.project consultant  skills By Allah Dad Khan

Más contenido relacionado

La actualidad más candente

The process of consulting and client management
The process of consulting and client managementThe process of consulting and client management
The process of consulting and client managementVasudevan Deivasigamani
 
An Insider's Guide to Building a Successful Consulting Practice
An Insider's Guide to Building a Successful Consulting PracticeAn Insider's Guide to Building a Successful Consulting Practice
An Insider's Guide to Building a Successful Consulting PracticeBusiness Book Summaries
 
Training Overview
Training OverviewTraining Overview
Training Overviewclambden
 
Operational Excellence and Credit Management
Operational Excellence and Credit ManagementOperational Excellence and Credit Management
Operational Excellence and Credit ManagementSteve Mitchinson
 
Deloittecaseinterview
DeloittecaseinterviewDeloittecaseinterview
DeloittecaseinterviewFNian
 
Consultancyservices 141107200647-conversion-gate01
Consultancyservices 141107200647-conversion-gate01Consultancyservices 141107200647-conversion-gate01
Consultancyservices 141107200647-conversion-gate01Anujkumarpandey10
 
8 Essential Interpersonal Skills Project Manager Must Have!
8 Essential Interpersonal Skills Project Manager Must Have! 8 Essential Interpersonal Skills Project Manager Must Have!
8 Essential Interpersonal Skills Project Manager Must Have! PMExamSmartNotes
 
Using consultants effectively
Using consultants effectivelyUsing consultants effectively
Using consultants effectivelynthnhung
 
What is Management Consulting, and Is It For Me?
What is Management Consulting, and Is It For Me?What is Management Consulting, and Is It For Me?
What is Management Consulting, and Is It For Me?JPStrategy
 
Behavioral interviewing content & graphics
Behavioral interviewing content & graphicsBehavioral interviewing content & graphics
Behavioral interviewing content & graphicsAngela Dooley
 
RLA Mentor Presentation to Sydney not for profit CIO Forum
RLA Mentor Presentation to Sydney not for profit  CIO ForumRLA Mentor Presentation to Sydney not for profit  CIO Forum
RLA Mentor Presentation to Sydney not for profit CIO ForumLivingstone Advisory
 
Australian Not-for-Profit CIO Forum March 2011 - Rob Livingstone
Australian Not-for-Profit CIO Forum March 2011 - Rob LivingstoneAustralian Not-for-Profit CIO Forum March 2011 - Rob Livingstone
Australian Not-for-Profit CIO Forum March 2011 - Rob LivingstoneLivingstone Advisory
 
Presentation on Behavioral Interviewing
Presentation on Behavioral InterviewingPresentation on Behavioral Interviewing
Presentation on Behavioral InterviewingKate Moreland
 
Internal Audit - Leading as the Trusted Advisor
Internal Audit - Leading as the Trusted AdvisorInternal Audit - Leading as the Trusted Advisor
Internal Audit - Leading as the Trusted AdvisorDavid Mallard
 
Assessment Centres - Secrets Uncovered
Assessment Centres - Secrets UncoveredAssessment Centres - Secrets Uncovered
Assessment Centres - Secrets UncoveredPaul Kerr
 
#FIRMday Manchester 4th March 2020 - Jobtrain: Talent Acquisition and your te...
#FIRMday Manchester 4th March 2020 - Jobtrain: Talent Acquisition and your te...#FIRMday Manchester 4th March 2020 - Jobtrain: Talent Acquisition and your te...
#FIRMday Manchester 4th March 2020 - Jobtrain: Talent Acquisition and your te...Emma Mirrington
 
Tcl menu of programmes and tools
Tcl   menu of programmes and toolsTcl   menu of programmes and tools
Tcl menu of programmes and toolsTom Brown
 

La actualidad más candente (20)

The process of consulting and client management
The process of consulting and client managementThe process of consulting and client management
The process of consulting and client management
 
Consultancy skills
Consultancy skillsConsultancy skills
Consultancy skills
 
An Insider's Guide to Building a Successful Consulting Practice
An Insider's Guide to Building a Successful Consulting PracticeAn Insider's Guide to Building a Successful Consulting Practice
An Insider's Guide to Building a Successful Consulting Practice
 
Business consultancy presentation by robin walker skills academy 2014
Business consultancy presentation by robin walker   skills academy 2014Business consultancy presentation by robin walker   skills academy 2014
Business consultancy presentation by robin walker skills academy 2014
 
Training Overview
Training OverviewTraining Overview
Training Overview
 
Operational Excellence and Credit Management
Operational Excellence and Credit ManagementOperational Excellence and Credit Management
Operational Excellence and Credit Management
 
Deloittecaseinterview
DeloittecaseinterviewDeloittecaseinterview
Deloittecaseinterview
 
Consultancyservices 141107200647-conversion-gate01
Consultancyservices 141107200647-conversion-gate01Consultancyservices 141107200647-conversion-gate01
Consultancyservices 141107200647-conversion-gate01
 
8 Essential Interpersonal Skills Project Manager Must Have!
8 Essential Interpersonal Skills Project Manager Must Have! 8 Essential Interpersonal Skills Project Manager Must Have!
8 Essential Interpersonal Skills Project Manager Must Have!
 
Using consultants effectively
Using consultants effectivelyUsing consultants effectively
Using consultants effectively
 
What is Management Consulting, and Is It For Me?
What is Management Consulting, and Is It For Me?What is Management Consulting, and Is It For Me?
What is Management Consulting, and Is It For Me?
 
The Difficult Conversation
The Difficult ConversationThe Difficult Conversation
The Difficult Conversation
 
Behavioral interviewing content & graphics
Behavioral interviewing content & graphicsBehavioral interviewing content & graphics
Behavioral interviewing content & graphics
 
RLA Mentor Presentation to Sydney not for profit CIO Forum
RLA Mentor Presentation to Sydney not for profit  CIO ForumRLA Mentor Presentation to Sydney not for profit  CIO Forum
RLA Mentor Presentation to Sydney not for profit CIO Forum
 
Australian Not-for-Profit CIO Forum March 2011 - Rob Livingstone
Australian Not-for-Profit CIO Forum March 2011 - Rob LivingstoneAustralian Not-for-Profit CIO Forum March 2011 - Rob Livingstone
Australian Not-for-Profit CIO Forum March 2011 - Rob Livingstone
 
Presentation on Behavioral Interviewing
Presentation on Behavioral InterviewingPresentation on Behavioral Interviewing
Presentation on Behavioral Interviewing
 
Internal Audit - Leading as the Trusted Advisor
Internal Audit - Leading as the Trusted AdvisorInternal Audit - Leading as the Trusted Advisor
Internal Audit - Leading as the Trusted Advisor
 
Assessment Centres - Secrets Uncovered
Assessment Centres - Secrets UncoveredAssessment Centres - Secrets Uncovered
Assessment Centres - Secrets Uncovered
 
#FIRMday Manchester 4th March 2020 - Jobtrain: Talent Acquisition and your te...
#FIRMday Manchester 4th March 2020 - Jobtrain: Talent Acquisition and your te...#FIRMday Manchester 4th March 2020 - Jobtrain: Talent Acquisition and your te...
#FIRMday Manchester 4th March 2020 - Jobtrain: Talent Acquisition and your te...
 
Tcl menu of programmes and tools
Tcl   menu of programmes and toolsTcl   menu of programmes and tools
Tcl menu of programmes and tools
 

Destacado

The three emerging business models in consulting sioo
The three emerging business models in consulting siooThe three emerging business models in consulting sioo
The three emerging business models in consulting siooArd-Pieter de Man
 
Consulting skills for ITPros - Mar 2013
Consulting skills for ITPros - Mar 2013Consulting skills for ITPros - Mar 2013
Consulting skills for ITPros - Mar 2013Ruven Gotz
 
Business Model Patterns... the preview - by @boardofinno
Business Model Patterns... the preview - by @boardofinnoBusiness Model Patterns... the preview - by @boardofinno
Business Model Patterns... the preview - by @boardofinnoBoard of Innovation
 
The Maker Movement by @boardofinno
The Maker Movement by @boardofinnoThe Maker Movement by @boardofinno
The Maker Movement by @boardofinnoBoard of Innovation
 
Eva Fast and Tom Verdery - Three MBA International Program Consulting Models:...
Eva Fast and Tom Verdery - Three MBA International Program Consulting Models:...Eva Fast and Tom Verdery - Three MBA International Program Consulting Models:...
Eva Fast and Tom Verdery - Three MBA International Program Consulting Models:...ACBSP Global Accreditation
 
7 Business models that Got Shot in 2011 (by @nickdemey @boardofinno)
7 Business models that Got Shot in 2011 (by @nickdemey @boardofinno)7 Business models that Got Shot in 2011 (by @nickdemey @boardofinno)
7 Business models that Got Shot in 2011 (by @nickdemey @boardofinno)Board of Innovation
 
The consulting process models
The consulting process modelsThe consulting process models
The consulting process modelsSandhya Johnson
 
Consulting: the engagement lifecycle & core consultancy skills
Consulting: the engagement lifecycle & core consultancy skillsConsulting: the engagement lifecycle & core consultancy skills
Consulting: the engagement lifecycle & core consultancy skillsFirewerks
 
About Management Consulting
About Management ConsultingAbout Management Consulting
About Management ConsultingDeepak Pareek
 
Pitch Deck Template for startups
Pitch Deck Template for startupsPitch Deck Template for startups
Pitch Deck Template for startupsMalcolm Lewis
 
Dwolla Startup Pitch Deck
Dwolla Startup Pitch DeckDwolla Startup Pitch Deck
Dwolla Startup Pitch DeckJoseph Hsieh
 
Mint.com Pre-Launch Pitch Deck
Mint.com Pre-Launch Pitch DeckMint.com Pre-Launch Pitch Deck
Mint.com Pre-Launch Pitch DeckHiten Shah
 
The slide deck we used to raise half a million dollars
The slide deck we used to raise half a million dollarsThe slide deck we used to raise half a million dollars
The slide deck we used to raise half a million dollarsBuffer
 

Destacado (16)

The three emerging business models in consulting sioo
The three emerging business models in consulting siooThe three emerging business models in consulting sioo
The three emerging business models in consulting sioo
 
Consulting skills for ITPros - Mar 2013
Consulting skills for ITPros - Mar 2013Consulting skills for ITPros - Mar 2013
Consulting skills for ITPros - Mar 2013
 
Business Model Patterns... the preview - by @boardofinno
Business Model Patterns... the preview - by @boardofinnoBusiness Model Patterns... the preview - by @boardofinno
Business Model Patterns... the preview - by @boardofinno
 
The Maker Movement by @boardofinno
The Maker Movement by @boardofinnoThe Maker Movement by @boardofinno
The Maker Movement by @boardofinno
 
Handshake Pitchdeck
Handshake PitchdeckHandshake Pitchdeck
Handshake Pitchdeck
 
Eva Fast and Tom Verdery - Three MBA International Program Consulting Models:...
Eva Fast and Tom Verdery - Three MBA International Program Consulting Models:...Eva Fast and Tom Verdery - Three MBA International Program Consulting Models:...
Eva Fast and Tom Verdery - Three MBA International Program Consulting Models:...
 
Consultation Model 1
Consultation Model 1Consultation Model 1
Consultation Model 1
 
7 Business models that Got Shot in 2011 (by @nickdemey @boardofinno)
7 Business models that Got Shot in 2011 (by @nickdemey @boardofinno)7 Business models that Got Shot in 2011 (by @nickdemey @boardofinno)
7 Business models that Got Shot in 2011 (by @nickdemey @boardofinno)
 
The consulting process models
The consulting process modelsThe consulting process models
The consulting process models
 
Consulting: the engagement lifecycle & core consultancy skills
Consulting: the engagement lifecycle & core consultancy skillsConsulting: the engagement lifecycle & core consultancy skills
Consulting: the engagement lifecycle & core consultancy skills
 
About Management Consulting
About Management ConsultingAbout Management Consulting
About Management Consulting
 
Pitch Deck Template for startups
Pitch Deck Template for startupsPitch Deck Template for startups
Pitch Deck Template for startups
 
Dwolla Startup Pitch Deck
Dwolla Startup Pitch DeckDwolla Startup Pitch Deck
Dwolla Startup Pitch Deck
 
Mint.com Pre-Launch Pitch Deck
Mint.com Pre-Launch Pitch DeckMint.com Pre-Launch Pitch Deck
Mint.com Pre-Launch Pitch Deck
 
The slide deck we used to raise half a million dollars
The slide deck we used to raise half a million dollarsThe slide deck we used to raise half a million dollars
The slide deck we used to raise half a million dollars
 
AirBnB Pitch Deck
AirBnB Pitch Deck AirBnB Pitch Deck
AirBnB Pitch Deck
 

Similar a 5.project consultant skills By Allah Dad Khan

Article consulting skills
Article consulting skillsArticle consulting skills
Article consulting skillsGracejay10
 
A helping hand: The benefits of consultants to SMEs
A helping hand: The benefits of consultants to SMEsA helping hand: The benefits of consultants to SMEs
A helping hand: The benefits of consultants to SMEsJames Baker
 
Soft Skills And Hard Skills
Soft Skills And Hard SkillsSoft Skills And Hard Skills
Soft Skills And Hard SkillsLaura Ochoa
 
The New Era of the Corporate Culture and the Consultancy
The New Era of the Corporate Culture and the ConsultancyThe New Era of the Corporate Culture and the Consultancy
The New Era of the Corporate Culture and the Consultancyea Business Consulting
 
LEADING A PROJECT.pptx
LEADING A PROJECT.pptxLEADING A PROJECT.pptx
LEADING A PROJECT.pptxjanidogar
 
Employee counselling new handout
Employee counselling new handoutEmployee counselling new handout
Employee counselling new handoutJayadeva de Silva
 
So You Want To Be A Consultant July 2009 Published
So You Want To Be A Consultant July 2009 PublishedSo You Want To Be A Consultant July 2009 Published
So You Want To Be A Consultant July 2009 Publishedjimlove
 
Do I Need A Consultant
Do I Need A ConsultantDo I Need A Consultant
Do I Need A Consultantpatrickwjones
 
Rob livingstone - Australian Payroll Association's Annual Conference May 2011
Rob livingstone  - Australian Payroll Association's Annual Conference May 2011Rob livingstone  - Australian Payroll Association's Annual Conference May 2011
Rob livingstone - Australian Payroll Association's Annual Conference May 2011Livingstone Advisory
 
IPEX - `The Secrets of Success`
IPEX - `The Secrets of Success`IPEX - `The Secrets of Success`
IPEX - `The Secrets of Success`Cavendish
 
On the Job SuccessIn this section, we will cover some basic tips.docx
On the Job SuccessIn this section, we will cover some basic tips.docxOn the Job SuccessIn this section, we will cover some basic tips.docx
On the Job SuccessIn this section, we will cover some basic tips.docxhopeaustin33688
 
2010 2 25 Advisors And Boards
2010 2 25 Advisors And Boards2010 2 25 Advisors And Boards
2010 2 25 Advisors And BoardsMark Coopersmith
 
Learning from the Right Advisors is Like Getting a Second MBA
Learning from the Right Advisors is Like Getting a Second MBALearning from the Right Advisors is Like Getting a Second MBA
Learning from the Right Advisors is Like Getting a Second MBARev1 Ventures
 
Do Business Consultants make Good Entrepreneurs
Do Business Consultants make Good EntrepreneursDo Business Consultants make Good Entrepreneurs
Do Business Consultants make Good EntrepreneursFaiselPunnakkadan
 
A better approach to consulting value
A better approach to consulting valueA better approach to consulting value
A better approach to consulting valuemalcfollos
 

Similar a 5.project consultant skills By Allah Dad Khan (20)

Wahid theory
Wahid theoryWahid theory
Wahid theory
 
Article consulting skills
Article consulting skillsArticle consulting skills
Article consulting skills
 
A helping hand: The benefits of consultants to SMEs
A helping hand: The benefits of consultants to SMEsA helping hand: The benefits of consultants to SMEs
A helping hand: The benefits of consultants to SMEs
 
Soft Skills And Hard Skills
Soft Skills And Hard SkillsSoft Skills And Hard Skills
Soft Skills And Hard Skills
 
The New Era of the Corporate Culture and the Consultancy
The New Era of the Corporate Culture and the ConsultancyThe New Era of the Corporate Culture and the Consultancy
The New Era of the Corporate Culture and the Consultancy
 
Presentation_final.pptx
Presentation_final.pptxPresentation_final.pptx
Presentation_final.pptx
 
LEADING A PROJECT.pptx
LEADING A PROJECT.pptxLEADING A PROJECT.pptx
LEADING A PROJECT.pptx
 
Employee counselling new handout
Employee counselling new handoutEmployee counselling new handout
Employee counselling new handout
 
So You Want To Be A Consultant July 2009 Published
So You Want To Be A Consultant July 2009 PublishedSo You Want To Be A Consultant July 2009 Published
So You Want To Be A Consultant July 2009 Published
 
Do I Need A Consultant
Do I Need A ConsultantDo I Need A Consultant
Do I Need A Consultant
 
Rob livingstone - Australian Payroll Association's Annual Conference May 2011
Rob livingstone  - Australian Payroll Association's Annual Conference May 2011Rob livingstone  - Australian Payroll Association's Annual Conference May 2011
Rob livingstone - Australian Payroll Association's Annual Conference May 2011
 
Using Soft Skills to Make Your Hard Skills Shine
Using Soft Skills to Make Your Hard Skills ShineUsing Soft Skills to Make Your Hard Skills Shine
Using Soft Skills to Make Your Hard Skills Shine
 
IPEX - `The Secrets of Success`
IPEX - `The Secrets of Success`IPEX - `The Secrets of Success`
IPEX - `The Secrets of Success`
 
On the Job SuccessIn this section, we will cover some basic tips.docx
On the Job SuccessIn this section, we will cover some basic tips.docxOn the Job SuccessIn this section, we will cover some basic tips.docx
On the Job SuccessIn this section, we will cover some basic tips.docx
 
2010 2 25 Advisors And Boards
2010 2 25 Advisors And Boards2010 2 25 Advisors And Boards
2010 2 25 Advisors And Boards
 
WHAT IS CONSULTING JOBS.pdf
WHAT IS CONSULTING JOBS.pdfWHAT IS CONSULTING JOBS.pdf
WHAT IS CONSULTING JOBS.pdf
 
WHAT IS CONSULTING JOBS.pdf
WHAT IS CONSULTING JOBS.pdfWHAT IS CONSULTING JOBS.pdf
WHAT IS CONSULTING JOBS.pdf
 
Learning from the Right Advisors is Like Getting a Second MBA
Learning from the Right Advisors is Like Getting a Second MBALearning from the Right Advisors is Like Getting a Second MBA
Learning from the Right Advisors is Like Getting a Second MBA
 
Do Business Consultants make Good Entrepreneurs
Do Business Consultants make Good EntrepreneursDo Business Consultants make Good Entrepreneurs
Do Business Consultants make Good Entrepreneurs
 
A better approach to consulting value
A better approach to consulting valueA better approach to consulting value
A better approach to consulting value
 

Más de Mr.Allah Dad Khan

49. Energy Sources ( Production of biodiesel from jatropha) A Series of Prese...
49. Energy Sources ( Production of biodiesel from jatropha) A Series of Prese...49. Energy Sources ( Production of biodiesel from jatropha) A Series of Prese...
49. Energy Sources ( Production of biodiesel from jatropha) A Series of Prese...Mr.Allah Dad Khan
 
47. Energy Sources ( Jatropha oil as bio -diesel ) A Series of Presentation t...
47. Energy Sources ( Jatropha oil as bio -diesel ) A Series of Presentation t...47. Energy Sources ( Jatropha oil as bio -diesel ) A Series of Presentation t...
47. Energy Sources ( Jatropha oil as bio -diesel ) A Series of Presentation t...Mr.Allah Dad Khan
 
46. Energy Sources ( Jatropha cultivation) A Series of Presentation to Class ...
46. Energy Sources ( Jatropha cultivation) A Series of Presentation to Class ...46. Energy Sources ( Jatropha cultivation) A Series of Presentation to Class ...
46. Energy Sources ( Jatropha cultivation) A Series of Presentation to Class ...Mr.Allah Dad Khan
 
44. Energy Sources ( Advantages of bio - gas) A Series of Presentation to Cla...
44. Energy Sources ( Advantages of bio - gas) A Series of Presentation to Cla...44. Energy Sources ( Advantages of bio - gas) A Series of Presentation to Cla...
44. Energy Sources ( Advantages of bio - gas) A Series of Presentation to Cla...Mr.Allah Dad Khan
 
42. Energy Sources ( Energy potential in pakistan) A Series of Presentation ...
42. Energy Sources  ( Energy potential in pakistan) A Series of Presentation ...42. Energy Sources  ( Energy potential in pakistan) A Series of Presentation ...
42. Energy Sources ( Energy potential in pakistan) A Series of Presentation ...Mr.Allah Dad Khan
 
38. Energy Sources ( Introduction of hydrogen energy ) A Series of Presentati...
38. Energy Sources ( Introduction of hydrogen energy ) A Series of Presentati...38. Energy Sources ( Introduction of hydrogen energy ) A Series of Presentati...
38. Energy Sources ( Introduction of hydrogen energy ) A Series of Presentati...Mr.Allah Dad Khan
 
37. Energy sources ( Hydrogen energy ) A Series of Presentation to Class By ...
37. Energy sources (  Hydrogen energy ) A Series of Presentation to Class By ...37. Energy sources (  Hydrogen energy ) A Series of Presentation to Class By ...
37. Energy sources ( Hydrogen energy ) A Series of Presentation to Class By ...Mr.Allah Dad Khan
 
36. Energy sources (Nuclear energy ) A Series of Presentation to Class By Mr...
36. Energy sources (Nuclear energy  ) A Series of Presentation to Class By Mr...36. Energy sources (Nuclear energy  ) A Series of Presentation to Class By Mr...
36. Energy sources (Nuclear energy ) A Series of Presentation to Class By Mr...Mr.Allah Dad Khan
 
34. Energy sources ( Natural gas ) A Series of Presentation to Class By Mr....
34. Energy sources (  Natural gas  ) A Series of Presentation to Class By Mr....34. Energy sources (  Natural gas  ) A Series of Presentation to Class By Mr....
34. Energy sources ( Natural gas ) A Series of Presentation to Class By Mr....Mr.Allah Dad Khan
 
32. Energy Sources ( Energy sources the fuel) A Series of Presentation to ...
32. Energy Sources  ( Energy sources the   fuel) A Series of Presentation to ...32. Energy Sources  ( Energy sources the   fuel) A Series of Presentation to ...
32. Energy Sources ( Energy sources the fuel) A Series of Presentation to ...Mr.Allah Dad Khan
 
27. Energy resources ( Biofuels ) A Series of Presentation to Class By Mr....
27. Energy resources (  Biofuels   ) A Series of Presentation to Class By Mr....27. Energy resources (  Biofuels   ) A Series of Presentation to Class By Mr....
27. Energy resources ( Biofuels ) A Series of Presentation to Class By Mr....Mr.Allah Dad Khan
 
26. Energy Sources (Biodiesel from Algae )A Series of Presentation to Class...
26. Energy  Sources (Biodiesel from Algae  )A Series of Presentation to Class...26. Energy  Sources (Biodiesel from Algae  )A Series of Presentation to Class...
26. Energy Sources (Biodiesel from Algae )A Series of Presentation to Class...Mr.Allah Dad Khan
 
24. Energy sources ( Renewable energy sources) A Series of Presentation to ...
24. Energy  sources ( Renewable energy sources) A  Series of Presentation to ...24. Energy  sources ( Renewable energy sources) A  Series of Presentation to ...
24. Energy sources ( Renewable energy sources) A Series of Presentation to ...Mr.Allah Dad Khan
 
21. Energy sources ( Clean coal non renewable energy ) A Series of Prese...
21. Energy  sources  ( Clean coal  non renewable energy  ) A  Series of Prese...21. Energy  sources  ( Clean coal  non renewable energy  ) A  Series of Prese...
21. Energy sources ( Clean coal non renewable energy ) A Series of Prese...Mr.Allah Dad Khan
 
20. Energy sources ( Biomass) A Series of Presentation to Class By Mr. All...
20. Energy  sources (  Biomass) A  Series of Presentation to Class By Mr. All...20. Energy  sources (  Biomass) A  Series of Presentation to Class By Mr. All...
20. Energy sources ( Biomass) A Series of Presentation to Class By Mr. All...Mr.Allah Dad Khan
 
19. Energy sources ( Wind energy under water windmill) A Series of Presentat...
19. Energy sources ( Wind energy under water windmill) A  Series of Presentat...19. Energy sources ( Wind energy under water windmill) A  Series of Presentat...
19. Energy sources ( Wind energy under water windmill) A Series of Presentat...Mr.Allah Dad Khan
 
18. Energy sources ( Wind energy ) A Series of Presentation to Class By Mr...
18. Energy sources  (  Wind energy ) A  Series of Presentation to Class By Mr...18. Energy sources  (  Wind energy ) A  Series of Presentation to Class By Mr...
18. Energy sources ( Wind energy ) A Series of Presentation to Class By Mr...Mr.Allah Dad Khan
 
17. Energy sources ( Tidal energy waves facts) A Series of Presentation to ...
17. Energy sources  ( Tidal energy waves facts) A  Series of Presentation to ...17. Energy sources  ( Tidal energy waves facts) A  Series of Presentation to ...
17. Energy sources ( Tidal energy waves facts) A Series of Presentation to ...Mr.Allah Dad Khan
 
15. Energy sources ( Fourteen main advantages and disadvantages of tidal en...
15. Energy sources  ( Fourteen  main advantages and disadvantages of tidal en...15. Energy sources  ( Fourteen  main advantages and disadvantages of tidal en...
15. Energy sources ( Fourteen main advantages and disadvantages of tidal en...Mr.Allah Dad Khan
 
14 . Energies sources ( Tidal energy renewable energy ) A Series of Presen...
14 . Energies sources (  Tidal energy renewable energy  ) A  Series of Presen...14 . Energies sources (  Tidal energy renewable energy  ) A  Series of Presen...
14 . Energies sources ( Tidal energy renewable energy ) A Series of Presen...Mr.Allah Dad Khan
 

Más de Mr.Allah Dad Khan (20)

49. Energy Sources ( Production of biodiesel from jatropha) A Series of Prese...
49. Energy Sources ( Production of biodiesel from jatropha) A Series of Prese...49. Energy Sources ( Production of biodiesel from jatropha) A Series of Prese...
49. Energy Sources ( Production of biodiesel from jatropha) A Series of Prese...
 
47. Energy Sources ( Jatropha oil as bio -diesel ) A Series of Presentation t...
47. Energy Sources ( Jatropha oil as bio -diesel ) A Series of Presentation t...47. Energy Sources ( Jatropha oil as bio -diesel ) A Series of Presentation t...
47. Energy Sources ( Jatropha oil as bio -diesel ) A Series of Presentation t...
 
46. Energy Sources ( Jatropha cultivation) A Series of Presentation to Class ...
46. Energy Sources ( Jatropha cultivation) A Series of Presentation to Class ...46. Energy Sources ( Jatropha cultivation) A Series of Presentation to Class ...
46. Energy Sources ( Jatropha cultivation) A Series of Presentation to Class ...
 
44. Energy Sources ( Advantages of bio - gas) A Series of Presentation to Cla...
44. Energy Sources ( Advantages of bio - gas) A Series of Presentation to Cla...44. Energy Sources ( Advantages of bio - gas) A Series of Presentation to Cla...
44. Energy Sources ( Advantages of bio - gas) A Series of Presentation to Cla...
 
42. Energy Sources ( Energy potential in pakistan) A Series of Presentation ...
42. Energy Sources  ( Energy potential in pakistan) A Series of Presentation ...42. Energy Sources  ( Energy potential in pakistan) A Series of Presentation ...
42. Energy Sources ( Energy potential in pakistan) A Series of Presentation ...
 
38. Energy Sources ( Introduction of hydrogen energy ) A Series of Presentati...
38. Energy Sources ( Introduction of hydrogen energy ) A Series of Presentati...38. Energy Sources ( Introduction of hydrogen energy ) A Series of Presentati...
38. Energy Sources ( Introduction of hydrogen energy ) A Series of Presentati...
 
37. Energy sources ( Hydrogen energy ) A Series of Presentation to Class By ...
37. Energy sources (  Hydrogen energy ) A Series of Presentation to Class By ...37. Energy sources (  Hydrogen energy ) A Series of Presentation to Class By ...
37. Energy sources ( Hydrogen energy ) A Series of Presentation to Class By ...
 
36. Energy sources (Nuclear energy ) A Series of Presentation to Class By Mr...
36. Energy sources (Nuclear energy  ) A Series of Presentation to Class By Mr...36. Energy sources (Nuclear energy  ) A Series of Presentation to Class By Mr...
36. Energy sources (Nuclear energy ) A Series of Presentation to Class By Mr...
 
34. Energy sources ( Natural gas ) A Series of Presentation to Class By Mr....
34. Energy sources (  Natural gas  ) A Series of Presentation to Class By Mr....34. Energy sources (  Natural gas  ) A Series of Presentation to Class By Mr....
34. Energy sources ( Natural gas ) A Series of Presentation to Class By Mr....
 
32. Energy Sources ( Energy sources the fuel) A Series of Presentation to ...
32. Energy Sources  ( Energy sources the   fuel) A Series of Presentation to ...32. Energy Sources  ( Energy sources the   fuel) A Series of Presentation to ...
32. Energy Sources ( Energy sources the fuel) A Series of Presentation to ...
 
27. Energy resources ( Biofuels ) A Series of Presentation to Class By Mr....
27. Energy resources (  Biofuels   ) A Series of Presentation to Class By Mr....27. Energy resources (  Biofuels   ) A Series of Presentation to Class By Mr....
27. Energy resources ( Biofuels ) A Series of Presentation to Class By Mr....
 
26. Energy Sources (Biodiesel from Algae )A Series of Presentation to Class...
26. Energy  Sources (Biodiesel from Algae  )A Series of Presentation to Class...26. Energy  Sources (Biodiesel from Algae  )A Series of Presentation to Class...
26. Energy Sources (Biodiesel from Algae )A Series of Presentation to Class...
 
24. Energy sources ( Renewable energy sources) A Series of Presentation to ...
24. Energy  sources ( Renewable energy sources) A  Series of Presentation to ...24. Energy  sources ( Renewable energy sources) A  Series of Presentation to ...
24. Energy sources ( Renewable energy sources) A Series of Presentation to ...
 
21. Energy sources ( Clean coal non renewable energy ) A Series of Prese...
21. Energy  sources  ( Clean coal  non renewable energy  ) A  Series of Prese...21. Energy  sources  ( Clean coal  non renewable energy  ) A  Series of Prese...
21. Energy sources ( Clean coal non renewable energy ) A Series of Prese...
 
20. Energy sources ( Biomass) A Series of Presentation to Class By Mr. All...
20. Energy  sources (  Biomass) A  Series of Presentation to Class By Mr. All...20. Energy  sources (  Biomass) A  Series of Presentation to Class By Mr. All...
20. Energy sources ( Biomass) A Series of Presentation to Class By Mr. All...
 
19. Energy sources ( Wind energy under water windmill) A Series of Presentat...
19. Energy sources ( Wind energy under water windmill) A  Series of Presentat...19. Energy sources ( Wind energy under water windmill) A  Series of Presentat...
19. Energy sources ( Wind energy under water windmill) A Series of Presentat...
 
18. Energy sources ( Wind energy ) A Series of Presentation to Class By Mr...
18. Energy sources  (  Wind energy ) A  Series of Presentation to Class By Mr...18. Energy sources  (  Wind energy ) A  Series of Presentation to Class By Mr...
18. Energy sources ( Wind energy ) A Series of Presentation to Class By Mr...
 
17. Energy sources ( Tidal energy waves facts) A Series of Presentation to ...
17. Energy sources  ( Tidal energy waves facts) A  Series of Presentation to ...17. Energy sources  ( Tidal energy waves facts) A  Series of Presentation to ...
17. Energy sources ( Tidal energy waves facts) A Series of Presentation to ...
 
15. Energy sources ( Fourteen main advantages and disadvantages of tidal en...
15. Energy sources  ( Fourteen  main advantages and disadvantages of tidal en...15. Energy sources  ( Fourteen  main advantages and disadvantages of tidal en...
15. Energy sources ( Fourteen main advantages and disadvantages of tidal en...
 
14 . Energies sources ( Tidal energy renewable energy ) A Series of Presen...
14 . Energies sources (  Tidal energy renewable energy  ) A  Series of Presen...14 . Energies sources (  Tidal energy renewable energy  ) A  Series of Presen...
14 . Energies sources ( Tidal energy renewable energy ) A Series of Presen...
 

Último

TalentView Webinar: Empowering the Modern Workforce_ Redefininig Success from...
TalentView Webinar: Empowering the Modern Workforce_ Redefininig Success from...TalentView Webinar: Empowering the Modern Workforce_ Redefininig Success from...
TalentView Webinar: Empowering the Modern Workforce_ Redefininig Success from...TalentView
 
Tata Kelola Bisnis perushaan yang bergerak
Tata Kelola Bisnis perushaan yang bergerakTata Kelola Bisnis perushaan yang bergerak
Tata Kelola Bisnis perushaan yang bergerakEditores1
 
Michael Vidyakin: Introduction to PMO (UA)
Michael Vidyakin: Introduction to PMO (UA)Michael Vidyakin: Introduction to PMO (UA)
Michael Vidyakin: Introduction to PMO (UA)Lviv Startup Club
 
IIBA® Melbourne - Navigating Business Analysis - Excellence for Career Growth...
IIBA® Melbourne - Navigating Business Analysis - Excellence for Career Growth...IIBA® Melbourne - Navigating Business Analysis - Excellence for Career Growth...
IIBA® Melbourne - Navigating Business Analysis - Excellence for Career Growth...AustraliaChapterIIBA
 
Graham and Doddsville - Issue 1 - Winter 2006 (1).pdf
Graham and Doddsville - Issue 1 - Winter 2006 (1).pdfGraham and Doddsville - Issue 1 - Winter 2006 (1).pdf
Graham and Doddsville - Issue 1 - Winter 2006 (1).pdfAnhNguyen97152
 
Plano de marketing- inglês em formato ppt
Plano de marketing- inglês  em formato pptPlano de marketing- inglês  em formato ppt
Plano de marketing- inglês em formato pptElizangelaSoaresdaCo
 
Live-Streaming in the Music Industry Webinar
Live-Streaming in the Music Industry WebinarLive-Streaming in the Music Industry Webinar
Live-Streaming in the Music Industry WebinarNathanielSchmuck
 
Introduction to The overview of GAAP LO 1-5.pptx
Introduction to The overview of GAAP LO 1-5.pptxIntroduction to The overview of GAAP LO 1-5.pptx
Introduction to The overview of GAAP LO 1-5.pptxJemalSeid25
 
Cracking the ‘Business Process Outsourcing’ Code Main.pptx
Cracking the ‘Business Process Outsourcing’ Code Main.pptxCracking the ‘Business Process Outsourcing’ Code Main.pptx
Cracking the ‘Business Process Outsourcing’ Code Main.pptxWorkforce Group
 
Q2 2024 APCO Geopolitical Radar - The Global Operating Environment for Business
Q2 2024 APCO Geopolitical Radar - The Global Operating Environment for BusinessQ2 2024 APCO Geopolitical Radar - The Global Operating Environment for Business
Q2 2024 APCO Geopolitical Radar - The Global Operating Environment for BusinessAPCO
 
UNLEASHING THE POWER OF PROGRAMMATIC ADVERTISING
UNLEASHING THE POWER OF PROGRAMMATIC ADVERTISINGUNLEASHING THE POWER OF PROGRAMMATIC ADVERTISING
UNLEASHING THE POWER OF PROGRAMMATIC ADVERTISINGlokeshwarmaha
 
Upgrade Your Banking Experience with Advanced Core Banking Applications
Upgrade Your Banking Experience with Advanced Core Banking ApplicationsUpgrade Your Banking Experience with Advanced Core Banking Applications
Upgrade Your Banking Experience with Advanced Core Banking ApplicationsIntellect Design Arena Ltd
 
Slicing Work on Business Agility Meetup Berlin
Slicing Work on Business Agility Meetup BerlinSlicing Work on Business Agility Meetup Berlin
Slicing Work on Business Agility Meetup BerlinAnton Skornyakov
 
Entrepreneurship & organisations: influences and organizations
Entrepreneurship & organisations: influences and organizationsEntrepreneurship & organisations: influences and organizations
Entrepreneurship & organisations: influences and organizationsP&CO
 
Borderless Access - Global Panel book-unlock 2024
Borderless Access - Global Panel book-unlock 2024Borderless Access - Global Panel book-unlock 2024
Borderless Access - Global Panel book-unlock 2024Borderless Access
 
HELENE HECKROTTE'S PROFESSIONAL PORTFOLIO.pptx
HELENE HECKROTTE'S PROFESSIONAL PORTFOLIO.pptxHELENE HECKROTTE'S PROFESSIONAL PORTFOLIO.pptx
HELENE HECKROTTE'S PROFESSIONAL PORTFOLIO.pptxHelene Heckrotte
 
Mihir Menda - Member of Supervisory Board at RMZ
Mihir Menda - Member of Supervisory Board at RMZMihir Menda - Member of Supervisory Board at RMZ
Mihir Menda - Member of Supervisory Board at RMZKanakChauhan5
 
Project Brief & Information Architecture Report
Project Brief & Information Architecture ReportProject Brief & Information Architecture Report
Project Brief & Information Architecture Reportamberjiles31
 
Borderless Access - Global Panel book-unlock 2024
Borderless Access - Global Panel book-unlock 2024Borderless Access - Global Panel book-unlock 2024
Borderless Access - Global Panel book-unlock 2024Borderless Access
 
Lecture_6.pptx English speaking easyb to
Lecture_6.pptx English speaking easyb toLecture_6.pptx English speaking easyb to
Lecture_6.pptx English speaking easyb toumarfarooquejamali32
 

Último (20)

TalentView Webinar: Empowering the Modern Workforce_ Redefininig Success from...
TalentView Webinar: Empowering the Modern Workforce_ Redefininig Success from...TalentView Webinar: Empowering the Modern Workforce_ Redefininig Success from...
TalentView Webinar: Empowering the Modern Workforce_ Redefininig Success from...
 
Tata Kelola Bisnis perushaan yang bergerak
Tata Kelola Bisnis perushaan yang bergerakTata Kelola Bisnis perushaan yang bergerak
Tata Kelola Bisnis perushaan yang bergerak
 
Michael Vidyakin: Introduction to PMO (UA)
Michael Vidyakin: Introduction to PMO (UA)Michael Vidyakin: Introduction to PMO (UA)
Michael Vidyakin: Introduction to PMO (UA)
 
IIBA® Melbourne - Navigating Business Analysis - Excellence for Career Growth...
IIBA® Melbourne - Navigating Business Analysis - Excellence for Career Growth...IIBA® Melbourne - Navigating Business Analysis - Excellence for Career Growth...
IIBA® Melbourne - Navigating Business Analysis - Excellence for Career Growth...
 
Graham and Doddsville - Issue 1 - Winter 2006 (1).pdf
Graham and Doddsville - Issue 1 - Winter 2006 (1).pdfGraham and Doddsville - Issue 1 - Winter 2006 (1).pdf
Graham and Doddsville - Issue 1 - Winter 2006 (1).pdf
 
Plano de marketing- inglês em formato ppt
Plano de marketing- inglês  em formato pptPlano de marketing- inglês  em formato ppt
Plano de marketing- inglês em formato ppt
 
Live-Streaming in the Music Industry Webinar
Live-Streaming in the Music Industry WebinarLive-Streaming in the Music Industry Webinar
Live-Streaming in the Music Industry Webinar
 
Introduction to The overview of GAAP LO 1-5.pptx
Introduction to The overview of GAAP LO 1-5.pptxIntroduction to The overview of GAAP LO 1-5.pptx
Introduction to The overview of GAAP LO 1-5.pptx
 
Cracking the ‘Business Process Outsourcing’ Code Main.pptx
Cracking the ‘Business Process Outsourcing’ Code Main.pptxCracking the ‘Business Process Outsourcing’ Code Main.pptx
Cracking the ‘Business Process Outsourcing’ Code Main.pptx
 
Q2 2024 APCO Geopolitical Radar - The Global Operating Environment for Business
Q2 2024 APCO Geopolitical Radar - The Global Operating Environment for BusinessQ2 2024 APCO Geopolitical Radar - The Global Operating Environment for Business
Q2 2024 APCO Geopolitical Radar - The Global Operating Environment for Business
 
UNLEASHING THE POWER OF PROGRAMMATIC ADVERTISING
UNLEASHING THE POWER OF PROGRAMMATIC ADVERTISINGUNLEASHING THE POWER OF PROGRAMMATIC ADVERTISING
UNLEASHING THE POWER OF PROGRAMMATIC ADVERTISING
 
Upgrade Your Banking Experience with Advanced Core Banking Applications
Upgrade Your Banking Experience with Advanced Core Banking ApplicationsUpgrade Your Banking Experience with Advanced Core Banking Applications
Upgrade Your Banking Experience with Advanced Core Banking Applications
 
Slicing Work on Business Agility Meetup Berlin
Slicing Work on Business Agility Meetup BerlinSlicing Work on Business Agility Meetup Berlin
Slicing Work on Business Agility Meetup Berlin
 
Entrepreneurship & organisations: influences and organizations
Entrepreneurship & organisations: influences and organizationsEntrepreneurship & organisations: influences and organizations
Entrepreneurship & organisations: influences and organizations
 
Borderless Access - Global Panel book-unlock 2024
Borderless Access - Global Panel book-unlock 2024Borderless Access - Global Panel book-unlock 2024
Borderless Access - Global Panel book-unlock 2024
 
HELENE HECKROTTE'S PROFESSIONAL PORTFOLIO.pptx
HELENE HECKROTTE'S PROFESSIONAL PORTFOLIO.pptxHELENE HECKROTTE'S PROFESSIONAL PORTFOLIO.pptx
HELENE HECKROTTE'S PROFESSIONAL PORTFOLIO.pptx
 
Mihir Menda - Member of Supervisory Board at RMZ
Mihir Menda - Member of Supervisory Board at RMZMihir Menda - Member of Supervisory Board at RMZ
Mihir Menda - Member of Supervisory Board at RMZ
 
Project Brief & Information Architecture Report
Project Brief & Information Architecture ReportProject Brief & Information Architecture Report
Project Brief & Information Architecture Report
 
Borderless Access - Global Panel book-unlock 2024
Borderless Access - Global Panel book-unlock 2024Borderless Access - Global Panel book-unlock 2024
Borderless Access - Global Panel book-unlock 2024
 
Lecture_6.pptx English speaking easyb to
Lecture_6.pptx English speaking easyb toLecture_6.pptx English speaking easyb to
Lecture_6.pptx English speaking easyb to
 

5.project consultant skills By Allah Dad Khan

  • 2. Project Consultant Skills BY ALLAH DAD KHAN Provincial Project Director CMPII MINFAL Pakistan 03329221298
  • 3.  Great consultants adapt to new projects, work cultures and colleagues easily. They come in, they fit in and they get the job done. Their soft skills and technical expertise allow them to take on their roles quickly and easily.
  • 4.  Great consultants work hard and they work smart. They know how to accomplish the best results in the shortest possible time with as little friction as possible. Great consultants are problem solvers: bring them in and the work gets done.
  • 5.  Great consultants are confident about their skills and expertise. They expose a natural collaborative leadership and they leave their egos at the door. Great consultants are team players: they put company goals and team spirit first
  • 6.  Great consultants don’t give up. They accept frictions, unforeseen circumstances and negative feedback, they learn from them and they move on. They will analyze and learn from every setback in order to prevent it from happening again.
  • 7.  Great consultants never stop learning. They need to stay on top of the developments in their fields of expertise. It is their job to bring the latest knowledge and skills to the table when others can’t.
  • 8.  Remember MacGyver, the hero of the popular TV show? He could solve any problem with his mind and his Swiss army knife. The same goes for great consultants; they use skills and knowledge from previous projects to solve new problems and challenges.
  • 9.  Great consultants see the big picture and the small parts that can make it better. Consultants bring a fresh view, and as such they can offer surprising insights that can solve problems and boost the client’s business.
  • 10.  Great consultants listen first and they speak second. Their primary goal is to help other people and businesses. Great consultants build trust because of their will to help their clients accomplish their goals.
  • 11.  To help people achieve their business goals, a management consultant must hear what her clients say. Besides physically acknowledging your client's communications, you also need to read between the lines to perceive what else the client means or wants. Not all clients know how to articulate effectively. A management consultant must ask the questions -- based on what she has heard -- to draw the client's needs to the forefront. Be an active listener. Look the client in the eye as she speaks and repeat what she says to ensure you understand her concerns and to let her know she has your full attention.
  • 12.  People do not operate, think or communicate at the same level. Each person has his own way of sharing information. One quality of a successful management consultant is the ability to translate complex ideas into simple terms in a way that others can understand. Conversely, if the management consultant works with the executive level of a company, he cannot sound as if he just came in off the streets. Thoughtful, directed communication is a key trait of a management consultan
  • 13.  Consultants should always keep in mind that client relationship should remain at a professional level. It is sometimes easy for consultants to take on an “employee attitude,” which in many environments can backfire on the consultant and actually create a negative situation for the project.
  • 14.  Consultants should look for ways to adjust their work style to accommodate the schedule, budget and overall requirements of the project. This is particularly true when faced with pressure to maintain high quality within finite time and budget constraints.
  • 15.  Consultants are required to have good judgment when confronted with a problem. We should not jump to conclusions. Consultants should take time to consider the facts and to get feedback from their peers and management before reaching a decision.
  • 16.  Consultants must demonstrate that they are team players and are willing to learn from team members, genuinely valuing the input and expertise of others. It is important to establish a collaborative relationship with peers.
  • 17.  The consultant should have excellent oral and written communication skills. Since we are often viewed as the subject matter expert (SME), we should be able to communicate our opinions effectively. In addition to English, it is beneficial to know the language widely used by the employees of the company. In some countries, the documentation may be in a local language. Ideally, the consultant can easily read this language without employing any translators.
  • 18.  Clients typically approach an external consultant for two reasons: 1) the client expects the consultant to have more expertise than the organization’s internal resources or 2) because clients do not have sufficient time to solve their own problems or implement their own projects. As consultants, our level of knowledge should be broad enough to know when to ask questions and/or where to research to find solutions. At all times, the consultant should remain current by reading journals, magazines, informative websites and through networking with fellow consultants. We should know how to apply theory into practice and also be skillful in using appropriate tools (software, professional journals, etc.) to function efficiently in the job.
  • 19.  During the consulting process, consultants will meet different people with unique characteristics. Some will be verbose, others reticent. Having excellent listening skills will encourage all to talk freely. This leads to more information sharing which, in the end, can make the consulting process more streamlined.
  • 20.  Your work is defined by the rigid parameters set out by proposals and contracts, but you must still be light on your feet as you operate with the whole world in a state of flux. Try to keep your proposals more open-ended to handle unexpected issues that will inevitably crop up as you progress with your work
  • 21.  It is important for consultants to understand the responsibilities of their role, as well as the practices and parameters of the job. You may notice that each client has a different take on what the role of a consultant entails. Clarifying your client’s expectations and deliverables beforehand may possibly be the single most important task one undertakes.
  • 22.  Saying “I don’t know” is often a very good answer to a question. An even better answer is “I don’t know, but I know people who do know.” Consultants do not know everything, and should not be expected to know everything. Saying, “I do not know” will not damage your prestige. As an example, if your client has a problem related to legal issues, try to consult with a legal consultant to help your client find a solution to the problem.
  • 23.  Protect his public reputation above everything else— he will not get an easy chance to repair it if it is damaged. If necessary, walk away from situations or contracts that could potentially damage your reputation. Consulting is not simply contracting by another name; it involves duties of care and levels of accountability, responsibility and integrity that may well be greater than those of the client. If that proves to be the case and you find a client’s operations and methods are not ethical, then it is time to walk away. Be selective about the clients for whom you work.
  • 24.  Some people enter the field viewing it as a stopgap between paid employment, while others view consulting as offering independence that will be a welcome relief to the stultifying atmosphere in the organizations where they have worked. Whatever your reasons, you need the financial sustainability to allow you to survive for a period of time – say six months – while you search for contracts. It is possible, of course, to ease into consulting while working part-time in a paying job, but she suggests that because you are not so hungry for work you may not try as hard to find it. You may also get stuck, perhaps permanently, in what she calls “the great divide” between the employed and self- employed, preventing you from self-actualizing in either role.
  • 25.  Consultant must be strong and confident about his abilities, but also low maintenance, ego in check. Although a hired hand for the organizations he work with, he must be a leader, motivating others and working in a collaborative way to nudge clients to solutions they might not have reached on their own
  • 26.  He has to be smart, well-trained and experienced – and have the educational credentials to back you up, be it an MBA or specialized training in your specific field of focus. “Competition for management consultants is likely to remain keen, and those with the most education and experience will have the best prospects,” she writes. Maturity and lots of contacts from a long career can be helpful; younger individuals have youth on their side but should expand their portfolio through as many varied experiences as possible
  • 27.  You need courage, energy, vision – and spunk. “It is the capacity to go against the common view, to walk into a room of fractious stakeholders who don’t support the evaluation and don’t want to hear about the findings. It is the ability to land in a strange town at midnight, scrape the snow and ice off your rental car, and locate your motel without the benefit of a map. It is being able to get up the day after you have lost the best proposal you have ever written and start all over again,” she notes