COMMON BODY OF KNOWLEDGE

CONSULTING SKILLS AND KNOWLEDGE – INTRODUCTION TO CONSULTING

THE MANAGEMENT CONSULTING PROFESSION

TOPICS ELEMENTS READINGS

1. Origins of consulting ILO - 1

2. What is management consulting? G&M- 1

ILO - 1

3. Multiple roles of the CMC G&M- 2

4. Range and scope of ILO - 2

management consulting

5. Trends in consulting ILO-1

(ILO Old - p. 8-11, 23, 35)

6. Types of clients G & M - 16

7. Professional management ILO - 27 (ILO New - 32)

consulting as a profession

8. What makes an effective G&M- 3

consultant?

9. Professionalism a. Management consulting ILO - 6

as a profession

b. Responsibility of a CMC ILO - 6

c. Professional associations ILO - 6

d. Other organizations ILO - app 2

10. Ethics a. Ethical issues G & M - 17

b. Code of Professional
Conduct
COMMON BODY OF KNOWLEDGE
CONSULTING SKILLS AND KNOWLEDGE – INTRODUCTION TO CONSULTING

THE CONSULTING PROCESS

TOPICS ELEMENTS READINGS

1. The management of change ILO - 4

G & M - 14

2. The professional ILO - 3

consultant/client relationship G & M - 12

3. Process consultation ILO - app 7

4. Types of interventions ILO - 3

THE CONSULTING ASSIGNMENT

1. Initial contact or entry a. Making first contact G & M - 12

ILO - 7
b. Helping identify and clarify the G&M- 4
need for change

c. Exploring the readiness for change

d. Exploring the potential for working

together

2. Contract and a. What outcomes are desired? ILO - 7

relationship

b. Who should do what? G&M- 5

c. Time perspective and accountability

d. Estimating, quoting and presenting

a proposal

3. Project assignment ILO - 24 (ILO New - 27)

management

4. Problem identification a. The management survey ILO - 7

and diagnostic analysis
b. Financial appraisal ILO - 13

c. Fact-finding ILO - 8
G & M - 11

February 1999 2
COMMON BODY OF KNOWLEDGE
CONSULTING SKILLS AND KNOWLEDGE – INTRODUCTION TO CONSULTING

THE CONSULTING ASSIGNMENT (cont'd)

TOPICS ELEMENTS READINGS

d. Analysis ILO - 9

e. Diagnosing the issues G & M - 13

5. Goal-Setting a. Project goals ILO - 10, 24 (ILO New - 27)

and planning

b. Planning for action and involvements

c. Staffing assignments

6. Implementation and ILO - 10, 11

evaluation

7. Contract completion ILO - 11

G & M - 15

8. Evaluation ILO - 11,

(ILO Old - p. 201-205)

PRACTICE MANAGEMENT

1. Approach to marketing G & M - 4, 15

ILO - 22 (ILO New - 25)

2. Managing the business G & M - 19

3. Managing time and stress G & M - 18

4. Structuring and managing a ILO - 26 (ILO New -

30)
consulting organization

5. Developing management ILO - 27,28 (ILO New - 32,33)

consultants

February 1999 3
COMMON BODY OF KNOWLEDGE
CONSULTING SKILLS AND KNOWLEDGE – INTRODUCTION TO CONSULTING

EFFECTIVE COMMUNICATION

TOPICS ELEMENTS READINGS

1. Communicating a. Developing the relationship ILO p.75, 162-165

with the client (ILO New - Ch.4, 8)

b. Providing feedback

c. Person-to-person communications ILO - app 9

d. Maintaining relationships G & M - 15

2. Written reports ILO - app 10

3. Oral reports ILO - app 9

REFERENCES
Primary References

G&M Consulting to Management; L.E. Greiner & R.O. Metzger;

(Prentice-Hall, 1983)

ILO ILO Management Consulting: A guide to the profession, 2nd revised

edition. M. Kubr; (International Labour
Office, 1986)

OR

ILO (new) ILO Management Consulting: A guide to the profession, 3rd revised
edition. M. Kubr; (International Labour
Office, 1996)

February 1999 4
COMMON BODY OF KNOWLEDGE
FINANCIAL MANAGEMENT

TOPICS ELEMENTS READINGS

(Old Text) (New Text)

1. Background and a. Management accounting H, S & T 1 H, S, S & T1

1 role of the mgmt.
accounting function

2. Basics of cost a. Cost-Volume-Profit H, S & T 2 H, S, S & T

2
accouting analysis

b. Cost Systems H, S & T 4 H, S, S & T

4

c. Relevant costs H, S & T 5, 6 H, S, S & T

5, 6

3. Financial planning a. Basics of budgeting H, S & T 7 H, S, S & T

7
and control
b. Management control H, S & T 9 H, S, S & T
9
systems

c. Responsibility accounting H, S & T 9 H, S, S & T

9

4. Basics of financial a. Financial accounting H, S & S 18 H, S, S & T

17
accounting concepts

b. Financial statements H, S & S 19 H, S, S & T

17, 18

5. Background and role a. Financial management VH 1

of the finance function

6. Organizational form a. Sole proprietorship VH 2

and taxes
b. Partnership

c. Corporation

d. Income Taxes

7. Environment of a. Financial markets VH 3

the finance function

8. Principles of a. Time value of money VH 4

financial returns

9. Financial analysis a. Ratio analysis VH 6

b. Financial analysis VH 7
and planning
February 1999 5
H, S, S & T: Management Accounting, Horngren, Stratton, Sundem & Teal (2nd Canadian Edition)

February 1999 6
COMMON BODY OF KNOWLEDGE
FINANCIAL MANAGEMENT

TOPICS ELEMENTS READINGS

10. Working capital a. Current assets and VH 8
management liabilities

b. Cash and marketable VH 9

securities

c. Accounts receivable and VH 10

inventory

11. Investment a. Capital budgeting VH 13

decisions

12. Capital structure a. Cost of capital VH 15

b. Leverage VH 16

13. Financing decisions a. Short-term sources VH 11, 12

of funds

b. Suppliers of capital VH 19

c. Intermediate sources VH 20
of funds

d. Long-term debt VH 21

e. Preferred and common VH 22

stock

f. International investments VH 25

g. Small company financing VH 26

14. Corporate a. Mergers and restructuring VH 24

reorganizations
b. Business failures VH 27

REFERENCES
H, S & T Management Accounting; Charles T. Horngren,
Gary L. Sundem, D. Teall; (Canadian Edition)

VH Fundamentals of Financial Management; James C. Van Horne;

(6th Edition, Prentice-Hall)

February 1999 7
COMMON BODY OF KNOWLEDGE
MARKETING MANAGEMENT

TOPICS ELEMENTS READINGS *

1. Overview and a. History of the function K & T - PI-S1
role of marketing
b. Building customer K & T - PI-S2
satisfaction

c. Strategic Planning G & M - 6, 7

relationships K & T - PI-S3

d. Consulting in marketing ILO - 14

2. Marketing a. Linking to the K & T - PI-S3

management strategic plan

b. The marketing K & T - PI-S4

management process
and marketing planning

3. Market analysis a. Marketing information K & T - PII-S5

and research systems and
marketing research

b. Analyzing the K & T - PII-S6

marketing environment

c. Analyzing consumer K & T - PII-S7

markets and buyer
behaviour

d. Analyzing organizational K & T - PII-S8

markets and buyer
behaviour

e. Analyzing competitors K & T - PII-S9

f. Measuring and K & T - PIII-S10

forecasting market
models

g. Identifying market K & T - PIII-S11

segments, selecting
market targets and
developing market
positions

* P = Part
S = Section

February 1999 8
COMMON BODY OF KNOWLEDGE
MARKETING MANAGEMENT

TOPICS ELEMENTS READINGS

4. Marketing a. Differentiating and K & T - PIV-S12
strategies positioning

b. Strategies for different K & T - PIV-S14

stages of the product
lifecycle

c. Strategies for market K & T - PIV-S15

leaders, challengers,
followers, and nichers

c. Strategies for global K & T - PIV-S16

markets

5. Planning a. Developing, testing K & T - PIV-S13

marketing and launching new
programs products and services

b. Managing products, K & T - PV-S17

lines, packaging and
brands

c. Managing services K & T - PV-S18

d. Pricing strategies K & T - PV-S19

and programs

e. Selecting and K & T - PV-S20

managing market
channels

f. Managing retailing, K & T - PV-S21

wholesale and
physical distribution
systems

g. Designing communication K & T- PV-S22

and promotion-mix
strategies

h. Designing effective K & T- PV-S-23

advertising programs

February 1999 9
COMMON BODY OF KNOWLEDGE
MARKETING MANAGEMENT

TOPICS ELEMENTS READINGS

h. Designing direct marketing K & T - PV-S24

sales promotion and public-
relations programs

i. Managing the sales force K & T - PV-S25

6. Organizing, a. Organizing and K & T - PVI-S26

implementing and implementing
controlling marketing programs
marketing
b. Evaluating and K & T - PVI-S27
controlling marketing
performance

REFERENCES

Primary

K&T Marketing Management, Analysis, Planning, Implementation, and Control; P.

Kotler & R. Turner; (8th Canadian Edition, 1995, Prentice-Hall)

G&M Consulting to Management; L.E. Greiner & R.O. Metzger; (1983, Prentice-
Hall)

ILO Management Consulting A Guide to the Profession; Milan Kubr; (International

Labour Office, 1986)

February 1999 10
COMMON BODY OF KNOWLEDGE
STRATEGIC MANAGEMENT

I. OVERVIEW

TOPICS ELEMENTS
READINGS

1. Introduction to a. Nature and value of strategic management P & R -1

(new - 1)
strategic management G&M-6
b. Elements of strategic analysis Steiner 1, 3

c. Benefits of strategic management

d. Levels of strategy

2. The strategic a. Key components of the strategic P & R - 1 (new -

1)
management process management model G&M-6

b. A process view

3. Roles in strategic a. CEO/management role P & R - 1, 2,

10
management (new - 1, 2,
11)
b. Board of directors' role G&M-6
Steiner 5
c. Consultant's role

4. Pitfalls to avoid a. Risks of strategic management P & R - 1 (new -

1)
in strategic planning Steiner 10
b. Mistakes to avoid

II. KEY PROCESS ELEMENTS

1. Organization mission a. Need for an explicit mission P & R -2

(new - 2)
Waddell 4
b. Mission formulation Steiner 9

c. Stakeholders/social responsibility

2. External environmental a. Common external factors P & R -3

(new - 3)
assessment Waddell 8, 9
b. General industry factors and trends Steiner 8

c. Specific industry factors: customers/

competitors/suppliers/creditors

February 1999 11
 d. Globalization and the multinational firm P & R -4
(new - 4)

e. Global strategic management

February 1999 12
COMMON BODY OF KNOWLEDGE
STRATEGIC MANAGEMENT

II. KEY PROCESS ELEMENTS (cont'd)

TOPICS ELEMENTS READINGS

f. Forecasting external environmental trends P & R - 5 (new -

5)

3. Internal environmental a. SWOT analysis P & R - 6 (new -

6)
assessment Waddell 6
b. Internal analysis as a process Steiner 7, 8

c. Value chain analysis

d. Distinctive competence analysis

4. Development of a. Categorizing long-term objectives P & R - 7 (new -

7)
long-term objectives Waddell 5
b. Qualities of objectives Steiner 10

5. Formulating strategies a. Generic strategies P & R - 7 (new -

7)
Waddell 2
b. Business (grand) strategies Steiner 11

c. Corporate combination strategies

d. Selecting objective/strategy sets

6. Strategic Analysis (a. Evolution of strategy) P & R -8

(new - 8, 9)
b. Choosing among strategy alternatives

c. Behavioral considerations

d. Selection techniques
- growth/share matrix
- planning grid
- industry attractiveness

III. IMPLEMENTATION OF STRATEGY

1. Implementation through a. Annual objectives P & R -9

business functions (new - 10)
b. Functional strategies

c. Policies

February 1999 13
COMMON BODY OF KNOWLEDGE
STRATEGIC MANAGEMENT

III. IMPLEMENTATION OF STRATEGY (cont'd)

TOPICS ELEMENTS
READINGS

2. Implementation through a. Organizational structure P & R - 10

structure, leadership (new - 11)
and culture b. Operational control systems

c. Organizational culture

d. Reward systems

3. Guidance and evaluation a. Strategic controls P & R - 11

of strategy (new - 12)
b. Operational control systems Waddell 10
Steiner 16,
c. Monitoring and managing deviations 17,
19

d. Quality as a strategic driver

REFERENCES

Primary

P&R Strategic Management: Formulation, Implementation and Control; John A.

Pearce & Richard B. Robinson; (Fifth Edition, Irwin, 1994)

OR

P & R (new) Strategic Management: Formulation, Implementation and Control; John

A. Pearce & Richard B. Robinson; (Sixth Edition, Irwin, 1997)

G&M Consulting to Management; Greiner & Metzger; (Prentice-Hall, 1983)

Secondary

Steiner Strategic Planning: What Every Manager Must Know; George A.

Steiner; (Free Press, Division of MacMillan Publishing Co., New York,
1979)

Waddell The Outline of Strategy; William C. Waddell; (The Planning Forum,

Oxford, Ohio, 1986)

February 1999 14
COMMON BODY OF KNOWLEDGE
HUMAN RESOURCE MANAGEMENT

SECTION TITLE READINGS

Section 1 The Growing Importance of Human Resource HRM

Chapter 1
Management

Section 2 Human Resource Planning HRM

Chapter 4 Planning Job Analysis HRM
Chapter 3

Section 3 Recruitment of Human Resources HRM

Chapter 5
Staffing Selection and Orientation HRM
Chapter 6

Section 4 Performance Appraisal: Methods Preocedure HRM

Chapter 9
Appraising Performance Appraisal: Applications and HRM Chapter 10
Improvements

Section 5 Direct Compensation HRM

Chapter 7
Compensating Indirect Compensation HRM
Chapter 8

Section 6 Training and Development HRM

Chapter 11
Enhancing Human Contemporary Forms of Managing Human HRM
Chapter 13
Potential Resources

Section 7 Health and Safety at Work HRM

Chapter 14
Maintaining Effective Employee Rights HRM
Chapter 15
Industrial Relations Labour Relations HRM
Chapter 16

Section 8 Strategic Aspects of HRM HRM

Chapter 2
Contemporary Trends Career Management and Planning HRM
Chapter 12
International and Multinational HRM
HRM Chapter 17
HR Effectiveness: Research and Practice HRM Chapter 18

Human Resource Management: The Canadian Dynamic. S.L. Dolan & R.S. Schuler, Nelson Canada, 1994.
(ISBN 0-17-603541-9).

February 1999 15
COMMON BODY OF KNOWLEDGE
OPERATIONS MANAGEMENT

I. OVERVIEW

TOPICS ELEMENTS READINGS

1. Production/operations N, K & D 1
function

2. Production/operations N, K & D 1
system

3. Relationships N, K & D 2
with other
departments

4. Consulting in ILO - 15
operations
management

II. GENERAL FUNCTIONS

1. Product design a. New product N, K & D 4

and process development
selection
b. Manufacturing process
development

c. Product/process evolution

d. Product design and process

selection in the service sector

e. Product/process improvement

2. Capacity planning a. Concept of capacity N, K & D 5

b. Factors that affect capacity

c. Capacity evaluation
techniques

d. Dynamic aspect of capacity

February 1999 16
COMMON BODY OF KNOWLEDGE
OPERATIONS MANAGEMENT

II. GENERAL FUNCTIONS (cont'd)

TOPICS ELEMENTS READINGS

3. Facilities location a. Location N, K & D 6

and layout
b. Facilities layout

4. Organization and a. Organization structure of N, K & D 7

methods the operations function

b. Technical organization of
the operations function

c. Human aspects of organization

5. Equipment and a. Capital equipment N, K & D 8

facilities acquisition
management
b. Equipment utilization

c. Equipment maintenance

6. Demand forecasting a. Forecasting in operations N, K & D 9

management

b. Major forecasting models

c. Quantitative techniques

7. Production planning a. Production planning N, K & D 10

context N, K & D 13

b. Aggregate planning

c. Models and approaches in

aggregate planning

d. Master Production Schedule

e. Project management

f. Short-term scheduling context

February 1999 17
COMMON BODY OF KNOWLEDGE
OPERATIONS MANAGEMENT

II. GENERAL FUNCTIONS (cont'd)

TOPICS ELEMENTS READINGS

8. Inventory a. Importance of inventory N, K & D 11

management management N, K & D 12

b. Key trade-offs

c. Lot-sizing using EOQ models

d. Materials Requirement
Planning context

e. Basic operation of the

MRP system

f. Important decisions related

to MRP systems operation

g. Factors to consider when

implementing an MRP system

9. Quality management a. What is quality management? N, K & D 15

b. Why manage quality?

c. Quality management activities

10. Productivity a. Definition of productivity N, K & D 16

N, K & D 18

b. Measuring productivity

c. Improving productivity

d. Operations management in
the Japanese company

11. Technology a. How to manage N, K & D 3

technology N, K & D 4

b. New technologies and the

production process

February 1999 18
COMMON BODY OF KNOWLEDGE
OPERATIONS MANAGEMENT

REFERENCES

Primary

N, K & D Production/Operations Management: a systematic approach;

Nollett/Kelada/Diorio; (G.Morin Publisher Ltd., 1990)

ILO Management Consulting: A Guide to the Profession; M. Kubr;

(Revised Edition, 1986, International Labour Office)

Secondary

P.G. Moore/Ross Productivity Gainsharing: How Employee Incentive Programs Can Improve
Business Performance; Brian Graham Moore and Timothy Ross; (Prentice
Hall)

APICS 1 There are a variety of APICS papers available on each topic. Refer to APICS
Bibliography from American Production and Inventory Control Society Inc.,
500 West Annandale Road, Falls Church VA 22046-4274

Prod. & Inv. Production and Inventory Control Handbook, J.H. Greene

HBR Manufacturing Strategy (Harvard Business Review Reprint no. 21350;

Skinner, Hayes and Wheelwright)

APICS 2 APICS Group Technology Seminar Proceedings; (September 1979)

APICS 3 APICS CIM and Flexible Manufacturing Seminar Proceedings; (April 1985)

FLEX.MAN. Flexible Manufacturing; A. Raouf and S.I. Leavenworth

SQC Statistical Quality Control; Grand and Leavenworth

Quality Quality is Free, P.R. Crosby

Zero Inv. Zero Inventories, R.W. Hall

February 1999 19
COMMON BODY OF KNOWLEDGE
INFORMATION TECHNOLOGY MANAGEMENT

OVERVIEW

SECTION READINGS

Section 2 Statement of Scope

Section 3 Business Executive’s Role

Section 4 Operational Management Perspective

Section 5 Internal IT Users

Section 6 Commercial Customers

Section 9 The IS Management

Section 10 The Developer

Section 14 CMC Minimum Knowledge and Evolution

Section 16 Business on the Internet

February 1999 20