Big 4 Management Consultant Confessions: How Not to Screw up a Consulting Project

By: J.T. Patten

Narrated by: Charles Kahlenberg

You or your company can be screwed if you are hiring consultants without a plan to manage their bid for the sale, statement of work, and overall engagement. Management consulting is supposed to be the practice of helping organizations improve their performance, processes, and efficiencies or to manage risk, mitigate financial threats, and leverage the latest and greatest in technology and human minds.

Reality can be another story. Learn from a seasoned risk and compliance, fraud examiner, and process improvement consultant who has worked for over 12 years in three of the "Big Four" consultancies on how you and your company can mitigate corporate risk when bringing in paid advisors.

This short, anecdotally-based instructional should be required reading for any new consultant company that is considering consulting options or who has consultants in place, project mangers, PPDs, and consulting firm owners. There are risks on both sides that, until now, no-one was talking about. Truths come out in non-disparaging ways, so both parties can better manage their projects. So no one gets screwed.

Learn how to change your consulting engagement habits, manage your project management work more effectively, and guide inexperienced consultants to better productivity for greater success.

©2019 JT Patten Books (P)2019 JT Patten Books

Factual and straight to the point

A bit more focused on effort based engagements, scope based engagements could have been considered to a larger extent.