Sliding-Like-a-Management-Consultant

©2008Accenture.Allrightsreserved.Strictlyconfidential.SLAMCSlidingLikeAManagementConsultantFredrikLindros,JesperAltrénStockholm/Gothenburg,April18,2008©2008Accenture.Allrightsreserved.Strictlyconfidential.2Thecoursetook3hourstoteachandwasdividedintothreeparts17.00–18.00Structure18.10–19.20Graphicalguidelines19.30–20.00Tips&TricksHighabovethehushedcrowd,Rextriedtoremainfocused.Stillhecouldn’tshakeonenaggingthought:Hewasanolddogandthiswasanewtrick!ThisdocumentisthecoursematerialforatrainingsessionheldattheStockholmandGothenburgofficeinSwedeninMarch/April2008byFredrikLindros(Strategy)andJesperAltrén(SITE)©2008Accenture.Allrightsreserved.Strictlyconfidential.3•PPTisthemostusedtool/programindailywork•Noformaltrainingexists•KnowledgeleveldifferswithinAccenture•Presentation’slooksreallydomatter–Clearermessage–Professionallook–EffectivenessandEfficiency“Communicationiseverything!”YourgoodanalysesandconclusionsareworthNOTHING……ifyoucannotcommunicatetheminaclear,compellingandconvincingway“Thereisnopointinbeingrightifnooneunderstandsyou”AccenturetodayNoformaltrainingandtheimportanceofpresentationlooks,arethemainreasonsforthismaterial©2008Accenture.Allrightsreserved.Strictlyconfidential.4Agenda17.00–18.00Structure18.10–19.20Graphicalguidelines19.30–20.00Tips&Tricks©2008Accenture.Allrightsreserved.Strictlyconfidential.5Clearmessage(s)Thepresentationshouldhavea(orthree)clearmessage(s)MessagesshouldbeconveyedasearlyaspossibleThesemessagesshouldsteerthepresentationcreationandstructure,nottheotherwayaroundMainthreadFewconcreteslidesSlidesshouldfollowastorylineEveryslideshouldhaveapurposeinthebigpicture(deliveringthemessage)Fewerslides(withaclearmessage)doesn’tmeanalessimpressiveworkInmanyslides,thekeymessage(s)cangetlostPutallslidesinanimpressiveappendixIssuebasedproblemsolvingPyramidprinciplePyramidprincipleStoryboardingStoryboardingAgoodpresentationstructurehasaclearmessagewithfewslidesthatfollowsaclearstorylineGoodpresentationstructure©2008Accenture.Allrightsreserved.Strictlyconfidential.6CommonpitfallsStructureofthepresentation:Firstwedidthis,thenthis,andfinallythis.Sotheconclusionis…ThisgraphissomethingIwouldliketoshowyouHeading:TherearethreereasonsfordoingthisYouneedtoexplainWHYthisslideisinthedeckScopecreep:Couldyoualsotakealookatthis?Boilingtheocean:CanyouscantheKXformaterial?EndupinreadinglargeamountdocumentsToomuchtextordatainaslideYouneedtoguidethereaderwheretolookHeadingismorethantworowsMistakeFocusontheprocessratherthanconclusions.Showingwhatyou’vedone,ratherthanwhattheclientshoulddoNotexplainingwhatthereasonsareintheheadingLackofalogicalmainthreadRiskofscopecreepduetolackofstructuredprojectplan(issuetree)UnclearpurposeofwhattheneedoftheclientreallyisUsingthedocumentationforpresentation.UnclearlayoutSolutionIssuebasedproblemsolvingPyramidPrincipleStoryboardingStoryboardingStoryboardingIssuebasedproblemsolvingIssuebasedproblemsolvingGraphicalguidelinesCommonpitfallsareoftentheresultoflackofissuebasedproblemsolving,storyboardingor/andgraphicalguidelinesCommonpitfalls©2008Accenture.Allrightsreserved.Strictlyconfidential.7DefinitionPurposePeopleInvolvedTiming/StageofProcess•Anapproachtoclientproblem-solvingfocusonproblemdecompositionandstructuredworkplanning•Toclarifythemainproblemanddecomposetheprobleminissues•Theissuesanalysisapproachwillenabletheteamtoidentifywhatanalysisisrequired,andtodevelopanworkplanfortheproject•Theentireteamisinvolved,includingclients•Thefirstproblemdefinitionandissueanalysisiscompletedduringtheproposalprocess•Throughoutthecourseoftheproject,theissuesanalysisisoftenrevisitedtoensurethatalloftheoriginalissuesidentifiedarebeingaddressedandthentodetermineifanyadditionalissuesneedtobeexploredIBPSishypothesisdrivenwhichenablesajump-startintheprojectIssuebasedproblemsolvingdescription©2008Accenture.Allrightsreserved.Strictlyconfidential.8TheIssue-BasedProblemSolvingProcessDefinetheproblemDocumentandcommunicatethesolutionSolvetheproblem123ClienttodayClienttomorrowAthoroughanalysisdoesnotalwaysproducetheexpectedresults,andthefactthatclientsdonotalwaysrespondtoideasasanticipatedcanbeasurpriseIssue-basedproblem-solvingaimstosuccessfullyinvestingthetimeandeffortupfront,thinkingthrough,fromeveryconceivableangle,theproblemthatwillfocustheprojectIssue-basedproblem-solvingisaboutworkingsmarter,notharderIssue-BasedProblemSolvingisabouthavingtheendinmindandworkinastructuredway©2008Accenture.Allrightsreserved.Strictlyconfidential.9TheIssue-BasedProblemSolvingProcessLetusstartwithDefiningtheproblemDefinetheproblemDocumentandcommunicatethesolutionSolvetheproblem123ClienttodayClienttomorrow“Istilldon’thavealltheanswers,butI’mbeginningtoasktherightquestions.”©2008Accenture.Allrightsreserved.Strictlyconfidential.10ProblemDefinitionWorksheet•Relevantfactsabouttheclient’ssituation•Factsthattheclientwouldnotdispute•Thetrigger;theevent,problem,etc.intheclient’ssituationthatcreatedtheneedforthisprojectorcommunication•Whyshouldwedoanything?•Keyquestiontoanswer•Theonefundamentalissuethiscommunicati