Consultation Management 15 Title: Investments and Priorities

Contents Introduction 3 Activity 1 LO1 4 AC 1.1 Meaning of Consultancy 4 AC 1.2 Three Different Examples from Business World 5 AC 1.3 Stages of Consultancy Process 8 Activity 2 LO2 10 AC 2.1 Two Different cost Options 10 AC2.2 Reporting on the Progress and Outcomes of Learning and Development Solutions 11 AC 2.3 Recommendations for Future Actions 12 Activity 3 LO3 13 AC 3.1 Establish with Client the Processes for Reporting on Progress with the Learning and Development Solution 13 AC 3.2 Reporting on the Progress and Outcomes of Learning and Development

Consultation Management 0
Title: Consultation Management
Assignment Name:
Student Name:
Professor:
Date:

Consultation Management 1
Executive Summary
The organization presents consultative and portfolio reflected investments and priorities for
future growth. Effective consultation and portfolio management can support the movement for
strategic goals within the rapidly changing market. This report is a synthesis of an introduction to
LinkedIn and Consultancy and Portfolio Management.
In activity 1, an explanation of the meaning of consultancy is given in addition to the three
different examples from the business world. A discussion of each stage of the consultancy
process has also been given with an overview of L&D solution for the training program.
In activity 2, an overview of summary for two different cost options for addressing the scenario
is given with an explanation of how to establish the process for reporting on the progress and
outcomes of the learning and development solution. The basis of recommendations for future
actions extrapolated from the training program scenario is explained. The examples of at least
three causes of common problems with client-consultant relationships have been provided. This
is followed by a conclusion.

Consultation Management 2
Contents
Introduction......................................................................................................................................3
Activity 1 LO1.................................................................................................................................4
AC 1.1 Meaning of Consultancy.....................................................................................................4
AC 1.2 Three Different Examples from Business World................................................................5
AC 1.3 Stages of Consultancy Process............................................................................................8
Activity 2 LO2...............................................................................................................................10
AC 2.1 Two Different cost Options...............................................................................................10
AC2.2 Reporting on the Progress and Outcomes of Learning and Development Solutions.........11
AC 2.3 Recommendations for Future Actions..............................................................................12
Activity 3 LO3...............................................................................................................................13
AC 3.1 Establish with Client the Processes for Reporting on Progress with the Learning and
Development Solution...................................................................................................................13
AC 3.2 Reporting on the Progress and Outcomes of Learning and Development Solutions........14
AC 3.3 Recommendations for Future Actions..............................................................................15
AC 3.4 Examples of Three Causes of Common problems with Client-Consultant Relationships16
Conclusion.....................................................................................................................................18
References......................................................................................................................................20

Consultation Management 3
Introduction
LinkedIn is a business-oriented and professional service, which offers a wide range of
services to people. These services are free of cost and premium services. Portfolio management
is one of the important aspects. Portfolio management delivers the managers with clarity of
solving problems. The confusion gets cleared through the trustworthy information and ability of
executives to express the appropriate set of questions and get apt answers. There are meaningful
and expressive discussions in this report. The portfolio management is a methodology of getting
connected with the organization execution project and fulfillment of strategies. Creation of
connection is considered as a acute factor in the wholesome success of organization. C-suite
managers have to recognize the link that exists between management of individual assortments
and enterprise success in achievement of strategic objectives and goals. They can utilize portfolio
with the board with the goal that they can settle on better-educated choices about how and where
to best convey assets. A solid portfolio the board ability enables officials to connection ventures
to make an incentive for the general association, assisting vital objectives and building execution
continuing capacities that engage the association. In Portfolio Management the executives can
likewise give senior pioneers, the of agility to stop extends that are never again conveying
quality. It advances the status of its official professionals to stewards of big business technique
with the order of their associations.

Consultation Management 4
Activity 1 LO1
AC 1.1 Meaning of Consultancy
The consultant is considered as a skilled or proficient professional who works for a
specified field. This comprises of having expertise knowledge of the subject matter. The role and
responsibilities of consultant-term is used as separate term from medical sphere. This will be
falling under two categories. First one is internal consultant-that is an individual who will be
operating within the enterprise and it is available to get consulted on areas of expertise and
specialization through other individuals and other departments. These will be acting as clients.
Second is external consultant. This individual will be employed externally. This is done through
the agency or any other consulting firm. The expertise will be provided on a short term basis and
this is available for the fee. Consulting firms will be ranging ins sizes from sole proprietorships
which comprise of an individual manager. Small scale business ventures will be consisting of
less number of individual consultants. This involves medium to large consulting enterprises
which in few cases are considered as multinational corporations. These types of consultancies are
engaged with changing and multiple clients. These are typically organizations like NGOs
(nonprofit organizations) as well as governments (Gutow, Rynkewitz and Reicher, 2009)
.Consultancy venture groups are not quite the same as customary undertaking groups and these
ones are unique in relation to just groups. Consultancy groups perform in an industry that has
been developing amazingly and is ending up very effective. Organizations inside the counseling
area are centered on the abilities held by their staff (Donica, 2015). Along these lines, some of
the time it doesn't make a difference the major as an individual holds, regardless of whether is
considered as a degree on business, promoting, humanism, PC frameworks or even science; what

Consultation Management 5
truly matters is that the individual meets the must be having the abilities to work in their venture
based condition. With the cross-useful and multifaceted groups as a foremost pattern, and
furthermore thinking o about that these organizations communicate with faculty from their
customers, the aptitudes, capacities, and limits required have been reclassified during the most
recent years when confronting step by step difficulties in Project Management. That is the
principle motivation behind why it has turned out to be fascinating to recognize which are these
abilities that counseling firms have distinguished so as to construct their undertaking groups and
guarantee a superior execution in tasks, just as including esteem inside for the firm and remotely
for their customers (Gopalakrishnan and Preskill, 2011).
AC 1.2 Three Different Examples from Business World
1. PwC recognizes the elevated amounts of rivalry in the business, in truth the organizations
perceive how its consistency standards are still lower than anticipated because of the
challenge for experienced experts in numerous business sectors. In 3 divisions which
have been expressed – Practice backing, Client administration, and collaborative Partners
– the firm have turnover rate of 15%, and 5% individually (Davies and Bevan, 2017). As
a consequence, the company has chosen to make intends to hold at any rate the superior
workers. In its site, the enterprise clarifies to each one of those expecting to apply for an
opening for work that are operating from PwC intends to think frontward and always
endeavor to convey completely coordinated customer arrangements. The firm holds itself
to the most elevated gauges of expert perfection and respectability (Jackson, 2010).
PwC is searching dependably for individuals who offer those principles. Three intriguing
projects mean to create authority inside the company's experts: Every one of these

Consultation Management 6
alternatives includes sending the representative into other districts where a social
intention is a point or a learning background increasingly joined to the job they play
inside the organization. Duty, authority, and network are the principal elements of these
projects that seek after to keep and cultivate the best ability inside this ground-breaking
counseling firm (Reynolds and Landel, 2017).
2. Deloitte recognizes that its customer's observation with respect to quality is molded
obviously by the nature of its workers, this implies the learning and aptitudes they hold.
The firm makes utilization of competency maps, specific educational program and
projects just as learning ways so as to give the structure to meet the representative's
presentation with the vocation objectives. Deloitte claims that inside the organization
there are accessible assorted learning strategies where accommodation is the shared
factor. Utilizing even on-line strategies, in the nick of time learning instruments and self-
consider courses, the firm asserts it causes its representatives to adjust work and
individual needs (Gallay, 2013). Much the same as its partners, Deloitte has mediated a
few honors for itself, for example in 2007 Business Week positioned it in the main
position as the best spot to dispatch a profession. Additionally, for the second year back
to back, Fortune's 100 Top MBA Employers considers Deloitte as one of the primary
enrollment specialists for these experts. The organization has been granted for a long time
continuously by the American Society for Training and Development for the greatness
and duty the firm has tended to in issues of instruction and preparing. Similarly, Deloitte
shows up for the fourth time in the Top 100 Companies for Training, in truth the firm has
made it into the main 10 of this positioning. With an appealing site for either understudy,
graduates or effectively experienced experts, Deloitte demonstrates all hopefuls a touch

Consultation Management 7
of how the Deloitte-world is pretty much all with occupation openings and potential
outcomes of advancement once the criteria are met. The firm utilizes the intensity of its
image, Deloitte, a brand that by the way was named the best brand all around in duty
benefits in an ongoing survey; so as to pull in, hold and encourage the most needed and
adroit ability (Law, 2009).
3. 4 workforces are accessible at Accenture: Technology Solutions, Consulting, Services
also, Enterprise. In the Consulting division, individuals are viewed as specialists in
business, industry, frameworks mix and innovation. One of the key angles about the
Accenture Consulting Expert is that this individual ought to have the option to make
worldwide undertaking groups that will assemble the abilities and gifts required so as to
address the customer's issues. The firm clarifies how through its begrudged position as a
pioneer in innovation development its representatives can assemble and extend their
abilities to a more elevated amount than anyplace else (Vass, 2013). Accenture
Consulting Professionals can perform in one of three workgroups the organization has for
this division: Management Consulting, Systems Incorporation Consulting or Technology
Consulting. Those working in Management Consulting are concentrated on the procedure
and work towards hierarchical change and business change with their customers.
Accenture right now utilizes 13,000 Management Consultants in 49 nations and the firm
supports experts into joining the firm since it understands its training is developing and
the requirement for pioneers that can grow rapidly is expanding. One of Accenture's
Senior Executives for Management Consulting clarifies the main ten reasons why work
searchers should join the firm furthermore, two of them are amazingly related to
cultivating a special aptitude set.

Consultation Management 8
AC 1.3 Stages of Consultancy Process
Consulting is considered as an industry which has been growing with rapid phase in the past
decade. This is mainly because of organizations impetus on comprehension of organization and
market which can become modest and competitive and also ensure existence as well as
achievement in marketplaces. There are 2 justifications for existence of consulting practice. This
involves management skills, knowledge and techniques. These can learned in best way through
experience and exposure with diverse organizations in different sectors. Managers will not get
this kind of exposure. Secondly, executives will require an external as well as objective opinion
regarding the administration prob.
The different types of consulting firms are as follows-
1. Generalist- These are considered as big consulting firms and offer the extesive range of
services which will be ranging from strategy consulting as well as human resources and
IT. This also includes outsourcing in few cases. Most of the firms grew as audit firms.
Example is Accenture.
2. Human Resource consulting firms-these firms will be offering the specialist advice that
will range from reviewing the salaries as well as benefits and development of the
leadership skills. These will be including organizations such as mercer group (Alexander,
Mathie and Peters, 2011).

Consultation Management 9
3. Strategy Consulting-under this category, Allen Hamilton. Most of these organizations are
based from America and mainly provide planned suggestion to organizations on the
project through enterprise basis.
4. Niche firms-there are consulting firms which have been made as the result of advisors
that leave for the bigger firms and set the own consultative bodies in a specific domain
and offer the specialist service. Analyzing of complex issues with long duration
scenarios. These work in issues which are related to leading edge based knowledge
(Sarinnapakorn and Sucaromana, 2013).
Types of consultants
1. Strategic Navigator-this provides detailed and exhaustive qualitative understanding of
market. The competitive dynamics and recommends the course of action with clients
perspective. The main focus is over formulation and implementation (Palethorpe, 2013).
2. Management Physician-This expert derives the suggestions from deep comprehension of
inner client organization dynamics. These are willing to give the objectivity and gain real
perspective on how it can be achieved. These people rely over qualitative research and
have interest in implementation aspects (Lowan and Chisoro, 2016).
Project Managers additionally assume a significant job in the portfolio the executives,
going about as the operational issue. These people are responsible for execution of procedures

Consultation Management 10
that are adequate for the effective portfolio management and giving the unbiased and accurate
info.
Portfolio the board can empower the task supervisor to lessen venture disappointments
overwhelms, and redundancies-which are all major undertaking the executive's objectives. They
should believe that the reason for the exertion is to enable the association to be progressively
successful at overseeing undertakings and assets, and not to "rebuff" underperformers. Due to the
target group and official portfolio the executives' data and information, there is regularly a
longing to overcomplicate the structure of the hidden procedures and empowering devices. The
standard is that these procedures and instruments ought to be basic and instinctive Training
program (Dupont and Eskerod, 2016).
The association should try to strike a harmony between the communities of the portfolio
and the executives and see what is feasible inside its way of life. To be negligibly powerful, there
ought to be clear procedure rules for project managers to pursue the accumulation and detailing
of information, just as a strong administration structure for basic leadership. It is imperative not
to become mixed up in the details of the portfolio the executives, as its actual esteem originates
from "venture header-level" data (i.e., plan, spending plan, estimate, actuals, and asset
utilization). Sponsors of the training program cannot overlook that the greatest test in the
portfolio the board attempts is hierarchical selection, so this ought to be top of the brain for
senior authority. Regardless of whether the demand for activity has been pulled through the
executive suite or pushed from the project, it is important that every specific pattern of partners
is included, with the goal that they see how powerful portfolio the board can affect (in a perfect
world, in a positive way) their capacity. Connecting with officials, venture administrators, asset
directors, and task members in the selection of the portfolio the executive's arrangement is vital

Consultation Management 11
for understanding the potential advantages of such transformative speculation (Pollack and
Algeo, 2014).
Activity 2 LO2
AC 2.1 Two Different cost Options
To set charges, a few experts just take the time-based compensation (in addition to
benefits) that they would gain when taking a shot at pay for another person and after that twofold
or triple it. On the off chance that the director is doing this, it is presumably found that
significantly increasing your time-based compensation is the best move. A few specialists pick a
triple rate and this is mainly due to rule of thirds — 33% goes to your genuine compensation,
33% to costs, and 33% to the organization, low usage and terrible obligation (Indelicato, 2016).
Let's say the manager makes sixty thousand dollars in a year and get 4 weeks of salaried leave.
($60,000 payment plus $15,000 benefits) which is divided by (48 weeks * 40 hours) equals to
= $75,000 / 1920 = $39.06
The few consultants set the prices by the project venture they work in. They gauge the
number of hours they hope to spend on a task, at that point duplicate by their hourly rate (Pirozzi,
2016).
Some clients offer advisors an offer of future income, benefits or commissions, and this has been
pushed with comparison to performance model. Others offer the customer a commission. Still,
others offer pay dependent on the consequences of the advisor's work. Consultancy expenses

Consultation Management 12
dependent on execution represent a few dangers. For instance, the organization's exhibition in
different regions may influence the region where it is estimated. It might take months or more to
see the aftereffects of the work, implying that the expert will not perceive any income for an
extensive stretch, adequately giving the organization an intrigue free advance (Levin, 2013).
AC2.2 Reporting on the Progress and Outcomes of Learning and
Development Solutions
The Training and Development give understanding into the basic achievement factors for
conveying striking changes and the effective execution of vital activities. This calls for the
discussion around the benefits of the portfolio the executive members and exhibits the estimation
of this order. In the reports, it is characterized portfolio the executives as "brought together the
administration of at least one portfolios that empower official administration to meet
authoritative objectives and destinations through proficient basic leadership on portfolios, tasks,
projects, and activities."
This includes interrelated enterprise processes through which an organization can
evaluate, prioritize and select to allocate the internal resources and accomplish the organizational
strategies with values, mission and vision.
(Warner, 2016). Portfolio the executives are not equivalent to extend or program the
board; the portfolio incorporates activities and projects and fills in as the methods for advancing
their esteem and guaranteeing their key arrangement. Developing on training and historical
research, this arrangement presents 3 distinct reports: A Vital C-Suite Focus, Implementation of
the project portfolio: the official viewpoint done in partnership. The perspective of practitioner:

Consultation Management 13
Winning through the Portfolio Project Management, the director portfolio point of view, done in
a joint effort (Statman, 2014).
Delivering on the strategically projects-the underlying power of portfolio management. This is
an amalgamation of successful organization practices which are operational in portfolio
management. This is effectively done in collaboration with past though leadership reports. This
is a strong focus towards the project management office and includes the strategic management.
This also includes the talent engagement and powering strategically initiatives. There is
increased competition and shorter product life cycle with a continuous change that can change
the significance towards organizations and deliver on strategic intent in efficient ways.
Sitting around idly and cash or bringing the quality down to accomplish destinations is not an
alternative. Viable portfolio the board empowers associations to improve assets in help of the
most deliberately critical tasks and projects (Zakamulin, 2016).
AC 2.3 Recommendations for Future Actions
1. Reaching portfolio executive's development is a stepwise voyage. Associations regularly
feel they need to begin as a preparation on this venture; however, executives fight that
most are now gathering some dimension of portfolio data—possibly without
remembering it.
2. Their procedures may not be empowered by the portfolio the board programming. Rather,
they are encouraged by some type of business innovation and, even more by individuals.
These portfolio supervisors grasp experimentation all through their usage—habitually

Consultation Management 14
beginning in view of an unpredictable vision, however acknowledging basic, feature level
data is the most profitable (Ceria, Saxena and Stubbs, 2011).
3. Reviewing these segments overall gives a feeling of an association's portfolio the board
development. From here, it involves distinguishing the capacities that will drive the most
incentive with insignificant disturbance.
Activity 3 LO3
AC 3.1 Establish with Client the Processes for Reporting on Progress with the
Learning and Development Solution
Organization may not coordinate with the manager in actualizing the full suggestions,
trading off the capacity to achieve the potential you anticipated. In addition, the manager may
experience serious difficulties verifying whether the customer has controlled outcomes. Would
the manager be able to make sure that your outcomes are being accounted for precisely? Above
all, move the concentration from top-notch wanting to transient increases. On the off chance, a
manager basically becomes an accomplice by partaking in the customer's hazard, lose your
objectivity. At any rate, look for a base rate in addition to execution pay or offer of
proprietorship. Adhering to possibility and execution based expenses gets into a situation
(Downing et al., 2015).

Consultation Management 15
AC 3.2 Reporting on the Progress and Outcomes of Learning and
Development Solutions
Those outcomes are, maybe, astonishing when managers think about that the capacity to
execute adequately on the procedure is through activities and programs, and that implies dealing
with a solid portfolio. The speculation enables an association to pick the most astounding need
extends and gives the oversight and assets they have to succeed (Pfau, 2011).
In addition, the firms such as BCG and PMI research affirm that fruitful associations
accept portfolio the executives is a more noteworthy wellspring of the upper hand (Adelson,
2013).
Portfolio Management requires law and order and commitment which can help the necessary
resources. The reasons as seen in implementation of the project portfolio and there is a vital C-
executives focus and include the silos that are within organizations. There is a lack of
cooperation and communication which exist between who formulate strategy and involved with
executing the same. The perspective of an expert is winning from the portfolio management
which confirms overall success which lies in portfolio management (Clarke, de Silva and
Thorley, 2010). This is heavily dependent on people, cultural factors and processes when
compared with specific tool and technique. The streamlined project or portfolio management or
program encompasses the whole organization. This dictates the project execution at each and
every level and delivers the value at each step. This helps the organizations to succeed and
allows them to effectively deal with uncertainties and make the most of strategic decisions. The
organizations which have the highest portfolio management in research studies and can have
many things in common. The focus is towards the practice and devotes the attention to key
elements. It also enjoys better success when compared with competitors. The research studies

Consultation Management 16
confirm the successful organization and believe the portfolio management can be greater source
of competitive edge. The ability of balancing opportunity and risk which is present across the
portfolio is essential. Portfolio management will be able to deliver the critical edge and allow
organizations for improving delivery and identification of greater value through strategic venture
investments.
AC 3.3 Recommendations for Future Actions
1. The exploration fights that, while associations need to be proficient at portfolio the
executives, most are not doing it well. Keeping it basic and grasping the stepwise voyage
could conceivably enable associations to develop quicker—and perceive some positive
advantages of the portfolio the board sooner than they would be looking for a perplexing,
enormous detonation approach (Bull, 2013).
2. Portfolio administration innovation is not really a key achievement factor in deciding.
Bolster innovation can help some administration groups; yet, it can likewise be a
diversion. Furthermore, such innovation, other than for especially enormous and complex
portfolios, is regularly a bit much and once in a while adequate without tending to the
contemplations talked about in this report. Data and information are what is required.
Also, that data ought to be organized or converted into valuable data for senior pioneers
to use in basic leadership and course rectifying for key tasks (Walkshausl, 2014).
3. A portfolio the executive’s mentality can give vital core interest. It can help guarantee
that associations are taking a shot at the correct tasks with the correct needs, and are not
being stalled—or stuck—on low-esteem activities. To cultivate a portfolio the board
culture, senior pioneers need to organize portfolio the executives and position it as esteem

Consultation Management 17
include, devote supporting assets, and instruct pioneers and companions on the act of
portfolio the board (Orsato et al., 2019).
4. The job of the CEO is to explain unmistakably what an organization's future is in one
year, three-year, and five-year time allotments. The portfolio chief's job is to assess the
portfolio to guarantee it meets the key objectives, ceaselessly checking on the
organization's scene for more current undertakings and projects that may be a piece of the
portfolio (Sminia, 2015).
AC 3.4 Examples of Three Causes of Common problems with Client-
Consultant Relationships
Example 1-
Background
Attempting to increase upper hand in new markets, a global EU-headquartered lighting
and semiconductor maker makes their business progressively inventive by executing a front line
ability and assorted variety procedure (van de Vrande, Vanhaverbeke and Duysters, 2011).
Accenture Approach
The CEO, CDO of the organization accomplices with Accenture to dispatch a multi-layered
system that includes:
1. Conducting a complete, worldwide development culture evaluation by means of Insights
in Depth®, to distinguish hindrances to advancement and incorporation looked by
representatives and pioneers.
2. Gathering vigorous information to recognize the initiative practices that repress
hierarchical advancement.

Consultation Management 18
3. Embarking on a three-year exertion to drive culture change by building up the initiative
practices important to manufacture representative commitment and at last drive
development.
Effect
1. Clear, noticeable CEO and official board promise to comprehensive conduct and assorted
variety as a driver of business advancement.
2. With Accenture, actualizes three-year development and incorporation activity.
3. Greater commitment and maintenance of differing workers.
4. Key differing pioneers designated to help effective market extension (Campagnolo,
2013).
Example 2
Making a Culture of Sponsorship at a Global Management Consulting Firm
Background-A main worldwide administration-counseling firm connects with Hewlett
Consulting Partners to assemble a culture of sponsorship to progress various high-potential
ability.
Approach
The HCP approach centers around utilizing Center for Talent Innovation inquire about
upheld sponsorship activities that have been taken off industry-wide lately. The methodology
empowers the high-potential differing ability to win sponsorship, with organization support.
Effect
In a brief timeframe, the customer changes observations and practices, empowering the
two backers and protégés to essentially better help each other. Input is overwhelmingly positive:

Consultation Management 19
Example 3
Engaging Female Leaders at a Multinational Bank
Background- A Fortune 500 monetary administrations association looking to engage their senior,
high-potential ladies accomplices with Hewlett Consulting Partners to execute a redid authority
improvement program lined up with the organization's key destinations.
Approach
The Company needs to evaluate the objectives first, obstructions and inspirations of the
bank's high-potential female pioneers by means of its restrictive Insights In-Depth. Second, it
builds up a custom fitted, three-day administration program concentrated on tending to the
improvement needs to be distinguished in the symptomatic. At last, it offers key follow-up assets
that help senior officials support their responsibility to the achievement of high-potential women.
Effect
The program is evaluated the bank's No. 1 official training program and accomplishes a
100-percent fulfillment rate from members. The bank is presently captivating consultants to plan
and encourage a moment yearly program.
Conclusion
The challenge is twofold. Guaranteeing that senior manager has a reasonable and early
cautioning of issues and their related effects are significant, so they have adequate time to course
right and reallocate assets. What's more, to achieve that, those accountable for dealing with the
portfolio need the correct assets and backing to adjust the clashing requests between portfolio
segments. This association is a key to portfolio the board development. This is additionally
approved by the perspective of expert. Winning through portfolio management where clients see

Consultation Management 20
that organizations with high development portfolio the executives are unmistakably bound to
have forms set up to assistance connection extends in the portfolio to key activities and to survey
the monetary and nonfinancial effects.

Consultation Management 21
References
Adelson, M. (2013). The Deeper Causes of the Financial Crisis:Mortgages Alone Cannot
Explain It. The Journal of Portfolio Management, p.130412051755009.
Alexander, S., Mathie, A. and Peters, J. (2011). Consultants. British Journal of Pharmacology,
164, pp.S3-S3.
Bull, P. (2013). Fundamentally Weighted Global Small Companies. The Journal of Portfolio
Management, p.130705195746005.
Campagnolo, G. (2013). The Evolution of Client-Consultant Relationships: A Situational
Analysis of IT Consultancy in the Public Sector. Financial Accountability & Management,
29(2), pp.161-185.
Ceria, S., Saxena, A. and Stubbs, R. (2011). Factor Alignment Problems and Quantitative
Portfolio Management. The Journal of Portfolio Management, p.111227035558003.
Clarke, R., de Silva, H. and Thorley, S. (2010). Minimum-Variance Portfolio Composition. The
Journal of Portfolio Management, p.101116223821055.
Davies, H. and Bevan, S. (2017). A Consultative Approach to Charter Party Agreements Based
on Virtual On Time Arrival. TransNav, the International Journal on Marine Navigation and
Safety of Sea Transportation, 11(2), pp.117-122.
Donica, D. (2015). Handwriting Without Tears®: General Education Effectiveness Through a
Consultative Approach. American Journal of Occupational Therapy, 69(6), pp.6906180050p1.
Downing, C., Madhavan, A., Ulitsky, A. and Singh, A. (2015). Portfolio Construction and Tail
Risk. The Journal of Portfolio Management.

Consultation Management 22
Dupont, D. and Eskerod, P. (2016). Enhancing project benefit realization through integration of
line managers as project benefit managers. International Journal of Project Management, 34(4),
pp.779-788.
Gallay, R. (2013). Executive Guidelines for Evaluating Consultants. International Journal of
Business Administration, 4(6).
Gopalakrishnan, S. and Preskill, H. (2011). Learning From an Adaptive-Consultative Approach:
One Foundation's Experience in Creating Systems Change in Education. The Foundation
Review, 2(4), pp.119-132.
Gutow, M., Rynkewitz, S. and Reicher, S. (2009). Responding to Community Needs Utilizing a
Consultative Approach. Canadian Journal of School Psychology, 24(3), pp.222-236.
Indelicato, G. (2016). Agile for Project Managers. Project Management Journal, 47(1), pp.e4-e4.
Jackson, S. (2010). Making consultants earn their keep. Journal of Business Strategy, 31(3),
pp.56-58.
Law, M. (2009). Managing consultants. Business Strategy Review, 20(1), pp.62-66.
Levin, G. (2013). Project Management for Non-Project Managers. Project Management Journal,
44(5), pp.e2-e2.
Lowan, V. and Chisoro, C. (2016). The Impact of Succession Planning for Business Survival : A
Case of Kwalita Business Consultants , Johannesburg ( South Africa ). Kuwait Chapter of
Arabian Journal of Business and Management Review, 5(12), pp.63-90.
Orsato, R., Gattás, P., De Campos, J. and Barakat, S. (2019). Ecosystem services valuation by
pioneering companies. International Journal of Innovation and Sustainable Development,
13(3/4), p.479.

Consultation Management 23
Palethorpe, R. (2013). Top Business Psychology Models: 50 Transforming Ideas for Leaders,
Consultants and Coaches20131Stefan Cantore and Jonathan Passmore. Top Business Psychology
Models: 50 Transforming Ideas for Leaders, Consultants and Coaches. London, UK and
Philadelphia, USA: Kogan Page 2012. 224 pp., ISBN: 978 0 7494 6465 3. Industrial and
Commercial Training, 45(2), pp.127-128.
Pfau, W. (2011). The Portfolio Size Effect and Lifecycle Asset Allocation Funds:A Different
Perspective. The Journal of Portfolio Management, p.110324004226043.
Pirozzi, M. (2016). In biblioteca. Agile for Project Managers. PROJECT MANAGER (IL), (27),
pp.48-48.
Pollack, J. and Algeo, C. (2014). Perspectives on the Formal Authority between Project
Managers and Change Managers. Project Management Journal, 45(5), pp.27-43.
Reynolds, W. and Landel, R. (2017). Opportunity Consultants, Inc., 2007. Darden Business
Publishing Cases, 1(1), pp.1-4.
Sarinnapakorn, F. and Sucaromana, U. (2013). Emotional Intelligence among Business
Consultants: A Comparative Study. Asian Social Science, 9(3).
Sminia, H. (2015). Pioneering Process Research: Andrew Pettigrew's Contribution to
Management Scholarship, 1962-2014. International Journal of Management Reviews, 18(2),
pp.111-132.
Statman, M. (2014). Behavioral Finance:Peter Bernstein and The Journal of Portfolio
Management. The Journal of Portfolio Management, p.140913001535001.
van de Vrande, V., Vanhaverbeke, W. and Duysters, G. (2011). Technology In-Sourcing and the
Creation of Pioneering Technologies. Journal of Product Innovation Management, 28(6),
pp.974-987.

Consultation Management 24
Vass, T. (2013). The Crowd Funding Business Bonanza for Lawyers, Accountants and
Consultants: Professional Business Advisors about to Surf a Financial Tsunami of New Crowd
Funding Business. SSRN Electronic Journal.
Walkshausl, C. (2014). International Low-Risk Investing. The Journal of Portfolio Management,
p.141204233841007.
Warner, M. (2016). Seven habits of highly effective project managers. SPIE Newsroom.
Zakamulin, V. (2016). Optimal Dynamic Portfolio Risk Management. The Journal of Portfolio
Management.