How To Train Management Consultants Business Analysts 1668949309

How to train Management Consultants
& Business Analysts

Practical guide how to train the best people that money can’t buy
1
Training Business Analysts and Management Consultants is not easy. It takes a lot
of time and effort to transform a freshman into a world class Business Analyst 2
In this course I will teach you how to train your Business
Analysts efficiently (fast and with little resources). 3
Thanks to the approach that I will show in this course you
will have a significant competitive advantage over others. 4
Target Group What you will learn What you will get
 Project Managers responsible for  What options you have at your  Practical tips from my own experience
training Business Analysts and disposal and practice
Consultants  How to chose the perfect mix of  Ready made templates
 Owners of boutique consulting firms training methods for your specific
 Managers of Strategic, Analytical situation
Departments  How to estimate the costs and time
 Managers of PMO needed to create the training machine
 How to implement the training system
5
The course consists of 5 main sections
The ideal Business

Components of the How big the training
Analyst & Management
training machine machine has to be
Consultant
How to allocate time for How to build the

training training machine
6
Thanks to this course you will learn how to
train Business Analysts and Management
Consultants efficiently
7
About me
8
1-3 M
12 years
30 industries
+ 2 billion
5 countries
USD
9
I run small boutique consulting company
100-600 M of
5-8 people
revenues
1-3 M FMCG, SMCG,

revenues B2B, Retail
Performance Quoted on
improvements
SMI WSE
Turn arounds
Interim
Management
New business
PE and VC
development
10
How the course is
organized
11
Training Business Analysts and Management Consultants requires a
structured approach. This is what we will show you in this course 12
The ideal Business
Components of the How big the training
Analyst & Management
training machine machine has to be
Consultant
How to allocate time for How to build the

training training machine
13
The ideal Business Analyst and
Management Consultant
14
The ideal Business Analyst and
Management Consultant – Introduction
15
You train Business Analysts and Consultants because you want to have an efficient team.
The first step is to define who you want to create thanks to you training system 16
We will first start with general approach to training Business Analysts &
Management Consultants
Why we need to
Profile of the ideal Structure for
define who we want Values
consultant cooperation
to create
Importance of
standardization
17
Introduction to creating ideal
team members
18
If you want to do fast, efficiently good projects you have to have the right kind
of people. You can say that preparation starts with proper teaching
19
You will achieve it only by defining and implementing 3 things
Profile of the ideal Structure for

Values
consultant cooperation
20
Values
21
Consulting is a teamwork so you have to define what values you want your team to
follow. This is crucial as it will be something that will be the bases for the team culture
22
Before you start defining specific values it is good to decide on 2 important
issues
Specialist Generalists
You buy ready-

You grow people
made people
23
Before you start defining specific values it is good to decide on 2 important
issues
Specialist Generalists
You buy ready

You grow people
made people
24
In the case of my teams I always try to instill the following values
Independent Smart lazy
Creates value Efficient
Support the team Despise politics
Data driven
25
Profile of an ideal consultant
26
As we discuss previously you want to turn inexperienced graduates into
seasoned consultants. This gives you greater chances of success during the
project
27
You will achieve it only by defining and implementing 3 things
Current level
Target level
Tools Skills Areas of expertise
Excel Power Point Access VBA Problem Sketching Interviewing Managing Sales Marketing Operations Finance
Solving Presentations People
28
Structure for cooperation
29
For your team to cooperate you should create and teach them standards,
templates as well as turn into modules as much as possible your process and
end-products.
Standards Templates
Modules Tools
30
Why team members have to
constantly improve
31
You should try to improve your team due to the so called to compounding
effect. It boils down to the fact that Even if the growth is small applied over
long period of time gives big end-results
Start x (1+10%)^10 = 2.6 x Start
32
In practice it means that it is like doubling your team size
33
How to teach your team
members
34
The first step in teaching is to described the ideal profile of your team
member and then measure where each and one of them is
Create the ideal Measure the current Set time for teaching
Prepare materials Set the pace
profile level / learning
35
As mentioned before, you should create the ideal profile and measure
everybody against it Current level
Target level
Tools Skills Areas of expertise
Excel Power Point Access VBA Problem Sketching Interviewing Managing Sales Marketing Operations Finance
Solving Presentations People
36
The first step in teaching is to described the ideal profile of your team
member and then measure where each and one of them is
37
Next step is to prepare the materials for teaching. In my case I went for on-
line courses not to waste my time on repeating the same things on and on
38
We currently are somewhere half-way through to mapping all the things
that a business analyst and consultant has to master
23 40
39
Next step is to set the pace for each person. In this case we want to calculate
how much time he has to devote to learning to get to the ideal level
40
Below an example of how you can estimate the pace
What is the
Till when I want him
difference between How many hours of What is the required
to reach the ideal
the ideal and current trainings this entails pace?
state
state
 25 points  24 months  10 hours per training  0.5 hour per day

(point of difference)
41
Components of the training
machine
42
Components of the training machine
– Introduction
43
In this section we will talk about the following components of the teaching
machine
Past project
Lesson Learnt Offline courses Online Courses
database
Frameworks
Mentorship Workshops Pro-bono projects
creation
New Product Business

Development Development
44
Past project database
45
The first step is to create a database of past projects. You want to
have all your deliverables ordered in one place & standardized 46
Below the approach to creating the past project database
Rework of
Define templates & Create structure for deliverables after Put the deliverables Link the materials to
standards cooperation the end of the in the right place the database
project
 If you want to have  Gathered information  After the end of every  One person in the  For easy reach create
something of high should be ordered in project the team firm should go a database that will
value makes sure to the same way so that should work on the through deliverables link to appropriate
create templates & it is easy to find the deliverables and and put them in the materials in your
standards resources you need adjust them to right place according resources.
 All projects  Therefore, create standards to rules agreed  The database should
deliverables should be standard way of  If there is a need for  If some deliverables allow for searches to
make to look roughly naming folders and that they should are not clear or lack be done with different
the same clear rules what create manuals how some materials the criteria
 This will highly should be put where to use more project team should
increase their value complicated tools work on them and
modify them / add
the required content
47
Past project database – First Phase
48
We said that creating a database is a 5-step process
Rework of
project
49
Now we will go a little bit deeper into 2 first steps
Rework of
project
 Library of slides we  Folder structure we

use use
 Examples of template
for presentations
 Examples of standard
Excel Analysis
50
Let’s have look at the standard folder structure we use for every project
Customer name Project Name Admin
Iteration 1
RFP & Proposal
Iteration 2
Analyses
Area A
Deliverables Presentations
Area B
Project Management
Lessons Learnt
Others
51
Past project database –
Simple database with links
52
Lessons Learnt
53
On the basis of past projects you can create so called lesson learnt – things you have learned
thanks to the project. Lesson learnt are usually put in a form of a short (50-70 slides) presentation54
In the presentation of Lesson Learnt you can find the following
elements
Project Background RFP & our Proposal Project Organization
Deliverables – short
What we did wrong? What did we do well?
overview
Things we should Ideas for new

Other Issues
change products
55
Below the approach to creating Lessons Learnt
Create a
Create past project Present the Lessons Present the Lessons
Meet with the team presentation
database for specific Learn to the Director Learn to the rest of
& discuss the project summarizing Lessons
project / Board Members the firm
Learnt
 Standardize the  Organize 2-4 meetings  Summarize the  Present the Lessons  Present the Lessons
deliverables for the during which Project Lessons Learnt in a Learn to Director Learnt to different
project Manager and the form of a short supervising the groups of other
team assigned for a presentation 50-70 project business analysts /
specific project slides  There should be management
discuss the Lessons  Try to cover all during the meeting 1 consultants that did
Learnt segments mentioned external person that not participate in the
 In some cases they will give independent project
may be a moderator feedback and will help  Use feedback from
that did not make the each and every group
participated in the presentation to improve the
project understandable even Lessons Learnt
to people that did not presentation
participate in the  Put it in the folder for
project the specific project
 The team modifies the
presentation using the
feedback
56
Offline courses
57
The backbone of every training system are the courses. We have 2 types
of courses
Offline courses Online courses
 Delivered in person  Delivered via some online platform

 Can be delivered to small groups (3-12 people)  Consumed individually by the person taking the
or big ones (20-100 people) course
 Can take the form of a 1-5 day event where you  Courses can be short ones (i.e. 30 minutes) as
only go through training but may as well take well as long ones (i.e. 20 hours of content).
the form of regular classes (i.e. 1-2 hours every  Usually it takes 2-3x more time to consume it
week) the pure length of the content
 With small groups you can do a lot of exercises  Usually the exercises / assignments are not
that can be checked by the teacher checked by the teacher
 The teacher can be internal or external person  As an add-on you can also have Q&A sessions
with the teacher
58
For the offline courses we have the following process
Map what Business

Decide how you Modify the content
Analysts & Create needed Plan & Deliver the
create / deliver given changes &
Consultants should content offline courses
content feedback
learn
 List all skills, tools,  Decide whether you  Create the content to  Decide on who will  Use the feedback to
knowledge that your address certain need be delivered participate in the improve the course
people should master via offline or online  Create supporting courses and when  Some changes may be
on different levels course materials  Decide on the size of caused by external
 In some cases you can  Print part of the the groups changes (related to
make a mix of both materials  Plan / Schedule law, new findings,
methods trainings, classes technology changes
 Decide how will you  Organize the venue, etc.)
create & deliver the all required things
content – internal or (hotel, food,
external person transportation etc. if
needed) and manage
the groups
 Send them materials
before and after the
course
 Gather feedback
59
Online Courses
60
For the online courses we have the following process
Map what Business

Decide how you Plan & schedule Modify the content
Analysts & Create needed
create / deliver content given changes &
Consultants should content
content consumption feedback
learn
 List all skills, tools,  Decide whether you  List topics & skills you  Decide on who will  Use the feedback to
knowledge that your address certain need want to teach participate in the improve the course
people should master via offline or online  Create a list of courses and by when  Some changes may be
on different levels course lectures he or she should caused by external
 In some cases you can  Create a draft in paper master certain changes (related to
make a mix of both for every lecture content law, new findings,
methods  Create Power Point  Allocate time for the technology changes
 Decide how will you materials along with learning etc.)
create & deliver the accompanying  Give access to the
content – internal or materials courses to selected
external person  Deliver the content in students
 In the case of online the form of offline  Check progress of
courses pick the courses & modify the students
platform that you will materials
use to deliver the  Create the video
content lectures
 Edit the video lectures
 Upload materials onto
the platform
61
Mentorship
62
Some things especially soft skills require human touch. For those mentorship is
a great tool. Below a few reasons why makes sense to use it
Mentor can adjust to the needs Mentors can get to know

of the student newcomers
Mentorship is less formal You create a new feedback loop
You deal with business &

You can spot faster problems
private problems
Mentorship helps integrate

people
63
Let’s see how you can build the mentorship / coaching in your firm
Define what you Decide on the form Define who is

want to achieve of mentorship & entitled & allocate Assign mentors Execute & modify
through mentorship frequency resources
 Mentorship can have  Mentorship can have  Not all employees  Assign mentors to the  Make sure that the
different goals different forms have to be entitled to selected employees mentorship meetings
 If you don’t define  You should select one mentorship  You can make it a occur with the
them ahead of time model for the whole  However, you should matching process defined frequency
you may have company have clear rules that (both parties have to  Check on regular
problems with proper  You should define the define what are select each other) or bases and modify the
construction of the what is the role of the the conditions 1-side selection whole program
program mentor, how formal it  Allocate time. The  In some cases neither  In some cases you will
 Usually you want to is, etc. Mentor and his the mentor nor the have to also change
make your employee  Define also the protégé should have employee have a say the mentor – there
more productive, frequency of time to meet with the in the decision may be a mismatch in
develop them faster meetings with the agreed frequency  Assignment should expectation, the BA /
to their fullest mentor  Allocate money. be aligned with the Consultant may
potential. Mentorship meeting development path require different
 Quite often you want may require some you have selected for mentor, etc.
to lower employee additional money the Business Analyst /
rotation / increase Consultant
employee retention
64
Workshops
65
Let’s start with a short definition
 An event that is designed to teach participants about

certain areas or certain skills
 Usually it takes a form of a case study that is solved in
Workshop = small groups (3-5 people)
 It can last a 3-5 hours or in some cases a few days (up to
3-5 days)
66
Workshop has many benefits
It is a more dynamic / The same material can be used

interactive way to learn for projects
You teach them also how to

It helps integrate people
work in groups
You simulate project You can identify certain

environment behaviors faster
Emotions help learn certain You can use workshops to

skills recruit people
67
In the next lecture I will show you an example of a workshop that we use to
teach business analysts and students to do performance improvement
projects
Can food producer case study
68
Pro-bono projects
69
You can deliver pro bono project to 3 main groups of
Government or government
Non-profits Small business
owned services
 In this group we have mainly all the Non-  In this group we government institutions,  In this group we all small business with too low
Government Organizations (NGOs), charities, services run by government such as: revenues to be your regular customers.
foundations etc. infrastructure creation, healthcare, education,  Usually it means also firms with low number of
 They need help usually with the following strategy for reviving certain regions etc. employees
projects  They need help usually with the following  They need help usually with the following
 Performance improvement of their projects projects
operations  Strategy definition  Process description
 Helping organize fund raising  Policy definition  Changing the organizational structure &
 Strategy definition  Process description management style
 Performance improvement of their  Performance improvement of their
operations operations
 Customer experience definition &  Strategy definition
improvement  Scaling the business
 Cost Cutting projects  Cost Cutting projects
 Creating succession plans
70
Pro-bono projects offer a lot of additional benefits
You can teach Consultants in less

PR effect
stressful environment
You can show your work unlike the

You can see the dynamics in group
projects done for commercial
work
customers
You can learn how to do new things

without jeopardizing you relations Networking opportunity
with current customers
Pro-bono projects offer nice referrals Potential to get or grow new

for future projects customers
71
Frameworks creation
72
 Structured approach to a certain aspect / problem

/ area
Frameworks =  It helps you decide what to do and what are the
available options
73
Frameworks creation offer a lot of benefits
You can use them to systemize Frameworks help the

your knowledge integration
Teams creating frameworks Frameworks increase

learn a lot during the process productivity during projects
Frameworks make it easy to They help you communicate

conduct projects internally
Frameworks make it easy to They help you communicate

create content for courses with the customer
74
Let’s see what could be the source of frameworks
Past projects
Lesson Learnt
Workshops
Frameworks
Existing 3rd party
frameworks
Independent Work
Courses creation
75
Frameworks examples
76
Let’s have a look at some general frameworks as well as some we have
managed to create
Low hanging fruit

Issue tree OEE / OLE
frameworks
Sales increase
Strategic Cost Cutting
framework for
framework reduction
FMCG
Personal Finance
Frameworks
77
Issue tree – general
Analysis to be performed
Area of analysis Suspected problems Possible reasons
Possible Reason 1 Analysis 1

Problem 1
Area 1

Problem 2
78
Issue tree – example – chicken meat producer
Analysis to be performed
Area of analysis Suspected problems Possible reasons
Analysis of designed routes, their length
Badly designed routes
and the influence of possible changes
High costs of transport per ton of Analysis of fuel usage and kilometers
Too big fuel usage
goods covered by vehicles
No shipments on the way back Analysis of load carried on the way back
Badly designed method of packaging

Analysis of correlation between type of
which makes the product prone to
packaging and percentage of damaged
damage
Big level of waste and breakage in
Transport
transport
Analysis of time spent on the way and
Speed not adjusted to the product
kilometers covered in that time
Badly organized work and schedule of Analysis of level of overtime, daily

deliveries organization of drivers work
Low usage of resources
Limitation on delivery time of finished Analysis of Clients’ preferences on delivery
goods time
79
Issue tree - general
Analysis to be
Area of analysis Suspected problems Possible reasons performed

Problem 1
Area 1

Problem 2
80
How to find low hanging fruits?
Impact
High
2 1
 Things with big impact yet  Things with big impact that
expensive, time consuming require little work
No 3
 Easy but with low impact
Low Resources needed
Big Small
81
Let’s look at the OEE for a plywood cutting machine
Total time
Preparation and
Maintenance =0 Total available time
100% 100 %
Set-
Idle time due to Operating time
ups
organizational issues x
54% 54 %
Idle
time Cutting
x
70% 70 %
Percentage of good
products
98% 98%
OEE = 37% 82
Do what you do
Expand Go niche Transform Disrupt yourself
but better
Penetrate Target new

Change the Change the
Improve existing customers Upstream
Pricing business business
processes markets / with existing niche
model model
products products
Enter new New

Optimize markets for products Low cost Build add-on Intrapre-
Operational
Working existing within old player business neurship
Excellence
Capital products categories
New
Go up / Build M&A
Cross-selling Sell non- products
down the Blue Ocean entirely new potential
Up-selling core assets expanding
value chain businesses competitors
brand
Copy
Review Capitalize on Sell some
Renegotiate competitors
what and business M&A business
the deals that may
why you buy assets units
disrupt you
83
Let’s have a look at the general framework we can use to increase sales in
consumer goods
Increase sales
Increase demand for

Increase distribution Increase Product Range Price & Discount Policy
your product
Bigger share on the shelves in New products within existing Increase consumption per
Changing price structure
the current distribution categories capita
Better penetration of existing New categories within Shorten the lifespan of the
Changing discount policy
channels existing brands product
Enter new channels New brands Changing prices formula Find new customers
Enter new markets (regions,

countries)
84
Let’s have a look at the general framework we can use to cut costs
Cut costs
Optimize process and

Reduce usage Automate Renegotiate contracts
costs
Eliminate fully certain Standardized the process Simplify and optimize Renegotiate contracts with
expenses using the best practice processes current suppliers
Replace Opex with capex

Change specification – use less
Automate with software (analyze Opex vs capex Change the supplier
of certain thing
tradeoff)
Make it or buy it analyses and Change the form of using (i.e.

Change specification – use
Automate with machine if needed outsource or buy owing something instead of
cheaper substitute
outside leasing)
85
As you may remember we have the following general framework
How to build your

wealth
Be more Add new revenue Invest wisely your Choose your life Manage your kids
Earn more Spend less
productive streams money partners wisely properly
86
In this section we will get deeper into ways to earn more
How to build your

wealth
Befriend people
Be more productive
within the firm
Acquire new skills & Network outside the

knowledge firm
Deliver value Get promoted
Demonstrate that
Move from one firm
you have delivered
to another
the value
Ask for a raise Get more hours
Change the way you Change your career

are getting your path to more
money promising
87
In this section we will get deeper into ways to spend less
How to build your

wealth
Reduce usage /
Calculate the value of
frequency of using /
your time
purchasing
Do make it or buy it
Eliminate some
analysis using value
expenses
of your time
Measure happiness
Renegotiate prices &
per 100 USD spent &
find cheaper provider
adjust your choices
Calculate Total Cost Reduce expensive

of Ownership (TCO) liabilities
Adjust your choices Repurpose assets

and behavior using that don’t generate
TCO & tradeoffs income
Check the end
Be healthy & in shape outcome of things
and is it worth it
88
In this section we will get deeper into ways to earn more
How to build your

wealth
Sell your services
Exchange your time

for something else
(i.e. shares)
Create assets & tools
Sell or rent your

assets & tools
Create new revenue

streams using your
assets & tools
Other (i.e. create new

business)
89
In this section we will get deeper into how to invest wisely your money
How to build your

wealth
Understand different
types of investment
assets
Differentiate
Understand the
timing
Be rationale not
emotional
Automate
investment
90
Low Costs vs Expensive methods
91
We can divide the training methods into 2 main groups
Low cost methods Expensive methods
 Online courses  Offline courses

 Past project database  Mentorship
 Lesson Learnt  Workshops
 Pro bono projects
 Frameworks
92
Collect knowledge
93
Every team or team members are creating interesting materials during
projects / activities
SMI
94
As a company or a manager you should try to collect the knowledge
from them
SMI
95
There are ways to support knowledge collections
Get the deliverables from every Make the team members

project create trainings
Rotate the people from the

Get the source data
teams
Make the teams prepare lesson Go to some meetings to assess

learnt the value
Make the teams create Create tools that capture the

instructions knowledge
96
How big the training machine
should be
97
How big the training machine
should be – Introduction
98
In every business you have to set right 3 machines to be able to scale
Assets
acquiring
Production
Sales
99
Training is one of those 3 big machines that a consulting firms needs to
grow and deliver value to customers
Recruitment
and Training
Analyzes and
Presentations
Scalable Sales &

Marketing
100
When it comes to the size there are 2 dimensions
Money Time
101
Here we will talk about the money
Money Time
102
In this section we will talk about how big the training machine should
be
What does influence How to calculate the

How much does it
the size of the size of the training
cost?
training machine? machine
How to estimate the

How to allocate time
budget
103
What influences the size of the
training machine
104
There are certain things that impact the size of the training machine
# of people in the firm The show-off effect
How difficult it is to acquire

% of employees leaving job
business analysts
Range of services offered Other factors
Frequency of changes of tools,

law etc.
105
How much it costs – Case
Introduction
106
Training machine requires 2 things: money and time. Now we will go a little
bit deeper into how much money you have to invest and what influences it. 107
A few information about the firm that we will be analyzing
They have 15 on the positions:

Business Analysts & Associates
On top of that they have 3 Project

Mangers & 2 Partners
They train mainly Business Analysts &

Associates
Estimate the costs of their training

108
How to allocate time for training
– Introduction
109
We said previously that for creating and running the training machine you need
2 resources. So far, we have talked only about money.
Money Time
110
It’s time to talk a little bit about time
Money Time
111
In the case of Time there are 2 aspects that we have to consider
Money Time
When we allocate the How many hours we must

hours allocate
112
How to allocate time for training
– General Rules
113
There are some rules for that will make it easier for you to allocate time
for training
Have a plan and a map of content to

Define the model of training
be prepared
Use the low seasons to create the Do some training at lower pace in
content high season
Define how many hours you should

Use the low seasons to train allocate to create content (pace for
content creation)
Define how many hours you should

Use more flexible methods of
allocate to studying (pace for
training
content consumption)
114
How much time you should devote
to training – Case Introduction
115
Let’s try to estimate how much time you have to devote to training. For this
cases study we will go back to consulting firm we have previously introduced
116
They have 15 on positons Business

Analysts & Associates
On top of that they have 3 Project

Mangers & 2 Partners
They train mainly Business Analysts &

Associates
Estimate the time required for

training
117
How to build the training
machine
118
How to build the training machine –
Introduction
119
Training is one of the 3 big machines that a consulting firms needs to grow and
deliver value to customers. We know how big it has to be let’s see how to build
it
Recruitment
and Training
Analyzes and
Presentations
Scalable Sales &

Marketing
120
In this section we will talk about the following issues
Decide on whether
Process of building How to define the Pick the right mix of
to make or buy the
the training machine budget methods
training
How to define the

Prepare the training Execute & modify
pace of creating
machine the training machine
content
121
Process of building the training
machine
122
Let’s see how you can build the training machine
Pick the right mix of Make-or-buy

Define the budget Prepare Execute & modify
methods analysis
 Define the strategy  Define the map of  Do make-or-buy  Prepare the content  Carry out activities
for the firm for the things that your analysis for the for the activities done according to plan
next 3 years people have to learn training internally  Modify if needed
 Define recruitment  Define the pace of  Find providers for the (new employees, new
model – how many learning rest projects, change of
people you recruit,  Decide which  Schedule the activities the content etc.)
from where, on what methods you use and given assumed pace
level how long they with what frequency of learning for each
stay with you before and every employee
leaving, how much
you pay them in
comparison with the
market
 Define what
percentage of the
revenue goes to
training
123
Define the budget
124
As you may remember there are 5 stages of creating the training
machine

Define the budget Prepare Executer & modify
methods analysis
125
In the first one we define the budget

Define the budget Prepare Executer & modify
methods analysis
 Define the strategy

for the firm for the
next 3 years
 Define recruitment
model – how many
people you recruit,
from where, on what
level how long they
stay with you before
leaving, how much
you pay them in
comparison with the
market
 Define what
percentage of the
revenue goes to
training
126
The first thing you have to realize is that the salary is usually correlated
with the experience and level of knowledge
Level of experience
Salary ≈ & knowledge
127
This fact has certain implications
You can have different recruitment Higher spending can help you get
models better candidates in the future
The training model will have to be The higher the rotation the faster
aligned with recruitment model the pace of training
Cheaper candidates usually require The faster the pace of training the
higher expenses on training higher the expenses
Higher training spending is a also a

retention strategy
128
Below rough guidelines on what percentage of revenues goes to training
Low
2-5% High
10-15%
What employee turnover / attrition  Low  High

you have
How wide service you provide  Limited range of services  Wide range of services
Do you need universal employee or  Specialized  Universal

specialized ones?
What training methods you use  Low costs methods  Expensive methods
129
Define the budget – Case
Introduction
130
Imagine that you have to analyze what is a better option - hire cheap employee
& devote a lot to teach them or hire more experienced yet expensive people
131
They have 20 BAs in year 1. Every year 5

leave and they hire 10 new BAs
Candidates from top schools will expect

EUR 4 000 per month
Candidates from outside top schools will

expect EUR 2 000 per month
After 1st year you give them 50% raise

132
If you hire from Top Universities, you

must spend 4% of the revenues on
training
If you hire from other Universities, you

have to spend 7%
You charge the customer EUR 30 000 per

1 Business Analyst per month
You have utilization rate of 80%

133
Pick the right mix of methods
134
machine

methods analysis
135
Now we will discuss the 2 step

methods analysis
 Define the map of

things that your
people have to learn
 Define the pace of
learning
 Decide which
methods you use and
with what frequency
136
The mix of methods will depend a lot on the size
Micro / Boutique Small Medium Big
# of people  1-10 people  10-50 people  50-100 people  Above 100 people
Main methods  Past project database  Past project database  Past project database  Past project database
used  Online courses  Lesson Learnt  Lesson Learnt  Lesson Learnt
 Online courses  Online courses  Online courses
 Offline courses  Offline courses  Offline courses
 Workshops  Workshops  Workshops
 Frameworks  Frameworks  Frameworks
 Mentorship  Mentorship
 Pro-bono projects
 Specialized Training
Units / Research
Institutes
137
Decide on whether to make or buy
the training
138
machine

methods analysis
139
Let’s discuss in more details the make-or-buy analysis

methods analysis
 Do make-or-buy
analysis for the
training
140
In make or buy analysis we compare the total cost of making and the
total cost of buying
Make Buy
Direct costs for preparing the

Direct cost related to buying
course (i.e. research, graphics
the training activity
costs etc.)
Value of time devoted to Indirect cost related to

preparing the content delivering the training activity
Direct & Indirect costs related

to delivering the training
activity
Value of time devoted to

delivering the training activity
141
Remember also that the make-or-buy result will heavily depend on the scale as
in the buy case we have a lot of fixed costs
 Fixed costs
Make Buy
Direct costs for preparing the

Direct cost related to buying
course (i.e. research, graphics
the training activity
costs etc.)
Value of time devoted to Indirect cost related to

preparing the content delivering the training activity
Direct & Indirect costs related

to delivering the training
activity
Value of time devoted to

delivering the training activity
142
In the next lecture we will go a little bit deeper into this area
Total cost of ownership Make-or-buy analysis example
143
Total cost of ownership
144
 All the cost related to owning or using a specific

Total cost of = item / thing
ownership  It will also include the cost of lost opportunity i.e.
money not earned due to spending time on
repairing the thing
145
Let’s compare the cost of owing a car and using a rideshare / taxi / cab
service
 Cost of buying a car  Cost of rideshares

 Insurance
 Fuel
 Cost of maintenance including repairs &
parts
 Time wasted on maintenance, parking etc.
 Other i.e. parking tickets, traffic ticket etc.
146
Make-or-buy courses –
Case Introduction
147
Imagine that you have to analyze for a consulting firm whether it
makes sense or not to produce online course devoted to Data Science
148
They have 15 people on positions:

Business Analysts & Associates
They have 3 PM and 2 Directors
Every year 50% leaves
You have to train all new employees

149
A few information about the Make option
The course will take 250 hours to prepare

& 50 hours every year for modification
The delivery will take 30 hours each time
In the group there can be 5 people
Associate / BA costs EUR 21 per hour.

Director EUR 62 per hour
150
A few information about the Buy option
The course can be also created &

delivered by external person
It this case each delivery will costs

EUR 3 800 per group
In the group there can be 5 people
Associate / BA costs EUR 21 per hour.

Director EUR 62 per hour
151
Make it or buy it – When to make
even if it is more expensive
152
In some cases even if it is more expensive to make than to buy it still
makes sense to make
You want to keep the knowledge to

There is no content on the right level
yourself
Your standard differs from the There are not specialists in a specific
general standards area
You treat the teaching system also as

Legal reasons & NDAs
a standardization tool
You grow drastically in terms of

people
153
Prepare the training
154
machine

methods analysis
155
Let’s discuss what you have to do in terms of preparation

methods analysis
 Prepare the content

for the activities done
internally
 Find providers for the
rest
 Schedule the activities
given assumed pace
of learning for each
and every employee
156
Once you have picked the right mix and decide what to make what to
buy you should set the deadlines & set the pace of preparing content

methods analysis
 Prepare the content

for the activities done
internally
 Find providers for the
rest
 Schedule the activities
given assumed pace
of learning for each
and every employee
157
In the next lecture we will go a little bit deeper by showing you how we
have created supply chain course
Online Supply Chain Course
158
Online course
– Case Introduction
159
Let’s see, using the Supply Chain course, how you can create content
for the training activities that you want to deliver internally.
160
Let’s see how we have created content for this course
Shoot the movies

Create the structure Prepare the Edit the movies &
Define the scope and modify the
& first draft materials upload the content
content
 We defined which  Using the information  Once we had the list  Once we had the  After the movies are
industries we want to on the scope we have of lectures & the draft materials prepared, shot, they have to be
cover: Retail, FMCG, created in Excel the of the slides in paper, we started shooting edited to remove all
SMCG, commodity structure and list of we started the movies the errors, make the
 We have listed what lectures transferring it to  During the shooting sound a bit better
tools, skills we wanted  After that we have Power Point we would quite often  After the movies are
to teach drafted the slides in Presentation modify the Power edited, we upload
 We have listed the paper for the whole  Using the list of cases Point Presentation them to the platform
cases studies that will course we created the along with all
help us do that  We have also checked analyses in Excel to supporting materials
what resources we accompany the for every lecture
can use from the lectures in Power
things we have Point
previously created
161
Online course – Resources
162
For the supply chain course we have created a lot of
resources. We will shortly discuss them in this lecture
163
Below an overview of resources we have created for the course. You can
find them attached to the lecture
Description
 101 lectures
Separate movie for  70 new lectures
every lecture  31 lectures from other courses
 303 slides
Presentation in pdf
 17 case studies in Excel
Case studies in Excel
164
How to define the pace of
creating content
165
 The speed of creating content given your goals, deadlines

and the time needed to create specific type of content
Pace =  In the case of content creation can be measured in # of
pieces of content produced per period or man-hours
devoted to content creation per period
166
To make sure that you deliver what you have planned you have to define the
pace of content creation
# of courses to be # of man-hours per # of total hours

done
x 1 course
= needed to finish
# of total hours # of courses to be # of man-hours per

needed to finish done
x 1 course
# of hours devoted
per month
= =
# of months # of months
167
Now let’s calculate the pace for a specific case study
# of courses to be # of man-hours per

done
x 1 course
# of hours devoted
per month
=
# of months
5 x 160
# of hours devoted 200 hours per
per month
= = month
4
168
Execute & modify the training
machine
169
As you may remember there are 5 stages of creating the training machine

methods analysis
170
The last stage is the easiest one. You just have to carry out the plan and modify
if needed

methods analysis
 Carry out activities

according to plan
 Modify if needed
(new employees, new
projects, change of
the content etc.)
171
Let’s see how your execution team will changes depending on the size of the
firm
Micro / Boutique Small Medium Big
# of people  1-10 people  10-50 people  50-100 people  Above 100 people
Team we need to  1 internal person spends  You have 1-2 full time non-  You have 2-3 full time non-  You have a small team full
execute the 10% of time to make sure professional (support) professional (support) time non-professional
training plan that the pass project persons that are arranging persons that are arranging (support) persons that are
database is filled in for the trainings and making the trainings and making arranging the trainings and
every project sure that each and every sure that each and every making sure that each and
 1 internal person spends employee is fulfilling his employee is fulfilling his every employee is fulfilling
15% of time to make sure development path development path his development path
that the rest of the team is  You have 1 professional  Internal team that is  Separate Business Unit that
doing the trainings there person that is fulfilling the responsible for knowledge is responsible for
are supposed to do role of Knowledge Officer development and content knowledge development
production. It most cases and content production at
has from 2-5 people the top level
 The biggest firms will have
also a Research Business
Unit and Institute
cooperating with PhD,
professors, specialist in
specific areas
172

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How to train Management Consultants

& Business Analysts

The ideal Business

How to allocate time for How to build the

1-3 M FMCG, SMCG,

How to allocate time for How to build the

Profile of the ideal Structure for

You buy ready-

You buy ready

Independent Smart lazy

Creates value Efficient

Support the team Despise politics

Tools Skills Areas of expertise

Start x (1+10%)^10 = 2.6 x Start

Tools Skills Areas of expertise

 25 points  24 months  10 hours per training  0.5 hour per day

New Product Business

 Library of slides we  Folder structure we

Customer name Project Name Admin

RFP & Proposal

Project Background RFP & our Proposal Project Organization

Things we should Ideas for new

Offline courses Online courses

 Delivered in person  Delivered via some online platform

Map what Business

Map what Business

Mentor can adjust to the needs Mentors can get to know

Mentorship is less formal You create a new feedback loop

You deal with business &

Mentorship helps integrate

Define what you Decide on the form Define who is

 An event that is designed to teach participants about

It is a more dynamic / The same material can be used

You teach them also how to

You simulate project You can identify certain

Emotions help learn certain You can use workshops to

Can food producer case study

You can teach Consultants in less

You can show your work unlike the

You can learn how to do new things

Pro-bono projects offer nice referrals Potential to get or grow new

 Structured approach to a certain aspect / problem

You can use them to systemize Frameworks help the

Teams creating frameworks Frameworks increase

Frameworks make it easy to They help you communicate

Frameworks make it easy to They help you communicate

Low hanging fruit

Possible Reason 1 Analysis 1

Possible Reason 3 Analysis 3

Badly designed method of packaging

Badly organized work and schedule of Analysis of level of overtime, daily

Possible Reason 1 Analysis 1

Possible Reason 3 Analysis 3

 Easy but with low impact

Low Resources needed

Penetrate Target new

Enter new New

Increase demand for

Enter new markets (regions,

Optimize process and

Replace Opex with capex

Make it or buy it analyses and Change the form of using (i.e.