 
1. What are the key measures of success within the firm?
2. How does Dwayne D. Jakes & Associates Management Systems, LLC value its Knowledge Management Systems?
3. What type of engagements or projects does your firm work on?
4. What is the general turn around time for project request?
5. What are People Commerce Development Systems?
6. What is Customer Relationship Management?
7. What does the CPCM designation signify?
8. What does the CMC designation signify?
9. Will this consultant show me up?
10. Will this consultant be acceptable to other people in my organization?
11. Is this consultant working to understand my situation (rapport building)?
12. Will this consultant keep to my organization pace?
13. Will this consultant push me to hard to quickly?
14. What type of implementations will this consultant deliver?
15 If I speak openly will this consultant respect what I say?
16. How confidential is this conversation?
17. Will I be able to control this consultant?
18. Will my boss ask why I am not doing this project internally?
19. Will this consultant say no to anything I ask him or her to do.
20. What will I do when the consultant is gone?
21. How much is there a threat to me by working with this consultant?
22. Will the proposed solution be practical?
23. What is this engagement going to cost?
24. How long are these engagements going to take?
25. How good are the consultant's technical analysis skills?
26. Can this consultant create financial-value added ROI/ROA/ROE?
27. What is in this for me?
28. Why engage the services of a CMC?
29. Why engage the services of a CPCM?
30. Do you have a structured consultant fee schedule?
31. Can you describe your consulting business model?
32. What does your organization do?
33. What is "C2B" Consulting to Business?
34. What is E-Consulting?
35. What is a Management Consultant?
36. What kind of Management Consultants are there?
37. How can I tell if I need a consultant?
38. How do I know the kind of consultant to engage?
39 How do I find a competent consultant who can help?
40. How do management Consultants charge for services?
41. How do I screen recommended consultants?
42. How do I make the final selection?
43. What kind of agreement do I make with the consultant?
44. How do I assure successful completion of the project?
45. What about confidetiality and conflict of interest?
46. How do I evaluate the project success?
- Consulting and Facilitation Services. It is our job to discuss the drivers
of productivity and process improvement, both organizationally and within the marketplace. Our seven project focus areas are: Management Consulting, Knowledge Management, Customer Relationship Management, Training &
Development, E-Consulting, IT Management Consulting and E-Commerce.
- Knowledge Management (KM) involves using systematic approaches to disseminate
information and knowledge to the right people at the right time to create value. Our KM initiative combines people, processes, and technologies to identify, capture, and share best practices and
collective knowledge that help organizations achieve their specific business goals.
- Strategy, Human Resources, Business Plan Development, Coaching & Mentoring, Facilitative
Workshops, Small Business Development, E-Consulting and Keynote Speaking.
- It depends on the scope and depth of the engagement.
- An organized collection of people, business technology,
KM and client relationships unified by regulated interaction to create
value-added results on ROI. The People Commerce
Development System Model can be successful in any organization if you identify and interpret the strength,
weaknesses, opportunities, and threats. Secondly, you must determine whether your business strategy
or corporate goals make sense. Finally, you must attain buy-in from executive management to utilize the model.
- Customer Relationship Management (CRM) is the method for creating value
that chosen customers want and for developing progressively deeper relationships with these customers. More important than
financial or physical stature, CRM is often an organization’s greatest asset and requires investments in technology,
people, and processes to strengthen those customer relationship bonds.
- CPCM is a Certified Professional Consultant
to Management who meets specific requirement of character, education, experience, competence and ethics. He or
she practices as a consultant subject to actions that maintain the high standards of dignity and performance required of all
certified members of NBCC/National Bureau of Certified Consultants, Inc. Headquartered in San Diego, CA.
- CMC, Certified Management Consultant.
The CMC designation is awarded by
IMC USA, Washington, DC and represents evidence of the highest standards of consulting and adherence
to the ethical canons of the profession. Less than 1% of all consultants have achieved this level of performance.
- No
- Yes
- Yes, we will develop a mutual plan of action to accomplish objectives.
- Yes
- No, we will agree on a project timeline conducive for both parties.
- An eight- step consulting business model.
- All of our client engagements are built on 100% mutual respect.
- All business assignments are 100% confidential.
- No business relationships are built on control but mutual respect!
- Dwayne D. Jakes & Associates Management Systems, LLC specializes in finding solutions
that can’t be solved internally.
- Each engagement has agreed upon objectives that can be modified to satisfy our client’s
needs.
- After the implementation, conclusion and exit phases
I am available for a retainer fee if additional help is required. Retainer
Relationships: I will be available to you as a resource for a fee of $12,000-$15,000 per month.
The minimum period is three months, and the fee is to be paid at the beginning of the period. Thirty days before the end of
the period, both parties will determine whether to extend it for another similar period.
- None
- All solutions will be agreed upon buy both parties.
- There is no set cost. Our projects are based on value to the client’s organization.
We offer value-based consulting fees to determine price.
- It is determined by the lifecycle of the project.
- Over twenty years management and consulting experience.
- Yes, a step increase in results…5%, 10%, 15%, 20% or better is generally
possible but never guaranteed!.
- An opportunity to offer great products and services.
- The CMC designation is the preeminent designation
earned in the management consulting profession. IMC USA, Washington, DC.
- The designation of CPCM emphasizes that the
consultant is a member of a national organization dedicated to the highest standards of ethics in the consulting profession.
NBCC, San Diego, CA.
- No, all of our fees are value-based per project and client.
- Our consulting model consists of eight phases: entry,
initial meeting, diagnostic analysis, action planning, proposal formulation, implementation, conclusion and exit.
- We assist clients in improving individual an organizational improvement.
- "C2B" Consulting to Business is an electronic magazine published by
Dwayne D. Jakes & Associates Management Systems, LLC.
- Electronic Consulting: The key aspect of e-consulting
is it focuses on digitalization of business processes. The universal connectivity permitted by the growth of the internet
and a standardized way of communicating a cross-different computing platform is shifting the balance of importance from the
physical world to the digital world.
- A management consultant is an independent professional who, for a fee, helps the management
of client organizations define and achieve their goals through better utilization of resources. The consultant may do this
by helping to define and identify current or future problems or opportunities. Management Consultants are change-agents who
not only propose
change but help implement it as well. As an independent professional, a management consultant's sole concern is the welfare
of the client's organization.
- Management consultants may be sole practioners who work with small staff or members of a
consulting firm who work with professional colleagues and a large support staff. Management consultants may be generalists
able to work with top management on a wide range of concerns, or specialists whose background and experience focus on more
specific areas of management. Common consulting specialties include: Administration, Compensation, Wage & Salary Administration;
Electronic Data; Financial Planning & Control; Human Resources Management/Labor Relations; Incentive Compensation; Manufacturing;
Organization Planning & Development; Physical Distribution; Research & Development; Sales & Marketing;
Strategic & Business Planning; Each of these broad areas can be broken down into narrower areas.Human Resources,
for example, can be subdivided into Compensation, Recruitment, Labor Relations, and Training.
- There are no hard fast rules for deciding if a management consultant should be brought in
to solve a problem. Often, a situation will require that a consultant be retained until in house capabilities are enhanced
by a permanent staff addition.
- Occasionally, the situation can be precisely defined, as when a union organizer is collecting
signature cards. Often, it cannot be easily defined. In those cases the simplest approach is to list the symptoms of the problem
to be solved or the goals to be achieved. The kind of symptoms or goals identified will usually indicate what kind of consultant
is needed. It should be pointed out, however, that the biggest contribution a consultant makes is to help the client's initial
conversation with a consultant should disclose if a situation has been properly defined.
- IMC provides a directory of its members for use by clients who are interested in hiring
a consultant. They also have a referral service on their web site at www.imcusa.org. Certified Management Consultant (CMC) Global Network, www.cmcglobal.org. National Bureau Certified Consultants, www.national-bureau.com. 1850 Fifth Avenue, San Diego CA 92101.
- Many management consultants base their fees on a per-diem rate, with out-of-pocket expenses
billed separately. Consultants may be engaged for a specific project, or retained for an indefinite period to provide continuing
advice to management. An experienced consultant should be able to estimate the lenght of time of a project and quote a "not-to-exceed"
price.
- Three considerations are involved: a) the consultant's experience in handling similar situations:
b) references made regarding the consultant's ability to make things happen, and c) the personal rapport established with
management during the initial interviews. Experience is important, but not to the exclusion of the other considerations. Two
or three consultants whose experience comes closest to matching the situation defined should be selected by management. Each
should then be interviewed. Management should determine that the individual consultant, not just the firm, displays a through
familiarity with the situation and can suggest a few other possibilities or points of inquiry regarding the problem. The consultants
should furnish references (people within client firms) for whom they have handled similar situations and these should be checked
thoroughly. Consider the results obtained, the honesty and tact with which recommendations were made, and the ease with which
the consultant worked with the organization's people.
- Once the consultant's references have been checked and experience confirmed, the final selection
should be based on the following. Breadth of experience which encompasses and goes beyond the situation defined. Demonstrated
ability to complete assignments on schedule and within budget. Demonstrated ability to develop practical recommendations and
to have them implemented successfully. Demonstrated ability to work with people diplomatically and effectively, with the least
disruption of ongoing operations. The trust and rapport established with management during initial contacts. Following evaluation
of these considerations, the consultant of choice should be asked to submit a proposal.
- The consultants's proposal should spell out, in as much detail as needed, such things as:
The assignment objective and scope; The nature of the final report and interim progress reports; What the consultants
will do; What the client will do, and what they will do jointly during and following the project's completion to assure its
success; The anticipated charges, expenses, basis of charges, and terms of payment; The conditions under which the client
or the consultancy may cancel the agreement. The client and the consultant should review the proposal. All questions regarding
the proposal should be resolved. Portions may have to be rewritten to provide necessary assurances and explanation. The proposal
should be accepted only when its terms and conditions are thoroughly understood and agreed upon.
- There are several positive steps which management can take to help assure the successful
completion of a consulting engagement. These include: Ensuring the cooperation between the consultant and company employees
with whom the consultant must work, in order to develop the inputs and recommendations; Informing all concerned, either through
a general meeting or personal memos/emails, that a consultant has been engaged and the nature or purpose of the engagement;
Allaying anxiety that may result when employees learn that a consultant has been engaged; Being available to the consultant
in order to review progress, clarify information that has been developed, or help in resolving temporary difficulties; Not
pressuring the consultant unnecessarily to disclose the natureof findings or recommendations until the situation has been
thoroughly researched and the consultant is ready to do so.
- All reputable consultants consider the detailed knowledge they gain about a client's operations
and staff to be confidential. Such information is not to be discussed with, or disclosed to, a third party without the clients's
express permission of both. These are requirements of the Code of Ethics to which all reputable consultants subscribe.
- The sucess of a consulting project can be measured in many ways. Frequently, the change
that results from an engagement is obvious; for example, measurable savings being realized, new business being generated or
delays eliminated. Some projects, however, may not produce immediate measurable results; their payoffs are realized gradually.
However, in such situations, there should be observable progress toward the achievement of goals or the solution of problems
identified in the consultants final report. Finally, and beyond such measures, there is one of a more objective nature. Ask
the question, "Would I hire the same consultant again?" If the answer is yes, then the project can generally be considered
a success.
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