Consultancy, Project and Change Management Development

Guide a consultancy assignment through five connected stages, supported by 129 indexed tools and models, scripts, working records and worked examples. Keep client ownership, credible evidence and capability transfer at the centre of the work.

The five-stage E.D.D.I.E. consultancy framework

Agree the assignment, determine what must change, design the response, support implementation and evaluate results. Each stage has an explicit handover; return to earlier questions when evidence, scope or risk changes.

Put it to work

• Agree the client brief, scope and success criteria.
• Investigate organisational issues through interviews, observation and diagnostic models.
• Compare solutions, manage implementation and review benefits.

Work towards practical outputs

• An authorised brief and diagnostic plan.
• An agreed diagnosis and an owned, testable solution design.
• An operational handover and an evidence-based decision to close or continue.

Connect change leadership with practical support, adoption and sustained practice. The manual brings together 150 tools and working records, a companion Excel workbook, fifty model applications and a separate 4C readiness module.

An eight-step leadership route informed by Kotter

Build the case and coalition, clarify the vision, involve people, remove barriers, learn from verified wins and embed useful practice. The steps interact and can be revisited; the other models and the 4C readiness module each serve distinct questions.

Put it to work

• Build and test the case for change with sponsors and affected colleagues.
• Plan stakeholder engagement, communication, capability and practical support.
• Review readiness, pilot results, adoption and operational handover.

Work towards practical outputs

• A documented case for change and stakeholder engagement plan.
• Owned actions to address barriers and readiness gaps.
• Evidence of pilot results, adoption and sustained operating practice.

Take a project from initiation through planning and implementation to responsible close. Seventy-two tools connect the brief, business case, delivery controls, acceptance and benefit ownership with one companion Excel workbook.

The four-stage HR Delivery project framework

Initiate, plan, implement and close with a clear decision gate and useful handover at each stage. Governance, stakeholders, evidence, quality, risk and benefits run throughout; revisit earlier commitments when the evidence changes.

Put it to work

• Define the brief, business case, sponsor authority and project scope.
• Integrate schedules, budgets, capacity, risks and acceptance criteria.
• Manage changes, operational handover, closure and future benefit reviews.

Work towards practical outputs

• An agreed brief, justified business case and controlled project initiation document.
• An approved delivery baseline with credible progress and change records.
• Accepted completion, transferred responsibilities and named benefit-review owners.

Use PDSA to learn from small tests and Lean to understand and improve the whole flow of work. Eighty practical tools pair guides, reusable forms and fictional worked examples with a connected Excel workbook.

PDSA and Lean process improvement

The Model for Improvement begins with a clear aim, measures and change ideas, then repeats Plan, Do, Study and Act. Five complementary Lean principles address value, the value stream, flow, pull and continuous improvement; use PDSA to test proposed changes before scaling.

Put it to work

• Clarify an improvement aim, measures, causes and a small test.
• Map handoffs, demand, queues and rework across a service process.
• Study results and decide whether to adopt, adapt or abandon a change.

Work towards practical outputs

• A defined improvement aim, baseline and PDSA test record.
• A current-state map and a tested process improvement.
• A documented learning decision, control plan and operating handover.

Prepare purposeful workshops and help groups own useful results. Eighty practical tools combine guides, working forms, examples, six workshop playbooks and reflection on practice, with a linked Excel companion.

John Heron’s six dimensions and three modes

Use six overlapping dimensions to decide what needs attention. Choose whether the facilitator directs, facilitator and group share, or the group self-directs. These are choices about facilitation and authority, not six chronological stages.

Three modes: Hierarchical · Co-operative · Autonomous

Put it to work

• Contract and design a workshop with clear aims, decision rights and access.
• Support dialogue, participation, constructive challenge and group decisions.
• Review facilitation practice through observation, reflection and feedback.

Work towards practical outputs

• A clear workshop mandate, agenda and participation plan.
• Recorded group decisions, actions and accountable owners.
• An evidence-based development plan for facilitation practice.