Module: Strategic Consultancy Project II

Module Specifications.

Current Academic Year 2024 - 2025

All Module information is indicative, and this portal is an interim interface pending the full upgrade of Coursebuilder and subsequent integration to the new DCU Student Information System (DCU Key).

As such, this is a point in time view of data which will be refreshed periodically. Some fields/data may not yet be available pending the completion of the full Coursebuilder upgrade and integration project. We will post status updates as they become available. Thank you for your patience and understanding.

Date posted: September 2024

Module Title	Strategic Consultancy Project II
Module Code	MT5148 (ITS) / MNA1019 (Banner)
Faculty	DCU Business School	School	DCU Business School
Module Co-ordinator	John Loonam
Module Teachers	Nuala Lonergan
NFQ level	9	Credit Rating	15
Pre-requisite	Not Available
Co-requisite	Not Available
Compatibles	Not Available
Incompatibles	Not Available

None

Description

The Strategic Consultancy Project is an educational collaboration between a client organisation and DCU Business School. The module requires students to work with the client company as a consulting team to overcome highly complex, fragmented, and ambiguous organizational challenges. This module will require consulting teams to diagnose and analyze a specific organizational challenge. Students will be required to engage with the client in field research, analyze data, propose interventions for planned change, and make recommendations to senior management for strategic action.

Learning Outcomes

1. Explore Strategic Management consulting and the tools and techniques in collecting and analysing field data;
2. Critically analyse the nature and characteristics of strategy in management consulting, and the role of consultants, in resolving organisational issues at indigenous and global levels
3. Evaluate and apply key attributes sought by companies in the engagement of management consultants including interpersonal skills, time management, commercial awareness, initiative within ambiguity, independent learning and team collaboration skills, and effectively communicating recommendations to stakeholders
4. Research, analyse, evaluate and propose practical and responsible business options given the project constraints in consulting work
5. Understand complex and unstructured situations by identifying the core strategic challenges and issues.

*Type*	*Hours*	*Description*
Workload	Full-time hours per semester
Lecture	32	Consultancy Tools & Techniques
Seminars	18	Project Progress reporting
Lecture	36	Academic supervision
Lecture	24	Industry Mentor
Professional Practice	65	On-site Research
Independent Study	200	Working on Group assignments
Total Workload: 375

All module information is indicative and subject to change. For further information,students are advised to refer to the University's Marks and Standards and Programme Specific Regulations at: http://www.dcu.ie/registry/examinations/index.shtml

Indicative Content and Learning Activities

Assessment Breakdown
Continuous Assessment	100%	Examination Weight	0%

Type	Description	% of total	Assessment Date
Course Work Breakdown
Report(s)	Executive Briefing Client Report	15%	n/a
Presentation	Consulting teams will make a Presentation on their findings to respective client organisations	15%	n/a
Group assignment	Final 30,000 word group assignment	70%	n/a

Reassessment Requirement Type
Resit arrangements are explained by the following categories: Resit category 1: A resit is available for both* components of the module. Resit category 2: No resit is available for a 100% continuous assessment module. Resit category 3: No resit is available for the continuous assessment component where there is a continuous assessment and examination element.
* ‘Both’ is used in the context of the module having a Continuous Assessment/Examination split; where the module is 100% continuous assessment, there will also be a resit of the assessment
This module is category 1

Indicative Reading List

Jones, B and M. Brazzel: 2006, The NTL Handbook of Organization Development & Change: Principles, Practices, and Perspectives, Wiley Publications, San Francisco,
0: Coghlan, D., 2019. Doing action research in your own organization. Sage.,

Other Resources

None