26 January 2011 
Diagnose, Design, Deliver: The Consultant’s Guide To Corporate Capabilities
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9 Questions for Hiring A Public Affairs and Research Director
Preliminary Questionnaire: [Client] Public Affairs and Research Director
Questions are in Bold and actual answers from Your Business Blogger(R) in italics.
The application was for a position in a military think tank in DC. (And yes, I did get the assignment.)
1. Please describe your level of experience in the following areas:
a. The Military
(Examples: Personal, family, professional, legislative, or other experience with the military)
Captain, Army Reserve, active duty 1976 to 1980
Father USN, WWII, Korea, 30 years
b. Research
(Examples: Research for yourself or an employer, academic projects, analysis of public policy or legislative issues, investigative work, etc.)
Project Officer, Armor and Engineer Board, research in night vision and electro-optics.
Research for publication on [client] issues
See “Booby Traps at the Pentagon,” published in The Women’s Quarterly, at http://www.yoest.org/2005/10/hidden_agenda_women_in_combat.html
See: “GI Jane at VMI” published in The Women’s Quarterly, at http://www.people.virginia.edu/~ccy2c/vmi_iwf.html
c. Writing
(Examples: Published books or articles, newsletters, Internet website postings or design, etc.)
Columnist for Small Business Trends and Small Business Radio one day/week, each 300 words
www.smallbiztrends.com
www.smbtrendwire.com
Commentaries posted on www.yoest.org.
Ghost-write a column three days/week each 100 words.
“Debt of Honor: Remembering the USS Bonefish,” Published by The Virginian Pilot http://www.yoest.org/yoest_debt_of_honor.html
“Doing Business in the Values Vacuum,” Published by ScrippsHoward
http://www.integrative-strategies.com/yoest.pdf
“To Get a Job PASS this Test,” Published by Daily Progress, Charlottesville, VA, see
http://www.yoest.org/2005/09/job_search_pass_this_test.html
See “Booby Traps” and “GI Jane at VMI” above, Published by Women’s Quarterly.
d. Public Relations & Media
(Examples: Working with producers, participating in radio/TV/print interviews, assisting media with research, etc.)
Set up over 100 media events for book release
See http://www.yoest.org/2006/02/10_action_steps_to_sell_your_b.html
Wrote talking points for over 100 media events
See http://www.yoest.org/2006/02/10_tips_for_your_big_show_biz.html
Lead presenter at press conference with Bill Archer
Background see http://www.yoest.org/2005/09/leadership_and_honore_a_revers.html
IT Human Resource Expert, “Managing Your Career” WMAL Radio, Washington, DC
e. Public Policy/Legislative
(Examples: Experience working for or with members of Congress or candidates, government officials, testimony, organizing public policy conferences/campaigns, tracking legislation, etc.)
Assistant Secretary for Health and Human Resources, Commonwealth of Virginia, for Governor Gilmore. Managed the year 2000 roll over through enabling legislation.
f. Public Policies Involving the Military
(Examples: Social Issues, defense/foreign policy, law enforcement, veterans issues, etc.)
Review on doing business with senior military leadership, see
http://www.yoest.org/2005/10/the_leadership_of_managing_tim.html
g. Fund-raising/Development
(Examples: Organizing events, writing direct mail letters, personally asking donors to contribute, grant proposal writing, etc.)
Invited Steve Forbes to speak at a non-profit fundraiser.
Sponsored a “Million Dollar Hole in One” golf tournament for the Gaucher Foundation.
Hosted several fund-raising events for political candidates in our home.
h. Public Speaking/Debate
(Examples: public policy speeches or debates, issue advocacy, academic or professional presentations, etc.)
Introduced Steve Forbes for a non-profit fundraiser.
Gave a speech to the NC Chapter of WWII Submarine Veterans.
Master of Ceremonies and Speaker, Year 2000 Lessons Learned symposium, Vienna, VA
i. Legal
(Examples: litigation, FOIA requests, military regulations, instructions and law, etc.)
Worked with legal counsel on solving a dispute over patent infringement.
2. What do you consider to be your best quality or asset in seeking this job?
Passion
3. What area of improvement would you need to work on in this job?
All areas
4. After reviewing our [client] website, which issues would you like to see [cleint] concentrate on in the future?
Women in combat, gender normed pt tests, mixed gendered basic training, sensitivity training
5. What do you see as the biggest challenge for [client] in the next three years?
Funding
6. How would your personal experience help in promoting the mission of [client]?
Former Combat Arms, published author, education expert, successful owner of start-up businesses.
7. What is the primary reason you are interested in seeking this job?
Make a difference
8. Do you have experience expressing your opinion on controversial issues?
Yes
9. Where do you see your career three years from now?
In the leadership of [client].
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The First 14 Questions For Any Consulting Engagement
The one word that would describe the consultant’s work to the client is value. Following are questions that the consultant is going to need addressed to understand the client and his work to begin to add value in any engagement.
This is also a worthy exercise for the promotion-worthy staffer and the Alert Student. From our friends at McKinsey:
1. How do you define your business? (government contractor, software developer, manufacturer?)
2. Can you describe an ideal customer? Can you describe a bad customer (assuming he is paying the invoices)?
3. Who are your competitors? Why are you better? What advantages does your competitor have? How do you stack up on the cheaper-faster-better scale?
4. What growth rate are you anticipating for the next three – five years? Why?
5. What are your three-five year profit projections? Why?
6. What are the company’s plans for expansion-New Markets-Products-Manpower-A Physical Plant?
7. How do you measure quality? What was the rate of quality improvement in the last three years?
8. How much has your company’s productivity (revenue per man-hour, value-added pr man-hour) increased?
9. If I handed you a “magic wand” that would allow you to change or fix….. what would it be?
10. Where would you like to start?
11. What are the strengths of your department-organization?
12. What are your goals in the next 12 months? Professional? Personal?
13. What are the obstacles that stand in the way of your group reaching its goals?
14. What do you need, in terms of additional resources or training, to do your job more effectively?
24 January 2011
MGT 514, Project Management, Getting Started, The Catholic University of America
Project Management, Getting Started
Project Management, Getting Started.doc
Project Management: Deliverables’ Live Cycle Templates, The Catholic University of America
Project Management: Deliverables’ Live Cycle Templates
Project Management Deliverables’ Life Cycle.doc
MGT 514, Stages of Project Management, The Catholic University of America
Stages of Project Management
Stages in Project Management.doc
Stage
Stage of Development
Stage Activities
Stage Deliverable(s)
1
Concept or Definition
Define the end customer need.
Define the characteristics or features of the product, service or process that will be designed.
Description of the deliverable.
Customer needs and requirements document.
2
Design
Design the product service or process.
Review the design.
Validate or test the product, service or process design.
Design plan(s) for creating the deliverable.
3
Develop, construct, install
Pilot and verify design.Train people.
Install equipment and/or build a facility.
Constructed deliverable
4a
Start-up, initial production Implement the design.
Produce and deliver initial product to the end customer.
Provide initial service to the end customer.
Initial process runs
Verified, tested, deliverable.
4b
Production, operations and maintenance
Operate process at production levels for the end customer.
(Usually not part of the project unless the project deliverable is a service.) Deliverable performing or producing at expected levels.
5
Retire
Return resources (people, equipment and /or materials) to the organization.
Dismantle equipment.
Dispose, recycle, or reuse material.
Deliverable removed from service
Stages in Project Management
The McGaw-Hill 36-Hour Course: Project Management, Second Edition, Helen S. Cooke and Karen Tate
17 January 2011
Management Basics #1, MGT 323, The Catholic University of America
MGT 323,
Define these vocabulary terms and phrases.
1. Management defined in a word
2. Management defined in a sentence
3. Name and explain the four components of management
4. 360 degree evaluation
5. Three broad skills needed for management
6. At work, who is the most important person in the life of an employee and why?
7. In the management of “management time” what is a “monkey”?
8. What is social capital?
9. What is emotional intelligence?
10. Discuss the difference between the individual contributor and the manager
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