Beruflich Dokumente
Kultur Dokumente
Chairman
Prof. C.S. Venkata Ratnam
Director, International Management Institute
New Delhi
Members
Prof. B. Bhattacharya
Director
Institute for Integrated Learning in
Management
New Delhi
Mr S. S. Chakraborty
Managing Director
Consulting Engineering Services (India)
Pvt. Ltd.
New Delhi
Mr Rajiv Khurana
Management Consultant
The Personnel Lab
New Delhi
Dr. Aneeta Madhok
Vice Chair
The International Council of Management
Consulting Institutes (ICMCI)
Mumbai
Mr Navyug Mohnot
Managing Director
QAI (India) Limited
New Delhi
Mr N. S. Rajan
Partner (Human Capital)
Ernst & Young Pvt. Ltd.
New Delhi
Mr G. Shankar
President, Madras Consultancy Group
Formerly Vice Chairman, ICMCI &
President, IMCI
Chennai
Mr Tanmoy Chakrabarty
Vice President & Head
Global Govt. Industry Group
Tata Consultancy Services,
New Delhi
Mr Brian Ing
Chairman
The International Council of Management
Consulting Institutes (ICMCI)
Cambridge (U.K.)
Mr Arun Kochhar
DGM (Corporate Affairs)
Engineers India Limited,
New Delhi
Dr Bhimaraya A. Metri
Associate Professor (Operations Management)
Management Development Institute
Gurgaon
Dr Kiran Kumar Momaya
Associate Professor (Competitiveness)
Chairperson (Strategic Management Group)
Department of Management Studies
Indian Institute of Technology Delhi
New Delhi
Mr S. R. Rao
Executive Director
Export Import Bank of India
Mumbai
Prof. P. B. Sharma
Vice-Chancellor
Rajiv Gandhi Technical University
Bhopal
CONSULTING AHEAD - VOL. 2 - ISSUE 2
CONSULTING AHEAD - VOL. 2 - ISSUE 2 l1
1. Failure to Define
Failure to define the scope of the project and
deliverables at the outset, sets the project up for
failure from Day 1. Even if the project is still in its
infancy, it is essential that the scope, objectives,
parameters and outcomes of the project are defined.
If necessary, engage a consultant as part of a phased
approach.
For example :
Phase 1 : Define project objectives, scope,
stakeholders, terms of reference, out-
comes, deliverables, budget, timeliness
etc. This can usually be done within 1-2
weeks.
Phase 2 : Implement and deliver project.
Refer to Appendix 1 for key factors to consider when
defining Project Scope and Consultant Brief
document.
By clearly documenting the project scope there is no
confusion even if the common issue of 'scope creep'
comes up. When projects, roles and deliverables are
clearly defined, this ensures that all parties are
working towards the same objectives. If scope creep
While the engagement of consultants is essential to the success of
organisational wide projects, most organisations tend to commit a number of
common mistakes when engaging external consultants. On the flip side to
that, many consultants also make similar mistakes by not assisting the
organisations through this level of preparation.
For more than 10 years of experience as Organisational Development
Consultants and Brokers, aCE talentNET have identified seven (7) common
mistakes that organisations make in engaging consultants, and consultants
make when being engaged by clients, to deliver organisational project
initiatives.
No matter what your project, if you understand and avoid the following
mistakes, you will be assured of success with your delivered project
outcomes
becomes an issue then the initial 'Project Scope'
document is a great place to start to clarify roles and
responsibilities.
2. Failure to Select
Failure to select the right consultant can be the result
of many factors, for example :
lLack of clearly articulated project scope and
brief
lNot matching consultant capabilities with
those required for the project
lLack of time to conduct a thorough selection
process (including short-listing, screening,
interviewing, reference checking, etc.)
lPreference to appoint low cost consultants
lFailure to fully check consultant references,
referees and track record
lFailure to clearly document project
parameters in a contract.
Often the difference in paying an additional $3-$500
per day more can be the difference between
engaging an average consultant to an outstanding
one.
7 Common Mistakes to avoid when engaging a Consultant
Deirdre Gruiters
By all means use existing network of consultants to
approach with opportunities, but do not be afraid to
go to a broader range of suppliers and delegate the
responsibility for short-listing to suitable
candidates. Many clients fall into the trap of
engaging consultants they have used before or
consultants referred by colleagues or (dare we say it)
friends. Often these consultants do not have the
skills to deliver all aspects of the project and
therefore, their appointment is counter-productive
and a waste of valuable funds.
To ensure this doesn't happen, take 30 minutes to
document the desired types of skills, capabilities,
experience, qualifications and background to
undertake the project. Give careful consideration to
the personality and cultural aspects of the
consultant, as these factors are critical to finding,
selecting and appointing the right consultant, and
thus achieving project outcomes in the most
effective way possible.
Refer to Appendix 1 for a template to assist with
avoiding Common Mistake Number 1 and 2
Project Scope and Consultant Brief Template.
3. Failure to Induct
Unfortunately, the sad fact is that failure to invest a
few hours inducting a consultant into the
organisation, department and project can set the
consultant up for failure from the word 'go'. It is
essential that the consultant gain as much
knowledge about the organisation etc. and project as
soon as possible to ensure they are effective in
achieving the project deliverables.
Here are a few tips for an effective consultant
induction :
A. Meet with consultant on Day 1 to achieve the
following :
lBuild rapport
lClarify project scope and deliverables
l
indicators / project deliverables and
milestones / timeliness
lConfirm contract terms, e.g. duration,
rates, hours, compliance issues (e.g.
OHS etc.), administrative (e.g. PC,
workspace, workplace flexibility i.e.
working from home etc.)
lConfirm expectations, reporting lines
and autonomy
lAgree on methods and regularity of
communication and updates
lIdentify a 'buddy' for the consultant to
ensure administrative issues are
managed at the right level (i.e. not by
project leaders)
lEstablish protocols for monitoring
project scope creep; this often happens
within a project and building in
processes to manage this is essential.
B. Introduce consultant to project teammembers
and key stakeholders
Send communication to key stakeholders
confirming appointment of consultant, briefly
outlining consultant background and capability,
their assignment and seek stakeholders' assistance
in working with the consultant to deliver project
objectives. If pushed for time, delegate drafting of
this communication to the consultant as their first
task of the project.
4. Failure to Communicate
Clients have every right to expect that a good
consultant will hit the ground running and very
quickly become a productive and effective member
of the project team (particularly if Mistake 3 is
avoided!).
However, this does not mean that consultants do not
require the same level of communication and
Confirm consultant key performance
2 lCONSULTING AHEAD - VOL. 2 - ISSUE 2
Deirdre Gruiters
updating that regular team members and full-time
employees warrant. Treat consultants as you
yourself would want to be treated and you will be
more than half way there in avoiding this common
mistake.
The more communication a consultant receives the
more effective they will be in delivering project
objectives.
Make time to meet the consultant, at least on a
weekly basis, and set a firm agenda and timeframes
for what needs to be discussed. This does not have to
be a long meeting, say 20 minutes, but it does need to
be regular.
Also provide the consultant with a means of getting
in touch with you (or key stakeholders) in the event
something urgent needs to be discussed.
Many a project has failed due to the lack of
communication between project sponsors, leaders
and members!
5. Failure to Delegate
Assuming the right consultant has been selected,
they will be able to provide valuable assistance,
insight, research, methodologies, innovative ideas
and share experiences relevant to the project. One of
the most common mistakes made by clients is
failure to capitalise on this experience!
Clients must think outside the square, in terms of
viewing the consultant's role, and tap into what is
often a vast number of experiences gained over their
consulting career. Failure to tap into this knowledge
is not smart particularly when it is available.
Consultants often report that the role they were
contracted to fulfil was diluted to a point where
clients could often have on board lower paid
resources to complete instead. Clients must
'delegate, delegate, delegate' wherever possible and
use the capabilities and knowledge of the
consultants to the maximum effect.
There is of course a fine line between maximising
the skill set of the consultant and major project
scope creep, so care is required when expanding the
deliverables/KPIs of the consultant (see Common
Mistake Number 1).
6. Failure to Trust
This is linked with Common Mistake Number 5.
Failure to trust a consultant to do their job often
results in ineffective use of the consultant's skills,
experience and knowledge.
There is no mistaking the challenge and time
involved in developing trust in a consultant.
However it is strongly recommended that once
clients have provided solid direction regarding
expectations, tools, preferred layouts, metho-
dologies, objectives, timeliness and deliverables,
that they have a loose reign on the consultant from
the outset to allow them to showcase the quality of
their work.
Failure to trust in the consultant's skills, experience
and abilities can again, minimise the effectiveness
and value the consultant can provide to the project.
By undertaking the following, you will be able to
provide the right environment in which to quickly
build a sound level of trust with your consultant :
lSet clear boundaries
lSet clear guidelines regarding project scope
lBe clear about communicating organisational/
departmental values
lArticulate any necessary political issues for
careful management
Provide a supportive and communicative
environment
7. Failure to Review
As with all projects it is essential to regularly review
progress. So it follows that it is important to
regularly review the consultant's progress with the
CONSULTING AHEAD - VOL. 2 - ISSUE 2 l3
7 Common Mistakes to avoid when engaging a Consultant
project. Alas, this is often a common mistake made
by clients.
The objective of regular review is two fold :
1. Review Project progress including:
lDeliverables
lMilestones
lTimeliness
lBudget.
2. Give consultant feedback on such issues as:
lQuality of work
lContribution
lTeamwork
lCommunication
lAreas for improvement
And if you are brave, get the consultant to give you
feedback!
Summary
By employing each of the seven key steps, i.e.
Define, Select, I nduct, Communicate, Delegate,
Trust and Review you will avoid the common
mistakes often made when engaging a consultant.
By avoiding these 7 mistakes you will :
lEnsure the role of the consultant is clearly
defined
lMonitor the progress of the consultant towards
defined project deliverables
lHave confidence in your consultant to deliver
on project milestones and deliverables
lEnsure the consultant adds as much value as
possible to both the immediate role and wider
departmental team
lUtilise, to the fullest extent the skills,
knowledge and experiences of the consultant
lDeliver the project on time and within budget.
4 lCONSULTING AHEAD - VOL. 2 - ISSUE 2
Deirdre Gruiters
CONSULTING AHEAD - VOL. 2 - ISSUE 2 l5
7 Common Mistakes to avoid when engaging a Consultant
Project Sponsor
Location
Days of Work
(i.e. shifts, weekends)
Start Date
Anticipated Length of
Project
Rate/Payment (i.e. hourly,
daily) GST Inclusive/
Exclusive
Expenses and Allowances
(Additional)
Travel Required
Special Requirements (e.g.
weekend work, drivers
licence, own car)
Project Description
Project Role
Project Deliverables
Project Critical Milestones
Consultant Skills Required
Appendix 1
Project Scope and Consultant Brief Template
Consultant Industry Experience
Consultant Profile
(i.e. personality, style,
experience, etc.)
Culture of Organisation and
Operating Style of Project
Leader
Technical Skills required
(e.g. IT, project management
methodologies, accreditations,
qualifications etc.)
Managing Expectations in Consulting Business
Consulting as a business is not as smooth as it would seemfromthe growing
number of consultants all over the world, across every profession
imaginable. A key reason for such growth is that many professionals are
opting for freelance consultancy as against full time employment, and the
market and acceptance for consultancy is steadily increasing. However this
is not the subject of this article. Although there is a phenomenal growth in the
consulting business, every consultant constantly faces a challenge in
managing expectations of the client. Successful consultants must learn how
to manage client expectations, enhance the client's satisfaction levels as well
as fulfill their goals and aspirations.
Before delving into the subject of expectation, it would be useful to
understand some background of the subject under discussion.
Consultancy Service
With globalization, and industrial growth all over
the world, a business establishment can not survive
only on its core competence. The main reason for
this situation is the fast disappearance of the
technology boundaries of different engineering
sciences. There is a pressure to innovate for survival
and growth, and the basic prerequisite for
innovation is to bring experience of other areas into
one's core technological strength.
Obviously, for a small or medium size business
entity, it is always not possible to hire experts in all
non-core technical areas, as full time employees.
Even if they could afford it, it is not justified to hire
an expert without adequate work for reasonably
long time frames. Also, any organization employing
only one person in a given area of expertise, would
force that person to work in an intellectual vacuum,
thus becoming increasingly isolated from the rest of
the organization. This would lead to frustration and
dissatisfaction among the employees. Therefore, the
obvious choice for the business entity is to look for
freelance consultants and hire their services for
specific purposes. This is also facilitated by a
growing trend of many professionals opting to work
from home or on flexible terms and timings.
One important point emerges from this situation.
Very often, the client has little knowledge of the
field for which the consultant is being hired. This
forms the seed of mismatch of expectations for both
the client and the consultant. Also, the client very
often fails to recognize that the consultant is not in
the pay roll as a full time employee, as also the fact
that the consultant would have other clients to
attend, and must balance responsibilities to do
justice to all clients.
While the situation is very similar in both cases
where the consultant is an individual specialist or a
company, having a group of experts under its
disposal, in most cases the services provided by
consulting companies are better defined and built
around specific, tangible deliverables. Also,
consulting businesses invest a fair amount of
resources, including legal and management
resources, in protecting the interests of their
members or partners. The problem of expectation
mismatch is also less difficult to manage when there
are many competing groups providing a similar
service. Services such as office automation and legal
services fall under this category.
Our concern is with individual, specialist
consultants typically operating in an individual
Sobhan Ghosh
6 lCONSULTING AHEAD - VOL. 2 - ISSUE 2
any mismatch. As for example if the consultant is
expected to improve the efficiency of a production
unit, he should reasonably expect that the client
shares all the information related to the current
practice without any hesitation. The best time for
resolving expectation mismatch is in the beginning
of the relationship, or if possible during a courtship
period or pre-engagement cycle. Post mortem after
the job is completed has no merit, never leads to
acceptable solutions and ends in strained
relationships.
A successful management of client's expectations is
the key parameter for success in consulting
business. While it is incumbent on the consultant to
try to come up to the expectations of the client, it
should be understood that in this process the
consultant should not run out of resources and end in
a loss, and under no circumstances should the
consultant entertain any non-ethical expectations of
the client. Both of these, particularly the second one
will certainly lead to ruin of consultants credibility,
reputation and eventually business.
It is true that quantification of all the components of
expectations are not possible in the beginning, yet
efforts should be made by both the parties to
understand each other's viewpoints and
expectations, limitations and perceptions. While a
good legal document or MOU is necessary before
undertaking a service, it does not guarantee the
successful management of expectations. Such
documents are only useful when both the parties
decide to terminate the relationship due to mounting
dissatisfaction. Since the objective is not to reach
this stage, we should focus our attention in defining
expectations and agree only on those aspects and
deliverables which could be reasonably delivered by
each of the parties.
During the course of the relationship also, a planned
and structured periodic analysis is invaluable: if the
consultant feels that there is a potential of failing to
come up to the expectations of the client, it should
immediately be brought to the notice of the client
capacity and providing a consulting service as
intellectual input to the client. In such cases almost
invariably it is difficult to establish the quantum of
work required of, and carried out by the consultant,
as also to quantify the value of the service provided
by the consultant. Very often it is also difficult or
even impossible to define the deliverables package
at the time of engaging the consultant. Neither the
consultant nor the client has a clear idea of the end
product at the time of initial engagement. Both the
parties join together under a contract which clearly
defines financial implications without any proper
definitions of deliverables or rigid time frame or
methodology of delivery of services. The
perceptions of both the client and the consultant are
the only parameters to determine the level of
satisfaction of both the parties. These perceptions
drive the expectations. Since the consultant is in the
receiving end of direct financial benefits, he has to
ensure that the expectations of the client fall within a
reasonable scope of activities, as envisaged by the
consultant. Therefore, considerable efforts are
needed on the part of the consultant to moderate the
perception of the client at the initial relationship
building stage and before drawing up a contract
document for the service.
Let us now define what we mean by expectation.
Client's Expectation
Any relationship, as we know, invariably builds
upon some expectations from both the parties. If
such expectations are fulfilled for both the partners
of the relationship, we can consider that it is a win
win situation. This is the most desirable outcome
for any long lasting happy relationship. If this
objective is not met, it leads to frustration for one or
both the parties and eventually ends in termination
of the relationship, with a bitter taste in the mouth.
While dealing with the expectations of the client, the
consultant must try to understand the client's view
point and also express his expectations for a
meaningful interaction, and work towards resolving
CONSULTING AHEAD - VOL. 2 - ISSUE 2 l7
Managing Expectations in Consulting Business
with the reason for this likely failure, suggesting
corrective measures and seeking the client's
acceptance through mutual interaction.
In the subsequent sections we shall focus on a few
areas where the expectation of the client deserves
early attention, and how such expectations could be
moderated by the consultant for a smooth long
lasting relationship.
Typical Expectation Conflict Areas
1. Availability of the consultant round the clock
2. Tangible financial return from the service
rendered by the consultant
3. Disclosure of confidential information of
clients competitors, if in possession of the
consultant
4. Consultant to directly assist in securing
business using personal influence
5. Projection of client's name to impress
potential customers
6. Consultant not to accept similar assignments
from the client's competitors
7. Consultant to not disclose any secret
information received from client, to others.
8. Consul tant to generate i mpressi ve
documentation of the service provided
9. Consultant to oblige client through informal
continued support for areas beyond the scope
of contract assignment during the assignment
tenure or even after the termination of the
contract period.
10. Consultant to hold the cost and time line even
if the scope of service is changed during the
course of progress of the project
11. Client to enjoy all intellectual property rights
even if created by the consultant's own efforts
independent of, or prior to the engagement
12. Consultant to provide indemnity to the client
for any possible damage to client's business
arising out of the service provided by the
consultant
13. Consultant's invisible expenses and terms of
billing of these to the client
14. Consultant to guarantee expected outcome/
performance of services rendered.
15. Consultant to provide service even after the
tenure of the project
16. In case of dispute, the client's decision to be
binding on the consultant.
We can see from the long list that many of these
expectations are quite justified from the point of
view of the client, but some of them almost cross
ethi cal or moral boundari es. Under no
circumstances it is desirable that either party should
agree to any non-ethical terms of engagement.
We have listed only the expectations of the client;
while making an effort to satisfy the client, the
consultant also has to align aspirations and
expectations to reach a mutually acceptable
solution. It would be understood that the most
important aspirations for the consultant are survival
and growth of the consulting business, increasing
ongoing client list, and developing long lasting
relationships with the clients. All these are possible
if the client is fully satisfied with the quality and cost
of the service provided. However, the consultant has
to balance his own resources and firmly avoid going
out of the way to satisfy the client, without
consideration of financial and capacity impacts.
After the most important aspiration listed above,
another key aspiration of the consultant is to
enhance his knowledge base through association
with different clients. This may not have direct
impact on the financial balance sheet of the
consultant but it significantly helps in increasing the
business arena, which eventually leads to more
business. This aspect should also be kept in mind
while dealing with the clients expectations.
8 lCONSULTING AHEAD - VOL. 2 - ISSUE 2
Sobhan Ghosh
In subsequent sections, we shall discuss these
client's expectations and their possible implications
from the consultants view point, and how a
consultant could address these issues. As a general
practice, it is desirable to generate a good document
for the assignment agreement, before commencing
any activity, and attempt to anticipate, document
and moderate most of the expectations to the mutual
satisfaction of both the parties. In case it is not
possible to anticipate a given expectation at the
beginning, the consultant should initiate dialogue as
soon as he realizes that a certain expectation of the
client is a point of concern. This is a much better
strategy than to raise the issue at a later stage.
Dealing with the Expectations
Availability of consultant
A consultant has some obligation to help the client in
case the requirement is directly related to the service
provided by him, even after the termination of the
contract agreement, for at least a reasonable period
of time. This clause could be suitably incorporated
in the contract document. However, this should
definitely not be unlimited and open ended, and all
direct cost (travel/time) incurred by the consultant
should be indicated and charged.
During the contract period, very often the client
expects the consultant to be available at the client's
disposal at any arbitrary time and date. This concern
should be highlighted in the contract document and
a specific notice period could be required to be given
by the client, in case the availability of the
consultant is not required for fixed dates during the
contract period. Generally the client appreciates that
the consultant has other clients to attend and there is
no difficulty if addressed at the time of contract
document preparation. But this rigour may be
difficult to bring in at a later stage.
In other cases, where by virtue of the association of
the consultant with the client, the client may try to
exploit the consultant even after the contract period
is over, in some pretext or other, such as continuing
to project the consultant as a part of the client's team
to the outside world, such requests should be
politely declined at the outset, rather than wait till
later when the frequency of such exploitation tends
to increase.
Tangible financial return
This is perfectly reasonable and logical from the
client's viewpoint since the consultant is typically
being hired with the objective of enhancing profits.
However, this is a very difficult area for the
consultant to commit to. This is especially true when
the service is of non-routine nature and highly
specialized, without any precedence. As an
example, for services such as office automation the
client has prior knowledge of benefits and there are
competing consultants. Therefore in such cases the
cost competitiveness of the consultant could be
easily established.
On the other hand, for non standard services such as
development of a new product jointly with the
consultant using the expertise of the consultant, it is
really difficult for the consultant to establish the
worth and merit of the service rendered. In such
situation it is advisable that the consultant should
constantly make an effort in driving the right
perception for the client from the beginning. The
consultant's reputation from past activities and
proper projection helps to build the client's
perception, but the consultant can never guarantee
or even ensure that the client's business proposition
itself is sound, or that the client's execution of the
proposition will be effective.
Disclosure of Competitor's Secret I nformation
This expectation directly conflicts with business
ethics and under no circumstances should the
consultant yield to such expectation. In many cases
this itself is the hidden agenda of the client while
hiring a consultant who has previously worked with
competitors in a similar area. In case the consultant
suspects or even envisages such a possibility he
should clearly express inability to divulge such
CONSULTING AHEAD - VOL. 2 - ISSUE 2 l9
Managing Expectations in Consulting Business
information, well before the assignment is
undertaken. Admittedly, some consultants indulge
in such ethically unacceptable practices to gain
business, with the consequence that the same client
will never hire the consultant in the future for fear of
divulgence of valuable information to competitors.
However, by virtue of working with the clients
competitors, the consultant might have gained some
experience and the benefit of this must be fully
passed on to the new client. In fact this aspect is a
very important asset in consulting businesses. It
should be clearly understood that conceptual
knowledge is the sole property of the consultant
whereas the client is the rightful owner of
confidential business information.
Business using personal influence
Use of personal contacts or influence for the gain of
the client does not really fall in the scope of services
provided by a professional consultant. Therefore,
though some persons specializing in such fixing
or facilitation as a line of work questionably call
themselves consultants, this type of engagement
does not merit discussion in the present article.
Nevertheless, a consultant must understand this
issue and stay away from such clients who are
considering an engagement for such purpose. In
cases where in addition to using the consultant's
professional skill/expertise, there is a possibility
that the client may also be interested in using the
consultant's contacts or influence, it is necessary
that the consultant clearly indicate at the time of
contracting, that such services will not be provided
by them. It is not simple to incorporate such a clause
in a contract document, but it could be
communicated in clear terms. This will help in
moderating the expectations of the client at the early
stage itself and future disappointments would be
avoided.
Projection of client's name to impress potential
customers
Very often the client expects to gain mileage by
using the name and reputation of the consultant,
whom he has engaged. Prima facie, there is nothing
wrong in such expectation. In fact this is one of the
things that sell consulting as a service. However,
before agreeing to publicize the association on a
certain activity, the consultant must ensure that the
projection is not distorted. This means he should not
render himself vulnerable if he is not fully
responsible for the success or failure of the specific
activity.
The consultant should never permit the client to use
his name for business gain, unless directly related to
the engagement itself and the use of the consultant's
expertise in the specific context projected.
Consultant not to accept similar assignment from
client's competitors
It is always the expectation of the client that the
consultant should not work with his competitors.
The obvious reasons are possible leakage of secret
information and preventing competitor from
availing the consultant's service. However this is
non-ideal for the consultant because it severely
restricts consulting business growth. To handle this
issue we will identify two distinct types of
consulting activities and deal with them separately.
For commodity services such as office automation,
development of computer networks etc. such
restrictions should never be agreed to by the
consultant. Also most clients do not consider this as
a prime concern. For such services the industry
standard is that most consultants work with multiple
clients who could well be competitors.
On the other hand, for specialty areas where the
consultant is working on a unique project in close
association with the client and may have access to
sensitive information of the client, such a demand
may be fully justified on the part of the client. Since
such services are not classified as a commodity
service, consultant may agree to such terms.
However, this condition severely reduces the
consultant's window of opportunity and in some
10 lCONSULTING AHEAD - VOL. 2 - ISSUE 2
Sobhan Ghosh
cases the consultant should explicitly seek to
compensate this by enhancing the service charges,
with the reasons clearly stated to the client. While
the consultant may agree to refrain from working
with competitors during the association with the
current client, he may demand to reserve the right to
take up such assignments in the future or, at best
after a lapse of specific period.
The non-compete period itself should be
proportionately compensated in the contract as far
as possible, such that the client compensates the
consultant suitably for as long as the non-compete
clause is causing the consultant a loss of business
opportunity. Such clauses are routinely incorporated
in the contract document by consulting companies,
and there is no reason this should not be done by an
individual consultant.
Non disclosure of client's secret information
This is the most reasonable expectation of any
client. The only point of concern here is the
definition of secret information. Public domain
knowledge and consultants own knowledge
acquired by virtue of experience and expertise,
would never be covered under this. There are
standard drafts available with most organizations,
and typically these drafts are drawn to be acceptable
by both the parties. It is advantageous for the
consultant to incorporate this clause in the contract
rather than no clause at all. Misunderstanding and
disputes could result if the contract document is
silent on this clause.
Documentation by the consultant
The consultant is often expected to produce
impressive documentation for the services provided
even if the service could be equally effective without
elaborate documentation. However it is a good
practice on behalf of the consultant to produce
proper documentation and keep provision for such
activity in the cost of the service, with a stated cost of
effort for it, even if the client does not explicitly
express this requirement at the time of contracting. A
common, yet easily overlooked effort is the
maintenance and submission of timesheets by a
consultant: The client may expect this effort to be
free, unless explicitly notified of it.
Such documents are very necessary for large
corporate clients, while for small clients there could
be some scope for reducing the level of
documentation with corresponding reduction in
service fees.
It should be kept in mind that a good documentation
of the service rendered goes long way in impressing
the client as well as in acquiring future business.
Supports for areas beyond the scope of contract
assignment
This is a common problem with consulting and has
to be handled carefully. Very often the client will try
to stretch the boundary of the scope of activity and
expect the consultant to support it. This is more
complicated when it is not possible to precisely
define the scope of the consultant's service due to the
very nature of the particular service area.
Specifically when the consultant is operating in an
individual capacity, there is a general tendency of
the client to consider him as a full time employee
and expect his services to be available as and when
he requires.
Since it is not always possible to turn down such
requests to avoid strained relationship, the
consultant should oblige the client to a reasonable
extent with a mention to the client that he is
providing the service as a friendly gesture rather
than against the prevailing arrangement. Clearly,
though, it must be ensured that such services do not
demand too much of the consultant's resources.
In cases where the consultant is entitled to charge on
per diem or per hour basis, he should bring to the
notice of the client immediately after the service
rendered that the activity was beyond the initial
estimate and scope of the activity as per the contract.
CONSULTING AHEAD - VOL. 2 - ISSUE 2 l11
Managing Expectations in Consulting Business
This will help in avoiding any future misunder-
standing or dissatisfaction of the client.
Time and cost overrun
For a well defined service the client invariably
assigns responsibility to the consultant, even if a
delay is due to the client, due to external
circumstances or the scope is enlarged as per client's
desire. It is most important that the consultant
projects an accurate cost and time line, based on
previous experience, resources and ability to handle
the assignment, as well as any prior knowledge of
the client's behavior patterns. The consultant is
obviously responsible for any lapse on his part and is
expected to absorb the penalty.
However the contract document must clearly
indicate what is expected from the client for holding
the cost and time line defined by the consultant. This
significantly reduces any future dispute or
dissatisfaction of the client.
However, for specialised non commodity services,
where the expertise of the consultant is being
utilized by the client for developing a new product
etc., it is often very difficult or impossible to
estimate the cost and time frame accurately. This is
more so when the field of specialisation of the client
and the consultant are different. In such cases it is
desirable to keep provision in the contract to review
resource requirements, project plans, dependencies
and timelines periodically as the project progresses
and introduce gates or milestones, on reaching
which, the time and cost frame could be revised or
both the parties would be at liberty to terminate the
contract.
Ownership of the intellectual property rights
In almost every case where some intellectual
properties (IP) are developed and patent obtained,
the client expects to reserve the sole right of such
properties. The reaction of the consultant on this
expectation is different for different situations and
the consultant must carefully examine the
implication for the specific case before agreeing or
disagreeing to allow such rights to the client, and
this clause must be incorporated in the contract, if
there is a possibility of creation of intellectual
property through the service.
The consultant must evaluate if the IP is created
solely by his own efforts and it has future bearing on
his business or, has good potential for wealth
generation through its exploitation; in such cases he
may not agree to forego the full rights of the IP. It
must be noted that the consultant is not an employee
of the company; therefore he need not give away his
rights on the IP. A joint ownership could be
negotiated at the time of contracting.
In situations where the key of the IP is generated by
the client and the consultant's services were only
used in peripheral activities such as developing
prototypes etc., he ought to agree to the clients sole
ownership, if he fails to convince the client for joint
ownership of the IP. In all cases of IP ownership it is
also possible to negotiate a price the consultant
could receive for granting total right to the client, if
this suits the best interests of both parties.
I ndemnity
This is a very reasonable expectation by the client,
that he should not be held responsible for third party
confidential information (including patent
infringement by the consultant) if received and
utilised by him. It is consultant's responsibility to
ensure that he is not divulging any third party
confidential information or, advising certain
practice to the client the IP of which is protected by
others.
However the gray area is that client may expect the
consultant to be responsible for any damage to his
customers or, own employees while using the
solution provided by the consultant as developed
through the consulting service. Under no
circumstances should a consultant agree to this. In
case where such eventuality is possible, this point
12 lCONSULTING AHEAD - VOL. 2 - ISSUE 2
Sobhan Ghosh
should be clearly addressed in the contract
document.
I nvisible efforts by the consultant
In general the client does not have any difficulty in
understanding the cost of the service provided by the
consultant when the consultant is physically present
at the client's place of business or in meetings. The
difficulty arises when part or all of the work is
carried out by the consultant away from client's sight
or time is spent by the consultant in travel in
connection to the clients work.
As far as possible unplanned travel time and cost
should be included in the direct service charge,
although this may be at a different rate from the rate
for the time spent by the consultant for the core
service provision and the normal travel
requirements. This is particularly true when the
charges are billed by the consultant on a per diem or
per hour basis.
A classic case is when a consultant is expected to
travel a couple of hours each time, to attend an hour's
meeting, and the client expects to be billed only for
the meeting time. A somewhat more difficult case is
when a meeting is scheduled, the consultant keeps
the time free, and then the meeting is cancelled or
postponed at the last moment.
The golden rule for billing as per time basis is that
the consultant should not take undue advantage of
this arrangement. The consultant also may specify
the lower and upper limit of the service cost where
the service provided is for blanket coverage and
could not be precisely defined at the beginning.
Mutual trust is developed only when the consultant
demonstrate his integrity over the period of
association. Once this mutual trust is built up, the
problem is virtually eliminated and the client will
not have any dissatisfaction regarding the billing for
the services provided.
In some situations the consultant should be prepared
to absorb some of this invisible cost to keep the
client happy, for which the consultant could keep a
margin while negotiating the service charges and
rates.
Provision of Guarantee by the consultant
When the deliverables are in the form of a product,
developed jointly with the client or, solely by the
consultant, the general expectation of the client is
that performance of the product should be
guaranteed by the consultant. Before agreeing to
this clause, the consultant must ensure that he is
certain about its performance and has reasonable
control on its usage. For products which are not
proven earlier and consultant is not 100% confident
about performance, it is advisable not to accept this
clause.
Efforts are required on the part of the consultant to
convince the potential client about the performance
of the product by highlighting his track record and
expertise, to win the confidence of the client and
eventually the contract, but agreeing to any
guarantee and compensation could be hazardous, in
case of non performance of the product.
Extended service by the consultant
Once the contract period is over, the client may
occasionally require the service of the consultant for
any trouble shooting of the product or process
developed with the help of the consultant earlier. As
a goodwill gesture, the consultant should extend this
support within reasonable limits; however the client
should be billed for the reimbursement for the direct
cost towards travel etc.
At times the client may also seek some help from the
consultant in areas other than the earlier job
executed by the consultant. This generally happens
when the client appreciates the consultant's
knowledge base and ability to provide a good
solution for the client's problems. This is a good sign
and often leads to financially beneficial long term
business association with the client. To some extent
the consultant should extend such support, without
CONSULTING AHEAD - VOL. 2 - ISSUE 2 l13
Managing Expectations in Consulting Business
over-extending his own resources, but must be
careful no to be exploited by the client.
Dispute resolution
Almost invariably the client desires that his decision
should be final and binding on the consultant, in case
of any disputes. This is a serious issue for the
consultant. The consultant should not agree to this
point and insist on a mutually agreed third party for
resolving any dispute. It is desirable that this clause
is incorporated in the contract document, rather than
keeping silent about this eventuality.
Summary
Evidently, this article is not all-encompassing and
definitive, and the implications and importance of
individual expectations are case specific. The
objective as put forward above is to converge the
expectations of both parties and create a win-win
situation, so that long range healthy and mutually
rewarding relationship is developed between the
client and consultant.
Survival and growth are of course the prime
expectations of any consultant, but these are more
difficult for an individual consultant to achieve. For
an individual expert consultant providing
specialised service to a large commercial entity, it is
always a challenge for the consultant to manage the
expectation of the client, with limited resources.
However, careful evaluation of the consequence of
such expectations at the negotiation stage is
extremely useful to develop a successful working
relationship.
While a properly drafted contract document is
helpful in avoiding or limiting any misunderstand-
ing during the course of the interaction, the objective
is not to escalate to a reference to the contract
document unless it is absolutely necessary. The
consultant should make a constant effort to
understand the clients view point and expectations
and try to satisfy these as far as possible, and
especially try to moderate these expectations
through constant dialogue. Under no circumstances
should the consultant cross ethical boundaries, to
meet unfair expectations of the client, even if it is at
the cost of business.
A successful consultant must understand and even
predict the client's view point and expectations and
be able to manage these expectations through
suitable allocation of his own resources.
The author is grateful to Anindo Ghosh, a freelance consultant and professional photographer, for his
support during conceptualisation and preparation of the manuscript.
14 lCONSULTING AHEAD - VOL. 2 - ISSUE 2
Sobhan Ghosh
Framework for Implementing Knowledge Management
The economies of nations and companies are thriving on
innovation and knowledge management; the objective being
survival, growth and strategy execution. The article explores
various changes (cultural, organizational, process, people and
technological) required to enable a knowledge sharing and
learning organization that continuously comes up with new
products, processes and systems.
The key aspects covered in the article are:
I dentifying the Knowledge required : The strategic roles that
deliver on the strategy are identified and key knowledge areas for
each of these roles are finalized. The organisation's knowledge
readiness is determined through a knowledge assessment exercise.
Creating a Culture of Learning and sharing: It is important to
create a learning culture to ensure that employees gain and create
new knowledge for the firm. It is part of employees' key
performance indicators to learn and share knowledge.
Processes and Technologies to support Knowledge Management:
A KM process is defined using techniques such as Communities of
Practice, Tacit knowledge externalization and Learning styles
definition. Key technologies such as portals, eLearning and
Business intelligence systems are also identified.
Assigning Responsibilities: The article recommends establishing
a Chief Knowledge Officer (CKO) as the owner of the entire
Knowledge Management process, who will act as the driving force.
Minoo Dastur Ravi Teja
Knowledge Management will and should answer
the following questions :
1) Why manage knowledge?
2) How does it positively affect our Business
Performance?
3) How do we know What Knowledge is required?
4) How do we create a culture of Learning?
5) How do we ensure that employees do Share
Knowledge?
6) What Processes can we provide to enable KM?
7) What Technologies can we provide to enable
KM?
8) Who is Responsible for KM?
Why Manage KNOWLEDGE? To
Continuously Create VALUE
Value creation in the present era needs to be
understood from the perspective of a knowledge
economy. Continents, nations, industries,
companies, institutes, groups and human beings are
global entities for which value needs to be created.
1
As per the Living Systems Theory, the primary
purpose and goal of these entities is to SURVIVE
and GROW. And to achieve this goal, they need to
have the capability to adapt themselves to the
changing needs of the environment. They need to
interact with the environment, take feedback from it
and continuously learn, innovate and adapt
themselves. In short, they need to be sensitive to the
environment. The environment consists of people
CONSULTING AHEAD - VOL. 2 - ISSUE 2 l15
(citizens, customers, suppliers/vendors, employees,
competitors, investors, etc.), nature (forests, water,
air, land, animals, etc.) and much more.
Value in the agricultural economy was about land,
resources and labour. Individuals were the key focus
area and they could produce value almost single-
handedly. In the industrial economy, the assets were
focused towards money and machines and the
concept of workgroups was introduced. But in
today's knowledge economy, the assets that create
value are the intangibles such as experience,
intuition, idea generation, innovation, collaboration
and capability enhancement. Value creation
happens through networks, boundary less entities,
and through high levels of collaboration and sharing
between these entities. In fact, the share of value
generated by intangibles in today's economy is a
staggering 85% vis--vis the share of tangibles that
is only 15%. This is the reason why all great
companies worldwide have their market value far
greater than their book value. Global statistics say
that the rate of return on intangibles is 10.7% and in
comparison the rate of return on tangibles is 7% and
that of financials is 4.5%.
2
Peter F Drucker in Managing for Results said,
Tangible resources, money or physical equipment,
do not confer any distinction. What does make a
business distinct and what is its peculiar resource is
its ability to use knowledge of all kinds from
scientific and technical knowledge to social,
economic, and managerial knowledge. It is only in
respect to knowledge that a business can be distinct,
can therefore produce something that has a value in
the market place.
The knowledge economy has provided the under-
developed nations, developing nations, under-
performing industries and companies to leapfrog
and take advantage of new knowledge through
boundary-less collaboration and sharing. Charles
Darwin said, It is not the strongest of the species
that survives, nor the most intelligent, it is the one
that is most adaptable to change. India is a good
example that is taking advantage of the knowledge
economy and has also shown the willingness to
learn, innovate, adapt and change. Darwin's theory
throws open a number of challenges for these
entities. Nations, companies, human beings and
others have to continuously experiment and
innovate to come up with a number of alternative
ways of achieving their respective goals. One of the
fittest of these ideas would succeed out of the many
that were experimented and that FITTEST and
SUCCESSFUL idea would ensure that the company
succeeds and creates value and survives and grows.
So, a culture of continuous and purposeful
innovation is extremely critical and Peter Drucker
has seconded this theory. Innovation and
improvements should not be by accident but by
choice and design.
To summarize, the changing needs of the
environment around us has necessitated a need to
learn, share and collaborate with each other.
Customers' needs change, they have newer desires
and even higher aspirations. Most times, they are
unable to express their desires and aspirations in
words. A traditional customer satisfaction survey
will never reveal the desires and aspirations of the
customers. Based on their present needs, the
customers would consider themselves extremely
satisfied with their present vendors and service
providers; but as soon as competition comes up with
newer products and newer services that cater to their
enhanced needs and desires, they would not blink an
eye to switch to a new vendor.
Similarly, investors have changing needs depending
upon the phase in which the company is at a
particular point in time. In the initial and start-up
phase of the company, they are happy to have funded
a perceivably good business proposition; they
would then expect it to be stable, and then grow and
fund itself. They would expect higher returns over a
period of time. Some investors have a long-term
interest in their companies and some want to make a
quick buck and quit (a la the investors and
shareholders on the stock exchange). Worldwide
statistics prove that the investors churn at the biggest
rate in any industry.
16 lCONSULTING AHEAD - VOL. 2 - ISSUE 2
Minoo Dastur, Ravi Teja
Employee needs also change over a period of time.
In the knowledge economy, no longer they are
content with doing the tasks that result in the
successful running of the company; they would also
like to be involved in strategy formulation and
execution with high levels of empowerment. They
would expect their employer to utilize their brains
and intellectual ability rather than just their hands.
Organisations need to keep track of the changing
needs of their employees so that they are able to
retain their best talent and ensure that their
employee goals would eventually lead to the
organisation goals.
Suppliers today don't just want to be seen as vendors
providing raw material, but would like to be seen as
critical entities that create value in the whole value
chain. Eli Goldratt, a famous management
consultant says, No one in the value chain has sold
until the final consumer has bought the finished
good in the market place. Suppliers would like to
see themselves as partners or an extended company
since their success depends not just on their sale to
their customer; but also their customer's sale to the
final consumer. In today's economy, the competition
is not between companies, but is between
Networks. A Network is a group of companies that
are part of the value chain. The most successful
example of a network is the Chaebol in South
Korea. Thus, tracking the changing needs of the
suppliers is critical to a company's success.
Tracking competition is critical too. Competition
would have learnt faster about the changing needs of
the environment around them. They say, Better late
than never. To quickly copy what competition does
also is a great skill to possess and keeps the company
always in line with the latest that is happening in its
own industry. Benchmarking one's products,
services, processes and your policies with other
companies in or outside of one's industry will help
since success is always a relative term.
How does Knowledge Management positively
affect our Business Performance?
Survival and growth of the entities means
sustainable development and performance of these
entities that could only be achieved through
continuous value creation (see Figure 1).
Leveraging and implementing best practices
leading to continuous improvement would lead to
value creation. Unfortunately, continuous
improvement can't happen without innovation in
all areas. Innovation demands a strong urge for
learning, knowledge exploitation, knowledge
creation and knowledge acquisition. Learning
requires content (both structured and un-structured
content) that could be delivered through books,
face-to-face contacts, interactions, IT applications
(such as the Internet); and it also requires the right
intent to share and collaborate. All these happen in
the context of the business purpose of each of the
entities.
The business purpose is extremely critical for each
entity and needs to be communicated to each
stakeholder in the entity. In the case of some sample
Content
Intent
BusinessPurpose
Learning
Innovation
Sustainable Development & Performance
Leveraging Best Practices
Value Creation
Figure 1
CONSULTING AHEAD - VOL. 2 - ISSUE 2 l17
Framework for implementing Knowledge Management
nation (country), the business purpose could be To
be a fast growing economy in the world by
exploiting its natural resources, strengths and
competencies. Any learning, sharing and
knowledge creation has to happen within the context
of the above business purpose for this sample nation.
This theory is similar to Porter's theory of
Competitive Advantage of Nations. In the case of
companies, it is similar to the theory of Core
3
competencies by C K Prahlad where he talks about
creating value in a company by taking advantage of
its core competencies and continuously building on
its core competencies so that it is difficult for
competitors to imitate.
To summarize, learning in any organisation would
lead to improvement in business processes that
creates new products and services and that sell to
and serve the customers. The process improvement
would lead to customer acquisition, retention,
satisfaction and loyalty ultimately leading to
financial revenue, growth, productivity and
profitability.
How do we know what knowledge is required?
What content is critical for the organisation?
Adopted from Strategy Maps by Robert Kaplan
4
and David Norton
The knowledge that is required by an organisation
depends upon the strategy and the focus of the
organisation at any point of time.
An organisation can have a Financial strategy that is
focused either on Growth or Productivity or both.
The Growth strategy would lead to increase in
market share and expansion or customers. The
Productivity strategy would lead to decrease in
costs, better utilization of organisation assets and
lower cost to serve the customers.
Long-Term
Shareholder value
Broaden Revenue
Mix
Improve Operating
Efficiency
Financial Advisor Price / Quality
Operational Excellence
Customer Management
Innovation
ResponsibleCitizen
Customer Value
Proposition
Financial
Performance
Process
Innovation
Product and
Service
Innovation
Strategic
Roles
Productivity strategy
Growth strategy
Trusted
Brand
Integrated
Offering
Minimise
Problems
Provide
Rapid Response
Shift to
Appropriate
Channel
Cross-sell the
Product Line
Understand
Customer
Segments
Develop
New Products
Diverse
Workforce
Quality
Managers
Call Center
Reps
Community
Recruiters
J oint Venture
Managers
Consumer
Marketer
Financial Planners
Tele-
marketers
Solution Selling
Relationship management
Product-lineknowledge
Professional certification
Financial self-planning model
Customer profitability system
Integrated customer file
Web-enabled access
Customer partnership
Aligned with strategy
Best-practicesharing
Organisation
Capital
Information
Capital
Knowledgeand
Competencies
Capital
Figure 2
18 lCONSULTING AHEAD - VOL. 2 - ISSUE 2
Minoo Dastur, Ravi Teja
Depending upon the financial strategy chosen, the
customer value proposition could be either based on
Price, Quality, Functionality, Service, Accessibility,
Brand, Customer relationship or Delivery. The
company could choose to be the Lowest cost
producer, or Solution seller (one-stop shop for all
products) or Innovator (the first in the market in the
chosen areas) or a Stable platform provider with a
lock-in strategy.
Depending on the customer value proposition
chosen, the critical business processes of the
organisation have to be optimized and improved.
These processes could be categorized as
Operational Efficiency, Customer intimacy,
Innovation / R&D and Regulatory. The key process
focus areas will deliver on the customer value
proposition of the organisation leading to financial
growth.
For each of the process objectives, the strategic job
families need to be identified to deliver optimally on
the processes. Key competencies, values and
knowledge that are required by these jobs have to be
assessed and the gaps need to be bridged by creating
a culture of Learning, Knowledge sharing and
Collaboration. Strategic IT portfolio that would help
in automating the critical business processes are also
prioritized and delivered. Thus, a clear agenda on
what knowledge, competencies, values and IT
systems need to be acquired is finalized to deliver on
the business strategy.
How do we create a culture of Learning? The
Intent to Learn
Learning happens in communities. Competencies
such as team-work and collaboration are very
important. The intent to learn in organisations
cannot be institutionalized without a culture of
collaboration. Ontology has an answer to this
problem. Ontology is a science of Being and
Existence. In the context of an organisation, it
defines what it wants to be in its Vision and Mission
statements. If communicated well, these statements
would automatically define what each employee
should be. E.g. The mission of the company is To
be the most customer-centric and innovative
company in its chosen areas of business and
markets. Thus, each employee can re-define
himself/herself as Customer centricity and
Innovation. People should be able to see both
these values in each and every employee and their
respective actions. Like they say, There is a
difference between 'Saying Customer-centric and
Being Customer-centric. In layman terms, it is the
difference between Saying sorry and Being sorry.
Being dictates Doing in individuals.
Employees as human beings can redefine
themselves in organisations. The question that needs
to be asked is whether an employee is being an
individual, or being a group or being an
organisation. Let's take an example. If the objective
is To be on time for a particular meeting, then let's
take the following scenarios:
If one is being an Individual, then it is okay for him
to be on time. He has fulfilled the objective
completely. If one is being a group, then it is not
okay for him to be on time, but the whole group
needs to be on time. The actions that would be
triggered by being a group are that all individuals
will collaborate and ensure that each and everyone is
on time. By being a group, it is ensured that
everyone is on time and not just a few people.
The intent to learn can happen only when each
individual is being a group and not just being an
individual. Creating such Intent is a MUST for
learning and sharing.
How do we ensure that employees do share
knowledge?
What gets measured gets done. Learning and
sharing need to be part of the Scorecards and KPIs of
each employee. Employees will no longer be
measured just on financial and customer objectives.
They will also be measured on their contribution to
process improvement and their contribution to
organizational knowledge creation and competency
enhancement. Thus, a typical scorecard of a
salesman in any organisation would include the
CONSULTING AHEAD - VOL. 2 - ISSUE 2 l19
Framework for implementing Knowledge Management
following:
l objective To increase revenue in a
particular geography
lCustomer objective To ensure 100%
customer satisfaction
lProcess objective To improve the sales
process by increasing the hit rate on proposals
lLearning obj ecti ve To i mprove
communication and presentation skills, to
increase collaboration with the pre-sales team
and to contribute new ideas for market
expansion
The above scorecard ensures that the salesman is not
just measured on financial objective that give an
indication of past performance since they are lag
indicators. The salesman is also measured on
customer satisfaction; proposal hit rate
improvement; and competency development,
knowledge sharing and innovation. The Learning
objectives are the lead indicators and give you a
view of future performance.
Similar scorecards can be created at the Corporate
and Functional levels in the organisation with
balanced objectives and measures at all levels.
To encourage collaboration and team performance,
the performance management model needs to be
revamped and should include weightages to
corporate, group and individual performance. The
overall performance of an individual can be
calculated as follows:
lCorporate performance 50% weightage
lDivision performance 30% weightage
lIndividual performance 20% weightage
The above would ensure that collaboration and
teamwork are encouraged and rewarded.
What processes can we provide to enable KM?
Processes and methodologies that would enable
knowledge management should be in place. The five
points above ensure that the right metrics, intent and
Financial
content is in place for employees to collaborate. To
ensure continuous creation of new knowledge and
exploitation of existing knowledge, there is a need to
introduce new processes and methodologies that
would enable knowledge management. Processes
should be in place for the following scenarios:
lExperience gained on practices while
performing day-to-day operations and tasks
lExperience gained on practices while
performing on projects
lExperience gained while interacting with
customers
lLessons learnt on successes and failures
lNew ideas on products, services, best
practices, customer needs, competition, and
market analysis through structured informal
communities known as Communities of
Practice
lTacit knowledge externalization using
techniques such as Role playing, Critiquing,
Story telling, etc. This process ensures that
knowledge shared is both explicit and tacit.
What technologies can we provide to enable
KM?
Enterprises today use the motto of ancient
Olympians. They want to be FASTER, as they strive
for real-time capabilities that remove latency from
processes in support of more-connected business
models, which demand accurate and timely
information. They demand HIGHER return on
investment and earnings per share via cost cutting,
modified business models and a renewed focus on
core competencies. They show BRAVERY in the
form of collaboration, customer and supplier
portals, marketplaces and fundamentally more-open
business models and application architectures. The
impact of the above is to apply substantial changes
to IT products to serve virtual and real-time
enterprises.
Verna Allee, a well-known Knowledge Manage-
ment guru in the USA, said, The really big return on
20 lCONSULTING AHEAD - VOL. 2 - ISSUE 2
Minoo Dastur, Ravi Teja
knowledge-based IT products is building capability
for the future. That requires different measures for
ROI. Capabilities are the precursors to sustainable
performance. Capabilities represent the link
between strategies and performance. Capabilities
that generate other capabilities are Collaborating
and Learning. Thus, IT products of today need to
support both collaboration and learning that would
lead to knowledge exploitation and knowledge
creation which in turn would lead to creation and
leverage of best practices. The IT products need to
specifically cater to the following:
lAccelerate the generation of capabilities.
Shape a boundary-less culture for greater
synergy
lConnect people into a network for greater
speed. Promote i nnovati on through
collaboration and problem-solving situated in
work
lPrevent knowledge loss from the organization
through exchange of cross-generational
expertise
The key functionality and features of these IT
products are Collaboration, Learning, Knowledge
creation and exploitation, Discussion, Real-time
messaging, Structured and non-structured
knowledge, Document management, Analytics, and
Integration to transaction applications. Some of the
key IT products that have contributed to a country's
success are the Internet, Government portals,
Kiosks, Electronic commerce, eGovernance, and
Citizen self-service. Some of the key IT products
that have contributed to an organization's success
are Enterprise business applications, Enterprise
integration, Workflow and Process automation,
Electronic commerce, eLearning, Intranet/extranet/
groupware, Document management and Imaging,
Customer relationship management, Supply chain
management, Analytics and Business intelligence,
Customer self-service, and Contact centres.
Thus, IT products in the knowledge age support
collaboration and analytics. They have triggered
convergence of computers, communication and
content; in comparison, IT products in the industrial
age were restricted to automation of transactions.
IT products serve purposes at three main levels;
namely operational, tactical and strategic. The IT
products at an operational level help in codifying
routine information to connect knowledge to people
that need it. At an operational level, all the products
that have been mentioned above are relevant. The IT
products at a tactical level would support creation,
usage and application of knowledge by connecting
people to share good ideas. They would support
Communities of practice, Story telling,
Collaborative tools, Virtual team tools, After action
reviews and project histories, Group processes and
knowledge maps, and Sharing best practices. The IT
products at a strategic level create value by
leveraging knowledge in the business model and in
relationships. They would support Intangibles
scorecards, Value networks, Business modelling,
Scenario building, Dialogue and planning tools, and
Systems mapping.
Who should be responsible for KM?
Financial measures are the responsibility of the
Chief Financial Officer
Customer measures are the responsibility of the
Chief Marketing Officer
Process measures are the responsibility of the Chief
Quality Officer
People measures are the responsibility of the Chief
HR Officer
IT measures are the responsibility of the Chief
Technology Officer / Chief Information Officer
Learning measures are the responsibility of the
Chief Knowledge Officer
lHe is responsible for the growth of the
Intellectual capital of the organisation
lHe is also responsible for the growth of the
Innovation capital of the organisation
Imagine the following scenario:
CONSULTING AHEAD - VOL. 2 - ISSUE 2 l21
Framework for implementing Knowledge Management
The star performer of the company quits. CHO is
responsible for employee retention and would be
measured on it. But more important is the retention
of the knowledge of this star employee, which is the
responsibility of the CKO.
Summary
Managing knowledge is key in any organisation (be
it a nation, industry, company, group or human
being). KM is not about implementation of IT
systems and technologies. It has a lot to do with
people attitudes, KM processes and techniques, a
change in culture to enable collaboration and
transformation. The above would then ensure that
true transformation happens in the organisation.
Transformation is not the same as Change.
Someone said, The more you try to change a
person, the more he will resist. For any
organisation to successfully achieve transformation
to realize the above objectives, a shift in mind-set
needs to happen at the leadership level, corporate
level and most importantly at the level of each
individual. This process is painful, time taking,
difficult but not impossible. The trick is not in
enforcing it on its people (since it would face with
resistance); but the key is in enrolling and
involving the organization in the whole process.
We believe that if all the above 8 points were taken
care in an integrated manner, the possibility of
successfully managing such a knowledge-enabled
transformation in an organisation would be
smoother and effective. Empowerment, Change in
mindset, Professionalism, Continuous improve-
ment and Excellence in all areas will become part of
the organisation's DNA. Extra-ordinary results in
this organisation would then be an obvious outcome
and it could become a case study in itself for others
to follow.
References
1. Miller, J ames Crier, 1978 , Living systems, McGraw Hill (New York)
2. Drucker, Peter F, 1964, Managing For Results, Collins
3. Prahlad, C K and Hamel, Gary 1996, Competing for the Future, Harvard Business School Press
4. Kaplan, Robert and Norton, David, 2003 Strategy Maps , Harvard Business Scholl Press
22 lCONSULTING AHEAD - VOL. 2 - ISSUE 2
Minoo Dastur, Ravi Teja
Innovative Structural System for
Large Column Free Area of an Indoor Stadium
Rajkot Municipal Corporation built an indoor stadium, having a play court
that complies standards for international sports events. The stadiumis
having a column free area of 40 mx 40 m, which gives an unobstructed view
of the play court fromanywhere in the stadium. This large area was to be
covered by adopting such a structural system, which can achieve predefined
objectives of appealing appearance, cost effectiveness, and ease of
construction while using locally available materials, skills and equipments.
An innovative structural systemwas conceived to attain these objectives. The
paper discusses evolution process of the system, along with key features of its
analysis, design and construction.
Racecourse, located in the heart of Rajkot, has gradually emerged as a hub
for various sports activities. It was already having a cricket stadium, a
swimming pool, and fields for various other sports. Rajkot Municipal
Corporation enhanced it, with the addition of a multipurpose indoor
stadium. Fig. 1.
Figure 1 : Indoor Stadium, Racecourse, Rajkot
J ayant Lakhlani
CONSULTING AHEAD - VOL. 2 - ISSUE 2 l23
Adjacent to the walkway are viewer's gallery on all
the four sides of the court. The play court, along with
the walkway and viewer's gallery on the east and the
west, make the column free area of 40 m x 40 m.
Four corner towers accommodate toilet units and
machine rooms for future provision of air-cooling
plants.
Structural System
The structural system's geometrical form and
material had to play a vital role in derivation of
architectural character of the stadium. After
finalization of basic architectural plans for the two
floor levels, the structural system's geometry and
materials were decided. The system was derived,
first for the roof, and then for the roof supporting
structure.
The Stadium
The stadium is having total area of approximately
2
3250 mwith viewers capacity of 1500. It is having
floors at two major levels. Fig 2, Fig 3 and Fig 4
The lower level entry is from a south side main
entrance, which opens into a grand entrance foyer
with adjoining office, canteen and pantry facilities.
Central portion of the lower level is earth filling,
below the upper level play court. A passage around
the earth filled portion leads to various utility areas
like, a practice hall, a gymnasium, a squash court,
rooms for player's stay and a store. On the east and
the west, there are two side entrances.
Six stairs, two in the front, two near the side
entrances, and two on the rear, lead to the upper
level. The upper level is having a play court of the
size 34 m x 21.25 m, with a peripheral walkway.
Figure 2 : Lower level plan
24 lCONSULTING AHEAD - VOL. 2 - ISSUE 2
J ayant Lakhlani
Figure 3 : Upper level plan
Figure 4 : Section 'A-A'
CONSULTING AHEAD - VOL. 2 - ISSUE 2 l25
I nnovative Structural System for Large Column free area of an I ndoor Stadium
points, where the same was not required. An
immediate implication of the vault roof was to
tackle the tremendous outward horizontal thrust at
the springing points due to the vault's large span of
40 m.
(3) Vault roof with ties at springing level, Fig 5(c)
A tied vault was also considered to take advantage of
the geometrical form of a vault, while the ties at
springing point level taking the outward thrust as
direct tension. It would have resulted in a very
economical structural solution, but again, the height
constraint above the court did not permit the ties at
springing point level, and option (2) was finalized
for the roof with the inevitable outward thrust at the
springing points.
Next, material for the roof was finalized. Reinforced
concrete and structural steel were the options
considered.
Calculation of life costing for the two options
(including initial and maintenance cost), with
specified design life of 60 years, was carried out.
According to which, the steel roof was proving
cheaper than the concrete roof. Secondly, in view of
the fact that the construction was to be carried out in
a time bound schedule while adopting locally
available materials, skills and equipments, steel roof
had advantages over the concrete roof in terms of
construction time period and ease of construction.
Considering all these, it was decided to adopt
structural steel for the roof with coated metallic
sheets as roof cladding.
For the roof vault in steel, braced barrel vault was
adopted due to its aesthetics and economy in
material consumption. For ease of fabrication and
erection, the vault was idealized as a series of two
hinged arches, laterally braced by horizontal and
diagonal bracings, Fig 6 and Fig 7
A braced barrel vault can be constructed in a single
1
layer or double layers. Preliminary analysis for the
single layer vault show that the deflections were
System for the Roof
The geometrical forms considered for the roof were,
(1) Flat roof, Fig 5(a)
As per the international standards, minimum clear
height required above the play court was 14.00 m.
Bottom of the flat roof at that level was resulting in a
structure that was too high with large volume of
unused space above the viewer's gallery. The option
was rejected, for the same reason.
(2) Vault (curved) roof, Fig 5(b)
The vault form was ideal in context of the height, as
it was giving the required height above the play
court and gradually reducing height at the springing
Figure 5 : Geometrical forms for the roof
26 lCONSULTING AHEAD - VOL. 2 - ISSUE 2
J ayant Lakhlani
F
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CONSULTING AHEAD - VOL. 2 - ISSUE 2 l27
I nnovative Structural System for Large Column free area of an I ndoor Stadium
excessive; hence a double layer vault was
considered for final design, Fig. 4 and Fig. 7
Table 1 : Geometrical properties of the vault
Geometrical property Dimension
Span of the vault 39.25 m
Central rise 6.50 m
Radius 32.88 m
Semi central angle 36.65
Thickness of the double layer vault 0.75 m
No. of segments along the
circumference of the vault 24 m
Spacing of two hinged arches 3.19 m
System for the Roof Supporting Structure
For this, the prime requirement was an efficient path
to transmit the thrust from the roof to the ground.
Three geometrical forms were considered.
(1) Direct Force System, Fig 8(a)
In this system, thrust from the roof shall be directly
transferred to the ground through the curved
members, which shall be carrying axial force as the
predominant design force. This would have been a
very cost effective solution from material utilization
point of view.
But it could not be viable, as it demanded large
additional spaces on the east and west sides of the
stadium. Surroundings of the proposed site did not
permit provision of these large spaces on the sides.
To reduce the requirement of spaces on the sides, an
option of lowering the stadium into the ground, by
making the lower floor under ground, was also
considered. But the excavation cost (due to very
hard, rocky strata), and the cost of making the whole
lower level watertight, did not permit to adopt the
option.
(2) Flexural System, Fig 8(b)
In this system, the column, which supports the roof
arch, behaves as a vertical cantilever, carrying the
thrust from the roof at its top. This system transfers
the thrust, to the ground, by behaving as a flexural
system.
Figure. 7 : Double layered braced barrel vault
Figure 8 : Geometrical forms for the roof supporting structure
28 lCONSULTING AHEAD - VOL. 2 - ISSUE 2
J ayant Lakhlani
In depth analysis was carried out for this system.
The analysis results show that the magnitude of
moment in various elements was very high. The
element dimensions required for such large
moments were neither practicable nor in proportion
to other architectural elements. As the material
utilization was not proving to be the optimum, this
option was also ruled out.
(3) Tripod System, Fig 8(c) , Fig 9 and Fig 10
From the above two options, it was clear that a
judicious combination of the two was required to get
the system, which will eliminate disadvantages of
both the options.
An innovative tripod system was conceived by
introducing a column between the two roof
supporting columns, at a clear distance of 2.4 m on
the outward side, forming a triangle in plan. The
system of an inclined triangle of elements at top, and
horizontal triangles at two different levels, joining
the three columns, transmit the thrust to the ground
by acting as a tripod shaped space frame. Each frame
supports two roof arches. Analysis of the system
show that all the elements were having moderate
magnitude of direct and bending forces. Thus,
material strength utilization was proving to be the
optimum for this system.
Reinforced concrete was decided to be used for the
system. The complicated geometry of the system
and the ease of constructing the same using concrete
was the factor in favor of concrete.
Analysis
Due to very low ratio of mass to area for the roof, out
of wind and earthquake forces, the wind forces
governed the design. Design wind speed considered
was 200 Kmph. In the analysis, wind effects were
considered in addition to the gravitational forces.
Figure 9 : 3D View of the tripod shaped space frame
Figure 10 : External View of the tripod system
CONSULTING AHEAD - VOL. 2 - ISSUE 2 l29
I nnovative Structural System for Large Column free area of an I ndoor Stadium
Figure 11 : Hinged connection at junction of the roof and the supporting structure
Different cases of wind loads, as per IS : 875, were
considered in combination with the gravitational
3
loads.
Thermal stresses in the steel roof structure were
taken care of by allowing free expansion and
contraction of the arched roof. This was achieved by
providing a specifically conceived, designed and
detailed, perfect hinge connection between the roof
and the supporting structure. Fig 11
For preliminary analysis, to finalize dimensions for
the structural elements, the roof vault was analyzed
independently, with hinge supports. The support
reactions were applied as loads to the supporting
system and a separate analysis was carried out for
the same.
Final analysis was carried out for the complete space
structure. This consisted of the roof vault in steel and
the roof supporting system in concrete, with an
internal hinge connection at the junction of the two.
The system was analyzed as a rigid jointed space
structure. The arches were idealized as composed of
24 equal segments along the circumference.
Analysis was carried out by an in house developed
computer program STASS and the results were
2
proof checked using STAAD.
The analysis results are shown in table - 2.
Table 2 : Analysis results and member dimensions
(a) Maximum Displacement
Displacement point Value
Maximum vertical deflection
at vault crown 65 mm
Maximum horizontal deflection
at hinged connection 23 mm
Design
Design of steel sections for the roof was carried out
5
as per IS : 800 for service loads. Standard MS rolled
channel and angle sections were used. As shown in
Table-2, shear force governs the design of the pin for
hinge connection. The pin was designed to bear this
30 lCONSULTING AHEAD - VOL. 2 - ISSUE 2
J ayant Lakhlani
(b) Roof design forces and member sections
Member
Max. Axial force, kN
Bending
Moment
kN-m
Shear
Force
kN
Compression
Tension
Section
Arch top and bottom chord
289.50 41.39 2.66 6.08 ISMC 250
Arch Radial and
diagonal members
62.00 32.81
ISA
50x50x6
Horizontal and
diagonal bracings
16.15 21.58
ISA
50x50x6
Pin for hinged connection
3.10 165.40 60 Dia.
(c) Roof supporting structure design forces and member dimensions (Fig 9)
Member
Axial
compressive
force, kN
Moment, kN-m
Muy
Muz
Shear, kN
Dimensions,
mm x mm
Circular column, C1 1351.00 20.64 530.00 166.40 675 Dia.
Roof supporting column, C2
246.64 8.63 258.34 94.92 300 x 750
Internal column, C3 44.58 23.17 337.32 152.90 300 x 600
Beams for sitting gallery, B1
291.67 12.48 379.08 197.91 300 x 600
Sloping beams connecting
C1 & C2
490.94 75.39 121.08 40.55 260 x 600
Beams connecting C1 & C2.
at level +6500
157.19 3.24 172.39 80.63 260 x 600
Beams connecting C2 & C3
at level +300
133.81 2.22 246.90 70.33 300 x 600
Beams connecting C1 & C2.
at level +300
7.11 286.62 146.13 260 x 600
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46 l CONSULTING AHEAD - VOL. 2 - ISSUE 2
T.G. Sitaram, P. Anbazhagan
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CONSULTING AHEAD - VOL. 2 - ISSUE 2 l47
Evaluation of Low Strain Dynamic Properties using Geophysical Method: A Case Study
0.84
0.86
0.88
0.90
0.92
0.94
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1.00
0 20 40 60 80 100 120 140
No of Cycles
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safe against liquefaction. However, it is
recommended that place foundation at depth of
2.5m below from original ground surface, so that the
site is safe against liquefaction and its consequent
settlements.
Cyclic Triaxial Experiments on Undisturbed Soil
Samples
Undisturbed samples collected from boreholes 3, 4
and 5 were used to verify the liquefaction potential
of the soil. This is done by conducting cyclic triaxial
test in the laboratory on the undisturbed soil
samples. The test has been carried out as per ASTM:
D 3999 (1991) in strain controlled mode. Cyclic
triaxial tests are carried out with double amplitude
axial strains of 0.5%, 1% and 2% with a frequency of
1Hz. A typical cyclic triaxial test results are
presented in Figures 14 and 15. Figure 14 shows the
variation of deviatoric stress versus strain plot for
more than 120 cycles of loading (axial strain =
0.25%; applied confining pressure 100 KPa, for the
undisturbed sample corresponding to depth 3m
below GL, in-situ density of the soil sample 2.0
gm/cc with in-situ moisture content 15%, at 3.0m
depth). Figure 15 shows the pore pressure ratio
versus number of cycles. From these plots it is clear
that even after 120 cycles, the average pore pressure
ratio is about 0.94 and deviatoric stresses vs. strain
plots have not become flat, indicating no
liquefaction. The calculated factor of safety against
liquefaction results, for this borehole is also very
high indicating no liquefaction. These results match
well with the factor of safety calculated based on the
simplified method.
Summary
The subsurface investigation has been carried out
using conventional standard penetration test at five
locations and Multichannel Analysis of Surface
Wave (MASW) survey at these locations. Five
MASW 1-D survey have been carried out close to
boreholes and 2-D survey carried out from borehole
3 to borehole 5. Subsurface material depth and type
obtained from MASW matches well with the
borehole data. Low strain dynamic properties of
shear modulus and Young's modulus are evaluated
using measured density and shear wave velocity of
soil, which are recommended for the design. Finally
the following recommendations are made for design
of sensitive foundation.
i) For the purpose of convenience and design,
one set of dynamic properties for the site at
different depth are recommended which is
given in Table 5.
ii) It is suggested to take the foundation below the
filled up soil (minimum of 2.5m below ground
level) to avoid loose earth below the proposed
facility.
iii) The amplifications are more for the filled up
soil and it considerably reduced for silty sand
layers. If the foundations are placed below the
filled up soil layers so the probability for
amplification is very less.
iv) The predominant natural frequency for the
overburden in the site is about 5.0 Hz, The
-40
-30
-20
-10
0
10
20
30
40
-0.003 -0.002 -0.001 0 0.001 0.002 0.003
Axial Strain
D
e
v
i
a
t
o
r
i
c
S
t
r
e
s
s
(
k
P
a
)
Figure 14: Typical hysteresis loops from a
cyclic triaxial test
Figure 15: Typical pore pressure ratio plot
with number of cycles
48 l CONSULTING AHEAD - VOL. 2 - ISSUE 2
T.G. Sitaram, P. Anbazhagan
results obtained from shake analyses using borelog
details matches with the actual measurements
from the ambient noise analyses.
v) Liquefaction analysis using Seed and Idriss
simplified approach and cyclic triaxial testing
results clearly indicate that the soils in the
overburden layers are not prone to
liquefaction. This is attributed to their high in-
situ densities in 'SM' materials and presence of
clay material in 'SC' material.
vi) From the MASW survey corresponding to
borehole locations BH-3, BH-4 and BH-5 and
also estimated 2-D profiles of shear wave
velocity close to the centerline of the proposed
human centrifuge facility, no anomalies have
been identified.
From this study, it is very clear that the geophysical
test of MASW can be used together with
conventional technique to measure and map the
subsurface features. In addition, this technique gives
dynamic properties at very low strain level required
for settlement and soil structure analysis.
Special Note
This paper presents the summary of the total work.
More technical and theoretical background can be
obtained by contacting the authors (anbazhagan
@civil.iisc.ernet.in and sitharam@civil.iisc.ernet
.in).
Acknowledgements
Authors thank Mr. M.S. Sudarshan and Dr. P. S.
Narasimha Raju of Civil-Aid Technoclinic Pvt. Ltd,
Bangalore, for providing the borehole data.
References
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Vol. 40, pp. 261278.
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Rayleigh wave Geophysics, Vol. 64 No.3, pp.691-700.
Xu, Y., Xia, J ., and Miller, R.D. 2006 Quantitative estimation of minimum offset for multichannel surface-wave
survey with actively exciting source J ournal of Applied Geophysics, Vol.59, No. 2, pp.117-125.
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J r., L.H., Hynes, M.E., Ishihara, K., Koester, J .P., Liao, S.S.C, Marcuson, W.F., Marting, G.R., Mitchell, J .K.,
Moriwaki, Y., Power, M.S., Robertson, P.K., Seed, R.B, And Stokoe, K.H. 2001 Liquefaction Resistance of
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50 l CONSULTING AHEAD - VOL. 2 - ISSUE 2
T.G. Sitaram, P. Anbazhagan
Inadequacy of Ethiopian Seismic Code of Practice at Short Periods
Source zone (area source) with relatively high hazard
contribution to Addis Ababa (AA), capital of Ethiopia was
identified and its closest distance to important site locations was
varied from20 to 60 km. The area source was divided into grids
and all the grids were assumed to have the same probability of
generating the earthquakes. The source potential for generating
maximumearthquake (M ) has been assumed to be 6.5, 7 and
max
7.5 which is consistent with estimate based on Kjiko's technique
with 0.5 to the median estimate. Uniformhazard response
spectra for a return period of 500 years has been developed
using classical Probabilistic Seismic Hazard Analysis (PSHA)
approach. The generated uniformhazard spectra is compared
with the Ethiopian Building Code of Standard (EBCS 8) as well
as randomly generated spectra and it has been observed that
EBCS 8 underestimates the spectral values at short periods
where most predominant site periods as per microtremor study
as well as equivalent linear analysis coincide with the natural
periods of existing buildings.
Keywords : Addis Ababa, Maximumearthquake, mean annual
probability of exceedance, response spectra.
Introduction
Addis Ababa, the capital of Ethiopia is located on
the rim of the western margin of Ethiopian rift
system with a population of over 3 millions. Several
earthquakes that occurred in the rift and in the
surrounding area are being felt in the city. Notable
cases causing damage to buildings in the city are the
1906 (Langano earthquake with intensity of VIII)
and the 1961 Kara Kore earthquake sequence (with
maximum intensity of VII). Moreover, an
earthquake of maximum intensity of VI had
occurred at the suburb of the city and was felt widely
at different localities. Since early 1960's seismic
activity in Ethiopia is being monitored. However,
due to lack of enough number of seismic stations
and modern digital seismograms, reliable detection
of small earthquakes and recording of strong ground
motion time history has not been possible.
Nevertheless, based on the current knowledge of
regional geodynamics and seismicity, ground
motion parameters can be estimated with
appropriate numerical simulation techniques for
earthquake resistance design as well as earthquake
disaster management. For this study, input
parameters to the model are assigned based on
published up-to-date information on source, path,
and site effects (Keir et al 2006, Mamo 2005,
Hofsteller and Beyth 2003). However, experience
shows that many features of future earthquakes are
bound to be uncertain even for regions of the world
with large seismic database. Hence in this study, it
has been attempted to incorporate what if
approach to observe the effects on the estimated
hazard level by varying the most influential
parameters such as closest source-site distance and
potential of the source for generation of maximum
earthquake.
Seismic zoning maps for a country are generally
prepared on a very broad scale, which shows only
the overall distribution of seismic hazard in different
regions of the country. Such maps only include the
over all pattern of the geographical distribution of
G.V. Ramana Yoseph Birru
CONSULTING AHEAD - VOL. 2 - ISSUE 2 l51
properties, path and geotechnical site parameters,
ground motion at a given location at most be
estimated probabilistically. It is also stated that
earthquakes are low-probability events, but with
high levels of risk to the society. Hence, either
underestimation or overestimation of seismic
hazard will prove costly in the long run (Iyengar and
Gosh 2004). Engineering approaches to earthquake-
resistant structural design will be successful to the
extent that the forces due to future shocks are
accurately estimated at the location of a given
structure.
Unless information in the vicinity of the site
contains a history of large earthquakes (earthquake
catalogue) and fault locations which would provide
seismicity and thus are able to reflect the presence of
some major fault systems or seismically active
source zones. Most seismic codes include such
maps and show the zones that require different
lateral force coefficients. The characteristics of
strong earthquake ground shaking at a point,
however, depend on numerous soil and geological
features surrounding the site, as well as on the
distribution and on the level of activity of the
earthquake sources in the vicinity (Udwadia and
Trifunac 1977; Anderson and Trifunac 1978). The
probabilistic estimates of ground motion may differ
within the same metropolitan area, depending on the
variation of local geology and distance from various
faults. Due to inherent variability nature of future
earthquake locations, magnitudes, source
Figure 1 : Seismic hazard map of Ethiopia (adopted from EBCS-8:1995).
52 lCONSULTING AHEAD - VOL. 2 - ISSUE 2
G.V. Ramana, Yoseph Birru
Ethiopia, there are distinct and significant
differences in the predicted peak ground
accelerations (PGA) for various seismically
important regions of the country. It is therefore
argued that, the variations in predicted PGA are
significant enough to warrant a review of the
seismic zoning of urban areas such as AA (Kassegne
2006). The current study further stresses the need for
revising spectral provisions of the EBCS-8:1995 at
various periods of interest to the existing buildings
in the city from numerical analysis and that of
instrumentally measured site predominant periods.
Methodology
The following well established, time tested and
classical approach, that has been applied in
numerous reported studies, has been adopted in the
current study. The methodology can be broadly
divided into the following steps :
1. Identify earthquake source areas which
significantly contribute to the hazard and
determine the corresponding M .
max
2. Divide the sources into areas of equal size and
treat as equally likely contributing sources.
3. Select appropriate attenuation relationship
applicable to the region.
4. Determine probabilistic hazard ground
motion exceedances at firm site by varying the
maximum source potential of earthquake and
also the closest source-to-site distance.
5. Observe the effect of maximum source
potential and closest source-site distance on
the level of hazard estimated.
6. Determine uniform hazard spectra for return
period of 500 years and compare the results
with stochastically determined values and
codal provisions.
7. Estimate characteristic site predominant
periods of AA using equivalent linear analyses
from bore-log data and microtremor
measurement.
a deterministic evaluation of expected magnitude
and ground shaking, the seismic hazard is usually
represented by a response spectrum whose ordinates
are determined using probabilistic analysis. Since
response spectrum does not give any information on
earthquake magnitude, it is necessary to either
consider the estimate of maximum potential
magnitude in the seismogenic area around the site,
or to perform a deaggregation of the events
producing the probabilistic hazard.
Deaggregation of the hazard provides a histogram of
the magnitude and distance of the contributing
earthquakes, and thus identifies the magnitude of
the earthquakes that contribute most to the hazard.
In particular one can determine the mean estimate of
magnitude, or we can say, the mean plus one
standard deviation of the magnitude.
Even though, Ethiopia adopted its first earthquake
design code of standards in 1983 (ESCP- 1:1983),
traditionally, building officials in the country have
never made seismic-resistant code implementation
neither a priority nor a necessity (Kassegne 2003).
However, the formal adoption of a detailed building
code of standards for earthquake-resistant design in
1995 is by itself an encouraging development
(EBCS-8:1995). Its adoption, however, took more
than six years from its date of formal publishing and
also timely updating as per the subsequent
seismicity knowledge attained thereof is also
lacking. Major inconsistency in zoning category of
AA is also another interesting subject to be
mentioned here. EBCS-8:1995 classified as zone 2
by (see Figure 1) with a peak ground acceleration of
0.07g whereas the report from the RADIUS project
divides Addis Ababa into various microzones with
peak ground accelerations varying from 0.13g
0.50g. Interestingly, the widely adopted building
international codes such as UBC (UBC 1997) and
IBC (IBC 2000) classify major cities in the Horn of
Africa particularly AA, Ethiopia as zone 3 which
corresponds to a peak ground acceleration of 0.3g as
opposed to the 0.07g assigned by EBCS-8:1995.
Among the published seismic zone maps for
CONSULTING AHEAD - VOL. 2 - ISSUE 2 l53
I nadequacy of Ethiopian Seismic Code of Practice at Short Periods
divided into three seismogenic provinces or seismic
source zones (Mammo 2005), namely: (i) the Afar
Depression (ii) the Escarpment and, (iii) the
Ethiopian Rift System seismic source zones (Figure
2). Throughout the Afar Depression, Red Sea and
the Ethiopian Rift and adjacent regions the depth of
the earthquakes is relatively shallow (~10 km)
(Hofsteller and Beyth 2003). Each zone is,
therefore, distinguished by its own specific tectonic,
geologic and seismic characteristics. In each zone
earthquakes are assumed to occur randomly, that is,
every point in the zone has the same probability of
being an epicentre. Hence, the source zone has been
gridded into rectangular regions as shown in Figure 4,
Seismicity of the Region and the Seismic
Source Zones
The seismicity of the AA region is controlled and
influenced by the active Ethiopian Rift System
which divides the country into two plateaus along
the NESW direction. The epicentral map of the
region shown in Figure 2 indicates that small and
intermediate size earthquakes are dominant and that
seismic activity in the region is not uniformly
distributed but is characterized by clustering at
preferred locations with sporadic activity in
between. The structural pattern (Figure 3) shows
that the region, characterized by a complex fault
pattern trending mainly around NESW, separates
the Somalian Plate from the Nubian Plate.
Based on the seismicity and the knowledge of the
geology and tectonics, the region can broadly be
Figure 3 : Structural pattern of the region and
epicentres of major earthquakes of magnitude
above 6.0 (Mammo 2005).
Figure 2 : Seismicity of Addis Ababa with the seismic source zones (modified from Mammo 2005)
Figure 4 : Gridded source zone (modified from
Hofsteller and Beyth (2003).
54 lCONSULTING AHEAD - VOL. 2 - ISSUE 2
G.V. Ramana, Yoseph Birru
Year Month Day Time Latitude Longitude Magnitude Intensity
o o
(N) (E) (M.M.)
1904 05 PM 09.00 39.00
1904 06 30 13:55 09.00 39.00
1906 08 25 11:55 07.70 38.80 6.6
1906 08 25 13:47 07.70 38.80 6.8
1906 08 25 16:43 09.00 39.00
1906 10 28 16:07 09.00 39.00
1907 04 12 09.00 39.00
1907 04 17 MD 09.00 39.00
1910 02 04 NT 09.00 39.00
1913 03 09.00 39.00
1961 05 29 NT 09.00 39.00
1961 06 01 23:29:18 10.54 39.89 6.7
1961 06 01 23:30 09.00 39.00
1961 08 25 21:43:49 10.65 40.10 4.5
1964 10 17 09.00 39.00 3.0
1968 01 23 19:18:13 08.71 37.66 5.1
1972 11 13 AM 09.00 39.00
1973 03 08 AM 09.00 39.00 4.1
1974 02 25 16:05:40 09.90 39.70 4.5
1975 08 22 12:41:49
1977 07 08 06:23:02 10.94 39.63 5.0
1977 12 21 16:48:28
1979 07 28 19:22:16 08.85 38.70 4.1
1979 11 04 08:33:28 08.85 38.70
1983 12 02 23:08:39.5 7.03 38.60
1984 04 10 08:17:26 11.37 38.71 5.2
1984 08 24 09:03:09 08.95 39.95
1985 08 20 05:46 5.52 36.14
1985 10 28 12:08:45 09.47 39.61 4.8
1990 08 14 11:15:29 08.90 38.80 2.7
1991 01 08 12:10:14 08.90 38.80 2.8
1993 02 13 02:25:50 08.33 39.31 5.0
1993 09 18 04:15 5.35 37.56 4.8
1994 01 26 02:26:007 5.32 37.45 4.9
1995 01 20 07:14:27.5 7.16 38.44 5
1999 01 05 18:10 5.92 37.22 4.3
1999 01 05 18:27 6.02 37.51 4.7
1999 06 17 12:34 10.78 41.27 4.8
2000 05 10 08:43 10.22 41.14 4.0
2000 05 15 08:33 5.62 36.23 4.5
2000 05 17 20:47 10.09 41.23 4.4
4
3
7
8
6
7
3
4
3
3
5
7
7
4
3
4
3
4
3
8 38.4 4.2 3
5
4
6
4.7 3
5.1 -
4
4
5.4 -
5
3
3
-
-
-
-
-
-
-
-
-
Table 1 : Earthquakes observed in the Ethiopian Rift Seismic zone during the last century with MM
intensity greater than 3.
Data from Gouin (1979), Asfaw (1992), Ayele (1995) and Mammo (2005).
PM =afternoon; MD =midday; NT =nighttime; AM=morning; M.M.=Modified Mercalli Scale.
CONSULTING AHEAD - VOL. 2 - ISSUE 2 l55
I nadequacy of Ethiopian Seismic Code of Practice at Short Periods
where the respective centers are taken as reference
locations to account source-site distances. As AA is
o o
located at 9N and 38.77E, which lies at the margin
of the Ethiopian Rift Seismic source zone, major
earthquake hazard to the city is attributed to this
source and hence our study confines to these
earthquakes only. In the past, several earthquakes
have occurred in the vicinity of AA and within the
rift as well as the escarpment seismic source zones
that caused widespread panic and damages in the
city. A list of earthquakes felt in the city during the
last century is given in Table 1.
Determination of Maximum (M ) possible
max
earthquake magnitude
Although knowledge of the value of the maximum
possible earthquake magnitude (M ) is required in
max
many engineering applications, at present there is no
generally accepted method for estimating the value
of M . The maximum earthquake magnitude, M ,
max max
is defined as the upper limit of magnitude for a given
seismogenic zone or entire region. Also,
synonymous with the upper limit of earthquake
magnitude, is the magnitude of the largest possible
earthquake. This terminology assumes a sharp cut-
off magnitude at a maximum magnitude M , so
max
that, by definition, no earthquakes are possible with
a magnitude exceeding M (Kijko 2004).
max
Cognizance should be taken of the fact that an
alternative, ''soft'' cut-off maximum earthquake
magnitude is also in use (Kagan 1991 and 2002a).
The latter formalism is based on the assumption that
seismic moments follow the Gamma distribution.
One of the distribution parameters is also called the
maximum seismic moment and the corresponding
value of earthquake magnitude is called the ''soft''
maximum magnitude. Beyond the value of this
maximum magnitude, the distribution decays much
faster than the classical Gutenberg-Richter relation.
Kijko (2004), considering a model having a sharp
cut-off of maximum magnitude, provided a generic
equation for the evaluation of the maximum
earthquake magnitude M for a given seismogenic
max
zone or entire region. The equation is capable of
generating solutions in different forms, depending
on the assumptions of the statistical distribution
model and/or the available information about past
seismicity. It includes the cases (i) when earthquake
magnitudes are distributed according to the doubly-
truncated Gutenberg-Richter relation, (ii) when the
empirical magnitude distribution deviates
moderately from the Gutenberg-Richter relation,
and (iii) when no specific type of the magnitude
distribution is assumed. As the recorded earthquake
in our particular study area is relatively for short
period and only few data is available, the Kijko's
method has been considered as favored one.
Accordingly, median M of 6.92 0.24 was
max
obtained as shown in Figure 4 considering the
following inputs :
1. The recurrence characteristics of the
earthquake in the zone follows the doubly-
truncated Gutenberg-Richter relationship and
Kijko-Sellevoll-Bayes assumption (K-S-B),
2. Assuming earthquake catalog is complete for
the period 1900 2000 above threshold
magnitude of 5.6 for the zone and average
activity rate of 0.5 per year (which is
conservatively assumed from Hofsteller and
Beyth estimate of m 5 number of
B
earthquakes to be 5 on average over 10 years
period).
3. b value of 1.13 0.05 as determined by Keir et
al (2006), and maximum observed earthquake
in the zone 6.8 (from the list in Table 1) with
uncertainty in magnitude 0.2 (Kebede et al.
1997).
Median M obtained from this procedure agrees
max
well to that of 7.0 estimated by Hofsteller and Beyth
(2003).
Attenuation relationship appropriate for the
region
Estimation of ground motion on firm ground i.e.,
without inclusion of site effects - is commonly
carri ed out usi ng attenuati on equati on.
Consequently, various attenuation relationships are
56 lCONSULTING AHEAD - VOL. 2 - ISSUE 2
G.V. Ramana, Yoseph Birru
reviewed in order to examine their appropriateness
to the region for subsequent hazard assessment. As
stated before, due to non availability of recorded
data, for validation of attenuation models Brune's
point source simulation was presumed as a reference
due to its theoretical implications. Among various
attenuation models examined for our study, CB-
NGA (part of the PEER Next Generation
Attenuation of Ground Motion developed by
Campbell and Bozorgnia 2007) showed better
agreement to the results based on Brune's model
analysis. CB-NGA is framed using a common
database of worldwide strong motion recordings
developed both a median and aleatory uncertainty
model for peak ground acceleration (PGA), peak
ground velocity (PGV), peak ground displacement
(PGD), and response spectral acceleration (PSA)
and displacement (SD) for oscillator periods
ranging from 0.0110.0 s, magnitudes ranging from
4.08.0, and distances ranging from 0200 km. CB-
NGA relationship is used because of its capability to
incorporate distance ranges up to 200 km unlike
other relations which hardly exceed 100 km.
Besides, CB-NGA was developed based on
worldwide data for crustal earthquakes and more
reliable as it substantiates other factors affecting
ground motion such as depth of earthquake in
addition to commonly considered magnitude and
distance elements. Therefore the model has been
selected for the present study due to the above merits
rather than convenience among other competent
attenuation relationships. The following section
briefly discusses the development of Random
Vibration Theory (RVT) based response spectra
rooted on Brune's point source model.
RVT based site response is an extension of
stochastic ground motion simulation procedures
developed by seismologists to predict peak ground
motion parameters as a function of earthquake
magnitude and site-to-source distance (Hanks and
McGuire 1981; Boore 1983). The RVT procedure
consists of characterizing the Fourier Amplitude
Spectra (FAS) of a motion and using RVT to
compute peak time domain values of ground motion
from the FAS. There are different methods available
to describe the input FAS for RVT site response
analysis. The simplest approach involves the use of
seismology theory to compute the radiated FAS
from a point source in terms of various source, path,
and site parameters (EPRI 1993). Other techniques
involve finite fault seismological simulations
(Beresnev and Atkinson 1998) or deriving the FAS
from an acceleration response spectrum (Gasparini
and Vanmarcke 1976). In our study, seismological
point source theory is utilized to derive the input FAS.
This section represents a brief introduction to the
terminology in seismological source theory and
earthquake motion characterization, based on the
description given by Boore (2003). The FAS of
acceleration at a rock site ( =760 m/s NEHRP site
class B/C), Y(f), can be described analytically as a
function of the source, propagation path, and site
characteristics (the site characteristics in this case
represent the effect of the near-surface rock layers
and not the effect of the overlying soil layers). The
2
Brune (1970, 1971) omega-squared (1/w) source
spectrum is the most common and simplest
representation of the radiated FAS from an
earthquake. This source spectrum, E(M, f), along
0
with the effects of the propagation path, P(R,f), high
frequency diminution, D(f), and crustal
amplification, A(f), resulting in :
(1)
(2)
(3)
Where
f =frequency (Hertz);
3
r=mass density of the crust (gm/cm);
0
b=shear wave velocity of the crust (k/s);
0
[ ] ) ( ) exp(
0
) (
exp ). (
2
) / 1 (
2
0
3
0 0
78 . 0 ) (
0
f A f
f Q
fR
R Z
c
f f
f
M f Y
1
1
]
1
,
_
1
1
1
]
1
) ( ) ( ) , ( ) , ( ) (
0
f A f D f R P f M E f Y
( )
3
1
0
/
0
106 . 9 . 4 M
c
f
CONSULTING AHEAD - VOL. 2 - ISSUE 2 l57
I nadequacy of Ethiopian Seismic Code of Practice at Short Periods
R =distance from the source (kilometer);
Z(R) =geometric attenuation;
Q(f) =anelastic attenuation;
Ds=Stress drop (bars)
f =Corner frequency (Hz)
c
k=diminution parameter (s); and
0
M =seismic moment (dyne cm).
0
RVT, or more specifically extreme value statistics,
was first used in seismology by Hanks and McGuire
(1981) to predict peak acceleration from the root-
mean-square (RMS) acceleration, a . Parseval's
rms
theorem is used to compute a from the Fourier
rms
amplitude spectrum, Y(f), and a peak factor is used to
relate a to the peak ground acceleration (PGA).
rms
Parseval's theorem states that the energy is
conserved in both the time and the frequency
domains, resulting in the following expression :
(4)
where
m =zero moment of the square of the FAS,
0
2
Y(f) ; and
T = duration of motion. For peak
rms
acceleration, T is set equal to the ground
rms
motion duration, T . In this study we define
gm
T as the source duration (T =1/ f +0.05R,
gm gm c
th
where R is distance in km). The n moment
of the square of the FAS is defined as :
(5)
The peak factor, which relates the peak value
to the RMS value through a ratio
(peak/RMS), is used to obtain the peak
acceleration from the computed value of a .
rms
One of the first RVT methods was proposed
by Higgins (1952) and this method was
applied to ground motion simulation by
Boore (1983). Cartwright and Higgins
(1956) consi dered the probabi l i ty
distribution of the maxima of a train of ocean
waves and developed expressions for the
peak factor in terms of the characteristics of
the wave train. The expected value of the
peak factor is computed using :
(6)
Where,
In these expressions, =bandwidth factor; N =
z
number of zero crossings in the wave train; and N =
e
number of extrema. For a narrow band signal, N is
z
equal to N and, thus, is equal to 1.0. For signals
e
with motion spread over a range of frequencies
(such as earthquake motions), N is smaller than N
z e
and, thus, is less than 1.0. N and N are derived
z e
from the frequencies of zero crossings and extrema
(f and f , respectively) and ground motion duration
z e
(T ) using :
gm
The parameters f and f are computed from the
z e
moments of the FAS using :
(8)
The previous equations have been derived for peak
acceleration. To compute spectral acceleration (S)
a
rather than peak acceleration (PGA), the response of
a linear single-degree-of freedom (SDOF) oscillator
must be included before the RMS acceleration is
2
computed. Thus, the spectrum, Y( f ) , is multiplied
by the square of the transfer function for
acceleration for a SDOF oscillator with natural
2
frequency f , H (f) , given by :
n fn
(9)
Then the resulting spectrum is used to compute S
a,rms
[Eq. (4)] and the peak factor [Eq. (6)].
Boore and J oyner (1984) and Liu and Pezeshk
(1999) suggest modifications for T used in the
rms
RMS calculation [Eq. (4)] when computing spectral
Nz / Ne
N 2f T N 2f T (7)
z z gm e e gm
rms
T m
rms
a /
0
( ) ( )
2
0
2 2 / /
n
n
m f f Y f df
( ) ( )
max 2
0
/ 2 1 1 exp
a e
rms
N
a
peak factor f z dz
1
]
( )
1/2
2 0
1
/
2
z
f m m
( )
1/2
4 2
1
/
2
e
f m m
( )
( ) ( )
4
2
2
2
2 2
2
n
fn
n n
f
H f
f f f f
1
+
1
]
58 lCONSULTING AHEAD - VOL. 2 - ISSUE 2
G.V. Ramana, Yoseph Birru
acceleration. These modifications increase T to
rms
ensure that the peak response is captured. Boore and
J oyner (1984) proposed the following relation for
T :
rms
(10)
Where T is as defined before, =T /T , T =
gm gm os os
Oscillator natural period, and
T =oscillator duration given by :
o
T =T /2 (11)
o os
Where =damping ratio of the oscillator. Based on
numerical simulations, Boore and J oyner (1984)
proposed n =3 and =1/3 for the coefficients in Eq.
(10). Liu and Pezeshk (1999) used the same
functional form as Eq. (10) but developed slightly
different values of n and . The Boore and J oyner
(1984) expressions are used in this study. The source
and crustal parameters required for developing
response spectra from the above Brune's model is
provided in Table 2 referred from Mamo (2005).
Table 2 : Median Seismological Parameters.
Parameter Value
Shear wave velocity () 3.38 km/s
Density () 2.64 g/cm3
Rapture propagation speed 0.8
Stress parameter () 79 bars
Kappa () 0.035
b
Geometric spreading: R , where b = -1.0 (R<=70 km)
0.0 (70<R<=130 km)
-0.5 (R>130 km)
Distance dependent duration: dR, d =0.0 (0 to 10 km)
+0.16 (10 to 70 km)
-0.03 (70 to 130 km)
+0.04 (>130 km)
0.36
Quality factor Q =680f (Qmin=800)