EXTERNAL SOURCES

Aside from the internal sources, facts regarding a client can be obtained through
external sources such as clients, industry reports, and data base retrieval systems.
Sources from outside the organization provide many facts about the company, contrary
to what the hearsays tell us. For example, a companys sales forecast may be tested for
reasonableness by comparing them to projections obtained by an econometric model of
the company. Facts can also be gathered from the clients customers with regards to our
clients products and services.

FACT-GATHERING TECHNIQUES
At the beginning of an engagement, a consultant must gather all the facts that he
could get that will aid him in separating the symptoms experienced by the client from the
underlying problems. It is very important for a consultant to know these things for it is
the problem rather than the symptom that need close attention and treatment.
The following techniques are available for gathering facts concerning the
underlying problems:
a)
b)
c)
d)
e)

Interviews

Interviews
Questionnaires
Observation
Document Gathering
Charting
1. Organizational chart
2. Data flow diagram
3. System outflow
4. Detail flowchart
5. Decision Table

A series of interviews with client personnel is the best way to zero in on

problems. It can be conducted in any level of organization, from the president down to
the rank and file employees. This is deemed to be the best way because the
consultant has the first hand information with regards on how the company is doing,
how the employees are doing, their understanding on their responsibilities and so on
and so forth. Because of this, a consultant must always have temperament to adjust to
people who have differing commitments to the clients goals as well as many
environmental variables.
Having said those things in the previous paragraph, the following are some the
things to remember during the interview itself:
1. Confirm understanding of the interviewees job responsibilities and duties.
2. To the extent possible, ask specific questions that allow quantitative
responses.
3. When questions are answered vaguely, pursue them (in a pleasant way) until
they are fully clarified.
4. Try to develop an awareness of the interviewees feelings. This can be done
by listening well and reading the interviewees body language.
5. Avoid stating own opinions or acting like a know-it-all.
6. As the interview draws to a close, ask the interviewee if he or she has
additional ideas, thoughts, or suggestions concerning the topics of
discussion: Do you have any additional suggestions or recommendations
concerning the method used to calculate budget variances.
7. Do not allow the interview to be too lengthy.
8. At the end of the interview, summarize the main points uncovered, thank
the interviewee, and indicate that he or she will be contacted again if further
questions are necessary

Questionnaire

A questionnaire is a research instrument consisting of a series of questions and

other prompts for the purpose of gathering information from respondents. This method
or technique is best used when the persons from whom the consultant wants
information are physically removed and travel is prohibitive or when numerous persons
are to be asked and the facts to be determined are verifiable from other sources.
However, this technique somewhat restricts channel of communication and should be
used with great care for the purpose of fact finding.
These guidelines will help consultants on mitigating the risks that the
questionnaire techniques has:
1. Explain in an accompanying letter the purpose, use, security, and
disposition of the responses generated by the questionnaire.
2. Provide detailed instructions concerning on how the questions are to be
completed.
3. Provide a time limit or deadline for return of the questionnaire.
4. Format questions so that responses can be tabulated mechanically or
manually.
5. Ask pointed, concise questions when possible.
6. If a question cannot be answered objectively, provide an opportunity for the
respondent to add a clarifying statement/comment.
7. Provide sufficient space for complete responses.
8. Include a section in which respondents can state opinions and criticisms.
9. Identify each questionnaire by the respondents name, job title, department,
and so forth.

Observation
Under this fact-gathering technique, facts are gathered by observing the
employees of a client while they are performing their job-related duties. This is useful in

gathering information prior to an interview, and in verifying statements, made during an

interview, and in ascertaining relationships between individuals.
The usefulness of observation can be maximized by keeping in mind and abiding
by the following guidelines:
1. Before beginning, identify and define what it is that the consultant will
observe; also estimate the length of time but the observation will entail.
2. If persons are to be aware of the observations, explain to them what will be
done and why.
3. Not the time periodically while making the observations.
4. Record what is observed as specific as possible, avoiding generalities
and vague description.
5. Avoid expressing value judgements when interacting with persons being
observed.
6. Document all impressions and organize the notes as soon as possible after
the observation period.
7. Review the facts obtained and the conclusions draw from observations with:
(a) The person being observed, (b) the persons supervisor, and (c) the
consultancy firms supervisor (when desirable).