First consulting project - Guidance needed

Question

Hi everyone,

So I have been appointed as a Project manager in a consulting firm (NPO) which provides free consulting services to startups, NGOs and small firms for free. I am stuck at a point where I am overwhelmed with the project and I think am leading to scope creep. I need your advise on following questions to successfully complete this project.

Following is the first of three phases as given in the proposal:
PHASE 1 Objective To establish a seamlessly efficient supply acquisition and product development system utilising cost-effective international virtual operations whilst maximising profitability through incentive based performance.
Duration: 4 weeks
Team: 10 Masters students who are appointed as consultants (Each can contribute 7-10 hours a week)

1.1 Supply Chain Development

Implementation of virtual sourcing specialist role with competitive regional base rates (£7-10 daily) plus 10% commission on savings achieved below maximum purchase thresholds for cards stock
Development of comprehensive supplier database emphasising US and UK markets for premium type of play cards, with automated tracking of bulk availability
Creation of standardised pricing and authentication protocols ensuring consistent quality assessment
Establishment of streamlined approval process minimising CEO involvement whilst maintaining acquisition standards

1.2 Product Infrastructure

Procurement of premium stickers through verified manufacturers in the UK and China, with 3,000+ unit orders (range of designs)
Hiring a freelance Graphic Designer for the customer designs
Creation of automated inventory management system integrated with London-based distribution

Now I am confused as it's my first project as consultant, I wonder about the deliverables. All my professional career was internal PM where I actually launched the project from start to end. Questions I seek clarity for,

a. What are the deliverables for the above points?
b. Do I make my team conduct market research for the suppliers? Will it be within the scope?
c. What's the best way to approach this project to successfully complete it.
d. How best can i delegate the tasks to the team

PS: Please don't copy paste the answers from AI, I have already tried and have the necessary information I need. Now I am seeking genuine expert advice who is speaking with their experience. Thank you for understanding!

Answer 1

Hello there,

It seems a list of activities rather than a project. The deliverables are directly related to them. You probably have to understand (1) if the prioritization makes sense, (2) who are your main stakeholders and contributors to inform and delegate activities and (3) what the project will look like divided by the weeks until its deadline.

I have been working with large programs for the past 5 years myself, will be happy to coach you if you need a closer guidance. DM me for a free 20min consultation to explain in more detail your situation and I evaluate the best way to assist you.

Best,

Mari

Answer 2

Hi there,

this is not something that a coach can answer via the answer box on PrepLounge ;) however, many of us are very experienced in leading project (I was for example former Principle at BCG) and we can help you in a dedicated session to think this through and structure this. But impossible to get something meaningful out of this for yourself without further information and direct exchange.

Feel free to reach out anytime, I have a few ideas on what you could do.

Best,
Sebastian

Answer 3

You should be discussing those with your supervisor or the project sponsor. They are the ones that can clarify the deliverables (and which of those have to be produced by your team).

Answer 4

All scope-related questions should be checked directly with your manager and the client.

If you have project management experience, use the same skills to build a project plan and allocate resources effectively for each task.

If you still have questions, send me a message.

Happy to coach you on this after 15 years of experience in consulting.

Best,

Alberto

—

Explore my latest case inspired by a real MBB interview: Chic & Stitch - Fashion Market Expansion

Answer 5

Hey there ?,

Totally get where you're coming from—this shift from internal PM to client-facing consulting, especially with such a broad project scope, can feel like a lot. I’ve seen this exact situation in nonprofit and pro-bono setups, and here’s how I’d guide you—from experience, not templates:

a. What are the deliverables here?

This phase is mostly about designing systems, building sourcing foundations, and preparing infrastructure—not execution. So your deliverables should be recommendations + blueprints, like:

A sourcing strategy document with potential supplier lists, cost models, and incentive structure outlines
A supplier database with tags/filters (could be in Airtable or Excel)
A process map for procurement and approval
A shortlist of designers and sticker manufacturers with costs and quality validation
A basic inventory system proposal (or MVP design if feasible in 4 weeks)

? Key mindset: You’re not launching systems, you’re enabling decisions and building clarity for the client

b. Should the team conduct supplier research?

Yes—but with boundaries. Scope creep is real here. Focus them on:
– Finding pre-qualified, cost-effective suppliers (shortlist with pricing and contact info)
– Gathering cost vs. quality benchmarks
– Researching existing tools for inventory + approval workflows (don’t build from scratch)

c. How to approach this project overall

Re-frame the scope into problems to solve, not just a list of deliverables
Define success upfront (e.g., “By end of week 4, client will have full clarity + toolkit to move forward with procurement and design decisions”)
Build a workplan with weekly goals (Week 1 = research + stakeholder interviews, Week 2 = solution design, etc.)
Focus on directionally correct outputs—done > perfect

d. How to delegate effectively

– Divide the work into streams: sourcing, pricing model, approval workflow, product design, inventory
– Assign a “stream lead” per area and let them run with it, while you align across the project
– Give very clear weekly outcomes, not tasks (e.g., “Shortlist 5 sticker vendors with price + shipping comparison”)
– Check in twice a week max to avoid micro-managing

You're leading consultants, not task executors—so set the structure, define the “why”, and trust them with the “how”, while being available to course-correct.

And if you want to review your deck, workplan, or prep for client touchpoints—I’d be happy to support ?

Best,
Alessa ?