Manager Panel

Question 1

Give the overarching engagement lifecycle

Answer 1

Winning the work
Setting up the work
Doing the work
Releasing the work
Closing the work

Question 1

Give the processes in winning the work?

Answer 1

Conflict check - can we do the work?
TOP - should we do the work?
DRB - advise on high value or low margin opportunities.
Tuesday Group - public interest of potential new engagements, check with the RA risk leader first.
Second partner - challenge commitment, risk assessment within TOP, review proposal.
Third party - BRSM record

Question 2

Jupiter

Answer 2

Purpose: opportunity and pipeline mgmt really. In DS&J there are some engagements that are so sensitive we can’t really use it always. So I helped develop a pipeline tool for the account.
Stuff:
By ‘proposal submitted’ and ‘orals’ it should be tentative in StaffI

Question 3

Conflict Check

Answer 3

Purpose: Ensure we don’t do work that may create a perceived or actual conflict of interest with existing work we’re doing for them, or other clients/3rd parties.
PS - ESRA too - engagement security risk assessment

Question 4

TOP

Answer 4

Purpose: Risk mgmt system in winning the work to assess and mitigate associated risks

Stuff: important conflict check, Client Assessment and Engagement Assessment, pre-approvals, approvals, post approvals, risk mgmt plan, complete all actions. Quality plan maybe too.
If existing client, TOP prompts CDD review, if new the QR ops team need to do it

Question 5

DRB

Answer 5

Purpose: To advise on/approve high value or low margin opportunities. Improve winability or maximise profitability

Question 6

Tuesday Group

Answer 6

Public interest of potential new engagements, check with the RA risk leader first.

Stuff: two DRBs, one FS and one Corporates + GPS.
Criteria: less than 25k not permitted, extensions less than 25k where GM isnt 65%, 50-500k where GM isnt 60%, greater than 500k

Question 7

Second Partner Review:

Answer 7

CC, TOP, Engagement letter, proposal.

Question 8

Setting Up the work key steps

Answer 8

Project plan and quality plan
Engagement letter (if no MSA) - ensure liability cap is right, must be signed
MSA - master services agreement - sets out overall client agreements (check LCSP)
BRMS

Question 9

Doing the work key steps

Answer 9

Risk Mgmt - keep TOP/CC up to date
Data Security
Deliverables/work products

Question 10

Releasing the work

Answer 10

Quality Reviews (independent and engagement team)
QRProcess -
Regulatory Assurance Review

Question 10

QRP

Answer 10

Second partner or someone else
Required on WPs if mostly Deloitte original or clearly identifiable to us, not if done collaboratively

Question 11

Closing the work key steps

Answer 11

Billing/invoicing
Cash collections
Document retention

Question 12

Secondments

Answer 12

Use Deloittes standard terms of business

Question 13

Tuesday Group vs DRB?

Answer 13

Tuesday Group - Ethical, DRB - value

Question 14

Areas of development?

Answer 14

Continue developing my people
Continue building network
Invitaiton to win course
Interviewing course

Question 15

What if something is going wrong

Answer 15

Chat to a partner od Director verbally, then they would sort with QRM team or contentious matters

Question 16

What if we exceed budget?

Answer 16

Speak to director or partner, suggest altering the discount rate, avoid reducing hours

Question 17

Always need a second partner?

Answer 17

Yes

Question 18

NDA required?

Answer 18

When not covered by EL or 3rd party

Question 19

Statement of work vs engagement letter?

Answer 19

EL is a contract when an MSA isnt in place. SoW outlines core components like cost and scope

Question 20

Other member firms?

Answer 20

Have them on the TOP. For NSE use a call off contract. Outside need IFA

Question 21

Raise a WBS?

Answer 21

Got to ESS and ask them to setup standard billing rate

Question 21

Hold harmless letter?

Answer 21

When outputs shared with 3rd parties stops us being liable

Question 22

What does leadership mean to you?

Answer 22

I think it’s different form management. Management is just organizing people to do things. Leadership involves you doing by example. It involves you being part of the team not above of it. Inspiring other peoples development, not just using them for your own goals.

Question 23

Difficult client situ

Answer 23

Potentially caught up in an internal conflict where we were being seen as designing something which couldn’t be run easily within the org structure. Which we knew to an extent but ultimately it was our direct unit within the client that wanted it that way.