EN ISO 20700:2018
(Main)Guidelines for management consultancy services (ISO 20700:2017)
Guidelines for management consultancy services (ISO 20700:2017)
ISO 20700:2017 provides guidelines for the effective delivery of management consultancy services.
Leitlinien für Unternehmensberatungsdienstleistungen (ISO 20700:2017)
Lignes directrices relatives aux services de conseil en management (ISO 20700:2017)
L'ISO 20700:2017 fournit des lignes directrices pour l'exécution efficace de prestations de conseil en management.
NOTE Se référer à l'Annexe A pour des informations complémentaires sur les normes ISO.
Smernice za svetovalne storitve na področju vodenja (ISO 20700:2017)
Ta dokument podaja smernice za učinkovito zagotavljanje svetovalnih storitev na področju vodenja.
OPOMBA: Za dodatne informacije o standardih ISO glej dodatek A.
General Information
Relations
Standards Content (Sample)
SLOVENSKI STANDARD
01-november-2018
1DGRPHãþD
SIST EN 16114:2011
6PHUQLFH]DVYHWRYDOQHVWRULWYHQDSRGURþMXYRGHQMD ,62
Guidelines for management consultancy services (ISO 20700:2017)
Lignes directrices relatives aux services de conseil en management (ISO 20700:2017)
Ta slovenski standard je istoveten z: EN ISO 20700:2018
ICS:
03.080.20 Storitve za podjetja Services for companies
2003-01.Slovenski inštitut za standardizacijo. Razmnoževanje celote ali delov tega standarda ni dovoljeno.
EN ISO 20700
EUROPEAN STANDARD
NORME EUROPÉENNE
September 2018
EUROPÄISCHE NORM
ICS 03.100.01 Supersedes EN 16114:2011
English Version
Guidelines for management consultancy services (ISO
20700:2017)
Lignes directrices relatives aux services de conseil en
management (ISO 20700:2017)
This European Standard was approved by CEN on 6 May 2018.
CEN members are bound to comply with the CEN/CENELEC Internal Regulations which stipulate the conditions for giving this
European Standard the status of a national standard without any alteration. Up-to-date lists and bibliographical references
concerning such national standards may be obtained on application to the CEN-CENELEC Management Centre or to any CEN
member.
This European Standard exists in three official versions (English, French, German). A version in any other language made by
translation under the responsibility of a CEN member into its own language and notified to the CEN-CENELEC Management
Centre has the same status as the official versions.
CEN members are the national standards bodies of Austria, Belgium, Bulgaria, Croatia, Cyprus, Czech Republic, Denmark, Estonia,
Finland, Former Yugoslav Republic of Macedonia, France, Germany, Greece, Hungary, Iceland, Ireland, Italy, Latvia, Lithuania,
Luxembourg, Malta, Netherlands, Norway, Poland, Portugal, Romania, Serbia, Slovakia, Slovenia, Spain, Sweden, Switzerland,
Turkey and United Kingdom.
EUROPEAN COMMITTEE FOR STANDARDIZATION
COMITÉ EUROPÉEN DE NORMALISATION
EUROPÄISCHES KOMITEE FÜR NORMUNG
CEN-CENELEC Management Centre: Rue de la Science 23, B-1040 Brussels
© 2018 CEN All rights of exploitation in any form and by any means reserved Ref. No. EN ISO 20700:2018 E
worldwide for CEN national Members.
Contents Page
European foreword . 3
European foreword
The text of ISO 20700:2017 has been prepared by Technical Committee ISO/TMBG "Technical
Management Board - groups” of the International Organization for Standardization (ISO) and has been
taken over as EN ISO 20700:2018 by Technical Committee CEN/TC 381 “Management consultancy
services” the secretariat of which is held by UNI.
This European Standard shall be given the status of a national standard, either by publication of an
identical text or by endorsement, at the latest by March 2019, and conflicting national standards shall
be withdrawn at the latest by March 2019.
Attention is drawn to the possibility that some of the elements of this document may be the subject of
patent rights. CEN shall not be held responsible for identifying any or all such patent rights.
This document supersedes EN 16114:2011.
According to the CEN-CENELEC Internal Regulations, the national standards organizations of the
following countries are bound to implement this European Standard: Austria, Belgium, Bulgaria,
Croatia, Cyprus, Czech Republic, Denmark, Estonia, Finland, Former Yugoslav Republic of Macedonia,
France, Germany, Greece, Hungary, Iceland, Ireland, Italy, Latvia, Lithuania, Luxembourg, Malta,
Netherlands, Norway, Poland, Portugal, Romania, Serbia, Slovakia, Slovenia, Spain, Sweden, Switzerland,
Turkey and the United Kingdom.
Endorsement notice
The text of ISO 20700:2017 has been approved by CEN as EN ISO 20700:2018 without any modification.
INTERNATIONAL ISO
STANDARD 20700
First edition
2017-06
Guidelines for management
consultancy services
Lignes directrices relatives aux services de conseil en management
Reference number
ISO 20700:2017(E)
©
ISO 2017
ISO 20700:2017(E)
© ISO 2017, Published in Switzerland
All rights reserved. Unless otherwise specified, no part of this publication may be reproduced or utilized otherwise in any form
or by any means, electronic or mechanical, including photocopying, or posting on the internet or an intranet, without prior
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ii © ISO 2017 – All rights reserved
ISO 20700:2017(E)
Contents Page
Foreword .v
Introduction .vi
1 Scope . 1
2 Normative references . 1
3 Terms and definitions . 1
4 Principles . 4
4.1 General . 4
4.1.1 Scope . 4
4.1.2 Typical consulting process . 4
4.1.3 Responsibilities . 5
4.2 Other standards. 5
4.3 Ongoing evaluation and improvement . 5
4.4 Policies . 6
4.4.1 Regulatory framework . 6
4.4.2 Stakeholder engagement and commitment . 6
4.4.3 Code of ethical and professional conduct . 6
4.4.4 Project governance . 7
4.4.5 Capability . 7
4.4.6 Communication . 8
4.4.7 Data protection and confidentiality . 8
4.4.8 Protection of intellectual property . 8
4.4.9 Social responsibility . 8
4.4.10 Health and safety . 8
4.4.11 Risk and quality management . 9
4.4.12 Guarantees . 9
5 Contracting . 9
5.1 General . 9
5.2 Purpose . 9
5.3 Input . 9
5.4 Outcome .10
5.5 Contents .10
5.5.1 General.10
5.5.2 Context .10
5.5.3 Services and deliverables .10
5.5.4 Approach and work plan .11
5.5.5 Roles and responsibilities .11
5.5.6 Acceptance criteria .11
5.5.7 Terms and conditions .12
6 Execution .12
6.1 General .12
6.2 Purpose .12
6.3 Input .12
6.4 Outcome .12
6.5 Contents .13
6.5.1 General.13
6.5.2 Refining the agreed work plan .13
6.5.3 Implementing the work plan .13
6.5.4 Assignment management and monitoring .13
6.5.5 Approvals and acceptance .15
7 Closure .15
7.1 General .15
7.2 Purpose .15
ISO 20700:2017(E)
7.3 Input .15
7.4 Outcome .16
7.5 Contents .16
7.5.1 Legal and contractual matters.16
7.5.2 Final evaluation and improvement .16
7.5.3 Administrative matters .17
7.5.4 Communication .17
7.5.5 Outstanding minor issues .17
Annex A (informative) Supplementary information on ISO standards .18
Annex B (informative) Examples of typical stakeholders.19
Annex C (informative) Basic structure of consulting activities .20
Annex D (informative) Examples of guidelines for MCSPs for a code of conduct .22
Annex E (informative) Examples of guidelines to manage conflicts of interest .23
Annex F (informative) Examples of criteria to evaluate capability .25
Annex G (informative) Examples of guidelines for MCSPs for typical risk management .27
Annex H (informative) Examples of typical understanding activities “pre-assignment” .28
Bibliography .29
iv © ISO 2017 – All rights reserved
ISO 20700:2017(E)
Foreword
ISO (the International Organization for Standardization) is a worldwide federation of national standards
bodies (ISO member bodies). The work of preparing International Standards is normally carried out
through ISO technical committees. Each member body interested in a subject for which a technical
committee has been established has the right to be represented on that committee. International
organizations, governmental and non-governmental, in liaison with ISO, also take part in the work.
ISO collaborates closely with the International Electrotechnical Commission (IEC) on all matters of
electrotechnical standardization.
The procedures used to develop this document and those intended for its further maintenance are
described in the ISO/IEC Directives, Part 1. In particular the different approval criteria needed for the
different types of ISO documents should be noted. This document was drafted in accordance with the
editorial rules of the ISO/IEC Directives, Part 2 (see www .iso .org/ directives).
Attention is drawn to the possibility that some of the elements of this document may be the subject of
patent rights. ISO shall not be held responsible for identifying any or all such patent rights. Details of
any patent rights identified during the development of the document will be in the Introduction and/or
on the ISO list of patent declarations received (see www .iso .org/ patents).
Any trade name used in this document is information given for the convenience of users and does not
constitute an endorsement.
For an explanation on the voluntary nature of standards, the meaning of ISO specific terms and
expressions related to conformity assessment, as well as information about ISO’s adherence to the
World Trade Organization (WTO) principles in the Technical Barriers to Trade (TBT) see the following
URL: w w w . i s o .org/ iso/ foreword .html.
This document was prepared by Project Committee ISO/PC 280, Management consultancy.
ISO 20700:2017(E)
Introduction
Management consultants use their know-how to support clients in any sector locally, regionally and
globally to deal with important issues such as handling complexity, achieving sustainable organizational
growth, innovating, achieving change and enhancing productivity. The management consultancy
industry makes a substantial contribution to the world economy.
The aim of this document is to improve transparency and understanding between clients and
management consultancy service providers (hereinafter referred to as MCSPs), in order to achieve
better results from consultancy projects. Appropriate application of this document enables MCSPs
to provide better value for clients and reduce risk in management consultancy assignments. By
improving quality, professionalism, ethical behaviour and interoperability of management consultancy,
this document is intended to enhance the effectiveness of the management consulting industry and
accelerate the development of the profession.
This document is based on good practice from the management consultancy industry. It includes
recommendations to improve the specification, execution, acceptance of the outcome and closure of
management consultancy services, based on research and the experience of a wide range of MCSPs and
their clients.
This document takes the form of an easy-to-understand guidance document, written from the
perspective of management consultancy. It applies to all MCSPs, whatever their size or specialism,
including sole proprietors, partnerships, associations, governmental and non-governmental
organizations, internal departments of corporations, etc.
Innovation, differentiation and ethical behaviour are important parts of an MCSP’s value proposition.
This document focuses only on the deliverables and outcomes of management consulting. MCSPs are
free to use their own methods and approaches.
This document:
a) is written as guidance;
b) is applicable to all MCSPs;
c) applies to organizations, not their internal resources;
d) is based on outcomes;
e) protects innovation and differentiation;
f) emphasizes the importance of understanding clients’ needs;
g) is easy to understand.
vi © ISO 2017 – All rights reserved
INTERNATIONAL STANDARD ISO 20700:2017(E)
Guidelines for management consultancy services
1 Scope
This document provides guidelines for the effective delivery of management consultancy services.
NOTE Refer to Annex A for supplementary information on ISO standards.
2 Normative references
There are no normative references in this document.
3 Terms and definitions
For the purposes of this document, the following terms and definitions apply.
ISO and IEC maintain terminological databases for use in standardization at the following addresses:
— ISO Online browsing platform: available at http:// www .iso .org/ obp
— IEC Electropedia: available at http:// www .electropedia .org/
3.1
agreement
formal binding outcome (3.15) (preferably documented in writing) from the contracting (3.7) phase
3.2
assignment
service to be provided by the MCSP (3.12) to the client (3.4) and the recipient (3.21) as described in the
agreement (3.1)
Note 1 to entry: An assignment is typically performed as a project (3.18) by the MCSP (3.12). Other formats of
assignment could be encountered, such as the provision of ongoing support.
3.3
capability
staff, contractors, knowledge, methodology, third parties, technology and other relevant resources
(3.23) or processes (3.17)
3.4
client
organization (3.13) that agrees to the management consultancy services (3.11) supplied by the MCSP (3.12)
3.5
closure
set of activities between the MCSP (3.12), the client (3.4) and the recipient (3.21) aimed at ending the
assignment (3.2)
3.6
communication
maintenance between the MCSP (3.12) and the client (3.4) of clear and systematic flow of information
3.7
contracting
set of activities aimed at reaching an agreement (3.1) to provide MCS (3.11)
ISO 20700:2017(E)
3.8
deliverable
tangible item produced by the MCSP (3.12) as part of an assignment (3.2)
EXAMPLE A report, a plan, a document.
Note 1 to entry: Output is considered synonymous with deliverable.
3.9
execution
performance of the management consultancy service (3.11)
3.10
intellectual property
any identifiable product of the mind attributable to any person(s) or one or more legal entities that can
be represented or communicated physically and protectable by copyright or similar laws
[SOURCE: ISO/IEC 21000-19:2010, 3.1.28]
3.11
management consultancy service
MCS
service
set of multidisciplinary activities of intellectual work, within the field of management, which aims to
create value or promote changes, by providing advice and proposing solutions, by taking into account
actions or by producing deliverables (3.8)
3.12
management consultancy service provider
MCSP
organization (3.13) that offers and delivers management consultancy services (3.11)
Note 1 to entry: An organization (3.13) acting as a broker or as an introducer (facilitator) of MCS (3.11) or
providing administrative support (e.g. invoicing, payment of salaries) to MCSPs is not considered an MCSP.
3.13
organization
person or group of people that has its own functions with responsibilities, authorities, relationships
and resources (3.23) to achieve its objectives
Note 1 to entry: The concept of organization includes, but is not limited to, sole-trader, company, corporation,
firm, enterprise, authority, partnership, association, charity or institution or part or combination thereof,
whether incorporated or not, public or private.
[SOURCE: ISO 9000:2015, 3.2.1]
3.14
organizational governance
system by which an organization (3.13) makes and implements decisions in pursuit of its objectives
[SOURCE: ISO 26000:2010, 2.13]
3.15
outcome
impact or result of an action or process (3.17)
EXAMPLE An improvement in profitability or value.
3.16
policy
intentions and direction of an organization (3.13) as formally expressed by its top management
[SOURCE: ISO 9000:2015, 3.5.8]
2 © ISO 2017 – All rights reserved
ISO 20700:2017(E)
3.17
process
set of interrelated or interacting activities that use inputs to deliver an intended result
Note 1 to entry: Whether the “intended result” of a process is called output (3.8), product, or service (3.11)
depends on the context of the reference.
Note 2 to entry: Processes in an organization (3.13) are generally planned and carried out under controlled
conditions to add value.
[SOURCE: ISO 9000:2015, 3.4.1]
3.18
project
unique process (3.17), consisting of a set of coordinated and controlled activities with start and finish
dates, undertaken to achieve an objective conforming to specific requirements (3.22), including the
constraints of time, cost and resources (3.23)
[SOURCE: ISO 9000:2015, 3.4.2]
3.19
project governance
system by which an organization (3.13) makes and implements decisions in relation to projects
3.20
project management
direction of the project (3.18) under the authority of project governance (3.19)
Note 1 to entry: Project management is the application of methods, tools, techniques and resources to the
management of a project and includes the integration of the various phases of the project life cycle. Project
management is accomplished through processes.
3.21
recipient
organization (3.13) receiving the MCS (3.11) agreed by the client (3.4)
Note 1 to entry: Often the recipient is the client.
3.22
requirement
need or expectation that is stated, generally implied or obligatory
Note 1 to entry: “Generally implied” means that it is custom or common practice for the organization (3.13), its
customers and other interested parties, that the need or expectation under consideration is implied.
[SOURCE: ISO 9000:2015, 3.6.4]
3.23
resources
assets, people, skills, information, technology (including plant and equipment), premises, supplies and
information (whether electronic or not) that an organization (3.13) has available to use, when needed,
in order to operate and meet its objectives
[SOURCE: ISO 22301:2012, 3.47]
3.24
risk
effect of uncertainty on objectives
Note 1 to entry: An effect is a deviation from the expected — positive or negative.
ISO 20700:2017(E)
Note 2 to entry: Objectives can have different aspects (such as finance, health and safety, security and
environment) and can apply at different levels (such as strategic, organization-wide, project, product, and
process).
Note 3 to entry: Risk is often characterized by reference to potential events and consequences, or a combination
of these.
Note 4 to entry: Risk is often expressed in terms of a combination of the consequences of an event (including
changes in circumstances) and the associated likelihood of occurrence.
Note 5 to entry: Uncertainty is the state, even partial, of deficiency of information related to, understanding or
knowledge of an event, its consequence, or likelihood.
[SOURCE: ISO Guide 73:2009, 1.1]
3.25
stakeholder
person, group or organization (3.13) that has interests in, or can affect, be affected by, or perceive itself
to be affected by, any aspect of the assignment (3.2)
Note 1 to entry: Refer to Annex B for examples of typical stakeholders.
[SOURCE: ISO 21500:2012, 2.14, modified]
4 Principles
4.1 General
4.1.1 Scope
During a typical assignment, the MCSP, the client and recipient jointly undertake three activities
described below as the “typical consulting process”.
This document applies to those activities.
This consulting process has a beginning and an end as described below.
4.1.2 Typical consulting process
The consulting process includes three typical activities: contracting, execution and closure, which are
described in d), e) and f) in the basic structure of consulting outlined in Annex C.
— Contracting
The client and MCSP reach a clear agreement on the scope and approach of the service to be
provided and commit to working together.
This activity starts once the client and the MCSP have reached an understanding of the other party.
Clause 5 offers guidance for contracting.
— Execution
Once agreement has been reached, the next part of the assignment is execution.
The MCSP provides the service in accordance with the agreed approach and plan. The MCSP and
the client need to collaborate with confidence, fairness and mutual respect to achieve a mutually
positive outcome.
Clause 6 offers guidance for execution.
4 © ISO 2017 – All rights reserved
ISO 20700:2017(E)
— Closure
The final stage of the assignment is closure.
After completion of the assignment, including the delivery of all deliverables and assessment of the
results, the assignment is “closed” by resolving any unfinished items and meeting all contractual
and legal obligations.
It is critical that the MCSP gains acceptance from the client that the assignment is complete.
Clause 7 offers guidance for closure.
NOTE Refer to Annex C for basic structure of consulting activities.
4.1.3 Responsibilities
The MCSP is responsible for its resources and work, however the ultimate accountability for decisions,
outcomes, deliverables and the impacts on stakeholders lies with the client.
NOTE If specified in the agreement, the MCSP might also be responsible and held accountable for outcomes,
deliverables or impacts on stakeholders other than the client and the recipient of the MCS.
4.2 Other standards
To deliver management consultancy services effectively, the MCSP should consider guidance provided
by other national and international norms and standards relevant to the stakeholders in the assignment.
Some standards of relevance include those on project management, ethical behaviour, risk management,
business continuity, quality management, safety, and sustainability.
4.3 Ongoing evaluation and improvement
The purpose of evaluation is for the MCSP to assess and determine the effectiveness of the assignment.
Evaluation also allows the client and the MCSP to:
— diagnose the effectiveness of the assignment;
— make recommendations for corrective action;
— implement new processes and methods;
— provide and receive feedback from each other;
— evaluate added value.
The MCSP and client should agree on a suitable methodology for ongoing evaluation and feedback
throughout the assignment.
The MCSP should establish a structured process for ongoing evaluation for the duration of the
relationship between the client and the MCSP. The effectiveness of the assignment should be assessed
based on the evaluation criteria, the policies and strategies included in the agreement.
Even if no evaluation is included in the agreement, the MCSP should have a process to learn from the
work it undertakes.
If evaluation is required for contractual reasons to determine the fees paid, the MCSP and the client
should agree the most appropriate method of evaluation.
ISO 20700:2017(E)
4.4 Policies
Policies as written in 4.4.1 to 4.4.12 are to guide the MCSP in the delivery of the assignment and apply
during the assignment.
4.4.1 Regulatory framework
The MCSP should maintain an appropriate level of awareness of the relevant laws, policies, rules,
regulations and standards that govern their services and those of the client.
The MCSP should:
— engage in dialogue with the client to determine the relevant laws and regulations for the assignment;
— manage any conflict between laws and regulations relevant to its general activities and those
relevant to the specific assignment.
If conflicts exist, to ensure clarity the relevant laws and regulations for the assignment should be
identified in the agreement.
NOTE In case of multiple jurisdictions, the aim of this subclause is to select and specify which laws are
relevant to the assignment depending where the MCSP operates and where the recipient operates. This also
creates awareness of potential conflict between laws for cross border assignments.
4.4.2 Stakeholder engagement and commitment
The MCSP should engage in dialogue with the client to identify the relevant stakeholders and agree on
their involvement.
The MCSP together with the client should then engage with those relevant stakeholders to agree on
their involvement.
The role of stakeholders and their relationship with the MCSP should be described in the agreement.
The agreement should include:
— access to information;
— consultation;
— communication;
— roles and responsibilities.
An effective strategy and policy should exist for communicating with stakeholders for the duration of
the assignment.
4.4.3 Code of ethical and professional conduct
A code of conduct should be observed in order to guide the ethical and professional conduct of the MCSP
during the assignment.
This code of conduct should include major topics such as:
— professional behaviour;
— sustainability;
— social responsibility;
— conflict of interest;
— integrity.
6 © ISO 2017 – All rights reserved
ISO 20700:2017(E)
The MCSP should engage in dialogue with the client on the standards of conduct that will apply during
the assignment. They should evaluate the available codes of conduct to ensure that their contents are
aligned or that any inconsistencies are resolved by agreeing on the applicable elements. The MCSP
should take care not to compromise its ethical and professional standards.
The resulting code may be specific to the assignment, or any existing code of conduct, such as those of
any stakeholder, MCSP or client, or a code from a relevant professional body or trade association.
The applicable code of conduct should be recorded in the agreement.
NOTE 1 Refer to Annex D for examples of guidelines for MCSPs for a code of conduct.
NOTE 2 Refer to Annex E for examples of guidelines to manage conflicts of interest.
4.4.4 Project governance
An appropriate system for project governance should be agreed.
Governance systems vary, depending on the size and type of assignment and the environmental,
economic, political, cultural and social context.
The project governance system should include:
— scope of work and deliverables;
— management structure (including client representatives);
— policies, processes and methodologies to be used;
— limits of authority for decision making;
— stakeholder responsibilities and accountabilities;
— interactions such as reporting;
— process for escalation of issues;
— process for identification and management of risks;
— mechanisms and controls to monitor, support and enforce ethical behaviour;
— mechanisms to facilitate the reporting of unethical behaviour without fear of reprisal.
The governance of the project should be carried out jointly by the MCSP, the client and the recipient.
If an MCSP has reason to believe that the agreed outcomes of the assignment will not be met within the
terms of the agreement, the MCSP should inform the client of its findings and renegotiate the agreement.
4.4.5 Capability
The MCSP is responsible for developing and maintaining appropriate capability throughout the
assignment.
The MSCP should only seek and accept those assignments that it is capable of fulfilling.
Capability includes:
— managed staff, including contractors (expertise, consulting and personal skills);
— other resources, including access to specialized knowledge, methodologies, tools and technology
and other relevant non-staff resources.
NOTE Refer to Annex F for examples of criteria to evaluate capability.
ISO 20700:2017(E)
4.4.6 Communication
Clear understanding between the client and the recipient and the MCSP is critical for the success of the
assignment.
Effective communication maximizes understanding, creates confidence and minimizes risks.
An effective strategy and policy should exist for communicating with relevant stakeholders for the
duration of the assignment.
4.4.7 Data protection and confidentiality
The communication policy should encompass confidential data and information as well as intellectual
property rights, such as benchmarks, for all stakeholders.
The MCSP should safeguard the rights of privacy of all stakeholders by limiting the types of information
gathered and the ways in which such information is obtained, stored, used, reported and secured.
The MSCP should not use stakeholders’ data or information without permission for any reason,
particularly to demonstrate the capacity of the MCSP to execute an assignment.
The MCSP should maintain their credibility and the confidence of the clients. The MCSP is responsible
for the confidentiality of data and information received from clients.
This policy may also apply after the closure of the assignment.
4.4.8 Protection of intellectual property
The MCSP has intellectual property rights for its know-how, methodologies, database, benchmarks,
business models, tools and other relevant concepts and techniques.
The MCSP normally retains the ownership for intellectual property rights that they bring to a project.
For intellectual property rights arising from the outcome/deliverables of the assignment (ownership,
right to use or right to refer to), the ownership should be agreed upon during the contracting phase.
This policy may also apply after the closure of the assignment.
4.4.9 Social responsibility
The MCSP should endeavour to achieve socially responsible outcomes that consider the interests of
stakeholders. Considerations could include:
— demonstration of the MCSP’s contribution to stakeholders;
— contribution to sustainable development;
— ethical project governance, including transparency;
— alignment with norms and standards that are documented by relevant organizations.
NOTE Relevant organizations could include CEN, OSCE, ILO, ISO, UN.
4.4.10 Health and safety
The MCSP should engage in dialogue with the client to continually assess and mitigate the assignment-
related risks to the health and safety of the consultants and other relevant stakeholders.
The agreement should provide information on the scope, the resources and the facilities relevant to
health and safety risk consideration within and with which the MCSP should identify, analyse, assess
and prioritize the nature of potential risks, coordinating and applying the required resources to
minimize, monitor and control the probability and impact of unforeseen events.
8 © ISO 2017 – All rights reserved
ISO 20700:2017(E)
The health and safety management methodology and the scope should be agreed upon in the contracting
phase. For large or complex projects, this can be a substantial project activity requiring dedicated
resources.
NOTE Health and safety management is a consulting service.
4.4.11 Risk and quality management
The MCSP should continually anticipate, evaluate, prioritize and manage risks and quality issues
associated with the assignment. Both the commercial and project-related risks should be considered.
The MCSP should coordinate and apply the required resources to minimize, monitor and control the
probability and impact of unforeseen events.
The risk and quality management methodology and the scope should be agreed upon in the contracting
phase. For large or complex projects, this can be a substantial project activity requiring dedicated
resources.
All decisions relating to the engagement risks as well as risk identification and mitigation strategies
should be approved according to the MCSP’s own policies and procedures.
NOTE 1 Management of client risk is a consulting service.
NOTE 2 Refer to Annex G for examples of guidelines for managing risks related to the management of an
assignment.
4.4.12 Guarantees
MCSPs should negotiate and agree on the conditions of any guarantee of the services to be provided.
5 Contracting
5.1 General
This clause provides a structure for the contents of an agreement.
Negotiation of the agreement starts from the existence of a mutual understanding of each party. This
phase is to be performed by the client and the MCSP together.
5.2 Purpose
The purpose of the contracting phase is to build and reach an agreement between the MCSP and the
client on the services to be provided.
The MCSP should only enter into an agreement that protects interests of the client and the MCSP.
Stakeholders whose interest will be considered need to be identified.
5.3 Input
There are many inputs to the contracting phase, including the perceived needs, the expectations
and desire of the client and the potential constraints and risks involved in the assignment, and any
significant changes that are beyond the scope of the change control process (see 6.5.4.6).
ISO 20700:2017(E)
5.4 Outcome
The outcome of the contracting phase is a binding agreement between the MCSP and the client. The
agreement determines the services and the deliverables to be provided and establishes rights and
obligations for each of the parties.
NOTE The agreement could be based upon a “request for a proposal”, describing a set of requirements and
specifications for services, deliverables and evaluation criteria, including the conditions for acceptan
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