A2A.

Individual consultants and engagement managers usually develop their own ways of organizing information. Here are a few concepts I have used (but situations vary widely based on the situation and team composition):

1. Document the problem statement, the problem solving structure, the set of workstreams and activities to execute the project, governance process, and structure of each deliverable. In some cases the engagement team may create (up front) an entire blueprint to execute the project.
2. Develop interview guides according to the problem solving structure and conduct interviews with the interview guides in mind. Take raw notes roughly in line with the interview guides. Create managerial meeting summaries along the way and file the raw notes.
3. Organize notes, specimens, analyses, deliverables, potentially by workstream folders and subfolders. For example, there may be four major workstreams at the top level like assessment, financial modeling, technology options, and business strategy. Here is a chart from one of my books that illustrates the conceptual concept of workstreams and activities (I could have also included deliverables on the chart, but the sizing for print would have been an issue): http://steveshuconsulting.com/wp-content/uploads/2015/05/Figure1.pdf
4. Have clear consultant assignments and owners for workstreams and major activity areas. Have individual consultants organize and present progress (for their realm) to engagement managers and principals at least 1–2 times per week. This helps to both keep project cadence up and put pressure on the individual consultants to be organized and deliver the pieces that they have responsibility for. Make course adjustments or staff adjustments as needed.

In summary, careful planning, note taking, analysis, project organization, storyboarding, and regular project leader reviews are needed to keep information organized and a consulting engagement on the rails.

Edit: If forgot to mention that some consulting firms also set up “war rooms” where there may be many wallboards, whiteboards, and the like for maintaining an Agile-like environment. Elements of that can eventually get converted into more formal deliverables. You may also run into some tech-savvy clients that also encourage the use of things like Slack or InVision for collaboration and communication with the client.

Steve Shu specializes in incubating new initiatives with a primary focus on strategy, technology, and behavioral science. He is author of Inside Nudging: Implementing Behavioral Science Initiatives and The Consulting Apprenticeship: 40 Jump-Start Ideas for You and Your Business.