Which part of the change would you work on?
BLS describes management-analysis work as gathering information, analyzing a problem and recommending changes. Technology consulting applies that reasoning to different technical and organizational assignments. Ask what an intern would actually deliver.
| Practice or assignment | Main question | An appropriate sample |
|---|---|---|
| Technology strategy | What should the organization change? | A comparison of options, costs and requirements |
| Systems implementation | How should the chosen system work? | A configured toy workflow and test cases |
| Data and analytics | Can decision-makers trust and use the information? | A reconciled dataset and a clearly defined report |
| Cloud or infrastructure | How should the service be deployed and operated? | A permitted lab with operational checks |
| Technology risk or controls | Does a required control operate as intended? | A documented test and evidence, not a certification claim |
Sources[1]
Follow the practice name into the specific vacancy
EY's consulting careers page and Gartner's internship page are starting routes. Gartner describes consulting interns as working in project groups on client technology strategy. These overviews do not establish the assignment, selection process or availability of a particular location.
Search the practice named in the vacancy and read its requirements. A business student with process-analysis experience and a computer-science student with an infrastructure project may be suitable for different roles at the same firm.
A practice case: should a student organization replace its request process?
Fictional scenario: a club handles 120 equipment requests each week. The coordinator spends six minutes per request checking availability and approval. You propose a workflow that would reduce this to two minutes, but the club must still stop unauthorized borrowing and keep a record of approvals.
First map the current process. Ask which requests repeat, who may approve them and where waiting or re-entry happens. Compare a clearer existing form with a new system before assuming software replacement is necessary.
If the proposed reduction occurs for every request, it releases 120 × (6 − 2) ÷ 60 = 8 coordinator hours a week. That is an estimate of available time, not an automatic cash saving. Identify whether those hours would support another task, reduce paid hours or simply go unused before valuing the benefit.
Define a result that would make the recommendation credible
Use a small prototype with fictional equipment and users. Test an available item, a conflicting request, a request without approval and a cancelled booking. Show what each should do and what your prototype actually does.
Then identify what you have not tested: real account integration, concurrent requests or long-term administration, for example. Propose a limited pilot with an owner and a way to return to the existing process. A working demonstration does not establish that a production migration is ready.
Compare the current and proposed process on the same kind of requests. A time saving measured only on the easiest cases does not support the eight-hour estimate for the entire workload.
Prepare to defend the choice, not a set of consulting phrases
Bring the process map, options, expected benefit and test results. Explain what evidence would make you recommend keeping the existing system. In a case interview, that is more useful than forcing every problem into a memorized framework.
Ask the manager which practice and project type the intern will support, whether the work involves implementation or analysis, and how client travel and supervision work. Describe your sample as an independent exercise unless it was a real assignment you had permission to perform.