Welcome. I have been looking forward to this.

You are about to spend three days building the skills that quietly decide who clients trust on an engagement. Not the loudest person in the room. The clearest one. The one who can use a powerful tool with judgment, say the hard thing with grace, and leave a paper trail that protects the whole team.

Here is the truth that runs through everything this week: AI amplifies who you already are. It does not replace your thinking, your voice, or your name on the work. It makes a prepared professional faster and a careful one sharper. My job these three days is to make sure you are that professional before you ever walk onto a client site.

This workbook is yours. Write in it honestly, even when the honest answer is "I am not sure yet." That is where the growth lives. Nobody is grading your first draft. We are building toward Day One together.

Let's get to work.Joi Worthy Johnson | The Joi Method

Day 1 • Monday, August 3

AI 101

Know it. Use it. Protect it. Today AI stops being a buzzword and becomes a tool you can hold with confidence.

AI literacy is not simply the ability to enter a prompt. It is the ability to determine when AI should be used, how to provide effective direction, how to evaluate the output and how to protect clients, organizations and people from unnecessary risk.

Your engagement for all three days

Fictional training scenario. Every exercise in this workbook builds on one case: the SunCoast Energy Data Conversion Project. Open the case file any time; your answers stay exactly where you left them.

Welcome to the Cohort

8:30 – 8:45 • You arrived as six individuals. Over the next three days, you will learn, practice and perform as one consulting cohort.

Before we explore AI, communication, documentation and Agile delivery, we must first establish how we will work together. This is a practice environment with real professional standards. Every participant is expected to contribute, ask questions, provide constructive feedback, protect confidentiality and support the growth of the cohort.

What I hope this cohort becomes for me over the next three days:

The Assignment in the Room

8:45 – 9:10 • Partner interview + introductions

You will interview one member of the cohort and introduce that person to the group. Listen for more than their job title or professional history. Identify what they bring to a team, how they want to grow and what will help them perform at their best.

My partner's name One strength my partner naturally brings to a team One professional situation that currently stretches my partner What my partner wants to be known for on a client engagement One way this cohort can support my partner

Introduction template“This is ____________. One strength they bring is ____________. During this training, they want to grow in ____________. On a client engagement, they want to be known as ____________. One way we can support them is ____________.”

What did you learn about someone in the room that you would not have learned from their résumé?

Our Cohort Agreement

9:10 – 9:25 • How we protect the learning environment

For all six participants to learn, practice and perform at their best, everyone must help protect the learning environment.

These six statements are editable. Adjust the language as a cohort until every person can stand behind it.

Required: I agree to help uphold the cohort agreement during all three days of training.

Set Your Intention

9:25 – 9:45 • Welcome + Orientation

Before we begin, name what you want. Growth follows attention, and this is where you point yours.

By Wednesday at 5:30, I want to be able to do these three things: By the end of these three days, what do I want to be able to do with greater confidence? What professional situation currently causes me to hesitate, hold back or overthink? What strength do I already possess that I want to use more intentionally? What would make this training transformational rather than simply informative for me? What am I willing to practice or do differently during this experience? One thing about showing up in a professional room that I would love to feel more confident about:

Pre-assessment: confidence scale

How prepared do you currently feel to contribute in a client-facing consulting environment? This score is saved and compared with your Day 3 post-assessment.

1 = Not yet prepared5 = Developing10 = Ready to contribute with confidence

My readiness to contribute in a client-facing consulting environment (Day 1)

What Is AI? AI in Your Own Words

9:45 – 10:15 • Foundations

You understand a thing when you can explain it plainly. After the demo, write each term the way you would say it to a colleague, not the textbook way.

Model

Prompt

Output

Hallucination

Context (why what you feed the tool changes what you get back)

Myth Check Take a stand. For each, write your honest current take after today's discussion.

"AI is going to take my job." "AI is always right." "Using AI is cheating."

The Enterprise AI Landscape

10:15 – 10:40 • Tool-neutral orientation

As Accenture consultants, you may encounter different AI platforms depending on your role, project, client, geography, license and security requirements.

Microsoft 365 Copilot

Embedded across Word, Excel, PowerPoint, Outlook and Teams.

Copilot Chat

Conversational assistant inside the Microsoft environment.

ChatGPT Enterprise

Enterprise-governed general assistant.

GitHub Copilot

Development and code assistance.

Azure OpenAI

Model services built into secured cloud solutions.

GenWizard

Delivery acceleration platform.

AI Refinery

Enterprise AI solution development.

Client-specific AI platforms

Whatever the client has approved on their own environment.

Notice: Access varies by role, project, client, geography, license and security policy.

Read this twiceThis training is tool-neutral. Product-specific training may follow.

The tool may change. The responsibility does not.

This training builds the transferable skills underneath the tools.

Participants may later receive more hands-on training for the specific AI platform used on their engagement. The next three days are focused on AI literacy, professional judgment, responsible use and practical consulting application, not product certification.

Which of these platforms do I expect to encounter on my engagement, and what do I still need to find out?

AI in the Consulting Workflow

11:00 – 11:20 • Where AI earns its keep on a delivery engagement

Seven places AI shows up in consulting work. We will practice all seven in the DTI AI Toolkit after we build the prompting method.

The seven application areas

Emails · Documentation · Presentations · Images
Research · Testing support · Data analysis

The pattern to remember: AI compresses the drafting. It never compresses the judgment. Accuracy, tone, and the client relationship stay yours.

Which of the seven areas would change my week the most, and why?

The Hour Audit

11:20 – 11:40 • AI in the delivery environment

On a utility data conversion engagement, where does the time actually go? Map a typical day, then mark where AI could save you fifteen minutes or more.

A typical day on the engagement, hour by hour (documentation, standups, data checks, emails, client prep): Three moments where AI could give me time back, and what I would still own myself:

The DTI Prompt Method

12:45 – 1:30 • One framework for every prompt

A lazy prompt gets lazy output. Three letters, and you will never stare at a blank prompt box again.

The DTI Prompt Method

Define the taskWhat must the AI produce or accomplish?

Tell it the contextWhat background does the AI need to understand?

Identify the requirementsWhat audience, format, tone, length, limitations and success criteria apply?

Supporting prompt ingredientsRole, Context, Task, Format and Constraints are not a competing framework. They are the ingredients you use inside the DTI Prompt Method. Task lives under Define. Role and Context live under Tell. Format and Constraints live under Identify.

Prompt builder

Fill each field, then build your complete prompt at the bottom and copy it straight into your approved AI tool.

Role

Task

Context

Audience

Format

Tone

Constraints

Source material

What the AI must not invent

How the output will be reviewed

Desired output

My Complete Prompt

My reusable prompt template, written in my own words:

The refinement loopNever accept the first draft. Ask the tool to tighten it, reframe it for a different audience, or flag its own assumptions.

Prompt Practice Lab: Round 1

1:30 – 2:00 • Three consulting tasks

Use the DTI Prompt Method on each task. Capture the prompt you used and the one refinement that improved it. The reps matter more than the results.

Task A · Draft a client check-in email

The prompt I used: My refinement (what I asked it to fix):

Task B · Summarize a meeting transcript into five action items

The prompt I used: My refinement:

Task C · Turn rough notes into a three-line status update

The prompt I used: My refinement: What made the difference between a weak result and a strong one today?

The DTI AI Toolkit

2:00 – 3:00 • Seven application areas, practiced

Open each card as we work it. Every exercise is fictional. Do not use real client names, confidential data or proprietary information anywhere in this workbook.

1Emails

Source Material

This activity uses the fictional SunCoast Energy Consulting Case File.

What AI can support

Follow-up emails, escalation emails, executive updates, requests for action and clarifying questions.

Follow-up emails Escalation emails Executive updates Requests for action Clarifying questions

What the consultant remains responsible for

Accuracy of every fact and date, the tone toward the recipient, the commitment being made on behalf of the team, and confidentiality of anything pasted in.

ExerciseFictional scenario: your notes from a status call are unorganized fragments. Turn them into a concise follow-up email to a fictional utility client confirming three actions and one open question.

My prompt Initial AI output What requires human review? Revised client-ready result

2Documentation

Source Material

This activity uses the fictional SunCoast Energy Consulting Case File.

What AI can support

Meeting notes, decision logs, action trackers, status reports, process documentation and requirements summaries.

What the consultant remains responsible for

Whether a decision was actually made, who truly owns each action, dates that are real, and never letting a summary invent an agreement.

ExerciseFictional scenario: convert a set of fictional meeting notes into a decision log and action tracker.

Item	Decision or action	Owner	Deadline	Status	Open question	Source or evidence

My prompt Initial AI output What requires human review? Revised client-ready result

3Presentations

Source Material

This activity uses the fictional SunCoast Energy Consulting Case File.

What AI can support

Storyline development, executive summaries, decision-based slide titles, recommendations and speaker preparation.

Storyline development Executive summaries Decision-based slide titles Recommendations Speaker preparation

What the consultant remains responsible for

Every number on every slide, the defensibility of each recommendation, and the fact that structure may come from AI but substance is owned by you.

ExerciseFictional scenario: build a five-slide executive storyline for a fictional data-conversion project issue.

Audience

Required decision

Main message Slide 1 title Slide 2 title Slide 3 title Slide 4 title Slide 5 title Supporting evidence Risk of unsupported claims My prompt Initial AI output What requires human review? Revised client-ready result

4Images

Source Material

This activity uses the fictional SunCoast Energy Consulting Case File.

What AI can support

Concept illustrations, generic process visuals, brainstorming visual directions and presentation support.

Concept illustrations Generic process visuals Brainstorming visual directions Presentation support

What the consultant remains responsible for

Copyright, brand use, bias, real-person likeness, fabricated evidence, client representation and confidentiality. An image that misrepresents reality is a professional risk, not a design choice.

ExerciseFictional scenario: you need a simple visual to explain a data-conversion process on an internal slide. Decide whether an AI-generated image is appropriate, and defend the call.

Decision question: Would this image support understanding, or could it misrepresent reality?

Appropriate to use Use only after modification Requires approval Do not use

Why I made that call: My prompt Initial AI output (describe it) What requires human review? Revised client-ready result

5Research

Source Material

This activity uses the fictional SunCoast Energy Consulting Case File.

Discover. Verify. Document.

Discover — cast the net and frame the question
Verify — prove every claim against a primary source
Document — show your sources and their dates

What AI can support

Framing the question, generating search directions, summarizing material you already have and challenging your own conclusion.

What the consultant remains responsible for

Independently confirming every source, every citation, every statistic and every date before it reaches a client.

ExerciseFictional scenario: develop a research plan for a fictional utility implementation issue.

Research question Keywords Credible primary sources Claims requiring verification Source date Limitations Verified conclusion

Warning: AI-generated citations and sources must be independently verified.

My prompt Initial AI output What requires human review? Revised client-ready result

6Testing Support

Source Material

This activity uses the fictional SunCoast Energy Consulting Case File.

What AI can support

Test-case development, acceptance criteria, edge cases, requirement ambiguity and defect documentation.

Test-case development Acceptance criteria Edge cases Requirement ambiguity Defect documentation Traceability support

What the consultant remains responsible for

Confirming the requirement is real, surfacing ambiguity to the right person rather than assuming, and never letting a generated test case stand in for a validated one.

ExerciseFictional scenario: review a fictional business requirement and identify missing details, test scenarios and acceptance criteria.

Confirmed requirement Ambiguity Assumption Test scenario Expected result Edge case Escalation question My prompt Initial AI output What requires human review? Revised client-ready result

7Data Analysis

Source Material

This activity uses the fictional SunCoast Energy Consulting Case File.

What AI can support

Trend identification, outlier review, formula support, questions for further investigation and naming the limitations of the data.

Trend identification Outlier review Questions for further investigation Formula support Limitations of the data Challenging conclusions

What the consultant remains responsible for

Validating the data, the methodology and the conclusion before anyone acts on it.

ExerciseFictional scenario: review a fictional dataset and identify three observations, two questions and one possible risk.

Observation 1 Observation 2 Observation 3 Question 1 Question 2 One possible risk

AI may propose an interpretation. The consultant remains responsible for validating the data, methodology and conclusion.

My prompt Initial AI output What requires human review? Revised client-ready result

PAUSE Before You Prompt

3:00 – 3:40 • Responsible + Secure AI Use

Five seconds of thought before you press enter is the whole difference between a helpful tool and an incident report. PAUSE is the primary AI safety framework for this program.

PAUSE Before You Prompt

Run this every single time. It becomes muscle memory faster than you think.

PermissionIs this AI tool approved by the organization and the client?

AnonymizeHave names, identifiers and sensitive information been removed?

Use the minimum necessary informationDoes the AI need every piece of information being provided?

Scrutinize the outputHave facts, calculations, sources, assumptions, bias and omissions been reviewed?

Escalate when uncertainShould this use case be reviewed by a project lead, security, privacy, legal or compliance professional?

My reusable PAUSE checklist

Use this before any prompt that touches client work. Clear it and reuse it as often as you need.

Permission — the tool is approved by my organization and the client. Anonymize — names, identifiers and sensitive information are removed. Use the minimum — I am sharing only what the task actually requires. Scrutinize — I have reviewed facts, calculations, sources, assumptions, bias and omissions. Escalate — if I am uncertain, I stop and ask before proceeding.

What information should never be entered into an unapproved AI tool?

Final Accountability Check

A short reflection after PAUSE, before the work leaves your hands.

Is this information appropriate for me to share? Would the client approve of this use? Can I professionally stand behind the final output?

Three-Minute Client Briefing

Source Material

This activity uses the fictional SunCoast Energy Consulting Case File.

4:10 – 4:40 • AI assists, you deliver

AI builds the scaffolding. You carry the moment. This is the whole thesis of Day 1 in one exercise.

The scenarioDuring a fictional utility data-conversion engagement, the project team discovers that a group of customer account records contains inconsistent date formats. Initial testing suggests that the issue may delay validation, but the full impact is not yet confirmed. The project manager needs a concise update before speaking with the client.

Issue summary Known facts Unknowns Potential impact Immediate action Recommended next step Escalation question My three-minute verbal briefing (speaking notes)

3:00

Three minutes. Not three and a half. Practice out loud until you land it clean.

Peer feedback

What landed

What needs sharpening

One recommended action

Where did AI help, and where did I have to take over as the human in the room?

Is This Client Ready?

AI output quality scorecard • Reusable rubric

Score any AI-assisted output before it leaves your hands. Anything under a 4 gets fixed before it gets sent.

1 Not there yet5 Client ready

Accuracy

Relevance

Clarity

Completeness

Audience alignment

Confidentiality

Source reliability

Assumptions identified

Professional tone

Human judgment applied

What would prevent this output from being sent to a client? What must be revised before submission?

Day 1 Debrief

5:00 – 5:15 • Reflect + Q&A

What surprised me today?

What will change in how I work?

What am I still unsure about?

Carry It Into Day 2

5:15 – 5:30 • Wrap + Pre-work

My one biggest takeaway from Day 1:

Pre-work for tomorrowTomorrow we work on the human side of communication. Come ready with the situation below. It becomes your personal anchor for Day 2.

One professional communication situation I wish I had handled differently:

Finish Day 1 and this line turns green. You are building something real.

Day 2 • Tuesday, August 4

Professional Skills

The foundation everything else is built on. Communication in the morning, documentation in the afternoon.

Your Muted Moment

8:30 – 8:45 • Open + Reflection

Bring forward the situation from last night. Naming the moment you held back is how you learn to speak up next time.

The moment I stayed quiet, softened too much, or wish I had said it differently: What I would want to do instead, if I could run it again:

Communication Intelligence: Self-Assessment

8:45 – 9:15 • Your baseline

Rate yourself honestly. This is your starting line, not your grade. You will take it again at the end of the week and watch how far you moved.

1 = Not yet3 = Sometimes5 = Consistently

Read the Room

I can sense a stakeholder's mood and adjust before I speak.

I notice what an audience cares about, not just what I want to say.

Craft the Message

I can shape the same information differently for a peer, a PM, and an executive.

I lead with the point instead of building up to it.

Deliver with Presence

I stay composed when I am interrupted or challenged.

My voice and pace hold steady under pressure.

Manage the Response

I handle a skeptical or hard question without getting defensive.

I can recover gracefully when a delivery starts to go sideways.

Looking at my ratings, my strongest quadrant is… and my growth quadrant is…

The CI Matrix

8:45 – 9:15 • The framework everything depends on

The Communication Intelligence Matrix

Read the Room, sense the audience and the moment
Craft the Message, shape it for who is listening
Deliver with Presence, hold the room while you say it
Manage the Response, steer what happens next

Where in a utility delivery setting do I most need to grow, and why?

Message Mapping

Source Material

This activity uses the fictional SunCoast Energy Consulting Case File.

9:15 – 10:15 • One update, three audiences

Same project update: one win, one risk, one ask. Now say it three ways. If a listener cannot instantly tell who each version is for, the map needs work.

To a peer (informal, shared context): To the PM (status, risk, what you need from them): To a C-suite executive (headline first: outcome, risk, ask, done):

Watch the executive version. Most people over-explain it. Lead with the outcome, name the risk, make the ask, and stop.

Presence Under Pressure

Source Material

This activity uses the fictional SunCoast Energy Consulting Case File.

10:30 – 11:30 • Holding the room

The physical toolkit

Breath before you speak
Planted stance, weight even
Pace is your composure signal
Recovery move: pause, name it, continue

Scenario A, a milestone slipped and the PM is stressed. My opening line: Scenario B, a skeptical client stakeholder pushes back in a review. My response: Under pressure, my habit is to… and the one thing I will practice instead is…

Presence has two layersComposure is how you hold yourself. METHOD is what makes your delivery land. This is your executive presence framework, the thing that separates a status update people forget from one they remember.

METHOD: your executive presence framework

Memorable, they remember one clear point after you sit down
Engaging, you hold the room, not just deliver at it
Thought-provoking, you make them think, not just nod
High-powered, composed authority, owning the room without dominating it
Original, it sounds like you, not a script anyone could read
Dynamic, energy and pace that carry the message

There is a METHOD to executive presence. Rate yourself honestly now. This is your baseline, and you will rate yourself again after the Executive Walkthrough on Day 3.

1 = Not yet3 = Sometimes5 = Consistently

Memorable, I leave them with one clear point.

Engaging, I hold attention while I speak.

Thought-provoking, I make the listener think.

High-powered, I carry composed authority.

Original, I sound like myself.

Dynamic, my energy and pace carry the message.

The Hot Seat

11:30 – 12:15 • Deliver live, get coached

Capture the feedback you receive in the room. This is gold. You will not remember it tomorrow unless you write it down now.

The feedback protocolWhat landed • What to sharpen • One action

What landed: What to sharpen: My one action:

Through the METHOD lens: which quality was strongest in my delivery today, and which one would take me from good to unforgettable?

My strongest METHOD quality today:

The one I will grow:

The Email That Gets a Response

Source Material

This activity uses the fictional SunCoast Energy Consulting Case File.

1:00 – 1:45 • Written communication

Anatomy of an email that works

Subject that carries the ask
First line that states the point
Body that respects the scroll
Close with one clear action and owner

Rewrite 1, my improved version: Rewrite 2, my improved version: What I changed most, and why it will get a faster response:

Status Update Workshop

Source Material

This activity uses the fictional SunCoast Energy Consulting Case File.

1:45 – 2:30 • Confidence, even with hard news

On a utility sprint that is running Yellow, write the update. Honest, not spun. The formula: state it plainly, show you understand the impact, present the recovery plan, make the ask.

Status color

The one-line headline

My full Red/Yellow/Green update:

Watch for green-washing. Softening a Yellow into a Green is the fastest way to lose a stakeholder's trust. Honesty reads as competence.

Meeting Notes That Drive Action

Source Material

This activity uses the fictional SunCoast Energy Consulting Case File.

2:45 – 3:30 • Live documentation

Document the mock sprint review as it happens. Notes are not a transcript. They are a record of decisions, owners, and deadlines. Everything else is optional.

Decisions made: Owners assigned (a name, never a team): Dates and deadlines: What did I miss, and how will I catch it next time?

Action Tracker Build

Source Material

This activity uses the fictional SunCoast Energy Consulting Case File.

3:30 – 4:15 • The record that protects the team

Build your tracker from the meeting you just documented. In a regulated environment, this is what defends you and the client.

Action	Owner	Due	Status

Every row needs an owner with a name and a real due date. "The team" is not an owner.

Documentation Debrief + Day 2 Wrap

4:15 – 5:30 • Commit + carry forward

One written communication habit I am committing to: One communication or documentation strength I am carrying into Day 3:

Remember: if it is not documented, it did not happen. Tomorrow, everything you built this week gets activated under real pressure. Rest tonight. Arrive ready.

Finish Day 2 and this line turns green. You are almost there.

Day 3 • Wednesday, August 5

Agile + Applied Learning

Show up. Contribute. Perform. Agile fluency this morning. This afternoon, you prove it under real pressure.

Day 3 Open

8:30 – 8:45 • Reflection

One communication or documentation win from Day 2 I am proud of:

Agile + Scrum Fundamentals

8:45 – 9:30 • The rhythm of a delivery team

Agile is a meeting rhythm and a set of expectations, not a certification. Learn the loop, learn what is expected of you in each ceremony, and you can contribute from week one.

The four ceremonies

Sprint Planning, the team decides what to tackle this sprint
Daily Standup, a fast sync: done, doing, blocked
Sprint Review, show the work, get feedback
Retrospective, what went well, what to improve

In my own words, what is expected of me in a daily standup:

The standup formulaWhat I completed • What I am working on • What is blocking me. Fifteen seconds. No storytelling.

Team Collaboration Expectations

9:30 – 10:15 • Contributor, not observer

Contributor vs observer

Contributor: raises blockers early, updates the tracker unasked, asks the clarifying question
Observer: waits to be assigned, hides struggle, goes quiet in review

My honest personal observer risk (the one I need to watch), and what I will do instead:

Own the outcome. Communicate the status. Ask for help at 70 percent stuck, not 100 percent stuck. On a client engagement, your standup is your reputation in fifteen-second installments.

Agile Standup Simulation

Source Material

This activity uses the fictional SunCoast Energy Consulting Case File.

10:30 – 11:30 • Every voice, live

You are a consultant on the CPS Energy data conversion engagement. The PM is stressed and moving fast. Draft your standup update from your role card, then deliver it.

My standup update (done, doing, blocked): What I changed between round one and round two:

Delivery Workflow + Escalation Judgment

Source Material

This activity uses the fictional SunCoast Energy Consulting Case File.

11:30 – 12:15 • What Day One actually looks like

Knowing what to solve yourself, what to raise to your lead, and what goes to the PM immediately is a core consulting judgment. Map yours.

What I solve myself:

What I raise to my lead:

What goes to the PM now:

The Day One Simulation

Source Material

This activity uses the fictional SunCoast Energy Consulting Case File.

1:00 – 3:15 • Everything, activated under pressure

You are a DTI consultant on Day One of a large-scale CPS Energy implementation. Five escalating challenges. Stay in character, use everything you built this week, and capture a quick note to yourself after each. Your facilitator is scoring, so give it everything.

My role in the simulation: Challenge 1, The Standup. My quick note to self: Challenge 2, The Client Email. What I did well, what I would change: Challenge 3, Missing Documentation. How I handled the gap: Challenge 4, The Difficult Teammate. How the conversation went:

Challenge 5: The Executive Walkthrough

Source Material

This activity uses the fictional SunCoast Energy Consulting Case File.

2:50 – 3:15 • Executive presence, scored on METHOD

A five-minute status to a senior executive. This is the moment everything converges. After you deliver, rate yourself on METHOD again and see how far you moved since Tuesday.

1 = Not yet3 = Sometimes5 = Consistently

Memorable, I left them with one clear point.

Engaging, I held attention.

Thought-provoking, I made them think.

High-powered, I carried composed authority.

Original, I sounded like myself.

Dynamic, my energy carried the message.

Compared to Tuesday, the METHOD quality that grew the most:

Simulation Debrief

3:15 – 4:00 • What just happened

What decisions did I make?

What would I do differently?

What skill saved me?

My Feedback Session

4:00 – 5:00 • Capture it while it is fresh

During your one-on-one, write down what your facilitator names. You will want this on your first day.

Strengths my facilitator saw in me: My one specific growth action for my first engagement:

Communication Intelligence: Where You Landed

Post-assessment • See your movement

The same eight statements from Day 2. Rate yourself now, at the end of the week, and look at how far you moved. This is your growth, in your own hand.

1 = Not yet3 = Sometimes5 = Consistently

Read the Room

I can sense a stakeholder's mood and adjust before I speak.

I notice what an audience cares about, not just what I want to say.

Craft the Message

I can shape the same information differently for a peer, a PM, and an executive.

I lead with the point instead of building up to it.

Deliver with Presence

I stay composed when I am interrupted or challenged.

My voice and pace hold steady under pressure.

Manage the Response

I handle a skeptical or hard question without getting defensive.

I can recover gracefully when a delivery starts to go sideways.

Looking at Day 2 versus today, where did I grow the most?

What I Am Walking In With

5:00 – 5:30 • Send-off

In one sentence, what I am walking onto my first engagement with:

Finish Day 3 and this line turns green. You made it.

Keep this • Your reference for Day One

The Day One Field Guide

Every framework from this week, in one place. Open it on your first engagement.

This is yours to keep. When you walk onto your first DTI engagement and the room feels fast, come back here. Everything you practiced is on this page.

The DTI Prompt Method

D — Define the task. What must the AI produce or accomplish?
T — Tell it the context. What background does the AI need?
I — Identify the requirements. Audience, format, tone, length, limitations, success criteria.
Supporting ingredients inside the method: Role, Context, Task, Format, Constraints.

PAUSE Before You Prompt (the AI safety framework)

P — Permission. Is this AI tool approved by the organization and the client?
A — Anonymize. Have names, identifiers and sensitive information been removed?
U — Use the minimum necessary information.
S — Scrutinize the output. Facts, calculations, sources, assumptions, bias, omissions.
E — Escalate when uncertain. Project lead, security, privacy, legal or compliance.

Final Accountability Check

Is this information appropriate for me to share?
Would the client approve of this use?
Can I professionally stand behind the final output?

The CI Matrix

Read the Room, sense the audience and the moment
Craft the Message, shape it for who is listening
Deliver with Presence, hold the room while you say it
Manage the Response, steer what happens next

METHOD (executive presence)

Memorable Engaging Thought-provoking
High-powered Original Dynamic

The Email That Works

Subject that carries the ask
First line that states the point
Body that respects the scroll
Close with one clear action and owner

Status Update (even for hard news)

State it plainly
Show you understand the impact
Present the recovery plan
Make the ask. Never green-wash a yellow.

The Standup Formula

What I completed
What I am working on
What is blocking me. Fifteen seconds.

Escalation Judgment

Solve what is yours to solve
Raise to your lead what you cannot
Ask for help at 70 percent stuck, not 100 percent
Never fabricate to fill a gap. Flag it.

The one rule under all of it: if it is not documented, it did not happen. And AI amplifies who you already are, so bring your best.

Export Your Work

Two ways to take this with you. Save the full workbook, or download the condensed portfolio.

This condensed portfolio includes the professional commitments, feedback, assessments, and field-reference tools you will want after training.

Three days. You showed up.

Your voice is an assignment,
not an accident.

Joi Worthy Johnson | The Joi Method | www.thejoimethod.com

The SunCoast Energy Consulting Case File

Fictional Training Scenario

SunCoast Energy, its employees, project details, systems, records, metrics and business issues were created exclusively for this training. They do not represent a real DTI or Accenture client.

Do not enter real client-confidential, proprietary, regulated, personally identifiable or restricted information while completing these exercises.

The SunCoast Energy Consulting Case File

Customer Data Conversion Readiness

For the next three days, you are part of the DTI consulting team supporting SunCoast Energy.

Every exercise will build on the same engagement. You will analyze information, use AI responsibly, communicate recommendations, document decisions, participate in Agile delivery activities and respond to increasing levels of pressure.

Your job is not to know everything immediately. Your job is to clearly identify:

What is known
What is unknown
What may be at risk
What action is already underway
What recommendation should be made
What decision or support is needed

A strong consultant does not wait until every answer is known. A strong consultant clearly communicates what is known, what is unknown, what is being done and what decision is needed.

Fictional training material

Engagement Overview

Client: SunCoast Energy
Industry: Electric utility
Project: Customer Information System data conversion and validation
Consulting Team: DTI Data Conversions Cohort
Current Phase: Testing and validation
Current Project Status: Yellow — at risk, mitigation underway

SunCoast Energy is replacing its legacy Customer Information System with a new cloud-based platform.

The project requires the migration of approximately 1.2 million fictional customer account records from the legacy system into the new platform.

The converted data includes:

Customer account numbers
Customer names and contact information
Service addresses
Billing history
Payment status
Meter information
Service-start dates
Account classifications
Collection status
Customer communication preferences

The fictional DTI consulting team is supporting data conversion, validation, testing, documentation and issue resolution.

The project is currently in the validation phase. Initial testing has identified several data-quality concerns that may affect the upcoming conversion milestone. The client has requested a clear update before the next project review.

Primary Business Issue

During testing, the team discovered inconsistencies in a sample of customer account records. The issues include:

Inconsistent date formats
Missing service-start dates
Duplicate customer account records
Incomplete customer communication preferences
Mismatched account classifications
Unclear ownership for correcting failed records

The full business and schedule impact has not been confirmed. The project manager is concerned that unresolved issues could delay the next validation cycle. The client has not yet been formally notified of a potential delay.

Fictional training material

Stakeholder Directory

Maria Chen

Vice President, Customer Operations — SunCoast Energy

What she cares about

Customer impact
Service continuity
Executive confidence
Readiness for launch
Avoiding billing disruption

Communication preference

Concise
Business-focused
No unnecessary technical detail
Wants recommendations, not only problems

Robert Fields

Client Project Director — SunCoast Energy

What he cares about

Schedule
Risks
Ownership
Decisions
Clear escalation

Communication preference

Direct
Evidence-based
Expects clear next steps

Tanya Brooks

Billing Operations Manager — SunCoast Energy

What she cares about

Billing accuracy
Account classifications
Customer complaints
Collections impacts
Operational readiness

Communication preference

Wants examples and practical implications
Frequently asks detailed follow-up questions

Marcus Reed

DTI Project Manager

What he cares about

Schedule
Clear ownership
Concise updates
Actionable recommendations
Professional escalation

Current situation

Managing multiple workstreams
Under pressure to maintain the schedule
Concerned about escalating before the team has enough evidence
Becomes impatient when updates contain problems but no recommendation

Alicia Grant

Data Conversion Lead

Current situation

Technically strong
Believes the issue may be resolved through transformation rules
Has not documented every assumption
Believes the team needs more time before informing the client

Jordan Blake

Testing Lead

Current situation

Identified the date-format issue
Believes testing cannot proceed without clarification
Frustrated that previous concerns were not documented
Wants the issue escalated immediately

The six cohort participants are new DTI consultants supporting data analysis, documentation, testing support, action tracking, meeting preparation and client communication.

Fictional training material

Project Timeline

Fictional project timeline
Milestone	Planned Date	Current Status
Data extraction completed	July 15	✓ Complete
Initial transformation completed	July 22	✓ Complete
Validation Cycle 1	July 28	! Complete with issues
Defect review	August 3	● In progress
Validation Cycle 2	August 7	⚠ At risk
Client readiness review	August 10	● Scheduled
Final conversion rehearsal	August 17	○ Not started

These dates are fictional and were created for this training. They do not represent a real engagement schedule.

Fictional training material

Initial Validation Data Snapshot

Data Issue	Records Reviewed	Records Affected	Observed Error Rate	Current Owner	Status
Inconsistent date formats	25,000	3,750	15.0%	Unassigned	⚠ Open
Missing service-start dates	25,000	875	3.5%	Data Team	● Investigating
Duplicate customer accounts	25,000	425	1.7%	Conversion Team	⚠ Open
Incorrect account classification	25,000	625	2.5%	Business Team	! Reviewing
Missing communication preferences	25,000	1,250	5.0%	Client Operations	⚠ Open

Important Data Limitations

This is a sample of 25,000 records from a fictional population of approximately 1.2 million records.
The complete population has not been analyzed.
The observed error rates may not represent the complete population.
Some records may contain more than one defect.
Ownership is not confirmed for every issue.
No final milestone-delay decision has been made.

Reminder: Separate observations from assumptions, conclusions and recommendations.

Fictional training material

Evidence File A: Raw Meeting Notes

These notes were captured quickly during a fictional internal project discussion. They are incomplete, unstructured, and contain missing ownership and deadline information.

Validation Cycle 1 completed Friday. The date-format issue appears in multiple source files. Jordan believes the inconsistent date formats are causing failed records, but Alicia says the existing transformation rules may resolve some of them.

Marcus wants to know whether the August 7 validation date is still realistic.

No one confirmed who owns the duplicate-account issue.

Tanya asked last week whether account classifications were validated, but the response was not documented.

The client has not been informed about a possible schedule impact.

Robert wants an update before tomorrow afternoon.

More analysis is needed.

Someone should determine whether missing communication preferences could affect required customer notices.

The business team may need to be involved.

The next review meeting may be Wednesday, but the time has not been confirmed.

Warning: Do not invent missing owners, deadlines, decisions, meeting times or conclusions. Use “To Be Confirmed” when the evidence does not provide an answer.

In your workbook you will build the meeting summary, decision log, action tracker, open questions and risk escalation notes.

Fictional training material

Evidence File B: Research Assignment

Research Question

What risks should a utility consider when customer data is converted into a new Customer Information System?

Participants should use AI to help develop a research plan, not as the final authority.

Warning: AI-generated citations, quotations, statistics, links and sources must be independently verified before use.

Fictional training material

Evidence File C: Testing Requirement

Fictional business requirement

The new system must correctly convert all customer service-start dates.

The requirement is intentionally incomplete. Use AI and professional judgment to identify missing business rules, clarification questions, test scenarios, expected results, edge cases, acceptance criteria and escalation questions.

Investigation prompts

What source date formats exist?
What is the required target format?
How should blank dates be handled?
How should invalid dates be handled?
Are future service-start dates allowed?
What happens when multiple dates exist?
What error threshold is acceptable?
Who approves exceptions?
What evidence confirms successful conversion?

Fictional training material

Evidence File D: Executive Presentation Assignment

Audience: Maria Chen, Vice President of Customer Operations
Required decision: Determine whether to authorize an expanded analysis of the remaining customer records before Validation Cycle 2.

Create a five-slide executive storyline covering:

Current validation status
What the initial sample revealed
Potential business and schedule implications
Immediate response plan
Decision and support required

Coaching guidance: Use conclusion-based slide titles. Avoid vague slide titles such as “Data Issues,” “Current Status” or “Next Steps.” Stronger titles communicate the meaning of the slide, not only its topic.

Fictional training material

Evidence File E: Image-Use Judgment

A consultant wants to create an AI-generated image showing an upset utility customer standing beside a disconnected electric meter for an executive presentation about the project’s data-quality risks.

Questions to work through

Is the image necessary to explain the issue?
Could it exaggerate or misrepresent the current situation?
Does it imply that service disconnections have already occurred?
Could it create fear without evidence?
Does the image use or imitate a real person’s likeness?
Could it introduce cultural or demographic bias?
Would a neutral process diagram, risk visual or data-quality graphic be more appropriate?
Does client approval apply to AI-generated images?

Decision options

Appropriate to use
Use only after modification
Requires approval
Do not use

Record and defend your decision in the workbook.

Fictional training material

The Compliance Crossroads

For each scenario, determine the safest and most professionally responsible next action.

Available choices:

Use AI as presented
Modify or sanitize the information
Use only an approved enterprise tool
Do not use AI
Escalate before proceeding

Scenario 1: Client meeting transcript

A consultant receives a meeting transcript containing client names, employee names, customer account information, system details and unresolved implementation risks. The consultant wants to paste the complete transcript into a personal AI account to create meeting notes before the next client meeting.

Scenario 2: Testing artifact

A consultant wants to upload proprietary system requirements, client field mappings and internal project details into an AI tool to generate test cases.

Scenario 3: Executive presentation

A consultant wants AI to create an executive presentation using current project metrics, unresolved risks, estimated financial consequences and client-specific information.

The safest response may depend on the approved tool, the information involved, the client’s policy, organizational policy and the purpose of the task. When the policy or approval status is unclear, do not guess.

Fictional training material

Three-Minute Client Briefing Challenge

During the fictional SunCoast Energy data-conversion project, initial testing of 25,000 customer records identified inconsistent date formats in 15% of the sample. Additional data-quality issues were also identified.

The sample may not represent the full fictional population of approximately 1.2 million records. Validation Cycle 2 is scheduled for August 7, but the impact on that milestone has not been confirmed.

Marcus Reed, the DTI project manager, needs a concise update before speaking with the client.

Prepare:

Issue headline
Known facts
Unknowns
Potential impact
Immediate action
Recommended next step
Escalation question

You may use an approved AI tool to help structure the briefing. Do not allow AI to invent the impact, timeline, cause, ownership or recommendation.

Fictional training material

Day 2: Communication and Documentation Assignments

On Day 2, you will continue working as the DTI consulting team supporting SunCoast Energy. You will use the same case information to practice adapting communication for different audiences and producing defensible project documentation.

Message Mapping

Prepare the same project update for:

A peer
Marcus Reed, DTI Project Manager
Robert Fields, Client Project Director
Maria Chen, Vice President of Customer Operations

Pressure Scenario

Marcus says: “I do not need another list of problems. Tell me what is happening, what it affects, and what you recommend.”

Client Email

Draft a professional response that communicates the project risk without declaring an unsupported delay.

Status Update

Prepare a Yellow project-status update that includes progress, risk, impact, mitigation, owner and decision needed.

Meeting Documentation

Use the raw meeting notes in Evidence File A to create a meeting summary, decision log, action tracker, open questions and escalations.

Fictional training material

Day 3: Agile Participation and Capstone Assignments

On Day 3, the SunCoast Energy engagement will become the setting for your Agile participation activities and Day One Simulation.

Agile Standup

Prepare a 60-second update covering what I completed, what I am doing next, my blocker or risk, the impact and what I need from the team.

Issue Escalation

Use the fictional project evidence to clearly state the facts, the level of impact, the action already taken and the guidance or decision needed.

Missing Documentation

A testing artifact remains incomplete two hours before the sprint review. Determine what must be completed, what can be deferred, what must be documented, who must be notified and what decision is required.

Difficult Teammate

A teammate has failed to update the action tracker for three days and has not completed the duplicate-account analysis. Prepare a direct professional conversation addressing the missed commitment, the impact, the expected action, support needed, a revised deadline and possible escalation.

Executive Walkthrough

Prepare a five-minute project-status walkthrough for Maria Chen focused on current status, what has been confirmed, what remains unknown, business impact, response plan and decision required.

The Day OneReadiness Workbook

AI 101

Welcome to the Cohort

The Assignment in the Room

Our Cohort Agreement

Set Your Intention

What Is AI? AI in Your Own Words

The Enterprise AI Landscape

My Current AI Environment

AI in the Consulting Workflow

The Hour Audit

The DTI Prompt Method

Prompt Practice Lab: Round 1

The DTI AI Toolkit

PAUSE Before You Prompt

The Compliance Crossroads

Scenario 1 · Client meeting transcript

Scenario 2 · Testing artifact

Scenario 3 · Executive presentation

Three-Minute Client Briefing

Is This Client Ready?

Personal AI Use Agreement

Day 1 Debrief

Carry It Into Day 2

Professional Skills

Your Muted Moment

Communication Intelligence: Self-Assessment

The CI Matrix

Message Mapping

Presence Under Pressure

The Hot Seat

The Email That Gets a Response

Status Update Workshop

Meeting Notes That Drive Action

Action Tracker Build

Documentation Debrief + Day 2 Wrap

Agile + Applied Learning

Day 3 Open

Agile + Scrum Fundamentals

Team Collaboration Expectations

Agile Standup Simulation

Delivery Workflow + Escalation Judgment

The Day One Simulation

Challenge 5: The Executive Walkthrough

Simulation Debrief

My Feedback Session

Communication Intelligence: Where You Landed

What I Am Walking In With

The Day One Field Guide

Export Your Work

Your voice is an assignment,not an accident.

The Day One
Readiness Workbook

Your voice is an assignment,
not an accident.