Managing Professional Service Delivery
9 Rules for Success
1st Edition
Published on 5. June 2014
167 pages
978-1-4398-5144-9 (ISBN)
Description
Although the nature of service delivery varies significantly from profession to profession, the way the service is delivered tends to be fairly consistent among professions-or, at least, it should be. A step-by-step guide, Managing Professional Service Delivery-9 Rules for Success describes in detail how to achieve the internal discipline and contr
Reviews / Votes
"The authors are the foremost authorities in the subject area with vast experience in developing strategies for effectively designing and managing diversified professional groups to achieve the highest value to owners and shareholders of organizations. If you want to develop, manage, and be very successful with your professional group, then this book is a must."-Gavriel Salvendy, Purdue University, West Lafayette, Indiana, USA
"... this book has potentially broad applicability for professional services delivery in many fields, including accounting, architecture, information technology, and management consulting. It would also be an appropriate book for people seeking entry-level consulting jobs, to familiarize themselves with the professional services environment, or for the independent consultant who is starting to manage his or her own engagements."
Dr. Nicole Radziwill in ASQ: Quality Management Journal, October 2014
More details
Series
Language
English
Place of publication
Baton Rouge
United States
Publishing group
Taylor & Francis Inc
Target group
Professional and scholarly
Illustrations
8 s/w Abbildungen, 7 s/w Tabellen
8 b/w images and 7 tables
File size
8,30 MB
ISBN-13
978-1-4398-5144-9 (9781439851449)
Copyright in bibliographic data and cover images is held by Nielsen Book Services Limited or by the publishers or by their respective licensors: all rights reserved.
Schweitzer Classification
Other editions
Additional editions
Barry M. Mundt | Francis J. Smith | Stephen D. Egan Jr.
Managing Professional Service Delivery
9 Rules for Success
Book
06/2014
1st Edition
CRC Press
€111.41
Article not available at the moment
Persons
BARRY MUNDT
Barry earned a bachelor of science degree in industrial engineering from Stanford University and a master of business administration degree from Santa Clara University. He began his professional career in the aerospace industry, first with Aerojet General Corp. and then with Lockheed Missiles and Space Company. He joined a consulting arm of C-E-I-R, Inc. (a large computer service firm) in 1961, which was headed by three of his former Stanford professors. Barry has been a consultant to private- and public-sector organizations since that time.
In 1965, Barry was asked to join the management consulting department of what was then known as Peat, Marwick, Mitchell & Co. (PMM), a global public accounting, tax advisory, and management consulting partnership. He was appointed partner in 1973. When Peat Marwick International merged with Klynveld Main Goerdeler in 1987 to form KPMG LLP, Barry assumed the role of international management consulting coordinating partner in Amsterdam, the Netherlands. Barry was assigned to the firm's Department of Professional Practice for the two years prior to his retirement. During that time, he took the lead in preparing KPMG's Performance Improvement Consulting Services Manual.
When Barry retired from KPMG in 1995, after thirty years of service, he set up his own management consulting practice, specializing in services to professional service firms. In that capacity, he has written KPMG's Global Management Consulting and Advisory Services Engagement Conduct Guides and participated in the preparation of Adjusters International's suite of Disaster Recovery Consulting Operational Guides, which includes an Engagement Conduct Guide.
Barry is a fellow, life member, and past president of the Institute of Industrial Engineers. He is a member of the board of directors of Adjusters International, Inc., a nationwide group of public insurance adjusters and disaster recovery consultants.
FRANK SM
Barry earned a bachelor of science degree in industrial engineering from Stanford University and a master of business administration degree from Santa Clara University. He began his professional career in the aerospace industry, first with Aerojet General Corp. and then with Lockheed Missiles and Space Company. He joined a consulting arm of C-E-I-R, Inc. (a large computer service firm) in 1961, which was headed by three of his former Stanford professors. Barry has been a consultant to private- and public-sector organizations since that time.
In 1965, Barry was asked to join the management consulting department of what was then known as Peat, Marwick, Mitchell & Co. (PMM), a global public accounting, tax advisory, and management consulting partnership. He was appointed partner in 1973. When Peat Marwick International merged with Klynveld Main Goerdeler in 1987 to form KPMG LLP, Barry assumed the role of international management consulting coordinating partner in Amsterdam, the Netherlands. Barry was assigned to the firm's Department of Professional Practice for the two years prior to his retirement. During that time, he took the lead in preparing KPMG's Performance Improvement Consulting Services Manual.
When Barry retired from KPMG in 1995, after thirty years of service, he set up his own management consulting practice, specializing in services to professional service firms. In that capacity, he has written KPMG's Global Management Consulting and Advisory Services Engagement Conduct Guides and participated in the preparation of Adjusters International's suite of Disaster Recovery Consulting Operational Guides, which includes an Engagement Conduct Guide.
Barry is a fellow, life member, and past president of the Institute of Industrial Engineers. He is a member of the board of directors of Adjusters International, Inc., a nationwide group of public insurance adjusters and disaster recovery consultants.
FRANK SM
Content
Delivery of Professional Services. Selling the Engagement. Setting up the Engagement. Adapting the Engagement Plan to the Real World. Conducting the Engagement. Closing the Engagement. Developing a Culture of Internal Discipline and Control. Lessons Learned (Do's and Don'ts). Appendices.
