DAVID MAISTER MANAGING THE PROFESSIONAL SERVICE FIRM PDF

Two aspects of professional work create the special management challenges of the professional service firm. First, professional services involve a high degree. Managing The Professional Service Firm by David H. Maister – International expert and consultant David Maister offers a brilliant and accessible guide to every. Managing The Professional Service Firm has ratings and 48 reviews. Pavel said: Очень толковая книга. Будет полезно прочитать и тем, кто не работает .

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Management of a professional firm requires a delicate balancing act between the demands of the client marketplace, the realities of the people marketplace the market for staffand the firm’s economic ambitions. Tell us what you like, so we can send you books you’ll love. Mar 17, Pavel Annenkov rated it it was amazing.

Aspose are the market leader of.

The solution, of course, is to convert the past experience and expertise of the individual into the expertise of the firm by accepting the similar project, but utilizing a greater proportion of juniors on second- or third-time projects.

What we serivce discovered by performing these calculations is that the interaction of these two forces determines a target or required growth rate for the firm. The consummate book on running a professional service organization. The middle of the book is about marketing, where it encourages marketing to current clients, on top of non-clients, and it displays different marketing options.

To deliver outstanding client service; to provide fulfilling careers and professional satisfaction for our people; and to achieve financial success so that we can reward manxging and grow. It begins with the basics, the fundamentals of the business model, defining concepts like leverage, classifying the engagements by types, etc.

As you mention, the important point is that the client perceives the services provided as an extremely good value. NET Aspose are the market leader of. Maister walks through almost every part of running a consulting firm, and discusses the management strategies and challenges. Here is a selection of some: Whether by firm policy or by the personal decision of the individual, the nonpromoted candidate will leave the firm.

The general nature of the problem to be addressed is not unfamiliar, and the activities necessary to complete the project may be similar to those performed on other projects. This compilation of 32 articles written over the previous ten years covers everything from strategy to profitability, marketing to motivating employees.

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Review of Managing the Professional Services Firm by David Maister

The key elements of this type of professional service are creativity, innovation, and the pioneering of new approaches, concepts maanaging techniques: While they may be content to undertake a similar project for the second or third time, they will not be for the fourth or sixth or eighth. For Procedure dagid the range of possible outcomes for some steps may be so well known that the appropriate responses may be “programmed.

Dec 03, Darcy rated it really liked it Shelves: If you are an independent contractor or have started your own consulting company, you owe it to yourself to read most of this book skipping the partner and multi-site sections.

Most firms make percent of their profit on 80 percent of the accounts.

Managing the Professional Service Firm – Wikipedia

If a firm brings in work that has skill requirements of a serbice percentage of seniors and a lesser percentage of juniors, the consequences will be at least equally adverse: However, the savings in costs incurred by maiser firm in delivering this customization are not all shared with the client if, indeed, any are. A must read for anyone in the profession. If the firm can find a way to deliver its services with a higher proportion of juniors to seniors, it will be able to achieve lower service delivery costs.

Consider three kinds of client work: As we have seen, this latter variable is a significant force in managinng the economics of the firm, its organizational structure, and its positioning in the client and people markets.

Since we now have five seniors, we require ten middle-level staff unless the mix of project types changes and have six remaining. While the pace of progress may not be a rigid one “up or out in five years”both the individual and the organization usually share strong norms about what constitutes a reasonable period of time for each stage of the career path. Maister devotes a number of chapters to the care, feeding, and growth of a consulting firm, describing the seemingly difficult trade-offs to be made between the long term health and growth of skills, people, market offer versus near term sales and revenue.

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For example, I liked the explanation of the Dupont formula and how to apply it to a services firm.

Managing The Professional Service Firm

Little, even management information, can be reliably made routine. Jan 28, Sean added it.

Even though such projects may involve significant data collection and analysis activities normally performed by juniorseven these activities cannot be clearly specified in advance and require the active involvement of at least middle-level project management professionals on a continuous basis. Making Sense of Intellectual Capital: Thanks for telling us about seervice problem.

Great book if you are working in the mmanaging consulting services sector. Add to Cart Add to Cart. Aug 15, Deniss Ojastu rated it it was amazing Shelves: Lists with This Book. To my technical friends: It is an excelent book, and after reading it, you don’t need ifrm more than that to understand this kind of industry.

Return to Book Page. Frequently the second project can be billed out to the client at a similar or only slightly lower cost, since the client perceives and receives something equally custom-tailored: Will put this one my list to read.

Managing The Professional Service Firm – David H. Maister – Google Books

Account Options Sign in. Marketing to Existing Clients. The key point to note here is that, given a growth rate and an organizational structure, the target turnover rate of the firm can be specified. This requires a good balance of: It is possible, and not uncommon, for manging firm’s project team structure to change over time.

The proportions remain constant: October 28, at The examples are easy to relate to and there are some concrete steps to tackle the challenges.

The “rewards of partnership” the high levels of compensation attained by senior partners come majaging in part from the high hourly or daily rates that the top professionals can charge for their own time.