One Article Review
| Source |  NoticeBored |
|---|---|
| Identifiant | 4603514 |
| Date de publication | 2022-05-14 17:22:46 (vue: 2022-05-14 06:06:37) |
| Titre | Managing professional services engagements |
| Texte |  In relation to professional services, management responsibilities are shared between client and provider, except where their interests and concerns diverge. Identifying and exploiting common interests goes beyond the commercial/financial arrangements, involving different levels and types of management:Strategic management: whereas some professional services may be seen as short-term point solutions to specific issues ("temping"), many have longer-term implications such as the prospect of repeat/future business if things work out so well that the engagement is clearly productive and beneficial to both parties. Establishing semi-permanent insourcing and outsourcing arrangements can involve substantial investments and risks with strategic implications, hence senior management should be involved in considering and deciding between various options, designing and instituting the appropriate governance and management arrangements, clarifying responsibilities and accountabilities etc. Organisations usually have several professional services suppliers and/or clients. Aside from managing individual relationships, the portfolio as a whole can be managed, perhaps exploiting synergistic business opportunities (e.g. existing suppliers offering additional professional services, or serving other parts of the client organisation or its business partners). Tactical and operational management: planning, conducting, monitoring and overseeing assignments within a professional services engagement obviously involves collaboration between client and provider, but may also affect and be affected by the remainder of their business activities. A simple example is the provision and direction of the people assigned to assignments, perhaps determining their priorities relative to other work obligations. If either party's management or workforce becomes overloaded or is distracted by other business, the other may need to help out and perhaps take the lead in order to meet agreed objectives - classic teamwork.Commercial management: negotiating and entering into binding contracts or agreements can be a risky process. Getting the best value out of the arrangements includes not just the mechanics of invoicing and settling the bills accurately and on time, but getting the most out of all the associated resources, including the information content. Relationship management: anyone over the age of ten will surely appreciate that relationships are tough! There are just so many dimensions to this, so much complexity and dynamics. In respect of professional services, there are both organisational and personal relationships to manage, while 'manage' is more about guiding, monitoring and reacting than directing and controlling. Despite the formalities of laws, contracts and policies, relationships seemingly play by their o |
| Envoyé | Oui |
| Condensat | abject about above accepted accordingly accordingly; accountabilities accurately achieve achieving across acting action actions actively activities additional address addressing adjusting admitting advice affect affected affects afterwards again age agreed agreement agreements all also and/or another any anyone appears applicable appreciate approach approaches appropriate are area arise arises arising arrangements arrogance aside aspect aspects asset assigned assignment assignments associated assured avoid avoiding awareness bad balance bearing because becomes behaving being beneficial benefit benefits best better between beyond bills binding blame blending bonuses both business business/organisational but can capabilities capability caused challenge challenging chance change changes changing characteristic chasing circumstances clarifying classic clearly client clients close cloud collaborate collaboration collaborative combination come commercial commercial/financial commercially commitments common communicating competence competencies competent complexity compliance comply conceptually concerns conducting confidence considered considering constrained constraints consultant content contract contracts contractual contrast control controlled controlling controls conversely coping corporate correctly costly costs could course created creation crop crux cry cultural cultures current customer deal deciding decisions definition degree delivering; demonstrating department departments depend designing despite details detect determined determining develop different differing difficult dimensional dimensions directing direction directly disclosed discussions distinct distracted diverge downside driven drivers driving due during dynamics dysfunctional each early ecological effective egocentric either emphasis employed employees employer enables encourages enforcement engagement engagements engaging engenders enhance enough entails entering environmental especially establishing etc ethical ethically ethics ethics: evaluating even events example examples: except existing expectations expecting/demanding experience expertise exploiting factor factors failure fault feedback fellow financial finding first focus focused following footprint forgoing formal formalities former friendly from further future gain gear generally generate generated generation getting given goal goes going good goods governance guideline guiding harm has have having healthy heavily help hence here here: high highly honestly; human ideally identifying image impact imperatives implications implicit implying important incident incidentally incidents includes including indeed individual individual/personal individuals inevitable inevitably information informed informing insourcing instituting integral interaction interests interpreting invest investment investments invoicing involve involved involves involving issues it/cybersecurity its itself just key knowledge lack last laws layered lead leadership learn least leaving legal levels like likely little long longer loop lose loss louder maintaining make making manage managed management management: management:strategic managers managing manifest many maximise may meaning mechanics mechanisms meet meetings mentoring mere mind minimise mis monitoring more most motivating motivational motivations much multi must natural nature necessarily need negative negotiating neutral non not notification now nub objectives obligations obviously offering often once only opening openly operational opportunities opportunity options order organisation organisational organisations other other/peripheral others out outcomes outsourcing over overloaded overseeing own part participating particular particularly parties partners parts party penalties people perceived performance perhaps permanent personal personnel perspectives place planning play plus point policies portfolio positive potential potentially practice pre prevent prevented preventive priorities privacy proactive proactively probably problem problematic problems process product |
| Tags | Guideline |
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