The Consultant's Scorecard: Tracking Results and Bottom-Line Impact of Consulting ProjectsMcGraw Hill Professional, 22 dec 1999 - 400 pagina's Measure the business impact--and return on investment--of any consulting project! Consulting clients want to know that hte large fees they pay will bring measurable results to their organization--and successful consultants work hard to communicate the value of their work to clients. The problem is, both consultants and clients have been frustrated by the lack of rigorous methods for measuring the impact of the consultant's work. The Consultant's Scorecard offers solutions to this "accountability crisis" in the consulting profession by explaining how consultants can prove the value of their work to clients. Just as important, the book explains how clients can--and should--hold their consultants accountable for delivering measurable results. Written for both consultants and clients, The Consultant's Scorecard offers simple data collection techniques to help consultants in any industry measure the value of their work for clients in six key areas: client satisfaction; new knowledge and skills acquired by the client; successful project implementation; business unit impact; return on investment; intangible benefits. "The Consultant's Scorecard is the first book to present a comprehensive, practical approach to showing the bottom line of consulting. Using proven techniques, supported b examples from leading companies, six key measures are developed to show the complete impact of consulting, including measuring ROI. This balanced approach to measurement is essentiaal for consultants who want ot show the value of their interventions, and for clients who want to hold their consultants accountable for delivering measurable results. Jack Phillips' unique approach to measuring the return on investment of consulting makes The Consultant's Scorecard a must read for anyone involved in the consulting process."--Stephen R. Covey, author of the No. 1 best-seller, The Seven Habits of Highly Effective People. |
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Pagina 7
... analysis . Analysis is designed to be as confusing as possible , thus discouraging any second - guessing by staff mem- bers who are afraid of appearing dense . • Consultants use a standard set of decision tools that involve creat- ing ...
... analysis . Analysis is designed to be as confusing as possible , thus discouraging any second - guessing by staff mem- bers who are afraid of appearing dense . • Consultants use a standard set of decision tools that involve creat- ing ...
Pagina 11
... analysis Planning and reporting on consult- ing intervention is focused on input Results - Based Consulting Intervention linked to specific busi- ness needs Assessment of performance effec- tiveness Specific objectives for implementa ...
... analysis Planning and reporting on consult- ing intervention is focused on input Results - Based Consulting Intervention linked to specific busi- ness needs Assessment of performance effec- tiveness Specific objectives for implementa ...
Pagina 12
... analysis that includes : • A detailed reassessment of performance issues and performance effectiveness to determine the specific causes or inhibitors of the improvement of business impact needs . • Specific objectives developed not only ...
... analysis that includes : • A detailed reassessment of performance issues and performance effectiveness to determine the specific causes or inhibitors of the improvement of business impact needs . • Specific objectives developed not only ...
Pagina 16
Je hebt de weergavelimiet voor dit boek bereikt.
Je hebt de weergavelimiet voor dit boek bereikt.
Pagina 18
Je hebt de weergavelimiet voor dit boek bereikt.
Je hebt de weergavelimiet voor dit boek bereikt.
Inhoudsopgave
3 | |
Whats in It for Me? How Consultants | 27 |
Initial Analysis and Planning | 63 |
PART II | 70 |
Was It Useful? How to Measure Reaction | 91 |
What Did the Client Organization Learn? | 119 |
Was the Intervention Implemented | 137 |
What Was the Impact? How to Capture | 169 |
Key Issues with the Measures | 231 |
How to Convert Business Measures | 255 |
How Much Did It Cost? Monitoring the True | 277 |
How to Build a Business Case for | 299 |
How to Provide Feedback | 325 |
Overcoming Resistance and Barriers | 363 |
Do Your Consulting Projects Focus | 387 |
Index | 393 |
Overige edities - Alles bekijken
The Consultant's Scorecard: Tracking Results and Bottom-Line Impact of ... Jack Phillips Geen voorbeeld beschikbaar - 1999 |
Veelvoorkomende woorden en zinsdelen
action plan actual adjustments application and implementation approach appropriate assessment benefit-cost ratio business impact data chapter Charles Madigan client communication consulting assignment consulting firm consulting intervention consulting participants consulting process consulting project consulting ROI process consulting solution consulting staff converting data credibility criterion-referenced tests critical Dangerous Company data collection data to monetary developed employee ensure estimates evaluation strategy example expected factors feedback focus groups focuses follow-up hard data helpful identified impact study important included individuals input intangible measures internal involved isolate the effects learning Level ment mentation method monetary values monitoring objectives organization output percent presented problem question questionnaire reaction and satisfaction reduce response return on investment ROI analysis ROI calculation sexual harassment shows situations skills soft data specific stakeholders steps strategies success sulting intervention supervisors Table target audience techniques tion turnover types of data usually vention
Populaire passages
Pagina 106 - ... support for completing the questionnaire. This direct supervisor support will cause some participants to respond with usable data. Let the participants know they are part of the sample. If appropriate, participants should know that they are part of a carefully selected sample and that their input will be used to make decisions regarding a much larger target audience. This action often appeals to a sense of responsibility for participants to provide usable, accurate data for the questionnaire....