管理咨询经典1(英文)
绩效管理咨询方法论英文版
Tie PM to the Business Cycle
YearEnd Review
New Year Planning
Review and
Planning Planning
Feedback &
Coaching
Feedback & Coaching
MidYear Review
Bad timing
I don’t want to ruin your day Herman, but tomorrow morning you’re scheduled to be in my office for your annual performance review
Latin America
(Europe)
Industry
Objectives of the business unit
Objectives of departments and individuals
Bottom-up-approach: Derivation of segment and corporate strategic plans and operating objectives from business unit goals.
Cascading and Alignment Stakeholder Metrics
2 Employee Review Process
Engagement and Accountability Growth and Achievements
Performance Consulting
Total Organization Performance
Share Best Practices research
英文版人力资源管理咨询工作汇报工作总结报告PPT
Customer Care & Insight
Integrated Risk Management
COGNOS Banking Risk Performance – Credit Risk
COGNOS Risk Adjusted Profitability Blueprint
IBM Service Management for IRM
Representative Industries
Electronics Chemicals & Petroleum High-Tech Manufacturing
Automotive
The market has requested: More standardised
Today
Future
solutions, easy to integrate and more service oriented
Enterprise Marketing Management
MarketinCgoPmrmoecrecses & Demand Generation Solutions
Industry
Industry Frameworks & Industry Assets
Including: Energy and Utilities Retail Government/Defense Manufacturing Health Integration Media
Banking Extensions for Common Shared Services MDM Server
pureXMLTM Payments Bundles
Corporate Payments Scenario
Management Consulting
管理咨询，在美国通称Management Consulting也可以译为“管理顾问”，在日本称为“管理诊断”。
在中国，管理咨询和管理顾问的内涵和外延基本一致。
越来越多的研究证明，咨询业是市场经济发展的产物，市场越完善、竞争越激烈，咨询产业也就越发达，咨询产业越发达的国家，企业竞争力就越强，国家的经济实力也就越强。
管理咨询业是近些年来世界上发展较快的一个行业，其影响渗透到政治经济生活的许多领域，目前，世界500强的企业中60%左右的公司拥有自己长期合作的国际著名的咨询公司，美国的通用电器公司有500多家咨询公司为其进行全方位、多层次咨询，每年投入的咨询费用高达2亿多美元。
在德国，咨询产业是德国经济中发展最快、最稳定的现代产业部门，其年增长率远远高于德国国民经济的年增长率，成为德国经济体系中的有机组成部分。
企业诊断如同医生对病人患者的身心诊断。
医生对患者身心的诊断，其目的在于维护病人身体和心理的健康；而企业诊断，则在于维护企业管理经营的稳定、健全和发展。
医生之于对象，有的是例行检查，预防疾病之发生；有的或因身体不适，问诊与医生，概而言之，一个人有了不适的症状，就自然问诊于医师，以便诊断出疾病之根源，对症下药，开出药方，进行适当的治疗。
在企业界，这种诊断程序和医学上医师诊断患者之程序基本相同，贤明的企业经营者很重视咨询顾问对企业的初步诊断和检查。
至于选择何种专家做进一步的诊断和治疗，乃是以“患者”所呈现的症状而定。
企业诊断是针对企业的病态，分析原因，指出病情，建议改进，力求企业今后的健全生存与继续壮大发展。
总而言之，管理咨询就是帮助企业和企业家，通过解决经营和管理问题，鉴别和把住新的机遇，强化学习和实施变革以实现企业经营目标的一种独立的、专业咨询服务。
它是由丰富经营管理知识和经验的专家深入到企业的现场，与企业管理人员密切配合，运用各种科学方法，找出经营管理上存在的主要问题，进行定量及定性分析，查明产生问题的原因提出切实可行的改善方案并指导实施，谋求企业坚实发展的一种改善企业经营管理的服务活动。
管理咨询案例分析
送他到这里来杰克是一家电子附件制造厂的生产经理，他需要批准工厂中监督人员的聘用，人事经理负责初步的甄选。
一个星期三的下午。
杰克接到人事经理彼特的电话。
“杰克”，彼特说，“我刚与一位年轻人谈过话，他可能就是你要找的人选。
你不是要我物色一个人填补那个监督人员职位的空缺吗?他有很丰富的工作经验，看起来头脑非常清晰。
”杰克回答说，“太好了，彼特，我盼着见到他。
”彼特接着说，“他现在就在这儿，杰克，你要跟他谈谈吗？”杰克犹豫了一会儿，然后说：“哎呀，彼特，我今天肯定很忙，但我想办法挤出点时间。
送他到这里来吧。
”片刻之后，申请职位者艾伦比来到了杰克的办公室，“请进来，艾伦比，”杰克说，“我打完几个电话后就跟你谈。
”15分钟以后，杰克打完了电话，开始同艾伦比谈话。
他给杰克的印象相当不错。
几分钟后，杰克的门打开了，一位监督人员叫道：“我们的第一条生产线出了点小问题，需要得到你的帮助。
”“好”，杰克回答，并对艾伦比说，“请等我一会儿”。
约过了10分钟后，杰克回来了。
对话继续了10多分钟，可又有电话铃声响了起来。
在以后l个小时内不断有这样的中断发生。
最后，艾伦比看了一下表，说道：“很抱歉，杰克先生，我得去接我的孩子。
”“没问题，艾伦比”，杰克说的时候电话铃又响了起来，“这星期再给我来电话。
”问题：杰克这样安排面谈合适吗？企业应该制定出什么政策来避免像这样的面谈？分析：招聘活动具有其本身的规律性，我们可以把招聘活动大致划分为几个相互独立与相互联系的阶段，招聘程序就是按照这些阶段进行招聘的计划安排。
一般来讲，招聘和录用活动包括以下几个步骤：（1）编制招聘计划；（2）拟定招聘简章；（3）发布招聘信息；（4）报名登记和初次面谈。
招聘应该是一项有计划的管理活动，企业招聘应有周密的策划和时间安排。
一次重大的人事任免某钢铁公司领导班子会议正在研究一项重大的人事任免议案。
总经理提议免去公司所属的、有2000名职工的主力厂——炼钢一厂厂长姚成的厂长职务，改任公司副总工程师，主抓公司的节能降耗工作；提名炼钢二厂党委书记林征为炼钢一厂厂长。
企业管理咨询-咨询定位-1_真题(含答案与解析)-交互
企业管理咨询-咨询定位-1(总分100, 做题时间90分钟)一、简答题1.咨询顾问对企业管理问题进行诊治时，如何遵循有限参与的基本原则?SSS_TEXT_QUSTI分值: 3答案:咨询顾问对企业管理问题的诊治，要遵循有限参与的基本原则，体现在对重点问题的识别(起点)、与客户保持距离(过程)及对效益的合理期望(结果)三个方面。
2.简述管理咨询对于公司决策的重要性。
SSS_TEXT_QUSTI分值: 3答案:管理的本质在于决策。
决策是一种判断，是以“选择”、“决定”、“判断”为本质特点的。
由于决策必须建立在方案设计的基础上，或者还必须有细化方案以便决策得以操作执行，这样决策也就包含了以动脑筋“设计”为主要特征的“策划”。
由此，管理咨询就成为了公司决策的重要辅助。
3.简述策划的内涵。
SSS_TEXT_QUSTI分值: 3答案:“策划”一词最早可见于《后汉书》，意思为计划、打算。
策划就是人们事先的筹谋、计划、设计的社会活动过程，即在综合运用各方面信息的基础上，思维主体(包括个体思维或群体思维)运用自身的知识和能力，遵循一定的程序并利用现代的科学方法手段，为了特定目标的实现而事先进行系统、全面的思考、运筹从而制订和选择具有合理性、现实可行性能够达到最佳成效的实施方案，并根据目标的要求和环境的改变对方案进行调整的一种创造性、思维性的活动。
4.简述咨询方案的实施难题。
SSS_TEXT_QUSTI分值: 3答案:(1)咨询方案的落实需要很长的一个过程，但是在这个过程中，顾问往往不会一直参与。
(2)顾问由于其外部身份，往往难以被赋予相应的职责和权利，难以有效处理在方案推动过程中遇到的各种阻力。
(3)一个项目仅仅历时数月，顾问往往难以理解企业的文化和内部的人员关系，在方案的推动过程中也容易陷入被动。
5.对于大多数中国企业目前的管理现状，应从哪些领域利用不同的工具加强管理创新?SSS_TEXT_QUSTI分值: 3答案:对于大多数中国企业目前的管理现状，亟须在以下三个领域利用不同的工具加强管理创新。
管理咨询必备书目
一.咨询顾问基础参考书目1.《咨询的奥秘1一成功提出和获得建议的指南》([美]杰拉尔德.温伯格李彤,关山松，译。
北京:清华大学出版社，2004)2.《咨询的奥秘2一咨询师的百宝箱》([美]杰拉尔德.温伯格李彤，关山松，译。
北京:清华大学出版社，2005)3.《管理咨询专业指南(第4版)》([美]米兰.库布尔中国国际工程咨询公司，译。
北京:学苑出版社，2006)4.《管理咨询的神话》([美]马修.斯图尔德任文科，译。
北京:中国人民大学出版社，2009)5.《管理咨询行业指南:成功跻身咨询业(第2版)》([美]苏格塔.比斯沃斯，达瑞尔.敦切尔. 张丽妹，译。
北京:人民邮电出版社，2003)6.《在中国，做咨询一正略钧策管理咨询的实践》(丛寰宦，刘海梅，张锦娴。
北京:人民邮电出版社，2009)7.《破解咨询的40个困惑》([美]艾伦.维斯黄瑞蓉，杨如冰，译。
北京:人民邮电出版社，2007)8.《咨询业基础和超越》([美]伊莱恩.比斯孙韵，译。
北京:机械工业出版社，2003)9.《企业咨询:咨询业如何运转及如何使之运转的指南》([英]吉尔伯特.托平，菲奥娜.切尔尼亚夫斯卡付彦，等，译。
大连:东北财经大学出版社，2008)10.《咨询的艺术》([美]杰斯沃德.W.萨拉科斯方海萍，等，译。
北京:电子工业出版社，2003)11.《基于价值的咨询:咨询顾问为客户创造更大的价值》([英]菲奥娜.查尔纳斯加陈文晖，译。
北京:经济管理出版社，2006)12.《一群卖思想的人:寻求管理咨询的第三方通鉴》(冷啸北京:中国社会科学出版社，2004)13.《咨询绩效评估:跟踪咨询项目的结果与底线》([美]杰克.菲力普斯段盛华，余凤霞，译。
上海:上海远东出版社，2001)14.《完美咨询:咨询顾问的圣经》([美]彼得.布洛克于凤霞，译。
北京:中国劳动社会保障出版社，2004)15.《咨询的谎言》([美]马丁.基恩胡乔，孙路弘，译。
电信公司项目管理咨询案例英文
WBS FORTELECOM CONTRACT IMPLEMENTATIONPROJECTSWen Feng1Alcatel Telecommunications Shenzhen Co., Ltd. April 3, 2002KEY WORDSWBS, Work Breakdown Structure, Project Scope Definition, Project Planning1 ABSTRACTSIn this paper, telecom projects are categorized into three parts with examples: Contract Implementation Projects, System Development Projects and Process Improvement Projects. Creation and adaptation of WBSs for Contract Implementation Projects are discussed in detail, based upon four scenarios assumed. Finally, classical tools and techniques for WBS are reviewed in brief.2 INTRODUCTIONThe Work Breakdown Structure or WBS is an output from project scope definition process, which greatly contributes to the quality of project planning results and, consequently, the successfulness of any project. In the area of project management, one can never over-emphasize the importance to establish a WBS properly, right before an organization begins to commit its significant resources to any intended undertakings.1Wen Feng, Deputy General Manager of Alcatel Telecommunications Shenzhen Co., Ltd., certified PMP, joined in Alcatel in 2000, currently responsible for project and quality management. In 1992, he worked as an engineer in test automation R&D projects in Shenzhen Huawei Technical Co., Ltd. He started his career as a project manager in Singapore Telecom Limited in 1995, managing telecom switching system implementation projects.Due to its very nature, any project, by definition, is unique in certain aspects. This means that one can almost always expect some differences between existing projects and the previous ones. For instance, different customers, changing business environment, new technologies, newly formed project teams, extended scope of deliverables or other additional constraints.Needless to say, project managers and teams in a performing organization have to pay special attention to the differences among projects so as to successfully establish or adapt corresponding WBSs.In this paper, telecom projects are categorized into three parts with examples: Contract Implementation Projects, System Development Projects and Process Improvement Projects. Creation and adaptation of WBSs for Contract Implementation Projects are discussed in detail, based upon four scenarios assumed. Finally, classical WBS tools and techniques are reviewed briefly.3 WHAT MAKES PROJECTS DIFFERENT?A project is deemed new or different due to numerous reasons, and the same applies to any telecom projects. Table 1 provides a way to categorize the causes that make a project somewhat different in the eyes of the project stakeholders, particularly of the project manager and the team members.4 TELECOM PROJECT TYPESGenerally speaking, telecom projects can be classified into three categories: Contract Implementation Projects, System Development Projects and Process Improvement Projects.Contract Implementation ProjectsContract Implementation Projects are undertaken to fulfil the contractual obligations by the contractor and its customer. For example, a telecom system supplier (A) signs a contract with an incumbent telecom operator in China (B) to build a pre-defined GSM System in Beijing. A thus launches a Contract Implementation Project in order to deliver the GSM System to B as per what has been stipulated in the contract. Figure 1 shows an example of the WBS of Contract Implementation Projects. Note that only three layers of the WBS are depicted in Figure 1, as the lower layers tend to be more technical-oriented. There are four activities in the second layer, namely project initiating, planning, implementing and closing. This is in conformity to relative project management standards. The third layer covers major tasks under each activity in the upper layer. The decomposition of tasks will carry on till the work packages are adequately manageable.System Development ProjectsSystem Development Projects are the ones initiated within the project organization aiming at creating certain new products and/or services to gain competitive advantages in the market. For example, a telecom system supplier begins a R&D project to develop a state-of-the-art e-business platform so that a banking customer can provide the public its services through a full-electronic means and remotely. Figure 2 shows an example of the WBS of System Development Projects.Process Improvement ProjectsFinally, Process Improvement Projects are targeted to improve the business processes within the project organization or improve part/full of the supplier chain through interaction with related customers and suppliers. Typical examples are to establish an ISO9001-based quality management system, to implement a Custom Relationship Management (CRM) system, to upgrade an ERP system, and so on. Figure 3 shows an example of the WBS of Process Improvement Projects.5 SCENARIO 1: WBS FOR PROJECTS OF DIFFERENT TYPESIt is pretty obvious from Figure 1, 2 and 3 that the three types of projects, namely Contract Implementation Projects, System Development Projects and Process Improvement Projects are very different in nature. In addition, the WBSs for System Development Projects and Process Improvement Projects can drastically different due to numerous possibilities of project deliverables to be achieved. It is therefore highly recommended to establish one WBS template for each project type.It is not uncommon that the WBSs for System Development Projects and Process Improvement Projects need to be established on a case-by-case basis and quite often from scratch. The rest part ofthe paper will be focusing on the Contract Implementation Projects.6 SCENARIO 2: WBS FROM SCRATCHQuite a few cases have been encountered when people ask why so many Contract Implementation Projects are struggling all the time, if not failed or cancelled. (No exception for other types of telecom projects) Also, many start to think of establishing their own project management procedures or even systems. In this case, WBS templates have to be produced from scratch for coming projects, if no single WBS has ever been in existence.When doing so, the WBS layers should defined in such a way that the different projects of the same type require only minimal changes to the WBS. A practical way to structure the WBS template so that for a concrete project, the upper layers of its WBS need to change much less than the lower layers. For example, in Figure 1, the upper three layers can be applied to any Contract Implementation Project with very little change.Another popular way in practice is to structure the WBS in terms of "Nodes" of a telecommunications network. Because topologically any telecom system can be perceived as a combination of ''Nodes" and "Links". Figure 4 illustrates the structure of the WBS in terms of"Nodes".This kind of WBS can be quite convenient and effective, when the focus is on material management. However, due to the fact that number of nodes for different projects vary from several to hundreds, the WBS has to change greatly to cover the entire project node-by-node. Furthermore, overlapping and repetition of tasks cross the nodes in the next layer of the WBS make things even tougher to handle. For instance, planning is in reality not performed on a node-by-node basis, and so do many other tasks like initiating and closing in order for the project implementation to be cost-effective.7 SCENARIO 3: WBS FOR PROJECTS OF SAME TYPEIf a project organization has properly maintained WBS templates for Contract Implementation Projects, then only minimal change is required to obtain a workable WBS whenever there is a project. Let us still take Figure 1 as an example. In this case, the upper three layers of WBS applies straightforward with no change at all.Differences take place at the lower layers of the WBS, if the scale of project justifies that the layers are necessary. Typical amendments are project scope such as a system with nine nodes versus one with 99 nodes, different geographical locations such as mountainous, hilly or plain areas in the country, etc. Nevertheless, these amendments can be done only by "copy and paste". Figure 5provides a further breakdown of the activity "Installation".Although the tasks like site inspection, local logistics, hardware installation and software test appear to be repetitive over the nodes, in fact it is necessary that they be treated separately due to different locations, even though they could be located close enough - within the same city like GSM system.8 SCENARIO 4: WBS FOR BRAND-NEW TELECOM SYSTEMSIn today's fast growing telecommunications industry and most dynamic marketplace worldwide, new products have been developed and brought into the market at a speed of several months, and new feature release or software upgrading in weeks. It is not uncommon that project organizations face with tremendous difficulties adapting their resources to cope with brand-new Contract Implementation Projects. For instance, from wire-line systems to wireless ones, from circuit switching to packet switching, or from narrow-band to broadband, and so on. All of these will have definite impacts on the WBS.When creating a WBS for a Contract Implementation Project with brand-new technology or system, one needs to identify carefully the differences of engineering needs caused. Let us take the task "Site Survey" in Figure 1 as an example. If the WBS was originally for wire-line systems, and then the task can be decomposed mainly into power supply, machine house, network connection and cabling subtasks. However, if a wireless system is to be implemented, then subtasks such as radio-testing, tower availability and lightening protection must be added. This is illustrated inFigure 6 - WBS Change due to Wireless Technology.9 PROVEN TOOLS AND TECHNIQUESWhatever the scenario seems to be, many proven project management tools and techniques about WBS are valid. Among them are brainstorming, expert judgement, templates, decomposition and configuration management. What is the most important is when and how to combine them to establish an appropriate WBS cost-effectively.BrainstormingBrainstorming has been quite frequently used to identify problems, root causes and solutions through team effort. WBS is among one of the key topics, but normally brainstorming is used to review WBSs for coming projects. Results can be obtained efficiently and most of the time effectively. Brainstorming can be best applied when team members are readily prepared in terms of knowledge and experience. Otherwise it can also be very ineffective or simply wasting of time. For example, if a team has only been doing switching system implementation, when creating WBS for a optical cable project, better seeking for experts in that field instead of storming the brain.Expert JudgementThe key issue here is how to define the term "Expert". In practice, it is less difficult to find technical or engineering experts with sufficient knowledge and experiences. Unfortunately, not the case to have someone with project management expertise at the same time. Therefore, care must be taken to make sure that experts are working with project managers in coordinated way. For example, the experts usually tend to agree with the WBS in Figure 4 other than the one in Figure 1 for a Contract Implementation Project.DecompositionThe key question here is "When should I stop?" For Contract Implementation Projects, the duration of work packages is dependent upon the level of effort per node, which is approximately 1-5 days depending upon technology and local logistics. Experiences have shown that 40 hours or one week for the duration of a work package could be appropriate.TemplatesIn a properly maintained project management system, WBS templates can be of great help to project planning in terms of efficiency and effectiveness. In a projectized organization, project management system and quality management system is often interchangeable. Otherwise it is recommended to have the former within the latter. The reason is simple. Quality management system has well-defined and proven international standard - ISO9001- to follow, and not the case for project management system.Configuration ManagementThe very philosophy of configuration management is, in many times, a critical tool for the creating and adapting project WBSs, especially for complex telecom projects. Whenever there is a change in one part of a WBS, the rest parts have to be reviewed to make sure all elements in the WBS have consistency as per the project scope. For example, in Figure 6, changes have made to adapt a WBS for wire-line system to one for wireless system. One has to make sure that the subtasks added, i.e. radio testing, tower availability and lightening protection should be done for all "site survey" tasks (meaning for all the nodes) in the WBS. Even more importantly, the scope of subtask "cabling" should be extended to the dimensioning from the outdoor antenna to the indoor equipment, which is not required for a wire-line system.10 REFERENCESA Guide to the Project Management Body of Knowledge, PMI, USA, 1996.。
贝恩BAIN咨询公司的知识管理英文PPT
Ensure formats and access e.g., IT make use as easy as possible
NY Infotoday preez 1
9
The objectives of KM for Bain
and what needs to be created to support your strategy
Determine how to capture e.g., format, timing
Organize and classify knowledge based on the business’ “view of the world”
Drive client results
NY Infotoday preez 1 10
Bain’s knowledge is centered around our case teams
Client Development
(Partner) (1-3 weeks)
Case Startup
In-Depth Work & Recommendatio
Rating (1 to 5)
4.0 3.55
3.0
2.96
2.0
2.0
1.0
1.0
0.0
Average of Knowledge 31 Tools Management
0.0
Average of Knowledge 31 Tools Management
Source: Bain Management Tools & Techniques Survey 2001