咨询方法与工具资料库cmbook【精品文档】
咨询方法与工具资料库CHNGWSHP【精品文档】
Change Management WorkshopI. Introduction about 15 minutesIce Breaker - personal introductions∙Name∙What You Do∙Years at Casual Corner∙Something about you that Nobody Else KnowsOutline of WorkshopPurpose: To help you to understand the forces at play during a time of change. This will help you to make commitments that will allow your team to implement change as quickly and painlessly as possible.Workshop Series: Starts (today) with the Change Management Workshop. About every two weeks, we will continue our workshops. The next scheduled workshop will focus on Communication. A further schedule will be published in the near future.This Workshop: IntroductionThe Maze GameChange Management PrinciplesHomeworkGround Rules - go to flip chartII. Maze Game 40 - 45 minutes Introduction:“This activity requires you to work as one large team to make your way through a maze. There is only one correct path through the maze which the group must discover through trial and error. The goal of this activity is to get the entire group through the maze as efficiently as possible.”In the interest of maximizing the value of this game, I must ask that you not repeat the outcome of the game to other people here at Casual Corner. Does everyone agree with this ?Rules of The Maze:Goal: The Maze represents a project that the team must complete at or under budget. I am your client for the project.Rules:∙Only one person can be in the maze at a time.∙The team must establish a sequence for going through the maze, and maintain it.∙Every member of the team must have attempted the maze before the first person can go through the maze again.∙Moves can be made to any adjacent (horizontal, vertical, or diagonal) square.∙When a per son steps on an “unsafe” square, the client (me) will give you feedback.When this happens, the person stepping on the square must retrace their stepsexactly.∙The correct path through the maze may not be documented or marked in any fashion (no bread crumbs). Team members must rely on memory only.∙No one may talk while the team is working the maze.Budget:∙You have a dollar budget of $10,000, and a time budget of 20 minutes.∙Each minute that your team exceeds the 20 minute budget will cost your team $1,000.∙At any point during the project, your team can (unanimously) call for a time-out, which will last 2 minutes, and cost you $1,000.∙Any first mistake is considered an “learning experience” and is not penalized. Any repetition of a learning experience will cost the team $1,000.∙When retracing steps back out of the maze (after stepping on an unsafe square), any missteps will cost the team $1,000.Playing the Maze:∙The group has 2 minutes to strategize how to approach the project (the maze).∙Begin playing the game. The facilitator must keep close watch on which squares the team members are stepping on. Assess penalties as they occur.∙After the 2nd or 3rd team member has successfully completed the maze, change the correct path. (Go from the 3rd row fm end directly out to 1st row).Debrief the Maze∙How successful were you in achieving your desired results (i.e., under budget) ?∙What problems did you experience ?∙Describe your approach to this activity. What was your plan ?∙How closely did the group stick to its original plan ? Why/ why not ?∙How did the group modify its approach as it progressed ?∙How did the group communicate changes in its approach ? How successfully did you do this ?∙When people in the maze get to the end of the known path (to the “frontier”) they often hesitate before taking a step. Why did people hesitate ?∙How did the group react when someone got beeped going forward ?∙How did people react when someone got beeped exiting ?∙How does your team at work react when someone makes a mistake ?∙How does that reaction impact peoples’ future risk taking ?∙How did you feel when the “safe path” changed during the game ?∙How did it feel to be the person guiding your teammate, when the path changed ?∙How did it feel to be the person(s) trying to find the “new” safe path ?∙What were some of your feelings during this period ?∙How did you react to me, as the client during that period ?∙What feelings or behaviors got in the way of your making progress ?∙Did you notice any diff erence in the way your team negotiated the “early”part of the maze before the change in paths ? How was this different afterthe change in paths ?∙What feelings or behaviors helped your team to reach its goal ?∙How does this relate to work ?III. Managing Change 20 - 25 minutes The Change CurveWhat do we mean by change ? Who has an example of change ?Get examples or either personal or work related changes.What is happening in the retail industry in terms of change ?It seems like it’s happening at an increasing pace.。
咨询方法与工具资料库combpil【精品文档】
Combined Pilot ApproachPrepare1. DefineCases - Vital Business ProcessesIdentify those busines processes that cross functions which are most vital the success of the organization as well as those process which cross functions that may be a risk area.2. Group Cross Functional Business Scenarios into CasesReview all business scenarios tested in the Customer Impact and Production Pilots and identify those which are cross functional. Place each cross functional business scenario into the most appropriate Case.3. Review and Finalize Data Design Memos)Review each data design memo that will have an impact on the Execution of the Combined Pilot.4. Develop Case ScriptExecution5. ToolsTools are guides and helpful documents that will aid in the process of executing our business scenarios through Prism and developing Procedure Outlines.6. Execute Business Scenarios and Develop Draft Execution DocumentsAt this stage, we execute business scenarios through Prism to determine the correct sequence of steps. This step will be an iterative trial and error process and evolve with us getting to the best data design and the best path through Prism for each business scenario. At times, we will find that multiple business scenarios will be satisfied by the same path through Prism. The result of this step will be the Outputs listed below.Conclude/Outputs7. Data Design Affirmed/Create Data Design MemosPilot data will need to be finalized. Final versions of Data Design Memos must be placed in the directory mentioned above. Actual data (file printouts, reports, etc.) used to test business scenarios must be attached to the Procedure Scripts used to test business scenarios and placed into our working papers.8. Completed- Outline ProceduresA set of Procedure Outlines will evolve to completion that cover all business scenarios introduced into Prism. There will not necessarily be a one to one relationship between the incoming business scenarios and the procedure outlines we create. As mentioned in Step 6, multiple business scenarios may follow the same path through Prism, and, in turn, result in one encompassing Procedure Outline. An example of a Procedure Outline is currently being developed.9. EnhancementsInformation Systems team will publish.10. Interface DescriptionsInformation Systems team will publish.11. Implementation Plan - EstimatingTo be published.12. Implementation PlanTo be published.Business Scenario DocumentDefinition - A document listing of business scenarios for Modesto, King City and Puregar that account for events occurring within a process area.Place the Business Scenario documents in M:\PHASE1\(PROJECT TEAM)\BUSSCEN\(FILENAME). FILENAME will be as follows:Process Area 4 digit Business Process CodeExample OP 2010Operations # for Schedule PackagingFields on Document:Business Scenario # - This number is unique to the business scenario. The numbering convention is as follows:Process Area 4 digit Business Process Code Business Scenario #Example OP 2010 01Operations # for Schedule Packaging 1st Business Scenario of 10M/K/B/P - This field indicates whether a business scenario is applicable for Modesto, King City,Both(Modesto and King City), and/or Puregar.Description - A textual description of the business scenario.Tested - Columns are listed for Modesto(M), King City(K), Both(Modesto and King City), and Puregar(P) to reference a successful test.Procedure Outline - This is the number of the Procedure Outline(s) used to execute the business scenario through Prism.。
咨询方法与工具资料库reporter【精品文档】
Consolidation and Reporting
1. Support for consolidation reporting Ability to include eliminations to get to consolidated numbers.
Data Selection
1=Full Support, 2=Partial Support, 3=No Support, 4=Willing to Modify
1. 2. 3. 4. 5. 6.
Ability to use templates for reports Different Companies, divisions, etc. share same report Must support multi-currencies Must support period comparisons Must support actual/budget/statistical reporting Data selection by user defined criteria
Library of templates for standard financials should be included. Must support translation of all reports to home currency.
Date, Company, even reference field.
Bell Sygma Inc. Proprietary & Confidential
Software Selection
Page: 1/3
Байду номын сангаас
REPORT WRITER REQUIREMENTS OVERALL REQUIREMENTS
咨询方法与工具资料库training1【精品文档】
BELL SYGMA INC. : SOFTW ARE SELECTION 1995Saturday, May 12, 2018TRAININGTRAINING (2)Delivery and Content (2)Documentation (2)Knowledge Transfer (2)Response Time (2)TRAININGTRAININGDelivery and ContentPlease provide a training plan proposal based on available training courses. Please include:∙Agenda, course description, length∙Eligible attendees/prerequisites∙Class LocationPlease detail the following:∙Opportunity in training course to have “hands-on” experience as opposed to lecture only.∙Classroom equipment so that the application real-time environment may be achieved in a classroom setting.∙Different classes address the needs of different audiences, such as, application programmers, operations personnel, systems analysts and end users.∙Certified Installer Program, curriculum, time-line to completion and schedule of offerings.DocumentationVendor must provide training and procedural manual with each module.Step-by-step instructions must be provided to facilitate the implementation of specific system features.Knowledge TransferVendor must deliver and execute a training plan to ensure that necessary and sufficient training is provided to Bell Sygma personnel to support the ongoing use, maintenance, enhancement and upgrades of the delivered system. This training plan must be based on and delivered with a strategy that identifies the most cost effective approach for Bell Sygma to obtain/provide ongoing user training, for example training may be provided using a “train the trainers” approach.Response TimeThe vendor is to provide service and support with a two hour response time. The vendor must provide problem escalation procedures for the resolution of outstanding software problems.©TRAINING。
咨询方法与工具资料库CMPACK【精品文档】
Contents☐Communicate Project X vision and benefits☐Prepare employees for Project X implementation☐Clarify and carry-out Project X specific HR policies☐Establish two-way communication channel to solicit feedback and monitor progress and learning☐Set-up training room☐Identify and schedule participants for prerequisite courses☐Identify and schedule participants for Project X process and systems training☐Conduct training☐Provide post-training supportCommunicate Project X vision and benefitsPurpose: Before your Unit begins to work on Project X, employees need to understandthe “big picture.” By communicating the vision and benefits of Project X, youare creating a foundation for employee commitment. Think of sharing thevision and benefits in a way that can be reiterated throughout implementation.This process will help employees understand why The Company has chosenthis direction and will inform them about how they can contribute to itssuccess. Ultimately, employees should know that they are part of the processand have ownership in it.Timeframe: Start date: Six months prior to conversionEnd date: On-goingNote: Time will need to be invested in identifying how different audienceswill be affected (Finances staff, managers, HR and other employees), anddeciding what messages need to be sent to them, how those messages will bedelivered (i.e. presentations, focus groups, e-mails and/or memos), and howoften they should be presented. Be sure to include face-to-face meetings withemployees to provide a direct and critical line of communication and feedbackthroughout the process.Responsibility: Manager(s) and Human Resource Representative(s)Communicating with the X team: There are several key meetings that should occur between the Operating Unit and Project X. The first is the roadshow where the Unit’s managers will learn about the project. The Unit should also follow up with the Project X team about how the information is being distributed and received throughout the Unit. This communication provides two benefits. First, the Project X team can provide the Unit’s managers with any additional information that they need about the project. Second, issues and/or concerns that the Operating Unit has about implementation or the project can be surfaced and addressed.Activities: From the Project X materials and road shows, you can gather information to help you communicate the following to employees:∙Review the need for Project X, and why it was started.Reference: To help you organize and manage communications, you maywant to use the communication plan in Appendix A.∙Explain how Project X will affect particular individuals, groups anddepartments.Tip: You may want to contact an Operating Unit that has already beenthrough the process to help determine how your Unit will be affected bythe project.∙Review role of SSC and individuals at Operating Unit.。
咨询方法与工具资料库DOCCONP2【精品文档】
1. Purpose
The purpose of this procedure is to control the establishment, review, authorization, revision, issuance and removal of quality system documents.
3. Forms which are used as part of the quality system are included in document control. Forms will identify the name of the form, a form number ( Form XYZ.1) and a revision level (i.e. Rev 10/94). The copying of forms is allowed, and the existing stock can be used before the new version of the form is to be used.
2. Scope
This procedure is mandatory for all empຫໍສະໝຸດ oyees of Company X.
3. Value Added to Customer
咨询方法与工具资料库consist1【精品文档】
MDIS Chess Chess
InteliSoft Accounting Vision/32 Developed in C++ uses Btrieve databaseOS/2 or Windows
MCBA, Inc. MCBA Written in COBOL (will not run on a 4GL)
Sara Lee Knit Products CASA NUEVA Review Considerations
BUSINESS REQUIREMENTS
FourGen Software, Inc FourGen Enterprise Financials 100 % success rate for Enterprise implementations Client base includes KFC, Motorola, Fujitsuhas Mexican installations Systems Union, Inc. SunAccount Ledger Accounting JBA International Business 400 Platinum Software Platinum Series System Software Associates, Inc BPCS PSG - Progressive Solutions Group Titan One of the smaller suppliers in terms of install base and revenues Only 40 international installs, 10 in apparel
Developed in Informix 4GL Server UNIX; Client MS Windows "Modifiable-by-Design" architecture facilitates custom tailoring
咨询方法与工具资料库OLI_KMAT【精品文档】
Two New Knowledge Workshops/Tools to be PilotedWe would like to announce the launch of two Knowledge Management/ Organizational Learning tools -- the Knowledge Management Assessment Tool TM (KMAT TM) and the Organizational Learning Inventory (OLI) -- and their associated two day workshops. The workshops focus on extending the understanding of knowledge management practices and organizational learning capabilities that is started with the tools. They are being piloted during the next three months..The KMAT was originally developed by the Global Best Practices team as an external benchmarking diagnostic tool. The survey allows participants to rate their performance on twenty-four emerging knowledge management practices, as well as determine the importance of these practices to their organization. The benchmark group database consists of both companies and discrete units such as divisions, departments, or other “culturally bounded” entities. The KMAT survey and its related benchmarking software can be found on the current release of the GBP Knowledge Base (version 8.0) under process 15.7 - Knowledge Management. Since the first use of the KMAT tool in September at the Knowledge Imperative Symposium, many companies have expressed interest in using the tool to compare responses within their organizations rather than with those of the benchmark group. A workshop addressing these needs will soon be completed and piloted. The KMAT Workshop will allow companies to take action on knowledge management issues by creating one-time customized benchmarking results for small organizational groups. Following the pilot period the existing KMAT software will be adapted for use within (rather than across) organizations. For individuals interested in using the KMAT, you can order both the original KMAT questionnaires to compare your client to the benchmark group (order # 96-1045E) and the new "Internal KMAT” questionnaires for workshop use (order # 96-1045I) by contacting the Chicago Distribution Center at 312/507-3925. (See Appendix I for additional discussion on the KMAT.)In January, a group of twenty-five Business Consulting Partners and Managers were certified by representatives of the GKA Incorporated and the M.I.T. Organizational Learning Center to conduct the Assessing Organizational Learning Capability program. The program consists of conceptual inputs, team completion of a specialized assessment tool known as The Organizational Learning Inventory (OLI), and the development of an action plan for increasing the unit’s learning capability. It is conceived as a step in enhancing a unit’s approach to learning and for suggesting strategic choices for enhancing or changing this approach. Similar to the KMAT TM, the inventory is designed for use by groups of people who work together. The Inventory consists of two parts: Part I looks at the values and practices that determine an organization’s learning style; Part II looks at the structures and processes that influence the ease with which learning occurs and the amount of learning that take place within the unit. (See Appendix II for additional discussion on the DOLC program)Both workshops and tools are designed to engage an organizational unit in a dialogue around the areas of learning and knowledge management. Both workshops and tools offer insights into how the organization functions and provide data for our assisting the unit in the change process. Each of the workshops will be piloted over the next few months. For more information on the OLI Workshop, contact Rian M. Gorey (Atlanta) or David R. Dobat (Dallas)in the Competency Center . For more information on the KMAT TM workshop, contact Rian M. Gorey (Atlanta) in the Competency Center or Wendi R. Bukowitz/Ruth L. Williams in Global Best Practices (Chicago).Appendix I - The KMAT WorkshopsCreating the Internal KMATThe Knowledge Management Assessment Tool TM (KMAT TM) was originally conceived as an external benchmarking diagnostic tool. The benchmark group database consists of both companies and discrete units such as divisions, departments, or other “culturally bounded” entities. For example, the Business Consulting Practice of Arthur Andersen (AA) as well as the United Kingdom’s AA Office Practice are both valid entries into the benchma rk group database.This database of distinct entities permits benchmarking of the twenty-four emerging knowledge practices across a wide range of organizational types. Segmentation of the database is also possible, with groups such as “revenues under $300 million,” “fewer than 2,500 employees” and “manufacturing” among the segment types that can be examined.The Benchmark Results Report that participants receive allows them to see how they compare either to all KMAT participants or to a defined subgroup of organizations (culturally-bounded entities) on the twenty-four emerging knowledge management practices. They can draw a “picture” of the “state of the benchmark group” with respect to knowledge management practices and determine whether they are leading, trailing, or tracking the benchmark group.However, a company would not be able to take action based on the Benchmark Results Report alone. Additional research would need to take place to determine what organizations that give themselves high performance ratings are actually doing to implement the knowledge management practices and then to determine how valid those approaches might be to any specific organization. Some of the qualitative information that has been captured in the benchmark group database will help us to probe further in these areas, but even that will not be sufficient to lead to action.In addition, some organizations may believe they are not ready to join a benchmark group on knowledge management. Or, they may feel that no one person can speak for the group as a whole. Nevertheless, they may consider the issues that surface from reading and answering the KMAT questions to be critical ones that merit internal discussion prior to taking action.Helping Organizations Take ActionTo help companies move closer to taking action, we have adapted the Externa l KMAT for use with small groups that are only interested in one another's responses and views rather than those of the benchmark group as a whole. This involves creating a one-time customized benchmark group using the Internal KMAT (currently only Internal KMAT questionnaires are available; software will be developed during the first half of 1996). Following is a description and methodology for building a workshop around the KMAT results in which knowledge management practices are explored in some depth.。
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Activity-Based Management:Arthur Andersen’s Lessons from the ABM BattlefieldIntroduction/PrefaceIf you let the enemy focus on the almighty dollar, and you concentrate on time, quality, dollars, pesos, deutsch marks, yen, pounds, francs, etc. who will win the war? Competition is not about making short-term profits, it is about being faster, providing better service, providing high quality products and services, and avoiding costs, and doing all of these in any country.Activity-based management (ABM) is a useful weapon in this war. ABM should be used to determine not only accurate costs of products and services, but also, accurate costs of alternative actions. For example, these actions can include rearranging equipment to produce faster (time based competition), purchasing more costly but higher quality materials to reduce lost sales due to customer goodwill (total quality management), or comparing alternative ways of reengineering a process (business process re-engineering).U.S. organizations have pioneered the development and implementation of ABM. This may be because U.S. managers realized the potential of ABM first or it may be because U.S. organizations are so diverse (in terms of products, services, and people) that they needed ABM more.The pitfalls of ABM, how to overcome those pitfalls, ABM reporting issues, and the diversity of ABM implementations are covered in more depth in this book than in any other publication. This book will help you decide whether or not to implement ABM more effectively, to avoid and minimize the pitfalls of ABM, and help you to use ABM in support of Just-In-Time, time based competitions, total quality management, business process re-engineering, etc.This book is divided into three sections: Section 1 - Pitfalls and How to Overcome Them; Section 2 - Business Implementations of ABM; and Section 3 - Reporting Issues: Asking the Right Questions and Getting the Right Answers. Section 1 includes three articles on lessons from the battlefield by R. Steven Player and David E. Keys. These articles discuss pitfalls encountered (and how to avoid or minimize them) in getting off to the right start, developing the pilot, and going from pilot to mainstream.Section 2 includes 12 cases where ABM has been successfully implemented. These cases have been written by the consultants and client managers who were responsible for the ABM implementations. These implementations are very diverse. The cases involve more than 12 different industries and ABM implementations because some cases involve autonomous subunits of one organization. The cases include manufacturing and service examples, supplier and customer profitability analysis, strategic product and operational costing, ABM integrated with benchmarking, target costing, activity-based budgeting, time based competitions, total quality management, and business process re-engineering.These cases are all successful (the clients are still using and expanding ABM) implementations of ABM. The people in these cases were able to effectively deal with ABM pitfalls. For each of these successful implementations, there are many more where ABM has failed. The reason for these failures is the pitfalls discussed in this book.Section 3 covers advanced topics. It includes a chapter on ABM reporting issues written by Cathie Wier and Billie Gayle Lewis. A subtitle for this article could be “Applying Total Quality Management Principles to ABM Reports.” It also discusses target costing at Caterpillar in a chapter by John Dutton.We hope this book will help you gain a competitive advantage on the battlefield. DescriptionActivity-Based Management: Arthur Andersen’s Lessons from the ABM Battlefield provides clear insight into the revolution in cost management by moving from the development stage to the actual implementation of client engagements. Fortune 500 and growth companies are using ABM with varying results, and it is clear that the successful application of ABM demands certain tools and techniques. Steve Player and David Keys identify 30 lessons to be learned when implementing ABM and focus of three crucial areas: getting off to the right start, developing the pilot, and moving from pilot to mainstream.To provide a front-line perspective, members from Arthur Andersen discuss actual implementations experiences from manufacturing, consumer, distribution, service, and telecommunications. Some topics include:∙Using ABM to Increase Revenue∙Supporting Re-engineering and Reorganization∙Financial Resource Centers and Pricing Services∙Customer Profitability∙Storyboarding and Linkages to TQM∙Performance Measures∙Target CostingThis book will help you successfully implement Activity-Based Management and avoid becoming one of the causalities.Case Studies1. Hewlett-Packard Knows What It Takes -- And What It CostsDistribution: Steve Player, Cathie Wier, Craig Collins2. An ABM Performance Measurement System at Hoffmann-La RochePharmaceutical: Robert Cummiskey, Dana Glorie3. Target Costing at CaterpillarManufacturing: John Dutton4. Storyboarding ABC and ABM Systems at Johnson & Johnson MedicalManufacturing: Mark Moelling5. Reengineering and Determining Value at PennzoilOil & Gas: Craig Collins, Angela Minas6. Strategic ABC and Operational ABM at CurrentPrinting: Robert Thames7. A Rollout ABM Strategy for Performance Measurement, ContinuousImprovement, and Scenario Playing at The Marmon GroupManufacturing & Service: John Vale8. Process Analysis, Customer Profitability, and Manufacturing Flexibility atBliss & Laughlin SteelSteel: Charles Marx9. TTI Uses ABC to Increase RevenueDistribution: Steve Player, Michael Kramer10. Chargeouts, Activity-Based Budgeting, and Cost of Quality at AmericanExpressService: David Aldea, David Bullinger11. Delta Develops an Integrated Cost Management System in a Deregulated。