安达信咨询方法与工具资料库XPLUS
安达信咨询方法与工具资料库TRANACT
Med. Record Lookup
Total Req Records
Pharmacy
Total Req Records
Employer Profile
Total Req Records
Employer Lookup
Total Req Records
Center Status
body_part retrieve: body_part insert: body_part update: body_part delete:
case retrieve: case insert: case update: case delete:
center retrieve: center insert: center update: center delete:
Total Req Records
Patient Checkout
Total Req Records
Charge Entry
Total Req Records
Med. Record Maintenance
Total Req Records
Med. Record Lookup
Total Req Records
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120
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guarantor delete:
hsm retrieve: hsm insert: hsm update: hsm delete:
hsm_clinic retrieve: hsm_clinic insert: hsm_clinic update: hsm_clinic delete:
安达信咨询方法与工具资料库CPWORK
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Sheet1
Org aniz atio n char - ts
Syst ems doc ume ntati - on Pro duct liter atur -e Rep orts from prev ious wor k, eith er by inter nal or exte rnal con sult - ants Bro chur - es Audi t tea m blue bac ks (if an audi t clie - nt)
b. ysis
Page 3
Sheet1
Con duct oneonone inter view s with key stak ehol ders to und erst and their curr ent visio n of the futur 2 e.
Und erst and the exte nt to whic h the visio n is shar ed amo ng pote ntial key stak ehol ders 3.
Time to Completion
Co
ns
Met hod olog y Deli vera bles : No Deli vera bles .
Pha se Na me: Ass ess Syst emi c Nee ds
Pha seΒιβλιοθήκη Deli vera bles : Co mpl eted Que stio n Pyr ami d CP 1 Deli vera ble List
Tas ks:
Sheet1
Page 2
Sheet1
安达信咨询方法与工具资料库POSETUP
Ship Terms (PO02.1)This screen is used to define where UUNET legally take possession of the goods shipped. The description will print on the PO, although they can be overridden.PO Vendor (PO10.1)This information will be completed by the Purchasing Department once the system is in production. The PO Vendor defines the following additional information for the Purchasing department about the vendor, not contained in the AP Vendor Master file:∙Fax Number∙EDI Number∙Default Buyer ∙Freight Terms ∙Ship Terms∙Ship Via∙Lead Time Days ∙Normal Delivery Day∙Open Purchase Limit∙Max Order Amount∙Undershipment Cancel Percentage ∙Overshipment Percentage∙Unit Cost Variance PercentageComment Codes (PO12.1)Codes can be created for comments that are used repetitively on PO’s. UUNET should create a single Comment Codes for Comments that will print on all POs.精品文档，值得拥有Vendor Item/Quote (PO14.1)TBD. Will be created as needed after going live.Use this screen to define quotes setup with your vendors. These will be used by purchase orders created from anything other than a standard order. Quantity discounts can be defined for up to five levels.UUNET can use this feature in conjunction with Blanket POs to accumulate units purchased across multiple POs. This will give them more flexibility in setting up contracts in the system.Standard Orders (PO25.1)TBD. Will be created as needed after going live.Standard Orders can be created to increase purchasing efficiency and control. Three types of standard orders can be created: Blanket, Standing, and SkeletonAdditional FunctionalityLawson provides the following functionality with its software. UUNET does not have a direct need for it today, but may find it useful.∙Vendor Purchase From∙Vendor Item – alternate part numbers (only prints on PO)∙Header Level User Fields∙Detail Level User Fields。
安达信咨询方法与工具资料库add_rqm
SELECTION TEAM MEMBER
R es p o n se
D
V
A
I
T
S
AO
I
WR
B
BOA
I
ARCQ L
AKLA I
N S E DY T
Ability to produce comparative budget reports on a monthly,
budget.
Bill Boecke
11
1
Ability to upload/download budget information to/from Microsoft
Excel and Access.
Bill Boecke
11
1
Ability to consolidate budget information from numerous entities
statements into U.S. $ based in compliance with the FASB 52
guidelines.
Bill Boecke
24
4
Ability to efficiently consolidate all foreign and domestic LTX
entities on a monthly basis (budgets, forecasts and actuals)
criteria such as business unit, geography, product line,
function/subfunction and department.
安达信咨询方法与工具资料库OVERPLAN
Sheet1
Page 2
If the project involves any significa nt market research , process redesign , impleme ntation and or cultural change the total elapsed time is more likely to be 618month s
Week 1
* *
Page 7
Sheet1
C u st o m er S er vi c e O p er at io n s
Design and implement service concepts, operating and delivery processes, and infrastructure BOTTOM UP ?Assess gap between customer needs and service offer ?Assess current processes, technology, behaviors and structures ACTION PLANNING ?Prioritize Initiatives - develop transition plans ?Implement Quick Wins TOP DOWN ?See re-engineering methodology ?Design and implement core processes and technology ?Design and implement employee behaviors, roles, groupings and structures ?Design and implement performance measures
安达信咨询方法与工具资料库QMWORK
Sheet1
Page 10
C on du ct th e Q ua lit y Le ad er S es si on to en su re ev er yo ne ha s a si mi lar st 2 ar
Sheet1
Page 11
A s pa rt of th e Q ua lit y Le ad er S es si on , co nd uc t an int ell ec tu all y ho ne 3 st
St ep D eli ve ra bl es : N o D eli ve ra bl es .
T as ks
Sheet1
Page 16
R ev ie w th e C us to mi zi ng Cl ie nt Tr ai ni ng to ol as w ell as ea ch of th e su gg 1 es
Sheet1
Page 5
M ee t wi th st ee rin g co m mi tte e m e m be rs to ex pl ai n th eir re sp on si bil iti 3 es
Sheet1
Page 6
S pe nd ti m e an d eff or t in di sc us si on s wi th th e st ee rin g co m mi tte e to 4m
St ep D eli ve ra bl es : N o D eli ve ra bl es .
T as ks
Sheet1 Page 9
S ch ed ul e a ti m e to m ee t wi th le ad er sh ip (t hi s m ay be th e st ee rin g 1 co
安达信咨询方法与工具资料库CORECOMP
DIALOG(R)File 15:ABI/INFORM(R)(c) 1996 UMI. All rts. reserv.00933020 95-82412How to identify and enhance core competenciesSimpson, DanPlanning Review v22n6 PP: 24-26 Nov/Dec 1994 ISSN: 0094-064XJRNL CODE: PLRAVAILABILITY: Fulltext online. Photocopy available from ABI/INFORM 11084.00 Article Ref. No.: B-PLR-44-5WORD COUNT: 2226TEXT: The following exchange of opinions at The Planning Forum's International Strategic Management Conference was condensed from the "Dilemmas of Planning" session, chaired by Dan Simpson, Director of Strategy and Planning, The Clorox Company. The panelists were: Paula Cholmondeley, Vice President, Business Development and Global Sourcing, Owens Corning Fiberglas; Jean-Yves Gueguen, Vice President, Corporate Planning and Development, American Express; Brian Marsh, Head of Planning Consultancy, Shell International Petroleum (London); Pete Schavoi, IBM Director of Strategy (retired), The IBM Corporation; and Gordon Shaw, Executive Director, Planning and International, 3M. The opinions expressedare the personal ones of panelists. Part I appeared in theSeptember/October issue.DAN SIMPSON, Moderator (Clorox): Core competencies is an issue that seems to make a lot of conceptual sense. But true core competencies are hard todefine precisely and are often discovered retrospectively. That is, as you experiment, you define your competencies by simply describing your successes and failures. The lessons are often costly.Core competencies are exaggerated by some managers and underestimated by others. Some think everything they do is a core competency. This is especially true at successful companies, which get kind of cocky. Whatever department you talk to, the head of that department will say, "My area is acore competency of the corporation."Other companies really don't understand what particular competencies make them successful in a marketplace. The reason is that competencies are sometimes so ingrained they're unapparent. They might be brand equities built up over time or a network of relationships--the infrastructure insidethe company and the relationships built with customers and suppliers. Those kinds of competencies tend to be poorly understood.Any advice, any counsel on how you identify true core competencies and how you leverage them?BRIAN MARSH (Shell): The core competency concept makes sense in one's gut. Businesses large and small succeed only if they have the ability to meet customers' needs at a profit. Core competencies have something to do withthis ability.The way I define core competencies is that they're those few things thatyou do together with the customer that create value. You and the customer together create value by exercising your core competencies. By value, Imean you're able to deliver an offering at a price or a cost that gives youa margin over and above what your competitors get. And it's that marginthat you're able to reinvest and feed back into your business to sustainthe things that produce this value. It's this holistic feedback loop, adynamic arrangement, a dynamic system that ensures your organization's survival and growth. I believe that if you want an organization to surviveand grow you need to identify these core competencies.I also believe that you need to identify what for you is a unique set ofcore competencies. Not that they're individually unique, but that you've somehow or other acquired a set that is unique. Because it's that very uniqueness that enables you to create a margin greater your competitors'.If you don't create that margin, if you're not able to acquire the incremental return to reinvest in the business, your competencies willsuffer in three ways. The three "E's" to avoid are:* Erosion. Your competencies actually erode over time, depreciate in value,and become less able to deliver value.* Emulation. The competition sees what you do and through emulation eliminates the competitive advantage that you had.* Emigration. The environment changes, customers change, customers move onto other services or become interested in other new products, or have other desires they wish to fulfill. So you find yourself investing in competencies that no longer yield value. Peter Drucker describes this as "investing in yesterday's breadwinners."If you want to enhance your core competencies you have to start thinkinglike your customers. Also, you have to start putting yourself in your competitors' shoes. The best way of trying to think like the customer isactually going to talk to them. Too many managers think that core competency is inside the company, that there's some internal analysis thatyou have to do deep inside your core.In fact, I think, the prime thing that you need to do is get out there andask your customers why indeed they are customers of yours. What is it aboutyou that they actually find attractive? It might be because you're justnext door. It might be because you produce a better product. It might be because your whole offering--the augmented product--is something they find attractive. It might be because the government just doesn't allow anybodyelse to compete with you in your marketplace. There must be something thatthe customer actually likes about you, and it's a jolly good idea to findout just what that is.To learn to think like our competitors, we sometimes invite the chief executive in a team workshop to play a little game: "You've just woken up,and surprise, you've lost your job. But now you're the chief executive ofyour most feared competitor. Knowing what you know about your company, what would you do to hit it hard? Where would you strike to beat the company you worked for yesterday?" That kind of discussion unearths the areas whereyou're likely to be emulated.So core competencies should be identified in terms of what customers likeabout you and what your competitors see as vulnerabilities. And since these definitions clarify the dynamics of the system that creates the value,understanding core competence is essential to the survival and growth ofyour business.PETE SCHAVOIR (IBM): IBM got into the core competencies game courtesy of Gary Hamel. His Harvard Business Review article made a big impression at IBM, and I asked him to come lead a seminar for our top management. We spent three hours of intense, fascinating discussion during which Gary managed to poke his finger in almost everybody's eye. But they agreed thathe had an important message, and we should look at our core competencies, strengthen the critical ones, and cover ourselves in the areas where wewere weak.Each operating unit was asked to identify their core competencies. Someunits paid lip service to the concept, claiming that everything they didwas a core competence. But the units that did a good job then used their findings as a lever to change the culture within their organization.Our technology division, now called the IBM Microelectronics Division, was probably the best. In the course of their work they identified procurementor purchase of semiconductors as a core competence. This is a semiconductor manufacturing division that was captive to the needs of IBM at that time.As a result of that finding they totally reorganized themselves, trying to strengthen that core competence. Recently, IBM concluded that it needs to centralize procurement for efficiency, and because of this previous work,the nucleus of a core competence was in place.Several lessons can be drawn from this experience. Requirements for success are: Senior management and operational leadership; the willingness of operating people to work hard on a set of issues; some good facilitation;and a willingness to extend core competencies across boundaries and intoother parts of the business.JEAN-YVES GUEGUEN (American Express): One issue that doesn't get much attention is, "What are we using competencies for?" At Amex, we're finding competencies analysis helpful during our major reengineering of our business. We're trying to cut a lot of excess cost out of our businesssystems. One of the dangers, obviously, is to mistakenly cut into themuscle tissue as opposed to just cutting the fat.I think it's extremely useful to know what your core competencies are, totry to stay away from cutting into your major sources of competitive advantage. Any company that is doing a very extensive reengineering exercise probably could derive some benefit from analyzing its competencies.We use competencies analysis to help rank our initiatives. In other words,core competencies can serve as a useful guide for identifying new business opportunities in which we have a realistic chance to be successful.Gary Hamel makes a vital connection between strategic intent and core competencies. What competencies are missing today that we'll need to beable to develop to achieve our strategic intent? Hamel stresses that yesterday's core competencies are not the same as the ones that will allowyou to realize your strategic intent.GORDON SHAW (3M): Because we at 3M are driven so much by technology, we try to classify technologies as either core technologies, or enablingtechnologies. The core technologies tend to be ones that provide unique properties that are of real interest to the customer That's where we put alot of investment.For a disk drive, for example, the bearing technology and the spindlesmight each be a core competency. For the disk media, the core competencycould be in the particles themselves, and the enabling technology could bethe resins or the coating system that holds it all together. So we try tokeep current on which competencies are the ones that we should continue toinvest in, that are really uniquely our own. Those technologies that we canobtain from outside of the company we consider enabling competencies. SIMPSON: Gordon, are the core competencies at 3M mostly technology based? SHAW: 3M is strongly technically driven in so many of our businesses that technology is the area where we put most of our emphasis. That's where the competency identification has been made most clearly. I think we could perhaps do a little better job of looking for core competencies in areasoutside of technology.PAULA CHOLMONDELEY (Owens-Corning): We had an experience similar to 3M's. We also talked to Gary Hamel and consultants at the Boston Consulting Group, and asked them to help us identify our core competencies. But afterhaving them work with our senior management, leading them through some group exercises, we really had a mess on our hands. We could not internallydefine what was core as opposed to non-core, and what was a competency as opposed to some process or offering "we just did well."So the conclusion we came to was that, because we are a technology-driven company, instead of having core competencies we had core technologies. The technology competencies that we could identify as core cut across the company. They would provide guidance about which new businesses to get into and which new businesses not to get into. Core technologies have a distinctive capability that a competitor can't copy.But when we attempted to look at core competencies from a marketing perspective, it was more difficult. We have a very strong brand for ourFiberglas insulation--the Pink Panther. Is this cartoon character a core competency? Is maintaining him a core competency? We decided that, no,that's just something we do really well. We have super marketing people,but our core competency is fiberizing glass. I think the answer to the question, "What are your core competencies," really depends on knowing thetype of company you are. That knowledge gives you guidance and points youin the directions you ought to explore.MARSH: I can give you a context for seeing the Pink Panther as a core competency. Core competencies come in four boxes:* One box is labeled "brand reputation," and your Pink Panther is in it. Ifthe brand reputation is something the customer admires and associates with benefits, and the customer is prepared to pay more for that product, thenit's a core competence. So I don't see why your Pink Panther can't be acore competence. It has unique value that the customer is prepared to payfor. Coca-Cola protects its brand name by vigorously fighting offlook-alikes. Not long ago a minor impurity discovered in some shipments ofPerrier caused sales of its mineral water to plummet. Nevertheless, it managed to recover a considerable amount of market share because of its brand equity. So I think reputation is core.* The second box in the set of core competencies is labeled "sunk assets."If you've invested a lot of time, or sunk money in real estate or in hardware that gives you a competitive advantage that you can use in the marketplace, and that fights the competition and achieves higher margins, then those assets are a core competence as well.* The third box is labeled "embedded knowledge." I think this category is avery powerful but highly misunderstood feature of any organization. Deeply embedded knowledge is revealed by the idea that, "We just know how to run a business, and we just happen to be good at what we do." It defies definition. If it were easy to define, it would be easy to emulate andyou'd lose the competitive advantage. Embedded knowledge means, "We know the people, and we know how the system works."* The fourth box incorporates legal/regulatory advantages. If you're in theoil business, you're in a powerful position if you have the rights to prospect in large chunks of Alaska, as British Petroleum discovered. If youhave a monopoly position, it's worth a lot of money on the bottom line. Nobody wants a level playing field, everybody wants the playing fieldtilted their way, and if you've got it tilted your way, hang on to it.That's a major source of competitive advantage.THIS IS THE FULL-TEXT. Copyright The Planning Forum 1994。
安达信咨询方法与工具资料库PLANNING
1.4
CREAR EL PLAN DE PROYECTO.
1 Crear el Plan de Trabajo del Proyecto. 2 Asignar fechas de realizaci髇 de las tareas. 3 Asignar responsables a las tareas.
4 Preparar los datos. 5 Preparar la documentaci髇 para los usuarios. 6 Mostrar el prototipo a usuarios y direcci髇. 7 Revisar la lista de puntos de calidad de la fase de Dise駉
FASE 2: DISE袿 DETALLADO Y PARAMETRIZACI覰
SD DISE袿 DETALLADO SD Dise馻r modelo de organizaci髇 Determinar datos b醩icos Dise馻r modelo de procedimientos Identificar procesos recurrentes Implementar interfases Configurar formularios Configurar reporting Determinar autorizaciones
安达信咨询方法与工具资料库ILVER
Item Processing
Investments
SILVERLAKE N
FINSER 1987
Safe Deposit SILVERLAKE
N
MEMO POST Y AS/400 BASED
N/A RPG400
Stockholder Accounting
SILVERLAKE 1987
N
IPS 1987
Y
Fixed Assets
General Ledger
SILVERLAKE N
1987
MEMO POST Y AS/400 BASED
Additional Comments:
1627738039.xls, SILVER
2020/11/12, 1:15
Service Bureau/In-house System Survey
Appendix A
Arthur Andersen
Name of Package? How old is the Program? Third Party ( Y/N/Partly)
Asset Liability Management
Customer Profitability
Product Profitability
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or financial application levels. The funds realized from loan payments transfer dollar activity to/from any included in the customer's periodic
first version of the CIF was written in and later automatically disburse the other account on any schedule: to statement. There is no limit as to the
Sybase SQL on the Server. PowerBuilder at the PC level
None
Arthur Andersen
CD's
Pulse 5.1 1990 N N/A N/A Y N Y Y Y
Sybase SQL on the Server. PowerBuilder at the PC level
with all our financial applications.
as Escrow or Insurance Agent share a fully functional Transfer and into the relational database and as
There is no redundant data at the CIF Accounts and automatically receive Sweep Application. Any account can such any/all customer Cd's may be
Programming Language? Any third party programs used to enhance the product?
Pulse 5.1 1990 N N/A N/A Y N Y Y Y
Sybase SQL on the Server. PowerBuilder at the PC level
IRA's
Pulse 5.1 1990 N N/A N/A Y N Y Y Y
Sybase SQL on the Server. PowerBuilder at the PC level
None
Appendix A
Commercial Lending
Pulse 5.1 1990 N N/A N/A Y N Y Y Y
None
Enhancement Plans? If yes, what are they?
None
EastPoint is currently finishing the development of an integrated module
that would deliver Banker Systems forms at the desktop for all new
1982. It has been modified, re-
funds appropriately.
include transactions for payments number of CD products that a bank
written and enhanced ever since.
Service Bureau/In-house System Survey
Product
Relational CIF
Name of Package? How old is the Program? Third Party ( Y/N/Partly)
If yes, Vendor Name If yes, Package Name Online/Real-time? (Y/N) Batch? (Y/N) PC Based? (Y/N) Windows Based? (Y/N) Uplink to Core? (Y/N)
If yes, Vendor Name If yes, Package Name Online/Real-time? (Y/N) Batch? (Y/N) PC Based? (Y/N) Windows Based? (Y/N) Uplink to Core? (Y/N)
Programming Language? Any third party programs used to enhance the product?
and movement of dividend activity. may design or offer its customers..
2992228811.xls, XPLUS
2020/9/28, 2:17
Service Bureau/In-house System Survey
Name of Package? How old is the Program? Third Party ( Y/N/Partly)
None
Appendix A
DDA's
Pulse 5.1 1990 N N/A N/A Y N Y Y Y
Sybase SQL on the Server. PowerBuilder at the PC level
None
Time/Savings/Now
Pulse 5.1 1990 N N/A N/A Y N Y Y Y
account and account maintenance activities. We shall deliver this functionality in the fourthments:
EastPoint's CIF is fully integrated Deposit accounts may be designated All Deposit and Loan Applications Our Cd Application is fully integrated