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KPMG全套内部培训教程7(英文PPT 13页)

KPMG全套内部培训教程7(英文PPT 13页)
Fight the temptation to dig in
Think some more Compose graphics first (represent visually)
Helps organize ideas
Obtain pre-formatted section template and style guide from Proposal Coordinator
Any Questions?
Carl Rosenblatt BDST Manager, Public Services Tyson’s Tower 703 747-6508
CONSULTING
Understand response format - verify if you are unsure If you have compliance concerns, talk to the Proposal Manager BEFORE you start writing
Questions can be posed to the client that clarify the requirement
Refer to OFS for guidance/themes When in doubt, ask Proposal Manager Again, don’t assume anything
CONSULTING
Proposal Writing
Preparing to Write
Think before you write
CONSULTING
Proposal Writing
Compliance Example
CONSULTING
Requirement:

毕马威审计方法和技巧探讨PPT课件

毕马威审计方法和技巧探讨PPT课件

第13页/共132页
审计抽样
• 样本的抽取没有绝对的标准，取决于 • 审计目标 • 总体规模 • 审计风险
审计风险=固有风险x控制风险x检查风险
• 设计与选择样本、评价抽样结果均需运用专业判断
第14页/共132页
外部审计的一般方法
常规交易 审计方法
以系统为基础
实质性
了解内部控制
了解内部控制
非常规交易 及会计估计
国有企业监事会的资源
• 国有企业监事会主席
• 专职监事 监事会派出范围：中央政府直接管 理的180家企业 监事会一般每年对企业定期检查1-2 次 根据实际情况不定期地对企业进行 专项检查
第21页/共132页
国有企业监事会的资源（续）
国有企业监事会是否可以象外部审 计那样投入所需的专业资源，以达 到其验证企业财务会计报告的真实 性、合法性的目的
实施财务信息总体分析的原则
• 高效率地利用国有企业监事会 现有资源
第39页/共132页
实施会计信息总体分析的方法
①
②
③
了解被检查
取得被检查 审阅会计报
单位对其经
单位的会计 表的组成结
待
营业绩持有
报表
构，锁定重
续
的期望
点项目
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实施会计信息总体分析的方法(续)
续上 页
④通过数量分析、 趋势分析、比例 分析等方法确定 重点项目中的异
⑤ 取得对被检 查单位的总 体感觉
常项目
▪ 未见重大异
常，基本可 以得出结论
▪ 存在重大异
常，有针对 性的进一步 作专项检查
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① 了解被检查单位对其经营业绩持有的期望

毕马威项目管理ppt

毕马威项目管理ppt

项目环境（6）
项目生命周期 项目定义 制定计划 计划实施 项目终止
定义
计划
实施
终止
项目开始
标准的项目生命周期
项目定义
项目环境
项目管理功能 项目定义 项目计划 项目控制
定义
•项目背景与目的 •明确项目利益相关人 •项目规则的制定和明确 •招募项目人员
•工作一览表 •责任矩阵 •沟通计划 •项目合约
利益相关人是项目成功的关键 每一位利益相关人都在项目的某些方面起重要作用并负具体责任
规则的制定和明确
项目规则是基础 一份好的项目规则能够影响我们的三个成功因素 目标一致 控制范围 领导支持
使每个人都能理解并认同项目规则的四个方法 发布项目书
发布项目一览表
设置责任矩阵
设立沟通计划
发布项目书 发布项目一览表 设置责任矩阵 设立沟通计划
工作一览表
规则的制定和明确
设置责任矩阵
列出项目主要活动 列出利益相关人 定义活动与利益相关人的关系 编制责任矩阵
发布项目书 发布项目一览表 设置责任矩阵 设立沟通计划
规则的制定和明确
制定沟通计划 沟通计划是指在恰当的时候给相关人员以恰当的信息
项目计划
在项目管理中最大的挑战在于项目计划的制定 ——项目计划有助于项目的组织管理
制定计划的工具
风险管理 工作明细结构图（WBS）
现实的进度表
动态的精确估算 项目平衡
现实的进度表
计划概要 编制项目说明 开发风险 编制工作分类结构 任务序列 工作量估算 计算初步进度表 资源分配 预算制定
项目规则
计划
范围和交付成果

KPMG全套内部培训教程PPT模板 (4)

KPMG全套内部培训教程PPT模板 (4)

Proposal Writing
Proposal Tone
CONSULTING
Begin sentences with the client’s concern Show understanding and empathy of that concern
- prove that you know the client (names, sites, systems)
for these improved processes.”
Improper Example:
“KPMG is the global leader in every meaningful and quantifiable way.” (!)
Proposal Writing
Proposal Tense
Tailor the material to the client and the RFP
Commonly reused material - qualifications, client profiles, resumes, statistics, capabilities,
graphics
Always dangerous to reuse technical
Respond to that concern Be direct, confident and assertive, but not arrogant Guard against too many paragraphs beginning: “KPMG understands...” or “KPMG recognizes...” Substantiate claims with statistics and examples Superlatives are generally bad (can’t be

四大会计师事务所介绍PPT课件

四大会计师事务所介绍PPT课件
主要国际客户：埃克森、IBM、日本电报电话公司、强 生公司、美国电报电话公司、英国电信、戴尔电脑、 福特汽车、雪佛莱、康柏电脑和诺基亚等。
主要中国客户：中国建设银行、中国银行、中国石油、 中钢集团、中国铝业、中煤集团、中国联通、中国国 家开发银行、华能国际、大唐电力、 Chevron、民生 银行、中国人寿、东方资产管理公司、中国邮政、中 国交通建设集团、中国建筑、新浪网、网易、搜狐、 苏宁电器、东方航空、京东网上商城 等。
主要中国客户：中国移动、中国电信、中国石化、中 国南方航空公司、中信银行、东亚银行、汇丰控股有 限公司、恒生银行、招商银行、中国光大银行、恒基 地产等。
.
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德勤会计师事务所
德勤前身是1845年成立于英国伦敦的Deloitte会计公司 和1900年成立于美国纽约的Touche， Niven & Co.会计 公司。德勤全球2010财年的收入为266亿美元，超越普 华永道成为全球最大会计师行，在中国拥有员工8000多 人，总部位于美国纽约。
早在1917年，德勤已认识到中国的商机，在上海成立办 事处，成为首家在这个动感及繁荣的大城市开设分支机 构的外国会计师事务所。
.
13
德勤会计师事务所
1983年10月在北京设立了第一家常驻代表机构。， 现在在北京、重庆、大连、广州、杭州、香港、济 南、澳门、南京、上海、深圳、苏州、天津、武汉 和厦门共有15个分所。 。
人。 安永华明，收入19.6亿人民币，从业人员3569人。
.
4
普华永道会计师事务所
普华永道会计师事务所（英文： PricewaterhouseCoopers；简称：PwC）是世界上最 大的专业服务公司，主要服务领域包括审计、税务、 人力资源、交易、危机管理等。1998年，他的两个 前身——普华会计师事务所和永道会计师事务所在 伦敦合并成为了如今的普华永道。

KPMG全套内部培训教程1PPT模板

KPMG全套内部培训教程1PPT模板
Creating Effective Proposals
Writing an Effective Executive Summary
CONSULTING
General Rules
Begin Early Follow RFP Instructions Highly Thematic Clear, Expository Writing
Preparing and Writing III
CONSULTING
Work Through Each Section Flesh Out Ideas that will be Developed Use Selected Proposal Graphics Create Summary Graphics Use New Graphics/Text Sparingly
Create Text Adapt Proposal Text (minimize direct lifts) Write Introductions, Linkages, Closing PointsEditi来自g and Revisions
Ensure Good Draft for Red Team Review Seek BDM Review Seek Sr. Manager/Partner Review Don’t Skip Editor Fine Tune Continuously
CONSULTING
Preparing and Writing II
Build Outline Outline Each Page Major Headings, Ideas and Graphics Map Themes and Discriminators to Headings

毕马威全套培训教程课件

毕马威全套培训教程课件
Fight the temptation to dig in
Think some more Compose graphics first (represent visually)
Helps organize ideas
Obtain pre-formatted section template and style guide from Proposal Coordinator
CONSULTING
Proposal Writing
Writing RFP-Compliant Text
Write for ease of evaluation
Evaluator tends to look for RFP section number references, RFP wording Evaluator uses compliance checklists
Write response format according to RFP
Q/A format vs. standard format
Then discuss how we will accompliLTING
Proposal Writing
Refer to OFS for guidance/themes When in doubt, ask Proposal Manager Again, don’t assume anything
CONSULTING
Proposal Writing
Preparing to Write
Think before you write
9. Make your organization obvious
– follow the RFP titles; give evaluators every sign-post

KPMG全套内部培训教程4(英文PPT 14页)

KPMG全套内部培训教程4(英文PPT 14页)
Use two spaces:
– between numbers and title of section headings – after periods and colons
Use one space after commas and semicolons
Reference other sections of the proposal when appropriate, as such:
if we really do, we should explain how and why
Avoid the ambiguous “etc.” at the end of a series Use words for numbers less than 10 Use numbers when referring to time, money, distance, or percentage Avoid “i.e.” and “e.g.” - use “for example” Avoid “via” - use “through” or “using” Know difference between “its” and “it’s” “KPMG staff” is singular, “personnel” are plural; “datum” is singular, “data” are plural
CONSULTING
Proposal Writing
Tailor the material to the client and the RFP
Commonly reused material - qualifications, client profiles, resumes, statistics, capabilities,

KPMG全套内部培训教程4(英文PPT 14页)

KPMG全套内部培训教程4(英文PPT 14页)

Proposal Writing
Additional Language Guidelines
CONSULTING
Avoid using superlatives (“all, every, never”)
KPMG Legal also frowns on it
Use “exceeds the requirements” sparingly
Capitalize the first word of each bullet in the list
Introduce bullet list with a colon, then separate each bullet with either a semi-colon or nothing
Example of a consistent bullet list:
Staffing: names, skills, years of experience, org. charts Qualifications: statistics, dates, projects, numbers Work plan: tasks, hours, staff assigned Technical: diagrams, architectures, system designs Training: course structure, methodology RFP requirements compliance checklist
for these improved processes.”
Improper Example:
“KPMG is the global leader in every meaningful and quantifiable way.” (!)
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International”), a Swiss entity. All ows
Arrows - Circular
© 2018 KPMG Huazhen LLP, a People's Republic of China partnership and a member firm of the KPMG network of independent member firms affiliated wi th KPMG International Cooperative (“KPMG
Graphics Library
Latest update: 2018.06.27
Contents
Organizational chart Arrows Circular diagrams Process charts Timelines Mandala Project plan Fans Matrix Puzzle graphics Pyramid Text box Maps Icons Additional shapes Additional graphics Colour palette Contact us
156
and to avoid incorrect
usage or distortion of
165
the graphics, please
contact the Creative
176
Design team for
183
assistance.
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301
352
353
Organizational chart
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International”), a Swiss entity. All rights reserved.
Arrows - Circular
© 2018 KPMG Huazhen LLP, a People's Republic of China partnership and a member firm of the KPMG network of independent member firms affiliated wi th KPMG International Cooperative (“KPMG
4
International”), a Swiss entity. All rights reserved.
Organizational chart – Vertical
Name
Name
Name
A
B
D
E
1
2
3
© 2018 KPMG Huazhen LLP, a People's Republic of China partnership and a member firm of the KPMG network of independent member firms affiliated wi th KPMG International Cooperative (“KPMG
3
Important notice
7
All editable graphics in
this pack have been
45
carefully created by the
118
Creative Design team.
If you require changes
138
to any of the content,
9
International”), a Swiss entity. All rights reserved.
Arrows – Left, right, up and down
1
2
3.
2.
1.
1.
2.
3.
3
© 2018 KPMG Huazhen LLP, a People's Republic of China partnership and a member firm of the KPMG network of independent member firms affiliated wi th KPMG International Cooperative (“KPMG International”), a Swiss entity. All rights reserved.
Heading Second level — Third level
- Fourth level — Fifth level
© 2018 KPMG Huazhen LLP, a People's Republic of China partnership and a member firm of the KPMG network of independent member firms affiliated wi th KPMG International Cooperative (“KPMG
- Fourth level — Fifth level
Heading Second level — Third level
- Fourth level — Fifth level
Heading here
Heading Second level — Third level
- Fourth level — Fifth level
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International”), a Swiss entity. All rights reserved.
Organizational chart – Vertical with bullets
Heading here
Heading here
Heading Second level — Third level
Organizational chart – Horizontal
1
1
A
2
3
4
Name
B
5
1
6
Name
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1
C
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1
D
10
Name
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E
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© 2018 KPMG Huazhen LLP, a People's Republic of China partnership and a member firm of the KPMG network of independent member firms affiliated wi th KPMG International Cooperative (“KPMG
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