【精品】普华永道普华永道-项目汇编
普华永道
普华永道会计师事务所普华永道会计师事务所（Price Waterhouse Coopers 或PWC，香港称作罗兵咸永道，俗称水记或水房,台湾的PWC称为资诚）是世界最大的专业服务机构。
它是普华（Price Waterhouse）和永道（Coopers&Lybrand）于1998年合并而成。
普华永道和毕马威（KPMG）、安永（Ernst&Young）以及德勤（DeloitteToucheTohmatsu）合称为四大国际会计师事务所。
一．历史沿革关于普华（Price Waterhouse）1849年，普里斯（Samuel Price）在伦敦开始了其会计师生涯。
1865年，普里斯与威廉•豪里兰德（William Holyland）及埃德温•华特豪斯（Edwin Waterhouse）建立了合伙制的会计师事务所，豪里兰德在此之后很快退出。
1874年，该事务所被命名为普里斯•华特豪斯公司（Price, Waterhouse&Co.）。
到19世纪晚期，普华作为一家会计师事务所已经取得了广泛的认可。
为了应对英国和美国之间快速发展的贸易关系，在1890年，普华在纽约开办了一家分所。
美国分所在此之后进行了高速扩张。
同时，原有的英国事务所也在不列颠帝国内部的主要国家不断开办新的事务所。
在每个国家都建立了独立的关系，这样就给予了当地合伙人扩张本地业务的强烈冲劲。
这样，普华在全世界的扩张不是通过国际范围的合并重组，而是通过建立合作关系的联盟完成的。
关于永道（Coopers&Lybrand）与普华一样，永道同样可以起源于19世纪。
在1854年，威廉•库珀（William Cooper）在伦敦建立了自己的会计师事务所。
七年后，库珀的其他三个兄弟也加入了这家事务所，于是便改称“库珀兄弟会计师事务所”（Cooper Brothers）。
在1898年，罗伯•H•蒙哥马利（Rober H. Montgomery）, 威廉•M•莱布兰德（William M. Lybrand），小亚当•A•罗斯（Adam A. Ross）和他的兄弟爱德华•罗斯在美国成立了莱布兰德-罗斯兄弟-蒙哥马利会计师事务所（Lybrand,Ross Brothers and Montgomery）。
普华永道项目管理05里程碑目标计划
普华永道项目管理05里程碑目标计划随着企业的发展和竞争加剧，项目管理在各个行业中变得越来越重要。
项目经理需要具备良好的计划和组织能力，以确保项目能够按时、按质完成。
在普华永道公司，项目管理扮演着至关重要的角色，它是保证项目成功的关键。
一、背景概述普华永道作为全球领先的专业服务公司，为客户提供多领域的咨询、审计、税务和交易服务。
为了更好地满足客户需求和提升服务质量，普华永道重视项目管理，并制定了“项目管理05”里程碑目标计划。
二、目标设定1. 提高项目交付质量普华永道项目团队致力于提供高质量的项目交付。
我们将通过加强项目评估、风险管理和质量控制的手段，提升项目交付的质量水平。
在项目计划阶段，我们将明确项目目标、范围和交付成果，并制定相应的工作流程和标准，确保项目按照规范进行。
2. 提升项目管理效率为了提高项目管理效率，普华永道将引入创新的项目管理工具和技术。
我们将利用先进的项目管理软件，实现项目计划的可视化和实时跟踪，有效管理项目资源和风险。
同时，我们将推行项目管理知识和经验的共享，提升项目团队的整体能力和协作效率。
3. 加强项目风险管理项目管理中的风险控制是确保项目成功的关键环节。
普华永道将建立完善的项目风险管理体系，加强对项目风险的识别、评估和应对措施的制定。
我们将制定灵活的风险管理计划，并建立项目风险库，以便及时应对项目中出现的各类风险，保证项目顺利进行。
4. 持续改进项目管理流程普华永道项目管理团队将不断反思和总结项目管理经验，推动项目管理流程的不断改进。
我们将定期进行项目管理绩效评估，并根据评估结果制定改进计划。
通过学习和借鉴国内外先进的项目管理实践，我们将不断完善项目管理流程，提升项目整体绩效和客户满意度。
三、计划实施为了实现上述目标，普华永道项目管理团队制定了以下实施计划：1. 人员培训项目管理团队将组织项目管理培训课程，提升项目管理人员的专业能力。
培训内容包括项目规划、风险管理、质量控制等方面的知识和技能，以及项目管理软件的应用技巧。
普华永道管理咨询报告大全
文件夹PATH 列表卷序列号为08D0-479AG:./item.htm?spm=686.1000925.1000774.13.e4hYT6&id=10012684496普华永道管理咨询报告大全│ 1.txt│455 普华国美公司战略与业务管理项目建议书.pdf│456 普华永道给华凌空调的战略诊断.ppt│457 普华永道--给美的的物流规划报告.ppt│458 普华永道--京东方战略报告最终版.ppt│459 普华永道－山东晨鸣纸业股份有限公司2002年度管理建议书.ppt│460 普华永道汕头XX集团项目建议书.PPT│461 普华永道-天歌集团生产计划管理.ppt│462 普华永道-天歌集团成本管理流程.ppt│463 普华永道-天歌集团供应商管理.XLS│464 普华永道--天歌科技人力资源管理.ppt│Supply Chain Management.ppt│佳都国际CRMERP 项目咨询实施服务建议书.ppt│佳都国际CRM 产品的功能简介.doc│佳都国际CRM、ERP系统建议书.doc│四川天歌科技集团股份有限公司CD-R业务战略和管理咨询人力资源管理-主报告.ppt │四川天歌科技集团股份有限公司CD-R业务战略和管理咨询信息技术战略.ppt│四川天歌科技集团股份有限公司CD-R业务战略和管理咨询成本管理流程报告.ppt│四川天歌科技集团股份有限公司CD-R业务战略和管理咨询组织结构设计研讨会.ppt │四川天歌科技集团股份有限公司CD-R业务战略和管理咨询项目建议书.ppt│四川天歌科技集团股份有限公司业务战略和管理咨询.ppt│四川鸿达科技集团股份有限公司组织结构设计.ppt│岗位说明书.ppt│普华咨询：鲁能帆茂物流规划报告.ppt│普华永道-中石油财务信息系统设计报告.ppt│普华永道-星星日报SAP实施项目设计方案.doc│普华永道-星星日报报业集团SAP 项目大纲.PPT│普华永道-鲁能帆茂业务战略和商业模式规划.pdf│普华永道PWC—太平洋保险分公司管理体系.doc│普华永道—21世纪集团财务管理.ppt│普华永道—6SIGMA实施项目建议书.ppt│普华永道—上海广电集团人力资源审计报告.ppt│普华永道—中国建设银行风险管理组织结构及实施方案.ppt│普华永道—中移动：移动通信行业的趋势分析.ppt│普华永道—华凌电器企业管理诊断与转形计划.ppt│普华永道—华凌空调战略诊断报告.ppt│普华永道—四川天歌科技集团业务战略和管理咨询报告（研讨会）.ppt│普华永道—四川天歌科技集团成本管理流程咨询报告.ppt│普华永道—天歌科技人力资源管理.ppt│普华永道—天歌科技集团人力资源咨询报告.ppt│普华永道—天歌集团成本管理流程咨询报告.ppt│普华永道—晨鸣纸业的管理建议.ppt│普华永道—汕头XX集团项目建议书.PPT│普华永道—美的物流规划报告.ppt│普华永道—裁员管理.ppt│普华永道战略管理框架.ppt│普华永道给美的的物流规划书.ppt│普华永道：京东方组织提升与流程再造.ppt│├─207普华永道项目管理文档9个文件│01-项目管理基本概念.pdf│02 - 项目管理流程.pdf│03 - 信息技术战略方法.pdf│04 - 业务流程方法.pdf│06-职责.pdf│08-七个要素.pdf│m05 - 里程碑目标计划.pdf│m07 - 综合项目计划.pdf│m09 - team介绍.pdf│├─208普华永道--新世界发展公司上海成立投资性公司全套4个文件│Application Package (comments by XJW 30072003).doc│Article (comments by 30072003).doc│FSR (comments by XJW 30072003).doc│Project Proposal (comments by XJW 30072003).doc│├─BPM-普华永道给美的物流规划书(ppt 42)│普华永道给美的物流规划书.ppt│├─PWC-京东方科技集团组织提升与流程再造咨询项目│└─PWC-京东方││Credit Control Training Attachment.xls││IT培训.ppt││IT模块.ppt││IT第二次研讨会.ppt││供应链管理.ppt││信用管理培训.ppt││品牌管理.ppt││战略培训.ppt││战略模块.ppt││文件列表输出.bat││文档目录结构.txt││文档目录结构.xls││渠道管理.ppt││组织培训.ppt││组织模块.ppt││销售队伍管理培训.ppt│││└─pkg29│供应商绩效考核评分表.ppt│供应商评估表.ppt│发货通知单.rtf│库存盘点差异报告.rtf│成品出库单.rtf│成品库存汇总.rtf│成品检验.RTF│承运商绩效考核评估表.ppt│材料入库检验.rtf│材料库存月报表.RTF│盘点盈亏汇总.rtf│订单.rtf│采购订单.RTF│领料单.rtf│├─普华永道本钢方案│普华永道本钢方案.doc│├─普华永道-中国太平洋保险股份内部流程管理咨询││appendix-1.doc││appendix-2.doc││appendix-3.doc││appendix-5.doc││appendix-6.xls││budgeting.doc││MIS迁移计划-5.doc││产险－承保管理流程手册－0319.doc││产险－理赔管理流程手册－0319.doc││再保险管理流程手册－0323.doc││分公司管理.doc││太保－普华咨询文档目录结构.txt││寿险-理赔管理流程手册.doc││寿险－保全管理流程手册.doc││寿险－承保管理流程.doc││投资管理流程手册.doc││流程交付验收表1.doc││采购管理流程手册_0314.doc││重要单证管理流程手册- 0321.doc│││├─内部管理报告││Mgt Report-all level-0319-Life.xls││Mgt Report-all level-0319-property.xls││内部管理报告流程0319.doc││反馈意见修改说明－内部管理报告.xls│││├─固定资产││反馈意见及修改索引表－固定资产.doc││固定资产管理流程-0312.doc│││├─应收保费││信用和应收保费管理修改处.xls││信用和应收保费管理流程.doc│││├─日常帐务处理││反馈意见流程解决方案—日常账务处理.doc ││日常帐务处理流程手册-0321.doc│││├─月末关帐││反馈意见及修改索引表－月末关帐.doc││月末关帐管理流程.doc│││├─现金银行存款││反馈意见及修改索引表—现金和银行存款.doc ││现金和银行存款管理流程手册-0312.doc│││├─税务││反馈意见流程解决方案－税务.doc││税务管理流程手册-0316.doc│││├─费用││反馈意见及修改索引表－费用.doc││费用管理流程手册.doc│││└─资金│反馈意见流程解决方案－资金.doc│资金调拨和内部往来管理流程手册-0323.doc │├─普华永道-华凌空调整体发展战略诊断(PPT 50)│普华永道给华凌空调的战略诊断.ppt│├─普华永道-喜力│└─普华永道-喜力│Fujian macro report model_030525.ppt│Fujian macro_030528.ppt│Fujian(revised).ppt│Fujian_With target.ppt│Guangdong macro report model_030525.ppt│Guangdong macro_030528.ppt│Guangdong(Revised).ppt│Guangdong_With target.ppt│Jiangsu macro report model_030525.ppt│Jiangsu macro_030528.ppt│Jiangsu(Revised).ppt│Jiangsu_With target.ppt│Zhejiang macro report model_030525.ppt│Zhejiang macro_030528.ppt│Zhejiang(Revised).ppt│Zhejiang_With target.ppt│文件列表输出.bat│文档目录结构.txt│文档目录结构.xls│├─普华永道-四川天歌科技集团咨询全案│人力资源管理.ppt│信息技术战略管理.ppt│信用度管理.ppt│信用销售风险控制技能培训.ppt│岗位说明书.ppt│普华永道---供应联管理scm.ppt│普华永道项目建议书.ppt│组织结构设计研讨会.ppt│组织结构设计第1次研讨会.ppt│销售计划与生产计划流程研讨会.ppt│├─普华永道-广东地税咨询│└─普华永道-广东地税咨询│05基础设施详细设计报告new.pdf│普华广东地税咨询项目资料——01现状分析报告.pdf│普华广东地税咨询项目资料——02业务概要设计报告.pdf│普华广东地税咨询项目资料——03应用系统概要设计报告.pdf│普华广东地税咨询项目资料——04应用系统详细设计报告.pdf│普华广东地税咨询项目资料——06IT组织结构设计.pdf│普华广东地税咨询项目资料——07实施计划报告_no invest.pdf│普华广东地税咨询项目资料——08可行性分析报告_no+invest.pdf├─普华永道-海尔集团（76M）│└─普华永道-海尔集团││Bank CUSTOMER SATISFACTION.ppt││BJ Report - D.ppt││BJ report appendex.ppt││BT.pdf││CCTV Final Report 2001.PDF││CCTV REPORT CEOs.PDF││CMS market study review.ppt││Draft Report-L'OREAL.ppt││Final Report-L'OREAL.ppt││FINALREP of Philips.pdf││FINALREP of Philips.PPT││GIT-Bill111202-B.ppt││Golden Beach - Final.ppt││Haier AC report home-draft.ppt││Haier computer report.ppt││Haier csr report.ppt││Haier dishwasher report.ppt││Haier final report.ppt││Haier mobile phone report.pdf││Haier mobile phone report.ppt││Harbour7.1.ppt││IT market in chinese financial industry_China Research Corporation.ppt ││L'OREAL - report checklist for future.ppt││L'OREAL project III - final report.ppt││Lido report _030225.ppt││Market size method.ppt││Market Study China.doc││MB Good Practice.ppt││Past report sample (andy).ppt││Pdna top 100 proposal.ppt││Phillips 2tier Final Report.pdf││Phillips 2tier Final Report.ppt││Picanol Final Report_1.ppt││Proposal-Carbon black.ppt││Report reminder of part three.doc││Revised hongqi.ppt││SHOPPING MALL.ppt││Summarize.ppt││Ying CB China 29 04 02.ppt││Ying CB understanding 29 04 02.ppt││文档目录结构.txt│├─City Report(haier, home)-1││City Report(home)-beijing.ppt││City Report(home)-changchun.ppt││City Report(home)-changsha.ppt││City Report(home)-chengdu.ppt││City Report(home)-chongqing.ppt││City Report(home)-dalian.ppt││City Report(home)-fuzhou.ppt││City Report(home)-guangzhou.ppt││City Report(home)-guiyang.ppt││City Report(home)-haerbin.ppt││City Report(home)-hangzhou.ppt││City Report(home)-hefei.ppt││City Report(home)-jinan.ppt││City Report(home)-jining.ppt││City Report(home)-lanzhou.ppt││City Report(home)-nanchang.ppt││City Report(home)-nanjing.ppt││City Report(home)-nanning.ppt│││└─City Report(haier, home)-2│City Report(home)-ningbo.ppt│City Report(home)-qingdao.ppt│City Report(home)-shanghai.ppt│City Report(home)-shenyang.ppt│City Report(home)-shenzhen.ppt│City Report(home)-shijiazhuang.ppt│City Report(home)-taiyuan.ppt│City Report(home)-tianjin.ppt│City Report(home)-wuhan.ppt│City Report(home)-wuxi.ppt│City Report(home)-xiamen.ppt│City Report(home)-xian.ppt│City Report(home)-xinjiang.ppt│City Report(home)-xuzhou.ppt│City Report(home)-yantai.ppt│City Report(home)-yinchuan.ppt│City Report(home)-zhengzhou.ppt│├─普华永道-重庆登康口腔护理用品股份有限公司财务管理内部控制项目│└─普华永道-重庆登康口腔护理用品股份有限公司财务管理内部控制项目││Book1考核.xls││手册1.zip││手册2.zip││竞争对手1.xls│││├─刘访谈记录││制管车间主任.doc││制管车间副主任.doc││制管车间科员.doc││制管车间科员2.doc││开发科科员1.doc││开发科科员2.doc││技术科科员1.doc││技术科科员2.doc││技术科科员3.doc││技术科长.doc││质检科科员1.doc││质检科科员2.doc││质检科科员3。
最新-211普华永道--财务管理最佳实践之项目A-PPT文档资料
➢ Time costed at multiple rates
➢ Integration with fixed
➢ Software supports
asset system for
material or revenue
on-line enquiry by
capital project
basis
➢ Automatic interface project management capitalisation
with inventory /
➢ Standard as well as value budgets
➢ Marginal or full costing basis
accounts payable ➢ Real-time check
➢ Multi currency billing
➢ Multi currency costs
Processes
➢ Establish project structure and type
➢ Create new project ➢ Allocate budget ➢ Track actual costs and time ➢ Review projects progress ➢ Bill or capitalise costs ➢ Close project
time & materials) ➢ Achievement of
technical objectives
3
Project Accounting - Best practice features
Establish project
Allocate budgets
普华永道为某集团咨询全案普华永道---供应联管理scm
2
PricewaterhouseCoopers
Top Issues Facing SCM Professionals
Funding
11%
In a recent quantitative
Global Management
12%
survey, SCM
Organisation Structure
12%
professionals were
0%
5%
10%
15%
20%
25%
Source: AMR Research 2000
The top three responses were;
Cost (21%), Systems Applications (20%) and Integration (19%)
3Байду номын сангаас
PricewaterhouseCoopers
Install/ Maintenance
Sales
Order Fulfillment
Available-to-Promise
Sales & Operations Planning
Department Performance
Source
Make
Deliver
6
Install
Sell
PricewaterhouseCoopers
Procurement Planning
Manufacturing Planning
7
Distribution Planning
Demand Planning
PricewaterhouseCoopers
Cross-Functional Supply Chain Metrics
2020年最新普华永道--财务管理最佳实践之项目A
➢ A facility to
➢ Multi currency
predefine a list of budgeting
phases
project types ➢ Establish who
➢ Information from past projects
➢ Various ways of collecting costs;
➢ Project costs can be allocated to departments or billed to customers at appropriate times
➢ Charge against agreed milestones
PwC175i
4
Project Accounting - Best practice features
Controls
➢ Monthly reporting ➢ Reconciliation to
other modules ➢ Physical progress ➢ Invoices being paid
Measures
➢ Key performance indicators
➢ Profitability of project ➢ Variance analysis (cost,
Best Practice Financial Processes: Project Accounting
Project Accounting - Best Practices Objectives
Organisation
➢ Bridge between financial management & project management
普华永道-普华永道的证券公司全面风险管理风险数据集市建设方案-16页
可操作的 管理制度
可靠的 信息技术系统
专业的 人才队伍
健全的 组织架构
量化的风险 指标体系
有效的风险 应对机制
2 普华永道
《办法》改进了净资本、风险资本准备计算公式，对 自营业务、资管业务、融资类业务均有不同程度影响
净资本与风险资本准备计算方法变更
8%
• 依据资本吸收损失能力不同，将净资 本拆分为核心净资本和附属净资本
《 办 法》对全面风 险 的 管 理要求
证券 公司应当根 据中国证 监会有关 规 定 建 立符 合自身发 展 战略 需要的 全面 风险管理体系。证券公司应当将所有子 公司以 及 比 照 子公司管 理 的各 类 孙 公 司纳入全面风险管理体系，强化分支机 构风险管理，实现风险管理全覆盖。
• 新办法于2016年10月1日起施行，中 信 证 券、海 通 证 券、中 信 建 投、国 泰 君 安 等7 家公司已 作为并 表 监管 试 点，将境内外 子公司纳入风控 指标 报送范围。
• 对于子公司较多的集团式证券公司， 新办 法 的 施 行 影 响 较 大 。未 来 如 何 识别集团下属子公司风险的传染性、 集中性、不对称性，提高对子公司的 风 险 控 制 能 力，实 现 集 团 层 面 的 最 优风险 管理，是证券 公司值得关注 的问题
• 新办法对基 础数据质量、风险 计量 提出更高要求，建立数 据集市有助 于 证 券 公司以合 理 成 本 实 现 全面风 险管理
证券公司压力测试指引 • 压力测试的基本保障 • 压力测试流程和方法 • 压力测试的报告和应用
证券公司风险控制指标动态监控系统指引 • 系统的组织与制度保障 • 系统运行
修订思路
• 明确公司各个层级（董事会、首席风险官、 经理层及所有员工）的风险管理职责
普华永道项目管理2-Pre-Course-Assignment
PRE-COURSE ASSIGNMENTIntroductionYou have been selected to attend RA Project Management training based on PwC’s Programme and Project Management (PPM) methodology from 15-19 July 2002.This brief contains details of the work you need to do BEFORE attending the course.The deliverables from this pre-course work will be used during the classroom-based section of the course. Therefore, you need to allow yourself time to complete the deliverables if you are to take full advantage of your own participation in the course, and if you are to support the learning of the other participants, particularly the team to which you are assigned.Aims and ObjectivesThe overall aim of this course is to enable you to understand the principles, skills, tools, and techniques that will enable you to succeed in your role as a consultant Project Manager.As you progress from being a Team Leader to a Project Manager, you will need to manage all the 7 Keys of Project Management, not just a selection of them. You will take on increasing responsibility for the client relationship and the RA’s profitability for the assignment. You will have to take a more thorough view of risk and scope management. You will be dealing with stakeholders who can influence your project in positive and negative ways. You will need to manage increasing complexity – be that in the number of work streams you manage, the complexity of the deliverables, or the diversity of the team (client and RA). Above all, you will be expected to exercise increasing creativity and judgement in the approach you take to successfully completing a project.This course will enable you to learn more about the tools and techniques in the PPM method that will be useful to you. It will also enable you to practice your new skills in a safe environment, before you are expected to practice them for real with a client.Specifically, this course will allow you to:•Experience the role of a Project Manager through each stage of the PPM method•Gain an appreciation of the complexities and skill involved in juggling the 7 Keys to project management success•Learn about and practice a number of PwC’s project management techniques that will help you in your Project Manager roleIntroducing PwC’s “7 Keys”We recognise that while some of you w ill be familiar with PwC “7 Keys” approach to Programme and Project management, others will not be so familiar. Well, we will spend five days learning about how to use PPM. However, to help you complete this pre-course assignment we have provided a brief overview of the 7 Keys and what they mean in the context of managing a consulting project.Where do you want to get to?Hopefully, you want to develop to be a really good project manager. Completion of this pre-course work will enable you to get the most out of the classroom-based sessions. Taking the course will then equip you with the skills and knowledge you need to become an excellent project manager. Hopefully you want to get to the top – for yourself, your colleagues and your clients. This course for new project managers will help you scale the heights.In designing this course, you will work through a project scenario, in all its stages, and examine many real life complications and challenges. The theme of ‘getting to the top’ and ‘scaling the heights’ inspired us. So on this course you will be performing as the project management team leading a commercial expedition to Mount Everest. Such teams have to:•Draw up and agree contracts with their clients and suppliers about the scope, nature and timing of deliverables (the ascent date, oxygen supply, etc.)•Set up and manage a diverse project and team infrastructure•Ensure reasonable milestones are set, and project plans adhered to•Ensure they meet a budget as well as getting the clients safely up and down the mountain•Meet or manage the needs of all interested parties•Minimise the risks associated with climbing Everest.This aligns closely with the core project management method we use in PwC. It covers the core concepts we too have to manage in our projects.We are not going to teach you how to climb mountains. We are, however, going to examine project management with mountains in mind.To get the most from the course, you will find it useful, as well as fascinating (some people have been so gripped by this they have sat up all night reading particular accounts) to read a little about the project management challenges of climbing Everest. On Everest, failure to manage one of the 7 Keys or project management s tages may not just result in a decrease in profit, but may lead to someone’s death.What we want you to do BEFORE attending RA Project Management Training.Consulting Ethics as part of professional Project ManagementAs you take a greater lead as a project manager, you will be taking greater control of all aspects of the project. If you decide to read the remainder of Krakauer’s book, you will find that the survivors faced a number of ethical dilemmas up on the mountain, deciding:•who to save and who not to;•whether or not to save yourself and leave others to die;•to abandon potential survivors on the mountain, although you knew they were alive at the time, because they would not manage the descent;•to lead novices up the mountain in the first place.Being part of a wide-ranging professional services firm does present us with our own unique dilemmas, however. There are a number of key ethical themes common for the RAs.RESPONSIBILITY TO OUR CLIENTS•Serving Our Clients•Maintaining Independence•Use and Protection of Client Information•Insider Information and Trading•Avoiding Conflicts of Interest•Professional Standards and Performance-Continuing Professional Education-Professional Performance•Respecting Client Practices and PropertyRESPONSIBILITY TO OUR PEOPLE•Treating Each Other Respectfully, Courteously and with Dignity•Respecting Employee Privacy•Work-Life Quality•Diversity•Equal Employment Opportunity and Non-discrimination•Sexual and Other Forms of Harassment•Appropriate Use of Communications Tools•Family and Personal Relationships•Maintaining Safety in the Workplace•Protecting the Environment.RESPONSIBILITY TO OUR ORGANIZATION•Protecting RA Assets-Intellectual Property and Proprietary and Confidential Information -Computers, Other Equipment, and Network Security-Guarding Against Industrial Espionage and Sabotage •Obligations Relating to Prior or Subsequent Employment •Managing Client-Related Risk-Client Acceptance and Continuance-Risks Identified During Engagement•Outside Activities-Outside Employment or Business Pursuits-Political Activity-Professional Organizations-Charities and Community Service•Firm Reports and Firm Time•Public Image and Public Communications•Contracting and Signing on Behalf of the Firm•Legal Procedures-Document Retention-Communications with Outside CounselCOMPETITIVE PRACTICES•Fair Competition-Gathering Competitive Information-Confidentiality and Exclusivity Agreements•Gifts, Entertainment and Gratuities•Protecting the Intellectual Property Rights of OthersGetting to Base CampAs with all good mountain climbing (or consulting) teams, you will need to get to know your fellow mountaineers before you arrive at Base Camp. You will be working in teams during the ascent, and it is important that you know each other well. You will have received a list of the participant teams with your pre-course assignment and reading which will enable you to complete activity two.Thank you for completing your pre-course work. It will give you valuable insights into the course materials, and will be used throughout the week.We look forward to seeing you on the RA Project Management Training Programme.。