安达信咨询方法与工具资料库IOWORK
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
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
Total Req Records
1
2
1
2
3
120
1
6
1
1
Page 7
Date: 2020/11/14 Time: 0:25
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HRWORK
Completion
Met hod olog y Deli vera bles : No Deli vera bles .
Pha se Na me: Visi onin g and Co mmi tme nt
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Gat her/ eval uate key bac kgro und infor mati 1 on.
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Stra tegi c plan /acti on plan a. . Fina ncia l infor mati on/r esul b. ts. Sati sfac tion infor mati on/r esul c. ts. Curr ent orga niza tion stru ctur d. e. Curr ent mar ket posi e. tion. Tec hnol ogy envi ron men f. t.
Cos - ts.
Clini cal Out com - es. Ser - vice Pati ent Sati sfac - tion. Phy sici an Sati sfac - tion.
Page 5
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Em ploy ee Sati sfac - tion. Dev elop an ass ess men t of the exte rnal mar 4 ket. Dev elop pati ent profi a. les. Dev elop phy sici an profi b. les. Dev elop pay or profi c. les. Res earc h exp ecte d/an ticip ated futur e mar ket con ditio d. ns.
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CPWORK
Page 8
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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
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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:
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Page 2
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安达信咨询方法与工具资料库ISWORK
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Page 11
C on du ct te a m bu ild in g ki ck off m ee tin 7g A ss es s ch an ge re ad in es 8 s:
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Page 12
Id en tif y co m pa ny 抯 lik eli ho od to im pl e m en t pl an re co m m en da tio a. ns Id en tif y ob st ac le s to ov er co m b. e
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Page 15
St oc kh ol de r 抯 re po a. rt Mi ss io n st at e m en b. t N e w sl ett er c. s
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D et er mi ne /s el ec t m et ho do lo gy to ol se ts (fi na liz e w or kp la 14 n) C on du ct re se ar ch on co m pa ny an d in du str 15 y
I n f o r m a ti o n a n d S y s t e m s P l a n Time to
Completion
M et ho do lo gy D eli ve ra bl es :
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IS P 1 D eli ve ra bl e
P ha se N a m e: D et er mi ne Inf or m ati on an d S ys te m s St ra te gy ( W ha t)
安达信咨询方法与工具资料库WPLAN08
Init. ID#ORG01 - Customer Development Initiative:Define Critical Process Flows1.0Identify all critical processes and related activities20 (5 to 7per area)Relating to new organizational structure1.1Generate list of critical processes and activitiesthat support new organization structure1.2Map critical processes1.3Identify value added activities1.4Rank/prioritize critical process activities1.5Gain understanding of how processes areinterrelated1.6Achieve consensus from stakeholders/key processowners2.0Benchmark recommended process designs withAA experts 8Identify similar businessprocess designs within andoutside of industry2.1Confirm with AA marketing experts3.0Identify barriers/enablers to achieve new processdesign 5Determining barriers regardingthe flow of critical processesthat will hinder performance3.1Conduct brainstorming session to identify barriers3.2Identify potential impacts on processes3.3Conduct brainstorming session to identify enablers3.4Utilize Expert/Best Practices information3.5Confirm action plans and primary responsibilities4.0Finalize recommended processes withstakeholders/key process owners104.1Ensure understanding of critical process flows4.2Achieve consensus from stakeholders/key processownersInit. ID#ORG01 - Customer Development Initiative:Define Critical Process Flows5.0Communicate redesigned processes toorganization 10Communicating the transitionto the future organizationalstate5.1Develop information materials for organization5.2Customize communication plan5.3Communicate process design to organization6.0Integrate revised processes5Merge initiative with initiativesin other focus areas6.1Coordinate with other implementation teams6.2Identify implementation dates for redesignedbusiness processesInit. ID#ORG02 - Customer Development Initiative:Define Roles/Responsibilities1.0Review organizational needs based on projectfindings 2Assess the current availabilityand positioning of resources1.1Identify resource gaps 1.2Prioritize resource needs2.0Identify jobs and associated roles/responsibilitiesneeded for new organization design 15Managerial, professional,clerical (Key Acct. Mgrs, E/WMgrs for W&R, VP CD, DirCS, Inside Sales people, W&RMktg Mgrs)2.1Identify key positions2.2Detail all positions and determine staffing totals byposition/job type2.3Define reporting relationships (particularly cross-functional)2.4Assess the ability to relocate non-value addedactivities to support functions2.5Communicate the necessity to reduce non-valueadded activities3.0Develop draft job descriptions103.1Identify skill requirements for all key positions3.2Assign "weighting" ranks3.3Provide clearly defined and understoodresponsibilities and accountabilities4.0Identify all stakeholders/key process owners3HR involvement4.1Review list of key positions4.2Confirm job assignments as determined by skillsassessment initiative5.0Identify and allocate resources (FTEs & $s) to thecritical processes 5May follow skills assessmentphase5.1Confirm primary (high-impact or high resource)business processesInit. ID#ORG02 - Customer DevelopmentInitiative:Define Roles/Responsibilities5.2Allocate FTEs and associated $s based onidentified roles/responsibilities and findings fromthe skills assessment26.0Gain consensus from stakeholders/key processowners6.1Ensure understanding of organization structure6.2Finalize roles/responsibilities needed for newprocess design7.0Communicate roles/responsibilities to organization5Communicating the transitionto the future organizationalstate7.1Develop communication plan7.2Communicate roles/responsibilities to organizationInit. ID#ORG03 - Customer DevelopmentInitiative:Perform Skills Assessment1.0Conduct employee focus groups and interviews51.1Confirm necessary and desired skill sets1.2Confirm skill weightings1.3Review and utilize initial project interviewinformation1.4Conduct management and non-managementinterviews for additional information2.0Create skills assessment survey52.1Use focus groups and interview results to designsurvey2.2Review designed survey with stakeholders3.0Perform skills assessment203.1Conduct one, or a combination of, the followingskills assessment techniques:To be filled out by supervisors, and Departmental employeesA) Skills assessment survey (See workstep 3.0)Those surveyed may be askedto rate the organization andthemselves against theirperception of competitorcapabilities - Supervisory evaluation- Peer evaluations- Interdepartment evaluations- Self-assessmentsB) Individual skills assessment based on historicalperformance reviews, and downward and upwardevaluation trends3.2Identify gaps in skill sets3.3Identify positions that provide a strong fit withindividual's skill sets3.4Identify candidates that need training to fit certainpositions (trainable)3.5Identify candidates that should be assigned toother areas (non-trainable)Init. ID#ORG03 - Customer DevelopmentInitiative:Perform Skills Assessment3.6Assess need to procure outside resources/skills3.7Assign individuals to key positions4.0Communicate findings34.1Analyze survey and assessment findings4.2Finalize recommendations of personnel that arebest suited for each position4.3Review with stakeholders/key process owners4.4Finalize development opportunities for personnel5.0Plan curriculum35.1Identify improvement options to addressdevelopment needs5.2Stakeholders ensure that development candidatesare trained in the need areas6.0Develop coaching program5Build into organization duringimplementation phase6.1Create personal development instrument todetermine employee's strengths and developmentopportunities6.2Launch a coaching programInit. ID#ORG04 - Customer Development Initiative:Develop Performance Measures1.0Review corporate mission, vision, strategies, andKPIs 2Information from Strategyarticulation and KPI session1.1Confirm that overall corporate strategy issupported by new process design2.0Set performance targets for CustomerDevelopment, Marketing, and Customer Service 20Focus groups from keystakeholders2.1Align customer needs and develop objectives2.2Align targets to critical process flows2.3Develop performance measures that aremeasurable, actionable, linked to objectives,controllable, simple, credible, and integrated2.4Review effective performance measures fromother organizations2.5Prioritize the performance measures2.6Ensure that performance measures are balancedwith respect to cost, quality, and time2.7Review first draft of measures with stakeholders3.0Identify performance barriers53.1Identify skills, attitudes, and behaviors3.2Confirm clarity of roles3.3Determine communication effectiveness4.0Overcome performance barriers54.1Assign responsibility for overcoming barriers4.2Develop action plans to overcome barriers4.3Implement continuous learning plan4.4Leadership development4.5Develop communication model5.0Finalize performance measures with stakeholders55.1Gain consensus, and refine if necessaryInit. ID#ORG04 - Customer DevelopmentInitiative:Develop Performance Measures6.0Determine tools to monitor and evaluate10performance6.1Track results vs. targets6.2Manage future performance6.3Take corrective action7.0Reward and coach107.1Review existing performance appraisals7.2Integrate new performance measures intoappraisal process7.3Reward and incent desired behaviors7.4Review the coaching process for effectiveness7.5Develop recruiting and selection process criteria8.0Conduct cross-functional working sessions to5refine performance measures and developconsensus9.0Compensation review20Primary involvement from HR9.1Review existing compensation practices Key Account Mgrs, E/W MgrsW&R, Inside Sales people,DSMs, VP CD9.2Review Best Practices/alternatives9.3Design new compensation plans9.4Review with stakeholders9.5Determine transition plan9.6Roll-out。
安达信咨询方法与工具资料库BENRESUM
Process Description Sell to customers through a field sales force Facilitate information sharing and communication Manage customer orders Measure organizational performance Miscellaneous Develop, deliver and maintain customer billing Select and certify suppliers Purchase materials and supplies Process accounts payable Manage information services Assure product quality Handle warranties and claims Develop advertising and promotion strategy Manage inventories Manage facilities and network operations Invoice the customer Respond to customer inquiries Plan for information resources management Close the books Process finance and accounting transaction (general) Warehouse or store product Move materials and resources Provide internal financial information Manage the tax function Arrange product shipment Manage information storage and retrieval Process accounts receivable, credit and collection Provide external financial information Develop and train employees Manage cash flow Ensure compliance with regulations Develop sales forecast Document and monitor order status Develop and deploy enterprise support systems Schedule production Conduct internal audits Monitor the external environment Manage legal and ethical issues Develop community relations Manage travel and entertainment expenses Develop new product/service concept and plans Build lender relationships Cascade strategy to work level Develop and adjust production delivery process Manage government relationships Ensure employment involvement Design, build, and evaluate prototype products or services Refine existing products/services Respond to billing inquiries Measure customer satisfaction Monitor changes in the market or customer expectations Sell to customers via alternative channels Develop budget Select channels of distribution Manage physical resources Manage deployment of personnel Process benefits and retiree information Sell to customers through retail outlets Interface with board of directors Provide post-sales service Grand Total
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Spe nd time to prov ide the tea m with a high leve l und erst andi ng of ISO a. 900
Pro vide an over view of the ISO 900 0 seri es of stan dard s, expl ain the ben efits of certi ficat ion, and the over all proc - ess.
Page 11
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Ste p Na me: Wor kpla n Dev elop men t
Ste p Deli vera bles :
ISO 900 0 Det aile d Wor kpla n
Incl ude the timi ng of com mun icati on, the med ia use d, the cont ent, and the audi enc - e.
Time to Completion
IS O 90 00
Met hod olog y Deli vera bles : No Deli vera bles .
Pha se Na me: Proj ect Plan ning
Pha se Deli vera bles :
ISO 900 0 Det aile d Wor kpla n Sco pe of the Proj ect
Page 8
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Expl ain the proj ect stru ctur e, grou nd rule s and reso urce requ irem ents b. .
Wor k with stee ring tea m to disc uss ong oing man age men t resp onsi biliti c. es. Sch edul e stee ring tea m mee ting d. s.
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Tas ks:
Arra nge for com pan y/de part men t 1 tour.
Tou r arou nd the pre mis es of the com pan y to obta in a high leve l und erst andi ng of prod uct/ serv a. ice
Page 4
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Mee t with stee ring tea m me mbe rs to disc uss their role and resp onsi biliti es in mak ing ISO 900 0 regi strat ion suc ces c. sful.
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Ste p Na me: Proj ect Org aniz atio n and Kick off
Ste p Deli vera bles :
Co mm unic atio n Sch edul e Co mpe titiv e Adv anta ge or Co mpe titiv e Req uire men t?
Esta blis ha profi le of the idea l stee ring tea m me mbe - r.
Page 3
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Wor k with man age men t to sele ct and orga nize a stee ring tea m, bas ed on the profi b. les.
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Co mpl ete qual ity syst em surv ey with stee ring tea 2 m.
Wor k with stee ring tea m to com plet e surv ey and buil d kno wle dge of proc edur es use d acro ss the func tion al grou a. ps.
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Disc uss the cha nge man age men t con cept e. s. Defi ne and impl eme nt com mun icati on plan 3.
Pagman age men t to dev elop an over all plan for com mun icati ng the ISO 900 0 initi ativ e and repo rting prog ress a. .
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Spe nd time and effo rt to agre e upo na tea m mis sion stat eme nt that is und erst ood by ever yon - e.
Page 6
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Cre ate well writt en obje ctiv es whic h are SM ART (sim ple, mea sura ble, agre ed, reali stic, and time relat d. ed). Kick off stee ring tea 2 m.
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Talk to man age men t to und erst and sup port clau se exis tenc b. e.
Wor k with the clie nt to und erst and com pan y/de part men t inter face s with resp ect to the sup port grou c. ps.
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Page 2
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Man agin g Cha nge in Org aniz atio ns
Tas ks:
Iden tify stee ring tea 1 m.
Mee t with clie nt to disc uss the role of the stee ring tea a. m.