安达信咨询方法与工具资料库TCOND
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
咨询方法与工具资料库UAT_PH1【精品文档】
Village Nine LeisureIntencity SystemUser Acceptance Test PlanLast Edited: 12/05/2018Table of ContentsBACKGROUND (3)TEST GOALS & OBJECTIVES (3)APPROACH (4)TEST ENVIRONMENT (4)TEST TEAM (4)TEST CONDITIONS AND DATA (4)EXPECTED RESULTS (6)TESTING (6)CYCLE 1 - PRE TEST SETUP (DAY 1) (7)CYCLE 2 - DAILY TASKS (8)CYCLE 3 - END OF SHIFT (10)CYCLE 4 - END OF DAY PROCEDURES (11)CYCLE 5 - NEXT DAY PROCEDURES (DAY 2) (12)CYCLE 6 - MISCELLANOUS PROCEDURES (DAY 3) (14)BackgroundThe Central Data Repository (CDR) is a custom built application designed to allow the collation and reporting of data from several of the modules within the Village Nine Leisure System.The general flow of data is from the point of sale and revenue applications and is downloaded into the inventory and Report Writer modules, and then downloaded into the financial system at head office.Test Goals & ObjectivesThe major objective of a User Acceptance Test Phase is to test the functionality of the system and to ensure it meets therequrements of the users. This includes reporting, type of data being held and the procedures associated with operating the system. This test phase does not cover the validation of the data as they are covered within the system test phase of the project.The test objectives are as follows:∙Test the Functionality of the modules;∙Test the daily processing tasks;∙Test the downloading of information from other modules of Village Nines information systems;∙Test the generation and accuracy of the reports.∙Provide additional user training through hands on test execution.。
安达信咨询方法与工具资料库vencom31
MFG/PRO
Waldorf, Germany
R/3
Unix(all)
OS400(AS400), AIX (RS6000)
OS400(AS400)
Unix(all)
Unix, NT, OS2
Unix, NT
All major Unix vendors
Tribase, Oracle, Sybase, Ingres,
0 In development. 0 Available this fall
Yes, via third party & have
experience
1 Yes, via third party & have experience
1 Available with financials, remaining
2
2
typing
orders and tracks
which become
orders
2
2
2 Standard report 2
2
2020/11/140:23
2
1631514474.xls
Bits Vendor Screening Matrix
Scale:
Supported - 2
Partially Supported - 1
translator
translator
translator
Complete solution
6. Ability to maintain industry/customer benchmark data available from thBiblioteka rd party resources
安达信咨询方法与工具资料库transfer
Marketing - 5%/20%
general processing
difficulty sending invoices to accounting for Back the Future” processing
Communication and timely payment of loans may become more difficult
H
Sales Audit
current error fixing
training people how to perform current error fixing would be a cost
H
MIS
POS systems support
the expertise on the Cutting Edge and Helikon may be lost in the transfer. May want to keep knowledge experts around in San Fran
L
Bank Reconciliation
general processing
no problems anticipated
L
Accounting - 5% fund
general processing
training people on the current systems would be a cost
M
Accounts Payable
Vouchering
Check Cutting
difficulty verifying invoices received from departments - could be alleviated by having a purchasing/requisition system
安达信咨询方法与工具资料库compctr1
REENGINEERINGLeaders / Key Staff: Gail Steinel / Tom BendertObjective: To foster, develop and maintain the thought leadership, marketimage and framework/methodology of our generic reengineeringservices.1995-96 High Priority Focus Areas: ∙Widespread rollout to Europe∙Development of revenue reengineering capability with assistanceof Customer Satisfaction team∙Development of “to be” reengineering model with AdvancedCost Management∙Conduct worldwide market assessment to properly plan futuredirection and investment.Institute knowledge sharing approach through integration ofvirtual team members into the Competence Center.How local practice can best interface with the Competence Center: After utilizing the Business Consulting Knowledge Sharing Network to research specific requests, the local office can use Lotus Notes to communicate directly with the core team members of the CC. The CC will use AA Online and the BCKB CD- Rom for distributing material to the local offices.SOFTWARE SELECTION & IMPLEMENTATIONLeaders / Key Staff:Robert Westheimer, Tim DaigleObjective: To develop and maintain the thought leadership, knowledgebase and framework/methodology of software selection andimplementation. Also to integrate Process Design with ITsystems design.1995-96 High Priority Focus Areas:∙Development of in-depth software intelligence in Finance,Human Resources, Executive Information Systems, Budgetingand Planning, Manufacturing and Wholesale Distribution∙Develop a standard integrated methodology and get it into ourmainline training.Use AAOnline to review and comment.How local practice can best interfacewith the Competence Center:MIDDLE MARKET ORGANIZATIONAL EFFECTIVENESSLeaders / Key Staff: Kathy Iversen, Gary Zegiestowsky / Amy Adams Objective: To formalize the means to most profitably sell and deliver awide range of organizational effectiveness measures, includingmarket and technology planning, services, organizationalalignment consulting and related process redesign and changemanagement consulting, for middle market ($150 million to $1billion) companies.1995-96 High Priority Focus Areas:∙Development of BC-wide teaming approach and resulting toolsand methodologies to ensure profitable middle market servicedeliveryHow local practice can best interface with the Competence Center: ∙Assist Competence Center team with information gathering to clearly define needs of middle market companies and tocommunicate suggestions to effectively identify and deliverneeded services to target companies∙Access Competence Center resources for advice and proposal support materials to translate presenting opportunities intobroader based consulting opportunities that cross the expanded range of process and technologyPERFORMANCE MEASUREMENTLeaders / Key Staff: Steve Hronec, Leng Eng, George Dunne (PED), HolbrookHankinsonObjective: To develop and improve the approach to implement performancemeasurement systems in companies and the correspondingperformance measures at the organization, process and job levelsthat each of the Competence Centers can integrate into theirmethodologies.1995-96 High Priority Focus Areas:∙Work with industry leaders to customize Performance Measurementmodels to five industries∙Develop “impact of change” measures∙Work with Advanced Cost Management and Advanced Technologyteams to develop a Performance Measurement System sellingmodel and technical design guide∙Develop and enhance market image as the leader in PerformanceMeasurementHow local practice can best interface with the Competence Center:Firmwide knowledge creation and sharing of Performance Measurement tools, experiences and engagements through: ∙AA OnLine∙Consultant’s Advisor∙BC Knowledge Base / EDGE∙Vital NewsCommunication and coordination with BC practice leaders firmwideAttendance at PM training courses worldwideINFORMATION & SYSTEMS PLANNINGMembers of the ISP Competence Center:Sari Scheer, New York (leader)Tom Bendert, New YorkJim Schuchard, DallasLaurie Hicks, TorontoMark Phillips, AtlantaBrad Goverman, BostonMike Hooley, PhoenixTony Treccapelli, New YorkSimon Bryan, London (Binder Hamlyn Fry)Gerard Vesseur, AmstelveenStephen Brant, DenverJohn Kogan, BostonLeaders / Key Staff: Sari Scheer / staff to be determinedObjective:To raise our front-end assessment and planning practice to a level ofexcellence that excite our people and our clients and generate exponentialgrowth in this segment of practice. This will pull through a majorincrease in our technology and process change work..1995-96 High Priority FocusAreas: ∙Expansion of front-end assessment methodologies together with theReengineering Competence Center∙Revision of ISP and SAM methodologies to include both technology andprocess and increase the change management emphasis (and update theConsultant’s Advisor)∙Modify the training school∙Develop a process whereby current knowledge and experience can beshared with practitioners throughout the firm.How local practice can best interface with the Competence Center: In initial phases of meetings (2 have been held) and we have not determined how to most effectively liase with the offices.ADVANCED TECHNOLOGY GROUP (ATG)Leader / Key Staff: Jim Rumora / Chris Andrus, Sterling Stoudenmire Objective: To provide thought leadership in, application, support andconceptualization of new technologies.1995-96 High Priority Focus Areas: ∙Establish Technical Innovation Center (TIC)∙Hire experts in key technology areas which support FFoF, HR, Performance Measurement, and Cost Management (e.g. Client/Server, Groupware/Workflow Automation, Network/ConnectivityTechnologies.∙Establish Alliances with key technology partners∙Fulfill advisory role to other C C’s and training development group∙Develop technology research function to support line practices and CC’s∙Advise offices on enhancing technology skillsHow local practice can best interfacewith the Competence Center: ∙Use ATG experts on front end of project in sales mode to demonstrate expertise and assist with proper scoping of project∙Use ATG experts to in knowledge areas where local office lacks expertise∙Send local office personnel to ATG group for “Tour of Duty” to transfer knowledge and expertise∙Report innovative uses of technology or applications of new technology in KSN, EDGE, AA OnLine in order to leverage the expertise gained by local offices and provide ATG with a view of the technical direction of the practice as a whole.∙Complete specialized ATG service evaluation form on timely basis∙Invest time with local representatives of our Alliance Partners to ensure good, fruitful relationshipsCUSTOMER SATISFACTIONLeaders / Key Staff: Howard Barrett, Joe O’Leary, Chris Beard (knowledgemanager)Objective: Provide thought leadership to help organizations becomemore successful through more effective focus on their keystakeholders -- customers, suppliers and employees.Enabling these organization to grow new products andservices profitably.Establish frameworks, methodologies and share experienceswhich will help our practice personnel effectively deliver CSservices in the marketplace.1995-96 High Priority Focus Areas: ∙Methodology/service line development (reengineering therevenue line and customer value creation)∙External/internal market image --- communicate that we are inthis game∙Skill building and knowledge sharing (credentials, knowledgeaccumulation and sharing)How local practice can best interface with the Competence Center: 1.Identify a person in your market who will take ownership of thecustomer satisfaction marketing initiative in your market. This individual may be in your existing practice or could be hiredfrom outside the firm.2.Share customer satisfaction experiences with the competencecenter personnel. Let us know what you are doing and provide input to our service line development efforts.3.Develop a targeted local marketing strategy which includescustomer satisfaction services.4.Call on Competence Centers leaders to provide marketingsupport and engagement support until sufficient skills areresident locally.QUALITY MANAGEMENT SERVICESLeaders / Key Staff: Edgardo Pappacena, Barry Lubin, Effie CokinosObjective: ∙To sell, perform and oversee quality management engagements.∙Disseminate knowledge related to quality management trends.∙Share QMS marketing and engagement information on a globalbasis.∙Develop firmwide research, marketing and education initiatives.∙Have access to a global network of experts.Scope of Competence Center Services: ∙Design, implementation, and facilitation of quality management &continuous improvement programs and systems.∙Support in specific areas of quality programs: leadership, strategicquality planning, communication strategy, customer & marketresearch, process improvement, performance measurement,benchmarking, employee involvement, team building, andtraining.∙Quality programs evaluation (e.g. Malcolm Baldrige Awardcriteria).ISO 9000 consulting: assessment, training, implementation, pre-registration audit.1995-96 High Priority Focus Areas:∙Develop “Return on Quality” approach (with CustomerSatisfaction, Performance Measurement and Reengineering teams)Continue strengthening our ISO 9000 market presence.How local practice can best interfacewith the Competence Center: ∙Communication is the vehicle that will allow us to successfullyknowledge share as a practice. One of the QMS CompetenceCenter's continuous initiatives is to provide knowledgedevelopment and sharing regarding QMS to practitioners at thelocal office level. Effie Cokinos, QMS Knowledge Manager, isresponsible for managing our communication strategy.∙AA-On-line is our primary communication vehicle. Thisis a real time, up to date firmwide database that BusinessConsultant’s can access. Practitioners can discuss anyissues, concerns, requests in relation to QualityManagement Services. The following categories havebeen assigned to the database under the QMS CompetenceCenter Category: General; Tools; Training; Proposals;Requests; and Current Engagements.∙Our second communication vehicle is a reference databasethat is updated quarterly, the Business ConsultingKnowledge Base. All QMS specific information,including proposals, references, engagement information,selected training and marketing information is housed inthe BC Knowledge Base. The Competence Center willmaintain all knowledge housed on the Knowledge Baseand encourage all practitioners to utilize the database inorder to obtain information.∙All Competence Center members and participating officeshave received copies of the QMS CD-Rom developed lastyear. All the information developed for the QMS CD-Rom (methodologies, tools & techniques, trainingmaterials, marketing presentations, sample proposals, etc.) has already been included in the new BC Consultant’sAdvisor CD-Rom to formally integrate all our servicelines.∙Competence Center members are responsible for completing the QMS Quarterly Information Exchangereport to share information on QMS engagements,proposals, and marketing trends.What the QMS Competence Center has done so far to support the local offices:∙Developed QMS CD-Rom, which includes acomprehensive methodology to perform qualityengagements, including tools, techniques, sampleengagement practice aids, client training materials,marketing materials, etc.∙Developed QMS section of Consultant’s Advisor database. ∙Developed an ISO 9000 credentials package. Information available in the credentials package includes our ISO 9000 consulting methodology, up to date case studies, vitalfactors differentiating Arthur Andersen from ourcompetitors and a list of clients as credentials. Thispackage has been developed for all local offices,worldwide.∙Developed the ISO 9000 Implementation and Marketing Aids binder, which includes overview presentations onISO 9000, a detailed ISO 9000 consulting workplan,sample documentation and tools for performing anengagement.∙Established regional networks (e.g. Europe, Asia/Pacific) to maximize knowledge sharing and transfer acrossregional local practices.∙The QMS team is currently compiling and updating all engagement information. We have recently distributed our quarterly results, along with a report of marketing efforts collected from all of our Competence Center members.This information will be integrated with existingengagement information and housed in one source, the BC Knowledge Base.Worked with local offices in development and qualitycontrol of numerous QMS proposals and engagements.What the QMS Competence Center will be doing in the future: ∙We have recently established a joint venture with Underwriters Laboratories, the largest ISO 9000 registrar in the U.S., to provide joint consultant and registrarservices. We will be promoting this relationship byproviding joint seminars and publishing articles.∙We are revising our current marketing brochures (ISO 9000, TQM Simulation) to adapt them to our overall BCmarketing strategy.∙We are currently revising our TQM Simulation training to create an Implementation Workshop that incorporatesorganizational learning concepts.∙We will develop a QMS credentials package to be used by local offices in promoting quality management &continuous improvement services.∙We will update current client training to incorporate new tools and techniques developed in recent engagements.We will explore the possibility of developing a “quick and dirty” Quality Diagnostic Tool to conduct a high-levelassessment of client quality programs.In fiscal year 1996, we will develop our “Return onQuality” methodology.精品文档，值得拥有11 / 11 IMPLEMENTATION/LEARNINGLeaders / Key Staff:Terry Finerty, Christie Franchi / Rebecca Kouri Objective:To build our consultant capabilities in organizational learning and change both in service of our client projects and in managing our own business. 1995-96 High Priority Focus Areas:∙ R&D with systems dynamics modeling to create models of organizational dynamics ∙ Institutionalize what we know through courses, change framework and infrastructure like learning histories, bi-annual learning conference and BC Institute ∙ Raise reputation of learning/change capabilities through learning-based, competitive advantage image campaign How local practice can best interface with the Competence Center:Dedicate at least one practice consultant who has been through the learning course, If you do not have one, then send someone next year. - it will connect you to the people and resources - having a base in the concepts/tools and knowing/contacting the people that are actively using them with clients including Terry/Christie/Rebecca is a great way to find out new ways to implement them in your work,. Dedicate a resource type person and in your office who can organize a learning library for your office including recommended books, articles, presentations, workshop materials, etc. that your practice people can easily get their hands on. And we can then interface or include the resource person on any mailing, etc. Have them load a copy of the KSN library database on your office network where over 300 learning resources are cross-referenced and described. Can request resources from Atlanta or London or maintain own copies. Get hooked into AA on line and tap into the OC learning and implementation database Write to Christie and get on newsletter distribution list. (copy of latest addition is attached).。
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
安达信咨询方法与工具资料库hrimat
Tracking, Organizational Tracking, Organizational
Charting, Job Evaluation, Charting, Job Evaluation,
Position Control,
Position Control,
Succession Planning, Succession Planning,
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dul
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ava
ila
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(pl
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list
Description
Software Fit
Abra!/Surequest
ABRA Pay, ABRA Track, ABRA Port, ABRA Train, ABRA Report Writer, ABRA PCS, ABRA Benefits, ABRA Attendance, ABRA Scan, ABRA
5 >$1Million
HRIS-Pro
PeopleSoft HRMS
HR/Infonet
5.2 1993 Aug-94
3 425 425 300
5 C A,E
4 1988 Sep-94
10 >450 >450
10 45 C,V E
6.5 1988 Sep-94
12 >500 >250 200
7 C A,E
Chart
Cyborg Payroll
HR Micro
PeopleSoft
Time Off Benefits, Position
Control/Succession, Benefit Statements, Organization Charts, Networking, Payroll, Corporate Roll-up