安达信咨询方法与工具资料库all_mtrx
安达信咨询方法与工具资料库APRFI
228
ss
Priority Response
Prepared By Arthur Andersen & Co.
7
2020/11/13
Item No.
Selec
ts
disco
unts
auto
matic
ally
when
avail
229
able
Abili
ty to
place
invoi
ces
on
hold
for
Opti on to post in batch or online
Online appr ovals base d on secur ity
Syste m gener ates disco unt amou nt
Request for Information Accounts Payable
Core Requirements
-Inventory item -Fixed asset Allo ws invoi ce entry to futur e perio d Abili ty to flag invoi ce that will take acco unt over budg et
Priority Response
TRA NSA CTI ON PRO CES SIN G Vend or invoi ce entry :
-Vendor name with alpha look up
Prepared By Arthur Andersen & Co.
2
Priority Response
2020/11/13
Request for Information Accounts Payable
安达信咨询方法与工具资料库CPWORK
Page 8
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ARWP_1_
Start
Finish
Status
TSC JM MK JT
SU
LW
KE
AN
AK JB SC RK MV SZ
IT GL AR AP P/S
AA
DR NS
JY
A/R Project Organization Identify A/R Functional Team Members Define A/R Functional Process To Be Affected
Complete 0.00
Define The "Wins" For The A/R Project
Complete 0.00
Confirm Scope, Objectives And Wins With TSC Management
Complete 0.00
Complete A/R Detailed Work plan
Define Level Of Participation Required
Complete 0.00
Confirm Scope And Objectives Of A/R Project Identify Functional Areas To Be Affected
1995/8/1 ####### Complete 1.00 0.25 0.25
1995/8/1 ####### In Process 1995/8/1 ####### Complete
Complete
9.50 0.50 0.50 0.00 0.75 0.00
1.00 0.25 0.25 0.25
3.00 0.25 0.00 0.25 0.00 0.00 0.25
安达信咨询方法与工具资料库ORGVALE
Tool Name:Organization Values InventoryTool Type: Assessment/Diagnostic SurveyDescription:The Organization Values Inventory (OVI) is designed to assess the current shared values of an organisation and to identify desired future values. Respondents are given a list of characteristics and values typically found in organizations. First, the respondents indicate the degree to which they agree or disagree that a value or characteristic describes their current organization. Then, the respondents rank a second scenario. They indicate the degree to which they agree or disagree that a value or characteristic describes:•Values the organization should have now, but doesn’t,OR•Values the organization should have, given certain assumptions (i.e. if particular change effort is implemented).The results of the OVI indicate the gap between the existing and the desired organizational values and characteristics.Change Dimension:The OVI provides a quantitative basis from which to discuss the qualitative concept of organizational values. This form of data can be used in a number of situations:•can be used to identify potential obstacles to a change effort early in a project.•within the context of an organizational diagnostic assessment, the OVI can provide information about perceived organizational strengths and weaknesses.• a comparison of the OVI and the Oragnization Diagnostic Survey (ODS) - formerly the Change Readiness Survey - results provides a confirmation ofcritical issues prior to the development of recommendations or a change strategy.•useful in the visioning process as it provides immediate input to organizational goals and confirms and enables shared values.•the future characteristics outlined in the “like it to be” assessment provide useful guidelines in developing a new organizational culture.The OVI takes respondents approximately 20 minutes to complete. Time spent processing OVI results depends on the number of respondents and the method chosen for presenting the OVI results.The OVI is designed primarily for executive managers and decision makers, members of the organization expected to set the vision. These individuals are thought to have the broad business experience necessary to project future organizational characteristics. Employees with less experience or perspective often fall into the trap of mistaking personal preference for appropriate organizational characteristics.Advantages:•The OVI results are quantitative. Often qualitative recommendations accompanied by supporting figures such as OVI results have greater impact in illustratingorganizational realities to clients.•The wording of the statements in the OVI can easily be tailored to client terminology. CAUTION: In order to ensure the validity of the instrument, the form and meaning of the OVI statements should be maintained.•The OVI can be used in conjunction with the ODS. One instrument can be used as validation for the other. The wording of the OVI statements is currently linked to the categories of the ODS. Rewording the OVI will eliminate the advantages that can be gained by this linkage.Disadvantages:•The OVI is not considered effective as a stand-alone instrument. It is most effective as part of a process such as diagnostic assessment of visioning.•The results of the instrument are only as valuable as the experience of the respondents. If respondents have little experience in the organization or in the business world, their ability to visualize a future organization diminishes.Developed by: Andersen Consulting - CMS Tools and TechniquesClients: Most commercialization/privatization engagementsExamples: OVI User Guide OVIG.docOVI Survey Form FORM1.docOVI Grid GRID.docGap Analysis GAP.doc。
安达信咨询方法与工具资料库WORPLA1
8
Page 3
Task #
Task Descri ption
Client Software Selection Project
Detailed Work Plan
Due Date
Deliverable(s)
AA MNP DBR TLI STL staff SUB ABC TOT
VIII.
Issue identifi cation and resolut ion
Vendor references 1995/6/7
1995/6/16
1995/6/16 1995/6/16 1995/6/16
Mod design approach
1
2
2
2
1
2
3
6
6 12
2
2
4
6 10
2
2
4
6 10
3
3
4 10
10
Page 4
Task #
Task Descri ption
Develo p negotia tion strateg X. y
2
2
4
4
1
1
2
2
1
1
1
3
3
1
1
1
Check referen ces/site IX. visits
A
Schedule visits with references provided by vendors
-- 2 references per vendor (1 day visits)
-- prepare high priority questions from users
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Basic Vegetable ProductsSystems ImplementationBusiness Procedure by Audience Matrix - RP
ClassProcedureNameSchedulerClerkCase&LabelDrumOrdersforKingCityCre
ateC&LSchedule
phase2/proc_trn/matrix/2774624389.xls RPPage 1 of 232020/8/1Basic Vegetable ProductsSystems ImplementationBusiness Procedure by Audience Matrix - RP
ClassProcedureNameSchedulerClerkCreateReservationsIss
uePickInstructions
phase2/proc_trn/matrix/2774624389.xls RPPage 2 of 232020/8/1Basic Vegetable ProductsSystems ImplementationBusiness Procedure by Audience Matrix - RP
ClassProcedureNameSchedulerClerkReserveInventory(Pre-packagedstockinventory) toCustomerOrders
phase2/proc_trn/matrix/2774624389.xls RPPage 3 of 232020/8/1Basic Vegetable ProductsSystems ImplementationBusiness Procedure by Audience Matrix - RP
ClassProcedureNameSchedulerClerkReviewNewOrdersNo
tebookFileMaintenance(forLOTMAS)
phase2/proc_trn/matrix/2774624389.xls RPPage 4 of 232020/8/1Basic Vegetable ProductsSystems ImplementationBusiness Procedure by Audience Matrix - RP
ClassProcedureNameSchedulerClerkNotebookFilePromptMaintenance(forLOTMAS)
phase2/proc_trn/matrix/2774624389.xls RPPage 5 of 232020/8/1Basic Vegetable ProductsSystems ImplementationBusiness Procedure by Audience Matrix - RP
ClassProcedureNameSchedulerClerkShortListOrderPre-ReviewPre
parePickingDocumentsSc
hedulePackaging
phase2/proc_trn/matrix/2774624389.xls RPPage 6 of 232020/8/1Basic Vegetable ProductsSystems ImplementationBusiness Procedure by Audience Matrix - RP
ClassProcedureNameSchedulerClerkScheduleMaintenanceCreate a Schedule/OLSN/Release
Open Schedule/OLSN/ReleaseChange Schedule DateDelete Schedule/OLSN/ReleaseReservationsReserve Feedstock for Schedule/OLSN/ReleaseDe-Reserve from Packaging ScheduleIssuePickList
phase2/proc_trn/matrix/2774624389.xls RPPage 7 of 232020/8/1Basic Vegetable ProductsSystems ImplementationBusiness Procedure by Audience Matrix - RP
ClassProcedureNameSchedulerClerkReprintPackagingScheduleDocuments
ScheduleCo-packing
phase2/proc_trn/matrix/2774624389.xls RPPage 8 of 232020/8/1Basic Vegetable ProductsSystems ImplementationBusiness Procedure by Audience Matrix - RP
ClassProcedureNameSchedulerClerkPre-shipmentSamplingOr
derProcessingSc
hedulingPullSamples&Movement
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ClassProcedureNameSchedulerClerkCustomerApprovalLo
cationClassification(Status)Change
phase2/proc_trn/matrix/2774624389.xls RPPage 10 of 232020/8/1Basic Vegetable ProductsSystems ImplementationBusiness Procedure by Audience Matrix - RP
ClassProcedureNameSchedulerClerkProcessingOrderChanges
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ClassProcedureNameSchedulerClerkAccessOrderCommentFileList toIdentify&ReviewChanges
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ClassProcedureNameSchedulerClerkIdentifytheStateofOrder/ScheduleCompletion
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