Comm. Industry Performance Meas.
Methodology Deliverables: No Deliverables.
Phase Name: Identifying
Phase Deliverables:
QP 1 Deliverable List
Step Name: Project Planning
Step Deliverables: No Deliverables.
Tasks:
1. Obtain mission statement, strategies, orgcharts, job responsibilities.
2. Review environmental information (customer satisfaction, employee satisfaction, regulatory,
competitive position).
3. Understand current way of doing business (evaluations process, bonus structure, promotions).
4. Prepare project management documentation - budget, WinSmart, etc.
5. Develop project work plan, schedule and milestones
Step Name: Articulate Strategy and ID goals
Step Deliverables:
Strategy, Goals and Performance Measures Matrix
Tasks:
1. Identify required attendees
2. Send out notification, prereads on performance measures and balanced scorecard, set expectations
for time and effort involved in this meeting.
a. Bring in facilitator
b. Have meeting with senior management to determine strategic intent for the next 5-10 years.
i. Compare the verbalized strategies with written and resolve discrepancies
ii. For each strategy, identify its goal (KPI)
iii. Ensure goals are across all dimensions of the balanced scorecard or QCT
iv. Quantify targets for each goal for the next year
v. Assess Resource constraints to meet all goals as quantified.
vi. Prioritize the strategies
3. Hold debrief meeting. Hold informal discussions with different levels of management to
determine if the prioritization of strategies is consistent with current business approach.
4. Hold second meeting with senior management to discuss strategies - goals - organizational
performance measures.
Step Name: Determine Organizational. Performance Measures
Step Deliverables:
Strategy, Goals and Performance Measures Matrix
Tasks:
1. Meet with senior management of the organizational unit to develop the strategies - goals -
organizational performance measures. (This possibly can be combined with the meeting in task
1.2.4.)
Step Name: Map Strategies, Goals and Supporting Processes
Step Deliverables:
Strategy, Goals and Performance Measures Matrix
Tasks:
1. Perform an initial analysis of processes.
a. Develop block diagrams of the primary processes of the organization
b. Determine the primary function units within the process
c. Identify primary inputs/outputs of the processes
2. Finalize the matrix of strategies, goals, organizational performance measures and supporting
processes
Step Name: Develop Process Performance Measures
Step Deliverables:
Strategy, Goals and Performance Measures Matrix
Tasks:
1. Verify the major functions included in ea. process (in order to determine if key functional
managers should be included in the process facilitation sessions and to determine the in-process
measures required)
2. Send an outline of the performance measurement identification process and the matrix of strategies
- goals - organizational measures - supporting processes to the process owners.
3. Conduct the process facilitation session. Keep the number of participants below 15 for maximum
effectiveness. As part of the session:
a. Determine the process level strategies which support the overall organizational strategies.
b. Identify the performance measure which would measure the output of the process (use the
four dimensions of the balanced scorecard or QCT)
c. Identify the key internal process hand-offs which are critical to achieving the overall process
output.
d. For each hand-off from c. above, identify the relevant internal performance measures.
4. Add new measures to the Matrix of Performance Measures
5. Meet with the process owners, process customers and organization senior management to finalize
and obtain buy-in for the process measures
Step Name: Develop People Performance Measures
Step Deliverables:
Strategy, Goals and Performance Measures Matrix
Tasks:
1. Gain an understanding of work content, skill requirements and job outputs
2. Review current performance measures and any contract/union restrictions
3. Bring together groups of job incumbents and 1/2 managers
a. Review the process to date
b. Review the process strategies and measures
c. Discuss the required individual job accomplishments
d. Brainstorm the performance measures to meet the accomplishments
e. Review the potential measures against adequacy criteria.
4. Consolidate the output of the meeting
5. Separately, assess the performance measures v. the process/organ. measures
Step Name: Map and Filter Measures and Strategies
Step Deliverables:
Strategy, Goals and Performance Measures Matrix
Tasks:
1. Complete the performance measures matrix for all of the strategies identified.
2. Review all of the performance measures using the Filtering/Target Setting Tool.
3. For any of the measures which do not meet the criteria, take them out of the overall potential
measures
4. Review the reasonableness of targets based upon historical and benchmark information
5. Understand the interrelationship of measures at each level. Ensure that measures are balanced
and not “skewed” toward one strategy.
Step Name: Communicate and Obtain Consensus
Step Deliverables: No Deliverables.
Tasks:
1. Prepare a communications matrix of impacted work groups
2 Hold focus group meetings with impacted groups
3. Assess feedback and incorporate into performance measures
Step Name: Obtain Management Sign-offs
Step Deliverables:
Strategy, Goals and Performance Measures Matrix
Tasks: No Tasks.
Step Name: Quality Assurance
Step Deliverables:
QA Memo
模块: Module: 行政管理Administration 流程: Process: 安全Security 系统: System: 现金管理 Cash Handling 系统执行人 System Champion: 经理Manager 目标 Objectives: ?按照正确的程序以确保正确、精确地管理所有现金 To follow the correct procedure to ensure that all handling of cash is carried out accurately and diligently 程序 Procedure: ?当收到50元和100元面额的钞票时，员工应该口述“收到50元”或“收到100元”。 When receiving ￥50 & ￥100 notes, the team member must say “check ￥50” or check “￥100”. ?所有已付款的金额都应该记入帐目。 The amount tendered must always be keyed into the till. ?总是给客户一张收据 Always give the customer a receipt. ?应避免在各种帐目间挪用现金。好的管理应是准确地为每种帐目计划金额和按要求命名储备金。如果你不得不挪用现金，必须从另一种帐目中“买出”，例如，从一种帐 目中”买入”50元面额钞票, 就需要从另一个帐目卖出5张10元面额的钞票。 Swapping money between tills should be avoided. Good management practices include accurately planning the amount and required denomination of the float for each till. If you do have to swap monies then the money must be “bought” from one till to another e.g. a ￥50 note from one till will be exchanged with 5 x ￥10 notes from the other till. ?确保在已锁的抽屉或保险柜内存放有零钞 Spare change must be kept in either a locked drawer or in the safe
模块：Module: 行政管理Administration 流程：Process: 邮件和快递 Mail and Couriers 系统：System: 如何安排一份快递 How to Arrange a Courier 系统执行人：System Champion: 接待员Receptionist 目标： Objectives: 依正确程序安排一份快递 To follow the correct procedures to arrange a courier 确保所有包裹都传送到正确的地方 To ensure that all packages are delivered to the correct address 确保所有包裹都传送给正确的人 To ensure that all packages are delivered to the correct person 程序： Procedure: 与送信人确认适当的联系方式和详细地址 Confirm with the sender the appropriate contact and address details 在客户/顾客/供应商数据库中确认详细资料 Confirm details with client/customer/supplier database 将文档放入合适规格的信封或包裹中，确保内容的安全。 Place documents in appropriately sized envelope or package ensuring that the contents are secure 同与企业有往来账户的快递商联系 Contact the courier service for which the business has a trading account
管理咨询35种经典工具 全书三分钟快速阅读版 本书系统地介绍了在日常管理活动当中，经常用到的35种经典工具，这些工具包括公司战略分析与战备管理、战略决策、人力资源管理等多个方面，每种工具首先介绍工具的来源和使用方法，然后结合经典案例进一步进行了说明。 PEST分析法是进行外环境分析的常用工具，从政治、法律、经济、社会、文化和技术的角度，分析环境变化对于企业影响的一种方法。 波特五力量分析主要用于产业环境中对于是产业竞争的性质的该产业中所具有的潜在利润的分析。是由波特教授提出的“五种力量模型”，即潜在竞争对手、现有企业之间的竞争、替代品的威胁、供方的讨价还价能力和买方的讨价还价能力。 行业竞争结构分析使企业管理者可以从定性和定量两个方面分析行业竞争结构和竞争状况，以达到以下两个目的：分析确定五力中影响企业成败的关键因素；企业高层管理者从与这一集团相关的各因素中找出需要立即对付或处理的威胁，以便及时采取行动。 利益相关者分析用于分析与企业利益相关的所有个人和组织，帮助企业在战略制定时分清重大利益相关者对于战略影响。 生命周期理论也是判断产业竞争状况的一个最为普遍采用的模型。模型的基础就是认为市场的不同状态即市场处于从开发到成熟的什么阶段从根本上影响竞争条件和企业的行为。 SWOT分析将企业外部环境的机会（O）与威胁（T），内部环境的优势（W）与劣势（S）罗列在一张十字形图表中加以对照，可以一目了然地看出企业的环境情况，又可以从内部环境条件的相互联系中作出更深入的分析评价。 战略地位和行动评估矩阵是战略方向选择的工具，在SWTO分析的基础上，通过确定两组具体反映客房外部的量化指标，更加准确地进行战略的选择和定位。 雷达图是对企业财务能力分析的重要工具，从动态和静态两个方面分析企业的财务状况。 价值链分析的核心是将客户的所有资源、价值活动与客户的战略目标紧密连接起来，以价值增值为目的，形成了一个简明而清晰的结构框架，帮助客户清晰认识客户中相关各链条的重要意义。
管理咨询及人力资源咨询常用的132项工具.doc 1 战略框架 2 战略实施模型 3 波特价值链分析 4 战略管理过程 5 洛克希德法 6 组织变革的战略类型 7 决策树 8 基础统计技术 9 蒙特卡罗模拟技术 10 阿姆科公司事前测感技术 11 希布纳的预测七原则 12 组织决策的卡耐基模式 13 阿尔布雷克特组织政治分析 14 赋权分析矩阵 15 马斯洛的人类需求五层次理论 16 赫茨伯格的双因素理论 17 奥德费ERG理论 18 麦克利兰成就激励理论 19 波特和劳勒的综合激励模型 20 期权的六要素法 21 弗鲁姆期望理论
22 亚当斯公平理论 23 斯金纳强化理论 24 埃德温洛克目标设置理论 25 股权陷阱规避法 26 工作分析信息的种类 27 工作分析的步骤 28 因素比较法 29 因素计点法 30 分类法 31 排序法 32 问卷法 33 访谈法 34 工作日志法 35 实践法 36 结构化面试法 37 丰田公司选拔计划 38 岗位评价的权重系数确定法 39 管理评价中心法 40 内部选拔的方法 第一页第二页第三页第四页 41 外部选拔的方法 42 员工的投入与收益分析法
43 格兰丘纳斯的上下级关系理论 44 效率\设备\岗位\比例定员法 45 平衡记分法 46 胜任特征模型 47 明尼苏达多相个性测验 48 艾森格人格测验 49 卡特尔16种因素测验 50 比奈-西蒙智力测验 51 罗夏墨迹测验 52 勒温的场论 53 卡兹的组织寿命学说 54 库克创造力曲线 55 默里与摩根的主题统觉测验 56 皮亚尔故事测验 57 科尔伯格两难故事测验 58 中松义郎的目标一致理论 59 赫茨伯格工作丰富化模型 60 比德返转原理 61 冲击晋升模式分析 62 蔓藤晋升模式分析 63 旅行保险公司工作丰富模型 64 TRW五合一