咨询方法与工具资料库_trai140【精品文档】

Warning:This document has not been reviewed to ensure that it will print on all standard firm printers. You may need to make modifications to this document in order for it to print correctly.Questions and AnswersThe following are typical questions you may be askedregarding our experience in providing QMS.1. How long has Arthur Andersenbeen in the QualityManagement business?Over our entire history, we have helped clients improveprocesses and eliminate non-value-added activities withresults-oriented solutions.∙In the mid-seventies, we developed an approach tolook at cross-functional activities with the purpose ofimproving processes and increasing productivity.∙From the mid-seventies to the late eighties, wecontinued to enhance our ability to help our clientssucceed. During this time, we sold component partsof TQM but did not call these engagements "TQM."∙In 1989, we began to build integrated, full serviceQMS capabilities as part of our ManufacturingIndustry initiative.∙In 1994 we formally transferred our QMS practicefrom the Manufacturing Industry group toOperational Consulting.Our QM services are based on the integration of ourexpertise in productivity and process improvement, andour ability to transfer skills to help clients focus on theircustomers, manage by fact, improve processes, andempower people.2. How many QMS engagementshas Arthur Andersen done?Taking into consideration all of the components of theQMS framework, we have successfully completed asignificant number of engagements. If, however, youconsider implementation of entire TQM changeprograms, we have done fewer engagements. We have asubstantial database of QMS engagements. (see "QMSEngagement section).3. How do we, as a Firm, measure how wellwe are doing? More broadly askedquestion—What are Arthur Andersen'sQuality processes and results?We are driven by a model of service that includes threekey components: meeting and exceeding clients' needsand expectations; adding value; and building long-term,mutually beneficial relationships. The ultimate measureof quality is whether our clients perceive that theyreceive value from our services. This is probably bestreflected in our ability to attract and retain clients. At thesame time, we measure the quality of our services verysimply and directly by going to our clients, on a regularbasis, and asking them how we are doing and how wecan improve through the Client Satisfaction FeedbackProcess. As with any other business, we have amultitude of additional measures which help us monitorother vital signs such as productivity, cost control,economic strength, innovations, training anddevelopment for our personnel, R&D in product orservice lines, etc.To formalize the quality processes that we haveimplemented, and to reinforce our dedication tocontinuous improvement, the Arthur AndersenWorldwide Organization and its business units haveestablished a quality focus. The focus, called"Continuous Improvement" in the Arthur Andersenbusiness unit, "Quality, Value, Success" in the AndersenConsulting business unit, and "Quality ProcessManagement" in the Arthur Andersen WorldwideOrganization, provide the training, methodology andcommunications to support our long-standing traditionof improving the management of service quality.We also use the Malcolm Baldrige National QualityAward Criteria and application process as a measureand driver of our quality focus. By assessing our qualityprocesses against the award criteria, we constantlymeasure our progress in key elements of our qualitycommitment. The award process heightens the visibilityof our quality commitment within the firm and serves asa catalyst for achieving further enhancement in ourquality processes.We first applied for the Malcolm Baldrige NationalQuality Award in 1991. As we continuously improvedour service quality, we progressed further in the Awardprocess. In 1993, we became the first professionalservices firm to receive a site visit by the Baldrige Award。

BELL SYGMA INC. : SOFTWARE SELECTION 1995Saturday, May 12, 2018THE REQUEST FOR PROPOSALTHE REQUEST FOR PROPOSAL (3)The Finance Department’s mission (3)The Scope (3)Background and Overview (4)The Objective (5)Goods and Services (6)RFP Deliverables (6)Implementation Deliverables (7)Rules of the RFP (7)Alternate Proposals (8)Format of Proposal (9)Other Features (10)Pricing (10)The Work Plan (11)Bell Sygma’s Project Plan (11)Acceptance Testing (12)Contractual Terms (12)Proposal Submissions (13)“No-Bid” Responses (13)Vendor Contact (14)Bell Sygma Inc.REQUEST FOR PROPOSALConfidentiality (14)Revisions to RFP (14)Proposal Preparation Costs (15)Proposal Validity (15)Presentation, Demonstrations and Benchmarks (15)Announcement of Successful Vendor (16)Evaluation Criteria (16)Bell Sygma Contact (16)T HE C URRENT M ODULE S TRUCTURE (17)T HE C URRENT O PERATIONAL S TRUCTURE (18)T HE P ROJECT T EAM (19)Full Time (19)Part Time - Specialty Services Advisors (19)Part Time - Business/Operations Services (20)Part Time - Technical Services (20)Schedule of Events (21)REQUIREMENTS FORM COMPLETION(EXAMPLE) (22)Bell Sygma Inc.REQUEST FOR PROPOSALTHE REQUEST FOR PROPOSALThe Finance Department’s missionThe mission of the Finance Department is to provide a secure ‘resting place’ for financial and management accounting information. This objective, requires integration of internal and external systems, critical to the control and efficiency of the entire business process. Financial statements and management information are the primary deliverables for the Finance Department.The ScopeBell Sygma is requesting proposals for an integrated financial accounting software package, including accounting functions, budgeting, forecasting and reporting. A key objective of the project is to renew interest in the process re-engineering of key business processes within the Bell Sygma Organization. Cost management, project tracking, budgeting, executive information systems and contract management are areas that will be assessed during the business analysis for new financial software. The chosen system must integrate with corporate tables, including the employee tables in Human Resources. The system must maintain open interfaces with Payroll and Asset Management Systems.This Request For Proposal (RFP) is for an integrated financial accounting software package and training. The implementation of the package is to be done by Bell Sygma. The vendor will be required to play a support role in the implementation.Bell Sygma Inc.。

The objective of the User Readiness Test is to ensure the functional team leaders are confident the members of the user community can individually execute business critical functions in an effective mannerIdentify Critical Procedures now - 9/11 The team leaders must identify the critical procedures for their business function. A critical procedure involves a business critical function that must be performed frequently in a timely manner. Exercises will be developed based on these critical procedures. The critical procedures should be listed in the User Performance Survey Roster.The template for the User Performance Survey Roster is located inm:\phase2\proc_trn\ready\ros_temp.xls. The team leader should make a copy of this file in the same directory with the following naming convention: ros_(module).xls. (Example: ros_ar.xls, ros_prod.xls ,ros_cost.xls, ros_com.xls.)Create User Readiness Survey now - 9/15 The purpose of the User Readiness Survey is to capture the users’ comfort level with the content of the procedures taught in training and to evaluate their ability to effectively execute these procedures. The users will be given a survey after every course in which they participate. The first portion of the survey will give the user an opportunity to evaluate the presentation and content of the course. The second portion of the survey will allow the users to indicate their level of comfort with the procedures taught in that particular course. This information may indicate the possible need for additional training and identify areas requiring additional assistance during Post Conversion Support. This feedback will also prove beneficial for improving subsequent training efforts.The template for the User Training Survey is located inm:\phase2\proc_trn\ready\transurv\survtemp.xls. The training coordinator should make a copyof this file and save it in the appropriate subdirectory for each team. A survey should be created by team, by course, listing all procedures taught during the course. The results of the survey are based on four questions:In addition to this portion of the survey, the users will also be asked to evaluate the effectiveness of each course. The questions will be focused on the course instructor, the course content, and the course materials. The training coordinator will be responsible for the distribution and analysis of the surveys.Provide Technical Team with Hardware Requirements 8/28 - 9/8The team leaders must work with the technical team to ensure the necessary hardware is in place for any exercises that must be performed as part of the training effort. Meetings with the team leader and the technical team should be scheduled in the early part of this phase to discuss high level requirements. For this meeting, the team leader must provide the technical team with a list of equipment (printers, terminals, pc’s, rf equipment, etc.) that must be deployed. This list o f deployed equipment should be close to our final list of equipment for conversion.Perform User Training and Survey Users 9/13 - 10/25 The users will fill out a survey after completing each course. The users will rate their ability to perform each procedure, the completeness of each procedure, and if the training courses have presented the procedures required to perform their jobs. In addition, the users will evaluate the effectiveness of each course. The survey will indicate potential requirements for additional training, as well as areas on which to focus during Post Conversion Support. The evaluation portion of the survey will offer valuable information to assist the team leaders with future training efforts.Confirm Hardware Usability 10/2 - 10/6 The IS Team must confirm the equipment deployed will support the exercises distributed during training. Network functionality, keyboard mapping, and printer setup are examples of necessary functions. By executing these exercises and issuing the appropriate outputs, this portion of training will offer confirmation from the users that the hardware is at a suitable state for conversion.Create User Readiness Test Exercises 9/9-10/9At a minimum, exercises and supporting data must be completed for each team’s critical procedures. These exercises should present the business scenario, but not include the detailed steps necessary to complete the tasks.A template for the Exercises is located in m:\phase2\proc_trn\exertemp.doc. The team leader should make a copy of this file and save it in the appropriate subdirectory. The template includes questions that should be asked when creating the supporting data for your exercises.Confirm Data for Exercises 8/5 - 10/11The entity used for User Training will not be reset on a regular basis. Therefore, the amount of data required for each team will be significant. Team leaders must coordinate data requirements with other team leaders, as necessary. The Data Checkout Control Sheet is a tool that has been developed to assist with this coordination.The team leaders must verify the necessary data is in the proper entity to perform the Exercises. The Data Checkout Control Sheet (m:\phase2\proc_trn\ready\datacntl.xls) must be filled in for any data that the team leader wishes to control. The team leaders must fill out the data type (i.e. resource number, customer number), data, module, date signed out, and signed out by columns. With such a large volume of data being accessed in the training entity, it is critical that this control sheet be utilized to assist in preventing teams from manipulating the same data.Review User Readiness Test Results 10/25The team leaders must analyze the data to accurately assess their respective team’s ability to successfully convert. This data must be compiled and entered into the User Readiness Test Detail and Summary Results Slides in order to review for analysis. Templates for calculating course evaluations and users’ ability to perform procedures are evalcalc.xls and survcalc.xls, respectively. These templates are located in m:\phase2\proc_trn\ready\admin. The training coordinator will control this administrative process of tabulating the surveys and presenting a final analysis for each team leader to review. The training coordinator should make a copy of these files and save them in the appropriate subdirectory for each team.Executive Review 10/26The team leaders will present the User Readiness Test Detail and Summary Results to the Executive Team. The Executive Team will take into account recommendations and data presented by the team leaders in order to make a “Go No/ Go” Decision.∙User Performance Survey Roster∙Data Checkout Control Sheet。

Sales Approaches and Strategies WorksheetWhere is your client currently in terms of perceived need?Ready to Do an RFPFamiliar with Multiple ProvidersNot Sure How It Works Not Sure What It IsNever Heard Of ItFamiliar with Multiple ApproachesP E R C E I V E D N E E D Place your client in the quadrant that matches your relationship and their level of awareness. Note the sales style that would complement that sales context.HIGHLOWSTRONG WEAK High Perceived Need/Weak Relationship揌ard?/ General High Perceived Need/ Strong Relationship 揌ard?/ SpecificLow Perceived Need/Weak Relationship 揝oft?/ General Low Perceived Need/ Strong Relationship 揝oft?/ SpecificRELATIONSHIPP E R C E I V E D N E E DIn light of the sales context, what does your prospect most want to know? Based on what your prospect wants to know, what do you think your message should be?What Our Prospect Wants to Know What Our Message Should BeHow can you neutralize these barriers? What are some potential barriers tosuccessfully selling a QPM engagementto your client?What are some benefits or results your client can hope to achieve as a result of participating in a QPM engagement?Refer to your Client Service Team/Potential Buyer Matrix and review who yourpotential contacts at the client site are. Then, applying what you’ve learn the perceived need continuum, sales context, and sales strategies, complete thefollowing contact plan. Remember to focus on when who says what to whom.Notice the suggested uses of marketing materials on the next page.Contact PlanClient:Start Date:When Who What To Whom。