黄腐酸钾项目申请报告(可编辑案例).doc
awareness, and confidence.Training is essential for a successful implementation of new processes and systems. A positive training experience will provide users with skills and knowledge needed to do their jobs effectively and will help them view the changes as necessary and valuable.When planning a training effort, it is critical to make the training relevant to the business objectives. Doing so ensures that the training is designed to equip employees with the skills needed to take the organization in the direction desired. While preparing this Curriculum Plan, the Training Team gathered information about the goals of each process area from the process teams. The following chart links the course objectives to the Finance process goals for Company DDD.Process: General AccountingProcess GoalsCourse ObjectivesCourse #1.Elimination of low value transactionsDescribe the new General Accounting processDiscuss the impact of the new General Accounting process on their daily activities and on those of others in The CompanyGL012.Centralized maintenance of common chart of accounts and associated code blockDescribe the new General Accounting processDiscuss the impact of the new General Accounting process on their daily activities and on those of others in The CompanyGL013.Consolidated transaction processing and financial reportingCreate/define journal entries and schedulesReview proposed entries by the Operating Units for consistency with specific criteriaCheck for accurate entry information (account, department, etc.)Mark and schedule journal entries for postingInquire on journal entry statusDescribe their roles in the journal entry processDescribe the role of the Operating Units in the journal entry processGL02Use the G/L journal entry to:Enter standard journal entriesEnter manual journal entriesEnter inter-company journal entriesInquire on journal entry statusDescribe his/her role in the journal entry processDescribe the role of the SSC in the journal entry processGL034.Reduced time, effort, and cost of gathering financial dataInquire on ledger balances using several views based on specific ChartField combinationsIdentify the library of reports available to them each month, week, year Access the reports available to themKnow what information is contained in the reports Describe the process for requesting custom reports and queriesBe aware of vendor course on PSnVision & PSQuery offered for creating advanced custom reportsGL044.Reduced time, effort, and cost of gathering financial data (cont.)Use the basic components of PSnVisionUse nPlosion to display and print summary and detail amountsUse automatic labeling feature on both rows and columnsCreate custom queries using PSQueryCreate custom Crystal reportsPS015.Easy access to detailed and relevant financial information for decision supportInquire on ledger balances using several views based on specific ChartField combinationsIdentify the library of reports available to them each month, week, year Access the reports available to themKnow what information is contained in the reports Describe the process for requesting custom reports and queriesBe aware of vendor course on PSnVision & PSQuery offered for creating advanced custom reportsGL04Use standard reports and queries to review monthly and year-end results and identify extreme trend variationsGL05 Use the basic components of PSnVisionUse nPlosion to display and print summary and detail amountsUse automatic labeling feature on both rows and columnsCreate custom queries using PSQueryCreate custom Crystal reportsPS016.Soft closes on non-quarter month endsCheck that all system-generated reconciliations are performed and accurateDescribe the process for following up with Operating Units regarding exceptions or inconsistencies with reconciliationsMonitor direct interface transactionsDescribe the process for investigating and resolving any exceptions from direct interface transactionsRun Corporate consolidations and allocations for all Operating UnitsDescribe the process for investigating and resolving any exceptions with consolidations and allocationsTrigger and monitor closing proceduresComplete all tasks in accordance with closing proceduresDescribe the process for investigating and resolving any exceptions or inconsistencies with closingsGL057.Consolidated transaction processing and financial reportingCheck that all system-generated reconciliations are performed and accurateDescribe the process for following up with Operating Units regarding exceptions or inconsistencies with reconciliationsMonitor direct interface transactionsDescribe the process for investigating and resolving any exceptions from direct interface transactionsRun Corporate consolidations and allocations for all Operating UnitsDescribe the process for investigating and resolving any exceptions with consolidations and allocationsTrigger and monitor closing proceduresComplete all tasks in accordance with closing proceduresDescribe the process for investigating and resolving any exceptions or inconsistencies with closingsInitiate the reporting package to Corporate and Operating UnitsGL05Process: Purchase to PaymentProcess GoalsCourse ObjectivesCourse #1.Pay on receipt (Evaluated Receipt Settlement - ERS)Describe the new Purchase to Payment processDiscuss the impact of the new Purchase to Payment process on their daily activities and on those of others in The CompanyAP01Create on-line receiving reports to properly record receipt of goodsAP022.EFT payments toDescribe the new Purchase to Payment processAP01strategic vendorsProcess A/P transactions through the PeopleSoft systemAP033.No manual checks printed at locationsDescribe the new Purchase to Payment processDiscuss the impact of the new Purchase to Payment process on their daily activities and on those of others in The CompanyAP01Process A/P transactions through the PeopleSoft systemDescribe their roles and responsibilities in the new A/P processAP034.Image invoices to reduce paper flowDescribe the new Purchase to Payment processDiscuss the impact of the new Purchase to Payment process on their daily activities and on those of others in The CompanyAP01Process A/P transactions through the PeopleSoft systemDescribe their roles and responsibilities in the new A/P processAP035.On-line requisitions, purchase orders, and payment requestsCreate on-line requisitions through the PeopleSoft systemSelect items and obtain information from the on-line catalogApprove or modify requisitions on-lineCreate on-line receiving reports to properly record receipt of goodsAP026.Centralized negotiation for frequently used itemsIdentify the library of reports available to them each month, week, and yearAccess the reports available to themRecognize the information contained in the reports Describe the process for generating custom reports and queriesBe aware of the PeopleSoft course on PSnVision & PSQuery offered for creating advanced custom reportsAP046.Centralized negotiation for frequently used items (cont.)Build and maintain the vendor master filesBuild and maintain the on-line item master catalogIdentify the types of vendor and item information available in the new Purchase to Payment processAP057.Consolidated company-wide vendor master fileIdentify the library of reports available to them each month, week, and yearAccess the reports available to themRecognize the information contained in the reports Describe the process for generating custom reports and queriesBe aware of the PeopleSoft course on PSnVision & PSQuery offered for creating advanced custom reportsAP04Build and maintain the vendor master filesIdentify the types of vendor and item information available in the new Purchase to Payment processAP058.Procurement Card for small dollar purchasesDefine the Procurement Card ProgramDiscuss the objectives of the Procurement Card Program:Reduce volume of low dollar transactions (i.e., POs, invoices, payments) Increase turnaround time from order to receipt Perform their Procurement Card Program roles and administrative duties:Maintain issuance and cancellation of cardsCommunicate with the card company, Operating Unit managers, A/P, Purchasing, Accounting, card holders, and tax professionals about the programMaintain dollar transaction limitsAdminister training for card holdersMaintain administrator and cardholder manualsAccess applicable reportsResolve high - level disputesAP06The first step toward planning training is to conduct a training needs assessment. By identifying target audience groups and the skills necessary to perform their jobs, training can be catered to their needs.The Project FAST Training Team conducted a needs assessment by interviewing Finance process team members and reviewing process flows and new Shared Service Center (SSC) job descriptions. As a result of the assessment, the following target audience groups were identified for Finance training:Target Audience Group *LocationControllersOperating Units / Corporate / SSCFinancial AnalystOperating Units / Corporate / SSCDepartment Managers and SupervisorsOperating Units / Corporate / SSCBuyersOperating Units / CorporateSystem RequestersOperating Units / Corporate / SSCSystem ReceiversOperating Units / Corporate / SSCTax RepresentativesCorporate / SSCController/Facilities DirectorSSCFinance DirectorSSCGeneral Accounting SupervisorSSCStaff AccountantSSCFinancial Systems AdministratorSSCPurchasing DirectorSSCCertified Purchasing ManagerSSCPurchasing Administration SupervisorSSCPurchasing AdministratorSSCA/P SupervisorSSCA/P ClerksSSC* Target Audience Groups reflect job roles, not job titles.This section contains a matrix for each target audience group. The header of each matrix identifies the process, audience group, audience size, and audience location. It also specifies whether the job position will be new or existing. The first column of each matrix contains the inventory of job skills / tasks required of the audience group. For each skill/task, an “X” appears to the right in either the second or third column. If the audience group is expected to have the skill/task, an “X” appears in the second column, entitled “Current or Recruited Skills.” In this case, training will not be necessary. Otherwise, an “X” appears in the third column, entitled “Training Needs.” Training will be developed to address the skills/tasks identified by an “X” in this column.Process: General AccountingAudience: ControllersAudience Size: Approximately 40-賞醬!鲸醬贀醬!醬A醬言!醬贀!醬!醬蠀吁氂氄腐倠鈐灰灀恐偠鄠倠怐腰鉀脠瀐倰怀舐怠灐茐怀恠瀀鉐瀐倀怐灐倠恐恀酰茠瀀偠鉠偐偠偰恐鍰怐倐倐恐酰灐倀倰恠偀偰恀灰怐恠怠灐腰灠偰偰灰偠腐倀倀腐恐恰酐0_鎇肭醬鬐!醬!醬1醬1醬醬醬醬!醬醬1醬醬!醬言!醬!鄄偠灰個腐灠偰灐倐恐偰灠怐酰脐腐怐怐灀灰恐恐灐鉰怀腰灠腐恐灠偐瀐恐腰倰舐酐鈐怀偐恐鉠酠偐偠偠怐荐鄀渀蘀Assessing Customer SatisfactionIS meets the application delivery needs of the customer baseAssess how satisfied the customer base is with the level of service being provided by ISIdentify opportunities for improving service by comparing customer perceptions of importance with their degree of satisfactionHow Customer Satisfaction Supports the Business CaseCustomer Satisfaction scores are a qualitative assessment based on customer perceptions of how well their needs are being met. Building a business case requires these scores to be supplemented by other quantitative data to more clearly identify opportunities for reducing cost. For example: information from Brown Papers of project development activities can show bottlenecks and points where communications break down, information from Detail Project Probes can show productivity opportunities, and information from the Strategic Alignment Assessment can show how activities do not meet user needs. Possibilities for supporting a business case could come from:Improving productivity by improving the testing and implementation processes and the quality of documentationImproving user productivity by increasing the reliability and/or availability of data and system supportHow to Administer the Customer Satisfaction DiagnosticThis section provides hands on guidance needed to successfully use this diagnostic with specific emphasis on: scope of diagnostic, preferred method of collection, and recommended tasks, responsibilities, and time frame.Scope of Diagnostic- Who and How Many?Selecting a representative customer base for the survey is important. The survey population should cover all of the significant business areas receiving support from IS. Selecting the right managers to complete the survey is also important. They should be those users who rely upon computer applications and data to make business decisions and complete their daily activities. Also make sure that these are true users and not only IS liaisons who represent the business.You must also decide how many surveys to send out. This is driven by two factors- the size of the applications inventory and the size of the customer base. In general, 10% to 20% of the customer base should be sufficient for reliable survey results. It is recommended that the survey be anonymous to encourage honest responses and useful comments. Ask for the name of the customers organization to allow the ability to observe trends in particular areas of the organization.Preferred Method of CollectionWorking with the IS organization, representative users should be identified. The surveys, along with an explanatory letter and an instruction page, should be distributed using intercompany mail or other similar method the client may have available. Make provisions for those who wish to return
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awareness, and confidence.
Training is essential for a successful implementation of new processes and systems. A positive training experience will provide users with skills and knowledge needed to do their jobs effectively and will help them view the changes as necessary and valuable.
When planning a training effort, it is critical to make the training relevant to the business’ objectives. Doing so ensures that the training is designed to equip employees with the skills needed to take the organization in the direction desired. While preparing this Curriculum Plan, the Training Team gathered information about the goals of each process area from the process teams. The following chart links the course objectives to the Finance process goals for Company DDD.
Process: General Accounting
Process Goals
Course Objectives
Course #
1. Elimination of low value transactions
Describe the new General Accounting process
Discuss the impact of the new General Accounting process on their daily activities and on those of others in The Company
GL01
2. Centralized maintenance of common chart of accounts and associated code block
Describe the new General Accounting process
Discuss the impact of the new General Accounting process on their daily activities and on those of others in The Company
GL01
3. Consolidated transaction processing and financial reporting
Create/define journal entries and schedules
Review proposed entries by the Operating Units for consistency with specific criteria
Check for accurate entry information (account, department, etc.)
Mark and schedule journal entries for posting
Inquire on journal entry status
Describe their roles in the journal entry process
Describe the role of the Operating Units in the journal entry process
GL02
Use the G/L journal entry to:
Enter standard journal entries
Enter manual journal entries
Enter inter-company journal entries
Inquire on journal entry status
Describe his/her role in the journal entry process
Describe the role of the SSC in the journal entry process
GL03
4. Reduced time, effort, and cost of gathering financial data
Inquire on ledger balances using several views based on specific ChartField combinations
Identify the library of reports available to them each month, week, year
Access the reports available to them
Know what information is contained in the reports
Describe the process for requesting custom reports and queries
Be aware of vendor course on PSnVision & PSQuery offered for creating advanced custom reports
GL04
4. Reduced time, effort, and cost of gathering financial data (cont.)
Use the basic components of PSnVision
Use nPlosion to display and print summary and detail amounts
Use automatic labeling feature on both rows and columns
Create custom queries using PSQuery
Create custom Crystal reports
PS01
5. Easy access to detailed and relevant financial information for decision support
Inquire on ledger balances using several views based on specific ChartField combinations
Identify the library of reports available to them each month, week, year
Access the reports available to them
Know what information is contained in the reports
Describe the process for requesting custom reports and queries
Be aware of vendor course on PSnVision & PSQuery offered for creating advanced custom reports
GL04
Use standard reports and queries to review monthly and year-end results and identify extreme trend variations
GL05
Use the basic components of PSnVision
Use nPlosion to display and print summary and detail amounts
Use automatic labeling feature on both rows and columns
Create custom queries using PSQuery
Create custom Crystal reports
PS01
6. Soft closes on non-quarter month ends
Check that all system-generated reconciliations are performed and accurate
Describe the process for following up with Operating Units regarding exceptions or inconsistencies with reconciliations
Monitor direct interface transactions
Describe the process for investigating and resolving any exceptions from direct interface transactions
Run Corporate consolidations and allocations for all Operating Units
Describe the process for investigating and resolving any exceptions with consolidations and allocations
Trigger and monitor closing procedures
Complete all tasks in accordance with closing procedures
Describe the process for investigating and resolving any exceptions or inconsistencies with closings
GL05
7. Consolidated transaction processing and financial reporting
Check that all system-generated reconciliations are performed and accurate
Describe the process for following up with Operating Units regarding exceptions or inconsistencies with reconciliations
Monitor direct interface transactions
Describe the process for investigating and resolving any exceptions from direct interface transactions
Run Corporate consolidations and allocations for all Operating Units
Describe the process for investigating and resolving any exceptions with consolidations and allocations
Trigger and monitor closing procedures
Complete all tasks in accordance with closing procedures
Describe the process for investigating and resolving any exceptions or inconsistencies with closings
Initiate the reporting package to Corporate and Operating Units
GL05
Process: Purchase to Payment
Process Goals
Course Objectives
Course #
1. Pay on receipt (Evaluated Receipt Settlement - ERS)
Describe the new Purchase to Payment process
Discuss the impact of the new Purchase to Payment process on their daily activities and on those of others in The Company
AP01
Create on-line receiving reports to properly record receipt of goods
AP02
2. EFT payments to
Describe the new Purchase to Payment process
AP01
strategic vendors
Process A/P transactions through the PeopleSoft system
AP03
3. No manual checks printed at locations
Describe the new Purchase to Payment process
Discuss the impact of the new Purchase to Payment process on their daily activities and on those of others in The Company
AP01
Process A/P transactions through the PeopleSoft system
Describe their roles and responsibilities in the new A/P process
AP03
4. Image invoices to reduce paper flow
Describe the new Purchase to Payment process
Discuss the impact of the new Purchase to Payment process on their daily activities and on those of others in The Company
AP01
Process A/P transactions through the PeopleSoft system
Describe their roles and responsibilities in the new A/P process
AP03
5. On-line requisitions, purchase orders, and payment requests
Create on-line requisitions through the PeopleSoft system
Select items and obtain information from the on-line catalog
Approve or modify requisitions on-line
Create on-line receiving reports to properly record receipt of goods
AP02
6. Centralized negotiation for frequently used items
Identify the library of reports available to them each month, week, and year
Access the reports available to them
Recognize the information contained in the reports
Describe the process for generating custom reports and queries
Be aware of the PeopleSoft course on PSnVision & PSQuery offered for creating advanced custom reports
AP04
6. Centralized negotiation for frequently used items (cont.)
Build and maintain the vendor master files
Build and maintain the on-line item master catalog
Identify the types of vendor and item information available in the new Purchase to Payment process
AP05
7. Consolidated company-wide vendor master file
Identify the library of reports available to them each month, week, and year
Access the reports available to them
Recognize the information contained in the reports
Describe the process for generating custom reports and queries
Be aware of the PeopleSoft course on PSnVision & PSQuery offered for creating advanced custom reports
AP04
Build and maintain the vendor master files
Identify the types of vendor and item information available in the new Purchase to Payment process
AP05
8. Procurement Card for small dollar purchases
Define the Procurement Card Program
Discuss the objectives of the Procurement Card Program:
Reduce volume of low dollar transactions (i.e., POs, invoices, payments)
Increase turnaround time from order to receipt
Perform their Procurement Card Program roles and administrative duties:
Maintain issuance and cancellation of cards
Communicate with the card company, Operating Unit managers, A/P, Purchasing, Accounting, card holders, and tax professionals about the program
Maintain dollar transaction limits
Administer training for card holders
Maintain administrator and cardholder manuals
Access applicable reports
Resolve high - level disputes
AP06
The first step toward planning training is to conduct a training needs assessment. By identifying target audience groups and the skills necessary to perform their jobs, training can be catered to their needs.
The Project FAST Training Team conducted a needs assessment by interviewing Finance process team members and reviewing process flows and new Shared Service Center (SSC) job descriptions. As a result of the assessment, the following target audience groups were identified for Finance training:
Target Audience Group *
Location
Controllers
Operating Units / Corporate / SSC
Financial Analyst
Operating Units / Corporate / SSC
Department Managers and Supervisors
Operating Units / Corporate / SSC
Buyers
Operating Units / Corporate
System Requesters
Operating Units / Corporate / SSC
System Receivers
Operating Units / Corporate / SSC
Tax Representatives
Corporate / SSC
Controller/Facilities Director
SSC
Finance Director
SSC
General Accounting Supervisor
SSC
Staff Accountant
SSC
Financial Systems Administrator
SSC
Purchasing Director
SSC
Certified Purchasing Manager
SSC
Purchasing Administration Supervisor
SSC
Purchasing Administrator
SSC
A/P Supervisor
SSC
A/P Clerks
SSC
* Target Audience Groups reflect job roles, not job titles.
This section contains a matrix for each target audience group. The header of each matrix identifies the process, audience group, audience size, and audience location. It also specifies whether the job position will be new or existing.
The first column of each matrix contains the inventory of job skills / tasks required of the audience group. For each skill/task, an “X” appears to the right in either the second or third column. If the audience group is expected to have the skill/task, an “X” appears in the second column, entitled “Current or Recruited Skills.” In this case, training will not be necessary. Otherwise, an “X” appears in the third column, entitled “Training Needs.” Training will be developed to address the skills/tasks identified by an “X” in this column.
Process: General Accounting
Audience: Controllers
Audience Size: Approximately 40- ᄒሡℑᄒሡℑဓ賞醬ሡℑᄒሡℑ케게↑ᄒሡㄑᄒ!鲸醬ቁℑᄒሡℑᄒሡ�겜䆑ᄒሱℑꨀ겜㆑ᄒሡ겜↑ᄒሡ겜↑ᄒሡℑᄒጡℑ밀겜↑ᄒሡℑ贀겜↑ᄒሡ촐겜↑ᄒሡℑᄒሡℑ�겜↑ᄒሡℑᄒሡℑᄒሡℑဒ겸醬ሡℑᄒሡℑᄒ!곉醬A곙醬ሡㄑ言견↑ᄒሡℑᄒሡℑᄓሱℑ�견↑ᄒ!게醬ሡℑᄒሡℑﰀ견↑贀견↑ᄒሡㄑ�견↑ᄒ!겎醬ሱℑᄒ!곞醬ሡℑᄒሡℑᄒሡℑᄒሡ䐐蠀찀က吁ఁ븂氂䈃氄ᨅଆ腐؆अ倠בࠅ鈐ည灰Іညۑ؇܆」灀ઑꈠԆԇԆဍڑ܄ဏ䁠恐偠ۢ܄《ۣ܄Ї܆ఇ鄠ဉ퍐܆ଆ눐 ડ倠怐퉐Ѕညဎ腰ည鉀༅脠ဏං툰ࠄ瀐쉀 ֢इ倰ꄠ怀ྂ舐 텰అ怠灐ࢁ茐怀恠ޱ܆Ԇ瀀鉐ဍ༇瀐״ԇ倀념ࠆ怐灐܆倠䁰恐恀酰ਅ茠ࠇ瀀偠ҁဋ鉠܆偐偠偰恐鍰בࠆ怐倐ු倐恐酰इ䀠ꄰ܅؆ԇڂ؆І灐ށԅ倀߱ဎ倰恠ց܇ԇ܄ဋ䁰偀偰恀灰ڲڵ܆ࠇ턐ആ널됀ဌ֢ဈࢢ怐셠܆恠ࣁ怠셰䀈¡ဉ灐腰܄䀀灠偰ڂ䀀偰灰ӑІ؆Ԇ 偠ޡԅ¤ۑ 腐ԆԆఅ눠섐ԅԆ倀ꅠ؆֡ဉۂဍ֡倀腐ဋ恐ҡဋ恰酐0_¾ñŢǎȦʤ͐Ψਡ䈢ꍃ*鎇⦦肭ꚰ쌨ȁᐁЃ벸醬ሡℑᄒሡℑᄓሡℑᄒጡℑᄓሱ�겼↑ᄓቁ鬐겼↑ᄓሡℑᄒ!벌醬ሡℑᄒሡ겼㆑ᄒሡℑᄒ!볝醬ሱﴐ겼↑ᄒሡℑᄒሱℑᄒ1벯醬ሡℑᄓሡℑᄒ1첸醬ሡ�곌↑ᄒሡℑဒ첹醬ሡㄑᄒሡℑᄒሡℑᄒሡℑᄒሡℑဒ쳻醬ሡℑᄒሡℑဓ쳼醬ሡℑᄒሡ�곌↑ᄒሡℑᄒሡ�곌↑ᄒጡℑᄒሡℑᄒቁℑᄓ!�醬ሡℑᄒቁℑဒ�醬ሡ곜䆑豈곜↑ᄒሡℑᄒሡㄑᄒሱℑᄒጡℑᄔ1�醬ሡℑᄒሡℑဒ�醬!�醬ሡℑᄒጡℑ글곜↑ᄓሡℑᄒሱㄑᄒሡ곜↑ᄒሡℑᄒሡℑ곬↑ᄒሡℑᄒሡℑ言곬↑ᄓ!醬ሡℑᄔሡℑ곬↑ᄒጡㄑᄒሡ감곬↑ᄒሡℑᄓጡℑ봀곬↑ᄒ!¶Űɼ͌鄄 偠灰덐ဉޡࠆఆ덠個腐灠偰䁐ۡဎ灐ඃ倐ҡԇ恐֡Ԇ》ۡဈ³ۑဈླ널ԇ偰灠ۑఅ怐ꈰဏ酰ࠅ脐؆ဍ腐Ԇࠇ䀐එ怐ہఇ怐Ò灀灰恐恐灐鉰܆怀߁ ࠆဉ퍠ဉ腰܆䀌灠腐´恐灠ւ܇〈뉀ԇ䀈할偐ڱࠇ瀐Ñ恐腰आ댐ಡԄଅ倰ઢ舐酐इ鈐І怀偐恐鉠 䁠߂䀀념䀌酠ဍ偐뉰偠偠怐荐ဈׂ鄀ԅ渀蘀℀℡℡℡℡℡℡℡℡℡℡℡℡℡℡℡℡℡℡℡℡℡℡℡℡℡℡℡℡℡℡℡℡℡℡℡℡℡℡℡℡℡℡℡℡℡℡℡℡℡℡℡℡℡℡℡℡℡℡℡℡℡℡℡℡℡℡℡℡℡℡℡℡℡℡℡℡℡℡℡℡℡℡℡℡℡℡℡℡℡℡℡℡℡℡℡℡℡℡℡℡℡℡℡℡℡℡℡℡℡℡℡℡℡℡℡℡℡℡℡℡℡℡℡℡℡℡℡℡℡℡℡℡℡℡℡℡℡℡℡℡℡℡℡℡℡℡℡℡℡℡℡℡℡℡℡℡℡℡℡℡℡℡℡℡℡℡℡℡℡℡℡℡℡℡℡℡℡℡℡℡℡℡℡℡℡℡℡℡℡℡℡℡℡℡℡℡℡℡℡℡℡℡℡℡℡℡℡℡℡℡℡℡℡℡℡℡℡℡℡Assessing Customer Satisfaction
IS meets the application delivery needs of the customer base
• Assess how satisfied the customer base is with the level of service being provided by IS
• Identify opportunities for improving service by comparing customer perceptions of importance with their degree of satisfaction
How Customer Satisfaction Supports the Business Case
Customer Satisfaction scores are a qualitative assessment based on customer perceptions of how well their needs are being met. Building a business case requires these scores to be supplemented by other quantitative data to more clearly identify opportunities for reducing cost. For example: information from Brown Papers of project development activities can show bottlenecks and points where communications break down, information from Detail Project Probes can show productivity opportunities, and information from the Strategic Alignment Assessment can show how activities do not meet user needs.
Possibilities for supporting a business case could come from:
• Improving productivity by improving the testing and implementation processes and the quality of documentation
• Improving user productivity by increasing the reliability and/or availability of data and system support
How to Administer the Customer Satisfaction Diagnostic
This section provides hands on guidance needed to successfully use this diagnostic with specific emphasis on: scope of diagnostic, preferred method of collection, and recommended tasks, responsibilities, and time frame.
Scope of Diagnostic- Who and How Many?
Selecting a representative customer base for the survey is important. The survey population should cover all of the significant business areas receiving support from IS. Selecting the right managers to complete the survey is also important. They should be those "users" who rely upon computer applications and data to make business decisions and complete their daily activities. Also make sure that these are true "users" and not only IS liaisons who represent the business.
You must also decide how many surveys to send out. This is driven by two factors- the size of the applications inventory and the size of the customer base. In general, 10% to 20% of the customer base should be sufficient for reliable survey results. It is recommended that the survey be anonymous to encourage honest responses and useful comments. Ask for the name of the customers organization to allow the ability to observe trends in particular areas of the organization.
Preferred Method of Collection
Working with the IS organization, representative users should be identified. The surveys, along with an explanatory letter and an instruction page, should be distributed using intercompany mail or other similar method the client may have available. Make provisions for those who wish to return
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