1、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
2、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 infor
3、mation 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
4、 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 Accounti
5、ng 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 informat
6、ion (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
7、 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
8、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
9、 & 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
10、 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
11、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 re
12、sults 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 mon
13、th 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 except
14、ions 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 proced
15、uresDescribe 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 Unit
16、s 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 invest
17、igating 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
18、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 othe
19、rs 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
20、 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 flow
21、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 CompanyAP01Process A/P transactions through the PeopleSoft systemDescribe their roles and responsibilities in the new A/P processAP035.On-line
22、 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 negotia
23、tion 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 PSnVisio
24、n & 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 Paymen
25、t 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
26、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
27、 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 car
28、dsCommunicate 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 - l
29、evel 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
30、 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 / SSCFinancia
31、l AnalystOperating Units / Corporate / SSCDepartment Managers and SupervisorsOperating Units / Corporate / SSCBuyersOperating Units / CorporateSystem RequestersOperating Units / Corporate / SSCSystem ReceiversOperating Units / Corporate / SSCTax RepresentativesCorporate / SSCController/Facilities Di
32、rectorSSCFinance DirectorSSCGeneral Accounting SupervisorSSCStaff AccountantSSCFinancial Systems AdministratorSSCPurchasing DirectorSSCCertified Purchasing ManagerSSCPurchasing Administration SupervisorSSCPurchasing AdministratorSSCA/P SupervisorSSCA/P ClerksSSC* Target Audience Groups reflect job r
33、oles, 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
34、 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,
35、 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
36、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
37、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
38、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 wher
39、e 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 impr
40、oving 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
41、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 a
42、ll 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
43、 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 su
44、rvey 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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