【正文】 indicate “milestone” events where appropriate. ? Assign a person or resource to each task for a given length of time. ? Add the correct billing rate per hour for each person working on the job. ? Select leveling function to ensure that individuals are not overallocated on any given day. ? Generate reports as needed. ? The software will identify the project?s critical path, ., the list of tasks which must be pleted as scheduled in order for the project to finish on time. ? The software may also highlight resource constraints and any other major management issues that need to be addressed before the project starts. ? The software tool can also be used to track engagement progress, giving percentage plete information, actual vs. scheduled start and pletion dates, etc. ? Note: maintaining the software tool can be a challenge in some strategy projects, especially if changing definitions of the problem lead to major changes in scope and direction, and thus also the workplan. ID Name Duration Scheduled Start Scheduled Finish Resource Names 1 Dan Kastelman,Mary Bober, Steve Baber,Michael 2 Steve Baber,Dan Kastelman,Mary Bober,Grady 3 Grady Means 4 Prepare training materials CS Training Workshop 4/27 USGP Workshop 1 Track divisions39。s financial weaknesses with respect to the rest of the industry39。 if they have any prior knowledge of the agendas of decisionmakers at the client, they could let their approval/s reflect that. ? After the game, discuss the final changed processes with the players and pare the steps each team took to arrive at their final process. ? Discuss potential applications of the game to the client39。 very little information that?s consistent and meaningful. Large gaps exist between existing customer groups and ones we think we want to serve. Not tracking customer needs and changes in expectations, so that appropriate responses and contacts can be made. Not anizing pany?s products and services into motivating portfolio. Firm understands regulation and is able to transact business effectively and at times influence the oute of regulatory proceedings Lots of information little use. No specific actions by segment. Competitors often seem to act on market insights faster than we do. Understand petitors? efforts to attract our customers, and have designed some defenses against switching. Deploying programs to meet our customer?s changing needs and enhance our relationship. Firm bases its activities on best interests of customers and represents these interests to influence the course of regulation Well utilized data, specific actions by segments。s industry knowledge and any panyspecific information. ? Use the available information and insights from other tools (. Dupont Analysis, Enterprise Diagnostic, and Lean Producer Chart) to determine which benefit drivers might be the specific areas of pany concern. ? “Run the numbers” to model potential profit improvement. ? This tool provides a prehensive snapshot of potential value creation. ? It provides the link between change initiatives and improvement in financial performance. ? It also indicates Key Performance Indicators on which to focus. Example of a partial value tree for a sales operation Benefit type Secondorder drivers Increase revenue Reduce expense Thirdorder drivers (Examples of) Firstorder drivers Increase volumes Increase prices Improve mix Improve efficiency Avoid costs Eliminate nonvalueadded work Increase sales opportunities Increase close ratio Increase items per close Increase customer retention Increase base price Reduce discounting Upsell current customers Acquire upscale customers Reduce other factor costs Eliminate cost drivers Improve process quality yields Increase outbound selling to existing customers Increase call volume Decrease number of abandoned calls Improve training for sales rep selling techniques Increase sales rep product and customer knowledge Increase customer satisfaction “follow up” munication Sell longerterm packages/contracts Reduce number or frequency of promotions Increase targeted Redesign business processes Automate activities through use of IT Reduce reliance on overtime Reduce order processing errors Strategy Diagnostic Discover potential sources of economic value across the business. ? The Strategy Diagnostic can be found in the Appendix of this document. ? The Diagnostic is a matrixdriven framework of issues to guide observations and research during Scoping. ? Use offtheshelf data, executive interviews, walkthroughs and other information to rank each attribute of the anization from 14 according to the criteria in the appropriate diagnostic matrix. ? In particular, look for attributes which are strategically important and on which the pany performs at/or below parity. ? A prehensive diagnostic provides an overview of the anization and assesses its performance in all major areas of its business against petitive norms. ? The framework is also a checklist for locating any gaping holes in the pany?s approach to doing business. ? Identifying problem areas early on helps pinpoint further research and diagnostic efforts. ? Further, identifying areas with superior performance can help outline ways to implement change by leveraging the anization?s strengths. Regulatory Environment Market Segmentation Customer Lifecycle Management To what extent is the firm able to realize its potential vs. petitors within the constraints of regulation? Do we have information to distinguish various relevant groupings based on likely purchase criteria and future profitabili