【正文】 nish GoodsSunday 6/1/97 0:00 Finish Entering Open Customer Support Cases Sunday 6/1/97 0:00 Finish Entering TravelersSunday 6/1/97 0:00 Finish Entering PO39。s and WIPSaturday 5/31/97 12:00Compare Alliance/ Oracle for Inv audit restricted mtlsSaturday 5/31/97 15:00Entering Op n WIP, Item BalancesSaturday 5/31/97 15:00Keep entering Open PO39。s on CroupierFriday 5/30/97 15:00Finish entering Onhand quantities in California on CroupierFriday 5/30/97 15:00Complete Baccarat Hardw are Upgrade 05/30/97Friday 5/30/97 15:00Synch inventory items in Oracle on Croupier and AllianceFriday 5/30/97 15:00Finish closing PO line items in Oracle and AllianceFriday 5/30/97 15:00Complete entering Open PO39。s Entry 05/21/97Wednesday 5/21/97 15:00Freeze Programming changes 5/23/97Wednesday 5/21/97 18:00Finish entering Customer Credit Info 05/21/97Friday 5/23/97 12:00Finish Migration of Custom Code to Control 05/23/97Friday 5/23/97 15:00Build scripts to convert site configurations into data import file 05/22/97Friday 5/23/97 15:00Go/No Go live decision 05/23/97Friday 5/23/97 15:00Complete Solution or Workaround for all Priority 1 TPR39。 討論會(huì) 流程設(shè)計(jì) 衡量標(biāo)準(zhǔn) 流程設(shè)計(jì) 考察及決策 配置向?qū)? 測(cè)試腳本 系統(tǒng)設(shè)置 監(jiān)控進(jìn)度 培訓(xùn)向?qū)? 模擬并驗(yàn)證業(yè)務(wù)流程或系統(tǒng)變革 C o p y r ig h t 1 9 9 7 K P M G P e a t M ar w ic k L L PA l R ig ht s R e s e r v e d .P a g e 1 o f 1R e v is ed 1 0 / 2 2 / 9 7 f o r Re le a s e 1 . 0Billing AdministratorA u t o I n v o ic e E r r o rR e p o r tV a lid a t io ne r r o r s ?4 . 0 C o r r e c t v a lid at io ne r r o r sI n v o ice c o r r e c t io n sr e q u ir e d ?7 . 0C r e a t e C r e d itM e m o sI n v o ices t a t us a lo w sc o r r ec t io n s ?6 . 0 M a int a in in v o ice sm a n ua lyY e sNoReceivablesAdministrator1 . 0R u n Re c e iv a b le sI n t e r f a c e ( f r o mO r d er E n t r y )8 . 0 P r in t I n v o ic e s C r e d itM e m o s9 . 0P r in t T r a n s a c t io nR e g is t e rY e s5 . 0 R e v iew I n v o ic es( a c c ou n t d is t r ib u t io n ,t a x , f r e ig h t )NoNoY e s2 . 0 R u nA u t o I n v o ic e3 . 0R e v ie wA u t o I n v o ic eE r r o rR e p o r tCr eate I nvoices Cr edit M em os Aut omat icaly f rom O r der Ent r y措施 Copyright 1997 KPMG Peat Marwick LLP Create Credit Memo Manually Revised 7/31/97 for Release ? All Rights Reserved. Page 1 of 3C:\WINDOWS\TEMP\~ Step Cqedit Memo Reruest Foqm: ( Step Tqansaction tions invoice. Step AR Configuration Setup Guide CHARRevised 7/15/97 for Release Copyright ? 1997 KPMG Peat Marwi ck LLPAll Rights Res erved.Page 1 of 28C:\WINDOWS\TEMP\~R2iChecklistStepOracleImplementationStepWorksheet Question/Explanations Task/ResponseFIN111 AR1General LedgerDefine Set of Books:For R2i, Receivables is predefined with the R2i GeneralLedger Set of Books. Oracle Receivables willautomatically record all transactions in this set of books.For R2i, the set of books is predefined as follows:Set of Books ROICalendar ROIFunctional Currency USDAccounting Flexfield StructureROIFuture Period Limit 1100% plete by R2i. No changes should bemade to base R2i.FIN36 AR2 FlexfieldsManualCustomize Flexbuilder for Receivables:Flexbuilder must be customized to ensure that thecorrect pany segment is populated when generatingfinance charges or exchange rate gains or losses.AR: Substitute Balancing Segment has been assigned tothe Original CCID in the 揂 ssign Flexbuilder Rules”form.100% plete by R2i. No changes required.Go Li ve Key Dates Plan for Go Live WhoCompl etion DateNew Compl etion DateMonday 5/19/97 15:00Begin Dual Entry of Materials PO39。 ? 主要是通過自檢 、 預(yù)演和檢查來實(shí)現(xiàn)的 。 在項(xiàng)目期間內(nèi)以項(xiàng)目事務(wù)為優(yōu)先 r 項(xiàng)目組織定義 ? 達(dá)到公司要求的目標(biāo) ? 有專職單位負(fù)責(zé) ， 項(xiàng)目容易成功 ? 不受歷史包袱的束縛 ， 可有較創(chuàng)新及客觀的點(diǎn)子 . ? 提高行政效率 ? 有跨 部門 組織的溝通協(xié)調(diào)能力 r 成立項(xiàng)目組織的目的 項(xiàng)目組成員 項(xiàng)目組成員 財(cái)務(wù)項(xiàng)目組長 技術(shù)項(xiàng)目組長 項(xiàng)目組成員 項(xiàng)目組成員 功能項(xiàng)目組長 項(xiàng)目組成員 項(xiàng)目組成員 項(xiàng)目高層 管理委員會(huì) 項(xiàng)目經(jīng)理 項(xiàng)目質(zhì)量經(jīng)理 ERP系統(tǒng)實(shí)施的項(xiàng)目管理 －組織管理 ? 結(jié)合人員的組織情況，建立全面預(yù)算體制，有利于人力資源成本的控制 ? 明確記錄每一筆項(xiàng)目的費(fèi)用發(fā)生，將項(xiàng)目成本的開支責(zé)任落實(shí)到項(xiàng)目主管人員上，并據(jù)此作為對(duì)其業(yè)績考核的指標(biāo)之一 ? 在項(xiàng)目開展過程中，對(duì)項(xiàng)目的開支情況進(jìn)行監(jiān)控，在項(xiàng)目終止前，需要對(duì)項(xiàng)目的整體收支費(fèi)用進(jìn)行審核 ? 充分利用信息系統(tǒng)對(duì)項(xiàng)目中的收支情況進(jìn)行記錄，降低直至杜絕人為因素的干擾 ID T a s k N a m e F ix e d C o s t F ix e d C o s t A c c ru a l T o ta l C o s t B a s e lin e V a ria n c e A c tu a l R e m a in in g1 P ro je c t M a n a g e m e n t $ P ro ra te d 4 0 ,8 0 0$ $ 4 0 ,8 0 0$ $ 4 0 ,8 0 0$ 2 P ro je c t In itia tio n $ P ro ra te d 4 0 ,5 0 0$ $ 4 0 ,5 0 0$ $ 4 0 ,5 0 0$ 3 R e o je c t R e q u ire m e n ts Id e n tific a tio n $ P ro ra te d 2 1 ,6 0 0$ $ 2 1 ,6 0 0$ $ 2 1 ,6 0 0$ 4 S o lu tio n D e s ig n $ P ro ra te d 2 1 ,6 0 0$ $ 2 1 ,6 0 0$ $ 2 1 ,6 0 0$ 5 D e v e lo p m e n t $ P ro ra te d 1 2 ,1 5 0$ $ 1 2 ,1 5 0$ $ 1 2 ,1 5 0$ 6 D a ta C o n v e rs io n $ P ro ra te d 1 2 ,0 0 0$ $ 1 2 ,0 0 0$ $ 1 2 ,0 0 0$ 7 T e s tin g $ P ro ra te d 1 0 ,8 0 0$ $ 1 0 ,8 0 0$ $ 1 0 ,8 0 0$ 8 R o ll O u t $ P ro ra te