RD.

020 Business Process Questionnaire

OBM Level I

OBM Level II

OBM Level I
1 Business Intelligence

OBM Level II
Financials Intelligence

OBM Level III

Not identified

OBM Level IV
Not identified

Application
BIS, GL

OBM Row No.

Process

Category
Financials Setup

Process Analysis Questions

Type = Setup Metric Process Response Performance

Revisit Y/N

2 3 4 5 6 7 8 9

Business Intelligence Business Intelligence Business Intelligence Business Intelligence Business Intelligence Business Intelligence Business Intelligence Business Intelligence

Financials Intelligence Financials Intelligence Financials Intelligence Financials Intelligence Financials Intelligence Financials Intelligence Financials Intelligence Financials Intelligence

Not identified Not identified Not identified Not identified Not identified Not identified Not identified Not identified

Not identified Not identified Not identified Not identified Not identified Not identified Not identified Not identified

BIS, GL BIS, GL BIS, GL BIS, GL BIS, GL BIS, GL BIS, GL BIS, GL

Financials Setup Reporting Indicators Indicators Indicators Security Indicators Indicators

10

Business Intelligence

Financials Intelligence

Not identified

Not identified

BIS, GL

Reporting

What is the balancing segment in GL? (This confirms what client wants to use out of the Accounting Flexfield Structure they have set up.) Setup Whats the secondary drill down segment in the Key Accounting Flexfield? (i.e. cost center) (This confirms what client wants to use out of the Accounting Flexfield Structure they have set up.) Setup Which BIS reports will be useful to the client? Who was interviewed to determine this? Setup Which delivered KPIs will be useful to the client? Who was interviewed to determine this? Setup Are additional KPIs required in order for the Indicators section to be useful to client? Which users would prefer to see these KPIs? Setup What Target, Minimum value and Maximum Value should be set for the client for each applicable KPI? Setup Which BIS responsibilities should be able to see which KPIs? Setup Are any key performance measures related to financial management currently tracked? Process If yes, which ones? How are they evaluated? Who receives the results of these measures? Process Which natural accounts are classified as Revenue by the client? Validate against FSGs (Financial Statement Generator) accounts to ensure that appropriate accounts are included. Setup Which natural accounts are classified as Expenses by the client? (should include ALL--variable and fixed) Validate against FSGs (Financial Statement Generator) accounts to ensure that appropriate accounts are included. Which natural accounts are classified as Current Assets by the client? Validate against FSGs (Financial Statement Generator) accounts to ensure that appropriate accounts are included. Which natural accounts are classified as Current Liabilities by the client? Validate against FSGs (Financial Statement Generator) accounts to ensure that appropriate accounts are included. Which natural accounts are classified as Variable Costs by the client? Validate against FSGs (Financial Statement Generator) accounts to ensure that appropriate accounts are included.

11

Business Intelligence

Financials Intelligence

Not identified

Not identified

BIS, GL

Reporting

Setup

12

Business Intelligence

Financials Intelligence

Not identified

Not identified

BIS, GL

Reporting

Setup

13

Business Intelligence

Financials Intelligence

Not identified

Not identified

BIS, GL

Reporting

Setup

14

Business Intelligence

Financials Intelligence

Not identified

Not identified

BIS, GL

Reporting

Setup

15

Business Intelligence

Financials Intelligence

Not identified

Not identified

BIS, GL

Reporting

Which natural accounts are classified as Preferred Stock Dividends by the client? Validate against FSGs (Financial Statement Generator) accounts to ensure that appropriate accounts are included. Setup How many basic and diluted shares were outstanding per quarter for each of the last 3 years? Can enter Actuals and Planned numbers as available. Setup What stock splits have occurred in the last 3 years, or are planned to occur? Setup Have any dividends been paid, or are planned to be paid? Setup What does the client want to use for a default estimated tax rate? Metric Is Oracle Payroll being used? If not, an interface? With who? Setup Is the seeded Oracle element Overtime used to track employees OT? If not, what? Is there more than 1 OT element? Setup Are HR Budgets set up? (includes rollups and budget types) Setup Are salary grades set up? Setup Are jobs set up? Setup Ensure that security profiles have already been set up. Setup Are EEO Categories set up? (this is called Job Category in BIS) Setup Ensure that at least 1 payroll is defined. Setup Are performance ratings set up in Oracle? Are performance ratings entered on employees assignments? Setup Are skills and/or competencies tracked in Oracle? Setup Are applicants tracked in Oracle? Setup Is Oracle used for recruiting? Setup Which BIS reports will be useful to the client? Who was interviewed to determine this? Setup Which delivered KPIs will be useful to the client? Who was interviewed to determine this? Setup Are additional KPIs required in order for the Indicators section to be useful to client? Which users would prefer to see these KPIs? Setup What Target, Minimum value and Maximum Value should be set for the client for each applicable KPI? Setup Which BIS responsibilities should be able to see which KPIs? Setup Are Categories defined? (INV) Setup Are Category Sets defined? (INV) Setup Are ABC Groups defined? (INV) Setup Are Cycle Counts set up? (INV) Setup Do you perform multi-dimensional analysis? I.e. forecast accuracy by product, by region, by customer, by sales rep? Process Is the MPS (Master Production Schedule) in Oracle? (MRP) Setup Are Plan names set up in Oracle? (MRP) Setup Which Price list will be used for default? (system profile value setting) What is the default Percent Discount given to customers? Which BIS reports will be useful to the client? Who was interviewed to determine this? Which delivered KPIs will be useful to the client? Who was interviewed to determine this? Are additional KPIs required in order for the Indicators section to be useful to client? Which users would prefer to see these KPIs? What Target, Minimum value and Maximum Value should be set for the client for each applicable KPI? Setup Setup Setup Setup Setup Setup

16 17 18 19 20 21 22 23 24 25 26 27 28 29 30 31 32 33 34 35 36 37 38 39 40 41 42 43 44 45 46 47 48 49 50 51 52 53 54 55 56

Business Intelligence Business Intelligence Business Intelligence Business Intelligence Business Intelligence Business Intelligence Business Intelligence Business Intelligence Business Intelligence Business Intelligence Business Intelligence Business Intelligence Business Intelligence Business Intelligence Business Intelligence Business Intelligence Business Intelligence Business Intelligence Business Intelligence Business Intelligence Business Intelligence Business Intelligence Business Intelligence Business Intelligence Business Intelligence Business Intelligence Business Intelligence Business Intelligence Business Intelligence Business Intelligence Business Intelligence Business Intelligence Business Intelligence Business Intelligence Business Intelligence Business Intelligence Business Intelligence Business Intelligence Business Intelligence Business Intelligence Business Intelligence

Financials Intelligence Financials Intelligence Financials Intelligence Financials Intelligence Human Resources Intelligence Human Resources Intelligence Human Resources Intelligence Human Resources Intelligence Human Resources Intelligence Human Resources Intelligence Human Resources Intelligence Human Resources Intelligence Human Resources Intelligence Human Resources Intelligence Human Resources Intelligence Human Resources Intelligence Human Resources Intelligence Human Resources Intelligence Human Resources Intelligence Human Resources Intelligence Human Resources Intelligence Operations Intelligence Operations Intelligence Operations Intelligence Operations Intelligence Operations Intelligence Operations Intelligence Operations Intelligence Operations Intelligence Operations Intelligence Operations Intelligence Operations Intelligence Operations Intelligence Operations Intelligence Operations Intelligence Operations Intelligence Operations Intelligence Operations Intelligence Overview Setup Overview Setup Overview Setup

Not identified Not identified Not identified Not identified Not identified Not identified Not identified Not identified Not identified Not identified Not identified Not identified Not identified Not identified Not identified Not identified Not identified Not identified Not identified Not identified Not identified Inventory Inventory Inventory Inventory Manage Forecasts MRP MRP MRP MRP Not identified Not identified Not identified Not identified Not identified Order Entry Planning Purchasing Not identified Not identified Not identified

Not identified Not identified Not identified Not identified Not identified Not identified Not identified Not identified Not identified Not identified Not identified Not identified Not identified Not identified Not identified Not identified Not identified Not identified Not identified Not identified Not identified Not identified Not identified Not identified Not identified Generate Performance Measures Not identified Not identified Not identified Not identified Not identified Not identified Not identified Not identified Not identified Not identified Not identified Not identified Not identified Not identified Not identified

BIS, GL BIS, GL BIS, GL BIS, GL BIS BIS BIS, HR BIS, HR BIS, HR BIS, HR BIS, HR BIS, HR BIS, HR BIS, HR BIS, HR BIS, HR BIS, HR BIS, HR BIS, HR BIS, HR BIS, HR BIS, INV BIS, INV BIS, INV BIS, INV BIS, Demand Planning BIS, MRP BIS, MRP BIS, MRP BIS, MRP BIS, Operations Intelligence BIS, Operations Intelligence BIS, Operations Intelligence BIS, Operations Intelligence BIS, Operations Intelligence BIS, OE BIS, Planning BIS, PO BIS BIS BIS

Reporting Reporting Reporting Financials Setup HR Setup HR Setup HR Setup HR Setup HR Setup HR Setup HR Setup HR Setup HR Setup HR Setup HR Setup HR Setup Reporting Indicators Indicators Indicators Security Operations Setup Operations Setup Operations Setup Operations Setup Generate Performance Measures Operations Setup Operations Setup Operations Setup Operations Setup Reporting Indicators Indicators Indicators Security Operations Setup Operations Setup Operations Setup Security Security Security

1006

10

57

Business Intelligence

Overview Setup

Not identified

Not identified

BIS

Security

58 59 60 61 62

Business Intelligence Business Intelligence Business Intelligence Business Intelligence Business Intelligence

Overview Setup Overview Setup Overview Setup Overview Setup Overview Setup

Not identified Not identified Not identified Not identified Not identified

Not identified Not identified Not identified Not identified Not identified

BIS BIS BIS BIS BIS

Security Security Maintenance Maintenance Transactions

Which BIS responsibilities should be able to see which KPIs? Setup Are Warehouses defined? (OE) Setup Are Forecast Sets defined? (Planning) Setup Are Products defined? (PO) (called Commodities in BIS) Setup Who will use the BIS product? (may not be able to generate a detailed list at this time) Setup Which responsibilities are included in this list? (may not be able to generate a detailed list at this time) Setup How many "key" or super users will there be for BIS? (may not be able to generate a detailed list at this time) Metric Map each intended BIS user to each BIS module(s) and reporting focus areas to which he/she should have access. (may not be able to generate a detailed list at this time) Setup Recognizing that viewing KPIs and Notifications is security-based, which responsibilities will be needed to allow for appropriate differentiation of what users can see on their home page? (may not be able to generate a detailed list at this time) Setup Will there need to be terminal security for BIS? Setup What should the ongoing process be to approve and/or enter target values for each BIS responsibility? Process Who will enter target values in BIS? (may not be able to generate a detailed list at this time--what type of user/role?) Process What is the process for entering target values in BIS? Will new targets be entered upon request, or at a specific time interval? Process

85338164.xlsx

Page 1

RD.020 Business Process Questionnaire

OBM Level I
63 Business Intelligence

OBM Level II
Overview Setup

OBM Level III

Not identified

OBM Level IV
Not identified

Application
BIS

OBM Row No.

Process

Category
Performance

Process Analysis Questions

Type = Setup Metric Process Performance Response

Revisit Y/N

How many users may be accessing and using BIS at one time? How will this differ at initial rollout compared to three or six months into use? Metric How many users will likely be accessing and using BIS at one time? How will this differ at initial rollout compared to three or six months into use? Have Sales Groups been set up? Have Sales Channels been set up? Has Interest Type been set up? Have Customer Names been set up in Oracle? Have Sales Reps been set up in Oracle? Which BIS reports will be useful to the client? Who was interviewed to determine this? Which delivered KPIs will be useful to the client? Who was interviewed to determine this? Are additional KPIs required in order for the Indicators section to be useful to client? Which users would prefer to see these KPIs? What Target, Minimum value and Maximum Value should be set for the client for each applicable KPI? Which BIS responsibilities should be able to see which KPIs? Are there any operations/processes that you want to eliminate for Installed Base Maintenance Are there any time intensive operations for Installed Base Maintenance that you wish to streamline. Do you Maintain an installed base of customer/product information How do you audit your Installed Base Information

64 65 66 67 68 69 70 71 72 73 74 75 76 77 78 79 80 81 82 83 84 85 86 87 88 89 90 91 92 93 94 95 96 97 98 99 100 101 102 103

Business Intelligence Business Intelligence Business Intelligence Business Intelligence Business Intelligence Business Intelligence Business Intelligence Business Intelligence Business Intelligence Business Intelligence Business Intelligence Customer Interaction Management Customer Interaction Management Customer Interaction Management Customer Interaction Management Customer Interaction Management Customer Interaction Management Customer Interaction Management Customer Interaction Management Customer Interaction Management Customer Interaction Management Customer Interaction Management Customer Interaction Management Customer Interaction Management Customer Interaction Management Customer Interaction Management Customer Interaction Management Customer Interaction Management Customer Interaction Management Customer Interaction Management Customer Interaction Management Customer Interaction Management Customer Interaction Management Customer Interaction Management Customer Interaction Management Customer Interaction Management Customer Interaction Management Customer Interaction Management Customer Interaction Management Customer Interaction Management

Overview Setup Sales Intelligence Sales Intelligence Sales Intelligence Sales Intelligence Sales Intelligence Sales Intelligence Sales Intelligence Sales Intelligence Sales Intelligence Sales Intelligence Care Environment Creation Care Environment Creation Care Environment Creation Care Environment Creation Care Environment Creation Care Environment Creation Care Environment Creation Care Environment Creation Care Environment Creation Care Management Care Management Care Management Care Management Care Management Care Management Care Performance Evaluation Care Performance Evaluation Care Performance Evaluation Care Performance Evaluation Care Performance Evaluation Care Performance Evaluation Care Performance Evaluation Care Performance Evaluation Care Performance Evaluation Care Performance Evaluation Care Performance Evaluation Care Performance Evaluation Perform Care Management Perform Care Management

Not identified Not identified Not identified Not identified Not identified Not identified Not identified Not identified Not identified Not identified Not identified Set up Infrastructure Set up Infrastructure Set up Infrastructure Set up Infrastructure Set up Infrastructure Set up Infrastructure Set up Infrastructure Set up Infrastructure Set up Infrastructure Deliver Care Deliver Care Deliver Care Deliver Care Deliver Care Deliver Care Analyze Statistics & Feedback Analyze Statistics & Feedback Analyze Statistics & Feedback Analyze Statistics & Feedback Analyze Statistics & Feedback Analyze Statistics & Feedback Analyze Statistics & Feedback Analyze Statistics & Feedback Analyze Statistics & Feedback Analyze Statistics & Feedback Report Care Performance Report Care Performance Deliver Care Deliver Care

Not identified Not identified Not identified Not identified Not identified Not identified Not identified Not identified Not identified Not identified Not identified Define Knowledge Repository Define Knowledge Repository Define Knowledge Repository Define Knowledge Repository Define Knowledge Repository Define Knowledge Repository Define Knowledge Repository Define Knowledge Repository Define Knowledge Repository Classify Care Request Classify Care Request Classify Care Request Classify Care Request Classify Care Request Classify Care Request Not identified Not identified Not identified Not identified Not identified Not identified Not identified Not identified Not identified Not identified Not identified Not identified Classify Care Request Classify Care Request

BIS BIS, Sales BIS, Sales BIS, Sales BIS, Sales BIS, Sales BIS, Sales BIS, Sales BIS, Sales BIS, Sales BIS, Sales Service Core Service Core Service Core Service Core Service Core Service Core Service Core Service Core Service Core Service Core Service Core Service Core Service Core Service Core Service Core Customer Support Customer Support Customer Support Customer Support Customer Support Customer Support Customer Support Customer Support Customer Support Customer Support Customer Intelligence Customer Intelligence Customer Support 303 302 298 301 309 299 305 300 304 312 310 306 307 308 311 257 256 248 252 251 250 249 253 254 255 101 100 101

Performance Sales Setup Sales Setup Sales Setup Sales Setup Sales Setup Reporting Indicators Indicators Indicators Security Business Business Business Business Business Business Business Business Business Business Business Business Business Business Business Business Metric Business Metric Metric Business Business Metric Metric Metric Metric Reporting Business Business

Metric Setup Setup Setup Setup Setup Setup Setup Setup Setup Setup Process Process Process Setup / Process

How do you maintain installed base information about Distributor End Users? Process How do you maintain your Installed Base information Process How do you track customer/product information for customers with multiple ship-to and bill-to addresses Process How much detail do you maintain about your installed base - to what level do you break down the product information Process Who has access to your installed base information? Do you group multiple customer/ products into systems for tracking and service program purposes? Do you have any other types of transfers of equipment from one customer to another? Do you ship to any Distributors who then re-ship the same products to end users Do you transfer customer/product information from the distributor to the end user? How do you receive the information about distributor sales: How is this maintained - do you maintain end user information? Are Customer Satisfaction Surveys performed in-house, or by 3rd Party Orgs? Are Customer Satisfaction surveys utilized? Are service requests reviewed for product improvement? Are Service requests monitored to determine end-user training needs? Are service requests monitored to improve service responses? Are service requests reviewed for new product development? Are service requests reviewed for product preventive maintenance schedule changes? Are Service Requests/Problem resolutions monitored to determine field service Tech. Training requirements? Are service requests/response times used to evaluate service technician staffing levels? Are service requests/response times used to evaluate service technician territory assignments? What analysis needs are there? By whom? What reporting needs are there? By whom? Describe the call flow that is used in the present service process Do you create customer invoices based on service request fulfillment information Process Process Process Process Process Process Process Process Process Process Process Process Process Process Process Process Process Setup Setup

104

Customer Interaction Management Customer Interaction Management Customer Interaction Management Customer Interaction Management Customer Interaction Management Customer Interaction Management Customer Interaction Management Customer Interaction Management Customer Interaction Management Customer Interaction Management Customer Interaction Management Customer Interaction Management Customer Interaction Management Customer Interaction Management Customer Interaction Management Customer Interaction Management Customer Interaction Management Customer Interaction Management Customer Interaction Management

Perform Care Management

Deliver Care

Classify Care Request

Customer Support 363 Customer Support/Field Service/Mobile Field Service 362

Process

Business

105 106 107 108 109 110 111 112 113 114 115 116 117 118 119 120 121 122

Care Environment Creation Care Environment Creation Care Environment Creation Care Environment Creation Care Environment Creation Care Environment Creation Care Environment Creation Care Environment Creation Care Environment Creation Care Environment Creation Care Environment Creation Care Environment Creation Care Environment Creation Care Environment Creation Care Environment Creation Care Environment Creation Care Environment Creation Care Environment Creation

Set up Administration Set up Administration Set up Administration Set up Administration Set up Administration Set up Infrastructure Set up Infrastructure Set up Infrastructure Set up Infrastructure Set up Infrastructure Set up Infrastructure Set up Infrastructure Set up Infrastructure Set up Infrastructure Set up Infrastructure Set up Infrastructure Set up Infrastructure Set Up Infrastructure

Retrieve Knowledge Repository Establish cross-functional care requirements Establish cross-functional care requirements Establish cross-functional care requirements

Customer Support Customer Support Customer Support Customer Support Customer Support

352 97 98 99 62 241 234

Business Business Reporting Reporting Reporting Business Business Business / Reporting Business / Reporting

Do you record material and miscellaneous expenses in fulfillment of service requests Do you search the database to review if similar requests have been previously received and use this information to help in the resolution of the problem? How do the selling and ordering Orgs interface with the service Orgs? Are they the same? How does the selling Org know what products have been sold to whom, and/or are being serviced today? How is information passed from the selling Org. to the Service Org. How many service requests /month are received?

Process

Process Setup Setup Setup Metric

Define Classification Scheme Define Interaction Scripts Define Classification Scheme Define Classification Scheme Define Interaction Media Define Classification Scheme Define Classification Scheme Define Classification Scheme Define Classification Scheme Define Classification Scheme Define Classification Scheme Define Classification Scheme Define Classification Scheme

Customer Support Customer Support Customer Support Customer Support Customer Support Customer Support Customer Support Customer Support Customer Support Customer Support Interaction History Customer Support Depot Repair

86 238 63 242 236 78 77 76 88

Business Business Reporting Business Business Reporting Reporting Reporting Business

Are Customers ranked and/or classified according to importance? Process Are scripts used to guide call center personnel through the informationgathering process for service requests?? Process Do you have a need to know how many Open Service Requests exist for this customer? Do you have a need to know if one (or more) existing Service Requests is Open for the problem being discussed? Does the customer have access to self-service support? Fax-back? Web Access? Process How are incoming calls handled during off hours? How do you classify the service request types? (Service and Repair / Preventive Maintenance/installation/ End-user training) What criteria is used for ranking/classification? What days/hours is the Call-center staffed? What is the general duration of each call? What is the percentage of each type of call received? What Types of calls do you get? Requests for Action? Requests for Information? What types of customer returns do you have? Process Setup Process Process Metric Metric Metric Process

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RD.020 Business Process Questionnaire

OBM Level I
123 124 Customer Interaction Management Customer Interaction Management

OBM Level II
Care Environment Creation Care Environment Creation

OBM Level III

Set up Infrastructure Set up Infrastructure

OBM Level IV
Define Routing Rules Define Routing Rules

Application
Customer Support Customer Support

OBM Row No.

83 240

Process

Category
Business Business

Process Analysis Questions

Are subsequent calls related to the service request assigned to the same or different Tech/rep? How are incoming contacts acknowledged to customers?( Call # / email/notifications/ letter/postcard/phone call). Are you able to create links between service requests - for example: to link service requests for the same problem or to link service requests so that a detailed description used on one can be linked to a new request? Do you record detailed descriptions of the customers reported problem?

Type = Setup Metric Process Performance Response

Setup/Process Process

Revisit Y/N

125 126 127 128 129 130 131 132 133 134 135 136 137 138 139 140 141

Customer Interaction Management Customer Interaction Management Customer Interaction Management Customer Interaction Management Customer Interaction Management Customer Interaction Management Customer Interaction Management Customer Interaction Management Customer Interaction Management Customer Interaction Management Customer Interaction Management Customer Interaction Management Customer Interaction Management Customer Interaction Management Customer Interaction Management Customer Interaction Management Customer Interaction Management Customer Interaction Management Customer Interaction Management Customer Interaction Management Customer Interaction Management Customer Interaction Management Customer Interaction Management Customer Service Management Customer Service Management Customer Service Management Customer Service Management Customer Service Management Customer Service Management Customer Service Management Customer Service Management Customer Service Management Customer Service Management Customer Service Management Customer Service Management Customer Service Management Customer Service Management Customer Service Management Customer Service Management Customer Service Management Customer Service Management Customer Service Management Customer Service Management Customer Service Management Customer Service Management Customer Service Management Customer Service Management Customer Service Management Customer Service Management Customer Service Management Customer Service Management Customer Service Management Customer Service Management Customer Service Management Customer Service Management Customer Service Management

Care Management Care Management Care Management Care Management Care Management Care Management Care Management Care Management Care Management Care Management Care Management Care Management Care Management Care Management Care Management Care Management Care Management

Deliver Care Deliver Care Deliver Care Deliver Care Determine Care Determine Care Determine Care Determine Care Determine Care Determine Care Determine Care Identify Care Identify Care Identify Care Identify Care Identify Care Identify Care

Classify Care Request Classify Care Request Perform/Route Care Request Perform/Route Care Request Retrieve Knowledge Repository Retrieve Knowledge Repository Prepare Response Plan Retrieve Knowledge Repository Retrieve Knowledge Repository Retrieve Knowledge Repository Retrieve Knowledge Repository Receive Care Request Retrieve Requester Records Establish Requester's Identity Establish Requester's Identity Retrieve Requester Records Receive Care Request

Customer Support Customer Support Customer Support Customer Support Customer Support Customer Support Customer Support Customer Support Customer Support Customer Support Customer Support Customer Support Customer Support Customer Support Customer Support Customer Support

349 351 75 80 82 244 74 247 245 246 243 343 146 199 73 200

Business Business Reporting Business / Reporting Reporting Business Reporting Business Business Business Business Business Business Business Business Business Business

Process Process

How do you track the services already provided under the contract/warranty? Metric If the call is for help in solving a problem, how does the problem resolution process work? What is the result of each call? Process Are previous service requests/resolutions looked up? Do customers have access to the knowledge base? How do know the level of service to give them? Is customer access to the Knowledge base included as part of the Service contract? Is customers' access to the knowledge base limited or full? Is customers' access to the knowledge base restricted to certain customers, or unrestricted and available to all? Which departments/individuals have access to the knowledge base? Process Process Process Process Process Process Process

Do you enter specific product information when you enter a service request? Process Do you now know which products are installed at your customers sites? Setup How are callers identified? By Customer name/Customer number/or Contact Name? Setup How does the Customer give key identifiers to identify themselves to you? What information is given? Process Will callers also be identified by product in the Installed Base? How does a Customer know how to contact you? Setup Process

142 143 144 145 146 147 148 149 150 151 152 153 154 155 156 157 158 159 160 161 162 163 164 165 166 167 168 169 170 171 172 173 174 175 176 177 178 179 180

Care Management Care Management Care Management Care Management Care Performance Evaluation Care Performance Evaluation Service Evaluation and Measurement Service Evaluation and Measurement Service Evaluation and Measurement Service Evaluation and Measurement Service Evaluation and Measurement Service Evaluation and Measurement Service Evaluation and Measurement Service Evaluation and Measurement Service Evaluation and Measurement Service Evaluation and Measurement Service Evaluation and Measurement Service Evaluation and Measurement Service Evaluation and Measurement Service Evaluation and Measurement Service Evaluation and Measurement Service Evaluation and Measurement Service Evaluation and Measurement Service Evaluation and Measurement Service Evaluation and Measurement Service Evaluation and Measurement Service Evaluation and Measurement Service Evaluation and Measurement Service Evaluation and Measurement Service Evaluation and Measurement Service Evaluation and Measurement Service Evaluation and Measurement Service Evaluation and Measurement Service Evaluation and Measurement Service Evaluation and Measurement Service Evaluation and Measurement Service Evaluation and Measurement Service Fulfillment Service Fulfillment

Identify Care Track & Close Care Request Track & Close Care Request Track & Close Care Request Analyze Statistics & Feedback Report Care Performance Evaluate Service Performance Evaluate Customer Feedback Evaluate Customer Feedback Evaluate General Service Evaluate Product Service Evaluate Product Service Evaluate revenue generation Evaluate Revenue Generation Evaluate Service Performance Evaluate Service Performance Evaluate Service Performance Evaluate Service Performance Evaluate Service Performance Evaluate Service Performance Evaluate Service Performance Evaluate Service Performance Evaluate Service Performance Evaluate Service Performance Evaluate Service Performance Evaluate Service Performance Evaluate Service Performance Evaluate Service Performance Evaluate Service Performance Evaluate Service Performance Evaluate Service Performance Evaluate Service Performance Evaluate Service Performance Evaluate Service Performance Evaluate Service Performance

Receive Care Request Track Care Request Update Knowledge Base Track Care Request Measure Care Performance Define Interaction Media Analyze Performance Measurements

Customer Support 72 Customer Support/iSupport/Fie ld Service 239 Depot Repair Customer Support Field Service Customer Support Customer Support 89 341 84 155 87 319 31 32

Business Business Business Business Reporting Business Business Metric Metric Metric

What methods are available to Customers to contact the Company? (Phone / Fax / Website / Mail) Process Describe the Customer return process. What is tracked? How do you maintain your data about customer service requests Process Process

If Reps/techs are dispatched, how do they record their activity and expenses? Setup,Process How would you like to see visibility about how you perform for your customer.? Setup What type of paperwork is produced? Must it be paper? How do you audit information about your service programs? How do you measure Customer Satisfaction? How satisfied are your customers with your Services today? How do you estimate the costs for a field technical onsite visit? Do you track replacement of items at customer premises - swap customer/parts serial numbers, etc. Is the reason for failure and remedial action recorded How is revenue recognized? Where in your accounting cycle do you run standard reports for Service Are Service reports standard across multiple Sets of Books, for example, subsidiaries? Are Service reports standard across multiple levels within a set of books, i.e. divisions? Do some of these Service reports belong in a report set - always being run together? Do the separate business units run their own Service reports Do you provide a Key of content/information somewhere on the Service reports How do you update a Service report distribution list? How long does it take to update a Service report distribution list? How many visits are made by Field Engineers in a day Is the process to update a Service report distribution list documented? Is there any requirement for on-line (soft copy) distribution and/or remote location printing for Service reports Is there any Service reporting requirements that your current reports do not meet? What account codes and/or descriptions are required on Service reports? What are the Strengths? Weaknesses? What are your Service reporting requirements with respect to summary vs detailed formats. What business performance statistics do you monitor for Service What is the criteria for determining who should get a copy of the Service reports? What reports do you currently generate to meet your Service reporting requirements What Service reports are grouped together on a regular basis and printed in one print run? What type of printers do you run Service Reports on? Where are they located? Who performs the tasks associated with updating a Service report distribution list? Who receives a copy of the Service Reports? What analysis needs are there? By whom? Setup Process Metric Metric Process Process Process Setup Process Setup Setup Process, Setup Process, Performance Setup, Process Process Metric Process Process, Setup Setup Setup Metric Process, Setup Setup, Performance Process Process, Setup Setup Setup, Performance Process Process Setup

Service Customer Analyze Customer Feedback Data Intelligence Customer Analyze Customer Feedback Data Intelligence Analyze Field Engineer Utilization Rate Field Service Analyze Product Performance Data Mobile Analyze Product Performance Data Field Service Identify and Size Revenue Classify and Report Not identified Not identified Not identified Not identified Not identified Not identified Not identified Analyze Performance Measures Not identified Not identified Not identified Not identified Contracts

373 374 94

Business Metric Reporting Reporting Reporting Reporting Reporting Reporting Reporting Reporting Reporting Business Reporting Reporting Reporting Reporting Reporting Reporting Reporting Reporting Reporting Reporting Reporting Reporting Reporting Business Reporting Business

Service Intelligence 390 Service Intelligence 474 Service Intelligence 475 Service Intelligence 488 Service Intelligence 489 ALL ALL ALL Field Service ALL ALL 477 481 485 486 482 487

Service Intelligence 473 476 33

All Customer Analyze Customer Feedback Data Intelligence Not identified Analyze Performance Measurements Not identified Not identified Not identified Not identified Not identified Not identified Not identified Not identified

Service Intelligence 471 Customer Intelligence 468 All 480

Service Intelligence 472 Service Intelligence 478 ALL All ALL Customer Intelligence Customer Intelligence Field Service Depot Repair 118 490 486 479 101 100

Evaluate General Service Perform Maintenance and Replacement

Analyze Benchmark Not identified

What reporting needs are there? By whom? Setup Do you estimate time to arrival for Field Service Technicians going from job to job Process Do you Perform " Depot Repair" Metric

Business

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RD.020 Business Process Questionnaire

OBM Level I
181 182 183 184 185 186 187 188 189 190 191 192 193 194 195 196 197 198 199 200 201 202 203 204 205 206 207 208 209 210 211 212 213 214 215 216 217 218 219 220 221 222 223 224 225 226 227 Customer Service Management Customer Service Management Customer Service Management Customer Service Management Customer Service Management Customer Service Management Customer Service Management Customer Service Management Customer Service Management Customer Service Management Customer Service Management Customer Service Management Customer Service Management Customer Service Management Customer Service Management Customer Service Management Customer Service Management Customer Service Management Customer Service Management Customer Service Management Customer Service Management Customer Service Management Customer Service Management Customer Service Management Customer Service Management Customer Service Management Customer Service Management Customer Service Management Customer Service Management Customer Service Management Customer Service Management Customer Service Management Customer Service Management Customer Service Management Customer Service Management Customer Service Management Customer Service Management Customer Service Management Customer Service Management Customer Service Management Customer Service Management Customer Service Management Customer Service Management Customer Service Management Customer Service Management Customer Service Management Customer Service Management Customer Service Management Customer Service Management Customer Service Management Customer Service Management Customer Service Management Customer Service Management Customer Service Management Customer Service Management Customer Service Management Customer Service Management Customer Service Management Customer Service Management

OBM Level II
Service Fulfillment Service Fulfillment Service Fulfillment Service Fulfillment Service Fulfillment Service Fulfillment Service Fulfillment Service Fulfillment Service Fulfillment Service Fulfillment Service Fulfillment Service Fulfillment Service Fulfillment Service Fulfillment Service Fulfillment Service Fulfillment Service Fulfillment Service Fulfillment Service Fulfillment Service Fulfillment Service Fulfillment Service Fulfillment Service Fulfillment Service Fulfillment Service Fulfillment Service Fulfillment Service Fulfillment Service Fulfillment Service Fulfillment Service Fulfillment Service Fulfillment Service Fulfillment Service Fulfillment Service Fulfillment Service Fulfillment Service Fulfillment Service Fulfillment Service Fulfillment Service Fulfillment Service Fulfillment Service Fulfillment Service Fulfillment Service Fulfillment Service Fulfillment Service Fulfillment Service Fulfillment Service Fulfillment

OBM Level III

Plan Service Activities Plan Service Activities Plan Service Activities Plan Service Activities Plan Service Activities Plan Service Activities Plan Service Activities Plan Service Activities Plan Service Activities Plan Service Activities Plan Service Activities Plan Service Activities Plan Service Activities Plan Service Activities Plan Service Activities Plan Service Activities Plan Service Activities Plan Service Activities Plan Service Activities Plan Service Activities Plan Service Activities Plan Service Activities Plan Service Activities Plan Service Activities Plan Service Activities Plan Service Activities Plan Service Activities Plan Service Activities Plan Service Activities Plan Service Activities Plan Service Activities Plan Service Activities Plan Service Activities Plan Service Activities Plan Service Activities Plan Service Activities Plan Service Activities Plan Service Activities Plan Service Activities Plan Service Activities Plan Service Activities Plan Service Activities Plan Service Activities Plan Service Activities Plan Service Activities Plan Service Activities Plan Service Activities

OBM Level IV
Assign Requests Manage Schedules and Capacity Assign Requests Manage Schedules and Capacity Set Appointments Track Service Plan Manage Schedules and Capacity Manage Schedules and Capacity Prioritize Requests Manage Schedules and Capacity Manage Schedules and Capacity Manage Schedules and Capacity Manage Schedules and Capacity Prioritize Requests Track Service Plan Assign Requests Prioritize Requests Manage Schedules and Capacity Manage Schedules and Capacity Prioritize Requests Track Service Plan Prioritize Requests Manage Schedules and Capacity Track Service Plan Track Service Plan Manage Schedules and Capacity Prioritize Requests Manage Schedules and Capacity Manage Schedules and Capacity Set Appointments Manage Schedules and Capacity Prioritize Requests Track Service Plan Track Service Plan Track Service Plan Track Service Plan Set Appointments Track Service Plan Track Service Plan Track Service Plan Assign Requests Assign Requests Manage Schedules and Capacity Manage Schedules and Capacity Manage Schedules and Capacity Manage Schedules and Capacity Assign Requests

Application
Depot Repair Field Service Field Service Field Service Field Service Field Service Mobile Field Service Field Service Mobile Mobile Mobile Mobile, Pricing Field Service Field Service Field Service Field Service Field Service Field Service Field Service Field Service Field Service Mobile Field Service Field Service Field Service Field Service Mobile Mobile Field Service Mobile Field Service Field Service Field Service Field Service Field Service Field Service Field Service Field Service Field Service Field Service Field Service Field Service Mobile Field Service Field Service Field Service

OBM Row No.

125 126 127 128 129 130 131 132 123 124 125 126 127 128 129 129 111 112 113 358 361 359 360 361 362 363 364 365 366 367 368 360 361 362 363 364 365 366 367 368 369 370 371 372 373 374 375

Process

Category
Business Business Business Metric Business Reporting Business Business Business Business Business Business Business Validation Business Business Business Business Business Business Business Business Business Reporting Metric Business Business Business Metric Business Reporting Business Business / Reporting Validation Metric Metric Business Validation Business Metric Business Business Business Business Business Business Business

Process Analysis Questions

Are Depot Repair Work orders assigned to Technicians based on their skill levels?

Type = Setup Metric Process Performance Response

Metric/Setup

Revisit Y/N

Are Field Engineers available on stand-by, if so when can they be dispatched Setup Are Field Engineers given a days schedule or are they assigned a new job after completion of the previous Process Are Field Engineer's vacation, training and other non-availability recorded Are preventative maintenance visits automatically scheduled Are repeat visits soon after an installation or repair monitored Are there any seasonal or other fluctuations in the number of visits Are there standard times for types of work or call symptoms Process Process Metric Performance Setup

Are they assigned repair jobs by System or Product? Metric/Setup Can a Field Engineer be working on more than one job concurrently when on a customer site Process Can a Field Engineer do installations as well as repairs Can a Field Engineer do preventative maintenance Can a Field Engineer do work on a Time and Materials basis where there is no Service Contract Can all these types of work be handled by a Field Engineer Can Field Engineers be taken off low priority jobs Can the customer specify which Field Engineer will be sent Describe the Dispatch rules: Request Priority/ First come-First served/Customer ranking Do Field Engineers work rosters or shift patterns if so how are they defined Do some jobs require more than one person and/or skill set Do you assign field engineers to handle specific problems or customers? Do you capture engineer time for specific service requests Process Process Process Process Process Process Process Setup Setup Process Process

Do you group field engineers together based on skill and ability? Process Does communications have to be proactive/real-time or will the Field Engineer connect when it is convenient Process Does the Field Engineer have to record time of arrival on site Does the Field Engineer update the time required for the job, thus amending likely availability for the next job Does the work time allowed vary according to skill level How is the call-intake/dispatch/planning department organized How many calls will a Field Engineer handle in an average day How much time does a Field Engineer spend travelling in an average day If a job is recorded as uncompleted is it automatically assigned to the same Field Engineer the next day as his first job If contractors are not to be part of the system how will work be dispatched and progress recorded If yes, how are engineers assigned to specific service requests? Is accurate data available for use by the optimization rules e.g. mileages, costs Is performance against contractual conditions measured Is performance of actuals v standard times analyzed Is the actual time spent on the job recorded Is the Field Engineer given information as to how to get access to the premises and contact information Is the mean time between failures monitored Is the number of "trivial" visits to a customer or account measured can this result in a customer billing Is the time to respond and time to fix measured, can failure to comply with contractual conditions result in penalty payments Process Process Setup Process Metric Metric Process Process Process Process Metric Metric Process Process Metric Metric Metric

What are the constraints that can be over-ruled in scheduling Field Engineers Setup What are the constraints that MUST be matched in scheduling Field EngineersSetup What are the rules for continuing to work after normal end of day What is the duration of an average field service visit What is the escalation process if response to requests exceeds set times What percentage of jobs require more than one Field Engineer to attend What preferences/rules are used in scheduling Field Engineers What type of Communication will be used to notify Field service reps and Sales Persons of Service requests and Other Customer interactions? Via workflow or E-mail / Notifications? Which of the above types of work uses most of the Field Engineers time Do you send replacement parts (in lieu of sending a technician)? Does the Field Engineer have access to the units service/repair history Are Service Techs/Reps dispatched? Describe the Process. Are all Field Engineers computer literate Are any changes planned? Are the field service reps "billed out" by skill level? How Many? (of each) Are the field service reps "Graded" by skill level? Are the service reps "Billed out" by skill level? Are the service reps "Graded" by skill level? Are there any processes that you would like to eliminate? Setup Metric Process Metric Setup

228 229 230 231 232 233 234 235 236 237 238 239

Service Fulfillment Service Fulfillment Service Fulfillment Service Fulfillment Setup and Maintain Service Environment Setup and Maintain Service Environment Setup and Maintain Service Environment Setup and Maintain Service Environment Setup and Maintain Service Environment Setup and Maintain Service Environment Setup and Maintain Service Environment Setup and Maintain Service Environment

Plan Service Activities Plan Service Activities Resolve Defect Resolve Defect Manage Schedules and Capacity Define and Maintain Service Infrastructure and Deployment Define and Maintain Service Infrastructure and Deployment Define and Maintain Service Infrastructure and Deployment Define and Maintain Service Infrastructure and Deployment Define and Maintain Service Infrastructure and Deployment Define and Maintain Service Infrastructure and Deployment Define and Maintain Service Infrastructure and Deployment

Assign Requests Prioritize Requests Execute the Solution Research the Problem Not identified Not identified Not identified Not identified Not identified Not identified Not identified Not identified

Field Service Field Service Customer Support Field Service Mobile Mobile Customer Support Mobile Customer Support Customer Support Customer Support ALL

134 135

Business Metric Business

Setup Metric Process Process Metric/Setup Performance Setup Metric Setup Setup Setup Process

1 110 111 34 114 120 42 41 369

Business Business Business Business Business Business Business Business Business

85338164.xlsx

Page 4

RD.020 Business Process Questionnaire

OBM Level I
240 241 242 Customer Service Management Customer Service Management Customer Service Management Customer Service Management Customer Service Management Customer Service Management Customer Service Management Customer Service Management Customer Service Management Customer Service Management Customer Service Management Customer Service Management Customer Service Management Customer Service Management Customer Service Management Customer Service Management Customer Service Management Customer Service Management Customer Service Management Customer Service Management Customer Service Management Customer Service Management Customer Service Management Customer Service Management Customer Service Management Customer Service Management Customer Service Management Customer Service Management Customer Service Management Customer Service Management Customer Service Management Customer Service Management Customer Service Management Customer Service Management Customer Service Management Customer Service Management Customer Service Management Customer Service Management Customer Service Management Customer Service Management Customer Service Management Customer Service Management Customer Service Management Customer Service Management Customer Service Management Customer Service Management Customer Service Management Customer Service Management Customer Service Management Customer Service Management Customer Service Management Customer Service Management Customer Service Management Customer Service Management Customer Service Management Customer Service Management Customer Service Management

OBM Level II
Setup and Maintain Service Environment Setup and Maintain Service Environment Setup and Maintain Service Environment Setup and Maintain Service Environment Setup and Maintain Service Environment Setup and Maintain Service Environment Setup and Maintain Service Environment Setup and Maintain Service Environment Setup and Maintain Service Environment Setup and Maintain Service Environment Setup and Maintain Service Environment Setup and Maintain Service Environment Setup and Maintain Service Environment Setup and Maintain Service Environment Setup and Maintain Service Environment Setup and Maintain Service Environment Setup and Maintain Service Environment Setup and Maintain Service Environment Setup and Maintain Service Environment Setup and Maintain Service Environment Setup and Maintain Service Environment Setup and Maintain Service Environment Setup and Maintain Service Environment Setup and Maintain Service Environment Setup and Maintain Service Environment Setup and Maintain Service Environment Setup and Maintain Service Environment Setup and Maintain Service Environment Setup and Maintain Service Environment Setup and Maintain Service Environment Setup and Maintain Service Environment Setup and Maintain Service Environment Setup and Maintain Service Environment Setup and Maintain Service Environment Setup and Maintain Service Environment Setup and Maintain Service Environment Setup and Maintain Service Environment Setup and Maintain Service Environment Setup and Maintain Service Environment Setup and Maintain Service Environment Setup and Maintain Service Environment Setup and Maintain Service Environment Setup and Maintain Service Environment Setup and Maintain Service Environment Setup and Maintain Service Environment Setup and Maintain Service Environment Setup and Maintain Service Environment Setup and Maintain Service Environment Setup and Maintain Service Environment Setup and Maintain Service Environment Setup and Maintain Service Environment Setup and Maintain Service Environment Setup and Maintain Service Environment Setup and Maintain Service Environment Setup and Maintain Service Environment Setup and Maintain Service Environment Setup and Maintain Service Environment

OBM Level III

Define and Maintain Service Infrastructure and Deployment Define and Maintain Service Infrastructure and Deployment Define and Maintain Service Infrastructure and Deployment Define and Maintain Service Infrastructure and Deployment Define and Maintain Service Infrastructure and Deployment Define and Maintain Service Infrastructure and Deployment Define and Maintain Service Infrastructure and Deployment Define and Maintain Service Infrastructure and Deployment Define and Maintain Service Infrastructure and Deployment Define and Maintain Service Infrastructure and Deployment Define and Maintain Service Infrastructure and Deployment Define and Maintain Service Infrastructure and Deployment Define and Maintain Service Infrastructure and Deployment Define and Maintain Service Infrastructure and Deployment Define and Maintain Service Infrastructure and Deployment Define and Maintain Service Infrastructure and Deployment Define and Maintain Service Infrastructure and Deployment Define and Maintain Service Infrastructure and Deployment Define and Maintain Service Infrastructure and Deployment Define and Maintain Service Infrastructure and Deployment Define and Maintain Service Infrastructure and Deployment Define and Maintain Service Infrastructure and Deployment Define and Maintain Service Infrastructure and Deployment Define and Maintain Service Infrastructure and Deployment Define and Maintain Service Infrastructure and Deployment Define and Maintain Service Infrastructure and Deployment Define and Maintain Service Infrastructure and Deployment Define and Maintain Service Infrastructure and Deployment Define and Maintain Service Infrastructure and Deployment Define and Maintain Service Infrastructure and Deployment Define and Maintain Service Infrastructure and Deployment Define and Maintain Service Infrastructure and Deployment Define and Maintain Service Infrastructure and Deployment Define and Maintain Service Infrastructure and Deployment Define and Maintain Service Infrastructure and Deployment Define and Maintain Service Infrastructure and Deployment Define and Maintain Service Infrastructure and Deployment Define and Maintain Service Infrastructure and Deployment Define and Maintain Service Infrastructure and Deployment Define and Maintain Service Infrastructure and Deployment Define and Maintain Service Infrastructure and Deployment Define and Maintain Service Infrastructure and Deployment Define and Maintain Service Infrastructure and Deployment Define and Maintain Service Infrastructure and Deployment Define and Maintain Service Infrastructure and Deployment Define and Maintain Service Infrastructure and Deployment Define and Maintain Service Infrastructure and Deployment Define and Maintain Service Infrastructure and Deployment Define and Maintain Service Infrastructure and Deployment Define and Maintain Service Infrastructure and Deployment Define and Maintain Service Infrastructure and Deployment Define and Maintain Service Infrastructure and Deployment Define and Manage Service Organization Define and Manage Service Organization Define and Manage Service Organization Define and Manage Service Organization Define Service Delivery Strategy

OBM Level IV
Not identified Not identified Not identified

Application
Mobile Mobile Customer Support

OBM Row No.

370 112 29

Process

Category
Business Business

Process Analysis Questions

Are there IT resources identified to support Field Engineers Are your Field Service Techs/Engineers graded by skill level? Are your Service Orgs cost or profit centers? By what means are Products and Services sold? What are the order-taking requirements? Do you have any idea of the order volumes? Can refurbished parts be used for repairs Can repairs be made by replacement

Type = Setup Metric Process Performance Response

Performance Setup Setup

Revisit Y/N

Business

243 244 245 246 247 248 249 250 251 252 253 254 255 256 257 258

Not identified Not identified Not identified Not identified Not identified Not identified Not identified Not identified Not identified Not identified Not identified Not identified Not identified Not identified Not identified Not identified

Sales products Field Service Field Service Field Service Field Service Depot Repair Field Service Field Service Field Service Depot Repair Depot Repair Depot Repair Service Contracts Depot Repair Depot Repair Customer Support Customer Support/Depot Repair Depot Repair Depot Repair Field Service Field Service Customer Support Customer Support Mobile Customer Support Customer Support Customer Support Customer Support Field Service Field Service Customer Support Customer Support Mobile Mobile Mobile Inventory Inventory Field Service Customer Support Field Service Customer Support Customer Support Field Service Mobile Customer Support Depot Repair Mobile Mobile CRM Foundation Field Service/Customer Support Field Service/Customer Support Field Service/Customer Support Customer Support Depot Repair

79 80 81 82 83 378 379 380 381 383 382 381 371 376 370 141

Business Business Business Business Business Business Business / Reporting Business Business / Reporting Business Business Business Business Business Business Business

Process Process Process

Can the Field Engineer get parts couriered to site Process Can units being serviced or repaired be mobile with a "one-time" address e.g. truck Process Do you create invoices for your repair services? Process Do customers hold stocks of spares, if so who owns them and when are they billed Process Do refurbished parts have a "life" (counter value" which has to be considered when sold or used in a subsequent repair Process Do unit locations have to be recorded within an address for a large site Do you bill for expensed items when performing repair services? Do you bill for labor when you perform repair services? Do you charge customers for repairs based on product attributes/qualities? Do you charge customers for repairs that are out of warranty? Do you create separate repair lines for each item with a different serial number? Do you create work orders in order to track time and materials against customer repairs? Do you have a written" Knowledge base" of known problems and fixes? Setup Process Process Process Process Process Process Process/setup

259 260 261 262 263 264 265 266 267 268 269 270 271 272 273 274 275 276 277 278 279 280 281 282 283 284 285 286 287 288 289 290 291

Not identified Not identified Not identified Not identified Not identified Not identified Not identified Not identified Not identified Not identified Not identified Not identified Not identified Not identified Not identified Not identified Not identified Not identified Not identified Not identified Not identified Not identified Not identified Not identified Not identified Not identified Not identified Not identified Not identified Not identified Not identified Not identified Not identified

380 375 377 378 379 389 44 45 46 47 367 386 387 388 387 30 388 31 32 180 181 181 388 366 384 35 213 214 48 365 49 366 179 1

Business Metric Metric Business Business Business Business Security Business Business Business Business Business Business / Reporting Business Business Business Business Business Business Business Validation Business Business Business Business Business Security Business Business Business Business Business

Do you maintain separate price lists for your service billings?

Process

Do you track items by serial number when they are received back for repair? Process Do you track repair jobs through the manufacturing repair process? Does the Field Engineer carry with him a stock of spare parts Does the Field Engineer requisition for consumable items How are adjustments to closed periods for Service Handled Process Setup Process Process

How are Service reps paid? Salary? Exempt/non-exempt? Hourly? % Billing? Process How do Field Engineers connect with the existing service system How do they interact (connect)with your service system today? How do you envision it in the future? (Same/ different) How do you maintain information regarding customer returns? How do you open/close an accounting period for Service Requests How does his stock of spares get replaced How does the "counter" information on a product get updated How long does it take to open/close an accounting period for Service Requests How many Service Call Centers do you operate? How will Field Engineers laptops be repaired or replaced How will Field Engineers palm devices be repaired or replaced How will new releases of software be issued to Field Engineers Identify and note all AssembleTo Order (ATO) items on the Item master Identify and note all Configurable items on the Item master. Is address and location information accurate and complete Is closing an accounting period for Service Requests a hard or a soft close Is the RMA process documented? Is the schedule to open/close an accounting period for Service Requests documented What are the expected gains to be derived from the change(s)? Setup Process Setup Process Process Process Process Process Setup Process Process Process Setup / Process Setup Setup Process Process Process Setup

What are your Service Engineer Territories? Setup What communication/network structure is preferred to connect Field Engineers laptops to central server Setup What types of products and service offerings do you have today? Who maintains the information regarding Depot Repair- eg. The RMA process? Will Field Engineers be able to keep personal data (phone numbers, to dos etc.) on their laptops Will Field Engineers be able to keep personal data (phone numbers, to dos etc.) on their palm devices Will word-processing documents, invoices, spreadsheets, etc. be attached to Service records for view by system users? Process Process Setup Setup Setup / Process

292

Not identified

171

Business

Create a chart linking the Service Jobs to the Service groups Define the Service Groups (roles: products serviced, customers assigned, area covered, etc.) within each department in your Service Organization

Setup

293

Not identified

169

Business

Setup

294 295 296

Not identified Not identified Not identified

167 166 231

Business Business Business

What are the Service Jobs (tasks) within your Organization What types of Customer interaction methods will you/do you use? Are Depot Repairs used for Sales Lead generation?

Setup Setup Process

85338164.xlsx

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RD.020 Business Process Questionnaire

OBM Level I
297 298 299 300 301 302 303 304 305 306 307 308 309 310 311 312 313 314 Customer Service Management Customer Service Management Customer Service Management Customer Service Management Customer Service Management Customer Service Management Customer Service Management Customer Service Management Customer Service Management Customer Service Management Customer Service Management Customer Service Management Customer Service Management Customer Service Management Customer Service Management Customer Service Management Customer Service Management Customer Service Management Customer Service Management Customer Service Management Customer Service Management Customer Service Management Customer Service Management Customer Service Management Customer Service Management Customer Service Management Customer Service Management Customer Service Management Customer Service Management Customer Service Management Customer Service Management Customer Service Management Customer Service Management Customer Service Management Customer Service Management

OBM Level II
Setup and Maintain Service Environment Setup and Maintain Service Environment Setup and Maintain Service Environment Setup and Maintain Service Environment Setup and Maintain Service Environment Setup and Maintain Service Environment Setup and Maintain Service Environment Setup and Maintain Service Environment Setup and Maintain Service Environment Setup and Maintain Service Environment Setup and Maintain Service Environment Setup and Maintain Service Environment Setup and Maintain Service Environment Setup and Maintain Service Environment Setup and Maintain Service Environment Setup and Maintain Service Environment Setup and Maintain Service Environment Setup and Maintain Service Environment Setup and Maintain Service Environment Setup and Maintain Service Environment Setup and Maintain Service Environment Setup and Maintain Service Environment Setup and Maintain Service Environment Setup and Maintain Service Environment Setup and Maintain Service Environment Setup and Maintain Service Environment Setup and Maintain Service Environment Setup and Maintain Service Environment Setup and Maintain Service Environment Setup and Maintain Service Environment Setup and Maintain Service Environment Setup and Maintain Service Environment Setup and Maintain Service Environment Setup and Maintain Service Environment Setup and Maintain Service Environment

OBM Level III

Define Service Delivery Strategy Define Service Delivery Strategy Define Service Delivery Strategy Define Service Delivery Strategy Define Service Delivery Strategy Define Service Delivery Strategy Define Service Delivery Strategy Define Service Delivery Strategy Define Service Delivery Strategy Define Service Delivery Strategy Define Service Delivery Strategy Define Service Delivery Strategy Define Service Delivery Strategy Define Service Delivery Strategy Define Service Delivery Strategy Define Service Delivery Strategy Define Service Delivery Strategy Define Service Delivery Strategy

OBM Level IV
Not identified Not identified Not identified Not identified Not identified Not identified Not identified Not identified Not identified Not identified Not identified Not identified Not identified Not identified Not identified Not identified Not identified Not identified

Application
Mobile Mobile Service Contracts Mobile Depot Repair Customer Support Customer Support Mobile Installed Base Service/ OE / Inv / BOM Contracts Installed Base Field Service Field Service Field Service Field Service Order Management Contracts

OBM Row No.

232 233 234 235 230 229 228 81 50 49 186 57 58 59 60 61 51 191

Process

Category
Business Business Business Business Business Business Business Business Business Business Business Reporting Business Business Business Business Business Business

Process Analysis Questions

Are Field Engineers "graded" by skill type and/or level Are Field Engineers assigned by Product Group Are Field Engineers assigned to accounts or customers Are Field Engineers assigned to territories Are Sales Leads used for Depot repair lead generation? Are Sales Leads used for Service Contract lead generation? Are service requests used for lead generation? Are Service Techs/Reps dispatched? Describe the Process. Are there Package deals? Are there product Configuration requirements?

Type = Setup Metric Process Performance Response

Setup Setup Setup Setup Process Process Process Process Setup Setup

Revisit Y/N

Are your service events Time-based or Counter-based ? Setup At what level(s) do you track the product? orderable product vs. component? Serial Numbers? Revisions? Upgrades? Process Can a Field Engineer bring back a part for refurbishment Can a Field Engineer issue a quote on-site for a Time and Material repair Can a Field Engineer issue an invoice for work done on-site Can a Field Engineer raise a service contract Can Services be sold with the Product? Define all Service Programs, including Duration. Process Process Process Process Setup Setup

315 316 317 318

Define Service Delivery Strategy Define Service Delivery Strategy Define Service Delivery Strategy Define Service Delivery Strategy

Not identified Not identified Not identified Not identified

Installed Base Inventory Mobile Depot Repair

177 176 177 178

Business Business Business Business

Determine any additional Order transaction types that will be used. (Loaned: Loaner unit shipped. Advance Exchange: Replacement Shipped.) Setup Determine which products on your Item Master are serviceable and note them. Setup Do Field Engineers have access to technical information and knowledge based tools for resolving problems Process Do Upgrades and Replacements inherit support services from existing products? Setup Do you offer services based on local time zone (at your customer's location i.e. CA) or based on your time zone (the dispatch facility location - i.e. NY)? Process Do you Service only those products that you sell, or other products as well? Setup

319 320 321 322 323 324 325 326 327 328 329 330 331

Define Service Delivery Strategy Define Service Delivery Strategy Define Service Delivery Strategy Define Service Delivery Strategy Define Service Delivery Strategy Define Service Delivery Strategy Define Service Delivery Strategy Define Service Delivery Strategy Define Service Delivery Strategy Define Service Delivery Strategy Define Service Delivery Strategy Define Service Delivery Strategy Define Service Delivery Strategy

Not identified Not identified Not identified Not identified Not identified Not identified Not identified Not identified Not identified Not identified Not identified Not identified Not identified

Field Service Depot Repair Depot Repair Field Service Order Capture Mobile Order Management Order Management Service Contracts Mobile Depot Repair 55 54 55 260 85 53 52 182 183 56

Business Business Business Reporting Business Business Business / Reporting Business / Reporting Business Validation Business Business Business

Do you use third party Service providers for specialized services? Setup Does the Field Engineer record changes in product configuration e.g. addition of new options and serial no. Process For how long Are quotes valid? How are Field techs/Reps Dispatched? How often (%) are Services sold after the Product has already been delivered/installed? How often (%) are Services sold with the Product? If Applicable, are your Contracts based on Unit operating Time or action Counts? If Field Engineer territories are allocated according to fixed rules, what are they If you service other products, how do you define and track them? Is the Installed Base used for sales prospecting? Prepare a list of Repair Diagnoses Codes to be used to describe standard repairs. (Ex: Broken, Burnt, Shorted. Worn,etc. ) Prepare a list of Repair Reject Reasons to be used to explain why a repair was not performed. (Ex: OBS: Obsolete: Unit is Obsolete. REPL: Replace,DoNot Repair.HICOST: Cost is too high. LOCOST:Cost estimate is too low. Process Setup.Process Process Process Setup Process Process Process Setup

Service Intelligence 232 Depot Repair 174

332 333 334 335 336 337 338 339 340 341 342 343 344

Customer Service Management Customer Service Management Customer Service Management Customer Service Management Customer Service Management Customer Service Management Customer Service Management Customer Service Management Customer Service Management Customer Service Management Customer Service Management Customer Service Management Customer Service Management Customer Service Management Customer Service Management Customer Service Management Customer Service Management Customer Service Management Customer Service Management Customer Service Management Customer Service Management

Setup and Maintain Service Environment Setup and Maintain Service Environment Setup and Maintain Service Environment Setup and Maintain Service Environment Setup and Maintain Service Environment Setup and Maintain Service Environment Setup and Maintain Service Environment Setup and Maintain Service Environment Setup and Maintain Service Environment Setup and Maintain Service Environment Setup and Maintain Service Environment Setup and Maintain Service Environment Setup and Maintain Service Environment Setup and Maintain Service Environment Setup and Maintain Service Environment Setup and Maintain Service Environment Setup and Maintain Service Environment Setup and Maintain Service Environment Setup and Maintain Service Environment Setup and Maintain Service Environment Setup and Maintain Service Environment

Define Service Delivery Strategy Define Service Delivery Strategy Define Service Delivery Strategy Define Service Delivery Strategy Define Service Delivery Strategy Define Service Delivery Strategy Define Service Delivery Strategy Define Service Delivery Strategy Define Service Delivery Strategy Define Service Delivery Strategy Define Service Delivery Strategy Define Service Delivery Strategy Define Service Delivery Strategy

Not identified Not identified Not identified Not identified Not identified Not identified Not identified Not identified Not identified Not identified Not identified Not identified Not identified

Depot Repair Mobile Contracts/Installed Base Depot Repair Mobile Order Capture Depot Repair Customer Support Customer Support Customer Support Customer Support Depot Repair Contracts Customer Support/Depot Repair Contracts Contracts Customer Support/Depot Repair Contracts Contracts Field Service Contracts

175 173 221 215 170 263 219 281 185 206 204 214 187

Business Business / Reporting Business Business Business Business Business Business Business Business Business Business Business

Setup

Prepare a list of Territories to be used when managing your service Personnel Setup What Counter-based events do you use? Setup

What are the diagnosis codes you use? Setup What are the dispatch Support Levels you will use. Ex: Level I,Level II, Level III,Master Tech, Trainee, etc. Setup What are the Standard Terms and Conditions for normal item quotes. What are the Repair Statuses you use? What are the Timezones your company operates in? What are the workflows that are used in your service processes? What are your Service Request Action Types What are your Service Request severity codes What are your Depot Repair Processes? What are your Labor coverage amounts for service Coverages. Process Setup Setup Setup Setup Setup Setup Setup

345 346 347

Define Service Delivery Strategy Define Service Delivery Strategy Define Service Delivery Strategy

Not identified Not identified Not identified

282 188 194

Business Business Business

What are your Labor Billing Rates? What are your Material coverage dollar amounts for service Coverages. What are your Service Coverage days of the week and hours.

Setup Setup Setup

348 349 350 351 352

Define Service Delivery Strategy Define Service Delivery Strategy Define Service Delivery Strategy Define Service Delivery Strategy Define Service Delivery Strategy

Not identified Not identified Not identified Not identified Not identified

283 189 184 185 220

Business Business Business Business Business

What Billing types do you use?

Setup

What is the Expense dollar amounts for service Coverages. Setup What is the frequency, duration, time, and tolerance of all events that occur in your service process. Setup What other information does the Field Engineer require to have for the productProcess What Time-based events do you use? Setup

85338164.xlsx

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RD.020 Business Process Questionnaire

OBM Level I
353 Customer Service Management Customer Service Management Customer Service Management Customer Service Management Customer Service Management Customer Service Management Customer Service Management Customer Service Management Customer Service Management Customer Service Management Customer Service Management Customer Service Management Customer Service Management Customer Service Management Customer Service Management Customer Service Management Customer Service Management Customer Service Management Customer Service Management Customer Service Management Customer Service Management Customer Service Management Customer Service Management Customer Service Management Customer Service Management Customer Service Management Customer Service Management Customer Service Management Customer Service Management Customer Service Management Customer Service Management Customer Service Management Customer Service Management Customer Service Management Customer Service Management Customer Service Management Customer Service Management Customer Service Management Customer Service Management Customer Service Management Customer Service Management Customer Service Management Customer Service Management Customer Service Management Customer Service Management Customer Service Management Customer Service Management Customer Service Management Customer Service Management Customer Service Management Customer Service Management Customer Service Management Customer Service Management Customer Service Management

OBM Level II
Setup and Maintain Service Environment Setup and Maintain Service Environment Setup and Maintain Service Environment Setup and Maintain Service Environment Setup and Maintain Service Environment Setup and Maintain Service Environment Setup and Maintain Service Environment Setup and Maintain Service Environment Setup and Maintain Service Environment Setup and Maintain Service Environment Setup and Maintain Service Environment Setup and Maintain Service Environment Setup and Maintain Service Environment Setup and Maintain Service Environment Setup and Maintain Service Environment Setup and Maintain Service Environment Setup and Maintain Service Environment Setup and Maintain Service Environment Setup and Maintain Service Environment Setup and Maintain Service Environment Setup and Maintain Service Environment Setup and Maintain Service Environment Setup and Maintain Service Environment Setup and Maintain Service Environment Setup and Maintain Service Environment Setup and Maintain Service Environment Setup and Maintain Service Environment Setup and Maintain Service Environment Setup and Maintain Service Environment Setup and Maintain Service Environment Setup and Maintain Service Environment Setup and Maintain Service Environment Setup and Maintain Service Environment Setup and Maintain Service Environment Setup and Maintain Service Environment Setup and Maintain Service Environment Setup and Maintain Service Environment Setup and Maintain Service Environment Setup and Maintain Service Environment Setup and Maintain Service Environment Setup and Maintain Service Environment Setup and Maintain Service Environment Setup and Maintain Service Environment Setup and Maintain Service Environment Setup and Maintain Service Environment Setup and Maintain Service Environment Setup and Maintain Service Environment Setup and Maintain Service Environment Setup and Maintain Service Environment Setup and Maintain Service Environment Setup and Maintain Service Environment Setup and Maintain Service Environment Setup and Maintain Service Environment Setup and Maintain Service Environment

OBM Level III

Define Service Delivery Strategy

OBM Level IV
Not identified

Application
Customer Support/Depot Repair Customer Support/Depot Repair Depot Repair Depot Repair Order Capture Customer Support Customer Support Web Customers Contracts Customer Support Customer Support Mobile Customer Support Web Customers Mobile Mobile Mobile Customer Support Service Customer Support Field Service Field Service/Customer Support Field Service/Customer Support Field Service/Customer Support Field Service/Customer Support Field Service/Customer Support Customer Support

OBM Row No.

284

Process

Category
Business

Process Analysis Questions

What Transaction Bill types do you use?

Type = Setup Metric Process Performance Response

Setup

Revisit Y/N

354 355 356 357 358 359 360 361 362 363 364 365 366 367 368 369 370 371 372 373

Define Service Delivery Strategy Define Service Delivery Strategy Define Service Delivery Strategy Define Service Delivery Strategy Define Service Infrastructure & Deployment Define Service Infrastructure & Deployment Define Service Infrastructure & Deployment Define Service Infrastructure & Deployment Define Service Infrastructure & Deployment Define Service Infrastructure & Deployment Define Service Infrastructure & Deployment Define Service Infrastructure & Deployment Define Service Infrastructure & Deployment Define Service Organization Define Service Organization Define Service Organization Define Service Organization Define Service Organization Define Service Organization Define Service Organization

Not identified Not identified Not identified Not identified Not identified Not identified Not identified Not identified Not identified Not identified Not identified Not identified Not identified Not identified Not identified Not identified Not identified Not identified Not identified Not identified

285 209 208 261 321 320 144 323 318 233 234 235 145 117 116 115 43 40 39 38

Business Business Business Business Business Business Business Business Business Business Validation Business Business Business Business Business Business Business Business Business

What Transaction Groups do you use? When is Replacement a better solution than Repair? Which types of Services require Depot Repair? Who/what determines pricing/discounts granted on quotes?

Setup Process Process Process

Are there any processes you would like to eliminate Process Are there any time intensive processes with maintaining your service program information that you would like to automate. Process Does your Company have an Interactive website? How do you audit your information for expiring service programs? How do you maintain information about your service programs (different service options?) Is a Call Center utilized to receive all incoming Calls? What system is the source of information for Mobile Field Service, if Oracle Service being used what release will be running What type of service related training is given to Call center personnel? Will your customers be able to log service requests through the Website? Are the field service reps assigned by System or Product? Are the field service reps Assigned to Customers? Are the field service reps Assigned to Territories? Are the service reps all employees, or are some Contractors? Are the service reps assigned by System or Product? Are the service reps Assigned to Customers? Are the service reps Assigned to Territories? Setup Process Process Process Process Process Setup Setup Setup Setup Setup Setup Setup Setup

374

Define Service Organization

Not identified

108

Business

Are they all employees, or are some Contractors?

Metric/Setup

375

Define Service Organization

Not identified

106

Business

Are they assigned by System or Product?

Metric/Setup

376

Define Service Organization

Not identified

105

Business

Are they assigned to Customers?

Metric/Setup

377

Define Service Organization

Not identified

104

Business

Are they assigned to Territories?

Metric/Setup

378 379

Define Service Organization Define Service Organization

Not identified Not identified

107 168

Business Business

Are they on some type of "incentive" plan?" Associate the employee positions within your company to the Service Jobs. Create a chart associating the Support Levels to the employees in your service orgs, if applicable. (Ex: J Jones-Trainee. R. Brown-Master Tech) Do other departments receive copies of those quotes? Which ones? Do you have Depot Repair Technicians? Do your Depot Repair Techs specialize?(Task/ Type of equipment) Do your Field Service Reps specialize?(Task/ Type of equipment) How many contractors are used as Field Engineers How many people are there in each of these roles How many people staff your call centers? How many Service Orgs. do you operate? Is the Sales department/Sales rep assigned to the customer notified of a Service request? What skills do the people staffing your call center have? (Product Knowledge/sales skills. etc.). What business functions do you consider to be within the Service Org. and how are you operating today,by business entity? What types of people do you have in your Service organization? (Homebased/ Dispatched) Which Departments follow-up on service Requests after they have been closed? Which Departments Market and sell Service Contracts?

Metric/Setup Setup

380 381 382 383 384 385 386 387 388 389 390 391

Define Service Organization Define Service Organization Define Service Organization Define Service Organization Define Service Organization Define Service Organization Define Service Organization Define Service Organization Define Service Organization Define Service Organization Define Service Organization Define Service Organization

Not identified Not identified Not identified Not identified Not identified Not identified Not identified Not identified Not identified Not identified Not identified Not identified

Customer Support Customer Support Depot Repair Depot Repair Mobile Mobile Mobile Customer Care Customer Support Customer Support Customer Care Customer Support Field Service/Customer Support Customer Support Service Contracts Customer Support Customer Support Customer Support Contracts Service Contracts Service Contracts Service Contracts Service Contracts Field Service Service Contracts Installed Base Service Contracts

172 259 119 122 113 114 115 103 28 227 102 27 1 1

Business Business Business Business Business Business Business Business Business Business Business Business

Setup Process Setup Metric/Setup Metric Metric Metric Metric Setup Process Metric Setup

392 393 394 395 396 397 398 399 400 401 402 403 404 405 406

Define Service Organization Define Service Organization Define Service Organization Define Service Organization Define Service Organization Define Service Organization Define Service Organization

Not identified Not identified Not identified Not identified Not identified Not identified Not identified

45 226 224 225 258 385 379 277 276 156 270 271 275 138 152

Business Business Business Business Business Business Business Business Business Business Business Business Business Business Business

Process Process Process

Which Departments receive and enter Service Requests? Process Which departments within your Organization prepare and issue quotes to existing Customers? Process Who performs the tasks associated with opening/closing an accounting period for Service Requests Process Who performs the tasks related to your service billing? Are any of your service contracts based on the number of service incidents used by a customer during the contract period? Are any of your service contracts based on unit operating hours or other units of measure? Are any of your warranties/service contracts based on unit operating hours or other units of measure? Are discounts applied if contracts are renewed prior to expiration? Are fixed times for arrival of Field Engineer negotiated with the customer Process Process Process Setup Process Process

Define Service Programs and Policies Not identified Define Service Programs and Policies Not identified Define Service Programs and Policies Not identified Define Service Programs and Policies Not identified Define Service Programs and Policies Not identified Define Service Programs and Policies Not identified Define Service Programs and Policies Not identified Define Service Programs and Policies Not identified

Are Service Contracts specific to customers or customer products, or either? Process Are the levels of service different for warranty service and paid services? Are there any special service programs / warranties in place to cover some known defects/problems? Process Setup

85338164.xlsx

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RD.020 Business Process Questionnaire

OBM Level I
407 Customer Service Management Customer Service Management Customer Service Management Customer Service Management Customer Service Management Customer Service Management Customer Service Management Customer Service Management Customer Service Management Customer Service Management Customer Service Management Customer Service Management Customer Service Management Customer Service Management Customer Service Management Customer Service Management Customer Service Management Customer Service Management Customer Service Management Customer Service Management Customer Service Management Customer Service Management Customer Service Management Customer Service Management Customer Service Management Customer Service Management Customer Service Management Customer Service Management Customer Service Management Customer Service Management Customer Service Management Customer Service Management Customer Service Management Customer Service Management Customer Service Management Customer Service Management Customer Service Management Customer Service Management Customer Service Management Customer Service Management Customer Service Management Customer Service Management Customer Service Management Customer Service Management Customer Service Management Customer Service Management Customer Service Management Customer Service Management Customer Service Management Customer Service Management Customer Service Management Customer Service Management Customer Service Management Customer Service Management

OBM Level II
Setup and Maintain Service Environment Setup and Maintain Service Environment Setup and Maintain Service Environment Setup and Maintain Service Environment Setup and Maintain Service Environment Setup and Maintain Service Environment Setup and Maintain Service Environment Setup and Maintain Service Environment Setup and Maintain Service Environment Setup and Maintain Service Environment Setup and Maintain Service Environment Setup and Maintain Service Environment Setup and Maintain Service Environment Setup and Maintain Service Environment Setup and Maintain Service Environment Setup and Maintain Service Environment Setup and Maintain Service Environment Setup and Maintain Service Environment Setup and Maintain Service Environment Setup and Maintain Service Environment Setup and Maintain Service Environment Setup and Maintain Service Environment Setup and Maintain Service Environment Setup and Maintain Service Environment Setup and Maintain Service Environment Setup and Maintain Service Environment Setup and Maintain Service Environment Setup and Maintain Service Environment Setup and Maintain Service Environment Setup and Maintain Service Environment Setup and Maintain Service Environment Setup and Maintain Service Environment Setup and Maintain Service Environment Setup and Maintain Service Environment Setup and Maintain Service Environment Setup and Maintain Service Environment Setup and Maintain Service Environment Setup and Maintain Service Environment Setup and Maintain Service Environment Setup and Maintain Service Environment Setup and Maintain Service Environment Setup and Maintain Service Environment Setup and Maintain Service Environment Setup and Maintain Service Environment Setup and Maintain Service Environment Setup and Maintain Service Environment Setup and Maintain Service Environment Setup and Maintain Service Environment Setup and Maintain Service Environment Setup and Maintain Service Environment Setup and Maintain Service Environment Setup and Maintain Service Environment Setup and Maintain Service Environment Setup and Maintain Service Environment

OBM Level III

OBM Level IV

Application
Customer Support/Field Service Customer Support/Field Service Service Contracts Field Service, Service Contracts Field Service Field Service, Service Contracts Field Service, Service Contracts Service Contracts Service Contracts Field Service Field Service Field Service Inventory ALL ALL Contracts Contracts ALL

OBM Row No.

140

Process

Category
Business

Process Analysis Questions

Are there source Priorities? Units your company sold ahead of competitor units?

Type = Setup Metric Process Performance Response

Process

Revisit Y/N

Define Service Programs and Policies Not identified

408 409

Define Service Programs and Policies Not identified Define Service Programs and Policies Not identified

142 192

Business Business

Are your Service Charges calculated by Parts+ Labor, or are they a fixed price based on the unit to be repaired? Setup Define any Service Starting Delays for all service programs and warranties, if applicable. Setup

410 411

Define Service Programs and Policies Not identified Define Service Programs and Policies Not identified

193 194

Business Business

Do contracts give guaranteed response times Setup Do contracts have to cover a variety of hours of cover e.g. from Mon-Fri (9 to 5) to 365 days 24 hours per day Process

412

Define Service Programs and Policies Not identified

195

Validation

Do contracts specify times of cover and access

Setup

413 414 415 416 417 418 419 420 421 422 423 424

Define Service Programs and Policies Not identified Define Service Programs and Policies Not identified Define Service Programs and Policies Not identified Define Service Programs and Policies Not identified Define Service Programs and Policies Not identified Define Service Programs and Policies Not identified Define Service Programs and Policies Not identified Define Service Programs and Policies Not identified Define Service Programs and Policies Not identified Define Service Programs and Policies Not identified Define Service Programs and Policies Not identified Define Service Programs and Policies Not identified

196

Business Business Business Business Business Business

Do different contract types get preference Do you bill contracts for the next period (in advance)? Do you bill contracts for the previous period (in arrears)? Do you bill for Parts, Labor or Expenses by Service Request or an aggregation of several Service Requests combined? Do you charge different rates for different Technician skill requirements? Do you charge different rates for different time of service is provided (have shift multiplier or add on)? Do you define all product warranties in the appropriate Item BOM? Do you have any requirements for validation rules allowing certain Security accounts to be valid with only certain other values.

Setup Process Process Process Process Process Setup Setup

190 497 495

Business Validation Security Business Business

Do you have documentation on your custom security requirements for Service Process Do you have Financial Service (leasing or financing) contracts? Do you have Professional Service contracts (Labor only or parts and labor) not based on a product? Process Process

491

Security

425 426 427 428 429 430 431 432 433 434 435 436 437 438 439 440 441 442 443 444 445 446 447 448 449 450 451 452 453

Define Service Programs and Policies Not identified Define Service Programs and Policies Not identified Define Service Programs and Policies Not identified Define Service Programs and Policies Not identified Define Service Programs and Policies Not identified Define Service Programs and Policies Not identified Define Service Programs and Policies Not identified Define Service Programs and Policies Not identified Define Service Programs and Policies Not identified Define Service Programs and Policies Not identified Define Service Programs and Policies Not identified Define Service Programs and Policies Not identified Define Service Programs and Policies Not identified Define Service Programs and Policies Not identified Define Service Programs and Policies Not identified Define Service Programs and Policies Not identified Define Service Programs and Policies Not identified Define Service Programs and Policies Not identified Define Service Programs and Policies Not identified Define Service Programs and Policies Not identified Define Service Programs and Policies Not identified Define Service Programs and Policies Not identified Define Service Programs and Policies Not identified Define Service Programs and Policies Not identified Define Service Programs and Policies Not identified Define Service Programs and Policies Not identified Define Service Programs and Policies Not identified Define Service Programs and Policies Not identified Define Service Programs and Policies Not identified

Service Contracts Service Contracts Service Contracts Service Contracts ALL Order Capture Service Contracts Installed Base Customer Support Service Service Contracts Service Contracts Service Contracts Service Contracts Service Service Contracts Service Contracts Service Contracts Service Contracts Service Contracts Depot Repair Service Contracts Service Contracts Service Contracts Service Contracts Service Contracts Service Contracts/Pricing Service Contracts Service Contracts

195 340 336 331 494 334

Business Business Business Business Security Business Business

Do you have security requirements for who can enter data for Service Process Do you have service programs that simultaneously terminate allowing new programs to begin and extend the old ones so that all terminate simultaneously? Setup / Process Do you offer additional service programs for products that are covered under warranty: (eg. Extended warranties, etc). Process Do you offer Warranties with your products Do you provide service programs on ATO models and items? Do you run security reports on a regular basis for Service? Do you sell service programs after the sale of a product? Do you send automatic upgrades (new versions or new products entirely) as part of a contract or extended warranty program? Do you use customer/product status for tracking your installed base? Do you want the appropriate individuals to be notified automatically when a service request is entered? Does a credit hold effect Service Coverage? Does a Service Contract ever cover multiple customer levels? Does a Service Contract ever cover multiple customer products? Does a Service Contract ever cover multiple customer sites? Process Process Process Process Process Process Setup Setup Setup Setup Setup

315 136 95 70 68 67 69 70 59 66 330 324 329 93 333 341 332 328 339 326 338 71

Business Business Business Business Business Business Business Business Reporting Business Business Business Business Reporting Business Business Business Business Business Business Business Reporting

Does a Service Contract ever cover multiple customer systems? Setup Does an individual unit have a "life" beyond which they will not be serviced or Process repaired How are warranties monitored and controlled/Supported/tracked? How do Warranties and Service contracts work together? How do you handle modification of existing service programs - eg. Start and end date modifications, etc. How do you handle renewals of service contracts? How do you handle termination of service programs? How do you keep track of the Status of Depot repairs? How do you maintain and update service durations for specific customer/products? How do you maintain history of multiple warranty, service programs against specific customer/products? Process Process Process Process Process Metric Process Process

How do you maintain service programs for ATO models and items? Process How do you maintain transaction history against the different service programs a customer may purchase? Process How do you Maintain warranty information? How do you price your service programs How do you specify what products are covered by warranty? How do you track your contract commitments and consumption? How do you update your customer/product base when you add additional service programs? How does service billing work. Describe the process and Billing types. How Many customer/product types do you maintain? Process Process Process Metric

454 455 456

Define Service Programs and Policies Not identified Define Service Programs and Policies Not identified Define Service Programs and Policies Not identified

Order Capture/Order Management 335 Service Contracts Installed Base 90 314

Business Business Business

Process Process Process

457 458

Define Service Programs and Policies Not identified Define Service Programs and Policies Not identified

Order Capture/Order Management 317 Service Contracts 327 Order Capture/Or+K335der Management 322 Installed Base 313

Business Business

How many different process flows do you have for orders for service How many different service coverages do you offer to your customers?

Process Process

459 460

Define Service Programs and Policies Not identified Define Service Programs and Policies Not identified

Business Business

How many different service programs do you offer to your customers? How many different system types do you track?

Process Process

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RD.020 Business Process Questionnaire

OBM Level I
461 462 463 464 465 466 467 468 469 470 471 472 Customer Service Management Customer Service Management Customer Service Management Customer Service Management Customer Service Management Customer Service Management Customer Service Management Customer Service Management Customer Service Management Customer Service Management Customer Service Management Customer Service Management Customer Service Management Customer Service Management Customer Service Management Customer Service Management Customer Service Management Customer Service Management Customer Service Management Customer Service Management Customer Service Management Customer Service Management Customer Service Management Customer Service Management Customer Service Management Customer Service Management Customer Service Management Customer Service Management Customer Service Management Customer Service Management Customer Service Management Customer Service Management Customer Service Management Customer Service Management Customer Service Management Customer Service Management Customer Service Management Customer Service Management Customer Service Management Customer Service Management Customer Service Management Customer Service Management Customer Service Management Customer Service Management Customer Service Management Customer Service Management Customer Service Management Customer Service Management Customer Service Management Customer Service Management Customer Service Management Customer Service Management Customer Service Management Customer Service Management Customer Service Management Customer Service Management Customer Service Management

OBM Level II
Setup and Maintain Service Environment Setup and Maintain Service Environment Setup and Maintain Service Environment Setup and Maintain Service Environment Setup and Maintain Service Environment Setup and Maintain Service Environment Setup and Maintain Service Environment Setup and Maintain Service Environment Setup and Maintain Service Environment Setup and Maintain Service Environment Setup and Maintain Service Environment Setup and Maintain Service Environment Setup and Maintain Service Environment Setup and Maintain Service Environment Setup and Maintain Service Environment Setup and Maintain Service Environment Setup and Maintain Service Environment Setup and Maintain Service Environment Setup and Maintain Service Environment Setup and Maintain Service Environment Setup and Maintain Service Environment Setup and Maintain Service Environment Setup and Maintain Service Environment Setup and Maintain Service Environment Setup and Maintain Service Environment Setup and Maintain Service Environment Setup and Maintain Service Environment Setup and Maintain Service Environment Setup and Maintain Service Environment Setup and Maintain Service Environment Setup and Maintain Service Environment Setup and Maintain Service Environment Setup and Maintain Service Environment Setup and Maintain Service Environment Setup and Maintain Service Environment Setup and Maintain Service Environment Setup and Maintain Service Environment Setup and Maintain Service Environment Setup and Maintain Service Environment Setup and Maintain Service Environment Setup and Maintain Service Environment Setup and Maintain Service Environment Setup and Maintain Service Environment Setup and Maintain Service Environment Setup and Maintain Service Environment Setup and Maintain Service Environment Setup and Maintain Service Environment Setup and Maintain Service Environment Setup and Maintain Service Environment Setup and Maintain Service Environment Setup and Maintain Service Environment Setup and Maintain Service Environment Setup and Maintain Service Environment Setup and Maintain Service Environment Setup and Maintain Service Environment Setup and Maintain Service Environment Setup and Maintain Service Environment

OBM Level III

OBM Level IV

Application

OBM Row No.

Process

Category
Business Business Business

Process Analysis Questions

How many different types of Service Products do you offer If you automatically renew, do you allow a 'grace period' (where the contract stays in force for x time)? If you automatically terminate, do you allow a 'grace period' (where the contract stays in force for x time)? On what day, after the customer contract has been created, is the first invoice sent? So you have security reports on who can run Service data - by company, by cost center, etc?) What are the Sales Order Types you use for Repairs? What are the renewal rules?" (Automatically renew/automatically terminate) What are the Sales Order Types you use for Returns? What are the Service contract renewal reasons?

Type = Setup Metric Process Performance Response

Metric Process Process Setup Process Setup Process Setup Setup

Revisit Y/N

Define Service Programs and Policies Not identified Define Service Programs and Policies Not identified Define Service Programs and Policies Not identified Define Service Programs and Policies Not identified Define Service Programs and Policies Not identified Define Service Programs and Policies Not identified Define Service Programs and Policies Not identified Define Service Programs and Policies Not identified Define Service Programs and Policies Not identified Define Service Programs and Policies Not identified Define Service Programs and Policies Not identified Define Service Programs and Policies Not identified

Order Capture/Order Management 316 Contracts Core Contracts Core Contracts ALL 504 492

Business Security Business Business Business Business Business Business Business

Service/Order Entry 216 Contracts 272

Service/Order Entry 217 Service Contracts Service Contracts Service Contracts Service Contracts Customer Support/Field Service Service Contracts Contracts Core Service Contracts Service Contracts Service Contracts Service Contracts Service Contracts Service Contracts Service Contracts Service Contracts Customer Support Service Contracts Service Contracts Service Contracts Service Contracts Contracts Core Contracts Core Contracts Core Field Service Contracts Service Contracts Service Contracts Service Contracts Service Contracts Service Contracts Service Contracts Depot Repair Service Contracts Service Contracts Service Contracts Field Service Service Contracts Field Service Service Contracts Service Contracts Service Contracts Service Contracts Installed Base Service Contracts Service Contracts Customer Support/Field Service Service/Inventory Contracts Core Customer Support/Field Service 153 154 65 501

What are the Service contract termination reasons? Setup What are the Service Contract Terms ? (Parts/Labor/dates/ coverage amount/Early termination?) Process What are the services that are provided under the contracts your organization issues? Setup

473 474 475 476 477 478 479 480 481 482 483 484 485 486 487 488 489 490 491 492 493 494 495 496 497 498 499 500 501 502 503 504 505 506 507 508 509 510 511 512 513

Define Service Programs and Policies Not identified Define Service Programs and Policies Not identified Define Service Programs and Policies Not identified Define Service Programs and Policies Not identified Define Service Programs and Policies Not identified Define Service Programs and Policies Not identified Define Service Programs and Policies Not identified Define Service Programs and Policies Not identified Define Service Programs and Policies Not identified Define Service Programs and Policies Not identified Define Service Programs and Policies Not identified Define Service Programs and Policies Not identified Define Service Programs and Policies Not identified Define Service Programs and Policies Not identified Define Service Programs and Policies Not identified Define Service Programs and Policies Not identified Define Service Programs and Policies Not identified Define Service Programs and Policies Not identified Define Service Programs and Policies Not identified Define Service Programs and Policies Not identified Define Service Programs and Policies Not identified Define Service Programs and Policies Not identified Define Service Programs and Policies Not identified Define Service Programs and Policies Not identified Define Service Programs and Policies Not identified Define Service Programs and Policies Not identified Define Service Programs and Policies Not identified Define Service Programs and Policies Not identified Define Service Programs and Policies Not identified Define Service Programs and Policies Not identified Define Service Programs and Policies Not identified Define Service Programs and Policies Not identified Define Service Programs and Policies Not identified Define Service Programs and Policies Not identified Define Service Programs and Policies Not identified Define Service Programs and Policies Not identified Define Service Programs and Policies Not identified Define Service Programs and Policies Not identified Define Service Programs and Policies Not identified Define Service Programs and Policies Not identified Define Service Programs and Policies Not identified

143 265 264 337 64 198 196 293 295 197 291 297 287 286 294 296 278 280 279 291 266 505 269 268 267 273 271 92 91 288 289 137 325 290 61 60 58 132 133 503 506

Business Business Business Business Business Business Business Business Business Business Business Business Business Business Business Metric Validation Validation Validation Business Business Business Business Business Business Business Business Business Business Business Business Business Business Business Business Business Business Business Business Business Validation

What are the Severity Levels to be assigned to your service requests?

Setup

What are the Standard Terms and Conditions for Extended Service Contracts. Process What are the Standard Terms and Conditions for Standard Service Contracts. Process What are the terms of the warranties? What are the warranty Terms? (Parts/Labor/dates/duration) What are you Termination rules for service contracts What are your Billing Cycles for service contracts What are your contract renewal rules? What are your coverage levels? (Customer/customer product/item/site/system) What are your Renewal rules for service contracts Process Process Setup Setup Process Process Setup

What are your service offerings? Process What are your Service requirements with respect to functional vs. foreign currencies Process What are your weekend coverage times? (Hours during the day that coverage is provided.) Setup What are your weekday coverage times? (Hours during the day that coverage is provided) Setup What are your contract termination rules? What business performance statistics do you monitor for Service What contract groups are used? What contract statuses are used? What contract types are used? What events are triggered by the counters? What is the initial internal approval process for Standard Contracts. What is the billing frequency for invoicing contracts? what is the final internal approval process for Extended Service Contracts. What is the final internal approval process for Standard Contracts. What is the initial internal approval process for Extended Service Contracts. What is the process used to contact a customer when an existing contract is close to the expiration date? Process Process Setup Setup Setup Setup Process Setup Process Process Process Process

What is the process used to Flag contracts which are close to expiration date. Process What is your normal Depot repair Turnaround time? Metric

What is your normal warranty repair turnaround time? Metric What is your weekday reaction time? (Time in which your company is required to respond to a service request). Setup What is your weekend reaction times ( Time in which your company is required to respond to a service request). Setup What Levels of service response do you provide? Describe them. What type of billing options do you offer to your customers for the various service programs you offer What types of counters are used? Product counters/Service Incident counters/hour meters? What types of service commitments are made? What types of Service Contracts do you offer? Setup Process Setup Setup Process

What types of warranties do you honor? Process What units of measure are required for Warranty and Service Contract duration? (Hrs/ Days / Months / Yr).? Setup What units of measure are required for Billing and reporting Service call times ( Hrs/Min/Days) Setup Which Billing dates are used for invoicing customers for Contracts? Which Coverage levels are used for Contracts?(may be different than coverage levels for Warranties) Setup Setup

514 515 516

Define Service Programs and Policies Not identified Define Service Programs and Policies Not identified Define Service Programs and Policies Not identified

139 201 262

Business Business Business

Which is handled first, Warranty or Paid labor? Which Items are returnable? Who defines Terms and Conditions on Contracts?

Process Setup Process

517

Define Service Programs and Policies Not identified

147

Business

Who pays the freight on warranty repairs?In /out

Setup

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RD.020 Business Process Questionnaire

OBM Level I
518 519 520 521 522 523 524 525 526 527 528 529 Customer Service Management Customer Service Management Customer Service Management Customer Service Management Customer Service Management Customer Service Management Customer Service Management Customer Service Management Customer Service Management Customer Service Management Customer Service Management Customer Service Management Customer Service Management Customer Service Management Customer Service Management Customer Service Management Customer Service Management Customer Service Management Customer Service Management Customer Service Management Customer Service Management Customer Service Management Customer Service Management Customer Service Management Customer Service Management Customer Service Management Customer Service Management Customer Service Management Customer Service Management Customer Service Management Customer Service Management Financial Management Financial Management Financial Management Financial Management Financial Management Financial Management Financial Management Financial Management Financial Management Financial Management Financial Management Financial Management Financial Management Financial Management Financial Management Financial Management Financial Management Financial Management Financial Management Financial Management Financial Management Financial Management Financial Management Financial Management Financial Management Financial Management Financial Management Financial Management Financial Management

OBM Level II
Setup and Maintain Service Environment Setup and Maintain Service Environment Setup and Maintain Service Environment Setup and Maintain Service Environment Setup and Maintain Service Environment Setup and Maintain Service Environment Setup and Maintain Service Environment Setup and Maintain Service Environment Setup and Maintain Service Environment Setup and Maintain Service Environment Setup and Maintain Service Environment Setup and Maintain Service Environment Setup and Maintain Service Environment Setup and Maintain Service Environment Setup and Maintain Service Environment Setup and Maintain Service Environment Setup and Maintain Service Environment Setup and Maintain Service Environment Setup and Maintain Service Environment Setup and Maintain Service Environment Setup and Maintain Service Environment Setup and Maintain Service Environment Setup and Maintain Service Environment Setup and Maintain Service Environment Setup and Maintain Service Environment Setup and Maintain Service Environment Setup and Maintain Service Environment Setup and Maintain Service Environment Setup and Maintain Service Environment Setup and Maintain Service Environment Setup and Maintain Service Environment Asset Management Asset Management Asset Management Asset Management Asset Management Asset Management Asset Management Asset Management Asset Management Asset Management Asset Management Asset Management Asset Management Asset Management Asset Management Asset Management Asset Management Asset Management Asset Management Asset Management Asset Management Asset Management Asset Management Asset Management Asset Management Asset Management Asset Management Asset Management Asset Management

OBM Level III

OBM Level IV

Application
Service Contracts Installed Base ALL Service Contracts Depot Repair Depot Repair Depot Repair Depot Repair Depot Repair Service Contracts Service Contracts Depot Repair

OBM Row No.

274 135 493 498 126 131 368 124 372 127 129 374

Process

Category
Business Business Security Reporting Business Business Business Business Business Business Business Business

Process Analysis Questions

Who/what determines pricing/discounts granted on contracts during negotiations? Will discounts applied to products, be applied to Services? Will there need to be terminal security for Service Will you be grouping Contracts for further analysis? Are Depot Repairs performed in the same location as Assembly work orders, or in a separate Facility? Are Depot repairs performed in your facility, or sublet to 3rd party Service partners? Are there any time intensive processes related to Depot repair that you would like to streamline? Describe how Depot Repair Service charges are calculated. Do you create sales orders in order to return repaired items to customers?

Type = Setup Metric Process Performance Response

Process Process Process Setup Setup / Process Setup Process Metric/Setup Process

Revisit Y/N

Define Service Programs and Policies Not identified Define Service Programs and Policies Not identified Define Service Programs and Policies Not identified Define Service Programs and Policies Define/Maintain Service Programs and Policies Define/Maintain Service Programs and Policies Define/Maintain Service Programs and Policies Define/Maintain Service Programs and Policies Define/Maintain Service Programs and Policies Define/Maintain Service Programs and Policies Define/Maintain Service Programs and Policies Define/Maintain Service Programs and Policies Not identified Not identified Not identified Not identified Not identified Not identified Not identified Not identified Not identified

Do you provide "advance replacement" items to Customers? Setup / Process Do you provide Loaner units, or Lease Units while a customer's unit is being repaired? Setup / Process Do you require customer approval before incurring repair charges to repair an item? Do you issue estimates for the repair work? Process When a customer's product is repaired/replaced under warranty, does the warranty begin anew, or pick up where the remaining warranty left off? When provided with an advance replacement, is the customer issued an invoice pending a credit when the defective unit is received?

530

Define/Maintain Service Programs and Policies Not identified Define/Maintain Service Programs and Policies Not identified Maintain Customer Installed Base Maintain Customer Installed Base Maintain Customer Installed Base Maintain Customer Installed Base Maintain Customer Installed Base Maintain Customer Installed Base Maintain Customer Installed Base Maintain Customer Installed Base Maintain Customer Installed Base Maintain Customer Installed Base Maintain Customer Installed Base Maintain Customer Installed Base Maintain Customer Installed Base Plan Service Activities Plan Service Activities Plan Service Activities Plan Service Activities Not identified Not identified Not identified Not identified Not identified Not identified Not identified Not identified Not identified Not identified Not identified Not identified Not identified Not identified Not identified Not identified Not identified Not identified Not identified Not identified Not identified Not identified Not identified Not identified Not identified Not identified Not identified Not identified Not identified Not identified Not identified Not identified Not identified Not identified Not identified Not identified Not identified Not identified Not identified Not identified Not identified Not identified Define/Maintain Service Programs and Policies Define/Maintain Service Programs and Policies Define/Maintain Service Programs and Policies Define/Maintain Service Programs and Policies Not identified Not identified Not identified Not identified Not identified Not identified Not identified Not identified Not identified Not identified Not identified Not identified Not identified Not identified Not identified Not identified Not identified Not identified Not identified Not identified Not identified Not identified Not identified Not identified Not identified Not identified Not identified Not identified Not identified

Service Contracts

130

Business

Setup

531 532 533 534 535 536 537 538 539 540 541 542 543 544 545 546 547 548 549 550 551 552 553 554 555 556 557 558 559 560 561 562 563 564 565 566 567 568 569 570 571 572 573 574 575 576 577

Service Contracts

128

Business Business

Setup / Process

Field Service Customer Support Customer Support Customer Support Service Contracts Customer Support Customer Support Customer Support Customer Support Installed Base Order Management Service Contracts Field Service Field Service Field Service Field Service FA FA FA FA FA FA FA FA FA FA FA FA FA FA AP, AR, FA, GL AP, AR, FA, GL FA FA FA FA FA FA FA FA FA FA FA FA FA

1 163 161 162 151 158 160 159 157 148 149 150 151 152 153 154 4 4

Business Business Business Business Business Business Business Business Business Business Business Business Business Business / Reporting Business Reporting Maintenance Maintenance Other Other Other 4 4 4 4 4 4 4 4 4 Other Other Other Period Close Period Close Period Close Period Close Period Close Period Close Post Post Post Post Post Post 4 4 4 4 4 4 4 4 4 Period Open Period Open Period Open Period Open Period Open/Close Period Open/Close Reporting Reporting Reporting

Do you transfer products to a secondary location? Setup For a repair by replacement does the Field Engineer update serial numbers or lot numbers and if so how Process What are your Message action Requests? What are your Problem Codes? What are your Resolution Codes? What are your Service programs? What are your service request Severities? What are your Service Request Types? What are your Service request Urgencies? What are your service request Statuses? What your customer System types? What your order transaction types? What your Service coverages? Can job be recorded as uncompleted Can the Field Engineer authorize RMAs Can the Field Engineer record additional costs incurred to be billed to the customer Does the Field Engineer record the parts actually used How do you maintain your Fixed Asset Accounting data? How do you audit your Fixed Asset Accounting data? Provide an overview of Fixed Asset processing. Are Fixed Asset policies and procedures documented? Should any Fixed Asset policies or procedures be changed, streamlined or eliminated? Which operations/processes do you want to streamline for Fixed Asset Accounting? Which operations/processes do you want to eliminate for Fixed Asset Accounting? Are there any time-intensive Fixed Asset Accounting operations/processes that need to be addressed? How do you close an accounting period for Fixed Asset Accounting? Is the schedule to close an accounting period for Fixed Asset Accounting documented? How long does it take to close an accounting period for Fixed Asset Accounting? How long should it take to close an accounting period for Fixed Asset Accounting? Is closing an accounting period for Fixed Asset Accounting a hard close or a soft close? Setup Setup Setup Setup Setup Setup Setup Setup Setup Setup Setup Process Process Process Process Process Process Process Process Process Process Process Process Process Process Process Process Process

How are adjustments to closed periods for Fixed Asset Accounting handled? Process How often do you "post" information to your General ledger? Process, Metric Do you post (or wish to post) in detail or in summary to the general ledger? Who is responsible for opening and closing FA periods? Is the schedule for opening and closing FA documented? Do you have any documentation on your FA close? If you have multiple organizations, do they all close at the same time or separately? How do you open an accounting period for Fixed Asset Accounting? Is the schedule to open an accounting period for Fixed Asset Accounting documented? How long does it take to open an accounting period for Fixed Asset Accounting? Who performs the tasks associated with opening an accounting period for Fixed Asset Accounting? Who performs the tasks associated with closing an accounting period for Fixed Asset Accounting? Where in your accounting cycle do you run standard reports and statements for Fixed Asset Accounting? What business performance statistics do you monitor for Fixed Asset Accounting? What are your Fixed Asset Accounting reporting requirements with respect to functional vs. foreign currencies? What are your Fixed Asset Accounting reporting requirements with respect to summary or detail formats? Obtain report listing. Process Process Process Process Process Process Process Process Process Process Process Process Setup, Process Setup, Process

578

Financial Management

Asset Management

Not identified

Not identified

FA

Reporting

What reports do you currently generate to meet your Fixed Asset Accounting reporting requirements? Provide examples of each. Include source (could be manual), user, frequency, number of copies. Setup, Process

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RD.020 Business Process Questionnaire

OBM Level I
579 580 581 582 583 584 585 586 587 588 589 590 591 592 593 594 Financial Management Financial Management Financial Management Financial Management Financial Management Financial Management Financial Management Financial Management Financial Management Financial Management Financial Management Financial Management Financial Management Financial Management Financial Management Financial Management

OBM Level II
Asset Management Asset Management Asset Management Asset Management Asset Management Asset Management Asset Management Asset Management Asset Management Asset Management Asset Management Asset Management Asset Management Asset Management Asset Management Asset Management

OBM Level III

Not identified Not identified Not identified Not identified Not identified Not identified Not identified Not identified Not identified Not identified Not identified Not identified Not identified Not identified Not identified Not identified

OBM Level IV
Not identified Not identified Not identified Not identified Not identified Not identified Not identified Not identified Not identified Not identified Not identified Not identified Not identified Not identified Not identified Not identified

Application
FA FA FA FA FA FA FA FA FA FA FA FA FA FA FA FA

OBM Row No.

Process
4 4 4 4 4 4 4 4 4 4 4 4 4 4 4 4

Category
Reporting Reporting Reporting Reporting Reporting Reporting Reporting Reporting Reporting Reporting Reporting Reporting Reporting Reporting Reporting Reporting

Process Analysis Questions

Is there any Fixed Asset Accounting reporting requirement that your current set of reports does not meet? Are Fixed Asset Accounting reports standard across multiple Sets of Books, for example, subsidiaries? Are Fixed Asset Accounting reports standard across multiple levels within a Set of Books, i e., divisions? What account codes and/or descriptions are required on Fixed Asset Accounting reports? Do you provide a "key" of content/information somewhere on the Fixed Asset Accounting report? What Fixed Asset Accounting reports are grouped together on a regular basis and printed in one print run? Who receives a copy of the Fixed Asset Accounting reports? What is the criteria for determining who should receive a copy of any Fixed Asset Accounting report? How do you update a Fixed Asset Accounting reports distribution list? Is the process to update a Fixed Asset Accounting reports distribution list documented? How long does it take to update a Fixed Asset Accounting reports distribution list? How long should it take to update a Fixed Asset Accounting reports distribution list? Who performs the tasks associated with updating a Fixed Asset Accounting reports distribution list? Is there any requirement for on-line (softcopy) distribution and/or remote location printing for Fixed Asset Accounting reports? Do some of these Fixed Asset Accounting reports belong in report sets? Always being run together?

Type = Setup Metric Process Performance Response

Setup Setup Setup Setup Setup Setup, Process Process Process Process Process Process Process Process Setup, Process

Revisit Y/N

Setup Process, Do the separate business units run their own Fixed Asset Accounting reports? Performance What type of printers do you run Fixed Asset Accounting reports (including checks, purchase orders etc.) on? Where are they located? Setup, Performance Do you run Fixed Asset Accounting reports for different companies or cost centers? Process Do you have security requirements on who can enter data for Fixed Asset Accounting? (e.g. by company? by cost center?) Process Do you have security reports on who can run Fixed Asset Accounting reports? (by company, by cost center etc.) Setup, Process Will there need to be terminal security for Fixed Asset Accounting? Setup Do you run security reports on a regular basis for Fixed Asset Accounting? Process Do you have documentation on your current system security requirements for Fixed Asset Accounting? Process Map each GL user to a menu structure. Will any new ones need to be created for Fixed Asset Accounting? Setup, Process Do you review requirements for validation rules, allowing certain Fixed Asset Accounting accounts to be valid with only certain other values. Do you have any category aliases? Do you have any location aliases? Do you have any accounting aliases (if not done in GL)? How do you categorize your fixed assets now? Are your asset categories unique for each combination of asset cost account in your general ledger, depreciation method, useful life and prorate convention? Are fixed assets which use the same asset account in your general ledger, ever split into more than one group for accounting or tax depreciation purposes? Do you group fixed assets which use different asset accounts for reporting purposes? Do you have a special name (alias) for each category? Data Conversion (note: refer to sizing questions previously asked) How is your corporate and tax information stored now? Do you have your vendor information in electronic form? Do you have your employee information in electronic form? Do you have your location information in electronic form? What systems are you using to store asset, vendor, employee and location information now? What is the current accuracy of your asset information? What are your prorate conventions? Do you have any depreciation ceilings? For luxury items? What are your Investment Tax Credit rates, recapture rates and ceiling rates? Identify price indexes. What are your depreciation methods? What are your useful lives? How do you account for prior period additions, retirements or other transactions in your general ledger? Do you use ITC for any fixed assets still in service? Do you depreciate leased items, or leasehold improvements? Does any department or departments receive the depreciation expense for assets used by another department? If so, do these expenses eventually get redistributed to asset users? Explain how your cost centers or departments are organized?

595 596 597 598 599 600 601 602

Financial Management Financial Management Financial Management Financial Management Financial Management Financial Management Financial Management Financial Management

Asset Management Asset Management Asset Management Asset Management Asset Management Asset Management Asset Management Asset Management

Not identified Not identified Not identified Not identified Not identified Not identified Not identified Not identified

Not identified Not identified Not identified Not identified Not identified Not identified Not identified Not identified

FA FA FA FA FA FA FA FA

4 4 4 4 4 4 4 4

Reporting Reporting Security Security Security Security Security Security

603 604 605 606 607

Financial Management Financial Management Financial Management Financial Management Financial Management

Asset Management Asset Management Asset Management Asset Management Asset Management

Not identified Not identified Not identified Not identified Not identified

Not identified Not identified Not identified Not identified Not identified

FA FA FA FA FA

4 4 4 4 4

Validation Aliases Aliases Aliases Categories

Setup Setup, Process Setup, Process Setup, Process Process

608

Financial Management

Asset Management

Not identified

Not identified

FA

Categories

Setup, Process

609 610 611 612 613 614 615 616 617 618 619 620 621 622 623 624 625 626 627

Financial Management Financial Management Financial Management Financial Management Financial Management Financial Management Financial Management Financial Management Financial Management Financial Management Financial Management Financial Management Financial Management Financial Management Financial Management Financial Management Financial Management Financial Management Financial Management

Asset Management Asset Management Asset Management Asset Management Asset Management Asset Management Asset Management Asset Management Asset Management Asset Management Asset Management Asset Management Asset Management Asset Management Asset Management Asset Management Asset Management Asset Management Asset Management

Not identified Not identified Not identified Not identified Not identified Not identified Not identified Not identified Not identified Not identified Not identified Not identified Not identified Not identified Not identified Not identified Not identified Not identified Not identified

Not identified Not identified Not identified Not identified Not identified Not identified Not identified Not identified Not identified Not identified Not identified Not identified Not identified Not identified Not identified Not identified Not identified Not identified Not identified

FA FA FA FA FA FA FA FA FA FA FA FA FA FA FA FA FA FA FA

4 4 4 4 4 4 4 4 4 4 4 4 4 4 4 4 4 4 4

Categories Categories Categories Data Conversion Data Conversion Data Conversion Data Conversion Data Conversion Data Conversion Data Conversion Depreciation Depreciation Depreciation Depreciation Depreciation Depreciation Depreciation Depreciation Depreciation

Setup, Process Setup, Process Process Process Process Process Process Process Process Process Process Process Process Process Process Process Process Process

628 629 630 631 632 633 634 635 636 637 638 639 640 641 642 643 644 645 646 647 648 649 650 651 652 653 654 655 656

Financial Management Financial Management Financial Management Financial Management Financial Management Financial Management Financial Management Financial Management Financial Management Financial Management Financial Management Financial Management Financial Management Financial Management Financial Management Financial Management Financial Management Financial Management Financial Management Financial Management Financial Management Financial Management Financial Management Financial Management Financial Management Financial Management Financial Management Financial Management Financial Management

Asset Management Asset Management Asset Management Asset Management Asset Management Asset Management Asset Management Asset Management Asset Management Asset Management Asset Management Asset Management Asset Management Asset Management Asset Management Asset Management Asset Management Asset Management Asset Management Asset Management Asset Management Asset Management Asset Management Asset Management Asset Management Asset Management Asset Management Asset Management Asset Management

Not identified Not identified Not identified Not identified Not identified Not identified Not identified Not identified Not identified Not identified Not identified Not identified Not identified Not identified Not identified Not identified Not identified Not identified Not identified Not identified Not identified Not identified Not identified Not identified Not identified Not identified Not identified Not identified Not identified

Not identified Not identified Not identified Not identified Not identified Not identified Not identified Not identified Not identified Not identified Not identified Not identified Not identified Not identified Not identified Not identified Not identified Not identified Not identified Not identified Not identified Not identified Not identified Not identified Not identified Not identified Not identified Not identified Not identified

FA FA FA FA FA FA FA FA FA FA FA FA FA FA FA FA FA FA FA FA FA FA FA FA FA FA FA FA FA

4 4 4 4 4 4 4 4 4 4 4 4 4 4 4 4 4 4 4 4 4 4 4 4 4 4 4 4 4

Depreciation Depreciation Fixed Assets Fixed Assets Fixed Assets Fixed Assets Fixed Assets Fixed Assets Fixed Assets Fixed Assets Fixed Assets Fixed Assets Fixed Assets Fixed Assets General General General General General Locations Locations Locations Locations Security Security Security Security Security Set of Books

Process Process

How many fixed assets does your company own? How are they numbered? Process, Metric Do you need to track fixed assets that are not depreciated? Process Do you track different information for different types of fixed assets? What basic information about each asset do you store? Are your fixed assets located in several countries? How do you number your fixed assets? Do you have physical tags on your fixed assets? Do you track leased assets using Oracle Assets? What is your oldest date placed in service for your fixed assets? Do you have standard depreciation for your fixed assets? Do you associate your fixed assets with vendors? Do you use multiple currencies when purchasing, depreciating, reporting or posting financial information about you fixed assets? What system do you use presently to do your fixed asset accounting? What systems do you use to track and inventory your fixed assets? Does your current system track asset possession by employee, department, or cost center? What property types do you use (Personal 1245, Real 1250, etc.) What are your monthly reporting requirements? Where are your fixed assets located? How do you report property values for tax purposes? Do you have special names for each location (aliases)? Do you assign fixed assets to employees? Do you have security requirements on who can enter data? Who can enter data in different companies/cost centers? Do you have documentation on your current system security requirements? Do they run security reports on a regular basis? What security measures do you require for your asset information? How many different companies in your organization own fixed assets? Process, Setup Process Process Process Setup, Process Process Process Process Process Process, Setup Process Process Process Process Process Process Process Process Process Process Process Process Process Process Process

85338164.xlsx

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RD.020 Business Process Questionnaire

OBM Level I
657 658 659 660 661 662 663 664 665 666 667 668 669 670 671 672 Financial Management Financial Management Financial Management Financial Management Financial Management Financial Management Financial Management Financial Management Financial Management Financial Management Financial Management Financial Management Financial Management Financial Management Financial Management Financial Management

OBM Level II
Asset Management Asset Management Asset Management Asset Management Asset Management Asset Management Asset Management Asset Management Asset Management Asset Management Asset Management Asset Management Asset Management Asset Management Asset Management Asset Management

OBM Level III

Not identified Not identified Not identified Not identified Not identified Not identified Not identified Not identified Not identified Not identified Not identified Not identified Not identified Not identified Not identified Not identified

OBM Level IV
Not identified Not identified Not identified Not identified Not identified Not identified Not identified Not identified Not identified Not identified Not identified Not identified Not identified Not identified Not identified Not identified

Application
FA FA FA FA FA FA FA FA FA FA FA FA FA FA FA FA

OBM Row No.

Process
4 4 4 4 4 4 4 4 4 4 4 4 4 4 4 4

Category
Set of Books Set of Books Set of Books Set of Books Set of Books Set of Books Set of Books Set of Books Set of Books Set of Books Transactions Transactions Transactions Transactions Transactions Transactions

Process Analysis Questions

In what countries are your fixed assets located? Who tracks financial and tax information in each country? Explain the accounting structure and reporting methods used to consolidate your asset cost and depreciation expenses? Do you post your asset financial information in summary or detail to your general ledger? How many corporate depreciation books do you maintain? If more than one, why? How many different tax depreciation books do you maintain in each of your companies? How are they used? Do you adjust depreciation in your tax books?

Type = Setup Metric Process Performance Response

Process Process Process Process Process Process Process

Revisit Y/N

673 674 675 676 677 678

Financial Management Financial Management Financial Management Financial Management Financial Management Financial Management

Asset Management Asset Management Asset Management Asset Management Asset Management Asset Management

Not identified Not identified Not identified Not identified Not identified Not identified

Not identified Not identified Not identified Not identified Not identified Not identified

FA FA FA FA FA FA

4 4 4 4 4 4

Transactions Transactions Transactions Transactions Transactions Transactions

Do you maintain any other types of depreciation or asset valuation books? Process What are your capital budgeting requirements? Process How often do you calculate depreciation for corporate accounting, tax, and capital budgeting purposes? Process Transactions (note: refer to sizing questions previously asked) How many fixed assets do you purchase each accounting period? Metric How often do you transfer large numbers of fixed assets from one person, cost center, or location to another? Metric How often, and for what reasons, do you change fixed asset depreciation method or life for a single asset? Metric How often do you change the useful life, depreciation method, or prorate convention of all fixed assets in a category? Metric How many retirements do you do per period? Metric Do you amortize adjustments made in the prior period over the remaining useful life of the asset or do you expense the catch- up depreciation in the current period? Process Do you want your fixed assets automatically added from your feeder Accounts Payable system? Process What Accounts Payable system do you use? Process Do you ever retire fixed assets in the same period they were purchased? How often do you perform physical inventories of your fixed assets? Do you cycle count your assets? Process Process Process

679 680 681 682 683 684 685 686 687 688 689 690 691 692 693 694 695 696 697 698 699 700 701 702 703 704 705 706 707 708 709 710 711 712 713 714 715 716 717 718 719 720 721 722 723 724 725 726 727 728 729 730 731 732

Financial Management Financial Management Financial Management Financial Management Financial Management Financial Management Financial Management Financial Management Financial Management Financial Management Financial Management Financial Management Financial Management Financial Management Financial Management Financial Management Financial Management Financial Management Financial Management Financial Management Financial Management Financial Management Financial Management Financial Management Financial Management Financial Management Financial Management Financial Management Financial Management Financial Management Financial Management Financial Management Financial Management Financial Management Financial Management Financial Management Financial Management Financial Management Financial Management Financial Management Financial Management Financial Management Financial Management Financial Management Financial Management Financial Management Financial Management Financial Management Financial Management Financial Management Financial Management Financial Management Financial Management Financial Management

Budgeting Budgeting Budgeting Budgeting Budgeting Budgeting Budgeting Budgeting Budgeting Budgeting Budgeting Budgeting Budgeting Budgeting Budgeting Budgeting Budgeting Budgeting Budgeting Budgeting Budgeting Budgeting Budgeting Budgeting Budgeting Budgeting Budgeting Budgeting Budgeting Budgeting Budgeting Budgeting Budgeting Budgeting Budgeting Budgeting Budgeting Budgeting Budgeting Budgeting Budgeting Budgeting Budgeting Budgeting Budgeting Budgeting Budgeting Budgeting Budgeting Budgeting Budgeting Budgeting Budgeting Budgeting

Manage Budgeting Phase Manage Budgeting Phase Manage Budgeting Phase Not identified Not identified Not identified Not identified Not identified Not identified Not identified Not identified Not identified Not identified Not identified Not identified Not identified Not identified Not identified Not identified Not identified Not identified Not identified Not identified Not identified Not identified Not identified Not identified Not identified Not identified Not identified Not identified Not identified Not identified Not identified Not identified Not identified Not identified Not identified Not identified Not identified Not identified Not identified Not identified Not identified Not identified Not identified Not identified Not identified Not identified Not identified Not identified Not identified Not identified Not identified

Maintain Budgets Maintain Budgets Maintain Budgets Not identified Not identified Not identified Not identified Not identified Not identified Not identified Not identified Not identified Not identified Not identified Not identified Not identified Not identified Not identified Not identified Not identified Not identified Not identified Not identified Not identified Not identified Not identified Not identified Not identified Not identified Not identified Not identified Not identified Not identified Not identified Not identified Not identified Not identified Not identified Not identified Not identified Not identified Not identified Not identified Not identified Not identified Not identified Not identified Not identified Not identified Not identified Not identified Not identified Not identified Not identified

PA PA PA PO PO PO PO PO PO GL, PO AP GL GL, PA GL GL GL GL GL GL GL GL GL GL GL GL GL GL GL GL GL GL GL GL GL GL GL GL GL GL GL GL GL GL GL GL GL GL GL GL GL GL GL GL GL

FMBUDGETNG FMBUDGETNG FMBUDGETNG FMBUDGETNG 2 FMBUDGETNG 2 FMBUDGETNG 2 FMBUDGETNG 2 FMBUDGETNG 2 FMBUDGETNG 2 FMBUDGETNG 2 FMBUDGETNG 3 8 8 8 8 8 8 8 8 8 8 8 8 8 8 8 8 8 8 8 8 8 8 8 8 8 8 8 8 8 8 8 8 8 8 8 8 8 8 8 8 8 8 8

Project Set Up Project Set Up Project Set Up Encumbrances Encumbrances Encumbrances Encumbrances Encumbrances Encumbrances Encumbrances Encumbrances Budget Preparation Budget Preparation Budget Preparation Budget Preparation Budget Preparation Budget Preparation Budget Preparation Budget Preparation Budget Preparation Budget Preparation Budget Preparation Budget Preparation Budget Preparation Budget Preparation Budget Preparation Budget Preparation Budget Preparation Budget Preparation Budget Preparation Budget Preparation Budget Preparation Budget Preparation Budget Preparation Budget Preparation Budget Preparation Budget Preparation Budget Preparation Budget Preparation Budget Preparation Budget Preparation Budget Revisions Budget Revisions Budget Revisions Forecasting Forecasting Forecasting Forecasting Forecasting Forecasting Forecasting Forecasting Forecasting Forecasting

Do the budget types you prepare capture information (1) at a project or task level? (2 ) as raw or burdened cost? (3) by time period, such as monthly, or at completion? (4) at a detail or summary level? (5) by expenditure type? Process Do you periodically review/revise the budgets prepared in the previous step? Process Do you maintain a history of the budget revisions prepared in the previous step? Process Will you be checking for available funds when creating your requisitions or purchase orders? Setup Do you want to reserve funds for your requisitions or purchase orders? How do you define your encumbrance types? Do you want to prevent someone from reserving funds if you do not have enough funds available? Do all your companies/entities reserve funds? Do you post receipt information for encumbrance accounting? Do you create budgets for all your accounts? Do you use encumbrance accounting? How do you use it? Does your company prepare budgets? What types of budgets do you prepare? (e.g. revenue & expenses, balance sheets, capital, project etc.) Do your companys key performance indicators drive the budgets? How many budgets do you prepare for an individual fiscal year? Do you prepare more than one budget per Set of Books? What is the range of accounting periods for each budget? At what organization level (i. e., cost center, division, region) do you budget? Do budgets require approval? What levels of approvals are required for budgets? How many budget "organizations" do you have? What are the budget organizations and what is the convention or rule behind their names? Have you developed security procedures to prohibit access to certain budget organizations? What security procedures have you developed to prohibit access to certain budget organizations? Will budget organization security be required in the future? Do you create new budgets based on existing budgets (e.g. new budget = 10% decrease from previous budget)? At what account level do you currently budget? Is this the same level of detail that actuals are captured? Is your budgeting process centralized or decentralized? Are reorganizations likely that affect how budgets should be prepared and/or reported? Do you only budget in dollars, or are statistics budgeted also (e.g. headcount)? Do you require consolidated budgets? Are all budgets prepared in the same currency? Do you use Lotus, Excel, or another spreadsheet program to prepare budgets? Which spreadsheet products and which version do/will you use? How do you close or "freeze" a budget once it is approved? Is the process to close or "freeze" a budget once it is approved documented? How long does it take to close or "freeze" a budget? How long should it take to close or "freeze" a budget? Is closing or "freezing" a budget a hard close or a soft close? Who performs the tasks associated with closing or "freezing" the budget? How are adjustments to closed periods and/or frozen budgets handled? Are budgets altered frequently during the fiscal year? Do you need to retain original (prerevision) budgets throughout the year? Is a budget download required to facilitate budget creation or maintenance? Do you derive any type of forecast from budgets? Does your company prepare financial forecasts? What types of financial forecasts does your company prepare? How do you prepare financial forecasts? Is the financial forecasting process documented? How long does it take to prepare financial forecasts? How long should it take to prepare financial forecasts? Are financial forecasts a hard or soft close? Who performs the tasks associated with preparing financial forecasts? How many forecasts do you prepare during an individual fiscal year? Setup Setup Setup Setup Setup Setup Process, Performance Process Process Process Metric Process Process Process Process Process Metric Setup Process Setup Setup Process Process Setup Setup Process Setup Setup Process Setup Process Process Process Process Process Process Process Process Setup Setup Setup Process Process Process Process Process Process Process Process Metric

85338164.xlsx

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RD.020 Business Process Questionnaire

OBM Level I
733 734 735 736 737 738 739 740 741 742 743 744 745 746 747 748 749 750 751 752 753 754 755 756 757 758 Financial Management Financial Management Financial Management Financial Management Financial Management Financial Management Financial Management Financial Management Financial Management Financial Management Financial Management Financial Management Financial Management Financial Management Financial Management Financial Management Financial Management Financial Management Financial Management Financial Management Financial Management Financial Management Financial Management Financial Management Financial Management Financial Management

OBM Level II
Budgeting Budgeting Budgeting Budgeting Budgeting Budgeting Budgeting Budgeting Budgeting Budgeting Budgeting Budgeting Budgeting Budgeting Budgeting Financial Reporting Financial Reporting Financial Reporting Financial Reporting Financial Reporting Financial Reporting Financial Reporting Financial Reporting Financial Reporting Financial Reporting Financial Reporting

OBM Level III

Not identified Not identified Not identified Not identified Not identified Not identified Not identified Not identified Not identified Not identified Not identified Not identified Not identified Not identified Not identified Not identified Not identified Not identified Not identified Not identified Not identified Not identified Not identified Not identified Not identified Not identified

OBM Level IV
Not identified Not identified Not identified Not identified Not identified Not identified Not identified Not identified Not identified Not identified Not identified Not identified Not identified Not identified Not identified Not identified Not identified Not identified Not identified Not identified Not identified Not identified Not identified Not identified Not identified Not identified

Application
GL GL GL GL GL GL GL GL GL GL GL GL GL GL GL GL GL GL GL GL GL GL GL GL GL GL

OBM Row No.

Process
8 8 8 8 8 8 8 8 8 8 8 8 8 8 8 9 9 9 9 9 9 9 9 9 9 9

Category
Forecasting Forecasting Forecasting Forecasting Forecasting Forecasting Forecasting Forecasting Forecasting Forecasting Forecasting Interfaces Budget Revisions Forecasting Forecasting Allocations Allocations Allocations Allocations Allocations Allocations Allocations Consolidation Consolidation Consolidation Consolidation

Process Analysis Questions

How far out do you project (range of accounting periods) for each financial forecast iteration? How do forecasts differ from budgets in the area of Statistics? How do forecasts differ from budgets in the area of consolidation? How do forecasts differ from budgets in the area of currency? How do forecasts differ from budgets in the area of number of forecasts per year? How do forecasts differ from budgets in the area of approvals? How do forecasts differ from budgets in the area of security? How do forecasts differ from budgets in the area of forecast maintenance? How do forecasts differ from budgets in the area of reporting requirements? How do forecasts differ from budgets in the area of preparation tools? How do forecasts differ from budgets in the area of freezing? Is an automated interface required from the budget preparation tool to Oracle? Are budget revisions more frequent at certain times of the year? How do forecasts differ from budgets in the area of retaining historical data? How do forecasts differ from budgets in the aa to of level of information included? Do you perform allocations? What types? When? What types of formulas do you use in your allocations? Provide examples. Do you use step down allocations? What are your allocations based on? Do you always allocate 100% of the account your allocating?

Type = Setup Metric Process Performance Response

Metric Process Process Process Process, Metric Process Process Process Process Process Process Setup Performance Process, Performance Process, Performance Setup, process Setup Setup Setup Setup, process

Revisit Y/N

Do you create offset accounts or remove monies from the allocation accounts. Setup Do you currently have automated step down allocation functionality? Will you require this? Setup Do you require financial consolidations? Process How often do you perform financial consolidations? Metric What is the COA mapping during the consolidation? Setup Do you perform consolidation between various businesses that use different currencies? Setup, Process Is there a push by management to shorten the consolidation cycle without compromising the accuracy and integrity of consolidated financial data?

759

Financial Management

Financial Reporting

Not identified

Not identified

GL, GCS

Consolidation

Process

760 761

Financial Management Financial Management

Financial Reporting Financial Reporting

Not identified Not identified

Not identified Not identified

GL, GCS GL, GCS

Consolidation Consolidation

762 763 764 765

Financial Management Financial Management Financial Management Financial Management

Financial Reporting Financial Reporting Financial Reporting Financial Reporting

Not identified Not identified Not identified Not identified

Not identified Not identified Not identified Not identified

GL, GCS GL, GCS GL, GCS GL, GCS

Consolidation Consolidation Consolidation Consolidation

Does your current consolidation system support "what-if" and "whathappened" scenarios providing management with strategic information? Process What is the current condition of the relationship between your day-to-day accounting functions and the consolidation process? Process Do you prefer to have a consolidation system which is directly integrated with the operational accounting system or one that is a standalone consolidation solution? Setup, Process How does your system deal with the elimination of intercompany balances and minority interests? Process Are your consolidation procedures documented? Process What is the quality of the consolidation of financial information from your subsidiaries which use their own local accounting methods? Process Can you drill between consolidated entities, summary and detail balances, detail balances and journals, and journals and subledger details? What are the reporting capabilities of your system? Does your system have the capability of web publishing financial results? How is subsidiary financial information gathered and rolled up to the consolidated parent? Does your current consolidation system support flexible chart of accounts? Will your system allow you to check the status of each consolidation? What are your consolidation mapping rules? Do you use transaction auditing reports in your consolidation process? Is it difficult to download financial information from your current system into a spreadsheet? Are controls set up to prevent or detect unauthorized access? Can you create budgets and forecasts based on the trends revealed in consolidated balances? Is custom programming required to link the source ledger and the consolidation system? Do you do translations monthly into foreign currencies? What account values do you use for cumulative gain or loss? Do you perform re-valuation of assets and liabilities on a regular basis? When? Do you perform special audits for foreign currency accounts? Do you require inquiry into original entered currency balances? What are your reporting requirements with respect to Trial Balances? What are your reporting requirements with respect to sub-ledgers/feeder systems? What are your reporting requirements with respect to account analyses? Does each business/cost center perform financial reporting?

766 767 768 769 770 771 772 773 774 775 776 777 778 779 780 781 782 783 784 785 786 787 788 789 790 791 792 793 794 795 796 797 798 799 800 801 802 803 804 805

Financial Management Financial Management Financial Management Financial Management Financial Management Financial Management Financial Management Financial Management Financial Management Financial Management Financial Management Financial Management Financial Management Financial Management Financial Management Financial Management Financial Management Financial Management Financial Management Financial Management Financial Management Financial Management Financial Management Financial Management Financial Management Financial Management Financial Management Financial Management Financial Management Financial Management Financial Management Financial Management Financial Management Financial Management Financial Management Financial Management Financial Management Financial Management Financial Management Financial Management

Financial Reporting Financial Reporting Financial Reporting Financial Reporting Financial Reporting Financial Reporting Financial Reporting Financial Reporting Financial Reporting Financial Reporting Financial Reporting Financial Reporting Financial Reporting Financial Reporting Financial Reporting Financial Reporting Financial Reporting Financial Reporting Financial Reporting Financial Reporting Financial Reporting Financial Reporting Financial Reporting Financial Reporting Financial Reporting Financial Reporting Financial Reporting Financial Reporting Financial Reporting General Financial Accounting General Financial Accounting General Financial Accounting General Financial Accounting General Financial Accounting General Financial Accounting General Financial Accounting General Financial Accounting General Financial Accounting General Financial Accounting General Financial Accounting

Not identified Not identified Not identified Not identified Not identified Not identified Not identified Not identified Not identified Not identified Not identified Not identified Not identified Not identified Not identified Not identified Not identified Not identified Not identified Not identified Not identified Not identified Not identified Not identified Not identified Not identified Not identified Not identified Not identified Maintain General Ledger Maintain General Ledger Maintain General Ledger Maintain General Ledger Maintain General Ledger Maintain General Ledger Maintain General Ledger Maintain General Ledger Not identified Not identified Not identified

Not identified Not identified Not identified Not identified Not identified Not identified Not identified Not identified Not identified Not identified Not identified Not identified Not identified Not identified Not identified Not identified Not identified Not identified Not identified Not identified Not identified Not identified Not identified Not identified Not identified Not identified Not identified Not identified Not identified Not identified Not identified Not identified Not identified Not identified Not identified Not identified Not identified Not identified Not identified Not identified

GL, GCS GL, GCS GL, GCS GL, GCS GL, GCS GL, GCS GL, GCS GL, GCS GL, GCS GL, GCS GL, GCS GL, GCS GL GL GL GL GL GL GL GL GL GL GL GL GL GL GL GL GL GL GL GL GL GL GL GL GL PA PA PA

Consolidation Consolidation Consolidation Consolidation Consolidation Consolidation Consolidation Consolidation Consolidation Consolidation Consolidation Consolidation Currency Currency Currency Currency Currency Reporting Reporting Reporting Reporting Reporting Reporting Reporting Reporting Reporting Reporting Reporting Reporting Chart of Accounts Chart of Accounts Chart of Accounts Chart of Accounts Chart of Accounts Chart of Accounts Chart of Accounts Chart of Accounts Project Set Up Project Set Up Project Set Up

Process Setup, Process Process Process Process Process Process Setup, Process Process Setup, Process Process Process Process Setup Process Process Metric, Process Setup, Process Setup, Process Setup, Process Process

9 9 9 9 9 9 9 9 9 9 9 9 9 9 9 9 9 1 1 1 1 1 1 1 1

Do your financial statements require special printing features (bold, italics,...)? Setup Process, Do you ever run financial reports mid-period? Performance How long are reports kept on-line or are they re-run if needed again? Performance Do you have on-line account balance lookup? If needed, which accounts and Process, how often? Performance Process, Do you currently do periodic consolidation of these locations in reporting? Performance Process, Do you run preliminary financial reports and final financial reports? Performance Do you require on-line inquiry for journal entry detail? Who should have Process, authority to view this information? Performance Do you require on-line inquiry for funds available? Who should have authority Process, to view this information? Performance What does your current chart of accounts look like? Provide listings. Setup Do you plan to have a new chart of accounts? Setup Are your account values in any order or range pattern? Setup What are the account parent or grandparent structures? Setup Do you use unique accounts to capture statistics? Setup Who is going to maintain the segment values once entered? Setup Is there a need for a mapping from an old COA to a new COA? Setup Are certain segment values only valid with specific other segment values? Do you assign roles or responsibilities to employees for each task within a project? Do you further classify projects by a sub-category within each sector, industry, or other category? Who enters the Work Breakdown Structure into the system? Setup Set Up, Process Set Up Process

85338164.xlsx

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RD.020 Business Process Questionnaire

OBM Level I
806 807 Financial Management Financial Management

OBM Level II
General Financial Accounting General Financial Accounting

OBM Level III

Not identified Not identified

OBM Level IV
Not identified Not identified

Application
PA PA

OBM Row No.

Process

Category
Project Set Up Project Set Up

Process Analysis Questions

Who enters changes, if any, for the Work Breakdown Structure into the system? Are projects required to be funded or have an agreement in place to be in active status? How are project related costs (e.g. sales, estimating) accumulated prior to setting up a project? How are these costs accounted for after the project is set up? Do you transfer costs from project to project (to correct coding errors or reallocate cost)? Who makes the transfer? Who approves the transfer? What are the components/sources (requisitions, purchase orders, pending invoices, etc.) of a projects Committed costs? How do you close an accounting period for Procurement?

Type = Setup Metric Process Performance Response

Process Set Up

Revisit Y/N

808

Financial Management

General Financial Accounting

Not identified

Not identified

PA

Project Tracking

Set Up, Process

809 810 811 812 813 814 815 816 817 818 819 820 821 822 823 824 825 826 827 828 829 830 831 832 833 834 835 836 837 838 839 840 841 842 843 844 845 846 847 848 849 850 851 852 853 854 855 856 857 858 859 860 861 862 863 864 865 866 867 868 869 870 871 872 873 874 875

Financial Management Financial Management Financial Management Financial Management Financial Management Financial Management Financial Management Financial Management Financial Management Financial Management Financial Management Financial Management Financial Management Financial Management Financial Management Financial Management Financial Management Financial Management Financial Management Financial Management Financial Management Financial Management Financial Management Financial Management Financial Management Financial Management Financial Management Financial Management Financial Management Financial Management Financial Management Financial Management Financial Management Financial Management Financial Management Financial Management Financial Management Financial Management Financial Management Financial Management Financial Management Financial Management Financial Management Financial Management Financial Management Financial Management Financial Management Financial Management Financial Management Financial Management Financial Management Financial Management Financial Management Financial Management Financial Management Financial Management Financial Management Financial Management Financial Management Financial Management Financial Management Financial Management Financial Management Financial Management Financial Management Financial Management Financial Management

General Financial Accounting General Financial Accounting General Financial Accounting General Financial Accounting General Financial Accounting General Financial Accounting General Financial Accounting General Financial Accounting General Financial Accounting General Financial Accounting General Financial Accounting General Financial Accounting General Financial Accounting General Financial Accounting General Financial Accounting General Financial Accounting General Financial Accounting General Financial Accounting General Financial Accounting General Financial Accounting General Financial Accounting General Financial Accounting General Financial Accounting General Financial Accounting General Financial Accounting General Financial Accounting General Financial Accounting General Financial Accounting General Financial Accounting General Financial Accounting General Financial Accounting General Financial Accounting General Financial Accounting General Financial Accounting General Financial Accounting General Financial Accounting General Financial Accounting General Financial Accounting General Financial Accounting General Financial Accounting General Financial Accounting General Financial Accounting General Financial Accounting General Financial Accounting General Financial Accounting General Financial Accounting General Financial Accounting General Financial Accounting General Financial Accounting General Financial Accounting General Financial Accounting General Financial Accounting General Financial Accounting General Financial Accounting General Financial Accounting General Financial Accounting General Financial Accounting General Financial Accounting General Financial Accounting General Financial Accounting General Financial Accounting General Financial Accounting General Financial Accounting General Financial Accounting General Financial Accounting General Financial Accounting General Financial Accounting

Not identified Not identified Not identified Not identified Not identified Not identified Not identified Not identified Not identified Not identified Not identified Not identified Not identified Not identified Not identified Not identified Not identified Not identified Not identified Not identified Not identified Not identified Not identified Not identified Not identified Not identified Not identified Not identified Not identified Not identified Not identified Not identified Not identified Not identified Not identified Not identified Not identified Not identified Not identified Not identified Not identified Not identified Not identified Not identified Not identified Not identified Not identified Not identified Not identified Not identified Not identified Not identified Not identified Not identified Not identified Not identified Not identified Not identified Not identified Not identified Not identified Not identified Not identified Not identified Not identified Not identified Not identified

Not identified Not identified Not identified Not identified Not identified Not identified Not identified Not identified Not identified Not identified Not identified Not identified Not identified Not identified Not identified Not identified Not identified Not identified Not identified Not identified Not identified Not identified Not identified Not identified Not identified Not identified Not identified Not identified Not identified Not identified Not identified Not identified Not identified Not identified Not identified Not identified Not identified Not identified Not identified Not identified Not identified Not identified Not identified Not identified Not identified Not identified Not identified Not identified Not identified Not identified Not identified Not identified Not identified Not identified Not identified Not identified Not identified Not identified Not identified Not identified Not identified Not identified Not identified Not identified Not identified Not identified Not identified

PA AP, PA, PO GL Not module specific Not module specific Not module specific Not module specific Not module specific Not module specific Not module specific Not module specific Not module specific Not module specific Not module specific GL, PO GL, PO Not module specific Not module specific Not module specific Not module specific Not module specific Not module specific Not module specific Not module specific Not module specific Not module specific Not module specific Not module specific AP, GL AP AP, GL AP AP AP AP AP AP AP AP AP AP AP AP AP AP AP AP AP AP AP AP AP AP AP AP AP AP AP, GL AP AP AP AP AP AP AP AP AP FMGENRLLED G FMGENRLLED G FMGENRLLED G FMGENRLLED G FMGENRLLED G FMGENRLLED G FMGENRLLED G FMGENRLLED G FMGENRLLED G FMGENRLLED G FMGENRLLED G FMGENRLLED G FMGENRLLED G FMGENRLLED G FMGENRLLED G FMGENRLLED G FMGENRLLED G FMGENRLLED G FMGENRLLED G FMGENRLLED G FMGENRLLED G FMGENRLLED G FMGENRLLED G FMGENRLLED G FMGENRLLED G FMGENRLLED G FMGENRLLED G FMGENRLLED G FMGENRLLED G FMGENRLLED G FMGENRLLED G FMGENRLLED G FMGENRLLED G FMGENRLLED G FMGENRLLED G FMGENRLLED G 28 2 2 2 2 2 2 2 2 2 2 2 2 2 2 3 3 3 3 3 3 3 3 3 3 3 3 3 3 3 3 3 3 3 3 3

Project Tracking Project Tracking Period Close Period Close Period Close Period Close Period Close Period Close Period Open Period Open Period Open Period Open Period Open/Close Period Open/Close Open/Close Periods Open/Close Periods Period Close Period Close Period Close Period Close Period Close Period Close Period Open Period Open Period Open Period Open Period Open/Close Period Open/Close Open/Close Periods Open/Close Periods Open/Close Periods Open/Close Periods Open/Close Periods Open/Close Periods Open/Close Periods Disbursement Disbursements Other Other Vendors Vendors Vendors Vendors Vendors Vendors Vendors Vendors Vendors Invoicing Invoicing Invoicing Invoicing Invoicing Invoicing Invoicing Invoicing Invoicing Invoicing Invoicing Invoicing Invoicing Invoicing Matching & Approval Matching & Approval Matching & Approval Matching & Approval Matching & Approval

Process Set Up, Process Process

Is the schedule to close an accounting period for Procurement documented? Process How long does it take to close an accounting period for Procurement? How long should it take to close an accounting period for Procurement? Process Process

Is closing an accounting period for Procurement a hard close or a soft close? Process How are adjustments to closed periods for Procurement handled? How do you open an accounting period for Procurement? Is the schedule to open an accounting period for Procurement documented? How long does it take to open an accounting period for Procurement? Who performs the tasks associated with opening an accounting period for Procurement? Who performs the tasks associated with closing an accounting period for Procurement? Where in your accounting cycle do you run standard reports and statements for Procurement? How often do you post to the General Ledger? Do you post summary or detail information? Process Process Process Process Process Process Process Process, Setup Process

How do you close an accounting period for Invoice and Disbursement? Process Is the schedule to close an accounting period for Invoice and Disbursement documented? Process How long does it take to close an accounting period for Invoice and Disbursement? Process How long should it take to close an accounting period for Invoice and Disbursement? Process Is closing an accounting period for Invoice and Disbursement a hard close or a soft close? Process How are adjustments to closed periods for Invoice and Disbursement handled? Process How do you open an accounting period for Invoice and Disbursement? Is the schedule to open an accounting period for Invoice and Disbursement documented? How long does it take to open an accounting period for Invoice and Disbursement? Who performs the tasks associated with opening an accounting period for Invoice and Disbursement? Who performs the tasks associated with closing an accounting period for Invoice and Disbursement? Where in your accounting cycle do you run standard reports and statements for Invoice and Disbursement? How often do you "post" information to your General ledger? Do you use Cash or Accrual Based Accounting? Do you post (or wish to post) in detail or in summary to the general ledger? When do you start your AP close? Do you have any documentation on your AP close? Process Process Process Process Process Process Process, Metric Process Process Process Process

Do you allow posting invoices back to prior periods? Process If you have multiple organizations, do they all close at the same time or separately? Process Do you have to pay other businesses in different Set of Books within the same GL Setup Will you need to make payments to businesses in different GL set of books Provide and overview of the Accounts Payable operations. Are A/P processes documented? How many vendors are there? Provide samples of vendor master records. How are vendors established and maintained? Is there a requirement to group vendors for payment purposes? Which vendors should be grouped and why? Is there a requirement to define vendor sites which can receive payments and which ones cannot? How are vendors who are to receive 1099's identified? Are tax identification numbers obtained for all vendors? How are duplicate vendors avoided? Do you require batch control to manage invoice entry? Which locations enter invoices and how often? Do you receive invoices at a central location? Process Process Process Setup Setup Process Setup, Process Setup, Process Setup Setup Setup Process Setup, Process Process Process

How do you physically store invoices once entered into the computer? Process Are invoices billed to distinct companies, cost centers or other? Process How many invoices per period to you enter? Process Do you have security requirements on who can enter data (Invoice processing, payment processing, check processing)? Setup, Process How are invoices identified (numbered)? What convention is used for deciding vendor's invoice number, date, next allocated number? Setup Describe the invoice vouchering process. Process How many liability accounts do you use? Metric, Setup Can you identify any frequently used expense distributions within you current system (e.g. rent or telephone payments)? Setup Are recurring expense distributions for fixed or varying amounts? Setup Are any account combination validations in place? Setup Are finance charges calculated on invoices? Setup, Process Is there a requirement to match invoices to related purchase orders? Setup How are you currently matching invoices to purchase orders? Process Will some invoices never have purchase orders? Process Should invoices be matched completely, partially or both? Setup Do you perform 2, 3 or 4 way matching of invoices? Setup, Process Do you currently have any tolerance levels for matching? (Price Tolerance, Quantity Ordered Tolerance, Quantity Received Tolerance, Tax Tolerance?)

876

Financial Management

General Financial Accounting

Not identified

Not identified

AP

Matching & Approval

Setup

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RD.020 Business Process Questionnaire

OBM Level I
877 878 879 880 881 882 883 884 885 Financial Management Financial Management Financial Management Financial Management Financial Management Financial Management Financial Management Financial Management Financial Management

OBM Level II
General Financial Accounting General Financial Accounting General Financial Accounting General Financial Accounting General Financial Accounting General Financial Accounting General Financial Accounting General Financial Accounting General Financial Accounting

OBM Level III

Not identified Not identified Not identified Not identified Not identified Not identified Not identified Not identified Not identified

OBM Level IV
Not identified Not identified Not identified Not identified Not identified Not identified Not identified Not identified Not identified

Application
AP AP AP AP AP AP AP, GL AP AP

OBM Row No.

Process

Category
Matching & Approval Matching & Approval Matching & Approval Matching & Approval Matching & Approval Disbursement Disbursement Disbursement Disbursement

Process Analysis Questions

Type = Setup Metric Process Performance Response

Revisit Y/N

Would you like to approve your invoices on-line, by batch or have both options? Setup What is the internal approval process for an invoice in your organization at present? Process Are there situations where an invoice needs to be placed on hold and then manually released? Setup, Process Describe the approval process when invoices need to be placed on hold and manually released? Process Where an invoice needs to be placed on hold and then manually released, can these invoices be "posted" to the General Ledger? Setup, Process What are the requirements for reporting tax payments (e.g. company, rate or tax authority) such as 1099 and sales tax? Setup How do you record taxes within the GL? Setup Are multiple bank accounts used for disbursements? Setup Is there a requirement to support foreign currency bank accounts? Setup What disbursement (document) types are currently processed through bank accounts (EFT, Wire Transfer, Automatic Payments, Manual Payments)? Setup How are your current payment terms structured? Setup Do you use percentage due or amount due? Setup Are due dates calculated based on a specific day of the month or on a number of days from the payment terms date? Setup Is there a provision for discounts within the current payment terms? Setup How are discount dates calculated - based on a specific day of the month or on a number of days from the payment terms date? Setup Is there a requirement to use multiple discount levels at present or in the future? Setup How many different sites issue checks? Metric How many checks do you write/produce per period? Metric Is there a requirement to use Computer Generated checks? Process What is your policy to cancel checks? Process Is there a requirement to process Partial Payments? Process Is there a requirement to process Pre-Payments? Process Is there a requirement to process Recurring Payments? Process Is there a requirement to process Quick Checks? Process What is the current procedure for vendor advances? Process How are vendor advances reconciled when the invoice is submitted? Do you have a priority system for payments (by vendor, funds availability, etc.)? Would you use a priority system for payments? What is your current payment cycle? (How often do you print checks?) If recurring payments are used, what is the normal period cycle for these payments? Are all invoices paid in local currency? Is/will there be a requirement to use multiple currencies? Do check payments have to be approved before they are run? Do you have a minimum or maximum payment amount per check? Do you have a minimum or maximum payment amount per run? What is the current check layout for computer generated checks? Provide a sample check. How many check formats do you have? How many copies of checks are produced? Do you print the check number on the check/remittance or is it pre-printed? Should a remittance advice note be produced, and when? How should an overflow situation be handled? Is there any special sequencing of checks when printing? Is there a dedicated printer for checks? What type of printer is used for checks? Process Process Process Process Process Process Process Process Process Process Setup, Process Metric Metric Setup, Process Process Process Process Setup Setup

886 887 888 889 890 891 892 893 894 895 896 897 898 899 900 901 902 903 904 905 906 907 908 909 910 911 912 913 914 915 916 917 918 919 920 921 922 923 924 925 926 927 928 929 930 931 932 933 934 935 936 937 938 939 940 941 942 943 944 945 946 947 948 949 950 951 952

Financial Management Financial Management Financial Management Financial Management Financial Management Financial Management Financial Management Financial Management Financial Management Financial Management Financial Management Financial Management Financial Management Financial Management Financial Management Financial Management Financial Management Financial Management Financial Management Financial Management Financial Management Financial Management Financial Management Financial Management Financial Management Financial Management Financial Management Financial Management Financial Management Financial Management Financial Management Financial Management Financial Management Financial Management Financial Management Financial Management Financial Management Financial Management Financial Management Financial Management Financial Management Financial Management Financial Management Financial Management Financial Management Financial Management Financial Management Financial Management Financial Management Financial Management Financial Management Financial Management Financial Management Financial Management Financial Management Financial Management Financial Management Financial Management Financial Management Financial Management Financial Management Financial Management Financial Management Financial Management Financial Management Financial Management Financial Management

General Financial Accounting General Financial Accounting General Financial Accounting General Financial Accounting General Financial Accounting General Financial Accounting General Financial Accounting General Financial Accounting General Financial Accounting General Financial Accounting General Financial Accounting General Financial Accounting General Financial Accounting General Financial Accounting General Financial Accounting General Financial Accounting General Financial Accounting General Financial Accounting General Financial Accounting General Financial Accounting General Financial Accounting General Financial Accounting General Financial Accounting General Financial Accounting General Financial Accounting General Financial Accounting General Financial Accounting General Financial Accounting General Financial Accounting General Financial Accounting General Financial Accounting General Financial Accounting General Financial Accounting General Financial Accounting General Financial Accounting General Financial Accounting General Financial Accounting General Financial Accounting General Financial Accounting General Financial Accounting General Financial Accounting General Financial Accounting General Financial Accounting General Financial Accounting General Financial Accounting General Financial Accounting General Financial Accounting General Financial Accounting General Financial Accounting General Financial Accounting General Financial Accounting General Financial Accounting General Financial Accounting General Financial Accounting General Financial Accounting General Financial Accounting General Financial Accounting General Financial Accounting General Financial Accounting General Financial Accounting General Financial Accounting General Financial Accounting General Financial Accounting General Financial Accounting General Financial Accounting General Financial Accounting General Financial Accounting

Not identified Not identified Not identified Not identified Not identified Not identified Not identified Not identified Not identified Not identified Not identified Not identified Not identified Not identified Not identified Not identified Not identified Not identified Not identified Not identified Not identified Not identified Not identified Not identified Not identified Not identified Not identified Not identified Not identified Not identified Not identified Not identified Not identified Not identified Not identified Not identified Not identified Not identified Not identified Not identified Not identified Not identified Not identified Not identified Not identified Not identified Not identified Not identified Not identified Not identified Not identified Not identified Not identified Not identified Not identified Not identified Not identified Not identified Not identified Not identified Not identified Not identified Not identified Not identified Not identified Not identified Not identified

Not identified Not identified Not identified Not identified Not identified Not identified Not identified Not identified Not identified Not identified Not identified Not identified Not identified Not identified Not identified Not identified Not identified Not identified Not identified Not identified Not identified Not identified Not identified Not identified Not identified Not identified Not identified Not identified Not identified Not identified Not identified Not identified Not identified Not identified Not identified Not identified Not identified Not identified Not identified Not identified Not identified Not identified Not identified Not identified Not identified Not identified Not identified Not identified Not identified Not identified Not identified Not identified Not identified Not identified Not identified Not identified Not identified Not identified Not identified Not identified Not identified Not identified Not identified Not identified Not identified Not identified Not identified

AP AP AP AP AP AP AP AP AP AP AP AP AP AP AP AP AP AP AP AP AP AP AP AP AP AP AP AP AP AP AP AP AP AP AP AP AP AP AP AP AP AP AP AP AP Not module specific Not module specific Not module specific Not module specific Not module specific Not module specific Not module specific Not module specific Not module specific Not module specific Not module specific Not module specific Not module specific Not module specific Not module specific Not module specific Not module specific Not module specific Not module specific Not module specific Not module specific Not module specific 5 5 5 5 5 5 5 5 5 5 5 5 6 6 6 6 6 6 6 6 6 6

Disbursement Disbursement Disbursement Disbursement Disbursement Disbursement Disbursement Disbursement Disbursement Disbursement Disbursement Disbursement Disbursement Disbursement Disbursement Disbursement Disbursement Disbursement Disbursement Disbursement Disbursement Disbursement Disbursement Disbursement Disbursement Disbursement Disbursement Disbursement Disbursement Disbursement Disbursement Disbursement Disbursement Disbursement Disbursement Disbursement Disbursement Disbursement Disbursement Check Reconciliation Check Reconciliation Check Reconciliation Post Open/Close Periods Post Period Close Period Close Period Close Period Close Period Close Period Close Period Open Period Open Period Open Period Open Period Open/Close Period Open/Close Period Close Period Close Period Close Period Close Period Close Period Close Period Open Period Open Period Open Period Open

Is there a requirement to restrict the access to the check printing function? Process What is the policy/procedures for handling stop payments? Process What is the policy /procedures for handling void payments if they have been recorded? Process What is the policy /procedures for handling void payments if they have not been recorded? Process Who is responsible for providing outstanding check data for bank reconciliation purposes? Process Do you get a tape from the bank for check reconciliation? If yes, can I get the format of the bank tape? Setup, Process Is there a requirement to do on-line bank reconciliations? Process Who is responsible for opening and closing AP periods? Process Is the schedule for opening and closing AP documented? Process Do you allow posting invoices back to prior periods? Process How do you close an accounting period for Employee Expense? Is the schedule to close an accounting period for Employee Expense documented? Process Process

How long does it take to close an accounting period for Employee Expense? Process How long should it take to close an accounting period for Employee Expense? Process Is closing an accounting period for Employee Expense a hard close or a soft close? Process How are adjustments to closed periods for Employee Expense handled? How do you open an accounting period for Employee Expense? Is the schedule to open an accounting period for Employee Expense documented? How long does it take to open an accounting period for Employee Expense? Who performs the tasks associated with opening an accounting period for Employee Expense? Who performs the tasks associated with closing an accounting period for Employee Expense? Where in your accounting cycle do you run standard reports and statements for Employee Expense? How do you close an accounting period for Invoice Generation? Is the schedule to close an accounting period for Invoice Generation documented? How long does it take to close an accounting period for Invoice Generation? Process Process Process Process Process Process Process Process Process Process

How long should it take to close an accounting period for Invoice Generation? Process Is closing an accounting period for Invoice Generation a hard close or a soft close? Process How are adjustments to closed periods for Invoice Generation handled? How do you open an accounting period for Invoice Generation? Is the schedule to open an accounting period for Invoice Generation documented? How long does it take to open an accounting period for Invoice Generation? Who performs the tasks associated with opening an accounting period for Invoice Generation? Process Process Process Process Process

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RD.020 Business Process Questionnaire

OBM Level I
953 954 955 956 957 958 959 960 961 962 963 964 965 966 Financial Management Financial Management Financial Management Financial Management Financial Management Financial Management Financial Management Financial Management Financial Management Financial Management Financial Management Financial Management Financial Management Financial Management

OBM Level II
General Financial Accounting General Financial Accounting General Financial Accounting General Financial Accounting General Financial Accounting General Financial Accounting General Financial Accounting General Financial Accounting General Financial Accounting General Financial Accounting General Financial Accounting General Financial Accounting General Financial Accounting General Financial Accounting

OBM Level III

Not identified Not identified Not identified Not identified Not identified Not identified Not identified Not identified Not identified Not identified Not identified Not identified Not identified Not identified

OBM Level IV
Not identified Not identified Not identified Not identified Not identified Not identified Not identified Not identified Not identified Not identified Not identified Not identified Not identified Not identified

Application
Not module specific Not module specific AR AR AR AR AR AR AR AR AR AR AR AR

OBM Row No.

Process
6 6

Category
Period Open/Close Period Open/Close Other Other Other

Process Analysis Questions

Who performs the tasks associated with closing an accounting period for Invoice Generation? Where in your accounting cycle do you run standard reports and statements for Invoice Generation? Provide an overview of AR invoice processing. Are AR processes documented? Are there AR processes that should be changed, streamlined or eliminated? Do you ever recognize revenue from a single transaction over multiple periods? When do you recognize revenue? How many General Ledger accounts do you distribute to? When do you create or recognize outstanding receivables?

Type = Setup Metric Process Performance Response

Process Process Process Process Process Process Process Setup, Process Process

Revisit Y/N

6 6 6 6 6 6 6 6 6

Revenue Revenue Revenue Revenue Revenue Revenue Revenue Revenue Revenue

967 968 969 970 971 972 973 974 975 976 977 978 979 980 981 982 983 984 985 986 987 988 989 990 991 992 993 994 995 996 997 998 999 1000 1001 1002 1003 1004 1005 1006 1007 1008 1009 1010 1011 1012 1013 1014 1015 1016 1017 1018 1019 1020 1021 1022 1023 1024 1025 1026 1027 1028 1029 1030 1031 1032 1033 1034 1035 1036 1037 1038 1039

Financial Management Financial Management Financial Management Financial Management Financial Management Financial Management Financial Management Financial Management Financial Management Financial Management Financial Management Financial Management Financial Management Financial Management Financial Management Financial Management Financial Management Financial Management Financial Management Financial Management Financial Management Financial Management Financial Management Financial Management Financial Management Financial Management Financial Management Financial Management Financial Management Financial Management Financial Management Financial Management Financial Management Financial Management Financial Management Financial Management Financial Management Financial Management Financial Management Financial Management Financial Management Financial Management Financial Management Financial Management Financial Management Financial Management Financial Management Financial Management Financial Management Financial Management Financial Management Financial Management Financial Management Financial Management Financial Management Financial Management Financial Management Financial Management Financial Management Financial Management Financial Management Financial Management Financial Management Financial Management Financial Management Financial Management Financial Management Financial Management Financial Management Financial Management Financial Management Financial Management Financial Management

General Financial Accounting General Financial Accounting General Financial Accounting General Financial Accounting General Financial Accounting General Financial Accounting General Financial Accounting General Financial Accounting General Financial Accounting General Financial Accounting General Financial Accounting General Financial Accounting General Financial Accounting General Financial Accounting General Financial Accounting General Financial Accounting General Financial Accounting General Financial Accounting General Financial Accounting General Financial Accounting General Financial Accounting General Financial Accounting General Financial Accounting General Financial Accounting General Financial Accounting General Financial Accounting General Financial Accounting General Financial Accounting General Financial Accounting General Financial Accounting General Financial Accounting General Financial Accounting General Financial Accounting General Financial Accounting General Financial Accounting General Financial Accounting General Financial Accounting General Financial Accounting General Financial Accounting General Financial Accounting General Financial Accounting General Financial Accounting General Financial Accounting General Financial Accounting General Financial Accounting General Financial Accounting General Financial Accounting General Financial Accounting General Financial Accounting General Financial Accounting General Financial Accounting General Financial Accounting General Financial Accounting General Financial Accounting General Financial Accounting General Financial Accounting General Financial Accounting General Financial Accounting General Financial Accounting General Financial Accounting General Financial Accounting General Financial Accounting General Financial Accounting General Financial Accounting General Financial Accounting General Financial Accounting General Financial Accounting General Financial Accounting General Financial Accounting General Financial Accounting General Financial Accounting General Financial Accounting General Financial Accounting

Not identified Not identified Not identified Not identified Not identified Not identified Not identified Not identified Not identified Not identified Not identified Not identified Not identified Not identified Not identified Not identified Not identified Not identified Not identified Not identified Not identified Not identified Not identified Not identified Not identified Not identified Not identified Not identified Not identified Not identified Not identified Not identified Not identified Not identified Not identified Not identified Not identified Not identified Not identified Not identified Not identified Not identified Not identified Not identified Not identified Not identified Not identified Not identified Not identified Not identified Not identified Not identified Not identified Not identified Not identified Not identified Not identified Not identified Not identified Not identified Not identified Not identified Not identified Not identified Not identified Not identified Not identified Not identified Not identified Not identified Not identified Not identified Not identified

Not identified Not identified Not identified Not identified Not identified Not identified Not identified Not identified Not identified Not identified Not identified Not identified Not identified Not identified Not identified Not identified Not identified Not identified Not identified Not identified Not identified Not identified Not identified Not identified Not identified Not identified Not identified Not identified Not identified Not identified Not identified Not identified Not identified Not identified Not identified Not identified Not identified Not identified Not identified Not identified Not identified Not identified Not identified Not identified Not identified Not identified Not identified Not identified Not identified Not identified Not identified Not identified Not identified Not identified Not identified Not identified Not identified Not identified Not identified Not identified Not identified Not identified Not identified Not identified Not identified Not identified Not identified Not identified Not identified Not identified Not identified Not identified Not identified

AR AR AR, GL AR AR AR AR AR AR AR AR AR AR AR AR AR AR AR AR AR AR AR AR AR AR AR AR AR AR AR AR AR AR AR AR AR Not module specific Not module specific Not module specific Not module specific Not module specific Not module specific Not module specific Not module specific Not module specific Not module specific Not module specific Not module specific AR AR AR AR AR AR AR, PA AR AR AR AR AR, OE AR, OE AR, OE AR, OE AR, OE AR AR AR AR AR AR AR AR AR

Invoicing Invoicing Invoicing Invoicing Invoicing Invoicing Invoicing Invoicing Invoicing Invoicing Invoicing Invoicing Invoicing Invoicing Invoicing Invoicing Invoicing Invoicing Invoicing Invoicing Invoicing Invoicing Invoicing Invoicing Invoicing Invoicing Invoicing Invoicing Invoicing Invoicing Invoicing Invoicing Invoicing Invoicing Invoicing Invoicing

Do you distribute earned and unearned revenue? What are the GL accounts? Setup, Process Do you have unbilled receivables? Process Is revenue assignment associated with sales people information? Process Do you assign non-revenue credit to sales people? Process Do you have special revenue recognition for long-term agreements? Process Do you automatically determine the general ledger accounts for specific transactions (i. e. receivables, freight, tax, unearned revenue, unbilled receivables, etc.) during Invoice Entry? Setup How do you receive notice to create/generate an invoice to bill a customer? Process How do you link the specific products/services that you sell, with general ledger accounts at Invoice Entry? Setup, Process Do you regularly invoice customers for the same items? Process Do you use standard invoice lines with default pricing and default accounting information (revenue, receivable, freight, tax)? Setup, Process How are the revenue, receivable, freight and tax accounts configured for each invoice type? Process Do you ever use invoice forms and/or the invoice entry process for transactions other than billing customers? Process Do you use Debit Memos? Process How are Debit Memos accounted for? Process Why are Debit Memos used? Process What items appear on Debit Memos? Process Do you use Customer Account Credit Memos? Process How are Customer Account Credit Memos used? Process Why are Customer Account Credit Memos used? Process What items appear on Customer Account Credit Memos? Process Do you enter invoices in batches? Process How are batch invoices defined? Setup Do you use batch controls, such as counts and amounts? Process Do you bill customers in a foreign currency? Process How many invoice types do you have? Provide invoice samples. Setup, Metric How frequently do you invoice your customers? Metric How do you track sales revenue on invoices? How is it reported? Process What different shipping methods do you use? Process How do you number your invoices? Process Where are your price schedules maintained? Process How often are sales orders invoiced? Metric What is the criteria to invoice? Process What items appear on your invoices (inventory? non-inventory?) Process Can payment terms be assigned at the invoice level? Process What paper stock is used to print the invoices? Process Where are the invoices printed? How many printers and where are they? Preprinted forms? Process What remit to address is assigned for your invoices? Process Do you assign shipping charges for your invoices? Process How are shipping charges calculated? Process How do you calculate your tax charges? What are the rates? Process How do you keep your tax rate information up to date? Process How do you close an accounting period for Customer Payment ? Is the schedule to close an accounting period for Customer Payment documented? Process Process

7 7 7 7 7 7 7 7 7 7 7 7 7 7 7 7 7

Period Close Period Close Period Close Period Close Period Close Period Close Period Open Period Open Period Open Period Open Period Open/Close Period Open/Close Open/Close Periods Reconciliation Reconciliation Reconciliation Reconciliation Customers Customers Customers Customers Customers Customers Customers Customers Customers Customers Customers Customers Customers Customers Customers Customers Customers Customers Customers Customers

How long does it take to close an accounting period for Customer Payment ? Process How long should it take to close an accounting period for Customer Payment ?Process Is closing an accounting period for Customer Payment a hard close or a soft close? Process How are adjustments to closed periods for Customer Payment handled? How do you open an accounting period for Customer Payment ? Is the schedule to open an accounting period for Customer Payment documented? How long does it take to open an accounting period for Customer Payment ? Who performs the tasks associated with opening an accounting period for Customer Payment ? Who performs the tasks associated with closing an accounting period for Customer Payment ? Where in your accounting cycle do you run standard reports and statements for Customer Payment ? How are adjustments to closed periods handled? Do you reconcile payments with the bank? How do you reconcile payments with the bank? How often do you reconcile payments with the bank? How are bank reconciliation errors handled? What type(s) of customers do you have? How many customers do you have? Provide samples of customer master records. What type of payment terms do you provide? Do you provide split term payment terms? Do you provide discount payment terms? Do you use customer agreements/contracts to manage specific price lists? Do you use customer agreements/contracts to manage specific discounts? Do you use customer agreements/contracts to manage specific payment terms? Do you use customer agreements/contracts to manage specific invoicing policies? How do you track customer contact people? Do you automatically number new customers as they are created? Do you automatically number customer business purposes as they are created? Do you track and record relationships between customers e.g. franchises, subsidiaries etc.? Do you create reciprocal customer relationships whenever you create a relationship between customers for tracking purposes? Do you have multiple "remit tos"? How are multiple "remit tos" determined for each customer? What credit information is tracked for each customer? Do terms and conditions of customer agreements and/or payment terms change based upon the status of their accounts? How do you maintain/audit your customer data? Process Process Process Process Process Process Process Process Process Process Process Process Process Metric Setup Setup Setup Setup Process Process Process Process Process Process Process Process Process Process Process Process Process Process

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RD.020 Business Process Questionnaire

OBM Level I
1040 1041 1042 1043 1044 1045 1046 1047 1048 1049 1050 1051 1052 1053 1054 1055 1056 1057 1058 1059 1060 1061 1062 1063 1064 1065 1066 1067 1068 1069 1070 1071 Financial Management Financial Management Financial Management Financial Management Financial Management Financial Management Financial Management Financial Management Financial Management Financial Management Financial Management Financial Management Financial Management Financial Management Financial Management Financial Management Financial Management Financial Management Financial Management Financial Management Financial Management Financial Management Financial Management Financial Management Financial Management Financial Management Financial Management Financial Management Financial Management Financial Management Financial Management Financial Management

OBM Level II
General Financial Accounting General Financial Accounting General Financial Accounting General Financial Accounting General Financial Accounting General Financial Accounting General Financial Accounting General Financial Accounting General Financial Accounting General Financial Accounting General Financial Accounting General Financial Accounting General Financial Accounting General Financial Accounting General Financial Accounting General Financial Accounting General Financial Accounting General Financial Accounting General Financial Accounting General Financial Accounting General Financial Accounting General Financial Accounting General Financial Accounting General Financial Accounting General Financial Accounting General Financial Accounting General Financial Accounting General Financial Accounting General Financial Accounting General Financial Accounting General Financial Accounting General Financial Accounting

OBM Level III

Not identified Not identified Not identified Not identified Not identified Not identified Not identified Not identified Not identified Not identified Not identified Not identified Not identified Not identified Not identified Not identified Not identified Not identified Not identified Not identified Not identified Not identified Not identified Not identified Not identified Not identified Not identified Not identified Not identified Not identified Not identified Not identified

OBM Level IV
Not identified Not identified Not identified Not identified Not identified Not identified Not identified Not identified Not identified Not identified Not identified Not identified Not identified Not identified Not identified Not identified Not identified Not identified Not identified Not identified Not identified Not identified Not identified Not identified Not identified Not identified Not identified Not identified Not identified Not identified Not identified Not identified

Application
AR AR AR AR AR GL GL GL GL GL GL GL GL GL GL GL GL GL GL GL GL GL GL GL GL GL GL GL GL GL GL GL

OBM Row No.

Process

Category
Customers Customers Customers Customers Customers Period Close Period Close Period Close Period Close Period Close Period Close Period Open Period Open Period Open Period Open Period Open/Close Period Open/Close Open/Close Periods Transactions Transactions Transactions Transactions Transactions Transactions Transactions Transactions Transactions Transactions Transactions Transactions Transactions Transactions

Process Analysis Questions

Do you have a prospect system separate from the receivables customers? Who has access to your customer database? Do you have the same customers repeated multiple times in the data files or the same customer for different operating units? How do you track customers with different or multiple bill-to and ship-to addresses? Describe the process for creation and maintenance of customer records. How do you close an accounting period for Financial Reporting? Is the schedule to close an accounting period for Financial Reporting documented?

Type = Setup Metric Process Performance Response

Process Process Process Process Process Process Process

Revisit Y/N

9 9 9 9 9 9 9 9 9 9 9 9 9 9 9 9 9 9 9 9 9 9 9 9 9 9 9

How long does it take to close an accounting period for Financial Reporting? Process How long should it take to close an accounting period for Financial Reporting? Process Is closing an accounting period for Financial Reporting a hard close or a soft close? Process How are adjustments to closed periods for Financial Reporting handled? How do you open an accounting period for Financial Reporting? Is the schedule to open an accounting period for Financial Reporting documented? Process Process Process

How long does it take to open an accounting period for Financial Reporting? Process Who performs the tasks associated with opening an accounting period for Financial Reporting? Process Who performs the tasks associated with closing an accounting period for Financial Reporting? Process Where in your accounting cycle do you run standard reports and statements for Financial Reporting? Process When closing at year end do you use a 13th period? Setup, Process Do you track journal sources? What types? Setup Do you track journal categories? What ones? Setup Do you enter statistical accounts regularly? How often? Process Do you use batches to enter journals? Setup, Process Do you reverse journals on a regular basis? Explain. Process Do you have standard journals that recur with the same accounting information (but changing amounts)? Provide examples. Setup, Process Do you have standard journals that recur with the same accounting information (but the same amounts)? Provide examples. Setup, Process Do you use control totals when entering journals? Setup, Process How often do you post journals to your General Ledger balances? Process What are the procedures you use to post these journals? Process Who posts the journal batches? Who approves the posting? Process Do you allow for posting out of balances journals into a suspense account? Do you have multiple suspense accounts? Do you have any input documents that you currently use? Setup, Process Setup Process

1072 1073 1074 1075 1076 1077 1078 1079 1080 1081 1082 1083 1084 1085 1086 1087 1088 1089 1090 1091 1092 1093 1094 1095 1096 1097 1098 1099 1100 1101 1102 1103 1104 1105 1106 1107

Financial Management Financial Management Financial Management Financial Management Financial Management Financial Management Financial Management Financial Management Financial Management Financial Management Financial Management Financial Management Financial Management Financial Management Financial Management Financial Management Financial Management Financial Management Financial Management Financial Management Financial Management Financial Management Financial Management Financial Management Financial Management Financial Management Financial Management Financial Management Financial Management Financial Management Financial Management Financial Management Financial Management Financial Management Financial Management Financial Management

General Financial Accounting General Financial Accounting General Financial Accounting General Financial Accounting General Financial Accounting General Financial Accounting General Financial Accounting General Financial Accounting General Financial Accounting General Financial Accounting General Financial Accounting General Financial Accounting General Financial Accounting General Financial Accounting General Financial Accounting General Financial Accounting General Financial Accounting General Financial Accounting General Financial Accounting General Financial Accounting General Financial Accounting General Financial Accounting General Financial Accounting General Financial Accounting General Financial Accounting General Financial Accounting General Financial Accounting General Financial Accounting General Financial Accounting General Financial Accounting General Financial Accounting General Financial Accounting General Financial Accounting General Financial Accounting General Financial Accounting General Financial Accounting

Not identified Not identified Not identified Not identified Not identified Not identified Not identified Not identified Not identified Not identified Not identified Not identified Not identified Not identified Not identified Not identified Not identified Not identified Not identified Not identified Not identified Not identified Not identified Not identified Not identified Not identified Not identified Not identified Not identified Not identified Not identified Not identified Not identified Not identified Not identified Not identified

Not identified Not identified Not identified Not identified Not identified Not identified Not identified Not identified Not identified Not identified Not identified Not identified Not identified Not identified Not identified Not identified Not identified Not identified Not identified Not identified Not identified Not identified Not identified Not identified Not identified Not identified Not identified Not identified Not identified Not identified Not identified Not identified Not identified Not identified Not identified Not identified

GL GL GL GL GL GL GL FMGENRLLED Not module specific G FMGENRLLED Not module specific G FMGENRLLED Not module specific G FMGENRLLED Not module specific G FMGENRLLED Not module specific G FMGENRLLED Not module specific G FMGENRLLED Not module specific G FMGENRLLED Not module specific G FMGENRLLED Not module specific G FMGENRLLED Not module specific G FMGENRLLED Not module specific G FMGENRLLED Not module specific G ALL ALL ALL ALL ALL ALL ALL ALL ALL ALL ALL ALL ALL ALL ALL ALL ALL FMGENRLLED G FMGENRLLED G FMGENRLLED G FMGENRLLED G FMGENRLLED G FMGENRLLED G

9 9 9 9 9 9 9 13 13 13 13 13 13 13 13 13 13 13 13 14 14 14 14 14 14 14 14 14 14 14 16 16 16 16 16 16

Transactions Transactions Transactions Transactions Transactions Transactions Transactions Period Close Period Close Period Close Period Close Period Close Period Close Period Open Period Open Period Open Period Open Period Open/Close Period Open/Close Period Close Period Close Period Close Period Close Period Close Period Open Period Open Period Open Period Open Period Open/Close Period Open/Close Period Close Period Close Period Close Period Close Period Close Period Close

Do you need to categorize your journals in any way (e.g. by source, accounts payable, by type, accrual)? How are these categories useful? Setup Do you need to associate special statistical figures to certain journal entries? Do you have any audit requirements that might be unique? Do you currently use encumbrance accounting? What type of authorization does it take to make adjusting entries in prior periods? Do these reports have different rounding in $? (i.e. the preliminary report is in pennies and the final in whole dollars) What are your intercompany processing requirements (e.g. eliminations, internal invoices, reporting) How do you close an accounting period for Material Handling? Is the schedule to close an accounting period for Material Handling documented? How long does it take to close an accounting period for Material Handling? How long should it take to close an accounting period for Material Handling? Is closing an accounting period for Material Handling a hard close or a soft close? How are adjustments to closed periods for Material Handling handled? How do you open an accounting period for Material Handling? Is the schedule to open an accounting period for Material Handling documented? How long does it take to open an accounting period for Material Handling? Who performs the tasks associated with opening an accounting period for Material Handling? Who performs the tasks associated with closing an accounting period for Material Handling? Where in your accounting cycle do you run standard reports and statements for Material Handling? Is the schedule to close an accounting period for Quality Management documented? Setup, Process Process Setup Process Setup Setup, Process Process Process Process Process Process Process Process Process Process Process Process Process Process

How long does it take to close an accounting period for Quality Management? Process How long should it take to close an accounting period for Quality Management? Process Is closing an accounting period for Quality Management a hard close or a soft close? Process How are adjustments to closed periods for Quality Management handled? How do you open an accounting period for Quality Management? Is the schedule to open an accounting period for Quality Management documented? How long does it take to open an accounting period for Quality Management? Who performs the tasks associated with opening an accounting period for Quality Management? Who performs the tasks associated with closing an accounting period for Quality Management? Where in your accounting cycle do you run standard reports and statements for Quality Management? How do you close an accounting period for Inventory Accuracy? Is the schedule to close an accounting period for Inventory Accuracy documented? How long does it take to close an accounting period for Inventory Accuracy? Process Process Process Process Process Process Process Process Process Process

How long should it take to close an accounting period for Inventory Accuracy? Process Is closing an accounting period for Inventory Accuracy a hard close or a soft close? Process How are adjustments to closed periods for Inventory Accuracy handled? Process

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RD.020 Business Process Questionnaire

OBM Level I
1108 1109 1110 1111 1112 1113 1114 1115 1116 1117 1118 1119 1120 1121 1122 1123 1124 1125 1126 1127 1128 1129 1130 1131 1132 1133 1134 1135 1136 1137 1138 1139 1140 1141 1142 1143 1144 1145 1146 1147 1148 1149 1150 1151 1152 1153 1154 1155 1156 1157 1158 1159 1160 1161 1162 1163 1164 1165 1166 1167 1168 1169 1170 1171 1172 1173 1174 Financial Management Financial Management Financial Management Financial Management Financial Management Financial Management Financial Management Financial Management Financial Management Financial Management Financial Management Financial Management Financial Management Financial Management Financial Management Financial Management Financial Management Financial Management Financial Management Financial Management Financial Management Financial Management Financial Management Financial Management Financial Management Financial Management Financial Management Financial Management Financial Management Financial Management Financial Management Financial Management Financial Management Financial Management Financial Management Financial Management Financial Management Financial Management Financial Management Financial Management Financial Management Financial Management Financial Management Financial Management Financial Management Financial Management Financial Management Financial Management Financial Management Financial Management Financial Management Financial Management Financial Management Financial Management Financial Management Financial Management Financial Management Financial Management Financial Management Financial Management Financial Management Financial Management Financial Management Financial Management Financial Management Financial Management Financial Management

OBM Level II
General Financial Accounting General Financial Accounting General Financial Accounting General Financial Accounting General Financial Accounting General Financial Accounting General Financial Accounting General Financial Accounting General Financial Accounting General Financial Accounting General Financial Accounting General Financial Accounting General Financial Accounting General Financial Accounting General Financial Accounting General Financial Accounting General Financial Accounting General Financial Accounting General Financial Accounting General Financial Accounting General Financial Accounting General Financial Accounting General Financial Accounting General Financial Accounting General Financial Accounting General Financial Accounting General Financial Accounting General Financial Accounting General Financial Accounting General Financial Accounting General Financial Accounting General Financial Accounting General Financial Accounting General Financial Accounting General Financial Accounting General Financial Accounting General Financial Accounting General Financial Accounting General Financial Accounting General Financial Accounting General Financial Accounting General Financial Accounting General Financial Accounting General Financial Accounting General Financial Accounting General Financial Accounting General Financial Accounting General Financial Accounting General Financial Accounting General Financial Accounting General Financial Accounting General Financial Accounting General Financial Accounting General Financial Accounting General Financial Accounting General Financial Accounting General Financial Accounting General Financial Accounting General Financial Accounting General Financial Accounting General Financial Accounting General Financial Accounting General Financial Accounting General Financial Accounting General Financial Accounting General Financial Accounting General Financial Accounting

OBM Level III

Not identified Not identified Not identified Not identified Not identified Not identified Not identified Not identified Not identified Not identified Not identified Not identified Not identified Not identified Not identified Not identified Not identified Not identified Not identified Not identified Not identified Not identified Not identified Not identified Not identified Not identified Not identified Not identified Not identified Not identified Not identified Not identified Not identified Not identified Not identified Not identified Not identified Not identified Not identified Not identified Not identified Not identified Not identified Not identified Not identified Not identified Not identified Not identified Not identified Not identified Not identified Not identified Not identified Not identified Not identified Not identified Not identified Not identified Not identified Not identified Not identified Not identified Not identified Not identified Not identified Not identified Not identified

OBM Level IV
Not identified Not identified Not identified Not identified Not identified Not identified Not identified Not identified Not identified Not identified Not identified Not identified Not identified Not identified Not identified Not identified Not identified Not identified Not identified Not identified Not identified Not identified Not identified Not identified Not identified Not identified Not identified Not identified Not identified Not identified Not identified Not identified Not identified Not identified Not identified Not identified Not identified Not identified Not identified Not identified Not identified Not identified Not identified Not identified Not identified Not identified Not identified Not identified Not identified Not identified Not identified Not identified Not identified Not identified Not identified Not identified Not identified Not identified Not identified Not identified Not identified Not identified Not identified Not identified Not identified Not identified Not identified

Application
ALL ALL ALL ALL ALL ALL ALL ALL ALL ALL ALL ALL ALL ALL ALL ALL ALL ALL INV, WIP INV, WIP COST, INV, WIP ALL ALL ALL ALL ALL ALL ALL ALL ALL ALL ALL ALL ALL ALL ALL ALL ALL ALL ALL ALL ALL ALL ALL ALL ALL ALL ALL ALL ALL ALL ALL ALL ALL ALL ALL ALL ALL ALL ALL ALL ALL ALL ALL ALL ALL ALL

OBM Row No.

FMGENRLLED G FMGENRLLED G FMGENRLLED G FMGENRLLED G FMGENRLLED G FMGENRLLED G

Process
16 16 16 16 16 16 17 17 17 17 17 17 17 17 17 17 17 17 17 17 17 19 19 19 19 19 19 19 19 19 19 19 19 20 20 20 20 20 20 20 20 20 20 20 20 21 21 21 21 21 21 21 21 21 21 21 21 24 24 24 24 24 24 24 24 24 24

Category
Period Open Period Open Period Open Period Open Period Open/Close Period Open/Close Period Close Period Close Period Close Period Close Period Close Period Close Period Open Period Open Period Open Period Open Period Open/Close Period Open/Close Period Close Period Close Period Close Period Close Period Close Period Close Period Close Period Close Period Close Period Open Period Open Period Open Period Open Period Open/Close Period Open/Close Period Close Period Close Period Close Period Close Period Close Period Close Period Open Period Open Period Open Period Open Period Open/Close Period Open/Close Period Close Period Close Period Close Period Close Period Close Period Close Period Open Period Open Period Open Period Open Period Open/Close Period Open/Close Period Close Period Close Period Close Period Close Period Close Period Close Period Open Period Open Period Open Period Open

Process Analysis Questions

How do you open an accounting period for Inventory Accuracy? Is the schedule to open an accounting period for Inventory Accuracy documented? How long does it take to open an accounting period for Inventory Accuracy? Who performs the tasks associated with opening an accounting period for Inventory Accuracy? Who performs the tasks associated with closing an accounting period for Inventory Accuracy? Where in your accounting cycle do you run standard reports and statements for Inventory Accuracy? How do you close an accounting period for Costing? Is the schedule to close an accounting period for Costing documented? How long does it take to close an accounting period for Costing? How long should it take to close an accounting period for Costing? Is closing an accounting period for Costing a hard close or a soft close? How are adjustments to closed periods for Costing handled? How do you open an accounting period for Costing? Is the schedule to open an accounting period for Costing documented? How long does it take to open an accounting period for Costing? Who performs the tasks associated with opening an accounting period for Costing? Who performs the tasks associated with closing an accounting period for Costing? Where in your accounting cycle do you run standard reports and statements for Costing? How do you measure the time it takes to close your accounting period? How do you measure the labor resources involved to close your accounting period? How long does it take to close your accounting period? How do you close an accounting period for Order Placement? Is the schedule to close an accounting period for Order Placement documented? How long does it take to close an accounting period for Order Placement? How long should it take to close an accounting period for Order Placement? Is closing an accounting period for Order Placement a hard close or a soft close? How are adjustments to closed periods for Order Placement handled? How do you open an accounting period for Order Placement? Is the schedule to open an accounting period for Order Placement documented? How long does it take to open an accounting period for Order Placement? Who performs the tasks associated with opening an accounting period for Order Placement? Who performs the tasks associated with closing an accounting period for Order Placement? Where in your accounting cycle do you run standard reports and statements for Order Placement? How do you close an accounting period for Order Fulfillment? Is the schedule to close an accounting period for Order Fulfillment documented? How long does it take to close an accounting period for Order Fulfillment? How long should it take to close an accounting period for Order Fulfillment? Is closing an accounting period for Order Fulfillment a hard close or a soft close? How are adjustments to closed periods for Order Fulfillment handled? How do you open an accounting period for Order Fulfillment? Is the schedule to open an accounting period for Order Fulfillment documented? How long does it take to open an accounting period for Order Fulfillment? Who performs the tasks associated with opening an accounting period for Order Fulfillment? Who performs the tasks associated with closing an accounting period for Order Fulfillment? Where in your accounting cycle do you run standard reports and statements for Order Fulfillment? How do you close an accounting period for Customer Returns ? Is the schedule to close an accounting period for Customer Returns documented?

Type = Setup Metric Process Performance Response

Process Process Process Process Process Process Process Process Process Process Process Process Process Process Process Process Process Process Metric Metric Performance Process Process Process Process Process Process Process Process Process Process Process Process Process Process Process Process Process Process Process Process Process Process Process Process Process Process

Revisit Y/N

How long does it take to close an accounting period for Customer Returns ? Process How long should it take to close an accounting period for Customer Returns ? Process Is closing an accounting period for Customer Returns a hard close or a soft close? Process How are adjustments to closed periods for Customer Returns handled? How do you open an accounting period for Customer Returns ? Is the schedule to open an accounting period for Customer Returns documented? How long does it take to open an accounting period for Customer Returns ? Who performs the tasks associated with opening an accounting period for Customer Returns ? Who performs the tasks associated with closing an accounting period for Customer Returns ? Where in your accounting cycle do you run standard reports and statements for Customer Returns ? How do you close an accounting period for Sales and Marketing? Is the schedule to close an accounting period for Sales and Marketing documented? Process Process Process Process Process Process Process Process Process

1174 1174 1174 1174 1174 1174 1174 1174 1174 1174

How long does it take to close an accounting period for Sales and Marketing? Process How long should it take to close an accounting period for Sales and Marketing? Process Is closing an accounting period for Sales and Marketing a hard close or a soft close? Process How are adjustments to closed periods for Sales and Marketing handled? How do you open an accounting period for Sales and Marketing? Is the schedule to open an accounting period for Sales and Marketing documented? Process Process Process

How long does it take to open an accounting period for Sales and Marketing? Process Who performs the tasks associated with opening an accounting period for Sales and Marketing? Process

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RD.020 Business Process Questionnaire

OBM Level I
1175 1176 1177 1178 1179 1180 1181 1182 1183 1184 1185 1186 1187 1188 1189 1190 1191 1192 1193 1194 1195 1196 1197 1198 1199 1200 1201 1202 1203 1204 1205 1206 1207 1208 1209 1210 1211 1212 1213 Financial Management Financial Management Financial Management Financial Management Financial Management Financial Management Financial Management Financial Management Financial Management Financial Management Financial Management Financial Management Financial Management Financial Management Financial Management Financial Management Financial Management Financial Management Financial Management Financial Management Financial Management Financial Management Financial Management Financial Management Financial Management Financial Management Financial Management Financial Management Financial Management Financial Management Financial Management Financial Management Financial Management Financial Management Financial Management Financial Management Financial Management Financial Management Financial Management

OBM Level II
General Financial Accounting General Financial Accounting General Financial Accounting General Financial Accounting General Financial Accounting General Financial Accounting General Financial Accounting General Financial Accounting General Financial Accounting General Financial Accounting General Financial Accounting General Financial Accounting General Financial Accounting General Financial Accounting General Financial Accounting General Financial Accounting General Financial Accounting General Financial Accounting General Financial Accounting General Financial Accounting General Financial Accounting General Financial Accounting General Financial Accounting General Financial Accounting General Financial Accounting General Financial Accounting General Financial Accounting General Financial Accounting General Financial Accounting General Financial Accounting General Financial Accounting General Financial Accounting General Financial Accounting General Financial Accounting General Financial Accounting General Financial Accounting General Financial Accounting General Financial Accounting General Financial Accounting

OBM Level III

Not identified Not identified Not identified Not identified Not identified Not identified Not identified Not identified Not identified Not identified Not identified Not identified Not identified Not identified Not identified Not identified Not identified Not identified Not identified Not identified Not identified Not identified Not identified Not identified Not identified Not identified Not identified Not identified Not identified Not identified Not identified Not identified Not identified Not identified Not identified Not identified Not identified Not identified Not identified

OBM Level IV
Not identified Not identified Not identified Not identified Not identified Not identified Not identified Not identified Not identified Not identified Not identified Not identified Not identified Not identified Not identified Not identified Not identified Not identified Not identified Not identified Not identified Not identified Not identified Not identified Not identified Not identified Not identified Not identified Not identified Not identified Not identified Not identified Not identified Not identified Not identified Not identified Not identified Not identified Not identified

Application
ALL ALL HR HR HR HR HR HR HR HR HR HR HR HR PAY PAY PAY PAY PAY PAY PAY PAY PAY PAY PAY PAY PA PA PA PA PA PA PA PA PA PA PA PA PA

OBM Row No.

1174 1174

Process
24 24 26 26 26 26 26 26 26 26 26 26 26 26 27 27 27 27 27 27 27 27 27 27 27 27

Category
Period Open/Close Period Open/Close Period Close Period Close Period Close Period Close Period Close Period Close Period Open Period Open Period Open Period Open Period Open/Close Period Open/Close Period Close Period Close Period Close Period Close Period Close Period Close Period Open Period Open Period Open Period Open Period Open/Close Period Open/Close Period Close Period Close Period Close Period Close Period Close Period Close Period Open Period Open Period Open Period Open Period Open/Close Period Open/Close Open/Close Periods

Process Analysis Questions

Who performs the tasks associated with closing an accounting period for Sales and Marketing? Where in your accounting cycle do you run standard reports and statements for Sales and Marketing? How do you close an accounting period for Human Resources? Is the schedule to close an accounting period for Human Resources documented? How long does it take to close an accounting period for Human Resources?

Type = Setup Metric Process Performance Response

Process Process Process Process Process

Revisit Y/N

How long should it take to close an accounting period for Human Resources? Process Is closing an accounting period for Human Resources a hard close or a soft close? Process How are adjustments to closed periods for Human Resources handled? How do you open an accounting period for Human Resources? Is the schedule to open an accounting period for Human Resources documented? How long does it take to open an accounting period for Human Resources? Who performs the tasks associated with opening an accounting period for Human Resources? Who performs the tasks associated with closing an accounting period for Human Resources? Where in your accounting cycle do you run standard reports and statements for Human Resources? How do you close an accounting period for Payroll? Is the schedule to close an accounting period for Payroll documented? How long does it take to close an accounting period for Payroll? How long should it take to close an accounting period for Payroll? Is closing an accounting period for Payroll a hard close or a soft close? How are adjustments to closed periods for Payroll handled? How do you open an accounting period for Payroll? Is the schedule to open an accounting period for Payroll documented? How long does it take to open an accounting period for Payroll? Who performs the tasks associated with opening an accounting period for Payroll? Who performs the tasks associated with closing an accounting period for Payroll? Where in your accounting cycle do you run standard reports and statements for Payroll? How do you close an accounting period for Projects? Is the schedule to close an accounting period for Projects documented? How long does it take to close an accounting period for Projects? How long should it take to close an accounting period for Projects? Is closing an accounting period for Projects a hard close or a soft close? How are adjustments to closed periods for Projects handled? How do you open an accounting period for Projects? Is the schedule to open an accounting period for Projects documented? How long does it take to open an accounting period for Projects? Who performs the tasks associated with opening an accounting period for Projects? Who performs the tasks associated with closing an accounting period for Projects? Where in your accounting cycle do you run standard reports and statements for Projects? Do your project periods differ from your accounting periods? Process Process Process Process Process Process Process Process Process Process Process Process Process Process Process Process Process Process Process Process Process Process Process Process Process Process Process Process Process Process Process Set Up

FMGENRLLED G FMGENRLLED G FMGENRLLED G FMGENRLLED G FMGENRLLED G FMGENRLLED G FMGENRLLED G FMGENRLLED G FMGENRLLED G FMGENRLLED G FMGENRLLED G FMGENRLLED G FMGENRLLED G FMGENRLLED G FMGENRLLED G FMGENRLLED G FMGENRLLED G FMGENRLLED G FMGENRLLED G FMGENRLLED G FMGENRLLED G FMGENRLLED G FMGENRLLED G FMGENRLLED G FMGENRLLED G FMGENRLLED G FMGENRLLED G FMGENRLLED G FMGENRLLED G FMGENRLLED G FMGENRLLED G FMGENRLLED G FMGENRLLED G FMGENRLLED G FMGENRLLED G FMGENRLLED G FMGENRLLED G

28 28 28 28 28 28 28 28 28 28 28 28 28

1214 1215 1216 1217 1218 1219 1220 1221 1222 1223 1224 1225 1226 1227 1228 1229 1230 1231 1232 1233 1234 1235 1236 1237

Financial Management Financial Management Financial Management Financial Management Financial Management Financial Management Financial Management Financial Management Financial Management Financial Management Financial Management Financial Management Financial Management Financial Management Financial Management Financial Management Financial Management Financial Management Financial Management Financial Management Financial Management Financial Management Financial Management Financial Management

General Financial Accounting General Financial Accounting General Financial Accounting General Financial Accounting General Financial Accounting General Financial Accounting General Financial Accounting General Financial Accounting General Financial Accounting General Financial Accounting General Financial Accounting General Financial Accounting General Financial Accounting General Financial Accounting General Financial Accounting General Financial Accounting General Financial Accounting General Financial Accounting General Financial Accounting General Financial Accounting General Financial Accounting General Financial Accounting General Financial Accounting General Financial Accounting

Not identified Not identified Not identified Not identified Not identified Not identified Not identified Not identified Not identified Not identified Not identified Not identified Not identified Not identified Not identified Not identified Not identified Not identified Not identified Not identified Not identified Not identified Not identified Not identified

Not identified Not identified Not identified Not identified Not identified Not identified Not identified Not identified Not identified Not identified Not identified Not identified Not identified Not identified Not identified Not identified Not identified Not identified Not identified Not identified Not identified Not identified Not identified Not identified

PA AR, GL, PA AP, PA PA PA PA PA PA PA PA PA PA PA PA PA PA PA PA PA PA PA PA PA PA

28 28 28 28 28 28 28 28 28 28 28 28 28 28 28 28 28 28 28 28 28 28 28 28

Open/Close Periods Open/Close Periods Project Set Up Project Set Up Project Set Up Project Set Up Project Set Up Project Set Up Project Set Up Project Set Up Project Set Up Project Set Up Project Set Up Project Set Up Project Set Up Project Set Up Project Set Up Project Set Up Project Set Up Project Set Up Project Set Up Project Set Up Project Set Up Project Set Up

Are there separate procedures necessary to open, close, and maintain project periods which are different from accounting periods? Process How are adjustments to closed periods handled? Do you use outside vendors in your project work? Are project numbers system generated or manually entered? Are different organizations responsible for different projects? Does your company manage different types of projects? What are they? How many different project types does it manage? To what degree does client management influence the volume and type of work a customer seeks? Do you complete work for public or private sector entities? Do you define a Work Breakdown Structure (WBS) for each project? How many tasks are included in a typical WBS? What tasks are involved in a typical WBS? Do you assign roles or responsibilities to employees for each project? How many different roles are there for each project? What are the roles for each project? Do you classify projects by sector, industry, or other category? How many different classifications are there for project types? What are the classifications for project types? Do you employ controls (dates, expense type, etc.) to restrict charges to a project? How many different control types to restrict charges to a project do you employ? Process Process Set Up Process Set Up Metric Process Process Set UP, Process Metric Set Up Set UP, Process Metric Set Up Set UP, Process Metric Set Up Set UP, Process Metric

What are the control types to restrict charges to a project? Set Up What are the project budget variables you track when monitoring project performance? Process Do you use project budgets/plans for anticipated revenue, as well as cost, to track project performance? Process Do you budget revenues and costs at different or the same levels of detail? Process

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RD.020 Business Process Questionnaire

OBM Level I
1238 1239 1240 1241 1242 1243 1244 1245 1246 1247 1248 1249 1250 1251 1252 1253 1254 1255 1256 1257 1258 1259 1260 1261 1262 1263 1264 1265 1266 1267 1268 1269 1270 1271 Financial Management Financial Management Financial Management Financial Management Financial Management Financial Management Financial Management Financial Management Financial Management Financial Management Financial Management Financial Management Financial Management Financial Management Financial Management Financial Management Financial Management Financial Management Financial Management Financial Management Financial Management Financial Management Financial Management Financial Management Financial Management Financial Management Financial Management Financial Management Financial Management Financial Management Financial Management Financial Management Financial Management Financial Management

OBM Level II
General Financial Accounting General Financial Accounting General Financial Accounting General Financial Accounting General Financial Accounting General Financial Accounting General Financial Accounting General Financial Accounting General Financial Accounting General Financial Accounting General Financial Accounting General Financial Accounting General Financial Accounting General Financial Accounting General Financial Accounting General Financial Accounting General Financial Accounting General Financial Accounting General Financial Accounting General Financial Accounting General Financial Accounting General Financial Accounting General Financial Accounting General Financial Accounting General Financial Accounting General Financial Accounting General Financial Accounting General Financial Accounting General Financial Accounting General Financial Accounting General Financial Accounting General Financial Accounting General Financial Accounting General Financial Accounting

OBM Level III

Not identified Not identified Not identified Not identified Not identified Not identified Not identified Not identified Not identified Not identified Not identified Not identified Not identified Not identified Not identified Not identified Not identified Not identified Not identified Not identified Not identified Not identified Not identified Not identified Not identified Not identified Not identified Not identified Not identified Not identified Not identified Not identified Not identified Not identified

OBM Level IV
Not identified Not identified Not identified Not identified Not identified Not identified Not identified Not identified Not identified Not identified Not identified Not identified Not identified Not identified Not identified Not identified Not identified Not identified Not identified Not identified Not identified Not identified Not identified Not identified Not identified Define Project types Define Project types Define Project types Not identified Not identified Not identified Not identified Not identified Not identified

Application
PA PA PA PA PA PA PA PA PA PA PA PA PA PA PA PA PA PA PA PA PA PA PA PA PA PA PA PA PA PA PA AP, PA, PO AP, PA, PO AP, GL, PA, PO

OBM Row No.

FMGENRLLED G FMGENRLLED G FMGENRLLED G FMGENRLLED G FMGENRLLED G FMGENRLLED G FMGENRLLED G FMGENRLLED G FMGENRLLED G FMGENRLLED G FMGENRLLED G FMGENRLLED G FMGENRLLED G FMGENRLLED G FMGENRLLED G FMGENRLLED G FMGENRLLED G FMGENRLLED G FMGENRLLED G FMGENRLLED G FMGENRLLED G FMGENRLLED G FMGENRLLED G FMGENRLLED G FMGENRLLED G

Process
28 28 28 28 28 28 28 28 28 28 28 28 28 28 28 28 28 28 28 28 28 28 28 28 28

Category
Project Set Up Project Set Up Project Set Up Project Set Up Project Set Up Project Set Up Project Set Up Project Set Up Project Set Up Project Set Up Project Set Up Project Set Up Project Set Up Project Set Up Project Set Up Project Set Up Project Set Up Project Set Up Project Set Up Project Set Up Project Set Up Project Set Up Project Set Up Project Set Up Project Set Up Project Set Up Project Set Up Project Set Up Project Set Up Project Set Up Time & Expense Entry

Process Analysis Questions

Do you validate project funding during preparation of the budget? What are your categories of projects? (Direct, Indirect, Capital, Expense, etc.) What types of work or service do tasks represent? What type of Work Breakdown Structure do you use? What is the maximum number of levels in the WBS? What is the maximum number of tasks in a project? Please provide a sample WBS. How are Work Breakdown Structures generated? Do you use templates for repetitive projects? How many customers per project? Are projects funded? How is funding recorded? What project status do you use? How are projects approved for setup, charges, revenue, invoicing? What is the project life cycle? How are projects initiated? Do you have indirect projects? At what WBS level are cost and revenue budgeted? Do you budget by type of expenditure? What budget versions do you maintain? What type of controls do you have on budgets? How are budget changes handled? Are hard limits on budgets enforced? Do budgets include burdens? Do you record customer contracts in the project accounting system? Do you use Microsoft Projects? (If yes, Oracle Project Connect required.) Do you build assets for internal use? Do you track the construction of these assets as projects? Do you create projects for internal or non-billable projects? Do you have a need to redirect organization or employee cost from an "owning" organization to a "project" organization? Do you have any unusual, or customer specific, billing cycles?

Type = Setup Metric Process Performance Response

Process Set Up Set Up Process Metric Metric Set Up Process Set Up Metric Set Up Process Metric Process Set Up Process Metric Set Up Set Up Set Up Process Process Metric Metric Set Up Set Up Set Up Set Up Set Up, Process Setup, Process

Revisit Y/N

Does the employee cost rate in Projects differ from the HR salary/wage rate? Setup, Process Do you track "Committed" as well as "Actual" costs for projects? What are the components/sources (requisitions, purchase orders, pending invoices, etc.) of a projects Committed costs? Do you allocate or attribute overhead costs to projects? To what degree does your company track activities, costs, and revenues for "Services," performed for and reimbursed by a customer? Process Set UP, Process Process

FMGENRLLED G 28 FMGENRLLED G 28 FMGENRLLED G 28 FMGENRLLED G 28 FMGENRLLED G 28 FMGENRLLED G FMGENRLLED G FMGENRLLED G FMGENRLLED G

Project Tracking Project Tracking Project Tracking

1272 1273

Financial Management Financial Management

General Financial Accounting General Financial Accounting

Not identified Not identified

Not identified Not identified

PA PA

Project Tracking Project Tracking

Process

Explain the technique(s) (burdening rates, cost multipliers, etc.) that you use. Set UP, Process Does your organization track shared resources, (i. e., employee from Group A works on a project managed by Group B) with respect to revenue and cost? Process Are contracts used to fund multiple projects/tasks? Please provide a sample of a project budget. Do you use time-phased budgets? How do you maintain your Project Billing data? How do you audit your Project Billing data? Which operations/processes do you want to streamline for Project Billing? Set Up Performance Performance Process Process Process

1274 1275 1276 1277 1278 1279 1280 1281 1282 1283 1284 1285

Financial Management Financial Management Financial Management Financial Management Financial Management Financial Management Financial Management Financial Management Financial Management Financial Management Financial Management Financial Management

General Financial Accounting General Financial Accounting General Financial Accounting General Financial Accounting General Financial Accounting General Financial Accounting General Financial Accounting General Financial Accounting General Financial Accounting General Financial Accounting General Financial Accounting General Financial Accounting

Not identified Not identified Not identified Not identified Not identified Not identified Not identified Not identified Not identified Not identified Not identified Not identified

Not identified Not identified Not identified Not identified Not identified Not identified Not identified Not identified Not identified Not identified Not identified Not identified

PA, HR PA PA PA PA PA PA PA PA PA PA PA

28 28 28 28 29 29 29 29 29 29 29 29

Project Tracking Project Tracking Project Set Up Project Set Up Maintenance Maintenance Other Other Other Reporting Reporting Reporting

Which operations/processes do you want to eliminate for Project Billing? Process Are there any time-intensive Project Billing operations/processes that need to be addressed? Process What business performance statistics do you monitor for Project Billing? What are your Project Billing reporting requirements with respect to functional vs. foreign currencies? What are your Project Billing reporting requirements with respect to summary or detail formats? Obtain report listing. What reports do you currently generate to meet your Project Billing reporting requirements? Provide examples of each. Include source (could be manual), user, frequency, number of copies. Is there any Project Billing reporting requirement that your current set of reports does not meet? Are Project Billing reports standard across multiple Sets of Books, for example, subsidiaries? Are Project Billing reports standard across multiple levels within a Set of Books, i e., divisions? What account codes and/or descriptions are required on Project Billing reports? Do you provide a "key" of content/information somewhere on the Project Billing report? What Project Billing reports are grouped together on a regular basis and printed in one print run? Who receives a copy of the Project Billing reports? What is the criteria for determining who should receive a copy of any Project Billing report? How do you update a Project Billing reports distribution list? Process Setup, Process Setup, Process

1286 1287 1288 1289 1290 1291 1292 1293 1294 1295 1296 1297 1298

Financial Management Financial Management Financial Management Financial Management Financial Management Financial Management Financial Management Financial Management Financial Management Financial Management Financial Management Financial Management Financial Management

General Financial Accounting General Financial Accounting General Financial Accounting General Financial Accounting General Financial Accounting General Financial Accounting General Financial Accounting General Financial Accounting General Financial Accounting General Financial Accounting General Financial Accounting General Financial Accounting General Financial Accounting

Not identified Not identified Not identified Not identified Not identified Not identified Not identified Not identified Not identified Not identified Not identified Not identified Not identified

Not identified Not identified Not identified Not identified Not identified Not identified Not identified Not identified Not identified Not identified Not identified Not identified Not identified

PA PA PA PA PA PA PA PA PA PA PA PA PA

29 29 29 29 29 29 29 29 29 29 29 29 29

Reporting Reporting Reporting Reporting Reporting Reporting Reporting Reporting Reporting Reporting Reporting Reporting Reporting

Setup, Process Setup Setup Setup Setup Setup Setup, Process Process Process Process

Is the process to update a Project Billing reports distribution list documented? Process How long does it take to update a Project Billing reports distribution list? How long should it take to update a Project Billing reports distribution list? Process Process

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RD.020 Business Process Questionnaire

OBM Level I
1299 1300 1301 1302 1303 1304 1305 1306 1307 1308 1309 1310 1311 1312 1313 1314 1315 1316 1317 1318 1319 1320 1321 1322 1323 1324 1325 1326 1327 1328 1329 1330 1331 1332 1333 1334 1335 1336 1337 1338 1339 1340 1341 1342 1343 1344 1345 1346 1347 1348 1349 1350 1351 1352 1353 1354 1355 1356 1357 1358 1359 1360 1361 1362 1363 1364 1365 1366 1367 1368 1369 1370 1371 1372 1373 1374 1375 1376 1377 1378 1379 1380 1381 Financial Management Financial Management Financial Management Financial Management Financial Management Financial Management Financial Management Financial Management Financial Management Financial Management Financial Management Financial Management Financial Management Financial Management Financial Management Financial Management Financial Management Financial Management Financial Management Financial Management Financial Management Financial Management Financial Management Financial Management Financial Management Financial Management Financial Management Financial Management Financial Management Financial Management Financial Management Financial Management Financial Management Financial Management Financial Management Financial Management Financial Management Financial Management Financial Management Financial Management Financial Management Financial Management Financial Management Financial Management Financial Management Financial Management Financial Management Financial Management Financial Management Financial Management Financial Management Financial Management Financial Management Financial Management Financial Management Financial Management Financial Management Financial Management Financial Management Financial Management Financial Management Financial Management Financial Management Financial Management Financial Management Financial Management Financial Management Financial Management Financial Management Financial Management Financial Management Financial Management Financial Management Financial Management Financial Management Financial Management Financial Management Financial Management Financial Management Financial Management Financial Management Financial Management Financial Management

OBM Level II
General Financial Accounting General Financial Accounting General Financial Accounting General Financial Accounting General Financial Accounting General Financial Accounting General Financial Accounting General Financial Accounting General Financial Accounting General Financial Accounting General Financial Accounting General Financial Accounting General Financial Accounting General Financial Accounting General Financial Accounting General Financial Accounting General Financial Accounting General Financial Accounting General Financial Accounting General Financial Accounting General Financial Accounting General Financial Accounting General Financial Accounting General Financial Accounting General Financial Accounting General Financial Accounting General Financial Accounting General Financial Accounting General Financial Accounting General Financial Accounting General Financial Accounting General Financial Accounting General Financial Accounting General Financial Accounting General Financial Accounting General Financial Accounting General Financial Accounting General Financial Accounting General Financial Accounting General Financial Accounting General Financial Accounting General Financial Accounting General Financial Accounting General Financial Accounting General Financial Accounting General Financial Accounting General Financial Accounting General Financial Accounting General Financial Accounting General Financial Accounting General Financial Accounting General Financial Accounting General Financial Accounting General Financial Accounting General Financial Accounting General Financial Accounting General Financial Accounting General Financial Accounting General Financial Accounting General Financial Accounting General Financial Accounting General Financial Accounting General Financial Accounting General Financial Accounting General Financial Accounting General Financial Accounting General Financial Accounting General Financial Accounting General Financial Accounting General Financial Accounting General Financial Accounting General Financial Accounting General Financial Accounting General Financial Accounting General Financial Accounting General Financial Accounting General Financial Accounting General Financial Accounting General Financial Accounting General Financial Accounting General Financial Accounting General Financial Accounting General Financial Accounting

OBM Level III

Not identified Not identified Not identified Not identified Not identified Not identified Not identified Not identified Not identified Not identified Not identified Not identified Not identified Not identified Not identified Not identified Not identified Not identified Not identified Not identified Not identified Not identified Not identified Not identified Not identified Not identified Not identified Not identified Not identified Not identified Not identified Not identified Not identified Not identified Not identified Not identified Not identified Not identified Not identified Not identified Not identified Not identified Not identified Not identified Not identified Not identified Not identified Not identified Not identified Not identified Not identified Not identified Not identified Not identified Not identified Not identified Not identified Not identified Not identified Not identified Not identified Not identified Not identified Not identified Not identified Not identified Not identified Not identified Not identified Not identified Not identified Not identified Not identified Not identified Not identified Not identified Not identified Not identified Not identified Not identified Not identified Not identified Not identified

OBM Level IV
Not identified Not identified Not identified Not identified Not identified Not identified Not identified Not identified Not identified Not identified Not identified Not identified Not identified Not identified Not identified Not identified Not identified Not identified Not identified Not identified Not identified Not identified Not identified Not identified Not identified Not identified Not identified Not identified Not identified Not identified Not identified Not identified Not identified Not identified Not identified Not identified Not identified Not identified Not identified Not identified Not identified Not identified Not identified Not identified Not identified Not identified Not identified Not identified Not identified Not identified Not identified Not identified Not identified Not identified Not identified Not identified Not identified Not identified Not identified Not identified Not identified Not identified Not identified Not identified Not identified Not identified Not identified Not identified Not identified Not identified Not identified Not identified Not identified Not identified Not identified Not identified Not identified Not identified Not identified Not identified Not identified Not identified Not identified

Application
PA PA PA PA PA PA PA PA PA PA PA PA PA AR, GL, PA AR, GL, PA AR, GL, PA AR, GL, PA AR AR AR AR AR AR AR AR AR AR AR AR AR AR GL, PA PA AR PA PA PA PA PA PA PA PA PA PA PA PA PA PA PA PA PA AR AR, GL AR, GL AR AR AR AR AR AR AR AR, OE AR, OE AR AR, OE AR, GL, OE AR, GL, OE AR, GL, OE AR, GL, OE AR, OE AR, OE AR, GL, OE AR, GL, OE AR, GL, OE AR AR, GL, OE AR, GL, OE AR, GL, OE AR AR AR AR AR

OBM Row No.

Process
29 29 29 29 29 29 29 29 29 29 29 29 29 29 29 29 29 29 29 29 29 29 29 29

Category
Reporting Reporting Reporting Reporting Reporting Reporting Security Security Security Security Security Security Validation Collections Collections Collections Collections Customers Customers Customers Customers Customers Customers Customers Other Other Other Other Other Other Other Performance Monitoring Performance Monitoring Project Billing Project Billing Project Billing Project Billing Project Billing Project Billing Project Billing Project Billing Project Billing Project Billing Project Billing Project Billing Project Billing Project Billing Project Billing Project Billing Project Billing Project Billing Project Billing Project Billing Project Billing Project Billing Project Billing Project Billing Sales Sales Sales Sales Sales Sales Sales Sales Sales Sales Sales Sales Sales Sales Sales Sales Sales Sales Sales Sales Sales Sales Sales Sales Sales Reporting

Process Analysis Questions

Type = Setup Metric Process Performance Response

Revisit Y/N

Who performs the tasks associated with updating a Project Billing reports distribution list? Process Is there any requirement for on-line (softcopy) distribution and/or remote location printing for Project Billing reports? Setup, Process Do some of these Project Billing reports belong in report sets? Do you have a group of reports which are always run together? Setup Process, Do the separate business units run their own Project Billing reports? Performance What type of printers do you run Project Billing reports (including checks, purchase orders etc.) on? Where are they located? Setup, Performance Do you run Project Billing reports for different companies or cost centers? Process Do you have security requirements on who can enter data for Project Billing? (e.g. by company? by cost center?) Process Do you have security reports on who can run Project Billing reports? (by company, by cost center etc.) Setup, Process Will there need to be terminal security for Project Billing? Setup Do you run security reports on a regular basis for Project Billing? Process Do you have documentation on your current system security requirements for Project Billing? Process Map each GL user to a menu structure. Will any new ones need to be created for Project Billing? Setup, Process Do you review requirements for validation rules, allowing certain Project Billing accounts to be valid with only certain other values. Setup Do you monitor project receivables agings and/or collections effectiveness? Do you monitor project receivables agings and/or collections effectiveness by manager? Do you monitor project receivables agings and/or collections effectiveness by customer? Do you monitor project receivables agings and/or collections effectiveness by organization? How do you group your customers for credit limits, credit checks? How do you group your customers for statements? How do you group your customers for interest charges for late payments? How do you group your customers for payment rules? How many project customers do you have? Do you send customers statements? Do terms and conditions of customer agreements and/or payment terms change based upon the status of their accounts? Provide an overview of AR cash receipt processing. Are cash receipt procedures documented? Should any of the procedures be changed, streamlined or eliminated? Do you ever adjust receivables? How do you adjust receivables? Do you limit the amounts when adjusting receivables? Do you receive deposits and/or prepayments? How do you determine whether indirect labor costs, such as overhead, are actually recovered through your billing practice? How do you determine whether the costs of non-labor assets are recovered with bill rates or mark-ups? Typically, how many project-related payments do you receive a month? Does your company manage contract projects? How many different contract project types, (i.e., billing method type) does your company manage? What different contract types does your company manage? To what degree does client management influence customer billing arrangements? Do you maintain standard bill rate schedules? How many different schedules bill rate schedules are there? Process Process Process Process Process Process Process Process Metric Process Process Process Process Process Process Process Process Process Process Process Metric Process Metric Setup Process Setup, Process Metric

29 29 29 29 29 29 29 29 29 29 29 29 29 29

29 29 29 29 29 29 29 29 29 29 29 29 29 29 29

What are the schedule types (i. e., employee, job title, non-labor resources)? Setup Do any project billings involve retainage? Setup, Process Do you track distinct customer contact types, (i.e., billing shipping, technical, etc.)? Process How many different customer contact types does your company track? What are the different customer contact types? Do you ever perform one project for multiple customers? Do you employ multiple billing methods? How many different billing methods do you employ? What are the different billing methods you employ? Do you ever use one method to bill customers and a different to accrue revenue, for the same project? What are the control types employed to restrict billable and non-billable charges to a project? Do you use standard invoice lines with default accounting information? Do you have any subsidiaries that bill customers in a foreign currency? Are there any other foreign currency issues regarding invoices and/or payments? What type of payment terms do you provide? Do you allow split payment terms? Do you allow discount payment terms? How do you maintain and assign salespeople to customers? Do you track Sales Territory Information? How is Sales Territory Information for tracking purposes derived? (i.e. customer, salesperson etc.) What are the milestones of your sales order cycle? Does your sales order cycle involve product shipment? If your sales order cycle involves product shipment, how do you manage partial shipments and resulting backorders? Do you maintain mandatory and/or optional reviews in your orders cycle for credit risk, legal compliance, and/or other approvals? Do you use standard item codes with default pricing and default accounting information? Do you enter orders in batches? How are batch orders defined? Do you use batch controls, such as counts and amounts? Do you have customers who order for other customers? How do you handle orders without shipment information? How do you handle orders from unknown customers? What are your policies and procedures about adjusting orders? What are your policies and procedures about canceling orders? How often do you adjust orders? How often do you cancel orders? How many orders do you receive in a month? How many orders are canceled in a period? What are the reasons for canceled orders? Do you have sales representatives? How many? How do you breakup territory for sales? How do you assign commissions? Do you track non-revenue sales credits? What Invoice Aging periods are currently in use? Metric Setup Process Process Metric Setup Process Setup Setup, Process Process Process Setup Setup Setup Process, Setup Process Process Process Setup, Process Setup, Process Process Setup, Process Process Setup Process Process Process Process Process Process Metric Metric Metric Metric, Process Metric, Process Metric, Process Process Process Process Setup

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RD.020 Business Process Questionnaire

OBM Level I
1382 1383 1384 1385 1386 1387 1388 1389 1390 1391 1392 1393 1394 1395 Financial Management Financial Management Financial Management Financial Management Financial Management Financial Management Financial Management Financial Management Financial Management Financial Management Financial Management Financial Management Financial Management Financial Management

OBM Level II
General Financial Accounting General Financial Accounting General Financial Accounting General Financial Accounting General Financial Accounting General Financial Accounting General Financial Accounting General Financial Accounting General Financial Accounting General Financial Accounting General Financial Accounting General Financial Accounting General Financial Accounting General Financial Accounting

OBM Level III

Not identified Not identified Not identified Not identified Not identified Not identified Not identified Not identified Not identified Not identified Not identified Not identified Not identified Not identified

OBM Level IV
Not identified Not identified Not identified Not identified Not identified Not identified Not identified Not identified Not identified Not identified Not identified Not identified Not identified Not identified

Application
AR AR AR ALL ALL AR, GL AR, GL AR AR AR AR AR AR AR

OBM Row No.

Process

Category
Reporting Reporting Reporting Reporting Reporting Post Post Post Post Post Post Post Payments Payments

Process Analysis Questions

What reports do you currently generate for Invoicing, Sales and Revenue tracking? Provide samples including frequency and distribution. Are reports grouped for processing purposes? Are there any requirements your current set of reports does not meet? Are AR processing statistics maintained and/or reviewed? Are there any requirements for on-line distribution or remote report processing? How often do you "post" information to your General ledger? Do you post (or wish to post) in detail or in summary to the general ledger? Who is responsible for opening and closing AR periods? Is the schedule for opening and closing AR documented? Do you have any documentation on your AR close? Do you allow posting invoices back to prior periods? If you have multiple organizations, do they all close at the same time or separately? Do you enter your payments in batches? How are batches identified? How do your customers generally pay invoices? single checksingle invoice single checkmultiple invoices multiple checksmultiple invoices Do you use batch control counts and amounts? Do you use more than one bank account and/or cash account? Do you have customers who pay other customers invoices? Do you use lockboxes? How many lockboxes do you use? What types of payments are received and input? (i.e. check, cash etc.) How do you receive and input payments? Do you receive deposits and/or prepayments? Do you receive non-customer related payments? How are non-customer related payments accounted for? How do you handle payments without remittance information? How do you handle payments from unknown sources? What are your policies and procedures about adjusting payments? What are your policies and procedures about reversing payments? How often do you adjust payments? How often do you reverse payments? How many payments do you receive in a month? Who makes deposits to the bank? How many checks are returned by the bank in a period? What are the reasons for checks being returned by the bank? Are fees charged for NSF checks? Who applies cash? How is cash applied? Do you create chargebacks (Debit Items) for customer deductions? What reports do you currently generate for payment processing? Provide samples including frequency and distribution. How do you enter/manage a credit amount owed to the customer by your company? How do you enter/manage a credit amount owed to your company by the customer Do you send customers statements? Do you ever adjust receivables? How do you adjust receivables? Do you limit the amounts when adjusting receivables? What credit information is tracked for each customer? Are your collection policies documented? Do you charge finance charges? How do you charge finance charges? Do you send dunning letters to customers? How is the status of customer accounts communicated to Order Entry/Sales Reps? Do collectors actively call customers on delinquent items? What is the process for tracking actions to collect on delinquent accounts? Is the process for tracking actions to collect on delinquent accounts automated? Do terms and conditions of customer agreements and/or payment terms change based upon the status of their accounts? Do you monitor your collectors performance? What metrics are used to monitor collections performance? Do you run a detailed expense statement periodically? How often is a detailed expense statement run and to whom is it distributed? Do you do cash requirements forecasting? What sort of buckets do you use for cash requirements forecasting? (i.e. 30, 60, 90...) How do you monitor customer account status? Are there any special reporting requirements pertaining to collections? Do you have a separate aging for collectors? What types of expenditures are entered as vendor invoices? Are Project commitments/expenditures captured in Purchasing? Payroll? Accounts Payable?

Type = Setup Metric Process Performance Response

Setup, Process Setup Setup Process, Performance Process, Performance Process, Metric Process Process Process Process Process Process Process Setup, Process

Revisit Y/N

1396 1397 1398 1399 1400 1401 1402 1403 1404 1405 1406 1407 1408 1409 1410 1411 1412 1413 1414 1415 1416 1417 1418 1419 1420 1421 1422 1423 1424 1425 1426 1427 1428 1429 1430 1431 1432 1433 1434 1435 1436 1437 1438 1439 1440 1441 1442 1443 1444 1445 1446 1447 1448

Financial Management Financial Management Financial Management Financial Management Financial Management Financial Management Financial Management Financial Management Financial Management Financial Management Financial Management Financial Management Financial Management Financial Management Financial Management Financial Management Financial Management Financial Management Financial Management Financial Management Financial Management Financial Management Financial Management Financial Management Financial Management Financial Management Financial Management Financial Management Financial Management Financial Management Financial Management Financial Management Financial Management Financial Management Financial Management Financial Management Financial Management Financial Management Financial Management Financial Management Financial Management Financial Management Financial Management Financial Management Financial Management Financial Management Financial Management Financial Management Financial Management Financial Management Financial Management Financial Management Financial Management

General Financial Accounting General Financial Accounting General Financial Accounting General Financial Accounting General Financial Accounting General Financial Accounting General Financial Accounting General Financial Accounting General Financial Accounting General Financial Accounting General Financial Accounting General Financial Accounting General Financial Accounting General Financial Accounting General Financial Accounting General Financial Accounting General Financial Accounting General Financial Accounting General Financial Accounting General Financial Accounting General Financial Accounting General Financial Accounting General Financial Accounting General Financial Accounting General Financial Accounting General Financial Accounting General Financial Accounting General Financial Accounting General Financial Accounting General Financial Accounting General Financial Accounting General Financial Accounting General Financial Accounting General Financial Accounting General Financial Accounting General Financial Accounting General Financial Accounting General Financial Accounting General Financial Accounting General Financial Accounting General Financial Accounting General Financial Accounting General Financial Accounting General Financial Accounting General Financial Accounting General Financial Accounting General Financial Accounting General Financial Accounting General Financial Accounting General Financial Accounting General Financial Accounting General Financial Accounting General Financial Accounting

Not identified Not identified Not identified Not identified Not identified Not identified Not identified Not identified Not identified Not identified Not identified Not identified Not identified Not identified Not identified Not identified Not identified Not identified Not identified Not identified Not identified Not identified Not identified Not identified Not identified Not identified Not identified Not identified Not identified Not identified Not identified Not identified Not identified Not identified Not identified Not identified Not identified Not identified Not identified Not identified Not identified Not identified Not identified Not identified Not identified Not identified Not identified Not identified Not identified Not identified Not identified Not identified Not identified

Not identified Not identified Not identified Not identified Not identified Not identified Not identified Not identified Not identified Not identified Not identified Not identified Not identified Not identified Not identified Not identified Not identified Not identified Not identified Not identified Not identified Not identified Not identified Not identified Not identified Not identified Not identified Not identified Not identified Not identified Not identified Not identified Not identified Not identified Not identified Not identified Not identified Not identified Not identified Not identified Not identified Not identified Not identified Not identified Not identified Not identified Not identified Not identified Not identified Not identified Not identified Not identified Not identified

AR AR AR AR AR AR AR AR AR AR AR AR AR AR AR AR AR AR AR AR AR AR AR AR AR AR AR AR AR AR AR AR AR AR AR AR AR AR AR AR AR AR AR AR AR AR AR AR AR AR AR PA AP, PA, Payroll, PO AP, Legacy Systems, PA, Payroll, Purchasing PA PA PA PA PA PA PA PA PA PA PA AR, PA PA PA PA AR, PA PA AR, PA PA AR, PA PA PA PA PA PA PA

Payments Payments Payments Payments Payments Payments Payments Payments Payments Payments Payments Payments Payments Payments Payments Payments Payments Payments Payments Payments Payments Payments Payments Payments Payments Reporting Collections Collections Collections Collections Collections Collections Collections Collections Collections Collections Collections Collections Collections Collections Collections Collections Collections Collections Collections Collections Collections Collections Collections Collections Collections Project Billing Project Costing

Process Setup, Process Setup Process Process Metric Setup, Process Process Process Process Process Process Process Process Process Metric Metric Metric Process Metric, Process Process Setup Process Process Process Setup

Process Process Process Process Process Process Process Process Process Process Process Process Process Process Process Process Metric Process Process Process Process Process Process Process Setup Setup, Process

29

1449 1450 1451 1452 1453 1454 1455 1456 1457 1458 1459 1460 1461 1462 1463 1464 1465 1466 1467 1468 1469 1470 1471 1472 1473 1474 1475

Financial Management Financial Management Financial Management Financial Management Financial Management Financial Management Financial Management Financial Management Financial Management Financial Management Financial Management Financial Management Financial Management Financial Management Financial Management Financial Management Financial Management Financial Management Financial Management Financial Management Financial Management Financial Management Financial Management Financial Management Financial Management Financial Management Financial Management

General Financial Accounting General Financial Accounting General Financial Accounting General Financial Accounting General Financial Accounting General Financial Accounting General Financial Accounting General Financial Accounting General Financial Accounting General Financial Accounting General Financial Accounting General Financial Accounting General Financial Accounting General Financial Accounting General Financial Accounting General Financial Accounting General Financial Accounting General Financial Accounting General Financial Accounting General Financial Accounting General Financial Accounting General Financial Accounting General Financial Accounting General Financial Accounting General Financial Accounting General Financial Accounting General Financial Accounting

Not identified Not identified Not identified Not identified Not identified Not identified Not identified Not identified Not identified Not identified Not identified Not identified Not identified Not identified Not identified Not identified Not identified Not identified Not identified Not identified Not identified Not identified Not identified Not identified Not identified Not identified Not identified

Not identified Not identified Not identified Not identified Not identified Not identified Not identified Not identified Not identified Not identified Not identified Not identified Not identified Not identified Not identified Not identified Not identified Not identified Not identified Not identified Not identified Not identified Not identified Not identified Not identified Not identified Not identified

29 29 29 29 29 29 29 29 29 29 29 29 29 29 29 29 29 29 29 29 29 29 29 29 29 29

Project Costing Project Billing Project Billing Project Billing Project Billing Project Billing Project Billing Project Billing Project Billing Project Billing Project Billing Project Billing Project Billing Project Billing Project Billing Project Billing Project Billing Project Billing Project Billing Project Billing Project Billing Project Billing Project Billing Project Billing Project Billing Project Billing Project Billing

Will you use legacy systems to feed information to Projects? (Review AMG documentation to ensure that the information is captured correctly.) Please diagram how vendor invoices and revenue are accounted? Please provide a sample of a coded vendor invoice. How are vendor invoice adjustments and corrections made? At what level of the organization structure is revenue recognized? How do you account for borrowed/lent resources for revenue purposes? Are limits on revenue enforced? Please provide samples of revenue credit reports. Do you use write-ons and write-offs for revenue? How are write-ons and write-offs recorded? How are write-ons and write-offs accounted? How often are projects invoiced? How are invoices formatted? Please provide a sample of each format used. Are invoices printed from the system or manually typed? Is retention applied? How are invoices numbered? Are all invoices generated at the same time or spread over the month? Are invoices subtotaled? Are directs costs separate from burdens? Is invoice printing centralized or decentralized? Who generates and approves invoices? Are invoicing limits enforced? How are rates determined? How are costs marked up? Please provide a sample rate schedule. Are rates scheduled by job title or employee?

Setup, Process Process Setup Process Setup Process Metric Setup Setup Process Process Metric Setup Setup Setup Setup Process Setup Setup Setup Setup Process Setup Process Process Setup Metric

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RD.020 Business Process Questionnaire

OBM Level I
1476 1477 1478 1479 1480 1481 1482 1483 1484 1485 1486 1487 1488 1489 1490 1491 1492 1493 Financial Management Financial Management Financial Management Financial Management Financial Management Financial Management Financial Management Financial Management Financial Management Financial Management Financial Management Financial Management Financial Management Financial Management Financial Management Financial Management Financial Management Financial Management

OBM Level II
General Financial Accounting General Financial Accounting General Financial Accounting General Financial Accounting General Financial Accounting General Financial Accounting General Financial Accounting General Financial Accounting General Financial Accounting General Financial Accounting General Financial Accounting General Financial Accounting General Financial Accounting General Financial Accounting General Financial Accounting General Financial Accounting General Financial Accounting General Financial Accounting

OBM Level III

Not identified Not identified Not identified Not identified Not identified Not identified Not identified Process General Ledger Process General Ledger Process General Ledger Process General Ledger Process General Ledger Project Accounting Project Accounting Project Accounting Project Accounting Project Accounting Project Accounting

OBM Level IV
Not identified Not identified Not identified Not identified Not identified Not identified Not identified Not identified Not identified Not identified Not identified Not identified Not identified Not identified Not identified Not identified Not identified Not identified

Application
PA PA PA AR, PA PA PA AR, PA GL GL GL GL GL SS Exp SS Exp SS Exp SS Exp SS Exp SS Exp

OBM Row No.

Process
29 29 29 29 29 29

Category
Project Billing Project Billing Project Billing Project Billing Project Billing Project Billing Project Billing Periods Periods Periods Periods Periods Operations Operations Operations Operations Operations Operations

Process Analysis Questions

How often do rate schedules change? How often and for what reasons are rates overridden? What invoice adjustments/corrections are made? Who collects on invoices? Do you have milestone invoices, scheduled payments, pre-bills, etc.? What methods of revenue recognition are used? (time and material, percent complete, etc.) Do you have a standard format for invoices? Does this format include any special printing considerations (logo, line format)? When is the beginning of your year? What is the period type? How many periods in your year? Do all the companies have the same calendar? Explain Do you have a naming convention for the periods? What accounting periods are in your quarters? Does your system allow for automatic payment to your T&E charge card issuer? What are your current cycle times associated with expense report processing? Is there a push by management to reduce cycle times associated with expense processing? Can you submit expense reports and review the approval and payment status via the web? Can employees track refunds on the system and apply them to unpaid expense reports, if needed? Does your system automatically calculate tax amounts and capture valueadded tax (VAT) information for receipts? Does your system support multi-currency? Can employees enter receipts denominated in any currency and have the receipt amount automatically converted into an amount in the reimbursement currency? Can an employee enter expense reports on behalf of another employee (authorized delegate)? Is it difficult to track credit card transactions in dispute? Does your system support the euro currency? Can an employee easily review his credit card transactions for the month? How does the system deal with projects-related expense reports? What is your process for approving expense reports? Is this process documented? Is there a push by management to reduce travel and entertainment costs? What is your current reimbursement cycle time? Do you have a plan to reduce cycle time? Are procurement cards being considered for use down the road as an integrated component in the procure-to-pay process? How much time is spent on maintaining your system by your MIS staff? Can you modify previously entered expense reports? Can you set up expense report templates to cut down on total preparation time by employees? Do you have the functionality to review your expense report history? Can you review the expense report history for another employee? What are your reporting requirements? What reports do you currently generate to meet your expense reporting requirements? What are your expense reporting requirements with respect to summary or detail formats? What are your security capabilities? Will adding custom requirements require a lot of programming? Do you use performance indicators to monitor administrative costs? What is your administrative costs per expense report? Is there a plan to increase performance? What is your timecard process? Is this process documented and available? How easy is it for employees to track the approval status of their timecards? What is your timecard approval process? How does your system deal with project-related employee time? Does your system support multiple organizations? Does your current system allow for data collection over the web? Does the system integrate with a Project Management application? Can an employee view timecard history? With the current system's capabilities, are managers easily able to evaluate employee utilization and productivity? Do you feel your system adequately enforces timecard policies? Do you think a timecard system accessible through the web would be beneficial to your company? Do you anticipate any kind of time savings as a result of using this system? Other benefits?

Type = Setup Metric Process Performance Response

Metric Metric Process Process Setup Process Setup, Process Setup Setup Setup Setup Setup Process Process Process Process Process Process

Revisit Y/N

1 1 1 1 1

1494 1495 1496 1497 1498 1499 1500 1501 1502 1503 1504 1505 1506 1507 1508 1509 1510 1511 1512 1513

Financial Management Financial Management Financial Management Financial Management Financial Management Financial Management Financial Management Financial Management Financial Management Financial Management Financial Management Financial Management Financial Management Financial Management Financial Management Financial Management Financial Management Financial Management Financial Management Financial Management

General Financial Accounting General Financial Accounting General Financial Accounting General Financial Accounting General Financial Accounting General Financial Accounting General Financial Accounting General Financial Accounting General Financial Accounting General Financial Accounting General Financial Accounting General Financial Accounting General Financial Accounting General Financial Accounting General Financial Accounting General Financial Accounting General Financial Accounting General Financial Accounting General Financial Accounting General Financial Accounting

Project Accounting Project Accounting Project Accounting Project Accounting Project Accounting Project Accounting Project Accounting Project Accounting Project Accounting Project Accounting Project Accounting Project Accounting Project Accounting Project Accounting Project Accounting Project Accounting Project Accounting Project Accounting Project Accounting Project Accounting

Not identified Not identified Not identified Not identified Not identified Not identified Not identified Not identified Not identified Not identified Not identified Not identified Not identified Not identified Not identified Not identified Not identified Not identified Not identified Not identified

SS Exp SS Exp SS Exp SS Exp SS Exp SS Exp SS Exp SS Exp SS Exp SS Exp SS Exp SS Exp SS Exp SS Exp SS Exp SS Exp SS Exp SS Exp SS Exp SS Exp

Operations Operations Operations Operations Operations Operations Operations Operations Operations Operations Operations Operations Operations Operations Operations Reporting Reporting Reporting Other Other

Process Process Process Process, Setup Process Process Process Process Process Process Process Process Process Process Process Process Process Process Process Process

1514 1515 1516 1517 1518 1519 1520 1521 1522 1523 1524

Financial Management Financial Management Financial Management Financial Management Financial Management Financial Management Financial Management Financial Management Financial Management Financial Management Financial Management

General Financial Accounting General Financial Accounting General Financial Accounting General Financial Accounting General Financial Accounting General Financial Accounting General Financial Accounting General Financial Accounting General Financial Accounting General Financial Accounting General Financial Accounting

Project Accounting Project Accounting Project Accounting Project Accounting Project Accounting Project Accounting Project Accounting Project Accounting Project Accounting Project Accounting Project Accounting

Not identified Not identified Not identified Not identified Not identified Not identified Not identified Not identified Not identified Not identified Not identified

SS Exp SS Time SS Time SS Time SS Time SS Time SS Time SS Time SS Time SS Time SS Time

Other Operations Operations Operations Operations Operations Operations Operations Operations Operations Operations

Process Process Process Process Process Process Process Process Process Process Process

1525 1526 1527 1528 1529 1530 1531 1532 1533 1534 1535 1536 1537 1538 1539 1540

Financial Management Financial Management Financial Management Financial Management Financial Management Financial Management Financial Management Financial Management Financial Management Financial Management Financial Management Financial Management Financial Management Financial Management Financial Management Financial Management

General Financial Accounting General Financial Accounting General Financial Accounting General Financial Accounting General Financial Accounting General Financial Accounting General Financial Accounting General Financial Accounting General Financial Accounting General Financial Accounting General Financial Accounting General Financial Accounting General Financial Accounting General Financial Accounting General Financial Accounting General Financial Accounting

Project Accounting Project Accounting Project Accounting Project Accounting Project Accounting Project Accounting Project Accounting Project Accounting Project Accounting Project Accounting Project Accounting Project Accounting Project Accounting Project Accounting Project Accounting Project Accounting

Not identified Not identified Not identified Not identified Not identified Not identified Not identified Not identified Not identified Not identified Not identified Not identified Not identified Not identified Not identified Not identified

SS Time SS Time SS Time SS Time SS Time SS Time SS Time SS Time E Travel E Travel E Travel E Travel E Travel E Travel E Travel E Travel

Operations Operations Operations Transactions Transactions Reporting Reporting Reporting Operations Operations Operations Operations Operations Operations Operations Operations

Process

Can authorized employees enter timecards on behalf of someone else? Process What are your system's audit capabilities? Are there any concerns with your system's audit capabilities? Process How are reversals (entering negative hours against approved timecard) dealt with? Process How are rejected unmatched transactions treated with your current system? What are your reporting requirements? Process Process

What reports do you currently generate to meet your reporting requirements? Process What are your reporting requirements with respect to summary or detail formats? Process Do you have a process focusing on how employees plan and book corporate travel? Is the process documented and available? Process Is your travel management solution web-based? What are its main features? Process Does your travel management system encompass travel planning, travel reimbursement, and travel intelligence? Process As far as rules management, does your system adequately conform to corporate policy? Process How does your travel management system deal with contract management? Does your system have the capability to import reservations made over the phone into your database? What process do you have in place for effectively managing vendor relationships? Does your system effectively direct travelers to company-suggested itineraries with the best negotiated rates? Is travel intelligence (ability to analyze supplier performance and policy compliance, and perform travel activity summary) an important travel management initiative for your company? How is your travel policy communicated to your employees? Does your system effectively enforce travel policy What controls are in place to reduce travel costs? Is there a process in place for detecting and correcting errors? How easy is it for a traveler to find where his expense report is in the process? Does your system provide detailed, real time analysis for corporate travel planners? Process Process Process Process

1541 1542 1543 1544 1545 1546 1547

Financial Management Financial Management Financial Management Financial Management Financial Management Financial Management Financial Management

General Financial Accounting General Financial Accounting General Financial Accounting General Financial Accounting General Financial Accounting General Financial Accounting General Financial Accounting

Project Accounting Project Accounting Project Accounting Project Accounting Project Accounting Project Accounting Project Accounting

Not identified Not identified Not identified Not identified Not identified Not identified Not identified

E Travel E Travel E Travel E Travel E Travel E Travel E Travel

Operations Operations Operations Operations Operations Operations Operations

Process Process Process Process Process Process Process

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RD.020 Business Process Questionnaire

OBM Level I
1548 1549 1550 1551 1552 1553 1554 1555 1556 1557 1558 1559 1560 1561 1562 1563 1564 1565 1566 1567 1568 1569 1570 1571 1572 1573 1574 1575 1576 1577 1578 1579 1580 1581 1582 1583 1584 1585 1586 1587 1588 1589 1590 1591 1592 1593 1594 1595 1596 1597 1598 1599 1600 1601 1602 1603 1604 1605 1606 Financial Management Financial Management Financial Management Financial Management Financial Management Financial Management Financial Management Financial Management Financial Management Financial Management Financial Management Financial Management Financial Management Financial Management Financial Management Financial Management Financial Management Financial Management Financial Management Financial Management Financial Management Financial Management Financial Management Financial Management Financial Management Financial Management Financial Management Financial Management Financial Management Financial Management Financial Management Financial Management Financial Management Financial Management Financial Management Financial Management Financial Management Financial Management Financial Management Financial Management Financial Management Financial Management Financial Management Financial Management Financial Management Financial Management Financial Management Financial Management Financial Management Financial Management Financial Management Financial Management Financial Management Financial Management Financial Management Financial Management Financial Management Financial Management Financial Management

OBM Level II
General Financial Accounting General Financial Accounting General Financial Accounting General Financial Accounting General Financial Accounting General Financial Accounting General Financial Accounting General Financial Accounting not identified not identified not identified not identified not identified not identified not identified not identified not identified not identified not identified not identified not identified not identified not identified not identified not identified not identified not identified not identified not identified not identified Operations Analysis and Management Reporting Operations Analysis and Management Reporting Operations Analysis and Management Reporting Operations Analysis and Management Reporting Operations Analysis and Management Reporting Operations Analysis and Management Reporting Operations Analysis and Management Reporting Operations Analysis and Management Reporting Operations Analysis and Management Reporting Operations Analysis and Management Reporting Operations Analysis and Management Reporting Operations Analysis and Management Reporting Operations Analysis and Management Reporting Operations Analysis and Management Reporting Operations Analysis and Management Reporting Operations Analysis and Management Reporting Operations Analysis and Management Reporting Operations Analysis and Management Reporting Operations Analysis and Management Reporting Operations Analysis and Management Reporting Operations Analysis and Management Reporting Operations Analysis and Management Reporting Operations Analysis and Management Reporting Operations Analysis and Management Reporting Operations Analysis and Management Reporting Operations Analysis and Management Reporting Operations Analysis and Management Reporting Operations Analysis and Management Reporting Operations Analysis and Management Reporting Operations Analysis and Management Reporting Operations Analysis and Management Reporting Operations Analysis and Management Reporting Operations Analysis and Management Reporting Operations Analysis and Management Reporting Operations Analysis and Management Reporting Operations Analysis and Management Reporting

OBM Level III

Project Accounting Project Accounting Project Accounting Project Accounting Project Accounting Project Accounting Project Accounting Project Accounting Not identified Not identified Not identified Not identified Not identified Not identified Not identified Not identified Not identified Not identified Not identified Not identified Not identified Not identified Not identified Not identified Not identified Not identified Not identified Not identified Not identified Not identified Manage Product Costing Manage Product Costing Manage Product Costing Manage Product Costing Manage Product Costing Manage Product Costing Manage Product Costing Manage Product Costing Manage Product Costing Manage Product Costing Manage Product Costing Manage Product Costing Manage Product Costing Manage Product Costing Manage Product Costing Manage Product Costing Manage Product Costing Manage Product Costing Manage Product Costing Manage Product Costing Manage Product Costing Manage Product Costing Manage Product Costing Manage Product Costing Manage Product Costing Manage Product Costing Manage Product Costing Manage Product Costing Manage Product Costing

OBM Level IV
Not identified Not identified Not identified Not identified Not identified Not identified Not identified Not identified Not identified Not identified Not identified Not identified Not identified Not identified Not identified Not identified Not identified Not identified Not identified Not identified Not identified Not identified Not identified Not identified Not identified Not identified Not identified Not identified Not identified Not identified Not identified Not identified Not identified Not identified Not identified Not identified Not identified Not identified Not identified Not identified Not identified Not identified Not identified Not identified Not identified Not identified Not identified Not identified Not identified Not identified Not identified Not identified Not identified Not identified Not identified Not identified Not identified Not identified Not identified

Application
E Travel E Travel E Travel E Travel E Travel E Travel E Travel E Travel PA PA PA PA PA PA PA PA PA PA PA PA PA PA PA PA PA PA, AR, GL, PA PA PA PA ALL ALL ALL ALL ALL ALL ALL ALL ALL ALL ALL ALL COST WIP WIP INV, WIP WIP COST WIP INV, WIP BOM, INV BOM, INV COST BOM, INV AP, PA AP, PA AP, PA AP, PA AP, HR, PA

OBM Row No.

Process

Category
Operations Operations Operations Operations Operations Reporting Reporting Reporting Maintenance Maintenance Other Other Other Security Security Security Security Security Security Validation General General General General General Other Other Security Security Security Maintenance Maintenance Other Other Other Security Security Security Security Security Security Validation Cost Analysis Cost Analysis Cost Analysis Cost Analysis Cost Analysis Cost Analysis Cost Analysis Cost Analysis Cost Method Cost Method Cost Method Cost Method Time & Expense Entry Time & Expense Entry Time & Expense Entry Time & Expense Entry Time & Expense Entry

Process Analysis Questions

Type = Setup Metric Process Performance Response

Revisit Y/N

Are corporate travel policies automatically enforced for all classes of travelers in your current system? Process Can you easily access company policy documents through the system? Does your system provide for a direct link to suppliers? Do you have a process in place for reviewing and enhancing the value of supplier agreements? Is there a push to automate your enterprise-wide travel expense process? What are your reporting requirements? What reports do you currently generate to meet your travel management reporting requirements? What are your travel management reporting requirements with respect to summary or detail formats? How do you maintain your Projects data? How do you audit your Projects data? Which operations/processes do you want to streamline for Project Set Up ? Process Process Process Process Process Process Process Process Process Process

FM FM FM FM FM FM FM FM FM FM FM FM FM FM FM FM FM FM FM FM FM FM

28 28 28 28 28 28 28 28 28 28 28 28 28 28 28 28 28 28 28 28 28 28 17 17 17 17 17 17 17 17 17 17 17 17 17 17 17 17 17 17 17 17 17 17 17 17

Which operations/processes do you want to eliminate for Project Set Up ? Process Are there any time-intensive Project Set Up operations/processes that need to be addressed? Process Do you have security requirements on who can enter data for Project Set Up ? (e.g. by company? by cost center?) Process Do you have security reports on who can run Project Set Up reports? (by company, by cost center etc.) Set UP, Process Will there need to be terminal security for Project Set Up ? Set Up Do you run security reports on a regular basis for Project Set Up ? Process Do you have documentation on your current system security requirements for Project Set Up ? Process Map each GL user to a menu structure. Will any new ones need to be created for Project Set Up ? Set UP, Process Do you review requirements for validation rules, allowing certain Project Set Up accounts to be valid with only certain other values. Set Up Which organizations are assigned projects/tasks/employees? Set Up Please provide a list of job titles. Set Up Please provide overall system flow diagram. Set Up Please provide any other documentation on the existing system. Set Up Do you perform project costing, project billing or both? Set Up How do you maintain/audit your project data? Process Do you have a prospect system separate from the customer information? What is your present security scheme for project accounting? If you use roles, how many different roles have been identified? How is access to labor cost/rates controlled? How do you maintain your Costing data? How do you audit your Costing data? Which operations/processes do you want to streamline for Costing? Which operations/processes do you want to eliminate for Costing? Are there time-intensive Costing operations/processes that need to be addressed? Do you have security requirements on who can enter data for Costing? (e.g. by company? by cost center?) Do you have security reports on who can run Costing reports? (by company, by cost center etc.) Is terminal security required for Costing? Do you run security reports on a regular basis for Costing? Do you have documentation on your current system security requirements for Costing? Map each GL user to a menu structure. Will any new ones need to be created for Costing? Do you review requirements for validation rules, allowing certain Costing accounts to be valid with only certain other values. Do you collect labor and material costs? How do you collect labor? How do collect material variances? Do you do any actual costing? Is set-up a separate operation? Do you post WIP variances? What is the average WIP dollar value over a given period? What analysis is done on variances at period close? Do you use standard cost rollups? Do you simulate costs? Do you use activity based costs? How often do you update product costs? How are sub-contracted costs included in the cost of a project? How many Time Reports are submitted? How many Expense Reports are submitted? If employees submit Time Reports and Expense Reports on-line, what software and hardware are used? Do employees submit Time Reports and Expense Reports on paper Are costs that are associated with "borrowed" employees, (i. e., employee from Group A works on a project managed by Group B) attributed to lending or project organization? Do you maintain a log used to attribute the use of equipment to specific projects? Are purchases recorded against projects/tasks? What are your category of expenditures? What type of expenditures are burdened? What types of adjustments/corrections are made to expenditures? What category and type of expenditures do you charge to projects? Process Set Up Metric Process Process Process Process Process Process Process Setup, Process Setup Process Process Setup, Process Setup Metric Process Process Process Setup Process Metric Process Process Process Setup Process Process Metric Metric Process Process

FMPRODCOST 28 FMPRODCOST 28 FMPRODCOST 28 FMPRODCOST 28 FMPRODCOST 28

1607 1608 1609 1610 1611 1612 1613

Financial Management Financial Management Financial Management Financial Management Financial Management Financial Management Financial Management

Manage Product Costing Manage Product Costing Manage Product Costing Manage Product Costing Manage Product Costing Manage Product Costing Manage Product Costing

Not identified Not identified Not identified Not identified Not identified Not identified Not identified

PA PA PA, PO PA PA PA PA

FMPRODCOST 28 FMPRODCOST 28 FMPRODCOST 28 FMPRODCOST 28 FMPRODCOST 28 FMPRODCOST 28 FMPRODCOST 28

Time & Expense Entry Time & Expense Entry Time & Expense Entry Time & Expense Entry Time & Expense Entry Time & Expense Entry Time & Expense Entry

Process Set UP, Process Set Up Set Up Set Up Process Set Up

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RD.020 Business Process Questionnaire

OBM Level I
1614 1615 1616 1617 1618 1619 1620 1621 1622 1623 1624 1625 1626 1627 1628 1629 1630 1631 1632 1633 1634 1635 1636 1637 1638 1639 1640 1641 1642 Financial Management Financial Management Financial Management Financial Management Financial Management Financial Management Financial Management Financial Management Financial Management Financial Management Financial Management Financial Management Financial Management Financial Management Financial Management Financial Management Financial Management Financial Management Financial Management Financial Management Financial Management Financial Management Financial Management Financial Management Financial Management Financial Management Financial Management Financial Management Financial Management

OBM Level II
Operations Analysis and Management Reporting Operations Analysis and Management Reporting Operations Analysis and Management Reporting Operations Analysis and Management Reporting Operations Analysis and Management Reporting Operations Analysis and Management Reporting Operations Analysis and Management Reporting Operations Analysis and Management Reporting Operations Analysis and Management Reporting Operations Analysis and Management Reporting Operations Analysis and Management Reporting Operations Analysis and Management Reporting Operations Analysis and Management Reporting Operations Analysis and Management Reporting Operations Analysis and Management Reporting Operations Analysis and Management Reporting Operations Analysis and Management Reporting Operations Analysis and Management Reporting Operations Analysis and Management Reporting Operations Analysis and Management Reporting Operations Analysis and Management Reporting Operations Analysis and Management Reporting Operations Analysis and Management Reporting Operations Analysis and Management Reporting Operations Analysis and Management Reporting Operations Analysis and Management Reporting Operations Analysis and Management Reporting Operations Analysis and Management Reporting Operations Analysis and Management Reporting Operations Analysis and Management Reporting Operations Analysis and Management Reporting Operations Analysis and Management Reporting Operations Analysis and Management Reporting Operations Analysis and Management Reporting Operations Analysis and Management Reporting Operations Analysis and Management Reporting Operations Analysis and Management Reporting Operations Analysis and Management Reporting Operations Analysis and Management Reporting Operations Analysis and Management Reporting Operations Analysis and Management Reporting Operations Analysis and Management Reporting Operations Analysis and Management Reporting Operations Analysis and Management Reporting Operations Analysis and Management Reporting Operations Analysis and Management Reporting Operations Analysis and Management Reporting Operations Analysis and Management Reporting Operations Analysis and Management Reporting Operations Analysis and Management Reporting Operations Analysis and Management Reporting Operations Analysis and Management Reporting

OBM Level III

Manage Product Costing Manage Product Costing Manage Product Costing Manage Product Costing Manage Product Costing Manage Product Costing Manage Product Costing Manage Product Costing Manage Product Costing Manage Product Costing Manage Product Costing Manage Product Costing Manage Product Costing Manage Product Costing Manage Product Costing Manage Product Costing Manage Product Costing Manage Product Costing Manage Product Costing Manage Product Costing Manage Product Costing Manage Product Costing Manage Product Costing Manage Product Costing Manage Product Costing Manage Product Costing Manage Reporting Manage Reporting Manage Reporting

OBM Level IV
Not identified Not identified Not identified Not identified Not identified Not identified Not identified Not identified Not identified Not identified Not identified Not identified Not identified Not identified Not identified Not identified Not identified Not identified Not identified Not identified Not identified Not identified Not identified Not identified Not identified Not identified Not identified Not identified Not identified

Application
PA PA PA PA, Payroll PA, Payroll PA, Payroll PA, Payroll PA PA, Payroll PA, Payroll PA PA, Payroll PA PA PA PA PA PA PA PA PA PA PA PA PA PA

OBM Row No.

Process

Category
Time & Expense Entry Time & Expense Entry Time & Expense Entry Time & Expense Entry Time & Expense Entry Time & Expense Entry Time & Expense Entry Time & Expense Entry Time & Expense Entry Time & Expense Entry Time & Expense Entry Time & Expense Entry Time & Expense Entry Time & Expense Entry Time & Expense Entry Time & Expense Entry Time & Expense Entry Time & Expense Entry Time & Expense Entry Time & Expense Entry Time & Expense Entry Time & Expense Entry Time & Expense Entry Time & Expense Entry Time & Expense Entry Time & Expense Entry Reporting Reporting Reporting

Process Analysis Questions

Type = Setup Metric Process Performance Response

Revisit Y/N

FMPRODCOST 28 FMPRODCOST 28 FMPRODCOST 28 FMPRODCOST 28 FMPRODCOST 28 FMPRODCOST 28 FMPRODCOST 28 FMPRODCOST 28 FMPRODCOST 28 FMPRODCOST 28 FMPRODCOST 28 FMPRODCOST 28 FMPRODCOST 28 FMPRODCOST 28 FMPRODCOST 28 FMPRODCOST 28 FMPRODCOST 28 FMPRODCOST 28 FMPRODCOST 28 FMPRODCOST 28 FMPRODCOST 28 FMPRODCOST 28 FMPRODCOST 28 FMPRODCOST 28 FMPRODCOST 28 FMPRODCOST 28

Please provide an accounting diagram of the transactions for each type of expenditure. Include natural account, clearing account, organization, debit and credit. Set Up How are intercompany or intracompany charges handled? Who approves timecards? Are timecards entered on-line by individuals, in pre-approved batches, or imported from another system? Is time entered daily, or summarized for a period? Do you enter overtime? How is overtime charged? Do you bill overtime? Is overtime calculated by the system, or by the user before entry? What rules are used for system calculated overtime? Which organizations are charged for labor cost? How do you account for borrowed/lent labor resources for timecard purposes? Please diagram how labor cost and revenue are accounted? Include cross charges, burdens, direct and indirect charges. Who approves expenses? How are expense report adjustments/corrections handled? What cost elements are entered via expense reports? Are expenses entered in units or dollars? How are expense report costs accounted? What types of expenditures are entered as usages? How are usages recorded and entered? How is usage cost calculated and accounted? How are usage adjustments/corrections made? Are usages entered in units or dollars? How is revenue calculated and accounted? What accounting functions are required for each type of expenditure? At what level of detail are they recorded? (individual assets or pools) Process Process Process Process Set Up Process Set Up Set Up Set Up Set Up Process Set Up Set Up Process Set Up Set Up Process Set Up Process Process Process Set Up Performance Performance Performance

Not module specific FMMGTRERPT 2 Not module specific FMMGTRERPT 2 Not module specific FMMGTRERPT 2

1643 1644 1645 1646 1647 1648 1649 1650 1651 1652 1653 1654 1655 1656 1657 1658 1659 1660 1661 1662 1663 1664 1665

Financial Management Financial Management Financial Management Financial Management Financial Management Financial Management Financial Management Financial Management Financial Management Financial Management Financial Management Financial Management Financial Management Financial Management Financial Management Financial Management Financial Management Financial Management Financial Management Financial Management Financial Management Financial Management Financial Management

Manage Reporting Manage Reporting Manage Reporting Manage Reporting Manage Reporting Manage Reporting Manage Reporting Manage Reporting Manage Reporting Manage Reporting Manage Reporting Manage Reporting Manage Reporting Manage Reporting Manage Reporting Manage Reporting Manage Reporting Manage Reporting Manage Reporting Manage Reporting Manage Reporting Manage Reporting Manage Reporting

Not identified Not identified Not identified Not identified Not identified Not identified Not identified Not identified Not identified Not identified Not identified Not identified Not identified Not identified Not identified Not identified Not identified Not identified Not identified Not identified Not identified Not identified Not identified

Not module specific FMMGTRERPT 2 Not module specific FMMGTRERPT 2 Not module specific FMMGTRERPT 2 Not module specific FMMGTRERPT 2 Not module specific FMMGTRERPT 2 Not module specific FMMGTRERPT 2 Not module specific FMMGTRERPT 2 Not module specific FMMGTRERPT 2 Not module specific FMMGTRERPT 2 Not module specific FMMGTRERPT 2 Not module specific FMMGTRERPT 2 Not module specific FMMGTRERPT 2 Not module specific FMMGTRERPT 2 Not module specific FMMGTRERPT 2 Not module specific FMMGTRERPT 2 Not module specific FMMGTRERPT 2 Not module specific FMMGTRERPT 2 Not module specific FMMGTRERPT 2 Not module specific FMMGTRERPT 2 PO FMMGTRERPT 2

Reporting Reporting Reporting Reporting Reporting Reporting Reporting Reporting Reporting Reporting Reporting Reporting Reporting Reporting Reporting Reporting Reporting Reporting Reporting Analysis Reporting Reporting Reporting

What business performance statistics do you monitor for Procurement? Process What are your Procurement reporting requirements with respect to functional vs. foreign currencies? Setup, Process What are your Procurement reporting requirements with respect to summary or detail formats? Obtain report listing. Setup, Process What reports do you currently generate to meet your Procurement reporting requirements? Provide examples of each. Include source (could be manual), user, frequency, number of copies. Setup, Process Is there any Procurement reporting requirement that your current set of reports does not meet? Setup Are Procurement reports standard across multiple Sets of Books, for example, subsidiaries? Setup Are Procurement reports standard across multiple levels within a Set of Books, i e., divisions? Setup What account codes and/or descriptions are required on Procurement reports? Setup Do you provide a "key" of content/information somewhere on the Procurement Setup report? What Procurement reports are grouped together on a regular basis and printed in one print run? Setup, Process Who receives a copy of the Procurement reports? What is the criteria for determining who should receive a copy of any Procurement report? How do you update a Procurement reports distribution list? Process Process Process

Is the process to update a Procurement reports distribution list documented? Process How long does it take to update a Procurement reports distribution list? How long should it take to update a Procurement reports distribution list? Who performs the tasks associated with updating a Procurement reports distribution list? Is there any requirement for on-line (softcopy) distribution and/or remote location printing for Procurement reports? Do some of these Procurement reports belong in report sets? Always being run together? Do the separate business units run their own Procurement reports? What type of printers do you run Procurement reports (including checks, purchase orders etc.) on? Where are they located? Do you run Procurement reports for different companies or cost centers? Are statistics kept on any purchasing, vendors or receipt information? If yes, price? quality? delivery? what types? What business performance statistics do you monitor for Invoice and Disbursement? What are your Invoice and Disbursement reporting requirements with respect to functional vs. foreign currencies? What are your Invoice and Disbursement reporting requirements with respect to summary or detail formats? Obtain report listing. Process Process Process Setup, Process Setup Process, Performance Setup, Performance Process Metric Process Setup, Process Setup, Process

Not module specific FMMGTRERPT 3 Not module specific FMMGTRERPT 3 Not module specific FMMGTRERPT 3

1666 1667 1668 1669 1670

Financial Management Financial Management Financial Management Financial Management Financial Management

Operations Analysis and Management Reporting Operations Analysis and Management Reporting Operations Analysis and Management Reporting Operations Analysis and Management Reporting Operations Analysis and Management Reporting

Manage Reporting Manage Reporting Manage Reporting Manage Reporting Manage Reporting

Not identified Not identified Not identified Not identified Not identified

Not module specific FMMGTRERPT 3 Not module specific FMMGTRERPT 3 Not module specific FMMGTRERPT 3 Not module specific FMMGTRERPT 3 Not module specific FMMGTRERPT 3

Reporting Reporting Reporting Reporting Reporting

What reports do you currently generate to meet your Invoice and Disbursement reporting requirements? Provide examples of each. Include source (could be manual), user, frequency, number of copies. Setup, Process Is there any Invoice and Disbursement reporting requirement that your current set of reports does not meet? Setup Are Invoice and Disbursement reports standard across multiple Sets of Books, for example, subsidiaries? Setup Are Invoice and Disbursement reports standard across multiple levels within a Set of Books, i e., divisions? Setup What account codes and/or descriptions are required on Invoice and Disbursement reports? Setup

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RD.020 Business Process Questionnaire

OBM Level I
1671 1672 1673 1674 1675 1676 1677 1678 1679 1680 1681 1682 Financial Management Financial Management Financial Management Financial Management Financial Management Financial Management Financial Management Financial Management Financial Management Financial Management Financial Management Financial Management

OBM Level II
Operations Analysis and Management Reporting Operations Analysis and Management Reporting Operations Analysis and Management Reporting Operations Analysis and Management Reporting Operations Analysis and Management Reporting Operations Analysis and Management Reporting Operations Analysis and Management Reporting Operations Analysis and Management Reporting Operations Analysis and Management Reporting Operations Analysis and Management Reporting Operations Analysis and Management Reporting Operations Analysis and Management Reporting Operations Analysis and Management Reporting Operations Analysis and Management Reporting Operations Analysis and Management Reporting Operations Analysis and Management Reporting Operations Analysis and Management Reporting Operations Analysis and Management Reporting Operations Analysis and Management Reporting Operations Analysis and Management Reporting Operations Analysis and Management Reporting Operations Analysis and Management Reporting Operations Analysis and Management Reporting Operations Analysis and Management Reporting Operations Analysis and Management Reporting Operations Analysis and Management Reporting Operations Analysis and Management Reporting Operations Analysis and Management Reporting Operations Analysis and Management Reporting Operations Analysis and Management Reporting Operations Analysis and Management Reporting Operations Analysis and Management Reporting Operations Analysis and Management Reporting Operations Analysis and Management Reporting Operations Analysis and Management Reporting Operations Analysis and Management Reporting Operations Analysis and Management Reporting Operations Analysis and Management Reporting Operations Analysis and Management Reporting Operations Analysis and Management Reporting Operations Analysis and Management Reporting Operations Analysis and Management Reporting

OBM Level III

Manage Reporting Manage Reporting Manage Reporting Manage Reporting Manage Reporting Manage Reporting Manage Reporting Manage Reporting Manage Reporting Manage Reporting Manage Reporting Manage Reporting

OBM Level IV
Not identified Not identified Not identified Not identified Not identified Not identified Not identified Not identified Not identified Not identified Not identified Not identified

Application

OBM Row No.

Process

Category
Reporting Reporting Reporting Reporting Reporting Reporting Reporting Reporting Reporting Reporting Reporting Reporting

Process Analysis Questions

Type = Setup Metric Process Performance Response

Revisit Y/N

Not module specific FMMGTRERPT 3 Not module specific FMMGTRERPT 3 Not module specific FMMGTRERPT 3 Not module specific FMMGTRERPT 3 Not module specific FMMGTRERPT 3 Not module specific FMMGTRERPT 3 Not module specific FMMGTRERPT 3 Not module specific FMMGTRERPT 3 Not module specific FMMGTRERPT 3 Not module specific FMMGTRERPT 3 Not module specific FMMGTRERPT 3 Not module specific FMMGTRERPT 3

Do you provide a "key" of content/information somewhere on the Invoice and Disbursement report? Setup What Invoice and Disbursement reports are grouped together on a regular basis and printed in one print run? Setup, Process Who receives a copy of the Invoice and Disbursement reports? Process What is the criteria for determining who should receive a copy of any Invoice and Disbursement report? Process How do you update a Invoice and Disbursement reports distribution list? Process Is the process to update a Invoice and Disbursement reports distribution list documented? Process How long does it take to update a Invoice and Disbursement reports distribution list? Process How long should it take to update a Invoice and Disbursement reports distribution list? Process Who performs the tasks associated with updating a Invoice and Disbursement reports distribution list? Process Is there any requirement for on-line (softcopy) distribution and/or remote location printing for Invoice and Disbursement reports? Setup, Process Do some of these Invoice and Disbursement reports belong in report sets? Always being run together? Setup Do the separate business units run their own Invoice and Disbursement Process, reports? Performance What type of printers do you run Invoice and Disbursement reports (including checks, purchase orders etc.) on? Where are they located? Do you run Invoice and Disbursement reports for different companies or cost centers? For the purpose of Invoice Aging Reports, what aging periods are currently in use? Is there a requirement to produce Key Indicators Reports to review productivity and pinpoint problem areas? Is there a need to define any additional aging periods?

1683 1684 1685 1686 1687 1688 1689 1690

Financial Management Financial Management Financial Management Financial Management Financial Management Financial Management Financial Management Financial Management

Manage Reporting Manage Reporting Manage Reporting Manage Reporting Manage Reporting Manage Reporting Manage Reporting Manage Reporting

Not identified Not identified Not identified Not identified Not identified Not identified Not identified Not identified

Not module specific FMMGTRERPT 3 Not module specific FMMGTRERPT 3 AP AP AP Not module specific Not module specific Not module specific FMMGTRERPT 3 FMMGTRERPT 3 FMMGTRERPT 3 5 5 5

Reporting Reporting Reporting Reporting Reporting Reporting Reporting Reporting

Setup, Performance Process Process, Performance Performance Process, Performance

1691 1692 1693 1694 1695 1696 1697 1698 1699 1700 1701 1702 1703 1704 1705 1706 1707

Financial Management Financial Management Financial Management Financial Management Financial Management Financial Management Financial Management Financial Management Financial Management Financial Management Financial Management Financial Management Financial Management Financial Management Financial Management Financial Management Financial Management

Manage Reporting Manage Reporting Manage Reporting Manage Reporting Manage Reporting Manage Reporting Manage Reporting Manage Reporting Manage Reporting Manage Reporting Manage Reporting Manage Reporting Manage Reporting Manage Reporting Manage Reporting Manage Reporting Manage Reporting

Not identified Not identified Not identified Not identified Not identified Not identified Not identified Not identified Not identified Not identified Not identified Not identified Not identified Not identified Not identified Not identified Not identified

Not module specific Not module specific Not module specific Not module specific Not module specific Not module specific Not module specific Not module specific Not module specific Not module specific Not module specific Not module specific Not module specific Not module specific Not module specific Not module specific Not module specific

5 5 5 5 5 5 5 5 5 5 5 5 5 5 5 5 5

Reporting Reporting Reporting Reporting Reporting Reporting Reporting Reporting Reporting Reporting Reporting Reporting Reporting Reporting Reporting Reporting Reporting

What business performance statistics do you monitor for Employee Expense? Process What are your Employee Expense reporting requirements with respect to functional vs. foreign currencies? Setup, Process What are your Employee Expense reporting requirements with respect to summary or detail formats? Obtain report listing. Setup, Process What reports do you currently generate to meet your Employee Expense reporting requirements? Provide examples of each. Include source (could be manual), user, frequency, number of copies. Setup, Process Is there any Employee Expense reporting requirement that your current set of reports does not meet? Setup Are Employee Expense reports standard across multiple Sets of Books, for example, subsidiaries? Setup Are Employee Expense reports standard across multiple levels within a Set of Books, i e., divisions? Setup What account codes and/or descriptions are required on Employee Expense reports? Setup Do you provide a "key" of content/information somewhere on the Employee Expense report? Setup What Employee Expense reports are grouped together on a regular basis and printed in one print run? Setup, Process Who receives a copy of the Employee Expense reports? What is the criteria for determining who should receive a copy of any Employee Expense report? How do you update a Employee Expense reports distribution list? Is the process to update a Employee Expense reports distribution list documented? Process Process Process Process

How long does it take to update a Employee Expense reports distribution list? Process How long should it take to update a Employee Expense reports distribution list? Process Who performs the tasks associated with updating a Employee Expense reports distribution list? Process Is there any requirement for on-line (softcopy) distribution and/or remote Setup, Process location printing for Employee Expense reports? Do some of these Employee Expense reports belong in report sets? Always being run together? Setup Process, Do the separate business units run their own Employee Expense reports? Performance What type of printers do you run Employee Expense reports (including checks, purchase orders etc.) on? Where are they located? Setup, Performance Do you run Employee Expense reports for different companies or cost centers? Process What business performance statistics do you monitor for Invoice Generation? Process What are your Invoice Generation reporting requirements with respect to functional vs. foreign currencies? Setup, Process What are your Invoice Generation reporting requirements with respect to summary or detail formats? Obtain report listing. Setup, Process What reports do you currently generate to meet your Invoice Generation reporting requirements? Provide examples of each. Include source (could be manual), user, frequency, number of copies. Is there any Invoice Generation reporting requirement that your current set of reports does not meet? Are Invoice Generation reports standard across multiple Sets of Books, for example, subsidiaries? Are Invoice Generation reports standard across multiple levels within a Set of Books, i e., divisions? What account codes and/or descriptions are required on Invoice Generation reports? Do you provide a "key" of content/information somewhere on the Invoice Generation report? What Invoice Generation reports are grouped together on a regular basis and printed in one print run?

1708 1709 1710 1711 1712

Financial Management Financial Management Financial Management Financial Management Financial Management

Manage Reporting Manage Reporting Manage Reporting Manage Reporting Manage Reporting

Not identified Not identified Not identified Not identified Not identified

Not module specific Not module specific Not module specific Not module specific Not module specific

5 5 6 6 6

Reporting Reporting Reporting Reporting Reporting

1713 1714 1715 1716 1717 1718 1719 1720 1721 1722 1723 1724 1725 1726 1727

Financial Management Financial Management Financial Management Financial Management Financial Management Financial Management Financial Management Financial Management Financial Management Financial Management Financial Management Financial Management Financial Management Financial Management Financial Management

Operations Analysis and Management Reporting Operations Analysis and Management Reporting Operations Analysis and Management Reporting Operations Analysis and Management Reporting Operations Analysis and Management Reporting Operations Analysis and Management Reporting Operations Analysis and Management Reporting Operations Analysis and Management Reporting Operations Analysis and Management Reporting Operations Analysis and Management Reporting Operations Analysis and Management Reporting Operations Analysis and Management Reporting Operations Analysis and Management Reporting Operations Analysis and Management Reporting Operations Analysis and Management Reporting

Manage Reporting Manage Reporting Manage Reporting Manage Reporting Manage Reporting Manage Reporting Manage Reporting Manage Reporting Manage Reporting Manage Reporting Manage Reporting Manage Reporting Manage Reporting Manage Reporting Manage Reporting

Not identified Not identified Not identified Not identified Not identified Not identified Not identified Not identified Not identified Not identified Not identified Not identified Not identified Not identified Not identified

Not module specific Not module specific Not module specific Not module specific Not module specific Not module specific Not module specific Not module specific Not module specific Not module specific Not module specific Not module specific Not module specific Not module specific Not module specific

6 6 6 6 6 6 6 6 6 6 6 6 6 6 6

Reporting Reporting Reporting Reporting Reporting Reporting Reporting Reporting Reporting Reporting Reporting Reporting Reporting Reporting Reporting

Setup, Process Setup Setup Setup Setup Setup Setup, Process

Who receives a copy of the Invoice Generation reports? Process What is the criteria for determining who should receive a copy of any Invoice Generation report? Process How do you update a Invoice Generation reports distribution list? Is the process to update a Invoice Generation reports distribution list documented? How long does it take to update a Invoice Generation reports distribution list? How long should it take to update a Invoice Generation reports distribution list? Who performs the tasks associated with updating a Invoice Generation reports distribution list? Is there any requirement for on-line (softcopy) distribution and/or remote location printing for Invoice Generation reports? Process Process Process Process Process Setup, Process

85338164.xlsx

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RD.020 Business Process Questionnaire

OBM Level I
1728 1729 Financial Management Financial Management

OBM Level II

OBM Level III

OBM Level IV
Not identified Not identified

Application
Not module specific Not module specific

OBM Row No.

Process
6 6

Category
Reporting Reporting

Process Analysis Questions

Do some of these Invoice Generation reports belong in report sets? Always being run together? Do the separate business units run their own Invoice Generation reports?

Type = Setup Metric Process Performance Response

Setup Process, Performance

Revisit Y/N

Operations Analysis and Management Reporting Manage Reporting Operations Analysis and Management Reporting Manage Reporting Operations Analysis and Management Reporting Operations Analysis and Management Reporting Operations Analysis and Management Reporting Operations Analysis and Management Reporting Operations Analysis and Management Reporting Operations Analysis and Management Reporting Operations Analysis and Management Reporting Operations Analysis and Management Reporting Operations Analysis and Management Reporting Operations Analysis and Management Reporting Operations Analysis and Management Reporting Operations Analysis and Management Reporting Operations Analysis and Management Reporting Operations Analysis and Management Reporting Operations Analysis and Management Reporting Operations Analysis and Management Reporting Operations Analysis and Management Reporting Operations Analysis and Management Reporting Operations Analysis and Management Reporting Operations Analysis and Management Reporting Operations Analysis and Management Reporting Operations Analysis and Management Reporting Operations Analysis and Management Reporting Operations Analysis and Management Reporting Operations Analysis and Management Reporting Operations Analysis and Management Reporting Operations Analysis and Management Reporting Operations Analysis and Management Reporting Operations Analysis and Management Reporting Operations Analysis and Management Reporting Operations Analysis and Management Reporting Operations Analysis and Management Reporting Operations Analysis and Management Reporting Operations Analysis and Management Reporting Operations Analysis and Management Reporting Operations Analysis and Management Reporting Operations Analysis and Management Reporting Operations Analysis and Management Reporting Operations Analysis and Management Reporting Operations Analysis and Management Reporting Operations Analysis and Management Reporting Operations Analysis and Management Reporting Operations Analysis and Management Reporting Operations Analysis and Management Reporting Operations Analysis and Management Reporting Operations Analysis and Management Reporting Operations Analysis and Management Reporting Operations Analysis and Management Reporting Operations Analysis and Management Reporting Operations Analysis and Management Reporting Operations Analysis and Management Reporting Operations Analysis and Management Reporting Operations Analysis and Management Reporting Operations Analysis and Management Reporting Operations Analysis and Management Reporting

1730 1731 1732 1733 1734

Financial Management Financial Management Financial Management Financial Management Financial Management

Manage Reporting Manage Reporting Manage Reporting Manage Reporting Manage Reporting

Not identified Not identified Not identified Not identified Not identified

Not module specific Not module specific Not module specific Not module specific Not module specific

6 6 7 7 7

Reporting Reporting Reporting Reporting Reporting

What type of printers do you run Invoice Generation reports (including checks, purchase orders etc.) on? Where are they located? Setup, Performance Do you run Invoice Generation reports for different companies or cost centers? Process What business performance statistics do you monitor for Customer Payment ? Process What are your Customer Payment reporting requirements with respect to functional vs. foreign currencies? Setup, Process What are your Customer Payment reporting requirements with respect to summary or detail formats? Obtain report listing. Setup, Process What reports do you currently generate to meet your Customer Payment reporting requirements? Provide examples of each. Include source (could be manual), user, frequency, number of copies. Setup, Process Is there any Customer Payment reporting requirement that your current set of reports does not meet? Setup Are Customer Payment reports standard across multiple Sets of Books, for example, subsidiaries? Setup Are Customer Payment reports standard across multiple levels within a Set of Books, i e., divisions? Setup What account codes and/or descriptions are required on Customer Payment reports? Setup Do you provide a "key" of content/information somewhere on the Customer Payment report? Setup What Customer Payment reports are grouped together on a regular basis and printed in one print run? Setup, Process Who receives a copy of the Customer Payment reports? What is the criteria for determining who should receive a copy of any Customer Payment report? How do you update a Customer Payment reports distribution list? Is the process to update a Customer Payment reports distribution list documented? How long does it take to update a Customer Payment reports distribution list? How long should it take to update a Customer Payment reports distribution list? Who performs the tasks associated with updating a Customer Payment reports distribution list? Is there any requirement for on-line (softcopy) distribution and/or remote location printing for Customer Payment reports? Do some of these Customer Payment reports belong in report sets? Always being run together? Do the separate business units run their own Customer Payment reports? What type of printers do you run Customer Payment reports (including checks, purchase orders etc.) on? Where are they located? Do you run Customer Payment reports for different companies or cost centers? Are all budgets reported from the GL in the same currency? What time periods of budget reporting do you require (current YTD, PTD, PJTD Prior YTD, PTD, PJTD)? What are your budget reporting requirements during preparation and after budget is approved and in use? Is the level of detail the budget is prepared in the same as the level budgets are reported against actuals? Process Process Process Process Process Process Process Setup, Process Setup Process, Performance

1735 1736 1737 1738 1739 1740 1741 1742 1743 1744 1745 1746 1747 1748 1749 1750 1751

Financial Management Financial Management Financial Management Financial Management Financial Management Financial Management Financial Management Financial Management Financial Management Financial Management Financial Management Financial Management Financial Management Financial Management Financial Management Financial Management Financial Management

Manage Reporting Manage Reporting Manage Reporting Manage Reporting Manage Reporting Manage Reporting Manage Reporting Manage Reporting Manage Reporting Manage Reporting Manage Reporting Manage Reporting Manage Reporting Manage Reporting Manage Reporting Manage Reporting Manage Reporting

Not identified Not identified Not identified Not identified Not identified Not identified Not identified Not identified Not identified Not identified Not identified Not identified Not identified Not identified Not identified Not identified Not identified

Not module specific Not module specific Not module specific Not module specific Not module specific Not module specific Not module specific Not module specific Not module specific Not module specific Not module specific Not module specific Not module specific Not module specific Not module specific Not module specific Not module specific

7 7 7 7 7 7 7 7 7 7 7 7 7 7 7 7 7

Reporting Reporting Reporting Reporting Reporting Reporting Reporting Reporting Reporting Reporting Reporting Reporting Reporting Reporting Reporting Reporting Reporting

1752 1753 1754 1755 1756 1757 1758 1759 1760

Financial Management Financial Management Financial Management Financial Management Financial Management Financial Management Financial Management Financial Management Financial Management

Manage Reporting Manage Reporting Manage Reporting Manage Reporting Manage Reporting Manage Reporting Manage Reporting Manage Reporting Manage Reporting

Not identified Not identified Not identified Not identified Not identified Not identified Not identified Not identified Not identified

Not module specific Not module specific GL GL GL GL GL GL GL

7 7 8 8 8 8 9 9 9

Reporting Reporting Reporting Reporting Reporting Reporting Reporting Reporting Reporting

Setup, Performance Process Setup Setup Process Performance

1761 1762 1763 1764 1765 1766 1767 1768 1769 1770 1771 1772 1773 1774 1775 1776 1777

Financial Management Financial Management Financial Management Financial Management Financial Management Financial Management Financial Management Financial Management Financial Management Financial Management Financial Management Financial Management Financial Management Financial Management Financial Management Financial Management Financial Management

Manage Reporting Manage Reporting Manage Reporting Manage Reporting Manage Reporting Manage Reporting Manage Reporting Manage Reporting Manage Reporting Manage Reporting Manage Reporting Manage Reporting Manage Reporting Manage Reporting Manage Reporting Manage Reporting Manage Reporting

Not identified Not identified Not identified Not identified Not identified Not identified Not identified Not identified Not identified Not identified Not identified Not identified Not identified Not identified Not identified Not identified Not identified

GL GL GL GL GL GL GL GL GL GL GL GL GL GL GL GL GL

9 9 9 9 9 9 9 9 9 9 9 9 9 9 9 9 9

Reporting Reporting Reporting Reporting Reporting Reporting Reporting Reporting Reporting Reporting Reporting Reporting Reporting Reporting Reporting Reporting Reporting

What business performance statistics do you monitor for Financial Reporting? Process What are your Financial Reporting requirements with respect to functional vs. foreign currencies? Setup, Process What are your Financial Reporting requirements with respect to summary or detail formats? Obtain report listing. Setup, Process What reports do you currently generate to meet your Financial Reporting requirements? Provide examples of each. Include source (could be manual), user, frequency, number of copies. Setup, Process Is there any Financial Reporting requirement that your current set of reports does not meet? Setup Are Financial Reporting reports standard across multiple Sets of Books, for example, subsidiaries? Setup Are Financial Reporting reports standard across multiple levels within a Set of Books, i e., divisions? Setup What account codes and/or descriptions are required on Financial Reporting reports? Setup Do you provide a "key" of content/information somewhere on the Financial Reporting report? Setup What Financial Reporting reports are grouped together on a regular basis and printed in one print run? Setup, Process Who receives a copy of the Financial Reporting reports? Process What is the criteria for determining who should receive a copy of any Financial Reporting report? Process How do you update a Financial Reporting reports distribution list? Is the process to update a Financial Reporting reports distribution list documented? Process Process

How long does it take to update a Financial Reporting reports distribution list? Process How long should it take to update a Financial Reporting reports distribution list? Process Who performs the tasks associated with updating a Financial Reporting reports distribution list? Process Is there any requirement for on-line (softcopy) distribution and/or remote location printing for Financial Reporting reports? Setup, Process Do some of these Financial Reporting reports belong in report sets? Always being run together? Setup Process, Do the separate business units run their own Financial Reporting reports? Performance What type of printers do you run Financial Reporting reports (including checks, purchase orders etc.) on? Where are they located? Setup, Performance Do you run Financial Reporting reports for different companies or cost centers? Process Do you have security requirements on who can enter data for Financial Reporting? (e.g. by company? by cost center?) Process Do you have security reports on who can run Financial Reporting reports? (by company, by cost center etc.) Setup, Process Will there need to be terminal security for Financial Reporting? Setup

1778 1779 1780 1781 1782 1783 1784

Financial Management Financial Management Financial Management Financial Management Financial Management Financial Management Financial Management

Manage Reporting Manage Reporting Manage Reporting Manage Reporting Manage Reporting Manage Reporting Manage Reporting

Not identified Not identified Not identified Not identified Not identified Not identified Not identified

GL GL GL GL GL GL GL

9 9 9 9 9 9 9

Reporting Reporting Security Security Security Security Security

Do you run security reports on a regular basis for Financial Reporting? Process Do you have documentation on your current system security requirements for Financial Reporting? Process

85338164.xlsx

Page 27

RD.020 Business Process Questionnaire

OBM Level I
1785 Financial Management

OBM Level II

OBM Level III

OBM Level IV
Not identified

Application
GL

OBM Row No.

Process
9

Category
Security

Process Analysis Questions

Type = Setup Metric Process Performance Response

Revisit Y/N

Operations Analysis and Management Reporting Manage Reporting Operations Analysis and Management Reporting Operations Analysis and Management Reporting Operations Analysis and Management Reporting Operations Analysis and Management Reporting Operations Analysis and Management Reporting Operations Analysis and Management Reporting Operations Analysis and Management Reporting Operations Analysis and Management Reporting Operations Analysis and Management Reporting Operations Analysis and Management Reporting Operations Analysis and Management Reporting Operations Analysis and Management Reporting Operations Analysis and Management Reporting Operations Analysis and Management Reporting Operations Analysis and Management Reporting Operations Analysis and Management Reporting Operations Analysis and Management Reporting Operations Analysis and Management Reporting Operations Analysis and Management Reporting Operations Analysis and Management Reporting Operations Analysis and Management Reporting Operations Analysis and Management Reporting Operations Analysis and Management Reporting Operations Analysis and Management Reporting Operations Analysis and Management Reporting Operations Analysis and Management Reporting

Map each GL user to a menu structure. Will any new ones need to be created for Financial Reporting? Setup, Process Do you review requirements for validation rules, allowing certain Financial Reporting accounts to be valid with only certain other values. What business performance statistics do you monitor for Material Handling? What are your Material Handling reporting requirements with respect to functional vs. foreign currencies? What are your Material Handling reporting requirements with respect to summary or detail formats? Obtain report listing. What reports do you currently generate to meet your Material Handling reporting requirements? Provide examples of each. Include source (could be manual), user, frequency, number of copies. Is there any Material Handling reporting requirement that your current set of reports does not meet? Are Material Handling reports standard across multiple Sets of Books, for example, subsidiaries? Are Material Handling reports standard across multiple levels within a Set of Books, i e., divisions? What account codes and/or descriptions are required on Material Handling reports? Do you provide a "key" of content/information somewhere on the Material Handling report? What Material Handling reports are grouped together on a regular basis and printed in one print run?

1786 1787 1788 1789

Financial Management Financial Management Financial Management Financial Management

Manage Reporting Manage Reporting Manage Reporting Manage Reporting

Not identified Not identified Not identified Not identified

GL

Validation Reporting Reporting Reporting

Setup Process Setup, Process Setup, Process

Not module specific FMMGTRERPT 13 Not module specific FMMGTRERPT 13 Not module specific FMMGTRERPT 13

1790 1791 1792 1793 1794 1795 1796 1797 1798 1799 1800 1801 1802 1803 1804 1805 1806 1807 1808 1809 1810 1811

Financial Management Financial Management Financial Management Financial Management Financial Management Financial Management Financial Management Financial Management Financial Management Financial Management Financial Management Financial Management Financial Management Financial Management Financial Management Financial Management Financial Management Financial Management Financial Management Financial Management Financial Management Financial Management

Manage Reporting Manage Reporting Manage Reporting Manage Reporting Manage Reporting Manage Reporting Manage Reporting Manage Reporting Manage Reporting Manage Reporting Manage Reporting Manage Reporting Manage Reporting Manage Reporting Manage Reporting Manage Reporting Manage Reporting Manage Reporting Manage Reporting Manage Reporting Manage Reporting Manage Reporting

Not identified Not identified Not identified Not identified Not identified Not identified Not identified Not identified Not identified Not identified Not identified Not identified Not identified Not identified Not identified Not identified Not identified Not identified Not identified Not identified Not identified Not identified

Not module specific FMMGTRERPT 13 Not module specific FMMGTRERPT 13 Not module specific FMMGTRERPT 13 Not module specific FMMGTRERPT 13 Not module specific FMMGTRERPT 13 Not module specific FMMGTRERPT 13 Not module specific FMMGTRERPT 13 Not module specific FMMGTRERPT 13 Not module specific FMMGTRERPT 13 Not module specific FMMGTRERPT 13 Not module specific FMMGTRERPT 13 Not module specific FMMGTRERPT 13 Not module specific FMMGTRERPT 13 Not module specific FMMGTRERPT 13 Not module specific FMMGTRERPT 13 Not module specific FMMGTRERPT 13 Not module specific FMMGTRERPT 13 Not module specific FMMGTRERPT 13 Not module specific FMMGTRERPT 13 ALL ALL ALL 14 14 14

Reporting Reporting Reporting Reporting Reporting Reporting Reporting Reporting Reporting Reporting Reporting Reporting Reporting Reporting Reporting Reporting Reporting Reporting Reporting Reporting Reporting Reporting

Setup, Process Setup Setup Setup Setup Setup Setup, Process

Who receives a copy of the Material Handling reports? Process What is the criteria for determining who should receive a copy of any Material Handling report? Process How do you update a Material Handling reports distribution list? Is the process to update a Material Handling reports distribution list documented? How long does it take to update a Material Handling reports distribution list? Process Process Process

How long should it take to update a Material Handling reports distribution list? Process Who performs the tasks associated with updating a Material Handling reports distribution list? Process Is there any requirement for on-line (softcopy) distribution and/or remote location printing for Material Handling reports? Setup, Process Do some of these Material Handling reports belong in report sets? Always being run together? Setup Process, Do the separate business units run their own Material Handling reports? Performance What type of printers do you run Material Handling reports (including checks, purchase orders etc.) on? Where are they located? Setup, Performance Do you run Material Handling reports for different companies or cost centers? What business performance statistics do you monitor for Quality Management? What are your Quality Management reporting requirements with respect to functional vs. foreign currencies? What are your Quality Management reporting requirements with respect to summary or detail formats? Obtain report listing. What reports do you currently generate to meet your Quality Management reporting requirements? Provide examples of each. Include source (could be manual), user, frequency, number of copies. Is there any Quality Management reporting requirement that your current set of reports does not meet? Are Quality Management reports standard across multiple Sets of Books, for example, subsidiaries? Are Quality Management reports standard across multiple levels within a Set of Books, i e., divisions? What account codes and/or descriptions are required on Quality Management reports? Do you provide a "key" of content/information somewhere on the Quality Management report? What Quality Management reports are grouped together on a regular basis and printed in one print run? Who receives a copy of the Quality Management reports? What is the criteria for determining who should receive a copy of any Quality Management report? How do you update a Quality Management reports distribution list? Is the process to update a Quality Management reports distribution list documented? How long does it take to update a Quality Management reports distribution list? How long should it take to update a Quality Management reports distribution list? Who performs the tasks associated with updating a Quality Management reports distribution list? Is there any requirement for on-line (softcopy) distribution and/or remote location printing for Quality Management reports? Do some of these Quality Management reports belong in report sets? Always being run together? Do the separate business units run their own Quality Management reports? What type of printers do you run Quality Management reports (including checks, purchase orders etc.) on? Where are they located? Do you run Quality Management reports for different companies or cost centers? Process Process Setup, Process Setup, Process

1812 1813 1814 1815 1816 1817 1818 1819 1820 1821 1822 1823 1824 1825 1826 1827 1828

Financial Management Financial Management Financial Management Financial Management Financial Management Financial Management Financial Management Financial Management Financial Management Financial Management Financial Management Financial Management Financial Management Financial Management Financial Management Financial Management Financial Management

Operations Analysis and Management Reporting Operations Analysis and Management Reporting Operations Analysis and Management Reporting Operations Analysis and Management Reporting Operations Analysis and Management Reporting Operations Analysis and Management Reporting Operations Analysis and Management Reporting Operations Analysis and Management Reporting Operations Analysis and Management Reporting Operations Analysis and Management Reporting Operations Analysis and Management Reporting Operations Analysis and Management Reporting Operations Analysis and Management Reporting Operations Analysis and Management Reporting Operations Analysis and Management Reporting Operations Analysis and Management Reporting Operations Analysis and Management Reporting Operations Analysis and Management Reporting Operations Analysis and Management Reporting Operations Analysis and Management Reporting Operations Analysis and Management Reporting Operations Analysis and Management Reporting

Manage Reporting Manage Reporting Manage Reporting Manage Reporting Manage Reporting Manage Reporting Manage Reporting Manage Reporting Manage Reporting Manage Reporting Manage Reporting Manage Reporting Manage Reporting Manage Reporting Manage Reporting Manage Reporting Manage Reporting

Not identified Not identified Not identified Not identified Not identified Not identified Not identified Not identified Not identified Not identified Not identified Not identified Not identified Not identified Not identified Not identified Not identified

ALL ALL ALL ALL ALL ALL ALL ALL ALL ALL ALL ALL ALL ALL ALL ALL ALL

14 14 14 14 14 14 14 14 14 14 14 14 14 14 14 14 14

Reporting Reporting Reporting Reporting Reporting Reporting Reporting Reporting Reporting Reporting Reporting Reporting Reporting Reporting Reporting Reporting Reporting

Setup, Process Setup Setup Setup Setup Setup Setup, Process Process Process Process Process Process Process Process Setup, Process Setup Process, Performance

1829 1830 1831 1832 1833

Financial Management Financial Management Financial Management Financial Management Financial Management

Manage Reporting Manage Reporting Manage Reporting Manage Reporting Manage Reporting

Not identified Not identified Not identified Not identified Not identified

ALL ALL ALL ALL ALL

14 14 FMMGTRERPT 16 FMMGTRERPT 16 FMMGTRERPT 16

Reporting Reporting Reporting Reporting Reporting

Setup, Performance Process

What business performance statistics do you monitor for Inventory Accuracy? Process What are your Inventory Accuracy reporting requirements with respect to functional vs. foreign currencies? Setup, Process What are your Inventory Accuracy reporting requirements with respect to summary or detail formats? Obtain report listing. Setup, Process What reports do you currently generate to meet your Inventory Accuracy reporting requirements? Provide examples of each. Include source (could be manual), user, frequency, number of copies. Is there any Inventory Accuracy reporting requirement that your current set of reports does not meet? Are Inventory Accuracy reports standard across multiple Sets of Books, for example, subsidiaries? Are Inventory Accuracy reports standard across multiple levels within a Set of Books, i e., divisions? What account codes and/or descriptions are required on Inventory Accuracy reports? Do you provide a "key" of content/information somewhere on the Inventory Accuracy report? What Inventory Accuracy reports are grouped together on a regular basis and printed in one print run?

1834 1835 1836 1837 1838 1839 1840

Financial Management Financial Management Financial Management Financial Management Financial Management Financial Management Financial Management

Operations Analysis and Management Reporting Operations Analysis and Management Reporting Operations Analysis and Management Reporting Operations Analysis and Management Reporting Operations Analysis and Management Reporting Operations Analysis and Management Reporting Operations Analysis and Management Reporting

Manage Reporting Manage Reporting Manage Reporting Manage Reporting Manage Reporting Manage Reporting Manage Reporting

Not identified Not identified Not identified Not identified Not identified Not identified Not identified

ALL ALL ALL ALL ALL ALL ALL

FMMGTRERPT 16 FMMGTRERPT 16 FMMGTRERPT 16 FMMGTRERPT 16 FMMGTRERPT 16 FMMGTRERPT 16 FMMGTRERPT 16

Reporting Reporting Reporting Reporting Reporting Reporting Reporting

Setup, Process Setup Setup Setup Setup Setup Setup, Process

85338164.xlsx

Page 28

RD.020 Business Process Questionnaire

OBM Level I
1841 1842 1843 1844 1845 1846 1847 1848 1849 1850 Financial Management Financial Management Financial Management Financial Management Financial Management Financial Management Financial Management Financial Management Financial Management Financial Management

OBM Level II
Operations Analysis and Management Reporting Operations Analysis and Management Reporting Operations Analysis and Management Reporting Operations Analysis and Management Reporting Operations Analysis and Management Reporting Operations Analysis and Management Reporting Operations Analysis and Management Reporting Operations Analysis and Management Reporting Operations Analysis and Management Reporting Operations Analysis and Management Reporting Operations Analysis and Management Reporting Operations Analysis and Management Reporting Operations Analysis and Management Reporting Operations Analysis and Management Reporting Operations Analysis and Management Reporting Operations Analysis and Management Reporting Operations Analysis and Management Reporting Operations Analysis and Management Reporting Operations Analysis and Management Reporting Operations Analysis and Management Reporting Operations Analysis and Management Reporting Operations Analysis and Management Reporting Operations Analysis and Management Reporting Operations Analysis and Management Reporting Operations Analysis and Management Reporting Operations Analysis and Management Reporting Operations Analysis and Management Reporting Operations Analysis and Management Reporting Operations Analysis and Management Reporting Operations Analysis and Management Reporting Operations Analysis and Management Reporting Operations Analysis and Management Reporting Operations Analysis and Management Reporting Operations Analysis and Management Reporting Operations Analysis and Management Reporting Operations Analysis and Management Reporting Operations Analysis and Management Reporting

OBM Level III

Manage Reporting Manage Reporting Manage Reporting Manage Reporting Manage Reporting Manage Reporting Manage Reporting Manage Reporting Manage Reporting Manage Reporting

OBM Level IV
Not identified Not identified Not identified Not identified Not identified Not identified Not identified Not identified Not identified Not identified

Application
ALL ALL ALL ALL ALL ALL ALL ALL ALL ALL

OBM Row No.

Process

Category
Reporting Reporting Reporting Reporting Reporting Reporting Reporting Reporting Reporting Reporting

Process Analysis Questions

Type = Setup Metric Process Performance Response

Revisit Y/N

FMMGTRERPT 16 FMMGTRERPT 16 FMMGTRERPT 16 FMMGTRERPT 16 FMMGTRERPT 16 FMMGTRERPT 16 FMMGTRERPT 16 FMMGTRERPT 16 FMMGTRERPT 16 FMMGTRERPT 16

Who receives a copy of the Inventory Accuracy reports? Process What is the criteria for determining who should receive a copy of any Inventory Accuracy report? Process How do you update a Inventory Accuracy reports distribution list? Is the process to update a Inventory Accuracy reports distribution list documented? Process Process

How long does it take to update a Inventory Accuracy reports distribution list? Process How long should it take to update a Inventory Accuracy reports distribution list? Process Who performs the tasks associated with updating a Inventory Accuracy reports distribution list? Process Is there any requirement for on-line (softcopy) distribution and/or remote location printing for Inventory Accuracy reports? Setup, Process Do some of these Inventory Accuracy reports belong in report sets? Always being run together? Setup Process, Do the separate business units run their own Inventory Accuracy reports? Performance What type of printers do you run Inventory Accuracy reports (including checks, purchase orders etc.) on? Where are they located? Setup, Performance Do you run Inventory Accuracy reports for different companies or cost centers? Process What business performance statistics do you monitor for Costing? What are your Costing reporting requirements with respect to functional vs. foreign currencies? What are your Costing reporting requirements with respect to summary or detail formats? Obtain report listing. What reports do you currently generate to meet your Costing reporting requirements? Provide examples of each. Include source (could be manual), user, frequency, number of copies. Is there any Costing reporting requirement that your current set of reports does not meet? Are Costing reports standard across multiple Sets of Books, for example, subsidiaries? Are Costing reports standard across multiple levels within a Set of Books, i.e., divisions? What account codes and/or descriptions are required on Costing reports? Do you provide a "key" of content/information somewhere on the Costing report? What Costing reports are grouped together on a regular basis and printed in one print run? Process Setup, Process Setup, Process

1851 1852 1853 1854 1855

Financial Management Financial Management Financial Management Financial Management Financial Management

Manage Reporting Manage Reporting Manage Reporting Manage Reporting Manage Reporting

Not identified Not identified Not identified Not identified Not identified

ALL ALL ALL ALL ALL

FMMGTRERPT 16 FMMGTRERPT 16 17 17 17

Reporting Reporting Reporting Reporting Reporting

1856 1857 1858 1859 1860 1861 1862 1863 1864 1865 1866 1867 1868 1869 1870 1871 1872 1873 1874 1875 1876 1877

Financial Management Financial Management Financial Management Financial Management Financial Management Financial Management Financial Management Financial Management Financial Management Financial Management Financial Management Financial Management Financial Management Financial Management Financial Management Financial Management Financial Management Financial Management Financial Management Financial Management Financial Management Financial Management

Manage Reporting Manage Reporting Manage Reporting Manage Reporting Manage Reporting Manage Reporting Manage Reporting Manage Reporting Manage Reporting Manage Reporting Manage Reporting Manage Reporting Manage Reporting Manage Reporting Manage Reporting Manage Reporting Manage Reporting Manage Reporting Manage Reporting Manage Reporting Manage Reporting Manage Reporting

Not identified Not identified Not identified Not identified Not identified Not identified Not identified Not identified Not identified Not identified Not identified Not identified Not identified Not identified Not identified Not identified Not identified Not identified Not identified Not identified Not identified Not identified

ALL ALL ALL ALL ALL ALL ALL ALL ALL ALL ALL ALL ALL ALL ALL ALL ALL ALL ALL ALL ALL ALL 953 953 953

17 17 17 17 17 17 17 17 17 17 17 17 17 17 17 17 17 17 17 18 18 18

Reporting Reporting Reporting Reporting Reporting Reporting Reporting Reporting Reporting Reporting Reporting Reporting Reporting Reporting Reporting Reporting Reporting Reporting Reporting Reporting Reporting Reporting

Setup, Process Setup Setup Setup Setup Setup Setup, Process

Who receives a copy of the Costing reports? Process What is the criteria for determining who should receive a copy of any Costing report? Process How do you update a Costing reports distribution list? Is the process to update a Costing reports distribution list documented? How long does it take to update a Costing reports distribution list? How long should it take to update a Costing reports distribution list? Who performs the tasks associated with updating a Costing reports distribution list? Is there any requirement for on-line (softcopy) distribution and/or remote location printing for Costing reports? Do some of these Costing reports belong in report sets? Always being run together? Process Process Process Process Process Setup, Process

Setup Process, Do the separate business units run their own Costing reports? Performance What type of printers do you run Costing reports (including checks, purchase orders etc.) on? Where are they located? Setup, Performance Do you run Costing reports for different companies or cost centers? What business performance statistics do you monitor for New Product Introduction? What are your New Product Introduction reporting requirements with respect to functional vs. foreign currencies? What are your New Product Introduction reporting requirements with respect to summary or detail formats? Obtain report listing. Process Process Setup, Process Setup, Process

1878 1879 1880 1881 1882 1883 1884 1885 1886 1887 1888 1889 1890 1891 1892 1893 1894

Financial Management Financial Management Financial Management Financial Management Financial Management Financial Management Financial Management Financial Management Financial Management Financial Management Financial Management Financial Management Financial Management Financial Management Financial Management Financial Management Financial Management

Operations Analysis and Management Reporting Operations Analysis and Management Reporting Operations Analysis and Management Reporting Operations Analysis and Management Reporting Operations Analysis and Management Reporting Operations Analysis and Management Reporting Operations Analysis and Management Reporting Operations Analysis and Management Reporting Operations Analysis and Management Reporting Operations Analysis and Management Reporting Operations Analysis and Management Reporting Operations Analysis and Management Reporting Operations Analysis and Management Reporting Operations Analysis and Management Reporting Operations Analysis and Management Reporting Operations Analysis and Management Reporting Operations Analysis and Management Reporting

Manage Reporting Manage Reporting Manage Reporting Manage Reporting Manage Reporting Manage Reporting Manage Reporting Manage Reporting Manage Reporting Manage Reporting Manage Reporting Manage Reporting Manage Reporting Manage Reporting Manage Reporting Manage Reporting Manage Reporting

Not identified Not identified Not identified Not identified Not identified Not identified Not identified Not identified Not identified Not identified Not identified Not identified Not identified Not identified Not identified Not identified Not identified

ALL ALL ALL ALL ALL ALL ALL ALL ALL ALL ALL ALL ALL ALL ALL ALL ALL

953 953 953 953 953 953 953 953 953 953 953 953 953 953 953 953 953

18 18 18 18 18 18 18 18 18 18 18 18 18 18 18 18 18

Reporting Reporting Reporting Reporting Reporting Reporting Reporting Reporting Reporting Reporting Reporting Reporting Reporting Reporting Reporting Reporting Reporting

What reports do you currently generate to meet your New Product Introduction reporting requirements? Provide examples of each. Include source (could be manual), user, frequency, number of copies. Setup, Process Is there any New Product Introduction reporting requirement that your current set of reports does not meet? Setup Are New Product Introduction reports standard across multiple Sets of Books, for example, subsidiaries? Setup Are New Product Introduction reports standard across multiple levels within a Set of Books, I e., divisions? Setup What account codes and/or descriptions are required on New Product Introduction reports? Setup Do you provide a "key" of content/information somewhere on the New Product Introduction report? Setup What New Product Introduction reports are grouped together on a regular basis and printed in one print run? Setup, Process Who receives a copy of the New Product Introduction reports? What is the criteria for determining who should receive a copy of any New Product Introduction report? How do you update a New Product Introduction reports distribution list? Is the process to update a New Product Introduction reports distribution list documented? How long does it take to update a New Product Introduction reports distribution list? How long should it take to update a New Product Introduction reports distribution list? Who performs the tasks associated with updating a New Product Introduction reports distribution list? Is there any requirement for on-line (softcopy) distribution and/or remote location printing for New Product Introduction reports? Do some of these New Product Introduction reports belong in report sets? Always being run together? Do the separate business units run their own New Product Introduction reports? What type of printers do you run New Product Introduction reports (including checks, purchase orders etc.) on? Where are they located? Do you run New Product Introduction reports for different companies or cost centers? What are your Order Placement reporting requirements with respect to functional vs. foreign currencies? Process Process Process Process Process Process Process Setup, Process Setup Process, Performance

1895 1896 1897

Financial Management Financial Management Financial Management

Operations Analysis and Management Reporting Manage Reporting Operations Analysis and Management Reporting Manage Reporting Operations Analysis and Management Reporting Manage Reporting

Not identified Not identified Not identified

ALL ALL ALL

953 953

18 18 19

Reporting Reporting Reporting

Setup, Performance Process Setup, Process

85338164.xlsx

Page 29

RD.020 Business Process Questionnaire

OBM Level I
1898 Financial Management

OBM Level II

OBM Level III

OBM Level IV
Not identified

Application
ALL

OBM Row No.

Process
19

Category
Reporting

Process Analysis Questions

What are your Order Placement reporting requirements with respect to summary or detail formats? Obtain report listing. What reports do you currently generate to meet your Order Placement reporting requirements? Provide examples of each. Include source (could be manual), user, frequency, number of copies. Is there any Order Placement reporting requirement that your current set of reports does not meet? Are Order Placement reports standard across multiple Sets of Books, for example, subsidiaries? Are Order Placement reports standard across multiple levels within a Set of Books, i e., divisions? What account codes and/or descriptions are required on Order Placement reports? Do you provide a "key" of content/information somewhere on the Order Placement report? What Order Placement reports are grouped together on a regular basis and printed in one print run? Who receives a copy of the Order Placement reports? What is the criteria for determining who should receive a copy of any Order Placement report? How do you update a Order Placement reports distribution list? Is the process to update a Order Placement reports distribution list documented? How long does it take to update a Order Placement reports distribution list? How long should it take to update a Order Placement reports distribution list? Who performs the tasks associated with updating a Order Placement reports distribution list? Is there any requirement for on-line (softcopy) distribution and/or remote location printing for Order Placement reports? Do some of these Order Placement reports belong in report sets? Always being run together? Do the separate business units run their own Order Placement reports? What type of printers do you run Order Placement reports (including checks, purchase orders etc.) on? Where are they located?

Type = Setup Metric Process Performance Response

Setup, Process

Revisit Y/N

Operations Analysis and Management Reporting Manage Reporting

1899 1900 1901 1902 1903 1904 1905 1906 1907 1908 1909 1910 1911 1912 1913 1914 1915 1916 1917 1918 1919 1920

Financial Management Financial Management Financial Management Financial Management Financial Management Financial Management Financial Management Financial Management Financial Management Financial Management Financial Management Financial Management Financial Management Financial Management Financial Management Financial Management Financial Management Financial Management Financial Management Financial Management Financial Management Financial Management

Operations Analysis and Management Reporting Operations Analysis and Management Reporting Operations Analysis and Management Reporting Operations Analysis and Management Reporting Operations Analysis and Management Reporting Operations Analysis and Management Reporting Operations Analysis and Management Reporting Operations Analysis and Management Reporting Operations Analysis and Management Reporting Operations Analysis and Management Reporting Operations Analysis and Management Reporting Operations Analysis and Management Reporting Operations Analysis and Management Reporting Operations Analysis and Management Reporting Operations Analysis and Management Reporting Operations Analysis and Management Reporting Operations Analysis and Management Reporting Operations Analysis and Management Reporting Operations Analysis and Management Reporting Operations Analysis and Management Reporting Operations Analysis and Management Reporting Operations Analysis and Management Reporting

Manage Reporting Manage Reporting Manage Reporting Manage Reporting Manage Reporting Manage Reporting Manage Reporting Manage Reporting Manage Reporting Manage Reporting Manage Reporting Manage Reporting Manage Reporting Manage Reporting Manage Reporting Manage Reporting Manage Reporting Manage Reporting Manage Reporting Manage Reporting Manage Reporting Manage Reporting

Not identified Not identified Not identified Not identified Not identified Not identified Not identified Not identified Not identified Not identified Not identified Not identified Not identified Not identified Not identified Not identified Not identified Not identified Not identified Not identified Not identified Not identified

ALL ALL ALL ALL ALL ALL ALL ALL ALL ALL ALL ALL ALL ALL ALL ALL ALL ALL ALL ALL ALL ALL

19 19 19 19 19 19 19 19 19 19 19 19 19 19 19 19 19 19 19 20 20 20

Reporting Reporting Reporting Reporting Reporting Reporting Reporting Reporting Reporting Reporting Reporting Reporting Reporting Reporting Reporting Reporting Reporting Reporting Reporting Reporting Reporting Reporting

Setup, Process Setup Setup Setup Setup Setup Setup, Process Process Process Process Process Process Process Process Setup, Process Setup Process, Performance Setup, Performance

Do you run Order Placement reports for different companies or cost centers? Process What business performance statistics do you monitor for Order Fulfillment? What are your Order Fulfillment reporting requirements with respect to functional vs. foreign currencies? What are your Order Fulfillment reporting requirements with respect to summary or detail formats? Obtain report listing. What reports do you currently generate to meet your Order Fulfillment reporting requirements? Provide examples of each. Include source (could be manual), user, frequency, number of copies. Is there any Order Fulfillment reporting requirement that your current set of reports does not meet? Are Order Fulfillment reports standard across multiple Sets of Books, for example, subsidiaries? Are Order Fulfillment reports standard across multiple levels within a Set of Books, I e., divisions? What account codes and/or descriptions are required on Order Fulfillment reports? Do you provide a "key" of content/information somewhere on the Order Fulfillment report? What Order Fulfillment reports are grouped together on a regular basis and printed in one print run? Who receives a copy of the Order Fulfillment reports? What is the criteria for determining who should receive a copy of any Order Fulfillment report? How do you update a Order Fulfillment reports distribution list? Is the process to update a Order Fulfillment reports distribution list documented? How long does it take to update a Order Fulfillment reports distribution list? How long should it take to update a Order Fulfillment reports distribution list? Who performs the tasks associated with updating a Order Fulfillment reports distribution list? Is there any requirement for on-line (softcopy) distribution and/or remote location printing for Order Fulfillment reports? Do some of these Order Fulfillment reports belong in report sets? Always being run together? Do the separate business units run their own Order Fulfillment reports? What type of printers do you run Order Fulfillment reports (including checks, purchase orders etc.) on? Where are they located? Process Setup, Process Setup, Process

1921 1922 1923 1924 1925 1926 1927 1928 1929 1930 1931 1932 1933 1934 1935 1936 1937 1938 1939 1940 1941 1942

Financial Management Financial Management Financial Management Financial Management Financial Management Financial Management Financial Management Financial Management Financial Management Financial Management Financial Management Financial Management Financial Management Financial Management Financial Management Financial Management Financial Management Financial Management Financial Management Financial Management Financial Management Financial Management

Operations Analysis and Management Reporting Operations Analysis and Management Reporting Operations Analysis and Management Reporting Operations Analysis and Management Reporting Operations Analysis and Management Reporting Operations Analysis and Management Reporting Operations Analysis and Management Reporting Operations Analysis and Management Reporting Operations Analysis and Management Reporting Operations Analysis and Management Reporting Operations Analysis and Management Reporting Operations Analysis and Management Reporting Operations Analysis and Management Reporting Operations Analysis and Management Reporting Operations Analysis and Management Reporting Operations Analysis and Management Reporting Operations Analysis and Management Reporting Operations Analysis and Management Reporting Operations Analysis and Management Reporting Operations Analysis and Management Reporting Operations Analysis and Management Reporting Operations Analysis and Management Reporting Operations Analysis and Management Reporting Operations Analysis and Management Reporting Operations Analysis and Management Reporting Operations Analysis and Management Reporting Operations Analysis and Management Reporting Operations Analysis and Management Reporting Operations Analysis and Management Reporting Operations Analysis and Management Reporting Operations Analysis and Management Reporting Operations Analysis and Management Reporting Operations Analysis and Management Reporting Operations Analysis and Management Reporting

Manage Reporting Manage Reporting Manage Reporting Manage Reporting Manage Reporting Manage Reporting Manage Reporting Manage Reporting Manage Reporting Manage Reporting Manage Reporting Manage Reporting Manage Reporting Manage Reporting Manage Reporting Manage Reporting Manage Reporting Manage Reporting Manage Reporting Manage Reporting Manage Reporting Manage Reporting

Not identified Not identified Not identified Not identified Not identified Not identified Not identified Not identified Not identified Not identified Not identified Not identified Not identified Not identified Not identified Not identified Not identified Not identified Not identified Not identified Not identified Not identified

ALL ALL ALL ALL ALL ALL ALL ALL ALL ALL ALL ALL ALL ALL ALL ALL ALL ALL ALL ALL ALL ALL

20 20 20 20 20 20 20 20 20 20 20 20 20 20 20 20 20 20 20 21 21 21

Reporting Reporting Reporting Reporting Reporting Reporting Reporting Reporting Reporting Reporting Reporting Reporting Reporting Reporting Reporting Reporting Reporting Reporting Reporting Reporting Reporting Reporting

Setup, Process Setup Setup Setup Setup Setup Setup, Process Process Process Process Process Process Process Process Setup, Process Setup Process, Performance Setup, Performance

Do you run Order Fulfillment reports for different companies or cost centers? Process What business performance statistics do you monitor for Customer Returns ? Process What are your Customer Returns reporting requirements with respect to functional vs. foreign currencies? Setup, Process What are your Customer Returns reporting requirements with respect to summary or detail formats? Obtain report listing. Setup, Process What reports do you currently generate to meet your Customer Returns reporting requirements? Provide examples of each. Include source (could be manual), user, frequency, number of copies. Setup, Process Is there any Customer Returns reporting requirement that your current set of reports does not meet? Setup Are Customer Returns reports standard across multiple Sets of Books, for example, subsidiaries? Setup Are Customer Returns reports standard across multiple levels within a Set of Books, i e., divisions? Setup What account codes and/or descriptions are required on Customer Returns reports? Setup Do you provide a "key" of content/information somewhere on the Customer Returns report? Setup What Customer Returns reports are grouped together on a regular basis and printed in one print run? Setup, Process Who receives a copy of the Customer Returns reports? What is the criteria for determining who should receive a copy of any Customer Returns report? How do you update a Customer Returns reports distribution list? Is the process to update a Customer Returns reports distribution list documented? How long does it take to update a Customer Returns reports distribution list? Process Process Process Process Process

1943 1944 1945 1946 1947 1948 1949 1950 1951 1952 1953 1954

Financial Management Financial Management Financial Management Financial Management Financial Management Financial Management Financial Management Financial Management Financial Management Financial Management Financial Management Financial Management

Manage Reporting Manage Reporting Manage Reporting Manage Reporting Manage Reporting Manage Reporting Manage Reporting Manage Reporting Manage Reporting Manage Reporting Manage Reporting Manage Reporting

Not identified Not identified Not identified Not identified Not identified Not identified Not identified Not identified Not identified Not identified Not identified Not identified

ALL ALL ALL ALL ALL ALL ALL ALL ALL ALL ALL ALL

21 21 21 21 21 21 21 21 21 21 21 21

Reporting Reporting Reporting Reporting Reporting Reporting Reporting Reporting Reporting Reporting Reporting Reporting

85338164.xlsx

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RD.020 Business Process Questionnaire

OBM Level I
1955 1956 1957 1958 1959 Financial Management Financial Management Financial Management Financial Management Financial Management

OBM Level II
Operations Analysis and Management Reporting Operations Analysis and Management Reporting Operations Analysis and Management Reporting Operations Analysis and Management Reporting Operations Analysis and Management Reporting Operations Analysis and Management Reporting Operations Analysis and Management Reporting Operations Analysis and Management Reporting Operations Analysis and Management Reporting Operations Analysis and Management Reporting

OBM Level III

Manage Reporting Manage Reporting Manage Reporting Manage Reporting Manage Reporting

OBM Level IV
Not identified Not identified Not identified Not identified Not identified

Application
ALL ALL ALL ALL ALL

OBM Row No.

Process
21 21 21 21 21

Category
Reporting Reporting Reporting Reporting Reporting

Process Analysis Questions

How long should it take to update a Customer Returns reports distribution list? Who performs the tasks associated with updating a Customer Returns reports distribution list? Is there any requirement for on-line (softcopy) distribution and/or remote location printing for Customer Returns reports? Do some of these Customer Returns reports belong in report sets? Always being run together? Do the separate business units run their own Customer Returns reports? What type of printers do you run Customer Returns reports (including checks, purchase orders etc.) on? Where are they located? Do you run Customer Returns reports for different companies or cost centers? What business performance statistics do you monitor for Sales and Marketing? What are your Sales and Marketing reporting requirements with respect to functional vs. foreign currencies? What are your Sales and Marketing reporting requirements with respect to summary or detail formats? Obtain report listing. What reports do you currently generate to meet your Sales and Marketing reporting requirements? Provide examples of each. Include source (could be manual), user, frequency, number of copies. Is there any Sales and Marketing reporting requirement that your current set of reports does not meet? Are Sales and Marketing reports standard across multiple Sets of Books, for example, subsidiaries? Are Sales and Marketing reports standard across multiple levels within a Set of Books, i e., divisions? What account codes and/or descriptions are required on Sales and Marketing reports? Do you provide a "key" of content/information somewhere on the Sales and Marketing report? What Sales and Marketing reports are grouped together on a regular basis and printed in one print run? Who receives a copy of the Sales and Marketing reports? What is the criteria for determining who should receive a copy of any Sales and Marketing report? How do you update a Sales and Marketing reports distribution list? Is the process to update a Sales and Marketing reports distribution list documented? How long does it take to update a Sales and Marketing reports distribution list? How long should it take to update a Sales and Marketing reports distribution list? Who performs the tasks associated with updating a Sales and Marketing reports distribution list? Is there any requirement for on-line (softcopy) distribution and/or remote location printing for Sales and Marketing reports? Do some of these Sales and Marketing reports belong in report sets? Always being run together? Do the separate business units run their own Sales and Marketing reports?

Type = Setup Metric Process Performance Response

Process Process Setup, Process Setup Process, Performance

Revisit Y/N

1960 1961 1962 1963 1964

Financial Management Financial Management Financial Management Financial Management Financial Management

Manage Reporting Manage Reporting Manage Reporting Manage Reporting Manage Reporting

Not identified Not identified Not identified Not identified Not identified

ALL ALL ALL ALL ALL 1174 1174 1174

21 21 24 24 24

Reporting Reporting Reporting Reporting Reporting

Setup, Performance Process Process Setup, Process Setup, Process

1965 1966 1967 1968 1969 1970 1971 1972 1973 1974 1975 1976 1977 1978 1979 1980 1981

Financial Management Financial Management Financial Management Financial Management Financial Management Financial Management Financial Management Financial Management Financial Management Financial Management Financial Management Financial Management Financial Management Financial Management Financial Management Financial Management Financial Management

Operations Analysis and Management Reporting Operations Analysis and Management Reporting Operations Analysis and Management Reporting Operations Analysis and Management Reporting Operations Analysis and Management Reporting Operations Analysis and Management Reporting Operations Analysis and Management Reporting Operations Analysis and Management Reporting Operations Analysis and Management Reporting Operations Analysis and Management Reporting Operations Analysis and Management Reporting Operations Analysis and Management Reporting Operations Analysis and Management Reporting Operations Analysis and Management Reporting Operations Analysis and Management Reporting Operations Analysis and Management Reporting Operations Analysis and Management Reporting

Manage Reporting Manage Reporting Manage Reporting Manage Reporting Manage Reporting Manage Reporting Manage Reporting Manage Reporting Manage Reporting Manage Reporting Manage Reporting Manage Reporting Manage Reporting Manage Reporting Manage Reporting Manage Reporting Manage Reporting

Not identified Not identified Not identified Not identified Not identified Not identified Not identified Not identified Not identified Not identified Not identified Not identified Not identified Not identified Not identified Not identified Not identified

ALL ALL ALL ALL ALL ALL ALL ALL ALL ALL ALL ALL ALL ALL ALL ALL ALL

1174 1174 1174 1174 1174 1174 1174 1174 1174 1174 1174 1174 1174 1174 1174 1174 1174

24 24 24 24 24 24 24 24 24 24 24 24 24 24 24 24 24

Reporting Reporting Reporting Reporting Reporting Reporting Reporting Reporting Reporting Reporting Reporting Reporting Reporting Reporting Reporting Reporting Reporting

Setup, Process Setup Setup Setup Setup Setup Setup, Process Process Process Process Process Process Process Process Setup, Process Setup Process, Performance

1982 1983

Financial Management Financial Management

Operations Analysis and Management Reporting Manage Reporting Operations Analysis and Management Reporting Manage Reporting Operations Analysis and Management Reporting Operations Analysis and Management Reporting Operations Analysis and Management Reporting Operations Analysis and Management Reporting Operations Analysis and Management Reporting Operations Analysis and Management Reporting Operations Analysis and Management Reporting Operations Analysis and Management Reporting Operations Analysis and Management Reporting Operations Analysis and Management Reporting Operations Analysis and Management Reporting Operations Analysis and Management Reporting Operations Analysis and Management Reporting Operations Analysis and Management Reporting Operations Analysis and Management Reporting Operations Analysis and Management Reporting Operations Analysis and Management Reporting Operations Analysis and Management Reporting Operations Analysis and Management Reporting Operations Analysis and Management Reporting Operations Analysis and Management Reporting Operations Analysis and Management Reporting Operations Analysis and Management Reporting Operations Analysis and Management Reporting Operations Analysis and Management Reporting Operations Analysis and Management Reporting Operations Analysis and Management Reporting

Not identified Not identified

ALL ALL

1174 1174

24 24

Reporting Reporting

1984 1985 1986 1987 1988 1989 1990 1991 1992 1993 1994 1995 1996 1997 1998 1999

Financial Management Financial Management Financial Management Financial Management Financial Management Financial Management Financial Management Financial Management Financial Management Financial Management Financial Management Financial Management Financial Management Financial Management Financial Management Financial Management

Manage Reporting Manage Reporting Manage Reporting Manage Reporting Manage Reporting Manage Reporting Manage Reporting Manage Reporting Manage Reporting Manage Reporting Manage Reporting Manage Reporting Manage Reporting Manage Reporting Manage Reporting Manage Reporting

Not identified Not identified Not identified Not identified Not identified Not identified Not identified Not identified Not identified Not identified Not identified Not identified Not identified Not identified Not identified Not identified

ALL ALL ALL ALL ALL ALL ALL ALL ALL ALL ALL ALL ALL PA PA PA

1174 1174 1174 1174 1174 1174 1174 1174 1174 1174 1174 1174 1174

24 24 24 24 24 24 24 24 24 24 24 24 24

Reporting Reporting Reporting Reporting Reporting Reporting Reporting Reporting Reporting Reporting Reporting Reporting Reporting Reporting Reporting Reporting

What type of printers do you run Sales and Marketing reports (including checks, purchase orders etc.) on? Where are they located? Setup, Performance Do you run Sales and Marketing reports for different companies or cost centers? Process What reports do you currently use to meet your sales and marketing requirements? Provide examples of each. Include source, user, frequency, number of copies, level of importance. Setup, Process Is there any sales and marketing reporting requirement that your current set of reports does not meet? Setup What sales and marketing reports are grouped together on a regular basis and printed in one run? Setup, Process Who needs to be able to run reports? Who receives a copy of the sales and marketing reports? What is the criteria for who should receive a copy of a sales and marketing report? Setup, Process Process Process

How do you update a sales and marketing report distribution list? Process Is there any requirement for on-line distribution and/or remote location printing for sales and marketing reports? Setup, Process Process, Do the separate business units own their own sales and marketing reports? Performance What type of printers do you run sales and marketing reports on? Where are they located? Setup, Performance Do you run sales and marketing reports for different companies or cost centers? Process Who is currently responsible for creating/changing reports? Do you have tools to do on-demand reports or queries? What business performance statistics do you monitor for Projects? What are your Projects reporting requirements with respect to functional vs. foreign currencies? What are your Projects reporting requirements with respect to summary or detail formats? Obtain report listing. What reports do you currently generate to meet your Projects reporting requirements? Provide examples of each. Include source (could be manual), user, frequency, number of copies. Is there any Projects reporting requirement that your current set of reports does not meet? Are Projects reports standard across multiple Sets of Books, for example, subsidiaries? Are Projects reports standard across multiple levels within a Set of Books, i e., divisions? What account codes and/or descriptions are required on Projects reports? Do you provide a "key" of content/information somewhere on the Projects report? Process Process, Performance Process Set Up, Process Set Up, Process

FMMGTRERPT 28 FMMGTRERPT 28 FMMGTRERPT 28

2000 2001 2002 2003 2004 2005 2006 2007 2008 2009 2010

Financial Management Financial Management Financial Management Financial Management Financial Management Financial Management Financial Management Financial Management Financial Management Financial Management Financial Management

Manage Reporting Manage Reporting Manage Reporting Manage Reporting Manage Reporting Manage Reporting Manage Reporting Manage Reporting Manage Reporting Manage Reporting Manage Reporting

Not identified Not identified Not identified Not identified Not identified Not identified Not identified Not identified Not identified Not identified Not identified

PA PA PA PA PA PA PA PA PA PA PA

FMMGTRERPT 28 FMMGTRERPT 28 FMMGTRERPT 28 FMMGTRERPT 28 FMMGTRERPT 28 FMMGTRERPT 28 FMMGTRERPT 28 FMMGTRERPT 28 FMMGTRERPT 28 FMMGTRERPT 28 FMMGTRERPT 28

Reporting Reporting Reporting Reporting Reporting Reporting Reporting Reporting Reporting Reporting Reporting

Set UP, Process Set Up Set Up Set Up Set Up Set Up

Who receives a copy of the Projects reports? Process What is the criteria for determining who should receive a copy of any Projects report? Process How do you update a Projects reports distribution list? Is the process to update a Projects reports distribution list documented? How long does it take to update a Projects reports distribution list? Process Process Process

85338164.xlsx

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RD.020 Business Process Questionnaire

OBM Level I
2011 2012 2013 2014 2015 2016 2017 2018 2019 2020 2021 2022 2023 Financial Management Financial Management Financial Management Financial Management Financial Management Financial Management Financial Management Financial Management Financial Management Financial Management Financial Management Financial Management Financial Management

OBM Level II
Operations Analysis and Management Reporting Operations Analysis and Management Reporting Operations Analysis and Management Reporting Operations Analysis and Management Reporting Operations Analysis and Management Reporting Operations Analysis and Management Reporting Operations Analysis and Management Reporting Operations Analysis and Management Reporting Operations Analysis and Management Reporting Operations Analysis and Management Reporting Operations Analysis and Management Reporting Operations Analysis and Management Reporting Operations Analysis and Management Reporting Operations Analysis and Management Reporting Operations Analysis and Management Reporting Operations Analysis and Management Reporting Operations Analysis and Management Reporting Operations Analysis and Management Reporting Operations Analysis and Management Reporting Operations Analysis and Management Reporting Operations Analysis and Management Reporting Operations Analysis and Management Reporting Operations Analysis and Management Reporting Operations Analysis and Management Reporting Operations Analysis and Management Reporting Operations Analysis and Management Reporting Operations Analysis and Management Reporting Operations Analysis and Management Reporting Operations Analysis and Management Reporting Operations Analysis and Management Reporting Operations Analysis and Management Reporting Operations Analysis and Management Reporting Operations Analysis and Management Reporting Operations Analysis and Management Reporting Operations Analysis and Management Reporting Operations Analysis and Management Reporting Operations Analysis and Management Reporting Operations Analysis and Management Reporting Operations Analysis and Management Reporting Operations Analysis and Management Reporting Operations Analysis and Management Reporting Treasury Treasury Treasury Treasury Treasury Treasury Treasury Treasury Treasury Treasury Treasury Treasury Treasury Treasury Treasury Treasury Treasury Treasury Treasury Treasury Treasury Treasury Treasury

OBM Level III

Manage Reporting Manage Reporting Manage Reporting Manage Reporting Manage Reporting Manage Reporting Manage Reporting Manage Reporting Manage Reporting Manage Reporting Manage Reporting Manage Reporting Manage Reporting

OBM Level IV
Not identified Not identified Not identified Not identified Not identified Not identified Not identified Not identified Not identified Not identified Not identified Not identified Not identified

Application
PA PA PA PA PA PA PA PA PA PA PA PA PA

OBM Row No.

Process

Category
Reporting Reporting Reporting Reporting Reporting Reporting Reporting Reporting Reporting Reporting Reporting Reporting Reporting

Process Analysis Questions

How long should it take to update a Projects reports distribution list? Who performs the tasks associated with updating a Projects reports distribution list? Is there any requirement for on-line (softcopy) distribution and/or remote location printing for Projects reports?

Type = Setup Metric Process Performance Response

Process Process

Revisit Y/N

FMMGTRERPT 28 FMMGTRERPT 28 FMMGTRERPT 28 FMMGTRERPT 28 FMMGTRERPT 28 FMMGTRERPT 28 FMMGTRERPT 28 FMMGTRERPT 28 FMMGTRERPT 28 FMMGTRERPT 28 FMMGTRERPT 28 FMMGTRERPT 28 FMMGTRERPT 28

Set UP, Process Process, Do the separate business units run their own Projects reports? Performance What type of printers do you run Projects reports (including checks, purchase orders etc.) on? Where are they located? Set Up, Performance Do you run Projects reports for different companies or cost centers? How often are project performance reports generated? Do you do commitment reporting? Please provide a sample commitment report. Are burdens separated out for reporting? Please provide samples of your major reports. How are reports distributed? Process Metric Set Up Set Up Set Up Set Up Process

2024 2025 2026 2027 2028 2029 2030 2031 2032 2033 2034 2035 2036 2037 2038 2039 2040 2041 2042 2043 2044 2045 2046 2047 2048 2049 2050 2051 2052 2053 2054 2055 2056 2057 2058 2059 2060 2061 2062 2063 2064 2065 2066 2067 2068 2069 2070 2071 2072 2073 2074

Financial Management Financial Management Financial Management Financial Management Financial Management Financial Management Financial Management Financial Management Financial Management Financial Management Financial Management Financial Management Financial Management Financial Management Financial Management Financial Management Financial Management Financial Management Financial Management Financial Management Financial Management Financial Management Financial Management Financial Management Financial Management Financial Management Financial Management Financial Management Financial Management Financial Management Financial Management Financial Management Financial Management Financial Management Financial Management Financial Management Financial Management Financial Management Financial Management Financial Management Financial Management Financial Management Financial Management Financial Management Financial Management Financial Management Financial Management Financial Management Financial Management Financial Management Financial Management

Not identified Not identified Not identified Not identified Not identified Not identified Not identified Not identified Not identified Not identified Not identified Not identified Not identified Not identified Not identified Not identified Not identified Not identified Not identified Not identified Not identified Not identified Not identified Not identified Not identified Not identified Not identified Not identified Manage Cash Manage Cash Manage Cash Manage Cash Manage Cash Manage Cash Manage Cash Manage Cash Manage Cash Manage Cash Manage Cash Manage Cash Manage Cash Manage Cash Manage Cash Manage Cash Manage Cash Manage Cash Manage Cash Manage Cash Manage Cash Manage Cash Manage Cash

Not identified Not identified Not identified Not identified Not identified Not identified Not identified Not identified Not identified Not identified Not identified Not identified Not identified Not identified Not identified Not identified Not identified Not identified Not identified Not identified Not identified Not identified Not identified Not identified Not identified Not identified Not identified Not identified Not identified Not identified Not identified Not identified Not identified Not identified Not identified Not identified Not identified Not identified Not identified Not identified Not identified Not identified Not identified Not identified Not identified Not identified Not identified Not identified Not identified Not identified Not identified

AP AP AP AP AP AP, GL, PA PA GL GL GL GL GL COST, INV GL, PA GL, PA GL, PA GL, PA GL, PA GL, PA PA, GL, HR PA, HR GL, PA GL, PA GL, PA GL, PA PA PA PA TR TR TR TR TR TR TR TR TR TR TR TR TR TR TR TR TR TR TR TR TR TR TR FMOPRTNANL 2 FMOPRTNANL 2 9 9 9 9 9 FMOPRTNANL 13 FMOPRTNANL 28 FMOPRTNANL 28 FMOPRTNANL 28 FMOPRTNANL 28 FMOPRTNANL 28 FMOPRTNANL 28 FMOPRTNANL 28 FMOPRTNANL 28 FMOPRTNANL 28 FMOPRTNANL 28 FMOPRTNANL 28 FMOPRTNANL 28 FMOPRTNANL 28 FMOPRTNANL 28 FMOPRTNANL 28

Reporting Reporting Reporting Reporting Reporting Other Other Maintenance Maintenance Other Other Other Grouping Performance Monitoring Performance Monitoring Performance Monitoring Performance Monitoring Performance Monitoring Performance Monitoring Performance Monitoring Performance Monitoring Performance Monitoring Performance Monitoring Performance Monitoring Performance Monitoring Performance Monitoring Performance Monitoring Project Tracking Reporting Reporting Reporting Reporting Reporting Reporting Reporting Reporting Reporting Relationships Relationships Relationships Cash Management Cash Management Cash Management Cash Management Cash Management Cash Management Cash Management Cash Management Cash Management Cash Management Cash Management

What reporting is done against contracts? Performance What reports do you currently generate to meet your Invoice and Disbursement reporting requirements? Provide samples, including frequency and distribution list. Setup, Process Are reports grouped for processing purposes? Are there any requirements that your current set of reports does not meet? Are AP processing statistics maintained and/or reviewed? Are there requirements for on-line distribution or remote location printing? Do you allocate or attribute overhead costs to projects? Explain the technique(s) to allocate or attribute overhead costs to projects (burdening rates, cost multipliers, etc.) that you use. How do you maintain your Financial Reporting data? How do you audit your Financial Reporting data? Which operations/processes do you want to streamline for Financial Reporting? Setup Setup Process Setup Process setup, Process Process Process Process

Which operations/processes do you want to eliminate for Financial Reporting? Process Are there any time-intensive Financial Reporting operations/processes that need to be addressed? Process How do you track cost on miscellaneous transactions? Do you monitor profitability/analysis by Project Type? Do you monitor profitability/analysis by Organization (cost center, division, region)? Do you monitor profitability/analysis by Business Line or Function Do you monitor profitability/analysis by Skill/Job? Do you monitor profitability/analysis by Revenue Category? Do you monitor profitability/analysis by Activity? Metric Process Process Process Process Process Process

Do you monitor profitability/analysis by Employee? Process Do you track Employee Utilization, i. e., billable versus non-billable, costs versus revenues? Process Do you use projects to track Overhead activities and/or Product Development efforts? Process Is "activity-based costing" an issue that is important to your company? Do you monitor profitability/analysis by Industry/Market Sector? Do you monitor profitability/analysis by Customer/Customer Type? How many projects do you plan to monitor? How many different project budget variables (total cost, labor hours, etc.) do you track when monitoring project performance? What type of customer contracts do you track? What are your treasury reporting requirements with respect to functional vs. foreign currencies? What types of reports does your current system provide to help you review and analyze your treasury activity? How often do you run these reports? What are your reporting requirements with respect to account analysis? Do the separate business units run their own reports? Is there any treasury reporting requirement that your current set of reports does not meet? What account codes and/or descriptions are required on treasury reports? What your audit requirements? What types of audit reports do you use? Process Process Process Metric Metric Performance Process Metric Metric Process Process Process Process Process Process

How many financial institutions does your company have relationships with? Metric What is your company's relationship management strategy? Are there processes currently used to manage these relationships? Process What are your major audit and control issues with managing your financial institution relationships? Process Explain your company's cash management process Process Is your company currently using any cash management tools? Which ones and how are they used? Process Who are the key players (besides the cash manager) involved in the cash management function and what are their responsibilities? Metric, Process What are the key issues in the current cash management environment? How do you monitor your cash position with actual or projected opening balances? How do make adjustments to reflect any bank errors? How is cash forecasted? How are bank statements reconciled? How are daily balances of funds reconciled? Do you have a documented Corporate Investment policy? Is in-house banking used in your company? Do you have documented processes/procedures? Process Process Process Process Process Process Process Process

85338164.xlsx

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RD.020 Business Process Questionnaire

OBM Level I
2075 2076 2077 2078 2079 2080 2081 2082 Financial Management Financial Management Financial Management Financial Management Financial Management Financial Management Financial Management Financial Management

OBM Level II
Treasury Treasury Treasury Treasury Treasury Treasury Treasury Treasury

OBM Level III

Manage Cash Manage Cash Manage Cash Manage Cash Manage Cash Manage Cash Manage Cash Manage Cash

OBM Level IV
Not identified Not identified Not identified Not identified Not identified Not identified Not identified Not identified

Application
TR TR TR TR TR TR TR TR

OBM Row No.

Process

Category
Cash Management Transactions Transactions Transactions Transactions Transactions Transactions Transactions

Process Analysis Questions

What treasury workstation are you currently using? What features of the treasury workstation do you use? Are you satisfied with its performance? What types of transaction can be initiated through your treasury workstation? What are the different types of foreign exchange transactions you currently have set up in your system? What are the different types of money market transactions used? What is the current accuracy of your treasury information? What are the types of internal data exchanged between the treasury area and other areas of the company? Will you use legacy systems to feed information to Treasury? Do you have security requirements on who can enter data for treasury functions? (e.g. by company? by cost center?) Who can enter data in different companies/cost centers? Do you have documentation on your current system's security requirements? Do you use templates for repetitive tasks? How are adjustments to closed periods handled? How often do you post to the General Ledger? Do you post summary or detail information? What processes are set up to ensure compliance with standards and regulations from FASB and SEC? Are you satisfied with the accuracy of your short term cash forecasting? Can you generate cash forecasts for specific projects? With your current system, can you analyze the liquidity of a project by forecasting expected cashflows from various source types? Can you generate a forecast for a project in any currency? Can you produce a forecast of expected cashflows based on sales opportunities? With your current system, can you produce a forecast of expected cashflows from foreign exchange, money market, and exposure transactions? Are you satisfied with the quality of your cash forecasts? What are the major steps involved in your forecasting process? What is your criteria for selecting a forecasting method? How do you validate your forecasts? With your current system, can you define reusable templates to easily generate cash forecasts? How are bank statements reconciled with your current system? Is there a need to automate your bank account reconciliation process? Do you have documentation of your bank statement reconciliation process?

Type = Setup Metric Process Performance Response

Process Process Process Process Process Process Process Process

Revisit Y/N

2083 2084 2085 2086 2087 2088 2089 2090 2091 2092 2093

Financial Management Financial Management Financial Management Financial Management Financial Management Financial Management Financial Management Financial Management Financial Management Financial Management Financial Management

Treasury Treasury Treasury Treasury Treasury Treasury Treasury Treasury Treasury Treasury Treasury

Manage Cash Manage Cash Manage Cash Manage Cash Manage Cash Manage Cash Manage Cash Manage Cash Manage Cash Manage Cash Manage Cash

Not identified Not identified Not identified Not identified Not identified Not identified Not identified Not identified Not identified Not identified Not identified

TR TR GL, TR GL, TR GL, TR TR CM CM CM CM CM

Transactions Transactions Postings Postings Postings Relationships Forecasting Forecasting Forecasting Forecasting Forecasting

Process Process Process Process Process Process Process Process Process Process Process

2094 2095 2096 2097 2098 2099 2100 2101 2102

Financial Management Financial Management Financial Management Financial Management Financial Management Financial Management Financial Management Financial Management Financial Management

Treasury Treasury Treasury Treasury Treasury Treasury Treasury Treasury Treasury

Manage Cash Manage Cash Manage Cash Manage Cash Manage Cash Manage Cash Manage Cash Manage Cash Manage Cash

Not identified Not identified Not identified Not identified Not identified Not identified Not identified Not identified Not identified

CM CM CM CM CM CM CM CM CM

Forecasting Forecasting Forecasting Forecasting Forecasting Forecasting Reconciliation Reconciliation Reconciliation

Process Process Process Process Process Process Process Process Process

2103 2104 2105 2106 2107 2108 2109 2110 2111 2112 2113 2114 2115 2116 2117 2118 2119 2120 2121 2122 2123 2124 2125 2126

Financial Management Financial Management Financial Management Financial Management Financial Management Financial Management Financial Management Financial Management Financial Management Financial Management Financial Management Financial Management Financial Management Financial Management Financial Management Financial Management Financial Management Financial Management Financial Management Financial Management Financial Management Financial Management Financial Management Financial Management

Treasury Treasury Treasury Treasury Treasury Treasury Treasury Treasury Treasury Treasury Treasury Treasury Treasury Treasury Treasury Treasury Treasury Treasury Treasury Treasury Treasury Treasury Treasury Treasury

Manage Cash Manage Cash Manage Cash Manage Cash Manage Cash Manage Cash Manage Cash Manage Cash Manage Cash Manage Cash Manage Cash Manage Cash Manage Cash Manage Cash Manage Cash Manage Cash Manage Cash Manage Cash Manage Cash Manage Cash Manage Cash Manage Cash Manage Cash Manage Cash

Not identified Not identified Not identified Not identified Not identified Not identified Not identified Not identified Not identified Not identified Not identified Not identified Not identified Not identified Not identified Not identified Not identified Not identified Not identified Not identified Not identified Not identified Not identified Not identified

CM CM CM CM CM CM CM CM CM CM CM CM CM CM CM CM CM CM CM CM CM CM CM CM

Reconciliation Reconciliation Reconciliation Reconciliation Operations Operations Operations Operations Operations Operations Operations Operations Operations Operations Operations Operations Operations Operations Operations Operations Operations Operations Operations Operations

Does your current system integrate with your payroll system to automatically or manually reconcile bank statements to payroll payments? Process Are bank accounts reconciled and independently reviewed on a regular basis?Process How are voided and reversed transactions reconciled? Process How do reconcile your general ledger cash account to your bank statement balance? Process Do you have documentation of your cash management process? Process Please explain any initiatives to automate cash management. Process What are your major objectives for cash management? Process Are you currently using cash management tools? Which ones? Are you satisfied with their performance? Process What is the relationship between your company's operating cycle and your cash flow timeline? Process What are your corporate financial decisions that are greatly impacted by cash management? Process Who are the key players (besides the cash manager) involved in the finance function? Process What are your cash management functions and responsibilities? Process What is your cash conversion cycle? Process What methods do you use to report cash balances? Process What are the typical tasks your cash manager performs on a daily basis? Process What are the types of internal data exchanged between the cash management area and other areas of the company? Process, Setup What are the sources of current-day information for the cash manager? How are excess cash balances handled? How easy is it to identify your foreign currency exposure? Could you view your current cash position at any time? Does management stress the importance of internal control and compliance with procedures? Does a cash management operations policy manual exist? Is it current? Is it adequate for the purposes of policy control? Is the cash projection integrated in the overall business plan? Process Process Process Process Process Process Process Process

2127 2128 2129 2130 2131 2132 2133 2134 2135 2136 2137 2138 2139 2140 2141 2142 2143 2144 2145 2146

Financial Management Financial Management Financial Management Financial Management Financial Management Financial Management Financial Management Financial Management Financial Management Financial Management Financial Management Financial Management Financial Management Financial Management Financial Management Financial Management Financial Management Financial Management Financial Management Financial Management

Treasury Treasury Treasury Treasury Treasury Treasury Treasury Treasury Treasury Treasury Treasury Treasury Treasury Treasury Treasury Treasury Treasury Treasury Treasury Treasury

Manage Cash Manage Cash Manage Cash Manage Cash Manage Cash Manage Cash Manage Cash Manage Cash Manage Cash Manage Cash Manage Cash Manage Cash Manage Cash Manage Cash Manage Cash Manage Cash Manage Cash Manage Cash Manage Cash Manage Cash

Not identified Not identified Not identified Not identified Not identified Not identified Not identified Not identified Not identified Not identified Not identified Not identified Not identified Not identified Not identified Not identified Not identified Not identified Not identified Not identified

CM CM CM CM CM CM CM CM CM CM CM CM CM, GL CM, GL CM, GL CM, GL CM, GL CM, GL CM, GL CM

Operations Operations Operations Operations Operations Operations Operations Operations Operations Operations Operations Operations Accounting Periods Accounting Periods Accounting Periods Accounting Periods Accounting Periods Accounting Periods Accounting Periods Reporting

Does your current system allow you to integrate with external systems giving you timely access to global cash information via the corporate intranet? Process Do you have a documented cash investment policy which has been reviewed and approved by management? Process Which operations/processes do you want to streamline for cash management? Process Which operations/processes do you want to eliminate for cash management? Are there any time-intensive cash management operations/processes that need to be addressed? Is electronic payments authorization utilized with your current system? If so, do you have documentation of this process? How many bank relationships do you currently have? Do you have a process for managing these relationship? If so, is it documented? Is in-house banking currently being used in your current system? Do you have a process for managing in-house banking? If so, is it documented? Does the company needlessly keep too many bank accounts? Does the company's bank negotiating position suffer from poor banking relationships? How do you close an accounting period for cash management? Is the schedule to close an accounting period for cash management documented? How long does it take to close an accounting period for cash management? How are adjustments to close periods for cash management handled? How do you open an accounting period for cash management? Is the schedule to open an accounting period for cash management documented? Who performs the tasks associated with opening or closing an accounting period for cash management? What are your cash management reporting requirements with respect to functional vs. foreign currencies? Process Process Process Process Process Process Process Process Process Process Process Process Process Process Process Process Process

85338164.xlsx

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RD.020 Business Process Questionnaire

OBM Level I

OBM Level II

OBM Level III

OBM Level IV

Application

OBM Row No.

Process

Category

Process Analysis Questions

Type = Setup Metric Process Performance Response

Revisit Y/N

2147 2148 2149 2150 2151 2152 2153 2154 2155 2156 2157 2158 2159 2160 2161 2162 2163 2164

Financial Management Financial Management Financial Management Financial Management Financial Management Financial Management Financial Management Financial Management Financial Management Financial Management Financial Management Financial Management Financial Management Financial Management Financial Management Financial Management Financial Management Financial Management

Treasury Treasury Treasury Treasury Treasury Treasury Treasury Treasury Treasury Treasury Treasury Treasury Treasury Treasury Treasury Treasury Treasury Treasury

Manage Cash Manage Cash Manage Cash Manage Cash Manage Cash Manage Cash Manage Cash Manage Cash Manage Cash Manage Cash Manage Currency & Interest Risk Manage Currency & Interest Risk Manage Currency & Interest Risk Manage Currency & Interest Risk Manage Currency & Interest Risk Manage Currency & Interest Risk Manage Currency & Interest Risk Manage Currency & Interest Risk

Not identified Not identified Not identified Not identified Not identified Not identified Not identified Not identified Not identified Not identified Not identified Not identified Not identified Not identified Not identified Not identified Not identified Not identified

CM CM CM CM CM CM CM CM CM CM GL, TR GL, TR GL, TR GL, TR GL, TR TR TR TR

Reporting Reporting Reporting Reporting Reporting Reporting Performance Performance Security Security Currency Currency Currency Currency Currency Currency Currency Currency

What are your cash management reporting requirements with respect to summary or detail formats? Obtain report listing. What reports do you currently generate to meet you cash management reporting requirements? Process Provide examples of each. Include source (could be manual), user, frequency, number of copies. Process Is there any cash management reporting requirement that your current set of reports does not meet? Process Are your cash management reports standard across different divisions/subsidiaries? Process Do the separate business units run their own cash management reports? Do you do multi-bank reporting? Do you use financial ratios? What business performance statistics do you monitor for cash management? Do you have documentation on your current system security requirements for cash management? Do you have security requirements on who can enter data for cash management? Do you use multiple currencies in your business? How many currencies do you use and what are they? What is your policy on changing currency rates? What is the primary currency you use? Do you enter data in multiple currencies? Do you do translations monthly into foreign currencies? Do you perform re-valuation of assets and liabilities on a regular basis? When? Do you perform consolidation between various businesses that use different currencies? Do you perform special reviews or audits for foreign currency accounts? Provide examples of each. Include source (could be manual), user, frequency, number of copies. Explain your risk management process. Do you have a documented Risk Management policy? Which of the company's business operations can be re-engineered to reduce FX (Foreign Exchange) risks? Are the company's risk management procedures adequate and consistent worldwide? Are existing systems and reporting procedures adequate for the company's current level of FX (FOREIGN EXCHANGE) risk and exposures? Is FX (FOREIGN EXCHANGE) Trading and Risk Management centralized? What are the hedging objectives of the company? What are your current hedging practices? How do you manage forecast errors? What performance benchmarks are used to measure hedging effectiveness? How do you manage your exposures positions (i.e.. interest rate and foreign exchange exposures)? Is there a process used between operating units for reporting exposures and hedging them? Do you have a documented FX (FOREIGN EXCHANGE) policy? Do you use negotiable instruments? (If yes, please elaborate on the instruments used) Do you use derivatives? (If yes, please elaborate on the instruments used) What is your limits policy? Which operations/processes do you want to eliminate in your treasury operations? Are there any time-intensive treasury operations/processes that need to be addressed? Do you have documentation of your treasury processes? Explain how your cost centers or departments are organized? What business performance statistics do you monitor in your treasury operations? Define your accounting period types and accounting calendar types? What are the legal entities for your company? How many deal types and product types do you use? Please explain the nature of each. How many exposure types are used? What are they? What type of industry are you in? What products and services do you provide? Number of employees? Describe/share your Corporate/Organizational Vision Statement. Describe/share your Departmental/Divisional mission Statement. Which of these business areas and/or operations are highest priority? Which of these business areas and/or operations are medium priority? Do all the cost centers have assets? Process Process Process Process Process Process Setup Setup Process Setup Process Process Process Process

1 1 1 1 1 1 1 1

2165 2166 2167 2168

Financial Management Financial Management Financial Management Financial Management

Treasury Treasury Treasury Treasury

Manage Currency & Interest Risk Manage Currency & Interest Risk Manage Currency & Interest Risk Manage Currency & Interest Risk

Not identified Not identified Not identified Not identified

TR TR TR TR

Currency Risk Management Risk Management Risk Management

Process Process Process Process

2169 2170 2171 2172 2173 2174 2175 2176 2177 2178 2179 2180 2181 2182 2183 2184 2185 2186 2187 2188 2189 2190 2191 2192 2193 2194 2195 2196 2197 2198 2199 2200 2201 2202 2203 2204 2205 2206 2207 2208 2209 2210 2211

Financial Management Financial Management Financial Management Financial Management Financial Management Financial Management Financial Management Financial Management Financial Management Financial Management Financial Management Financial Management Financial Management Financial Management Financial Management Financial Management Financial Management Financial Management Financial Management Financial Management General General General General General General General General General General General General General General General General General General General General General General General

Treasury Treasury Treasury Treasury Treasury Treasury Treasury Treasury Treasury Treasury Treasury Treasury Treasury Treasury Treasury Treasury Treasury Treasury Treasury Treasury Not identified Not identified Not identified Not identified Not identified Not identified Not identified Not identified Not identified Not identified Not identified Not identified Not identified Not identified Not identified not identified not identified not identified not identified not identified not identified not identified not identified

Manage Currency & Interest Risk Manage Currency & Interest Risk Manage Currency & Interest Risk Manage Currency & Interest Risk Manage Currency & Interest Risk Manage Currency & Interest Risk Manage Currency & Interest Risk Manage Currency & Interest Risk Manage Currency & Interest Risk Manage Currency & Interest Risk Manage Currency & Interest Risk Not identified Not identified Not identified Not identified Not identified Not identified Not identified Not identified Not identified Not identified Not identified Not identified Not identified Not identified Not identified Not identified Not identified Not identified Not identified Not identified Not identified Not identified Not identified Not identified not identified not identified not identified not identified not identified not identified not identified not identified

Not identified Not identified Not identified Not identified Not identified Not identified Not identified Not identified Not identified Not identified Not identified Not identified Not identified Not identified Not identified Not identified Not identified Not identified Not identified Not identified Not identified Not identified Not identified Not identified Not identified Not identified Not identified Not identified Not identified Not identified Not identified Not identified Not identified Not identified Not identified not identified not identified not identified not identified not identified not identified not identified not identified

TR TR TR TR TR TR TR TR TR TR TR TR TR TR TR TR GL, TR GL, TR TR TR Not module specific Not module specific Not module specific Not module specific Not module specific Not module specific Not module specific Not module specific Not module specific Not module specific Not module specific Not module specific Not module specific Not module specific Not module specific Not module specific Not module specific Not module specific Not module specific Not module specific Not module specific Not module specific Not module specific 1 1 1 1 1 1 1 1 1 1 1 1 1 1 1 1 1 1 1 1 1 1 1

Risk Management Risk Management Risk Management Risk Management Risk Management Risk Management Risk Management Risk Management Risk Management Risk Management Risk Management Operations Operations Operations Operations Operations Setup Setup Setup Setup Business Business Business Business Business Business Business Business Business Business Business Business Business Business Business Business Business Business Business Business Business Business Business

Process Process Process Process Metric, Process Process Process Process Process Process Process Process Process Process Process Process Setup Setup Setup Setup, Metric Process Process Metric Process Process Process Process Process

What is your organizational structure? Process How many sites are these companies located? What are these sites? Where are these sites located ? Metric,Process Do all the locations have the same chart of accounts? Do all the locations have the same calendar? Setup Setup

Do all the locations have the same functional currency? If not what are they? Setup Do you have more than one legal entity within the same set of Books Setup

Are there any processes that should be changed, streamlined or eliminated? Process What business areas and/or operations are targeted for improvement? Which of these business areas and/or operations are low priority? Can you provide a systems flow diagram of connectivity between your core business applications? How many businesses are in your company? What is the structure or relationships of these businesses? Do all the businesses have assets? Do all the cost centers have assets? What is your accounting calendar? Process Process Process Metric Process Process Process Process, Setup

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RD.020 Business Process Questionnaire

OBM Level I
2212 2213 2214 2215 2216 2217 2218 2219 2220 2221 2222 General General General General General General General General General General General

OBM Level II
not identified not identified not identified not identified not identified Not identified Not identified Not identified Not identified Not identified Not identified

OBM Level III

not identified not identified not identified not identified not identified Not identified Not identified Not identified Not identified Not identified Not identified

OBM Level IV
Not identified Not identified Not identified Not identified Not identified Not identified Not identified Not identified Not identified Not identified Not identified

Application
Not module specific Not module specific Not module specific Not module specific ALL Not module specific Not module specific Not module specific Not module specific Not module specific Not module specific

OBM Row No.

Process
1 1 1 1 14

Category
Business Business Business Reporting Period Close Business Business Business Business Business Business

Process Analysis Questions

Which business functions are performed centrally, which business functions are decentralized ? What information is shared across different businesses? Do you use more than one Set of Books? If so what are they? What across business reporting is currently performed? How do you close an accounting period for Quality Management? What is your company's short term and long term strategy? Is there an electronic commerce strategy for your company? What are the major electronic commerce projects in your company? How the electronic commerce projects changed your companies business model? What are the forces fueling the electronic commerce projects in your company? How have you changed customer side, supplier side and inside your organization with electronic commerce?

Type = Setup Metric Process Performance Response

Process Metric, Process Setup, process Setup Process Business Business Business Business Business Business

Revisit Y/N

2223 2224 2225 2226 2227 2228 2229 2230 2231 2232 2233 2234 2235 2236 2237 2238 2239 2240 2241 2242 2243 2244 2245 2246 2247 2248 2249 2250 2251 2252 2253 2254 2255 2256 2257 2258 2259 2260 2261 2262 2263 2264 2265 2266 2267 2268 2269 2270

General General General General General General General General General General General General General General General General General General General General General General General General General General General General General General General General General General General General General General General General General General General General General General General General

Not identified Not identified Not identified Not identified Not identified Not identified Not identified Not identified Not identified Not identified Not identified Not identified Not identified Not identified Not identified Not identified Not identified Not identified Not identified Not identified Not identified Not identified Not identified Not identified Not identified Not identified Not identified Not identified Not identified Not identified Not identified Not identified Not identified Not identified Not identified Not identified Not identified Not identified Not identified Not identified Not identified Not identified Not identified Not identified Not identified Not identified Not identified Not identified

Not identified Not identified Not identified Not identified Not identified Not identified Not identified Not identified Not identified Not identified Not identified Not identified Not identified Not identified Not identified Not identified Not identified Not identified Not identified Not identified Not identified Not identified Not identified Not identified Not identified Not identified Not identified Not identified Not identified Not identified Not identified Not identified Not identified Not identified Not identified Not identified Not identified Not identified Not identified Not identified Not identified Not identified Not identified Not identified Not identified Not identified Not identified Not identified

Not identified Not identified Not identified Not identified Not identified Not identified Not identified Not identified Not identified Not identified Not identified Not identified Not identified Not identified Not identified Not identified Not identified Not identified Not identified Not identified Not identified Not identified Not identified Not identified Not identified Not identified Not identified Not identified Not identified Not identified Not identified Not identified Not identified Not identified Not identified Not identified Not identified Not identified Not identified Not identified Not identified Not identified Not identified Not identified Not identified Not identified Not identified Not identified

Not module specific Not module specific Not module specific Not module specific Not module specific Not module specific Not module specific Not module specific Not module specific Not module specific Not module specific Not module specific Not module specific Not module specific Not module specific Not module specific Not module specific Not module specific Not module specific Not module specific Not module specific Not module specific Not module specific Not module specific Not module specific Not module specific Not module specific Not module specific Not module specific Not module specific Not module specific Not module specific Not module specific Not module specific Not module specific Not module specific Not module specific Not module specific Not module specific Not module specific Not module specific Not module specific Not module specific Not module specific Not module specific Not module specific Not module specific Not module specific

Business Business Business Business Business Business Business Business Business Business Business Business Business Business Business Business Business Business Business Business Business Business Business Business Business Business Business Business Business Business Business Business Business Business Business Business Business Business Business Business Business Business Business Business Business Business Business Business

Are most of your electronic commerce projects, systems and business models on the business-to-business segment or the business-to-consumer segment? Business How do you support managerial decision making with electronic commerce? If you have an EDI system what business documents do you use? For example, Invoice, PO, ASN(Advance Ship Notice) What ratio of your business documents EDI? What is your current application architecture? What is your current technical architecture? What is your main information architecture? How do you manage demand creation, processing responses and target qualified prospects? How do you design, manage sales territories? Is the loop between sales, customer service and the customer is closed in your company? How do you develop incentive compensation solutions for various selling channels? How do you merge, clean and maintain mailing lists? How do you track and forward sales leads? Can your managers track market activity through pipeline versus forecast reporting? How do your sales people plan and report sales calls, report of expenses? What are the product items will you be selling from your Internet Store? Are all product item attributes defined? Are all product items priced? How product items will be loaded into the Internet Store? What are the implications of objects contained within other objects versus objects being loosely related to other objects? Do you need different account categories then the defaults "ACCOUNT" & "WALKIN"? Do you use different price categories for your customers in your business? Do you use different currencies for your price categories? Do you use different price types such as "Regular" and "SALE" in your business? What types of media content do you use for your products to sell? For example, Video, Audio, Picture Do you integrate your internet store sales to customer service operations? How do you share customer account information with your internet store sales? How do you process orders taken from your internet store with your ERP Order Entry module? How do you provide ATP ( Available-to-Promise) information for your Internet Store sales? Do you provide multiple payment services for your customers to choose from at your Internet Store? Do you sell downloadable soft goods at your internet store? How do you create context sensitive advertisement in your business? How do you manage shipping and handling your orders in your business? How do you secure transactions with your customers on the Internet? How do you manage customer accounts? For example, registration, maintenance and approval. How do you process customer orders? Manually or automatically? What constraints (time, data, etc.) you have on processing orders? How do you handle returns? How do you handle product availability? How do you handle exceptions for certain customers? Does your business drop-ship items? Does your business involve configurable items? How do you price configurable items? What about product substitutes, links, and recommendations? Do you do business with government? For example, government contracts? What self-service inquiries you allow customers to view (order status, invoices, payments, etc.) How do you record customer habits and preferences? How do you create personal views? Process Process Process Process Process Setup Setup Setup Setup Setup Setup Setup Setup Setup Setup Integration Integration Integration Integration Integration Integration Marketing Integration Security Process Process Process Process Process Process Process Process Business Business Business Architecture Architecture Architecture Business Business Business Business Business Business Business

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RD.020 Business Process Questionnaire

OBM Level I
2271 2272 2273 2274 2275 2276 2277 2278 2279 2280 2281 2282 2283 2284 2285 2286 2287 2288 2289 2290 2291 2292 2293 2294 2295 2296 2297 2298 2299 2300 2301 2302 2303 2304 2305 2306 2307 2308 2309 2310 2311 2312 2313 2314 2315 2316 2317 2318 2319 2320 2321 2322 2323 2324 2325 2326 2327 2328 2329 General General General General General General General General General General General General General General General General General General General General General General General General General General General General General General General General General General General General General General General General General General General General General General General General General General General General General General General General General General General

OBM Level II
Not identified Not identified Not identified Not identified Not identified Not identified Not identified Not identified Not identified Not identified Not identified Not identified Not identified Not identified Not identified Not identified Not identified Not identified Not identified Not identified Not identified Not identified Not identified Not identified Not identified Not identified Not identified Not identified Not identified Not identified Not identified Not identified Not identified Not identified Not identified Not identified Not identified Not identified Not identified Not identified Not identified Not identified Not identified Not identified Not identified Not identified Not identified Not identified Not identified Not identified Not identified Not identified Not identified Not identified Not identified Not identified Not identified Not identified Not identified

OBM Level III

Not identified Not identified Not identified Not identified Not identified Not identified Not identified Not identified Not identified Not identified Not identified Not identified Not identified Not identified Not identified Not identified Not identified Not identified Not identified Not identified Not identified Not identified Not identified Not identified Not identified Not identified Not identified Not identified Not identified Not identified Not identified Not identified Not identified Not identified Not identified Not identified Not identified Not identified Not identified Not identified Not identified Not identified Not identified Not identified Not identified Not identified Not identified Not identified Not identified Not identified Not identified Not identified Not identified Not identified Not identified Not identified Not identified Not identified Not identified

OBM Level IV
Not identified Not identified Not identified Not identified Not identified Not identified Not identified Not identified Not identified Not identified Not identified Not identified Not identified Not identified Not identified Not identified Not identified Not identified Not identified Not identified Not identified Not identified Not identified Not identified Not identified Not identified Not identified Not identified Not identified Not identified Not identified Not identified Not identified Not identified Not identified Not identified Not identified Not identified Not identified Not identified Not identified Not identified Not identified Not identified Not identified Not identified Not identified Not identified Not identified Not identified Not identified Not identified Not identified Not identified Not identified Not identified Not identified Not identified Not identified

Application
Not module specific Not module specific Not module specific Not module specific Not module specific Not module specific Not module specific Not module specific Not module specific Not module specific Not module specific Not module specific Not module specific Not module specific Not module specific Not module specific Not module specific Not module specific Not module specific Not module specific Not module specific Not module specific Not module specific Not module specific Not module specific Not module specific Not module specific Not module specific Not module specific Not module specific Not module specific Not module specific Not module specific Not module specific Not module specific Not module specific Not module specific Not module specific Not module specific Not module specific Not module specific Not module specific Not module specific Not module specific Not module specific Not module specific Not module specific Not module specific Not module specific Not module specific Not module specific Not module specific Not module specific Not module specific Not module specific Not module specific Not module specific Not module specific Not module specific

OBM Row No.

Process

Category
Business Business Business Business Business Business Business Business Business Business Business Business Business Business Business Business Business Business Business Business Business Business Business Business Business Business Business Business Business Business Business Business Business Business Business Business Business Business Business Business Business Business Business Business Business Business Business Business Business Business Business Business Business Business Business Business Business Business Business

Process Analysis Questions

How do you handle order and line cancellations? Do you create items sold through Internet Store in the ERP Applications? Do you use coupons in your Internet Store? Do you need to migrate price lists that has attributes from your ERP to applications to your Internet Store? Do you need to update customer name and number, e-mail information captured in your Internet Store? What types of operations do your customers perform on the web when they buy goods? How do you let your customers view items and categories they buy on the web? Do you allow your customers to download data from your web site? If so in what formats? How do you handle payments in your business? What are the protocols you use in your business for electronic payments for credit cards? What is your electronic payment system model is? For example, Host based or Terminal Based? What is your transaction volume for credit card payments, credits, voids, etc. per day? How volatile is this volume? Who initiates the payment process for authorization and settlement in your business? Customer or Merchant? Do you use multiple languages in your electronic commerce systems? How do you interact with your merchants related to payments in your business? Are your electronic commerce applications entirely integrated with your electronic payment systems in your business? How do you have handle recurring authorizations in your business? How do you handle installment payments in your business? How do you handle split shipments in your business? Are all your electronic payment systems installed on the same machine? Are all your electronic payment systems running behind the firewall in your business? How does iPayment communicates with other payment systems in your business? Do you use secure ICX to encrypt the information communicated between iPayment and other payment systems?

Type = Setup Metric Process Performance Response

Process Process Process Process Process Process Process Process Process Process Process Process Architecture Security Architecture Architecture Process Setup Reports Architecture Integration Setup Setup Setup

Revisit Y/N

Do you use wallets and digital certificates in your internet payment systems? Security Architecture, How do you handle Return/Credits in your internet payment systems? Security Architecture, Do you restrict Return/Credits to certain IP addresses? Security Do you restrict operations to each merchant? For example, Invoice, Payment, Architecture, etc. Security Which payment system does the iPayment will interface to? For example, Architecture, CyberCash, VeriFone, etc. Security Architecture, Is Your Commerce Application an Oracle Application Server Cartridge? Security Architecture, What are your business rules for internet payment? Security Architecture, How do you handle errors in your internet payment system? Security Architecture, Do you use Internet Computing Architecture in your business? Security Do you have a distributed or central architecture for your internet payment Architecture, system? Security How do you bill your clients? How long is the time between when a bill is available and it reaches the customer in your business? How long is your payment processing cycle? How do you resolve disputes in billing? What is your model of bill presentment and payment? For example, direct or consolidated? Do you prefer full control over client's bill payment process or make the bill payment process more convenient for your clients? Process Architecture Architecture, Security

Process Process

Do you use thin or thick consolidation? Process Do you use cross selling and up selling in your bill presentment and payment process? Process Do you allow your customers to use autopayment? Do you prefer your customers have flexibility in how they view the presented bill? Process Process

Accepts bill data in a specified format, either custom or OFX. Process How do you perform verifications and error checking for bill presentment and payment? Process How do you perform new bill notifications in your business?. Do you perform batch processing of data for bill presentment and payment? How do you audit bill presentment and payment transactions? How do your customers view status information related to their bills and payments? How do you handle bill and payment disputes? Do you allow your customers to use installment payments? Process Process Process Process Process Process

How do you present static or dynamic information related to a customers' bill? Process How do you load data into your bill payment system? How do you process payments? How do you audit activities? How do you notify your customers for bill and payment status? What are the notification types? How do you create, maintain and update customer profiles? Process Process Process Process Process Process

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RD.020 Business Process Questionnaire

OBM Level I
2330 2331 2332 2333 2334 2335 2336 2337 2338 2339 2340 2341 2342 2343 General General General General General General General General General General General General General General

OBM Level II
Not identified Not identified Not identified Not identified Not identified Not identified Not identified Not identified Not identified Not identified Not identified Not identified Not identified Not identified

OBM Level III

Not identified Not identified Not identified Not identified Not identified Not identified Not identified Not identified Not identified Not identified Not identified Not identified Not identified Not identified

OBM Level IV
Not identified Not identified Not identified Not identified Not identified Not identified Not identified Not identified Not identified Not identified Not identified Not identified Not identified Not identified

Application
Not module specific Not module specific Not module specific Not module specific Not module specific Not module specific Not module specific Not module specific Not module specific Not module specific Not module specific Not module specific Not module specific Not module specific

OBM Row No.

Process

Category
Business Business Business Business Business Business Business Business Business Business Business Business Business Operations

Process Analysis Questions

How do you export bill data? What type of payment methods do you accept? What type of payment systems do you use? What are the lead times for payment clearance? How do you handle holidays in your payment process? Do you allow multiple payment methods and instruments? How do you register your customers for bill payment process?

Type = Setup Metric Process Performance Response

Process Process Process Process Process Process Process

Revisit Y/N

How do you handle biller groups? Process Do you allow your customers to have a personal web experience for their bill payment process? Process How do you process exceptions? How do you analyze payment performance and bill status in your business? What industry are you in? What are the primary business functions of your company? What challenges are you trying to overcome? What is the primary business driver (increase market share, increase efficiency, cut operating costs, improve customer service, or other) What is the primary business function of the call center (list all if more than one)? Describe the call center operation including number of agents, shifts, and hours. Process Process Setup Setup Performance

2344 2345 2346 2347 2348 2349 2350 2351 2352 2353 2354 2355 2356 2357 2358 2359

General General General General General General General General General General General General General General General General

Not identified Not identified Not identified Not identified Not identified Not identified Not identified Not identified Not identified Not identified Not identified Not identified Not identified Not identified Not identified Not identified

Not identified Not identified Not identified Not identified Not identified Not identified Not identified Not identified Not identified Not identified Not identified Not identified Not identified Not identified Not identified Not identified

Not identified Not identified Not identified Not identified Not identified Not identified Not identified Not identified Not identified Not identified Not identified Not identified Not identified Not identified Not identified Not identified

Not module specific Not module specific Not module specific Not module specific Call Center Intelligence Oracle Call Blending Not module specific Not module specific Not module specific Not module specific Not module specific Mobile Sales Mobile Field Service MS + MFS MS + MFS MS + MFS Agent and Admin workstations.

Business Business Operations Operations Operations Systems Operations Operations Operations Systems Systems

Performance Setup Setup

Describe the outbound call flow(s). Process Provide the actual Average Talk Time statistics for each call type and the goals. Metric For outbound dialing, provide call blending vendor and version (if applicable) or plans to implement. Setup How many campaigns are run concurrently? How frequently are new campaigns introduced? How long do campaigns typically run? Can inbound campaigns be identified by DNIS? What database platform are you using or planning to use? How many Field Sales Reps are there How many Field Service Engineers are there Are the mobile users computer literate What telecoms / networking technology is planned for use with the mobile users Do mobile users have to be updated in real time, if not how will replication be handled Setup Setup Process Setup Setup Metric Metric Setup Setup Performance

2360

General

Not identified

Not identified

Not identified

Systems

2361 2362 2363

General General General

Not identified Not identified Not identified

Not identified Not identified Not identified

Not identified Not identified Not identified

PBX Not module specific Not module specific

Operations ecommerce Systems

Agent and Administrator workstation host files will need an entry for the OTM server unless the workstation has access to the server portion of the network. Setup As a contingency, OTM route points must have a default route that will occur if the automated routing is down. Define the default and the elapsed time before it executes. Setup Based on your previous experience , what will be the load on the website Architecture Can inbound campaigns be identified by DNIS and how many unique DNIS do you have? Setup Define any feedback requirements from the interaction center to other systems and if necessary, is it by campaign, by customer, or some other Process element? Define any service level differentiators among customers from highest to lowest. Process Define the agent skill categories and specific skills that are in use or you would like to use for call routing decisions. Process Define the requirements for call and data transfer among agents. Describe any CTI middleware that is in place including vendor, version, hardware, and application. Process Setup

2364 2365 2366 2367 2368 2369 2370 2371 2372

General General General General General General General General General

Not identified Not identified Not identified Not identified Not identified Not identified Not identified Not identified Not identified

Not identified Not identified Not identified Not identified Not identified Not identified Not identified Not identified Not identified

Not identified Not identified Not identified Not identified Not identified Not identified Not identified Not identified Not identified

Not module specific OTM OTM Business Application, OTM OTM, Connectors Not module specific eMail Center Not module specific Not module specific Interaction Center Intelligence OTM, IVR Integrator

Systems & Operations Operations Operations Operations Systems Systems Business Systems Systems & Operations

Describe any current interaction center automation you may have. Setup Describe any current or planned acceptance of eMail as part of the interaction center operation. Process Describe any existing ERP and CRM applications that are in place and existing/planned integration points. Setup Describe current or planned integration between the interaction center and the Intra/Internet. Setup

2373 2374

General General

Not identified Not identified

Not identified Not identified

Not identified Not identified

Reporting Operations

Describe existing reporting output used to manage the interaction center(s). Describe IVR call flows and data integration (if applicable) or plans if not currently implemented. Describe scripting that is being used or your plans to implement scripting including the number of panels and branching logic for each unique script. Describe skill based routing that is being used. Describe the business requirements for automating fulfillment as part of the business processes. Describe the call routing flows you currently use and/or would like to implement. Describe the call volume, patterns, and direction (inbound/outbound). Describe the existing desktop infrastructure including applications, hardware specifications, and business functions. Describe the existing network infrastructure including type of network, configuration, protocols, and speed. Describe the existing server infrastructure.

Performance Process

2375 2376 2377 2378 2379 2380 2381 2382

General General General General General General General General

Not identified Not identified Not identified Not identified Not identified Not identified Not identified Not identified

Not identified Not identified Not identified Not identified Not identified Not identified Not identified Not identified

Not identified Not identified Not identified Not identified Not identified Not identified Not identified Not identified

Scripting OTM 1-to-1 Fulfillment, Workflow OTM Not module specific Not module specific Not module specific Not module specific

Operations Operations Business Operations Operations Systems Systems Systems

Process Process Process Process Setup Setup Setup Setup

2383 2384 2385 2386

General General General General

Not identified Not identified Not identified Not identified

Not identified Not identified Not identified Not identified

Not identified Not identified Not identified Not identified

Not module specific Not module specific Not module specific MS + MFS

Systems Operations Operations Business

Describe the existing system(s) that will require integration with the interaction center automation. Include platform, application, and vendor. Setup Describe the inbound call flow(s). Process Describe the interaction center operation including number of agents, shifts, and hours. Setup Do mobile users have to be updated in real time, if not how will replication be handled Performance

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RD.020 Business Process Questionnaire

OBM Level I
2387 2388 2389 2390 General General General General

OBM Level II
Not identified Not identified Not identified Not identified

OBM Level III

Not identified Not identified Not identified Not identified

OBM Level IV
Not identified Not identified Not identified Not identified

Application
Not module specific Not module specific Not module specific Not module specific 1-to-1 Fulfillment, eMail Center, Marketing On-Line Not module specific Campaign Plus Recycling Not module specific Not module specific Not module specific OTM, IVR Integrator OTM, Connectors Not module specific Not module specific eMail Center, Interaction Blending

OBM Row No.

Process

Category
Training & Operations Business ecommerce ecommerce

Process Analysis Questions

Do the agents require special training or licensing? Do you have an ROI target for your investment? Do you need to cancel individual lines of an order placed through Internet Store in ERP applications? Do you need to ship Internet Store orders in partial consignments?

Type = Setup Metric Process Performance Response

Setup Metric Process Process

Revisit Y/N

2391 2392 2393 2394 2395 2396 2397 2398 2399 2400

General General General General General General General General General General

Not identified Not identified Not identified Not identified Not identified Not identified Not identified Not identified Not identified Not identified

Not identified Not identified Not identified Not identified Not identified Not identified Not identified Not identified Not identified Not identified

Not identified Not identified Not identified Not identified Not identified Not identified Not identified Not identified Not identified Not identified

Business ecommerce Operations ecommerce ecommerce ecommerce Systems Systems ecommerce ecommerce

Do you plan to do bulk eMail or Fulfillment campaigns? Do you provide account management,maintanence / help desk services and field services operations on the web? Do you require feedback for predictive dials that are determined to be bad numbers? Do you use EDI (Electronic Data Interchange)? Do you use Web/EDI in your business? Do you utilize workflow operations on the web? Does the IVR support TCP/IP connectivity? Does the PBX support TCP/IP connectivity or have a CTI link?

Process Setup Setup Business Business Process Setup Setup

Does your company do business on line when they procure? Architecture Does your company have a portal web page that allow you to do business on the web with your trading partners? Architecture For Interaction Blending, if the above service plans vary by day of the week or hour of the day, define the schedules by campaign. Setup For Interaction Blending, what inbound call service levels should be maintained (percent of calls answered within n seconds) by campaign? Setup For Interaction Blending, what inbound eMail service levels should be maintained (percent of calls answered within n seconds) by campaign? Setup For Interaction Blending, what is the minimum number of agents that should always be calling outbound? Setup For Interaction Blending, what is the minimum number of agents that should always be servicing inbound calls? Setup For Interaction Blending, what is the minimum number of agents that should always be servicing inbound eMail? Setup For outbound campaigns, define any specific list segmentation criteria beyond time zone. Setup For outbound campaigns, define any specific targeting requirements such as 100% call attempt penetration before performing callbacks. Setup For outbound dialing, define your call back requirements for Answering Machine calls, by Campaign. Setup For outbound dialing, define your call back requirements for Busy calls, by Campaign. Setup For outbound dialing, define your call back requirements for Ring No Answer calls, by Campaign. Setup For outbound dialing, provide interaction blending vendor and version (if applicable) or plans to implement. Setup For outbound dialing, provide list management strategies, vendors (if applicable), list sources (including external purchases). Process For outbound dialing, provide predictive dialing vendor and version (if applicable) or plans to implement. Setup For Predictive Dialing, how many rings should be considered a "Ring No Answer". Setup For the IVR, provide the manufacturer's name, model name and number, software version, and features (if used). If not, what plans are in place to use an IVR? Setup For the PBX, provide the manufacturer's name, model name and number, software version, and features. Setup How are inbound callers identified? How are your sales people involved in web ordering? How complex are your products configuration requirements? How do you analyze and report the Internet Store's activities? How do you analyze marketing and sales programs? How do you communicate orders to your suppliers? How do you create personal views? How have the electronic commerce projects changed your company's business model? How long do campaigns typically run? How many agents will need to be configured for the automation? How many Field Service Engineers are there How many inbound campaigns are run concurrently ? How many orders do you expect to process per day? How many outbound campaigns are run concurrently? How many visitors do you expect per day? How should bounced messages and other responses to tagged eMail messages be handled? How will EDI impact the proposed system ? How will the other e-commerce projects impact / integrate with the proposed e-commerce project ? If fulfillment pieces are generated as part of the general business flow in the interaction center, describe the process. If fulfillment pieces are generated as part of the general business flow in the interaction center, provide the automation vendor, and version. If multiple interaction centers, describe any connectivity between them including data and telephony. If multiple interaction centers, describe call transfer flows between them (if any). If Nortel Telephony platform, do the inbound ACD queues have a CDN associated with them. This is a CTI requirement. If you use an in-house list building tool, can this tool provide a tab-delimited text file for list loading? Is the center inbound, outbound, or blended? Process Process Process Reporting Business Process Process Business Process Setup Metric Setup Architecture Setup Architecture Process

2401

General

Not identified

Not identified

Not identified

Operations

2402

General

Not identified

Not identified

Not identified

Interaction Blending eMail Center, Interaction Blending Interaction Blending Interaction Blending Interaction Blending Campaign Plus Campaign Plus Campaign Plus Recycling Campaign Plus Recycling Campaign Plus Recycling Interaction Blending Campaign Plus Predictive Predictive

Operations

2403 2404 2405 2406 2407 2408 2409 2410 2411 2412 2413 2414 2415

General General General General General General General General General General General General General

Not identified Not identified Not identified Not identified Not identified Not identified Not identified Not identified Not identified Not identified Not identified Not identified Not identified

Not identified Not identified Not identified Not identified Not identified Not identified Not identified Not identified Not identified Not identified Not identified Not identified Not identified

Not identified Not identified Not identified Not identified Not identified Not identified Not identified Not identified Not identified Not identified Not identified Not identified Not identified

Operations Operations Operations Operations Operations Operations Operations Operations Operations Systems Operations Systems Operations

2416 2417 2418 2419 2420 2421 2422 2423 2424 2425 2426 2427 2428 2429 2430 2431 2432 2433 2434 2435 2436

General General General General General General General General General General General General General General General General General General General General General

Not identified Not identified Not identified Not identified Not identified Not identified Not identified Not identified Not identified Not identified Not identified Not identified Not identified Not identified Not identified Not identified Not identified Not identified Not identified Not identified Not identified

Not identified Not identified Not identified Not identified Not identified Not identified Not identified Not identified Not identified Not identified Not identified Not identified Not identified Not identified Not identified Not identified Not identified Not identified Not identified Not identified Not identified

Not identified Not identified Not identified Not identified Not identified Not identified Not identified Not identified Not identified Not identified Not identified Not identified Not identified Not identified Not identified Not identified Not identified Not identified Not identified Not identified Not identified

OTM, IVR Integrator OTM, Connectors Not module specific Not module specific Not module specific Not module specific Not module specific Not module specific Not module specific Not module specific Not module specific OTM Mobile Field Service Not module specific Not module specific Not module specific Not module specific eMail Center, Workflow Not module specific Not module specific 1-to-1 Fulfillment

Systems Systems Systems & Operations ecommerce ecommerce ecommerce ecommerce ecommerce ecommerce ecommerce Operations Operations Business Operations ecommerce Operations ecommerce Business ecommerce ecommerce Operations

Process

2437 2438 2439 2440 2441 2442

General General General General General General

Not identified Not identified Not identified Not identified Not identified Not identified

Not identified Not identified Not identified Not identified Not identified Not identified

Not identified Not identified Not identified Not identified Not identified Not identified

1-to-1 Fulfillment Not module specific Not module specific PBX Campaign Plus List Loading Not module specific

Systems Systems Operations Systems Operations Operations

Setup Setup Process Setup Setup Setup

85338164.xlsx

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RD.020 Business Process Questionnaire

OBM Level I
2443 General

OBM Level II
Not identified

OBM Level III

Not identified

OBM Level IV
Not identified

Application
Not module specific Interaction Center Intelligence Interaction Center Intelligence Interaction Center Intelligence Interaction Center Intelligence OTM Not module specific Scripting Not module specific eMail Center, Workflow eMail Center, Workflow eMail Center, OTM eMail Center Scripting Interaction History??, Campaign Plus eMail Center Campaign Plus OTM, IVR Integrator Business Application, OTM eMail Center

OBM Row No.

Process

Category
ecommerce

Process Analysis Questions

Is the focus of your site business to business or business to consumer ? Provide the actual Average Talk Time statistics for each call type and the goals.

Type = Setup Metric Process Performance Response

Architecture

Revisit Y/N

2444

General

Not identified

Not identified

Not identified

Operations

Process

2445

General

Not identified

Not identified

Not identified

Operations

Provide the actual Inbound Queue Abandonment Rate statistics and the goals.Metric

2446

General

Not identified

Not identified

Not identified

Operations

Provide the actual Inbound Queue Service Level statistics and the goals.

Metric

2447 2448 2449 2450 2451 2452 2453 2454 2455 2456

General General General General General General General General General General

Not identified Not identified Not identified Not identified Not identified Not identified Not identified Not identified Not identified Not identified

Not identified Not identified Not identified Not identified Not identified Not identified Not identified Not identified Not identified Not identified

Not identified Not identified Not identified Not identified Not identified Not identified Not identified Not identified Not identified Not identified

Operations Systems & Operations Operations Business ecommerce Business Business Business Business Business

Provide the actual Queue Hold Time statistics for each inbound call type and the goals. Metric Provide the list of agent extensions being used in the interaction center. Provide the location of each of the existing or planned interaction centers. What applications, modules, or other integration points will be required for scripting integration (if any)? What are the acceptable performance metrics for your site ? What are the business requirements for processing structured eMail messages? What are the business requirements for processing unstructured eMail messages? Setup Setup Process Architecture Process Process

What are the criteria for routing eMail messages to agents? Process What are the set of responses for each classification and provide samples of each? Process What business processes will be automated through scripting (for example: Surveys, Certain data collection)? Process

2457 2458 2459 2460 2461 2462

General General General General General General

Not identified Not identified Not identified Not identified Not identified Not identified

Not identified Not identified Not identified Not identified Not identified Not identified

Not identified Not identified Not identified Not identified Not identified Not identified

Operations Business Operations Operations Operations Business

What call outcomes, reasons, and results are used in the interaction center? What customer data should be displayed in the eMail Center customer profile area? What data elements are required to determine what calling list a customer should be placed? What data elements from the IVR do you want to use to make routing decisions? What data elements should trigger the screen pop for the business application, including the IVR if applicable? What eMail accounts will be accepted in the center?

Setup Process Setup Process Setup Process

2463

General

Not identified

Not identified

Not identified

OTM, IVR Integrator, CampaignPlus, Interaction Blending, Predictive IVR Integrator, Interaction Blending, CampaignPlus, Predictive OTM, CTI OTM, CTI eMail Center eMail Center Not module specific Not module specific MS + MFS eMail Center Business Application, OTM Mobile Sales Not module specific 26 26 26 26 26 26 26 26 26

Operations

What hours of the day is the database not available due to administrative maintenance such as backups?

Process

2464 2465 2466 2467 2468 2469 2470 2471 2472 2473 2474 2475 2476 2477 2478 2479 2480 2481 2482 2483 2484 2485 2486 2487 2488 2489 2490 2491 2492 2493 2494 2495 2496 2497

General General General General General General General General General General General General

Not identified Not identified Not identified Not identified Not identified Not identified Not identified Not identified Not identified Not identified Not identified Not identified

Not identified Not identified Not identified Not identified Not identified Not identified Not identified Not identified Not identified Not identified Not identified Not identified

Not identified Not identified Not identified Not identified Not identified Not identified Not identified Not identified Not identified Not identified Not identified Not identified

Systems Systems Systems Business Business Systems & Operations Business Business Business Operations Business ecommerce Employee Maintenance Employee Maintenance Employee Maintenance Employee Maintenance Employee Maintenance Employee Maintenance Employee Maintenance Employee Maintenance Employee Maintenance Termination (LMDA only) Termination (LMDA only) Termination (LMDA only) Termination (LMDA only) Termination (LMDA only) Termination (LMDA only) Termination (LMDA only) Termination (LMDA only) 26 26 26 26 26 General General General General Employee Tracking

What is the default corporate Internet browser (IE 5 w/Active Desktop is required for Administration)? What is the IP address of the IVR? What is the IP address of the PBX? What is the set of classifications that covers all eMail messages and provide samples of each? What knowledge base is being used and should it be migrated to MES or SMS? What media is integrated (or planned) with the interaction center (Fax, e-mail, web callback, web self-service, other)? What primary benefit are looking to receive from a interaction center automation? What telecoms / networking technology is planned for use with the mobile users Which agents should be able to process eMail messages by address. Which Business Application form should display for a screen pop? Will the Field Sales Reps be using laptops or palm tops Will your site be a stand alone site or support multiple mini-sites? How do you handle terminations? Are COBRA actives treated differently than terminations? How do you handle layoffs? How do you handle seasonal reductions in workforce? How do terminations affect other departments? How do you handle terminations? How do you handle layoffs? How do you handle seasonal reductions in workforce? How do terminations affect other departments? Does this entire process need to be approved? If yes, by whom? Will managers be allowed to terminate employees? Are the termination reasons set in the base application? If employee being terminated is a manager, is the change of direct reports required? Does the supervisor get a last day worked email? Does the employee get a last day worked email? Does the Enterprise need descriptive flexfield segments, held on the employee's assignment, concerning Termination? Do you do grievance tracking? Do you do grievance tracking? Do you track disciplinary information? Do you track disciplinary information? What type of personal data do you need to maintain?

Setup Setup Setup Process Process Setup Performance Setup Process Setup Setup Architecture Process Process Process Process Process Process Process Process Process Setup Setup Setup Setup Setup Setup Setup Setup Process Process Process Process Setup, Performance

Human Resource Management Employee Relations Human Resource Management Employee Relations Human Resource Management Employee Relations Human Resource Management Employee Relations Human Resource Management Employee Relations Human Resource Management Employee Relations Human Resource Management Employee Relations Human Resource Management Employee Relations Human Resource Management Employee Relations Human Resource Management Employee Relations Human Resource Management Employee Relations Human Resource Management Employee Relations Human Resource Management Employee Relations Human Resource Management Employee Relations Human Resource Management Employee Relations Human Resource Management Employee Relations Human Resource Management Employee Relations Human Resource Management Employee Relations Human Resource Management Employee Relations Human Resource Management Employee Relations Human Resource Management Employee Relations Human Resource Management Employee Relations

Administrate Termination Management Manage Employee Process Control HR Administrate Termination Management Manage Employee Process Control HR Administrate Termination Management Manage Employee Process Control HR Administrate Termination Management Manage Employee Process Control HR Administrate Termination Management Manage Employee Process Control HR Administrate Termination Management Manage Employee Process Control HR Administrate Termination Management Manage Employee Process Control HR Administrate Termination Management Manage Employee Process Control HR Administrate Termination Management Manage Employee Process Control HR Administrate Termination Management Not identified Administrate Termination Management Not identified Administrate Termination Management Not identified Administrate Termination Management Not identified Administrate Termination Management Not identified Administrate Termination Management Not identified Administrate Termination Management Not identified Administrate Termination Management Not identified Manage Labor Relations Manage Labor Relations Manage Management Initiated Issues Manage Management Initiated Issues not identified Manage Grievance Manage Grievance Administer Disciplinary Actions Administer Disciplinary Actions Not identified SSHR SSHR SSHR SSHR SSHR SSHR SSHR SSHR HR HR HR HR HR

85338164.xlsx

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RD.020 Business Process Questionnaire

OBM Level I
2498 2499

OBM Level II

OBM Level III

Administrate Employee Records Administrate Employee Records

OBM Level IV
Change Employee Information Change Employee Information

Application
HR HR

OBM Row No.

Process
26 26

Category
Maintenance Maintenance

Process Analysis Questions

How do you maintain your Human Resources data? How do you audit your Human Resources data?

Type = Setup Metric Process Performance Response

Process Process

Revisit Y/N

Human Resource Management Information Management Human Resource Management Information Management

2500 2501 2502 2503 2504 2505 2506 2507 2508 2509 2510 2511 2512 2513 2514 2515 2516 2517 2518

Human Resource Management Information Management Human Resource Management Information Management Human Resource Management Information Management Human Resource Management Information Management Human Resource Management Information Management Human Resource Management Information Management Human Resource Management Information Management Human Resource Management Information Management Human Resource Management Information Management Human Resource Management Information Management Human Resource Management Information Management Human Resource Management Information Management Human Resource Management Information Management Human Resource Management Information Management Human Resource Management Information Management Human Resource Management Information Management Human Resource Management Information Management Human Resource Management Information Management Human Resource Management Information Management

Administrate Employee Records Administrate Employee Records Administrate Employee Records Administrate Employee Records Administrate Employee Records Administrate Employee Records Administrate Employee Records Administrate Employee Records Administrate Employee Records Administrate Employee Records Administrate Employee Records Administrate Employee Records Administrate Employee Records Administrate Employee Records Administrate Employee Records Administrate Employee Records Administrate Employee Records Administrate Employee Records Administrate Employee Records

Not identified Change Employee Information Change Employee Information Change Employee Information Change Employee Information Change Employee Information Change Employee Information Not identified Not identified Not identified Not identified Not identified Not identified Not identified Not identified Manage Leave Manage Leave Change Employee Information Change Employee Information

HR HR HR HR HR HR HR HR HR HR HR HR HR HR HR HR HR HR HR

26 26 26 26 26 26 26 26 26 26 26 26 26 26 26 26 26 26 26

Validation Employee Maintenance Employee Maintenance Employee Maintenance Employee Maintenance Employee Maintenance Employee Maintenance Employee Maintenance Employee Tracking Employee Tracking Employee Tracking Employee Tracking Employee Tracking Other Employee Maintenance Leave Leave Maintenance Maintenance

Do you review requirements for validation rules or dependencies, (i.e. Human Resources data to be valid only when certain other values. Setup What type of employee status changes occur and how are they handled? (FT to PT, LOA, union to non-union) Process Do these status changes affect an employee's benefits and tax elections? How do status changes affect an employees benefits and tax elections? How do you handle inter-departmental employee transfers? How do you handle inter-divisional employee transfers? How do you handle inter-company employee transfers? What does your retiree processing entail? What personal information do you maintain: Personal? (Name, race, etc.) What personal information do you maintain: Address? (Primary, secondary residence, etc.) What personal information do you maintain: Emergency Contacts? (Name, address, etc.) What other information do you currently maintain on employees and other types of people that is important to your organization? What job related (Assignment) data do you need to maintain? Setup, Process Process Process Process Process Process Setup Setup Setup Setup Setup

What types of deductions do you need to track? (Benefits, child support, etc.) Setup What are your requirements for adding comments to your information? Do you have a leave accounting system? (Vacation, Sick, PTO) How do you track absences? How do you maintain your Human Resources data? How do you audit your Human Resources data? Process Setup, Process Process Process Process

2519 2520 2521 2522 2523 2524 2525 2526 2527 2528 2529 2530 2531 2532 2533 2534 2535 2536 2537 2538

Human Resource Management Information Management Human Resource Management Information Management Human Resource Management Information Management Human Resource Management Information Management Human Resource Management Information Management Human Resource Management Information Management Human Resource Management Information Management Human Resource Management Information Management Human Resource Management Information Management Human Resource Management Information Management Human Resource Management Information Management Human Resource Management Information Management Human Resource Management Information Management Human Resource Management Information Management Human Resource Management Information Management Human Resource Management Information Management Human Resource Management Information Management Human Resource Management Information Management Human Resource Management Information Management Human Resource Management Information Management

Administrate Employee Records Administrate Employee Records Administrate Employee Records Administrate Employee Records Administrate Employee Records Administrate Employee Records Administrate Employee Records Administrate Employee Records Administrate Employee Records Administrate Employee Records Administrate Employee Records Administrate Employee Records Administrate Employee Records Administrate Employee Records Administrate Employee Records Administrate Employee Records Administrate Employee Records Administrate Employee Records Administrate Employee Records Administrate Employee Records

Not identified Change Employee Information Change Employee Information Change Employee Information Change Employee Information Change Employee Information Not identified Not identified Not identified Not identified Not identified Not identified Not identified Not identified Manage Leave Manage Leave Change Employee Information Change Employee Information Change Employee Information Change Employee Information

HR HR HR HR HR HR HR HR HR HR HR HR HR HR HR HR SSHR SSHR SSHR SSHR

26 26 26 26 26 26 26 26 26 26 26 26 26 26 26 26

Validation Employee Maintenance Employee Maintenance Employee Maintenance Employee Maintenance Employee Maintenance Employee Maintenance Employee Tracking Employee Tracking Employee Tracking Employee Tracking Employee Tracking Other Employee Maintenance Leave Leave Professional Information Professional Information Professional Information Professional Information

Do you review requirements for validation rules or dependencies, (i.e. Human Resources data to be valid only when certain other values. Setup What type of employee status changes occur and how are they handled? (FT to PT, LOA, union to non-union) Process How do status changes affect an employees benefits and tax elections? How do you handle inter-departmental employee transfers? How do you handle inter-divisional employee transfers? How do you handle inter-company employee transfers? What does your retiree processing entail? What personal information do you maintain: Personal? (Name, race, etc.) What personal information do you maintain: Address? (Primary, secondary residence, etc.) What personal information do you maintain: Emergency Contacts? (Name, address, etc.) What other information do you currently maintain on employees and other types of people that is important to your organization? What job related (Assignment) data do you need to maintain? Process Process Process Process Process Setup Setup Setup Setup Setup

What types of deductions do you need to track? (Benefits, child support, etc.) Setup What are your requirements for adding comments to your information? Do you have a leave accounting system? (Vacation, Sick, PTO) How do you track absences? If employees are allowed to update Education & Qualifications, do changes need to be approved? If yes, by whom? Will managers be allowed to update or view only an employee's Education & Qualifications? If neither, should this section be hidden? Will employees be allowed to update or view only Professional Awards information? If neither, should this section be hidden? If employees are allowed to update Professional Awards information, do changes need to be approved? If yes, by whom? Process Setup, Process Process Setup Setup Setup Setup

2539 2540 2541

Human Resource Management Information Management Human Resource Management Information Management Human Resource Management Information Management

Administrate Employee Records Administrate Employee Records Administrate Employee Records

Change Employee Information Change Employee Information Change Employee Information

SSHR SSHR SSHR

Professional Information Professional Information Professional Information

Will managers be allowed to update or view only an employee's Professional Awards information? If neither, should this section be hidden? Setup Will employees be allowed to update or view only Work Preference information? If neither, should this section be hidden? Setup If employees are allowed to update Work Preference information, do changes need to be approved? If yes, by whom? Setup Will managers be allowed to update or view only an employee's Work Preference information? If neither, should this section be hidden? Will employees be allowed to update or view only their Resume in the database? If neither, should this section be hidden? If employees are allowed to update Resume, do changes need to be approved? If yes, by whom? Will managers be allowed to update or view only an employee's Resume? If neither, should this section be hidden? Does this entire process need to be approved? If yes, by whom?? Will managers be allowed to change an employee's assignment records? Does anyone need to be notified of this change?

2542 2543 2544 2545 2546 2547 2548 2549 2550

Human Resource Management Information Management Human Resource Management Information Management Human Resource Management Information Management Human Resource Management Information Management Human Resource Management Information Management Human Resource Management Information Management Human Resource Management Information Management Human Resource Management Information Management Human Resource Management Information Management

Administrate Employee Records Administrate Employee Records Administrate Employee Records Administrate Employee Records Administrate Employee Records Administrate Employee Records Administrate Employee Records Administrate Employee Records Administrate Employee Records

Change Employee Information Change Employee Information Change Employee Information Change Employee Information Change Employee Information Change Employee Information Change Employee Information Change Employee Information Change Employee Information

SSHR SSHR SSHR SSHR SSHR SSHR SSHR SSHR SSHR

Professional Information Professional Information Professional Information Professional Information Deploy Person (LMDA only) Deploy Person (LMDA only) Deploy Person Assignment Deploy Person Assignment Deploy Person Assignment

Setup Setup Setup Setup Setup Setup Setup Setup

2551

Human Resource Management Information Management

Administrate Employee Records

Change Employee Information

SSHR

Deploy Person Assignment Deploy Person Assignment Deploy Person Assignment

Do managers change organization information? Setup When viewing 'more information' on the Organization, are all necessary setups complete in base application? (Organization Type, Work Hours, Frequency, Normal Start Time, Normal End Time all need to be completed for each Organization.) Setup Does the enterprise need descriptive flexfield segments, held on the employee's assignment, concerning the Organization the employee is in? Do managers change job information?

2552 2553

Human Resource Management Information Management Human Resource Management Information Management

Administrate Employee Records Administrate Employee Records

Change Employee Information Change Employee Information

SSHR SSHR

Setup Setup

85338164.xlsx

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RD.020 Business Process Questionnaire

OBM Level I
2554 2555

OBM Level II

OBM Level III

Administrate Employee Records Administrate Employee Records

OBM Level IV
Change Employee Information Change Employee Information

Application
SSHR SSHR

OBM Row No.

Process

Category
Deploy Person Assignment Deploy Person Assignment

Process Analysis Questions

Does the organization need to see a job description?

Type = Setup Metric Process Performance Response

Setup

Revisit Y/N

Human Resource Management Information Management Human Resource Management Information Management

2556 2557 2558 2559 2560

Human Resource Management Information Management Human Resource Management Information Management Human Resource Management Information Management Human Resource Management Information Management Human Resource Management Information Management

Administrate Employee Records Administrate Employee Records Administrate Employee Records Administrate Employee Records Administrate Employee Records

Change Employee Information Change Employee Information Change Employee Information Change Employee Information Change Employee Information

SSHR SSHR SSHR SSHR SSHR

Deploy Person Assignment Deploy Person Assignment Deploy Person Assignment Deploy Person Assignment Deploy Person Assignment

Does the organization need to see the status of the manager flag? Setup When viewing 'more information' on the Job, are all necessary setups complete in base application? (FLSA Status, Valid Grades, Evaluation System, Job Evaluation Score, Evaluation Units of Measure, Evaluation Date all need to be completed for each Job.) Setup Does the Enterprise need descriptive flexfield segments, held on the employee's assignment, concerning the job the employee is in? Setup Does the enterprise want to require a position be entered? Do managers change position information? Does the organization need to see a position description? When viewing 'more information' on the Position, are all necessary setups complete in base application? (Position Description, Location, Work Hours, Frequency, Normal Start Time, Normal End Time, Valid Grades, Evaluation System, Position Evaluation Score) Does the Enterprise need descriptive flexfield segments, held on the employee's assignment, concerning the position the employee is in? Do managers change grade information? When viewing 'more information' on the Grade, are all necessary setups complete in base application. Grade Minimum, Grade Maximum, Currency, Units, Grade Restricting Salary, Valid for Job, Valid for Position, all need to be completed for each Grade. Does the organization need descriptive flexfield segments, held on the employee's assignment, concerning the grade the employee is in? Do managers need to see grade point information? Do managers need to see grade ceiling information? Setup Setup Setup

2561 2562 2563

Human Resource Management Information Management Human Resource Management Information Management Human Resource Management Information Management

Administrate Employee Records Administrate Employee Records Administrate Employee Records

Change Employee Information Change Employee Information Change Employee Information

SSHR SSHR SSHR

Deploy Person Assignment Deploy Person Assignment Deploy Person Assignment

Setup Setup Setup

2564

Human Resource Management Information Management

Administrate Employee Records

Change Employee Information

SSHR

Deploy Person Assignment Deploy Person Assignment Deploy Person Assignment Deploy Person Assignment Deploy Person Assignment Deploy Person Assignment Deploy Person Assignment Deploy Person Assignment Deploy Person Assignment Deploy Person Assignment Deploy Person Assignment Deploy Person - Location Deploy Person - Location Deploy Person - Location Deploy Person - Hours

Setup

2565 2566 2567 2568 2569 2570 2571 2572 2573

Human Resource Management Information Management Human Resource Management Information Management Human Resource Management Information Management Human Resource Management Information Management Human Resource Management Information Management Human Resource Management Information Management Human Resource Management Information Management Human Resource Management Information Management Human Resource Management Information Management

Administrate Employee Records Administrate Employee Records Administrate Employee Records Administrate Employee Records Administrate Employee Records Administrate Employee Records Administrate Employee Records Administrate Employee Records Administrate Employee Records

Change Employee Information Change Employee Information Change Employee Information Change Employee Information Change Employee Information Change Employee Information Change Employee Information Change Employee Information Change Employee Information

SSHR SSHR SSHR SSHR SSHR SSHR SSHR SSHR SSHR

Setup Setup Setup

Do managers change grade step information? Setup Do managers get an error or message to appear when element link conditions will be violated? Setup Does the organization use positions, if so should they be required? Do managers need to see Person Group information? If yes, does this information need to be updated? Does the organization need to see the assignment status? Setup Setup Setup Setup

2574 2575 2576 2577 2578

Human Resource Management Information Management Human Resource Management Information Management Human Resource Management Information Management Human Resource Management Information Management Human Resource Management Information Management

Administrate Employee Records Administrate Employee Records Administrate Employee Records Administrate Employee Records Administrate Employee Records

Change Employee Information Change Employee Information Change Employee Information Change Employee Information Change Employee Information

SSHR SSHR SSHR SSHR SSHR

Does the Enterprise need descriptive flexfield segments, held on the employee's assignment, concerning the assignment status the employee is in?Setup Will managers be allowed to change an employee's location? Is the location required? Does the Enterprise need descriptive flexfield segments, held on the employee's assignment, concerning the location? Setup Setup Setup

Will managers be allowed to change an employee's work hours & schedule? Setup Are all necessary setup steps complete in the base application? (Work schedule, Work Hours, Frequency, Normal Start Time, Normal End Time, Timecard Required, Time Card Approver, Shift, Employment Category) Does the Enterprise need descriptive flexfield segments, held on the employee's assignment, concerning Hours?

2579 2580 2581 2582 2583 2584 2585 2586 2587 2588 2589 2590

Human Resource Management Information Management Human Resource Management Information Management Human Resource Management Information Management Human Resource Management Information Management Human Resource Management Information Management Human Resource Management Information Management Human Resource Management Information Management Human Resource Management Information Management Human Resource Management Information Management Human Resource Management Information Management Human Resource Management Information Management Human Resource Management Information Management

Administrate Employee Records Administrate Employee Records Administrate Employee Records Administrate Employee Records Administrate Employee Records Administrate Employee Records Administrate Employee Records Administrate Employee Records Administrate Employee Records Administrate Employee Records Administrate Employee Records Administrate Employee Records

Change Employee Information Change Employee Information Change Employee Information Change Employee Information Change Employee Information Change Employee Information Change Employee Information Change Employee Information Change Employee Information Change Employee Information Change Employee Information Change Employee Information

SSHR SSHR SSHR SSHR SSHR SSHR SSHR SSHR SSHR SSHR SSHR SSHR

Deploy Person - Hours Deploy Person - Hours

Setup Setup Setup Setup Setup Setup Setup Setup Setup Setup Setup Setup

Deploy Person - Pay Rate Will managers be allowed to change an employee's pay rate? Will managers be allowed to associate performance review/ratings for this Deploy Person - Pay Rate change in pay rate? Deploy Person - Pay Rate Will multiple component pay rate changes be allowed? Deploy Person - Pay Rate Does the enterprise want to set the maximum % rate change allowed? Deploy Person - Pay Rate Does the enterprise want to display the Group Ranking? Deploy Person - Pay Rate Does the enterprise want to display the Currency Code? Deploy Person - Pay Rate Does the enterprise want to display a Euro conversion? Deploy Person - Pay Rate Does the enterprise want to display the Currency Code? Does the enterprise want to display a Warning or an Error if the new pay rate Deploy Person - Pay Rate exceeds the grade range? Or display neither? Does the enterprise want to display a Warning or an Error if the assignment is Deploy Person - Pay Rate the grade step placement? Or display neither? Does the enterprise want to display a Warning or an Error if the new percentage exceeds the maximum % rate change allowed? Or display Deploy Person - Pay Rate neither? Does the Enterprise need descriptive flexfield segments, held on the Deploy Person - Pay Rate employee's assignment, concerning Pay Rate? Does the Enterprise need descriptive flexfield segments, held on the Deploy Person - Pay Rate employee's assignment, concerning Pay Rate Components? Deploy Person - SIT Deploy Person - SIT Deploy Person - SIT Deploy Person - SIT Does the manager need to change just a single SIT type? Does the manager need to change a multiple SIT types? Does the manager need to change all SIT types? Does the manager need to view SIT's for only certain Person Types?

2591 2592 2593 2594 2595 2596 2597 2598 2599 2600 2601

Human Resource Management Information Management Human Resource Management Information Management Human Resource Management Information Management Human Resource Management Information Management Human Resource Management Information Management Human Resource Management Information Management Human Resource Management Information Management Human Resource Management Information Management Human Resource Management Information Management Human Resource Management Information Management Human Resource Management Information Management

Administrate Employee Records Administrate Employee Records Administrate Employee Records Administrate Employee Records Administrate Employee Records Administrate Employee Records Administrate Employee Records Administrate Employee Records Administrate Employee Records Administrate Employee Records Administrate Employee Records

Change Employee Information Change Employee Information Change Employee Information Change Employee Information Change Employee Information Change Employee Information Change Employee Information Change Employee Information Change Employee Information Change Employee Information Change Employee Information

SSHR SSHR SSHR SSHR SSHR SSHR SSHR SSHR SSHR SSHR SSHR

Setup Setup Setup Setup Setup Setup Setup Setup Setup Setup Setup

Deploy Person - SIT Does the manager need to change SIT's for only certain Person Types? Change Conditions (LMDA only) Does this entire process need to be approved? Change Conditions (LMDA only) If yes, by whom? Change Conditions - Grade Will managers be allowed to change an employee's grade scale?

2602

Human Resource Management Information Management

Administrate Employee Records

Change Employee Information

SSHR

When viewing 'more information' on the Grade, are all necessary setups complete in base application? (Grade Minimum, Grade Maximum, Currency, Change Conditions - Grade Units, Grade Restricting Salary, all need to be completed for each Grade.) Setup Does the organization need descriptive flexfield segments, held on the Change Conditions - Grade employee's assignment, concerning the grade the employee is in? Change Conditions - Grade Do managers need to see grade point information? Change Conditions - Grade Do managers need to see grade ceiling information?

2603 2604 2605

Human Resource Management Information Management Human Resource Management Information Management Human Resource Management Information Management

Administrate Employee Records Administrate Employee Records Administrate Employee Records

Change Employee Information Change Employee Information Change Employee Information

SSHR SSHR SSHR

Setup Setup Setup

85338164.xlsx

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RD.020 Business Process Questionnaire

OBM Level I
2606 2607 2608 2609 2610 2611 2612 2613 2614 2615 2616 2617 2618 2619 2620 2621 2622

OBM Level II

OBM Level III

Administrate Employee Records Administrate Employee Records Administrate Employee Records Administrate Employee Records Administrate Employee Records Administrate Employee Records Administrate Employee Records Administrate Employee Records Administrate Employee Records Administrate Employee Records Administrate Employee Records Administrate Employee Records Administrate Employee Records Administrate Employee Records Administrate Employee Records Administrate Employee Records Administrate Employee Records

OBM Level IV
Change Employee Information Change Employee Information Change Employee Information Change Employee Information Change Employee Information Change Employee Information Change Employee Information Change Employee Information Change Employee Information Change Employee Information Change Employee Information Change Employee Information Change Employee Information Change Employee Information Change Employee Information Change Employee Information Change Employee Information

Application
SSHR SSHR SSHR SSHR SSHR SSHR SSHR SSHR SSHR SSHR SSHR SSHR SSHR SSHR SSHR SSHR SSHR

OBM Row No.

Process

Category

Process Analysis Questions

Type = Setup Metric Process Performance Response

Setup Setup

Revisit Y/N

Human Resource Management Information Management Human Resource Management Information Management Human Resource Management Information Management Human Resource Management Information Management Human Resource Management Information Management Human Resource Management Information Management Human Resource Management Information Management Human Resource Management Information Management Human Resource Management Information Management Human Resource Management Information Management Human Resource Management Information Management Human Resource Management Information Management Human Resource Management Information Management Human Resource Management Information Management Human Resource Management Information Management Human Resource Management Information Management Human Resource Management Information Management

Change Conditions - Grade Do managers change grade step information? Change Conditions - Grade Change Conditions Location Change Conditions Location Change Conditions Location

Will managers be allowed to change an employee's location? Is the location required? Does the Enterprise need descriptive flexfield segments, held on the employee's assignment, concerning the location?

Setup Setup Setup Setup Setup Setup Setup Setup Setup Setup Setup Setup Setup Setup Setup

2623 2624 2625 2626 2627 2628 2629 2630 2631 2632 2633 2634 2635 2636 2637 2638 2639

Human Resource Management Information Management Human Resource Management Information Management Human Resource Management Information Management Human Resource Management Information Management Human Resource Management Information Management Human Resource Management Information Management Human Resource Management Information Management Human Resource Management Information Management Human Resource Management Information Management Human Resource Management Information Management Human Resource Management Information Management Human Resource Management Information Management Human Resource Management Information Management Human Resource Management Information Management Human Resource Management Information Management Human Resource Management Information Management Human Resource Management Information Management

Administrate Employee Records Administrate Employee Records Administrate Employee Records Administrate Employee Records Administrate Employee Records Administrate Employee Records Administrate Employee Records Administrate Employee Records Administrate Employee Records Administrate Employee Records Administrate Employee Records Administrate Employee Records Administrate Employee Records Administrate Employee Records Administrate Employee Records Administrate Employee Records Administrate Employee Records

Change Employee Information Change Employee Information Change Employee Information Change Employee Information Change Employee Information Change Employee Information Change Employee Information Change Employee Information Change Employee Information Change Employee Information Change Employee Information Change Employee Information Change Employee Information Change Employee Information Change Employee Information Change Employee Information Change Employee Information

SSHR SSHR SSHR SSHR SSHR SSHR SSHR SSHR SSHR SSHR SSHR SSHR SSHR SSHR SSHR SSHR SSHR

Change Conditions - Hours Will managers be allowed to change an employee's work hours & schedule? Does the Enterprise need descriptive flexfield segments, held on the Change Conditions - Hours employee's assignment, concerning Hours? Change Conditions - Pay Rate Will managers be allowed to change an employee's pay rate? Change Conditions - Pay Will managers be allowed to associate performance review/ratings for this Rate change in pay rate? Change Conditions - Pay Rate Will multiple component pay rate changes be allowed? Change Conditions - Pay Rate Does the enterprise want to set the maximum % rate change allowed? Change Conditions - Pay Rate Does the enterprise want to display the Group Ranking? Change Conditions - Pay Rate Does the enterprise want to display the Currency Code? Change Conditions - Pay Rate Does the enterprise want to display a Euro conversion? Change Conditions - Pay Rate Does the enterprise want to display the Currency Code? Change Conditions - Pay Does the enterprise want to display a Warning or an Error if the new pay rate Rate exceeds the grade range? Or display neither? Change Conditions - Pay Does the enterprise want to display a Warning or an Error if the assignment is Rate the grade step placement? Or display neither? Does the enterprise want to display a Warning or an Error if the new Change Conditions - Pay percentage exceeds the maximum % rate change allowed? Or display Rate neither? Change Conditions - Pay Does the Enterprise need descriptive flexfield segments, held on the Rate employee's assignment, concerning Pay Rate? Change Conditions - Pay Does the Enterprise need descriptive flexfield segments, held on the Rate employee's assignment, concerning Pay Rate Components? Change of Hours (LMDA only) Does this entire process need to be approved? Change of Hours (LMDA only) If yes, by whom?? Change of Hours - Hours Change of Hours - Hours Change of Hours - Pay Rate Change of Hours - Pay Rate Change of Hours - Pay Rate Change of Hours - Pay Rate Change of Hours - Pay Rate Change of Hours - Pay Rate Change of Hours - Pay Rate Change of Hours - Pay Rate Change of Hours - Pay Rate Change of Hours - Pay Rate Change of Hours - Pay Rate Change of Hours - Pay Rate Change of Hours - Pay Rate Change Location (LMDA only) Change Location (LMDA only) Change Location (LMDA only) Change Location (LMDA only) Change Location (LMDA only) Promotion (LMDA only) Promotion (LMDA only) Promotion - Assignment Promotion - Assignment Promotion - Assignment

Setup Setup Setup Setup Setup

Will managers be allowed to change an employee's work hours & schedule? Setup Does the Enterprise need descriptive flexfield segments, held on the employee's assignment, concerning Hours? Setup Will managers be allowed to change an employee's pay rate? Will managers be allowed to associate performance review/ratings for this change in pay rate? Will multiple component pay rate changes be allowed? Does the enterprise want to set the maximum % rate change allowed? Does the enterprise want to display the Group Ranking? Does the enterprise want to display the Currency Code? Does the enterprise want to display a Euro conversion? Does the enterprise want to display the Currency Code? Does the enterprise want to display a Warning or an Error if the new pay rate exceeds the grade range? Or display neither? Does the enterprise want to display a Warning or an Error if the assignment is the grade step placement? Or display neither? Does the enterprise want to display a Warning or an Error if the new percentage exceeds the maximum % rate change allowed? Or display neither? Does the Enterprise need descriptive flexfield segments, held on the employee's assignment, concerning Pay Rate? Does the Enterprise need descriptive flexfield segments, held on the employee's assignment, concerning Pay Rate Components? Does this entire process need to be approved? If yes, by whom? Will managers be allowed to change an employee's location? Is the location required? Does the Enterprise need descriptive flexfield segments, held on the employee's assignment, concerning the location? Does this entire process need to be approved? If yes, by whom? Will managers be allowed to change an employee's assignment records? Does anyone need to be notified of this change? Setup Setup Setup Setup Setup Setup Setup Setup Setup Setup

2640 2641 2642 2643 2644 2645 2646 2647 2648 2649 2650 2651 2652

Human Resource Management Information Management Human Resource Management Information Management Human Resource Management Information Management Human Resource Management Information Management Human Resource Management Information Management Human Resource Management Information Management Human Resource Management Information Management Human Resource Management Information Management Human Resource Management Information Management Human Resource Management Information Management Human Resource Management Information Management Human Resource Management Information Management Human Resource Management Information Management

Administrate Employee Records Administrate Employee Records Administrate Employee Records Administrate Employee Records Administrate Employee Records Administrate Employee Records Administrate Employee Records Administrate Employee Records Administrate Employee Records Administrate Employee Records Administrate Employee Records Administrate Employee Records Administrate Employee Records

Change Employee Information Change Employee Information Change Employee Information Change Employee Information Change Employee Information Change Employee Information Change Employee Information Change Employee Information Change Employee Information Change Employee Information Change Employee Information Change Employee Information Change Employee Information

SSHR SSHR SSHR SSHR SSHR SSHR SSHR SSHR SSHR SSHR SSHR SSHR SSHR

Setup Setup Setup Setup Setup Setup Setup Setup Setup Setup Setup Setup

2653

Human Resource Management Information Management

Administrate Employee Records

Change Employee Information

SSHR

Promotion - Assignment

Do managers change organization information? Setup When viewing 'more information' on the Organization, are all necessary setups complete in base application? (Organization Type, Work Hours, Frequency, Normal Start Time, Normal End Time all need to be completed for each Organization.) Setup Does the enterprise need descriptive flexfield segments, held on the employee's assignment, concerning the Organization the employee is in? Do managers change job information? Does the organization need to see a job description?

2654 2655 2656 2657

Human Resource Management Information Management Human Resource Management Information Management Human Resource Management Information Management Human Resource Management Information Management

Administrate Employee Records Administrate Employee Records Administrate Employee Records Administrate Employee Records

Change Employee Information Change Employee Information Change Employee Information Change Employee Information

SSHR SSHR SSHR SSHR

Promotion - Assignment Promotion - Assignment Promotion - Assignment Promotion - Assignment

Setup Setup Setup

2658 2659 2660 2661

Human Resource Management Information Management Human Resource Management Information Management Human Resource Management Information Management Human Resource Management Information Management

Administrate Employee Records Administrate Employee Records Administrate Employee Records Administrate Employee Records

Change Employee Information Change Employee Information Change Employee Information Change Employee Information

SSHR SSHR SSHR SSHR

Promotion - Assignment Promotion - Assignment Promotion - Assignment Promotion - Assignment

Does the organization need to see the status of the manager flag? Setup When viewing 'more information' on the Job, are all necessary setups complete in base application? (FLSA Status, Valid Grades, Evaluation System, Job Evaluation Score, Evaluation Units of Measure, Evaluation Date all need to be completed for each Job.) Setup Does the Enterprise need descriptive flexfield segments, held on the employee's assignment, concerning the job the employee is in? Setup Does the enterprise want to require a position be entered? Do managers change position information? Setup Setup

85338164.xlsx

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RD.020 Business Process Questionnaire

OBM Level I
2662

OBM Level II

OBM Level III

Administrate Employee Records

OBM Level IV
Change Employee Information

Application
SSHR

OBM Row No.

Process

Category
Promotion - Assignment

Process Analysis Questions

Does the organization need to see a position description? When viewing 'more information' on the Position, are all necessary setups complete in base application? (Position Description, Location, Work Hours, Frequency, Normal Start Time, Normal End Time, Valid Grades, Evaluation System, Position Evaluation Score) Does the Enterprise need descriptive flexfield segments, held on the employee's assignment, concerning the position the employee is in?

Type = Setup Metric Process Performance Response

Setup

Revisit Y/N

Human Resource Management Information Management

2663 2664 2665

Human Resource Management Information Management Human Resource Management Information Management Human Resource Management Information Management

Administrate Employee Records Administrate Employee Records Administrate Employee Records

Change Employee Information Change Employee Information Change Employee Information

SSHR SSHR SSHR

Promotion - Assignment Promotion - Assignment Promotion - Assignment

Setup Setup

2666

Human Resource Management Information Management

Administrate Employee Records

Change Employee Information

SSHR

Promotion - Assignment

Do managers change grade information? Setup When viewing 'more information' on the Grade, are all necessary setups complete in base application? (Grade Minimum, Grade Maximum, Currency, Units, Grade Restricting Salary, Valid for Job, Valid for Position, all need to be completed for each Grade.) Setup Does the organization need descriptive flexfield segments, held on the employee's assignment, concerning the grade the employee is in? Do managers need to see grade point information? Do managers need to see grade ceiling information

2667 2668 2669 2670 2671 2672 2673 2674 2675 2676 2677 2678 2679 2680 2681 2682

Human Resource Management Information Management Human Resource Management Information Management Human Resource Management Information Management Human Resource Management Information Management Human Resource Management Information Management Human Resource Management Information Management Human Resource Management Information Management Human Resource Management Information Management Human Resource Management Information Management Human Resource Management Information Management Human Resource Management Information Management Human Resource Management Information Management Human Resource Management Information Management Human Resource Management Information Management Human Resource Management Information Management Human Resource Management Information Management

Administrate Employee Records Administrate Employee Records Administrate Employee Records Administrate Employee Records Administrate Employee Records Administrate Employee Records Administrate Employee Records Administrate Employee Records Administrate Employee Records Administrate Employee Records Administrate Employee Records Administrate Employee Records Administrate Employee Records Administrate Employee Records Administrate Employee Records Administrate Employee Records

Change Employee Information Change Employee Information Change Employee Information Change Employee Information Change Employee Information Change Employee Information Change Employee Information Change Employee Information Change Employee Information Change Employee Information Change Employee Information Change Employee Information Change Employee Information Change Employee Information Change Employee Information Change Employee Information

SSHR SSHR SSHR SSHR SSHR SSHR SSHR SSHR SSHR SSHR SSHR SSHR SSHR SSHR SSHR SSHR

Promotion - Assignment Promotion - Assignment Promotion - Assignment Promotion - Assignment Promotion - Assignment Promotion - Assignment Promotion - Pay Rate Promotion - Pay Rate Promotion - Pay Rate Promotion - Pay Rate Promotion - Pay Rate Promotion - Pay Rate Promotion - Pay Rate Promotion - Pay Rate Promotion - Pay Rate Promotion - Pay Rate

Setup Setup Setup

Do managers change grade step information? Setup Do managers an error or message to appear when element link conditions will be violated? Setup Does the organization use positions, if so should they be required? Will managers be allowed to change an employee's pay rate? Will managers be allowed to associate performance review/ratings for this change in pay rate? Will multiple component pay rate changes be allowed? Does the enterprise want to set the maximum % rate change allowed? Does the enterprise want to display the Group Ranking? Does the enterprise want to display the Currency Code? Does the enterprise want to display a Euro conversion? Does the enterprise want to display the Currency Code? Does the enterprise want to display a Warning or an Error if the new pay rate exceeds the grade range? Or display neither? Does the enterprise want to display a Warning or an Error if the assignment is the grade step placement? Or display neither? Does the enterprise want to display a Warning or an Error if the new percentage exceeds the maximum % rate change allowed? Or display neither? Does the Enterprise need descriptive flexfield segments, held on the employee's assignment, concerning Pay Rate? Does the Enterprise need descriptive flexfield segments, held on the employee's assignment, concerning Pay Rate Components? Does the manager need to change just a single SIT type? Does the manager need to change a multiple SIT types? Does the manager need to change all SIT types? Does the manager need to view SIT's for only certain Person Types? Setup Setup Setup Setup Setup Setup Setup Setup Setup Setup Setup

2683 2684 2685 2686 2687 2688 2689 2690 2691 2692 2693 2694 2695 2696 2697 2698 2699 2700 2701 2702 2703 2704 2705 2706 2707 2708 2709 2710 2711 2712 2713 2714 2715 2716 2717

Human Resource Management Information Management Human Resource Management Information Management Human Resource Management Information Management Human Resource Management Information Management Human Resource Management Information Management Human Resource Management Information Management Human Resource Management Information Management Human Resource Management Information Management Human Resource Management Information Management Human Resource Management Information Management Human Resource Management Information Management Human Resource Management Information Management Human Resource Management Information Management Human Resource Management Information Management Human Resource Management Information Management Human Resource Management Information Management Human Resource Management Information Management Human Resource Management Information Management Human Resource Management Information Management Human Resource Management Information Management Human Resource Management Information Management Human Resource Management Information Management Human Resource Management Information Management Human Resource Management Information Management Human Resource Management Information Management Human Resource Management Information Management Human Resource Management Information Management Human Resource Management Information Management Human Resource Management Information Management Human Resource Management Information Management Human Resource Management Information Management Human Resource Management Information Management Human Resource Management Information Management Human Resource Management Information Management Human Resource Management Information Management

Administrate Employee Records Administrate Employee Records Administrate Employee Records Administrate Employee Records Administrate Employee Records Administrate Employee Records Administrate Employee Records Administrate Employee Records Not identified Not identified Not identified Not identified Not identified Not identified Not identified Not identified Not identified Not identified Not identified Not identified Not identified Not identified Not identified Not identified Not identified Not identified Not identified Not identified Not identified Not identified Not identified Not identified Not identified Not identified Not identified

Change Employee Information Change Employee Information Change Employee Information Change Employee Information Change Employee Information Change Employee Information Change Employee Information Change Employee Information Not identified Not identified Not identified Not identified Not identified Not identified Not identified Not identified Not identified Not identified Not identified Not identified Not identified Not identified Not identified Not identified Not identified Not identified Not identified Not identified Not identified Not identified Not identified Not identified Not identified Not identified Not identified

SSHR SSHR SSHR SSHR SSHR SSHR SSHR SSHR HR HR HR HR HR HR HR HR HR HR HR HR HR HR HR HR HR HR HR PAY HR HR HR HR HR HR HR 26 26 26 26 26 26 26 26 26 26 26 26 26 26 26 26 26 26 26 27 26 26 26 26 26 26 26

Promotion - Pay Rate Promotion - Pay Rate Promotion - Pay Rate Promotion - SIT Promotion - SIT Promotion - SIT Promotion - SIT Promotion - SIT Security Security Security Security Security Interfaces Employee Maintenance Employee Tracking Employee Tracking Employee Tracking Employee Tracking Employee Tracking Employee Tracking Employee Tracking Employee Tracking Employee Tracking Employee Tracking Employee Maintenance Employee Tracking Interfaces General General General General Demographics Demographics Business Process Reengineering

Setup Setup Setup Setup Setup Setup Setup

Does the manager need to change SIT's for only certain Person Types? Setup Do you have security requirements on who can enter data for Human Resources? (e.g. by company? by cost center?) Process Do you have security reports on who can run Human Resources reports? (by company, by cost center etc.) Setup, Process Will there need to be terminal security for Human Resources? Do you run security reports on a regular basis for Human Resources? Do you have documentation on your current system security requirements for Human Resources? Map each GL user to a menu structure. Will any new ones need to be created for Human Resources? What other events are significant in your management of human resources? Explain. Will employees be tracked? Will ex-employees be tracked? Will retirees be tracked? Will contractors be tracked? Will recruiters be tracked? Will other contacts be tracked? Will volunteers be tracked? Will trustees be tracked? Will board members be tracked? What benefit does this data provide to your organization as a whole? Do you need to track employee relocation information for special employee groups? E.g. executives and sales force. Setup Process Process Setup, Process Process Setup, Process Setup, Process Setup, Process Setup, Process Setup, Process Setup, Process Setup, Process Setup, Process Setup, Process Process Process

What benefit does this data provide to certain entities within the organization? Process Are there any other interfaces to other systems (Mainframe, PC, manual) you have not told us about? Process What was reason for purchasing/upgrading to this Oracle Human Resource application? Process What is the purpose of the relevant human resources systems/processes? What is the origin of the relevant human resources systems/processes (vendor or in-house)? Is there an existing entity relationship (E-R) diagram of the current human resources application? Describe the current geographical distribution of your business and/or employees? Describe the geographical distribution of your business and/or employees in the foreseeable future? What business areas and/or operations are targeted for improvement? Process Process Process Setup, Process Setup, Process Process, Metric

85338164.xlsx

Page 43

RD.020 Business Process Questionnaire

OBM Level I
2718 2719 2720 2721

OBM Level II

OBM Level III

Not identified Not identified Not identified Not identified

OBM Level IV
Not identified Not identified Not identified Not identified

Application
HR HR HR HR

OBM Row No.

Process
26 26 26 26

Category
Business Process Reengineering Business Process Reengineering Business Process Reengineering Interfaces

Process Analysis Questions

What business areas and/or operations are targeted for re-engineering? Which of these business areas and/or operations are highest priority? Medium priority? Low priority? How do you see the application resolving your current deficiencies/issues? Define your interfaces/information to other systems/users for Payroll System/Department?

Type = Setup Metric Process Performance Response

Process, Metric Setup, process Metric Process

Revisit Y/N

Human Resource Management Information Management Human Resource Management Information Management Human Resource Management Information Management Human Resource Management Information Management

2722 2723 2724 2725 2726 2727 2728 2729 2730 2731 2732 2733 2734 2735 2736 2737 2738 2739 2740 2741 2742 2743 2744 2745 2746 2747 2748 2749 2750 2751 2752 2753 2754 2755 2756 2757 2758 2759 2760 2761 2762 2763 2764 2765 2766 2767 2768 2769 2770 2771 2772 2773 2774 2775 2776

Human Resource Management Information Management Human Resource Management Information Management Human Resource Management Information Management Human Resource Management Information Management Human Resource Management Information Management Human Resource Management Information Management Human Resource Management Information Management Human Resource Management Information Management Human Resource Management Information Management Human Resource Management Information Management Human Resource Management Information Management Human Resource Management Information Management Human Resource Management Information Management Human Resource Management Information Management Human Resource Management Information Management Human Resource Management Information Management Human Resource Management Information Management Human Resource Management Information Management Human Resource Management Information Management Human Resource Management Information Management Human Resource Management Information Management Human Resource Management Information Management Human Resource Management Information Management Human Resource Management Information Management Human Resource Management Information Management Human Resource Management Information Management Human Resource Management Information Management Human Resource Management Information Management Human Resource Management Information Management Human Resource Management Information Management Human Resource Management Information Management Human Resource Management Information Management Human Resource Management Information Management Human Resource Management Information Management Human Resource Management Information Management Human Resource Management Information Management Human Resource Management Information Management Human Resource Management Information Management Human Resource Management Information Management Human Resource Management Information Management Human Resource Management Information Management Human Resource Management Information Management Human Resource Management Information Management Human Resource Management Information Management Human Resource Management Information Management Human Resource Management Information Management Human Resource Management Information Management Human Resource Management Information Management Human Resource Management Information Management Human Resource Management Information Management Human Resource Management Information Management Human Resource Management Information Management Human Resource Management Information Management Human Resource Management Information Management Human Resource Management Information Management

Not identified Not identified Not identified Not identified Not identified Not identified Not identified Not identified Not identified Not identified Not identified Not identified Not identified Not identified Not identified Not identified Not identified Not identified Not identified Not identified Not identified Not identified Not identified Not identified Not identified Not identified Not identified Not identified Not identified Not identified Not identified Not identified Not identified Not identified Not identified Not identified Not identified Not identified Not identified Not identified Not identified Not identified Not identified Not identified Not identified Not identified Not identified Not identified Not identified Not identified Not identified Not identified Not identified Not identified Not identified

Not identified Not identified Not identified Not identified Not identified Not identified Not identified Not identified Not identified Not identified Not identified Not identified Not identified Not identified Not identified Not identified Not identified Not identified Not identified Not identified Not identified Not identified Not identified Not identified Not identified Not identified Not identified Not identified Not identified Not identified Not identified Not identified Not identified Not identified Not identified Not identified Not identified Not identified Not identified Not identified Not identified Not identified Not identified Not identified Not identified Not identified Not identified Not identified Not identified Not identified Not identified Not identified Not identified Not identified Not identified

HR HR HR HR HR HR HR HR HR HR HR HR HR HR HR HR HR HR HR HR HR HR HR HR HR HR, PO ALL HR HR HR HR HR HR HR HR HR HR HR HR HR HR HR HR HR HR HR HR HR PAY PAY PAY PAY PAY PAY PAY

26 26 26 26 26 26 26 26 26 26 26 26 26 26 26 26 26 26 26 26 26 26 26 26 26 26 26 26 26 26 26 26 26 26 26 26 26 26 26 26 26 26 26 26 26 26 26 26 27 27 27 27 27 27 27

Interfaces Interfaces General Organizational Organizational Organizational Organizational Organizational Organizational Organizational Organizational Organizational Organizational Organizational Organizational Organizational Organizational Organizational Organizational Organizational Organizational Organizational Organizational Organizational Organizational Organizational Other Other Other Other Other Other Other Other Other Other Security Security Security Security Security Security Security Security Security Security Security Security Security Security Security Security Security Security Organizational

Do you currently use or plan to install an Interactive Voice Response (IVR) or scanning technology system for human resources/benefits? Process Are there any other interfaces to other systems (Mainframe, PC, manual) you have not told us about? Process What are your on-line help/documentation requirements? Process

How are the hierarchies or organization charts structured? (Samples) Setup Number of other persons associated with organization/company (i.e. Retirees, ex-employees, volunteers, Board members)? Metric Describe your management reporting structure? Setup, process

Describe your financial reporting structure? Setup, process How many Federal and State Employer Identification Numbers (EINs) do you have? Metric How many Federal and State Employer Identification Numbers (EINs) do you plan to have in the next one-two years? Metric How are your organization charts generated? How many views of your organization(s) do you have? How often do your organizational structures change? How many worksites/locations does your organization/company operate? In which countries are your company worksites located? In which states are your company worksites located? In which counties/localities are your company worksites located? Does your organization/company have unions? How many unions do you have? How many bargaining units do you have? Approximately what percentage of your employee population is associated with these unions? Which divisions or companies or subsidiaries or locations have union affiliations? What are the are the durations of your union contracts? When will the existing union contract expire? How many different contracts are negotiated? What differences/commonalties are there between the different contract benefits offerings? Describe your other reporting hierarchies? Which manual operations/processes do you need to automate? Do you have any HR Data in Lotus 1-2-3? Do you have any HR Data in D-base? Do you have any HR Data in Excel? Do you have any HR Data in WordPerfect? Do you have any HR Data in Word? Process Setup, process Process Metric Setup Setup Setup Setup Metric Metric Metric Setup Setup, Metric Setup, Process Metric Setup, Process Setup Process Process Process Process Process Process

Do you have any HR Data in other programs? Process How many key users have/will have access to the human resources applications? Metric, Performance How many casual users have/will have access to the human resources applications? Metric, Performance Is there information you wish to maintain on employees and other people types that you currently do not store electronically? Setup, Performance What is the total number of users who have/will have access to the human resources applications? Metric How many users (key & casual) have/will have access to the human resources applications for updating information? Metric How many users (key & casual) have/will have access to the human resources applications for reporting needs only? Metric At what levels do you currently secure users? (Company, organization, field) Setup, Process Who is responsible for maintaining your security profiles? (DBA, IS) By type of user, define what data is available for viewing? By type of user, define what data is available for updating? By type of user, define what data is available for deleting? By type of function, define the levels of the organization that are available? By type of function, define the types of employees that are available? By type of function, define the type of data that is available? Process Setup, Process Setup, Process Setup, Process Setup, Process Setup, Process

Setup, Process Process, Define any additional security requirements. Performance Do you have security requirements on who can enter data for Payroll? (e.g. by company? by cost center?) Process Do you have security requirements on who can run Payroll reports? (by company, by cost center etc.) Setup, process Will there need to be terminal security for Payroll? Setup

Do you run security reports on a regular basis for Payroll? Process Do you have documentation on your current system security requirements for Payroll? Process Map each GL user to a menu structure. Will any new ones need to be created for Payroll? Setup, process Describe your companies organization. Setup

85338164.xlsx

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RD.020 Business Process Questionnaire

OBM Level I
2777 2778 2779 2780 2781 2782 2783 2784 2785 2786 2787 2788 2789 2790 2791 2792 2793 2794 2795 2796 2797 2798 2799 2800 2801 2802 2803 2804 2805 2806 2807 2808 2809 2810 2811 2812 2813 2814 2815 2816 2817 2818 2819

OBM Level II

OBM Level III

Not identified Not identified Not identified Not identified Not identified Not identified Not identified Not identified Not identified Not identified Not identified Not identified Not identified Not identified Not identified Not identified Not identified Not identified Not identified Not identified Not identified Not identified Not identified Not identified Not identified Not identified Not identified Not identified Not identified Not identified Not identified Not identified Not identified Not identified Not identified Not identified Not identified Not identified Not identified Not identified Not identified Not identified Not identified

OBM Level IV
Not identified Not identified Not identified Not identified Not identified Not identified Not identified Not identified Not identified Not identified Not identified Not identified Not identified Not identified Not identified Not identified Not identified Not identified Not identified Not identified Not identified Not identified Not identified Not identified Not identified Not identified Not identified Not identified Not identified Not identified Not identified Not identified Not identified Not identified Not identified Not identified Not identified Not identified Not identified Not identified Not identified Not identified Not identified

Application
PAY PAY PAY PAY PAY PAY PAY PAY PAY PAY HR PAY PAY HR HR HR HR HR HR HR HR HR HR HR HR HR HR HR HR HR HR HR PAY HR HR HR HR HR HR HR HR HR HR

OBM Row No.

Process
27 27 27 27 27 27 27 27 27 27 26 27 27 26 26 26 26 26 26 26 26 26 26 26 26 26 26 26 26 26 26 26 27 26 26 26 26 26 26 26 26 26 26

Category
Organizational Demographics General Other Other Other Other Other Other Other Employee Tracking Technology Other Security Security Security Security Security Interfaces Employee Maintenance Employee Tracking Employee Tracking Employee Tracking Employee Tracking Employee Tracking Employee Tracking Employee Tracking Employee Tracking Employee Tracking Employee Tracking Employee Maintenance Employee Tracking Interfaces General General General General Demographics Demographics Business Process Reengineering Business Process Reengineering Business Process Reengineering Interfaces

Process Analysis Questions

Include any organization hierarchy charts. How many states and countries, if applicable, do you pay employees? Do you have any unions or bargaining units? (How many? Do you have any payroll data in: Lotus 1-2-3 Dbase? Excel? WordPerfect? Word? Others? What benefit will storing data that you currently do not store electronically provide to your organization? Do you have needs for scanning?

Type = Setup Metric Process Performance Response

Setup Setup, Metric Process, Metric Process Process Process Process Process Process Process Process Process

Revisit Y/N

Human Resource Management Information Management Human Resource Management Information Management Human Resource Management Information Management Human Resource Management Information Management Human Resource Management Information Management Human Resource Management Information Management Human Resource Management Information Management Human Resource Management Information Management Human Resource Management Information Management Human Resource Management Information Management Human Resource Management Information Management Human Resource Management Information Management Human Resource Management Information Management Human Resource Management Information Management Human Resource Management Information Management Human Resource Management Information Management Human Resource Management Information Management Human Resource Management Information Management Human Resource Management Information Management Human Resource Management Information Management Human Resource Management Information Management Human Resource Management Information Management Human Resource Management Information Management Human Resource Management Information Management Human Resource Management Information Management Human Resource Management Information Management Human Resource Management Information Management Human Resource Management Information Management Human Resource Management Information Management Human Resource Management Information Management Human Resource Management Information Management Human Resource Management Information Management Human Resource Management Information Management Human Resource Management Information Management Human Resource Management Information Management Human Resource Management Information Management Human Resource Management Information Management Human Resource Management Information Management Human Resource Management Information Management Human Resource Management Information Management Human Resource Management Information Management Human Resource Management Information Management Human Resource Management Information Management

What are your on-line help/documentation needs? Process Do you have security requirements on who can enter data for Human Resources? (e.g. by company? by cost center?) Process Do you have security reports on who can run Human Resources reports? (by company, by cost center etc.) Setup, process Will there need to be terminal security for Human Resources? Do you run security reports on a regular basis for Human Resources? Do you have documentation on your current system security requirements for Human Resources? Map each GL user to a menu structure. Will any new ones need to be created for Human Resources? What other events are significant in your management of human resources? Explain. Will employees be tracked? Will ex-employees be tracked? Will retirees be tracked? Will contractors be tracked? Will recruiters be tracked? Will other contacts be tracked? Will volunteers be tracked? Will trustees be tracked? Will board members be tracked? What benefit does this data provide to your organization as a whole? Do you need to track employee relocation information for special employee groups? E.g. executives and sales force. Setup Process Process Setup, process Process Setup, process Setup, process Setup, process Setup, process Setup, process Setup, process Setup, process Setup, process Setup, process Process Process

What benefit does this data provide to certain entities within the organization? Process Are there any other interfaces to other systems (Mainframe, PC, manual) you have not told us about? Process What was reason for purchasing/upgrading to this Oracle Human Resource application? Process What is the purpose of the relevant human resources systems/processes? What is the origin of the relevant human resources systems/processes (vendor or in-house)? Is there an existing entity relationship (E-R) diagram of the current human resources application? Describe the current geographical distribution of your business and/or employees? Describe the geographical distribution of your business and/or employees in the foreseeable future? What business areas and/or operations are targeted for improvement? What business areas and/or operations are targeted for re-engineering? How do you see the application resolving your current deficiencies/issues? Define your interfaces/information to other systems/users for Payroll System/Department? Process Process Process Setup, process Setup, process Process, Metric Process, Metric Metric Process

2820 2821 2822 2823 2824 2825 2826 2827 2828 2829 2830 2831 2832 2833 2834 2835

Human Resource Management Information Management Human Resource Management Information Management Human Resource Management Information Management Human Resource Management Information Management Human Resource Management Information Management Human Resource Management Information Management Human Resource Management Information Management Human Resource Management Information Management Human Resource Management Information Management Human Resource Management Information Management Human Resource Management Information Management Human Resource Management Information Management Human Resource Management Information Management Human Resource Management Information Management Human Resource Management Information Management Human Resource Management Information Management

Not identified Not identified Not identified Not identified Not identified Not identified Not identified Not identified Not identified Not identified Not identified Not identified Not identified Not identified Not identified Not identified

Not identified Not identified Not identified Not identified Not identified Not identified Not identified Not identified Not identified Not identified Not identified Not identified Not identified Not identified Not identified Not identified

HR HR HR HR HR HR HR HR HR HR HR HR HR HR HR HR

26 26 26 26 26 26 26 26 26 26 26 26 26 26 26 26

Interfaces Interfaces General Organizational Organizational Organizational Organizational Organizational Organizational Organizational Organizational Organizational Organizational Organizational Organizational Organizational

Do you currently use or plan to install an Interactive Voice Response (IVR) or scanning technology system for human resources/benefits? Process Are there any other interfaces to other systems (Mainframe, PC, manual) you have not told us about? Process What are your on-line help/documentation requirements? Process

How are the hierarchies or organization charts structured? (Samples) Setup Number of other persons associated with organization/company (i.e. Retirees, ex-employees, volunteers, Board members)? Metric Describe your management reporting structure? Setup, process

Describe your financial reporting structure? Setup, process How many Federal and State Employer Identification Numbers (EINs) do you have? Metric How many Federal and State Employer Identification Numbers (EINs) do you plan to have in the next one-two years? Metric How are your organization charts generated? How many views of your organization(s) do you have? How often do your organizational structures change? How many worksites/locations does your organization/company operate? In which countries are your company worksites located? In which states are your company worksites located? In which counties/localities are your company worksites located? Process Setup, process Process Metric Setup Setup Setup

85338164.xlsx

Page 45

RD.020 Business Process Questionnaire

OBM Level I
2836 2837 2838 2839 2840 2841 2842 2843 2844 2845 2846 2847 2848 2849 2850 2851 2852 2853 2854 2855 2856 2857 2858 2859 2860 2861 2862 2863 2864 2865 2866 2867 2868 2869 2870 2871 2872 2873 2874 2875 2876 2877 2878 2879 2880 2881 2882 2883 2884 2885 2886 2887 2888 2889 2890 2891

OBM Level II

OBM Level III

Not identified Not identified Not identified Not identified Not identified Not identified Not identified Not identified Not identified Not identified Not identified Not identified Not identified Not identified Not identified Not identified Not identified Not identified Not identified Not identified Not identified Not identified Not identified Not identified Not identified Not identified Not identified Not identified Not identified Not identified Not identified Not identified Not identified Not identified Not identified Not identified Not identified Not identified Not identified Not identified Not identified Not identified Not identified Not identified Not identified Not identified Not identified Not identified Not identified Not identified Not identified Not identified Not identified Perform Reporting Perform Reporting Perform Reporting

OBM Level IV
Not identified Not identified Not identified Not identified Not identified Not identified Not identified Not identified Not identified Not identified Not identified Not identified Not identified Not identified Not identified Not identified Not identified Not identified Not identified Not identified Not identified Not identified Not identified Not identified Not identified Not identified Not identified Not identified Not identified Not identified Not identified Not identified Not identified Not identified Not identified Not identified Not identified Not identified Not identified Not identified Not identified Not identified Not identified Not identified Not identified Not identified Not identified Not identified Not identified Not identified Not identified Not identified Not identified Not identified Not identified Prepare Non/Regulatory and Statutory Reporting

Application
HR HR HR HR HR HR HR HR HR, PO HR HR HR HR HR HR HR HR HR HR HR HR HR HR HR HR HR HR HR PAY PAY PAY PAY PAY PAY PAY PAY PAY PAY PAY PAY PAY PAY PAY PAY PAY HR PAY PAY HR HR HR HR HR HR HR HR

OBM Row No.

Process
26 26 26 26 26 26 26 26 26 26 26 26 26 26 26 26 26 26 26 26 26 26 26 26 26 26 26 26 27 27 27 27 27 27 27 27 27 27 27 27 27 27 27 27 27 26 27 27 26 26 26 26 26 26 26 26

Category
Organizational Organizational Organizational Organizational Organizational Organizational Organizational Organizational Organizational Other Other Other Other Other Other Other Security Security Security Security Security Security Security Security Security Security Security Security Security Security Security Security Security Security Organizational Organizational Demographics General Other Other Other Other Other Other Other Employee Tracking Technology Other Business Process Reengineering Business Process Reengineering Business Process Reengineering Business Process Reengineering Business Process Reengineering Reporting Reporting Reporting

Process Analysis Questions

Does your organization/company have unions? How many unions do you have? How many bargaining units do you have? Which divisions or companies or subsidiaries or locations have union affiliations? What are the are the durations of your union contracts? When will the existing union contract expire? How many different contracts are negotiated? What differences/commonalties are there between the different contract benefits offerings? Describe your other reporting hierarchies? Do you have any HR Data in Lotus 1-2-3? Do you have any HR Data in D-base? Do you have any HR Data in Excel? Do you have any HR Data in WordPerfect? Do you have any HR Data in Word?

Type = Setup Metric Process Performance Response

Setup Metric Metric Setup Setup, metric Setup, process Metric Setup, process Setup Process Process Process Process Process

Revisit Y/N

Human Resource Management Information Management Human Resource Management Information Management Human Resource Management Information Management Human Resource Management Information Management Human Resource Management Information Management Human Resource Management Information Management Human Resource Management Information Management Human Resource Management Information Management Human Resource Management Information Management Human Resource Management Information Management Human Resource Management Information Management Human Resource Management Information Management Human Resource Management Information Management Human Resource Management Information Management Human Resource Management Information Management Human Resource Management Information Management Human Resource Management Information Management Human Resource Management Information Management Human Resource Management Information Management Human Resource Management Information Management Human Resource Management Information Management Human Resource Management Information Management Human Resource Management Information Management Human Resource Management Information Management Human Resource Management Information Management Human Resource Management Information Management Human Resource Management Information Management Human Resource Management Information Management Human Resource Management Information Management Human Resource Management Information Management Human Resource Management Information Management Human Resource Management Information Management Human Resource Management Information Management Human Resource Management Information Management Human Resource Management Information Management Human Resource Management Information Management Human Resource Management Information Management Human Resource Management Information Management Human Resource Management Information Management Human Resource Management Information Management Human Resource Management Information Management Human Resource Management Information Management Human Resource Management Information Management Human Resource Management Information Management Human Resource Management Information Management Human Resource Management Information Management Human Resource Management Information Management Human Resource Management Information Management Human Resource Management Information Management Human Resource Management Information Management Human Resource Management Information Management Human Resource Management Information Management Human Resource Management Information Management Human Resource Management Information Management Human Resource Management Information Management Human Resource Management Information Management

Do you have any HR Data in other programs? Process Is there information you wish to maintain on employees and other people types that you currently do not store electronically? Setup, performance What is the total number of users who have/will have access to the human resources applications? Metric How many users (key & casual) have/will have access to the human resources applications for updating information? Metric How many users (key & casual) have/will have access to the human resources applications for reporting needs only? Metric At what levels do you currently secure users? (Company, organization, field) Setup, process Who is responsible for maintaining your security profiles? (DBA, IS) By type of user, define what data is available for viewing? By type of user, define what data is available for updating? By type of user, define what data is available for deleting? By type of function, define the levels of the organization that are available? By type of function, define the types of employees that are available? By type of function, define the type of data that is available? Process Setup, process Setup, process Setup, process Setup, process Setup, process

Setup, process Process, Define any additional security requirements. Performance Do you have security requirements on who can enter data for Payroll? (e.g. by company? by cost center?) Process Do you have security requirements on who can run Payroll reports? (by company, by cost center etc.) Setup, process Will there need to be terminal security for Payroll? Setup

Do you run security reports on a regular basis for Payroll? Process Do you have documentation on your current system security requirements for Payroll? Process Map each GL user to a menu structure. Will any new ones need to be created for Payroll? Setup, process Describe your companies organization. Include any organization hierarchy charts. How many states and countries, if applicable, do you pay employees? Do you have any unions or bargaining units? (How many? Do you have any payroll data in: Lotus 1-2-3 Dbase? Excel? WordPerfect? Word? Others? What benefit will storing data that you currently do not store electronically provide to your organization? Do you have needs for scanning? What are your on-line help/documentation needs? Which operations/processes do you want to streamline for Human Resources? Setup Setup Setup, Metric Process, Metric Process Process Process Process Process Process Process Process Process Process Process

Which operations/processes do you want to eliminate for Human Resources? Process Are there any time-intensive Human Resources operations/processes that need to be addressed? Process Which operations/processes do you want to streamline for Human Resources? Process Which operations/processes do you want to eliminate for Human Resources? Process What business performance statistics do you monitor for Human Resources? Process What are your Human Resources reporting requirements with respect to functional vs. foreign currencies? Setup, Process What are your Human Resources reporting requirements with respect to summary or detail formats? Obtain report listing. Setup, Process What reports do you currently generate to meet your Human Resources reporting requirements? Provide examples of each. Include source (could be manual), user, frequency, number of copies. Setup, process Is there any Human Resources reporting requirement that your current set of reports does not meet? Setup

2892 2893

Human Resource Management Information Management Human Resource Management Information Management

Perform Reporting Perform Reporting

Prepare Non/Regulatory and Statutory Reporting Prepare Non/Regulatory and Statutory Reporting

HR HR

26 26

Reporting Reporting

85338164.xlsx

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RD.020 Business Process Questionnaire

OBM Level I
2894 2895 2896 2897 2898 2899 2900 2901 2902 2903 2904 2905 2906 2907 2908

OBM Level II

OBM Level III

Perform Reporting Perform Reporting Perform Reporting Perform Reporting Perform Reporting Perform Reporting Perform Reporting Perform Reporting Perform Reporting Perform Reporting Perform Reporting Perform Reporting Perform Reporting Perform Reporting Perform Reporting

OBM Level IV
Prepare Non/Regulatory and Statutory Reporting Prepare Non/Regulatory and Statutory Reporting Prepare Non/Regulatory and Statutory Reporting Prepare Non/Regulatory and Statutory Reporting Prepare Non/Regulatory and Statutory Reporting Prepare Non/Regulatory and Statutory Reporting Prepare Non/Regulatory and Statutory Reporting Prepare Non/Regulatory and Statutory Reporting Prepare Non/Regulatory and Statutory Reporting Prepare Non/Regulatory and Statutory Reporting Prepare Non/Regulatory and Statutory Reporting Prepare Non/Regulatory and Statutory Reporting Prepare Non/Regulatory and Statutory Reporting Prepare Non/Regulatory and Statutory Reporting Prepare Non/Regulatory and Statutory Reporting Prepare Non/Regulatory and Statutory Reporting Prepare Non/Regulatory and Statutory Reporting Prepare Non/Regulatory and Statutory Reporting Prepare Non/Regulatory and Statutory Reporting Prepare Non/Regulatory and Statutory Reporting Prepare Non/Regulatory and Statutory Reporting Prepare Non/Regulatory and Statutory Reporting Prepare Non/Regulatory and Statutory Reporting Prepare Non/Regulatory and Statutory Reporting Prepare Regulatory and Statutory Reporting Prepare Regulatory and Statutory Reporting Prepare Regulatory and Statutory Reporting Prepare Regulatory and Statutory Reporting Prepare Non/Regulatory and Statutory Reporting Prepare Non/Regulatory and Statutory Reporting Prepare Non/Regulatory and Statutory Reporting Prepare Non/Regulatory and Statutory Reporting Prepare Non/Regulatory and Statutory Reporting Prepare Non/Regulatory and Statutory Reporting Prepare Non/Regulatory and Statutory Reporting Prepare Non/Regulatory and Statutory Reporting Prepare Non/Regulatory and Statutory Reporting Prepare Non/Regulatory and Statutory Reporting Prepare Non/Regulatory and Statutory Reporting Prepare Non/Regulatory and Statutory Reporting Prepare Non/Regulatory and Statutory Reporting Prepare Non/Regulatory and Statutory Reporting Prepare Non/Regulatory and Statutory Reporting Prepare Non/Regulatory and Statutory Reporting Prepare Non/Regulatory and Statutory Reporting Prepare Non/Regulatory and Statutory Reporting Prepare Non/Regulatory and Statutory Reporting Prepare Non/Regulatory and Statutory Reporting Prepare Non/Regulatory and Statutory Reporting Prepare Non/Regulatory and Statutory Reporting Not identified Prepare Non/Regulatory and Statutory Reporting

Application
HR HR HR HR HR HR HR HR HR HR HR HR HR HR HR

OBM Row No.

Process
26 26 26 26 26 26 26 26 26 26 26 26 26 26 26

Category
Reporting Reporting Reporting Reporting Reporting Reporting Reporting Reporting Reporting Reporting Reporting Reporting Reporting Reporting Reporting

Process Analysis Questions

Are Human Resources reports standard across multiple Sets of Books, for example, subsidiaries? Are Human Resources reports standard across multiple levels within a Set of Books, i e., divisions? What account codes and/or descriptions are required on Human Resources reports? Do you provide a "key" of content/information somewhere on the Human Resources report? What Human Resources reports are grouped together on a regular basis and printed in one print run? (report set)

Type = Setup Metric Process Performance Response

Setup Setup Setup Setup Setup, process

Revisit Y/N

Human Resource Management Information Management Human Resource Management Information Management Human Resource Management Information Management Human Resource Management Information Management Human Resource Management Information Management Human Resource Management Information Management Human Resource Management Information Management Human Resource Management Information Management Human Resource Management Information Management Human Resource Management Information Management Human Resource Management Information Management Human Resource Management Information Management Human Resource Management Information Management Human Resource Management Information Management Human Resource Management Information Management

Who receives a copy of the Human Resources reports? Process What is the criteria for determining who should receive a copy of any Human Resources report? Process How do you update a Human Resources reports distribution list? Is the process to update a Human Resources reports distribution list documented? How long does it take to update a Human Resources reports distribution list? How long should it take to update a Human Resources reports distribution list? Who performs the tasks associated with updating a Human Resources reports distribution list? Is there any requirement for on-line (softcopy) distribution and/or remote location printing for Human Resources reports? Do some of these Human Resources reports belong in report sets? Always being run together? Do the separate business units run their own Human Resources reports? Process Process Process Process Process Setup, process Setup Process, Performance

2909 2910 2911 2912 2913 2914

Human Resource Management Information Management Human Resource Management Information Management Human Resource Management Information Management Human Resource Management Information Management Human Resource Management Information Management Human Resource Management Information Management

Perform Reporting Perform Reporting Perform Reporting Perform Reporting Perform Reporting Perform Reporting

HR HR HR HR HR HR

26 26 26 26 26 26

Reporting Reporting Reporting Reporting Reporting Reporting

What type of printers do you run Human Resources reports (including required legislative reports, etc.) on? Where are they located? Setup, Performance Do you run Human Resources reports for different companies or cost centers? Process Do you need company wide/consolidation reporting? Do you need divisional/departmental/cost center reporting? Who is currently responsible for creating or changing reports? How easy and timely is it to create or change reports? Concerning report generation, will the same responsibilities continue, or will they change? (i.e. end-user responsible for report generation?) Do you have a tool to do on-demand reports or queries? Process Process Process Process

2915 2916 2917 2918 2919 2920 2921 2922 2923 2924

Human Resource Management Information Management Human Resource Management Information Management Human Resource Management Information Management Human Resource Management Information Management Human Resource Management Information Management Human Resource Management Information Management Human Resource Management Information Management Human Resource Management Information Management Human Resource Management Information Management Human Resource Management Information Management

Perform Reporting Perform Reporting Perform Reporting Perform Reporting Perform Reporting Perform Reporting Perform Reporting Perform Reporting Perform Reporting Perform Reporting

HR HR HR HR HR HR HR PAY PAY PAY

26 26 26 26 26 26 26 27 27 27

Reporting Reporting Reporting Reporting Reporting Reporting Reporting Reporting Reporting Reporting

Process Process, Performance

What are your management reporting needs? Process What are your federal/state mandated reporting requirements? (i.e. EEO, Discrimination testing) Process Are you required to provide government/industry oversight reports? (i.e. FCC, DOT, DOE) Process Do you do any affirmative action planning or reporting? How is affirmative action planning or reporting done? What business performance statistics do you monitor for Payroll? What are your Payroll reporting requirements with respect to functional vs. foreign currencies? What are your Payroll reporting requirements with respect to summary or detail formats? Obtain report listing. What reports do you currently generate to meet your Payroll reporting requirements? Provide examples of each. Include source (could be manual), user, frequency, number of copies. Is there any Payroll reporting requirement that your current set of reports does not meet? Are Payroll reports standard across multiple Sets of Books, for example, subsidiaries? Are Payroll reports standard across multiple levels within a Set of Books, i e., divisions? What account codes and/or descriptions are required on Payroll reports? Do you provide a "key" of content/information somewhere on the Payroll report? What Payroll reports are grouped together on a regular basis and printed in one print run? Who receives a copy of the Payroll reports? What is the criteria for determining who should receive a copy of any Payroll report? How do you update a Payroll reports distribution list? Is the process to update a Payroll reports distribution list documented? How long does it take to update a Payroll reports distribution list? Who performs the tasks associated with updating a Payroll reports distribution list? Is there any requirement for on-line (softcopy) distribution and/or remote location printing for Payroll reports? Do some of these Payroll reports belong in report sets? Always being run together? Who is responsible for submitting on-demand report requests? Who is responsible for creating or modifying reports? What tool does this person(s) use for creating or modifying reports? How long does it take to create or modify reports? Setup, Process Setup, Process Process Setup, Process Setup, Process

2925 2926 2927 2928 2929 2930 2931 2932 2933 2934 2935 2936 2937 2938 2939 2940 2941 2942 2943 2944 2945

Human Resource Management Information Management Human Resource Management Information Management Human Resource Management Information Management Human Resource Management Information Management Human Resource Management Information Management Human Resource Management Information Management Human Resource Management Information Management Human Resource Management Information Management Human Resource Management Information Management Human Resource Management Information Management Human Resource Management Information Management Human Resource Management Information Management Human Resource Management Information Management Human Resource Management Information Management Human Resource Management Information Management Human Resource Management Information Management Human Resource Management Information Management Human Resource Management Information Management Human Resource Management Information Management Human Resource Management Information Management Human Resource Management Information Management

Perform Reporting Perform Reporting Perform Reporting Perform Reporting Perform Reporting Perform Reporting Perform Reporting Perform Reporting Perform Reporting Perform Reporting Perform Reporting Perform Reporting Perform Reporting Perform Reporting Perform Reporting Perform Reporting Perform Reporting Perform Reporting Perform Reporting Perform Reporting Perform Reporting

PAY PAY PAY PAY PAY PAY PAY PAY PAY PAY PAY PAY PAY PAY PAY PAY PAY PAY PAY HR HR

27 27 27 27 27 27 27 27 27 27 27 27 27 27 27 27 27 27 27 26 26

Reporting Reporting Reporting Reporting Reporting Reporting Reporting Reporting Reporting Reporting Reporting Reporting Reporting Reporting Reporting Reporting Reporting Reporting Reporting Reporting Reporting

Setup, process Setup Setup Setup Setup Setup Setup, process Process Process Process Process Process Process Setup, process Setup Process Process Process Metric, Performance

What business performance statistics do you monitor for Human Resources? Process What are your Human Resources reporting requirements with respect to summary or detail formats? Obtain report listing. Setup, Process What reports do you currently generate to meet your Human Resources reporting requirements? Provide examples of each. Include source (could be manual), user, frequency, number of copies. Is there any Human Resources reporting requirement that your current set of reports does not meet? Are Human Resources reports standard across multiple Sets of Books, for example, subsidiaries? Are Human Resources reports standard across multiple levels within a Set of Books, i e., divisions? What account codes and/or descriptions are required on Human Resources reports?

2946 2947 2948 2949 2950

Human Resource Management Information Management Human Resource Management Information Management Human Resource Management Information Management Human Resource Management Information Management Human Resource Management Information Management

Perform Reporting Perform Reporting Perform Reporting Perform Reporting Perform Reporting

Prepare Non/Regulatory and Statutory Reporting Prepare Non/Regulatory and Statutory Reporting Prepare Non/Regulatory and Statutory Reporting Prepare Non/Regulatory and Statutory Reporting Prepare Non/Regulatory and Statutory Reporting

HR HR HR HR HR

26 26 26 26 26

Reporting Reporting Reporting Reporting Reporting

Setup, process Setup Setup Setup Setup

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RD.020 Business Process Questionnaire

OBM Level I
2951 2952 2953 2954 2955

OBM Level II

OBM Level III

Perform Reporting Perform Reporting Perform Reporting Perform Reporting Perform Reporting

OBM Level IV
Prepare Non/Regulatory and Statutory Reporting Prepare Non/Regulatory and Statutory Reporting Prepare Non/Regulatory and Statutory Reporting Prepare Non/Regulatory and Statutory Reporting Prepare Non/Regulatory and Statutory Reporting Prepare Non/Regulatory and Statutory Reporting Prepare Non/Regulatory and Statutory Reporting Prepare Non/Regulatory and Statutory Reporting Prepare Non/Regulatory and Statutory Reporting Prepare Non/Regulatory and Statutory Reporting Prepare Non/Regulatory and Statutory Reporting Prepare Non/Regulatory and Statutory Reporting Prepare Non/Regulatory and Statutory Reporting Prepare Regulatory and Statutory Reporting Prepare Non/Regulatory and Statutory Reporting Prepare Non/Regulatory and Statutory Reporting Prepare Non/Regulatory and Statutory Reporting Prepare Non/Regulatory and Statutory Reporting Prepare Non/Regulatory and Statutory Reporting Prepare Non/Regulatory and Statutory Reporting Prepare Non/Regulatory and Statutory Reporting Not identified Not identified Prepare Non/Regulatory and Statutory Reporting Prepare Non/Regulatory and Statutory Reporting Prepare Non/Regulatory and Statutory Reporting Prepare Non/Regulatory and Statutory Reporting Prepare Non/Regulatory and Statutory Reporting Manage Employee Information Base Manage Employee Information Base Manage Employee Information Base Manage Employee Information Base Manage Employee Information Base Manage Employee Information Base Manage Employee Information Base Manage Employee Information Base Manage Employee Information Base Manage Employee Information Base Data Store Data Store Data Store Data Store Data Store Data Store Data Store Data Store Data Store Data Store Not identified Not identified

Application
HR HR HR HR HR

OBM Row No.

Process
26 26 26 26 26

Category
Reporting Reporting Reporting Reporting Reporting

Process Analysis Questions

Type = Setup Metric Process Performance Response

Revisit Y/N

Human Resource Management Information Management Human Resource Management Information Management Human Resource Management Information Management Human Resource Management Information Management Human Resource Management Information Management

What Human Resources reports are grouped together on a regular basis and printed in one print run? (report set) Setup, process Who receives a copy of the Human Resources reports? Process What is the criteria for determining who should receive a copy of any Human Resources report? Process Is there any requirement for on-line (softcopy) distribution and/or remote location printing for Human Resources reports? Setup, process Process, Do the separate business units run their own Human Resources reports? Performance What type of printers do you run Human Resources reports (including required legislative reports, etc.) on? Where are they located? Setup, Performance Do you run Human Resources reports for different companies or cost centers? Process Do you need company wide/consolidation reporting? Do you need divisional/departmental/cost center reporting? Who is currently responsible for creating or changing reports? How easy and timely is it to create or change reports? Do you have a tool to do on-demand reports or queries? What are your management reporting needs? What are your federal/state mandated reporting requirements? (i.e. EEO, Discrimination testing) What reports do you currently generate to meet your Payroll reporting requirements? Provide examples of each. Include source (could be manual), user, frequency, number of copies. Is there any Payroll reporting requirement that your current set of reports does not meet? Are Payroll reports standard across multiple Sets of Books, for example, subsidiaries? Are Payroll reports standard across multiple levels within a Set of Books, i e., divisions? What account codes and/or descriptions are required on Payroll reports? Do some of these Payroll reports belong in report sets? Always being run together? Do the separate business units run their own Payroll reports? What type of printers do you run Payroll reports (including checks, etc.) on? Where are they located? Do you run Payroll reports for different companies or cost centers? Process Process Process Process Process, Performance Process Process

2956 2957 2958 2959 2960 2961 2962 2963 2964

Human Resource Management Information Management Human Resource Management Information Management Human Resource Management Information Management Human Resource Management Information Management Human Resource Management Information Management Human Resource Management Information Management Human Resource Management Information Management Human Resource Management Information Management Human Resource Management Information Management

Perform Reporting Perform Reporting Perform Reporting Perform Reporting Perform Reporting Perform Reporting Perform Reporting Perform Reporting Perform Reporting

HR HR HR HR HR HR HR HR HR

26 26 26 26 26 26 26 26 26

Reporting Reporting Reporting Reporting Reporting Reporting Reporting Reporting Reporting

2965 2966 2967 2968 2969 2970 2971 2972 2973

Human Resource Management Information Management Human Resource Management Information Management Human Resource Management Information Management Human Resource Management Information Management Human Resource Management Information Management Human Resource Management Information Management Human Resource Management Information Management Human Resource Management Information Management Human Resource Management Information Management

Perform Reporting Perform Reporting Perform Reporting Perform Reporting Perform Reporting Perform Reporting Perform Reporting Perform Reporting Perform Reporting

PAY PAY PAY PAY PAY PAY PAY PAY PAY

27 27 27 27 27 27 27 27 27

Reporting Reporting Reporting Reporting Reporting Reporting Reporting Reporting Reporting

Setup, process Setup Setup Setup Setup Setup Process, Performance Setup, performance Process

2974 2975 2976 2977 2978 2979 2980 2981 2982

Human Resource Management Information Management Human Resource Management Information Management Human Resource Management Information Management Human Resource Management Information Management Human Resource Management Information Management Human Resource Management Information Management Human Resource Management Information Management Human Resource Management Information Management Human Resource Management Information Management

Perform Reporting Perform Reporting Perform Reporting Perform Reporting Perform Reporting Perform Reporting Perform Reporting Perform Reporting Perform Reporting

PAY PAY PAY PAY PAY SSHR SSHR SSHR SSHR

27 27 27 27 27

Reporting Reporting Reporting Reporting Reporting View Histories View Histories View Histories View Histories

What types of reports do you currently have? Include volume, frequency and a Process, one page sample that include sorts and breaks for each report. Performance Who is responsible for submitting on-demand report requests? Who is responsible for creating or modifying reports? What tool does this person(s) use for creating or modifying reports? How long does it take to create or modify reports? Will employees be allowed to view their Salary History? Will managers be allowed to view an employee's Salary History? Will employees be allowed to view their Employment History? Will managers be allowed to view an employee's Employment History? Process Process Process Metric, Performance Setup Setup Setup Setup

2983

Human Resource Management Information Management

Perform Reporting

SSHR

View Histories

2984

Human Resource Management Information Management

Perform Reporting

SSHR

View Histories

Will employees be allowed to view their Absence History? Note: This module is only available if Absence Management is setup in base HR application. Setup Will managers be allowed to view an employee's Absence History? Note: This module is only available if Absence Management is setup in base HR application. Setup Will employees be allowed to view their Job Application History? Note: This module is only available if job requisition is setup in base HR application. Setup Will managers be allowed to view an employee's Job Application History? Note: This module is only available if job requisition is setup in base HR application. Setup Will employees be allowed to view their Training History? Note: This module is only available if Oracle Training Administration is setup. Setup Will managers be allowed to view an employee's Training History? Note: This module is only available if Oracle Training Administration is setup. Setup What historical information do you currently maintain? On what type of medium is this historical data maintained? What type of media storage do you plan on using? What type of Personal historical data do you need to maintain? What job related (Assignment) historical data do you need to maintain? What historical information do you currently maintain? On what type of medium is this historical data maintained? What type of media storage do you plan on using? What type of Personal historical data do you need to maintain? Process Process Process Process Process Process Process Process Process

2985

Human Resource Management Information Management

Perform Reporting

SSHR

View Histories

2986 2987

Human Resource Management Information Management Human Resource Management Information Management

Perform Reporting Perform Reporting

SSHR SSHR

View Histories View Histories

2988 2989 2990 2991 2992 2993 2994 2995 2996 2997 2998 2999 3000

Human Resource Management Information Management Human Resource Management Information Management Human Resource Management Information Management Human Resource Management Information Management Human Resource Management Information Management Human Resource Management Information Management Human Resource Management Information Management Human Resource Management Information Management Human Resource Management Information Management Human Resource Management Information Management Human Resource Management Information Management Human Resource Management not identified Human Resource Management not identified

Perform Reporting Reporting Reporting Reporting Reporting Reporting Reporting Reporting Reporting Reporting Reporting Not identified Not identified

SSHR HR HR HR HR HR HR HR HR HR HR HR HR 26 26 26 26 26 26 26 26 26 26 26 26

View Histories Other Other Other Other Other Other Other Other Other Other Interfaces Interfaces

What job related (Assignment) historical data do you need to maintain? Process What type of information is exchanged between the current human resources application and these other systems/processes? Process Can you provide a system flow diagram of connectivity between your core business applications? Process Can you provide information flow schematics of the data passed/required between human resources and other connected/interfaced systems? Is there any external data accessed directly by the human resources application (i.e. GL Chart of Accounts, Payroll Master, Benefits plans)? Define your interfaces/information to other systems/users for Time & Attendance Reporting? Define your interfaces/information to other systems/users for Labor Distribution Reconciliation?

3001

Human Resource Management not identified

Not identified

Not identified

HR

26

Interfaces

Process

3002 3003 3004

Human Resource Management not identified Human Resource Management not identified Human Resource Management not identified

Not identified Not identified Not identified

Not identified Not identified Not identified

HR HR HR

26 26 26

Interfaces Interfaces Interfaces

Process Process Process

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RD.020 Business Process Questionnaire

OBM Level I
3005 3006 3007 3008 3009 3010

OBM Level II

OBM Level III

Not identified Not identified Not identified Not identified Not identified Not identified

OBM Level IV
Not identified Not identified Not identified Not identified Not identified Not identified

Application
HR PAY PAY PAY HR HR

OBM Row No.

Process
26 27 27 27 26 26

Category
Interfaces General General General Interfaces Interfaces

Process Analysis Questions

Type = Setup Metric Process Performance Response

Revisit Y/N

Human Resource Management not identified Human Resource Management not identified Human Resource Management not identified Human Resource Management not identified Human Resource Management not identified Human Resource Management not identified

Define your interfaces/information to other systems/users for Benefits Carrier Reporting? Process What system(s) do you currently use to process your payrolls? How many users? Process Performance, Metric

How is the response time of your current system? Performance What type of information is exchanged between the current human resources application and these other systems/processes? Process Can you provide a system flow diagram of connectivity between your core business applications? Process Can you provide information flow schematics of the data passed/required between human resources and other connected/interfaced systems? Is there any external data accessed directly by the human resources application (i.e. GL Chart of Accounts, Payroll Master, Benefits plans)? Define your interfaces/information to other systems/users for Time & Attendance Reporting? Define your interfaces/information to other systems/users for Labor Distribution Reconciliation? Define your interfaces/information to other systems/users for Benefits Carrier Reporting? What system(s) do you currently use to process your payrolls? How many users?

3011

Human Resource Management not identified

Not identified

Not identified

HR

26

Interfaces

Process

3012 3013 3014 3015 3016 3017 3018 3019 3020 3021 3022 3023 3024 3025 3026 3027 3028 3029 3030 3031 3032 3033 3034 3035 3036 3037 3038 3039 3040 3041 3042 3043 3044 3045 3046 3047 3048 3049 3050 3051 3052 3053 3054 3055 3056 3057 3058 3059 3060 3061 3062

Human Resource Management not identified Human Resource Management not identified Human Resource Management not identified Human Resource Management not identified Human Resource Management not identified Human Resource Management not identified Human Resource Management not identified Organization and Workforce Human Resource Management Development Organization and Workforce Human Resource Management Development Organization and Workforce Human Resource Management Development Organization and Workforce Human Resource Management Development Organization and Workforce Human Resource Management Development Organization and Workforce Human Resource Management Development Organization and Workforce Human Resource Management Development Organization and Workforce Human Resource Management Development Organization and Workforce Human Resource Management Development Organization and Workforce Human Resource Management Development Organization and Workforce Human Resource Management Development Organization and Workforce Human Resource Management Development Organization and Workforce Human Resource Management Development Organization and Workforce Human Resource Management Development Organization and Workforce Human Resource Management Development Organization and Workforce Human Resource Management Development Organization and Workforce Human Resource Management Development Organization and Workforce Human Resource Management Development Organization and Workforce Human Resource Management Development Organization and Workforce Human Resource Management Development Organization and Workforce Human Resource Management Development Organization and Workforce Human Resource Management Development Organization and Workforce Human Resource Management Development Organization and Workforce Human Resource Management Development Organization and Workforce Human Resource Management Development Organization and Workforce Human Resource Management Development Organization and Workforce Human Resource Management Development Organization and Workforce Human Resource Management Development Organization and Workforce Human Resource Management Development Organization and Workforce Human Resource Management Development Organization and Workforce Human Resource Management Development Organization and Workforce Human Resource Management Development Organization and Workforce Human Resource Management Development Organization and Workforce Human Resource Management Development Organization and Workforce Human Resource Management Development Organization and Workforce Human Resource Management Development Organization and Workforce Human Resource Management Development Organization and Workforce Human Resource Management Development Organization and Workforce Human Resource Management Development Organization and Workforce Human Resource Management Development Organization and Workforce Human Resource Management Development Organization and Workforce Human Resource Management Development Organization and Workforce Human Resource Management Development Organization and Workforce Human Resource Management Development

Not identified Not identified Not identified Not identified Not identified Not identified Not identified Develop Training Develop Training Develop Training Develop Training Develop Training Develop Training Develop Training Develop Training Develop Training Develop Training Develop Training Develop Training Develop Training Develop Training Develop Training Develop Training Develop Training Develop Training Develop Training Develop Training Develop Training Develop Training Develop Training Develop Training Develop Training Develop Training Develop Training Develop Training Develop Training Develop Training Develop Training Develop Training Develop Training Develop Training Develop Training Develop Training Develop Training Develop Training Develop Training Develop Training Develop Training Develop Training Develop Training Manage Careers

Not identified Not identified Not identified Not identified Not identified Not identified Not identified Not identified Administrate Training Administrate Training Administrate Training Administrate Training Administrate Training Administrate Training Build Individual / Organizational Program Build Individual / Organizational Program Administrate Training Administrate Training Administrate Training Administrate Training Administrate Training Administrate Training Administrate Training Administrate Training Administrate Training Administrate Training Administrate Training Administrate Training Administrate Training Administrate Training Build Individual / Organizational Program Administrate Training Administrate Training Not identified Build Individual / Organizational Program Administrate Training Administrate Training Administrate Training Administrate Training Administrate Training Administrate Training Administrate Training Administrate Training Administrate Training Administrate Training Administrate Training Administrate Training Administrate Training Administrate Training Administrate Training Not identified

HR HR HR HR PAY PAY PAY OTA SSHR SSHR SSHR SSHR SSHR SSHR OTA OTA OTA OTA OTA OTA OTA OTA OTA OTA OTA OTA OTA OTA OTA OTA OTA OTA OTA OTA OTA OTA OTA OTA OTA OTA OTA OTA OTA OTA OTA OTA OTA OTA OTA OTA HR

26 26 26 26 27 27 27 26

Interfaces Interfaces Interfaces Interfaces General General General Skills Enroll in a Class Enroll in a Class Enroll in a Class Enroll in a Class Enroll in a Class Enroll in a Class Tracking Tracking Security Tracking Tracking Tracking Tracking Process Tracking Tracking Tracking Tracking Tracking Tracking Tracking Tracking

Process Process Process Process Process Performance, Metric

How is the response time of your current system? Performance How do you maintain training & development information? (Class attendance, schedules, etc.) Process Note: This module is only available if Oracle Training Administration is installed & setup. Setup Will Oracle Training Administration (OTA) be installed & setup? If yes, proceed with following questions. Setup Will employees be allowed to enroll in classes? Setup If employees are allowed to enroll in classes, does the enrollment need to be approved by his/her manager? Setup If employees are allowed to enroll in classes, does the enrollment need to be approved by the training administrator? Setup Whom is assigned as the training administrator? Would you like to have a centralized plan for the organization as a whole? Would you like to establish a budget to execute the training plan for the organization? Do you need different responsibilities to access different processes? How would you describe the venues? How are you going to organize training centers? How are you going to organize locations? How do you describe the location of each classroom? Are some venues supplied by an external supplier? What is the maximum number of students you can have in each classroom? How do you want to organize your resource categories? What information do you want to store for each resource type? How are you going to organize resources revenues? What kind of facilities and resources do the activities require? Where do trainers come from, an internal or external source? Where do you want to hold trainer data? What skills do trainers require to teach the course? What type of training events do you design? Setup Setup Setup Setup Setup Setup Setup Setup Setup/Process Setup Setup Setup Setup Setup Setup Process Setup/Metrics Setup Process Setup Setup Metrics Setup

Tracking Tracking Interface Tracking Interface Interface Interface Maintenance Maintenance Process Process Process Process Process Process Reporting Interface

What types of development events do you want to record? At what point do you want to hold different versions of an activity, either changing it over time of offering an alternative version? Would you set up an activity with a part number so you can order it as an inventory item? What type of qualifications, skills, and expertise do the courses offer? Would you want to allow users to view on-line training catalog?

Would you want your employees to be able to self-nominate for a class? Setup Do you need to route employees' registrations to the appropriate approving source? Process Would you want to enroll student onto all possible child events upon enrollment onto a program event? Setup Would you like to be able to enroll wait-listed students automatically? Do you want to generate standard letters automatically? Do you want to automatically generate enrollment letters based on students' enrollment status? Would you like to send out letters to students when classes are canceled, changed, student cancel, etc.? Do you reimburse your employees for their training expenses? When you offer external classes, how many of your employees would you allow per class? If you run external courses do you want to offer discounts to customers who book large numbers? Would you want to be able to analyze actual cost on running an event? Would you want to enable invoicing or cost-transfers of resource charges to customer or other departments? What type of payment method do you use? Setup Setup Setup/Process Setup/Process Setup Setup Setup Metrics Setup Process Process Process

Reporting 26 General

Do you want to track the amount and success rates of training? Do you have licensing or certification requirements?

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RD.020 Business Process Questionnaire

OBM Level I
3063 3064 3065 3066 3067 3068 3069 3070 3071 3072 3073 3074 3075 3076 3077 3078 3079 3080 3081 3082 3083 3084 3085 3086 3087 3088 3089 3090 3091 3092 3093 3094 3095 3096 3097 3098 3099 3100 3101 3102 3103 3104 3105 3106 3107 3108 3109 3110 3111 3112 3113 3114 3115 Human Resource Management Human Resource Management Human Resource Management Human Resource Management Human Resource Management Human Resource Management Human Resource Management Human Resource Management Human Resource Management Human Resource Management Human Resource Management Human Resource Management Human Resource Management Human Resource Management Human Resource Management Human Resource Management Human Resource Management Human Resource Management Human Resource Management Human Resource Management Human Resource Management Human Resource Management Human Resource Management Human Resource Management Human Resource Management Human Resource Management Human Resource Management Human Resource Management Human Resource Management Human Resource Management Human Resource Management Human Resource Management Human Resource Management Human Resource Management Human Resource Management Human Resource Management Human Resource Management Human Resource Management

OBM Level II
Organization and Workforce Development Organization and Workforce Development Organization and Workforce Development Organization and Workforce Development Organization and Workforce Development Organization and Workforce Development Organization and Workforce Development Organization and Workforce Development Organization and Workforce Development Organization and Workforce Development Organization and Workforce Development Organization and Workforce Development Organization and Workforce Development Organization and Workforce Development Organization and Workforce Development Organization and Workforce Development Organization and Workforce Development Organization and Workforce Development Organization and Workforce Development Organization and Workforce Development Organization and Workforce Development Organization and Workforce Development Organization and Workforce Development Organization and Workforce Development Organization and Workforce Development Organization and Workforce Development Organization and Workforce Development Organization and Workforce Development Organization and Workforce Development Organization and Workforce Development Organization and Workforce Development Organization and Workforce Development Organization and Workforce Development Organization and Workforce Development Organization and Workforce Development Organization and Workforce Development Organization and Workforce Development Organization and Workforce Development

OBM Level III

Manage Careers Manage Careers Manage Careers Manage Careers Manage Careers Manage Careers Manage Careers Manage Performance Manage Performance Manage Performance Manage Performance Manage Performance Manage Performance Manage Performance Manage Performance Manage Performance Manage Performance Manage Performance Manage Performance Manage Performance Manage Performance Manage Skills and Competency Manage Skills and Competency Manage Skills and Competency Manage Skills and Competency Manage Skills and Competency Manage Skills and Competency Manage Skills and Competency Manage Skills and Competency Manage Skills and Competency Manage Skills and Competency Manage Skills and Competency Manage Skills and Competency Manage Skills and Competency Manage Skills and Competency Manage Skills and Competency Manage Skills and Competency not identified Manage Time and Attendance Manage Time and Attendance Manage Time and Attendance Manage Time and Attendance Manage Time and Attendance Manage Time and Attendance Manage Time and Attendance Manage Time and Attendance Manage Time and Attendance Manage Time and Attendance Manage Time and Attendance Manage Time and Attendance Manage Time and Attendance Manage Time and Attendance Manage Time and Attendance

OBM Level IV
Not identified Not identified Not identified Not identified Not identified Plan Succession Plan Succession Assess Individuals Assess Individuals Assess Individuals Assess Individuals Assess Individuals Assess Individuals Assess Individuals Assess Individuals Assess Individuals Assess Individuals Assess Individuals Assess Individuals Assess Individuals Assess Individuals Define Requirements Assess Individual / Organizational Needs Assess Individual / Organizational Needs Assess Individual / Organizational Needs Assess Individual / Organizational Needs Not identified Not identified Not identified Not identified Not identified Not identified Not identified Not identified Not identified Not identified Not identified Not identified Record time Record time Record time Record time Record time Not identified Not identified Not identified Not identified Not identified Not identified Not identified Not identified Not identified Not identified

Application
HR HR HR HR HR SSHR SSHR HR HR HR HR HR HR HR SSHR SSHR SSHR SSHR SSHR SSHR SSHR OTA OTA OTA OTA OTA HR HR HR HR HR HR HR HR HR HR HR OTA OTM OTM OTM OTM OTM OTM OTM OTM OTM OTM OTM OTM OTM OTM OTM

OBM Row No.

Process
26 26 26 26 26

Category
General General General General General Succession Planning (LMDA only) Succession Planning (LMDA only) General General General General General General General Appraisals Appraisals Appraisals Appraisals Appraisals Appraisals Appraisals Process Process Tracking Tracking Tracking

Process Analysis Questions

Do you maintain development activities for individual employees? Do you allow employees to apply for positions, identify skills needed to achieve the goal and enroll in training required to gain the skill? Do you have licensing or certification requirements? Do you maintain development activities for individual employees? Do you allow employees to apply for positions, identify skills needed to achieve the goal and enroll in training required to gain the skill?

Type = Setup Metric Process Performance Response

Setup Setup Process Setup Setup

Revisit Y/N

Will managers be allowed to perform succession option for their employees? Setup Will managers be allowed to perform succession planning for a position? What type of performance tracking do you do? (360 degree?) Do you have any testing information requirements? Do you have specific workflow requirements in the performance appraisal process? Are performance appraisal maintained by HR or line managers? Do you have any testing information requirements? Do you have specific workflow requirements in the performance appraisal process? Are performance appraisal maintained by HR or line managers? Do you administer performance appraisals? What is involved in an performance appraisal? What type of performance appraisal are done? Do employees initiate their own appraisals? Do managers initiate their own appraisals? Do managers initiate appraisals for their subordinates? Setup Process Process Process Process Process Process Process Setup Setup Setup Setup Setup Setup

26 26 26 26 26 26 26

Do you have samples of appraisals/surveys? If yes, please provide soft copy. Setup Does your organization identify competency levels for a particular job role? Do you need/want to keep competency profiles on your employees? Setup Setup

Do you keep employees' career management information? Process How do you want to record your employees' training information after course is completed? Setup Do you want to keep additional training information your employee accomplished via alternate providers? Process Do you track skills/competencies at the Job level and/or person? Do you track skill assessments? Do you have organizational competency requirements? How do you track skills assessments? How do you do skills matching? Are the skills/competencies managed by HR, line manager, employee or a combination? Explain. Do you track skills/competencies at the Job level and/or person? Do you track skill assessments? How do you track skills assessments? How do you do skills matching? Are the skills/competencies managed by HR, line manager, employee or a combination? Explain. What are the roles within your training department? Setup Setup Setup Process Process Process Setup Setup Process Process Process Setup

26 26 26 26 26 26 26 26 26 26 26

Skills Skills Skills Skills Skills Skills Skills Skills Skills Skills Skills Process

Human Resource Management Payroll Management Human Resource Management Payroll Management Human Resource Management Payroll Management Human Resource Management Payroll Management Human Resource Management Payroll Management Human Resource Management Payroll Management Human Resource Management Payroll Management Human Resource Management Payroll Management Human Resource Management Payroll Management Human Resource Management Payroll Management Human Resource Management Payroll Management Human Resource Management Payroll Management Human Resource Management Payroll Management Human Resource Management Payroll Management Human Resource Management Payroll Management

27 27 27 27 27

Payroll Payroll Payroll Payroll Payroll Define Requirements Define Requirements Define Requirements Define Requirements Setup Define Requirements Setup Define Requirements Define Requirements Define Requirements

Walk through your current time entry process. Process Include timing aspects of how and when time is collected and entered into the system. Process, Metric Include copies of time card/sheet if applicable. Walk through your current time entry process. Include copies of time card/sheet if applicable. What are your enterprises employee earnings policies? Are the earnings policies documented? Get copy. What are your time entry element earnings types? Do all employees share the same holiday schedule? If there are multiple holiday schedules, are they documented? Get a copy of documentation. How many different shifts does your enterprise operate? What are the premiums, if any associated with these shifts? Are employees required to report all hours worked or only exceptions to normal work schedule? Does you company automatically deduct time for meals and /or breaks Is there a requirement to track hours associated with project tasks? Process Process Process Setup Setup Setup Setup Setup Setup Setup Setup Setup Setup

3116 3117 3118 3119 3120

Human Resource Management Payroll Management Human Resource Management Payroll Management Human Resource Management Payroll Management Human Resource Management Payroll Management Human Resource Management Payroll Management

Manage Time and Attendance Manage Time and Attendance Manage Time and Attendance Manage Time and Attendance Manage Time and Attendance

Not identified Not identified Not identified Not identified Not identified

OTM OTM OTM OTM OTM

Setup Define Requirements Setup Setup Define Requirements

What are the localization requirements beyond the seeded time accounting data on the Core Timecard form? Seeded values are Amount, Hourly Rate, Reason, Cost Center, Project, Task, Comments, and Multiple. Setup If meal and/or break time is deducted from work time, are there different rules for different classifications of employees? Setup If meal and/or break time is deducted from work time, are the procedures documented? Get a copy. Setup Are there time clock round up rules? If there are time clock round up rules, are there different rules for different classifications of employees? Setup Setup

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RD.020 Business Process Questionnaire

OBM Level I
3121 3122 3123 3124 3125 3126 3127 3128 3129 3130

OBM Level II

OBM Level III

Manage Time and Attendance Manage Time and Attendance Manage Time and Attendance Manage Time and Attendance Manage Time and Attendance Manage Time and Attendance Manage Time and Attendance Manage Time and Attendance Manage Time and Attendance Manage Time and Attendance

OBM Level IV
Not identified Not identified Not identified Not identified Not identified Not identified Not identified Not identified Not identified Not identified

Application
OTM OTM OTM OTM OTM OTM OTM OTM OTM OTM

OBM Row No.

Process

Category
Setup Setup Setup Setup Setup Define Requirements Setup Setup Setup Setup

Process Analysis Questions

If there are time clock round up rules are they documented? Get a copy. What is the intent of the time entry, only for payroll purposes or also job costing? How/where will each time entry be costed? For what type of payrolls is time entry to be recorded, monthly, weekly, biweekly and for all employees or just a certain population? Will a weekly timecard suffice for all payrolls (recommended)? What type of reporting is needed? Are employees working under the Davis-Bacon Act?

Type = Setup Metric Process Performance Response

Setup Setup Setup Setup Setup Setup Setup

Revisit Y/N

Human Resource Management Payroll Management Human Resource Management Payroll Management Human Resource Management Payroll Management Human Resource Management Payroll Management Human Resource Management Payroll Management Human Resource Management Payroll Management Human Resource Management Payroll Management Human Resource Management Payroll Management Human Resource Management Payroll Management Human Resource Management Payroll Management

How many users are actually recording time? Setup How many levels of responsibilities are neededPayroll Manager, Reporting Only, Field Time entry, others? Setup Will time entry be hours only or will it be necessary to record hours and dollars. Setup Employee will be assigned a costing center within the HR record. Will there be a need to override the costing center for certain time entry? Are other types of miscellaneous expenses currently being captured on the timecard, i.e., meal reimbursement? Are any employees part of a Hospital, Law Enforcement or Firemen group? Are there business units in the states of Washington or Oregon? Are there business units in the states of California? Are time cards going to Auto-Generated for entry by exception?

3131 3132 3133 3134 3135 3136 3137 3138 3139 3140 3141 3142 3143 3144 3145 3146 3147 3148 3149 3150 3151 3152 3153 3154 3155 3156 3157 3158 3159 3160 3161 3162 3163 3164 3165 3166 3167 3168 3169 3170 3171 3172 3173 3174 3175 3176 3177 3178 3179

Human Resource Management Payroll Management Human Resource Management Payroll Management Human Resource Management Payroll Management Human Resource Management Payroll Management Human Resource Management Payroll Management Human Resource Management Payroll Management Human Resource Management Payroll Management Human Resource Management Payroll Management Human Resource Management Payroll Management Human Resource Management Payroll Management Human Resource Management Payroll Management Human Resource Management Payroll Management Human Resource Management Payroll Management Human Resource Management Payroll Management Human Resource Management Payroll Management Human Resource Management Payroll Management Human Resource Management Payroll Management Human Resource Management Payroll Management Human Resource Management Payroll Management Human Resource Management Payroll Management Human Resource Management Payroll Management Human Resource Management Payroll Management Human Resource Management Payroll Management Human Resource Management Payroll Management Human Resource Management Payroll Management Human Resource Management Payroll Management Human Resource Management Payroll Management Human Resource Management Payroll Management Human Resource Management Payroll Management Human Resource Management Payroll Management Human Resource Management Payroll Management Human Resource Management Payroll Management Human Resource Management Payroll Management Human Resource Management Payroll Management Human Resource Management Payroll Management Human Resource Management Payroll Management Human Resource Management Payroll Management Human Resource Management Payroll Management Human Resource Management Payroll Management Human Resource Management Payroll Management Human Resource Management Payroll Management Human Resource Management Payroll Management Human Resource Management Payroll Management Human Resource Management Payroll Management Human Resource Management Payroll Management Human Resource Management Payroll Management Human Resource Management Payroll Management Human Resource Management Payroll Management Human Resource Management Payroll Management

Manage Time and Attendance Manage Time and Attendance Manage Time and Attendance Manage Time and Attendance Manage Time and Attendance Manage Time and Attendance Manage Time and Attendance Manage Time and Attendance Manage Time and Attendance Manage Time and Attendance Not identified Not identified Not identified Not identified Not identified Not identified Not identified Not identified Not identified Not identified Not identified Not identified Not identified Not identified Not identified Not identified Not identified Not identified Not identified Not identified Not identified Not identified Not identified Not identified Not identified Not identified Not identified Not identified Process Payroll Process Payroll Process Payroll Process Payroll Process Payroll Process Payroll Process Payroll Process Payroll Process Payroll Process Payroll Process Payroll

Not identified Not identified Not identified Not identified Not identified Not identified Not identified Not identified Not identified Not identified Not identified Not identified Not identified Not identified Not identified Not identified Not identified Not identified Not identified Not identified Not identified Not identified Not identified Not identified Not identified Not identified Not identified Not identified Not identified Not identified Not identified Not identified Not identified Not identified Not identified Not identified Not identified Not identified Maintain Payroll Maintain Payroll Perform Audit Process Perform Audit Process Maintain Payroll Maintain Payroll Maintain Payroll Maintain Payroll Perform Payroll Calculation Perform Payroll Calculation Perform Payroll Calculation

OTM OTM OTM OTM OTM OTM OTM OTM OTM OTM PAY PAY PAY PAY PAY PAY PAY PAY PAY PAY PAY PAY/US PAY/US PAY PAY PAY PAY PAY PAY PAY PAY PAY PAY PAY PAY PAY/US PAY/US PAY HR PAY PAY PAY PAY PAY PAY PAY PAY PAY PAY 27 27 27 27 27 27 27 27 27 27 27 27 27 27 27 27 27 27 27 27 27 27 27 27 27 27 27 27 26 27 27 27 27 27 27 27 27 27 27

Define Requirements Define Requirements Define Requirements Define Requirements Define Requirements Setup Setup Setup Setup Setup Business Process Reengineering Business Process Reengineering Business Process Reengineering Demographics Demographics Demographics Demographics Demographics Organizational Organizational Organizational Organizational Organizational Organizational Business Process Reengineering Business Process Reengineering Business Process Reengineering Demographics Demographics Demographics Demographics Demographics Organizational Organizational Organizational Organizational Organizational Organizational Salary Maintenance Audit Audit Validation Other Employee Maintenance Payroll Payroll Payroll Payroll

Setup Setup Setup Setup Setup Setup

Are time cards going to be Manually entered? Setup Are time cards going to be a mixture of Auto-Generated and Manually entered? Setup What is the Premium Interaction Policy for shifts? Overtime then Shift or Shift then Overtime? Setup Premium Eligibility Policy, who is eligible? Which operations/processes do you want to streamline for Payroll? Which operations/processes do you want to eliminate for Payroll? Are there any time-intensive Payroll operations/processes that need to be addressed? How many active employees do you have? (FTE, if applicable) How many terminated employees do you have? (FTE, if applicable) How many pension employees do you have? (FTE, if applicable) How many dependent employees do you have? (FTE, if applicable) How many non-employees (Contractors)do you have? (FTE, if applicable) How many employees support your payroll department? Include a current payroll department organization chart. Setup Process Process Process Metric Metric Metric Metric Metric Metric Setup

Is your payroll department centralized or decentralized? Setup Do you submit multiple worksite reporting? How does this compare to the HR Org structure? Setup How do you calculate workers compensation liability? What are the components of costing in you organization? At what levels are you able to override each component of costing? Which operations/processes do you want to streamline for Payroll? Which operations/processes do you want to eliminate for Payroll? Are there any time-intensive Payroll operations/processes that need to be addressed? How many active employees do you have? (FTE, if applicable) How many terminated employees do you have? (FTE, if applicable) How many pension employees do you have? (FTE, if applicable) How many dependent employees do you have? (FTE, if applicable) How many non-employees (Contractors)do you have? (FTE, if applicable) How many employees support your payroll department? Include a current payroll department organization chart. Setup Setup Process Process Process Metric Metric Metric Metric Metric Metric Setup

Is your payroll department centralized or decentralized? Setup Do you submit multiple worksite reporting? How does this compare to the HR Org structure? Setup How do you calculate workers compensation liability? What are the components of costing in you organization? At what levels are you able to override each component of costing? What types of earnings do you track? (Regular Pay, Overtime, etc.) How do you maintain your Payroll data? How do you audit your Payroll data? Setup Setup Setup Process Process

Do you require reconciliation of payroll payments/ checks? Setup, Process Do you review requirements for validation rules or dependencies? (i.e. specific payroll data to be valid only when certain values exist.) Setup Do you currently use or plan to install an Interactive Voice Response (IVR) system for payroll? Process Walk through your current process of entering a new hire into your payroll system. Process Include timing aspects of how the new hire data is gathered, entered into the system and when the payroll is run. Process, Metric Walk through your current payroll processing cycle. What types of payroll frequencies? What is the volume of employees per payroll? Process Setup Metric

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RD.020 Business Process Questionnaire

OBM Level I
3180 3181 3182 3183 3184 3185 3186 3187 3188 3189 3190 3191 3192 3193 3194 3195 3196 3197 3198 3199 3200 3201 3202 3203 3204 3205 3206 3207 3208 3209 3210 3211 3212 3213 3214 3215 3216 3217 3218

OBM Level II

OBM Level III

Process Payroll Process Payroll Process Payroll Process Payroll Process Payroll Process Payroll Process Payroll Process Payroll Process Payroll Process Payroll Process Payroll Process Payroll Process Payroll Process Payroll Process Payroll Process Payroll Process Payroll Process Payroll Process Payroll Process Payroll Process Payroll Process Payroll Process Payroll Process Payroll Process Payroll Process Payroll Process Payroll Process Payroll Process Payroll Process Payroll Process Payroll Process Payroll Process Payroll Process Payroll Process Payroll Process Payroll Process Payroll Process Payroll Process Payroll

OBM Level IV
Perform Payroll Calculation Perform Payroll Calculation Perform Payroll Calculation Perform Payroll Calculation Maintain Payroll Maintain Payroll Maintain Payroll Maintain Payroll Maintain Payroll Maintain Payroll Not identified Maintain Payroll Maintain Payroll Maintain Payroll Maintain Payroll Maintain Payroll Maintain Payroll Perform Payroll Calculation Maintain Payroll Maintain Payroll Maintain Payroll Maintain Payroll Maintain Payroll Maintain Payroll Maintain Payroll Maintain Payroll Maintain Payroll Maintain Payroll Maintain Payroll Maintain Payroll Perform Payroll Calculation Perform Payroll Calculation Maintain Payroll Perform Payroll Calculation Perform Payroll Calculation Perform Payroll Calculation Perform Payroll Calculation Perform Payroll Calculation Perform Payroll Calculation

Application
PAY PAY PAY PAY PAY PAY PAY PAY PAY PAY PAY PAY PAY PAY PAY PAY PAY PAY PAY PAY PAY PAY PAY PAY PAY PAY PAY PAY PAY PAY PAY PAY PAY PAY PAY PAY PAY PAY PAY

OBM Row No.

Process
27 27 27 27 27 27 27 27 27 27 27 27 27 27 27 27 27 27 27 27 27 27 27 27 27 27 27 27 27 27 27 27 27 27 27 27 27 27 27

Category
Payroll Payroll Payroll Payroll Payroll Payroll Payroll Payroll Payroll Payroll Payroll Payroll Payroll Payroll Payroll Payroll Payroll Payroll Payroll Payroll Payroll Payroll Payroll Payroll Payroll Payroll Payroll Payroll Payroll Payroll Payroll Payroll Payroll Payroll Payroll Payroll Payroll Payroll Payroll

Process Analysis Questions

Include timing aspects of deadlines, elapsed time of process during payroll, and any production down time due to pay processing. How many taxing entities do you have? Do you pay in states requiring city or local taxing? What taxing methods are used? How are your employee statuss defined? (Ex. Active, on-leave, terminated, part-time, hourly, etc.) Are your employees automatically paid or time card required?

Type = Setup Metric Process Performance Response

Metric Setup Setup Process Process Process

Revisit Y/N

Human Resource Management Payroll Management Human Resource Management Payroll Management Human Resource Management Payroll Management Human Resource Management Payroll Management Human Resource Management Payroll Management Human Resource Management Payroll Management Human Resource Management Payroll Management Human Resource Management Payroll Management Human Resource Management Payroll Management Human Resource Management Payroll Management Human Resource Management Payroll Management Human Resource Management Payroll Management Human Resource Management Payroll Management Human Resource Management Payroll Management Human Resource Management Payroll Management Human Resource Management Payroll Management Human Resource Management Payroll Management Human Resource Management Payroll Management Human Resource Management Payroll Management Human Resource Management Payroll Management Human Resource Management Payroll Management Human Resource Management Payroll Management Human Resource Management Payroll Management Human Resource Management Payroll Management Human Resource Management Payroll Management Human Resource Management Payroll Management Human Resource Management Payroll Management Human Resource Management Payroll Management Human Resource Management Payroll Management Human Resource Management Payroll Management Human Resource Management Payroll Management Human Resource Management Payroll Management Human Resource Management Payroll Management Human Resource Management Payroll Management Human Resource Management Payroll Management Human Resource Management Payroll Management Human Resource Management Payroll Management Human Resource Management Payroll Management Human Resource Management Payroll Management

Do you pay and track pension employees? Process If you have unions, do you track any additional information than you would for a non-bargaining employee? Process Do you have employees working in different shifts? Do you have any seasonal employees? What is your turnover rate? Are salary increases done mid-pay? Process Process Metric Process

What is the percent of salary employees vs. hourly employees? Metric What level of detail would you require for retroactive calculations? (by payroll, lump sum, by earning) Setup Do you have a need for mass rate increases? Do they need to be done retroactively? Process What types of standard hours are required? Do you have salary employees that have split their salary between multiple cost centers? Do you have any special pay processing requirements? Is your overtime calculation standard? Do you process any garnishments? (Volume?) Process Process Process Process Process, Metric

How many different types of deductions are currently set up on your system? Metric What kinds of deductions are currently set up on your system? Process

What are the different deduction frequencies currently set up on your system? Process How are deductions entered? How many different payment types are currently set up on your system? What kinds of payment types are currently set up on your system? What is the frequency payment types are currently set up on your system? How are they entered? Do you process any shift differentials? Do you process any bonuses? Whats the calculation? Frequency? Do you pay commissioned employees? Do you do split week processing? What is the calculation? Is there a need for holiday pay to be automatically generated? Is there special processing required for holiday/PTO, etc. Are there different groups of employees that receive different holidays? Do you do tip processing? Do you pay 3rd party sick pay? Process Setup, Metric Process Metric, Performance Process Process Process Process Metric, Performance Process Process Process Process Process Process Process

3219 3220 3221 3222 3223 3224 3225 3226 3227 3228 3229 3230 3231 3232 3233 3234 3235 3236 3237 3238

Human Resource Management Payroll Management Human Resource Management Payroll Management Human Resource Management Payroll Management Human Resource Management Payroll Management Human Resource Management Payroll Management Human Resource Management Payroll Management Human Resource Management Payroll Management Human Resource Management Payroll Management Human Resource Management Payroll Management Human Resource Management Payroll Management Human Resource Management Payroll Management Human Resource Management Payroll Management Human Resource Management Payroll Management Human Resource Management Payroll Management Human Resource Management Payroll Management Human Resource Management Payroll Management Human Resource Management Payroll Management Human Resource Management Payroll Management Human Resource Management Payroll Management Human Resource Management Payroll Management

Process Payroll Process Payroll Process Payroll Process Payroll Process Payroll Process Payroll Process Payroll Process Payroll Process Payroll Process Payroll Process Payroll Process Payroll Process Payroll Process Payroll Process Payroll Process Payroll Process Payroll Process Payroll Process Payroll Process Payroll

Maintain Payroll Maintain Payroll Maintain Payroll Maintain Payroll Maintain Payroll Maintain Payroll Not identified Perform Audit Process Not identified Not identified Not identified Not identified Not identified Not identified Not identified Not identified Not identified Not identified Not identified Maintain Payroll

PAY PAY PAY PAY PAY PAY PAY PAY PAY PAY PAY PAY PAY PAY PAY PAY PAY PAY PAY HR

27 27 27 27 27 27 27 27 27 27 27 27 27 27 27 27 27 27 27 26

Payroll Payroll Payroll Payroll Payroll Payroll Payroll Payroll Interfaces Interfaces Interfaces Interfaces Interfaces Interfaces Interfaces Labor Distribution Labor Distribution Labor Distribution Labor Distribution Salary

What kind of taxable perqs do you process (i.e. company car, company plane, awards, contest, prizes, merchandise, employee discount, relocation)? Process What kind of balances are kept? Do you need to pay annuities, profit sharing distributions, etc.? How much historical data do you currently have? What types of data require history? What is your purge criteria? What is your check format like? Is it the same for all employees? What type of auditing do you require? What other systems do you interface to? (General ledger, personnel, benefits, etc.) In what medium does the interface occur? Are the other systems Oracle systems? What outside vendors do you interface to? Do you process an ACH tape for direct deposits? Do you receive a bank tape/file for reconciliation? Do you have other non-ACH deposits? Do you currently use a labor distribution system? Is it part of the payroll system you currently use? Describe its structure. What other systems does labor distribution interface with? What types of earnings do you track? (Regular Pay, Overtime, etc.) Process Process Performance Performance Performance Process Process Process Process Process Process Process Process Process Process Process Process Process Setup

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RD.020 Business Process Questionnaire

OBM Level I
3239 3240 3241 3242 3243 3244 3245 3246 3247 3248 3249 3250 3251 3252 3253 3254 3255 3256 3257 3258 3259 3260 3261 3262 3263 3264 3265 3266 3267 3268 3269 3270 3271 3272 3273 3274 3275 3276 3277 3278 3279 3280 3281 3282 3283 3284 3285 3286

OBM Level II

OBM Level III

Process Payroll Process Payroll Process Payroll Process Payroll Process Payroll Process Payroll Process Payroll Process Payroll Process Payroll Process Payroll Process Payroll Process Payroll Process Payroll Process Payroll Process Payroll Process Payroll Process Payroll Process Payroll Process Payroll Process Payroll Process Payroll Process Payroll Process Payroll Process Payroll Process Payroll Process Payroll Process Payroll Process Payroll Process Payroll Process Payroll Process Payroll Process Payroll Process Payroll Process Payroll Process Payroll Process Payroll Process Payroll Process Payroll Process Payroll Process Payroll Process Payroll Process Payroll Process Payroll Process Payroll Process Payroll Process Payroll Process Payroll Process Payroll

OBM Level IV
Maintain Payroll Perform Audit Process Perform Audit Process Maintain Payroll Maintain Payroll Maintain Payroll Maintain Payroll Perform Payroll Calculation Perform Payroll Calculation Perform Payroll Calculation Perform Payroll Calculation Perform Payroll Calculation Perform Payroll Calculation Perform Payroll Calculation Maintain Payroll Maintain Payroll Maintain Payroll Maintain Payroll Maintain Payroll Maintain Payroll Not identified Maintain Payroll Maintain Payroll Maintain Payroll Maintain Payroll Maintain Payroll Maintain Payroll Perform Payroll Calculation Maintain Payroll Maintain Payroll Maintain Payroll Maintain Payroll Maintain Payroll Maintain Payroll Maintain Payroll Maintain Payroll Maintain Payroll Maintain Payroll Maintain Payroll Perform Payroll Calculation Perform Payroll Calculation Maintain Payroll Perform Payroll Calculation Perform Payroll Calculation Perform Payroll Calculation Perform Payroll Calculation Perform Payroll Calculation Perform Payroll Calculation

Application
PAY PAY PAY PAY PAY PAY PAY PAY PAY PAY PAY PAY PAY PAY PAY PAY PAY PAY PAY PAY PAY PAY PAY PAY PAY PAY PAY PAY PAY PAY PAY PAY PAY PAY PAY PAY PAY PAY PAY PAY PAY PAY PAY PAY PAY PAY PAY PAY

OBM Row No.

Process
27 27 27 27 27 27 27 27 27 27 27 27 27 27 27 27 27 27 27 27 27 27 27 27 27 27 27 27 27 27 27 27 27 27 27 27 27 27 27 27 27 27 27 27 27 27 27 27

Category
Maintenance Audit Audit Validation Other Employee Maintenance Payroll Payroll Payroll Payroll Payroll Payroll Payroll Payroll Payroll Payroll Payroll Payroll Payroll Payroll Payroll Payroll Payroll Payroll Payroll Payroll Payroll Payroll Payroll Payroll Payroll Payroll Payroll Payroll Payroll Payroll Payroll Payroll Payroll Payroll Payroll Payroll Payroll Payroll Payroll Payroll Payroll Payroll

Process Analysis Questions

How do you maintain your Payroll data? How do you audit your Payroll data?

Type = Setup Metric Process Performance Response

Process Process

Revisit Y/N

Human Resource Management Payroll Management Human Resource Management Payroll Management Human Resource Management Payroll Management Human Resource Management Payroll Management Human Resource Management Payroll Management Human Resource Management Payroll Management Human Resource Management Payroll Management Human Resource Management Payroll Management Human Resource Management Payroll Management Human Resource Management Payroll Management Human Resource Management Payroll Management Human Resource Management Payroll Management Human Resource Management Payroll Management Human Resource Management Payroll Management Human Resource Management Payroll Management Human Resource Management Payroll Management Human Resource Management Payroll Management Human Resource Management Payroll Management Human Resource Management Payroll Management Human Resource Management Payroll Management Human Resource Management Payroll Management Human Resource Management Payroll Management Human Resource Management Payroll Management Human Resource Management Payroll Management Human Resource Management Payroll Management Human Resource Management Payroll Management Human Resource Management Payroll Management Human Resource Management Payroll Management Human Resource Management Payroll Management Human Resource Management Payroll Management Human Resource Management Payroll Management Human Resource Management Payroll Management Human Resource Management Payroll Management Human Resource Management Payroll Management Human Resource Management Payroll Management Human Resource Management Payroll Management Human Resource Management Payroll Management Human Resource Management Payroll Management Human Resource Management Payroll Management Human Resource Management Payroll Management Human Resource Management Payroll Management Human Resource Management Payroll Management Human Resource Management Payroll Management Human Resource Management Payroll Management Human Resource Management Payroll Management Human Resource Management Payroll Management Human Resource Management Payroll Management Human Resource Management Payroll Management

Do you require reconciliation of payroll payments/ checks? Setup, Process Do you review requirements for validation rules or dependencies? (i.e. specific payroll data to be valid only when certain values exist.) Setup Do you currently use or plan to install an Interactive Voice Response (IVR) system for payroll? Process Walk through your current process of entering a new hire into your payroll system. Process Include timing aspects of how the new hire data is gathered, entered into the system and when the payroll is run. Process, Metric Walk through your current payroll processing cycle. What types of payroll frequencies? What is the volume of employees per payroll? Include timing aspects of deadlines, elapsed time of process during payroll, and any production down time due to pay processing. How many taxing entities do you have? Do you pay in states requiring city or local taxing? What taxing methods are used? How are your employee statuss defined? (Ex. Active, on-leave, terminated, part-time, hourly, etc.) Are your employees automatically paid or time card required? Process Setup Metric Metric Setup Setup Process Process Process

Do you pay and track pension employees? Process If you have unions, do you track any additional information than you would for a non-bargaining employee? Process Do you have employees working in different shifts? Do you have any seasonal employees? What is your turnover rate? Are salary increases done mid-pay? Process Process Metric Process

What is the percent of salary employees vs. hourly employees? Metric What level of detail would you require for retroactive calculations? (by payroll, lump sum, by earning) Setup Do you have a need for mass rate increases? Do they need to be done retroactively? Process What types of standard hours are required? Do you have salary employees that have split their salary between multiple cost centers? Do you have any special pay processing requirements? Is your overtime calculation standard? Do you process any garnishments? (Volume?) Process Process Process Process Process, Metric

How many different types of deductions are currently set up on your system? Metric What kinds of deductions are currently set up on your system? Process

What are the different deduction frequencies currently set up on your system? Process How are deductions entered? How many different payment types are currently set up on your system? What kinds of payment types are currently set up on your system? What is the frequency payment types are currently set up on your system? How are they entered? Do you process any bonuses? Whats the calculation? Frequency? Do you pay commissioned employees? Do you do split week processing? What is the calculation? Is there a need for holiday pay to be automatically generated? Is there special processing required for holiday/PTO, etc. Are there different groups of employees that receive different holidays? Do you do tip processing? Do you pay 3rd party sick pay? Process Setup, Metric Process Metric, Performance Process Process Process Metric, Performance Process Process Process Process Process Process Process

3287 3288 3289 3290 3291 3292 3293 3294 3295 3296 3297

Human Resource Management Payroll Management Human Resource Management Payroll Management Human Resource Management Payroll Management Human Resource Management Payroll Management Human Resource Management Payroll Management Human Resource Management Payroll Management Human Resource Management Payroll Management Human Resource Management Payroll Management Human Resource Management Payroll Management Human Resource Management Payroll Management Human Resource Management Payroll Management

Process Payroll Process Payroll Process Payroll Process Payroll Process Payroll Process Payroll Process Payroll Process Payroll Process Payroll Process Payroll Process Payroll

Maintain Payroll Maintain Payroll Maintain Payroll Maintain Payroll Maintain Payroll Maintain Payroll Not identified Perform Audit Process Not identified Not identified Not identified

PAY PAY PAY PAY PAY PAY PAY PAY PAY PAY PAY

27 27 27 27 27 27 27 27 27 27 27

Payroll Payroll Payroll Payroll Payroll Payroll Payroll Payroll Interfaces Interfaces Interfaces

What kind of taxable perqs do you process (i.e. company car, company plane, awards, contest, prizes, merchandise, employee discount, relocation)? Process What kind of balances are kept? Do you need to pay annuities, profit sharing distributions, etc.? How much historical data do you currently have? What types of data require history? What is your purge criteria? What is your check format like? Is it the same for all employees? What type of auditing do you require? What other systems do you interface to? (General ledger, personnel, benefits, etc.) In what medium does the interface occur? Are the other systems Oracle systems? Process Process Performance Performance Performance Process Process Process Process Process

85338164.xlsx

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RD.020 Business Process Questionnaire

OBM Level I
3298 3299 3300 3301 3302 3303 3304 3305 3306 3307 3308 3309 3310 3311 3312 3313 3314 3315 3316 3317 3318 3319 3320 3321 3322 3323 3324 3325 3326 3327 3328 3329 3330 3331 3332 3333 3334 3335 3336 3337 3338 3339 3340 3341 3342 3343 3344 3345 3346 3347 3348 3349 3350 3351 3352 3353 3354 3355 3356

OBM Level II

OBM Level III

Process Payroll Process Payroll Process Payroll Process Payroll Process Payroll Process Payroll Process Payroll Process Payroll Manage Selection Manage Selection Manage Selection Manage Selection Manage Selection Manage Selection Manage Selection Manage Selection Manage Selection Recruit New Employees Recruit New Employees Recruit New Employees Recruit New Employees Manage Requisitions Manage Requisitions Manage Requisitions Manage Requisitions Manage Requisitions Manage Requisitions Manage Requisitions Manage Requisitions Manage Requisitions Manage Requisitions Manage Requisitions Manage Requisitions Manage Requisitions Manage Requisitions Manage Requisitions Manage Requisitions Manage Requisitions Manage Requisitions Manage Selection Manage Selection Process New Employees Process New Employees Process New Employees Process New Employees Recruit New Employees Recruit New Employees Recruit New Employees Recruit New Employees Recruit New Employees Recruit New Employees Recruit New Employees Recruit New Employees Administrate Benefits Administrate Compensation Administrate Compensation Administrate Compensation Administrate Compensation Administrate Compensation

OBM Level IV
Not identified Not identified Not identified Not identified Not identified Not identified Not identified Not identified Match Evaluation / Skills Match Evaluation / Skills Execute Offer Process Execute Offer Process Execute Offer Process Execute Offer Process Execute Offer Process Execute Offer Process Execute Offer Process Track Applicants Track Applicants Track Applicants Track Applicants Identify Opening Identify Opening Identify Opening Open Requisition Identify Opening Execute Offer Process Execute Offer Process Identify Opening Open Requisition Identify Opening Identify Opening Identify Opening Open Requisition Identify Opening Execute Offer Process Execute Offer Process Identify Opening Open Requisition Perform Interview Perform Interview Establish Employee Account Establish Employee Account Establish Employee Account Establish Employee Account Execute Offer Process Track Applicants Track Applicants Track Applicants Execute Offer Process Track Applicants Track Applicants Track Applicants Define Benefit Structure Define Compensation Structure Perform Compensation Administration Perform Compensation Administration Perform Compensation Administration Perform Compensation Administration

Application
PAY PAY PAY PAY PAY PAY PAY PAY SSHR SSHR SSHR SSHR SSHR SSHR SSHR SSHR SSHR SSHR SSHR SSHR SSHR HR HR HR HR HR HR HR HR HR HR HR HR HR HR HR HR HR HR HR HR HR HR HR HR HR HR HR HR HR HR HR HR HR HR HR HR HR HR

OBM Row No.

Process
27 27 27 27 27 27 27 27

Category
Interfaces Interfaces Interfaces Interfaces Labor Distribution Labor Distribution Labor Distribution Labor Distribution Suitability Matching (LMDA only) Suitability Matching (LMDA only) Candidate Offer Candidate Offer Candidate Offer Candidate Offer Candidate Offer Candidate Offer Candidate Offer Apply for a Job Apply for a Job Apply for a Job Apply for a Job

Process Analysis Questions

What outside vendors do you interface to? Do you process an ACH tape for direct deposits? Do you receive a bank tape/file for reconciliation? Do you have other non-ACH deposits? Do you currently use a labor distribution system? Is it part of the payroll system you currently use? Describe its structure. What other systems does labor distribution interface with? Will managers be given access to find employees and/or applicants for work opportunity?

Type = Setup Metric Process Performance Response

Process Process Process Process Process Process Process Process Setup

Revisit Y/N

Human Resource Management Payroll Management Human Resource Management Payroll Management Human Resource Management Payroll Management Human Resource Management Payroll Management Human Resource Management Payroll Management Human Resource Management Payroll Management Human Resource Management Payroll Management Human Resource Management Payroll Management Human Resource Management Staffing Human Resource Management Staffing Human Resource Management Staffing Human Resource Management Staffing Human Resource Management Staffing Human Resource Management Staffing Human Resource Management Staffing Human Resource Management Staffing Human Resource Management Staffing Human Resource Management Staffing Human Resource Management Staffing Human Resource Management Staffing Human Resource Management Staffing Human Resource Management Staffing Human Resource Management Staffing Human Resource Management Staffing Human Resource Management Staffing Human Resource Management Staffing Human Resource Management Staffing Human Resource Management Staffing Human Resource Management Staffing Human Resource Management Staffing Human Resource Management Staffing Human Resource Management Staffing Human Resource Management Staffing Human Resource Management Staffing Human Resource Management Staffing Human Resource Management Staffing Human Resource Management Staffing Human Resource Management Staffing Human Resource Management Staffing Human Resource Management Staffing Human Resource Management Staffing Human Resource Management Staffing Human Resource Management Staffing Human Resource Management Staffing Human Resource Management Staffing Human Resource Management Staffing Human Resource Management Staffing Human Resource Management Staffing Human Resource Management Staffing Human Resource Management Staffing Human Resource Management Staffing Human Resource Management Staffing Human Resource Management Staffing Human Resource Management Total Compensation Human Resource Management Total Compensation Human Resource Management Total Compensation Human Resource Management Total Compensation Human Resource Management Total Compensation Human Resource Management Total Compensation

Have competencies and requirements already been defined? Setup Create all the questions required for the profile as generic offer questions that can be included in any offer profile. Setup Create all the question categories required for the profile as generic question categories that can be included in any offer profile. Setup Set up a new Candidate Offer Profile Define a new offer profile Define the categories Define the questions Define the Advanced Options for the profile Note: This module is only available if job requisition is setup in base HR application. Setup Setup Setup Setup Setup Setup

Will employees be allowed to apply for internal jobs? Setup If employees are allowed to apply for internal jobs, does the application need to be approved? If yes, by whom? Setup Who is assigned as the recruiter? How are job grades structured? How do you track headcounts? (by bodies, positions/jobs?) What budgeting data do you need to maintain? Define your requisition process What event triggers a requisition in your organization? (Department request, departure of an incumbent, etc.) Is there an approval process to initiate a requisition? (budget available, management sign-off, etc.) Please list details of pertinent information involved in the approval process, such as approval steps, authorizations, etc. Do you attach a budget to your positions? How do you handle open positions? How are job grades structured? How do you track headcounts? (by bodies, positions/jobs?) What budgeting data do you need to maintain? Define your requisition process What event triggers a requisition in your organization? (Department request, departure of an incumbent, etc.) Is there an approval process to initiate a requisition? (budget available, management sign-off, etc.) Please list details of pertinent information involved in the approval process, such as approval steps, authorizations, etc. Do you attach a budget to your positions? How do you handle open positions? How are interviews scheduled? How are interviews scheduled? When is the system updated in the new hire process? How does the system update affect other departments? (Payroll, Benefits) When is the system updated in the new hire process? Setup Setup Setup Setup Process Process Process Process Setup Process Setup Setup Setup Process Process Process Process Setup Process Metric Metric Process Process Process

26 26 26 26 26 26 26 26 26 26 26 26 26 26 26 26 26 26 26 26 26 26 26 26 26 26 26 26 26 26 26 26 26 26 26 26 26 26

Position Position Position General New Hires New Hires New Hires New Hires New Hires Position Position Position General New Hires New Hires New Hires New Hires New Hires New Hires New Hires New Hires New Hires New Hires New Hires New Hires New Hires New Hires New Hires New Hires New Hires New Hires New Hires General Salary Salary Salary Salary Salary

How does the system update affect other departments? (Payroll, Benefits) Process What type of recruiting activities occur? (Ad placement, interview scheduling, background checks, etc.) Process Do you track any information on your system concerning the interview? (Interview notes, comments, etc.) Process What information is tracked from the application or resume? Setup, Process

How is the data gathered in the new hire process? Process What type of recruiting activities occur? (Ad placement, interview scheduling, background checks, etc.) Process Do you track any information on your system concerning the interview? (Interview notes, comments, etc.) Process What information is tracked from the application or resume? How is the data gathered in the new hire process? What are your deferred comp plan requirements? Do you administer salary/hourly step and ranges? How does your system handle salary/hourly step and ranges? How is the salary portion of your union contracts administered? When are your negotiation periods? Do you do any salary impact studies during your negotiations? Setup, Process Process Process Process Process Setup, Process Process Process

85338164.xlsx

Page 54

RD.020 Business Process Questionnaire

OBM Level I
3357 3358 3359 3360 3361

OBM Level II

OBM Level III

Administrate Compensation Administrate Compensation Administrate Compensation Administrate Compensation Administrate Compensation

OBM Level IV
Perform Compensation Administration Perform Compensation Administration Perform Compensation Administration Perform Compensation Administration Perform Compensation Administration Perform Compensation Administration Perform Compensation Administration Define Compensation Structure Perform Compensation Administration Perform Compensation Administration Perform Compensation Administration Perform Compensation Administration Perform Compensation Administration Perform Compensation Administration Perform Compensation Administration Perform Compensation Administration Perform Compensation Administration Perform Compensation Administration Perform Compensation Administration

Application
HR HR HR HR HR

OBM Row No.

Process
26 26 26 26 26

Category
Salary Salary Salary Salary Salary

Process Analysis Questions

Do you have a point-based weighting salary system? (i.e. HAY) How is your point-based weighting salary system tracked on your system? What timing factors are involved in your salary and performance review process (Yearly, quarterly, probationary?) Explain the processes involved in your salary and performance review process? What factors are involved in establishing a salary increase?

Type = Setup Metric Process Performance Response

Setup, Process Setup, Process Setup, Process Process Process

Revisit Y/N

Human Resource Management Total Compensation Human Resource Management Total Compensation Human Resource Management Total Compensation Human Resource Management Total Compensation Human Resource Management Total Compensation

3362 3363 3364 3365 3366 3367 3368 3369 3370 3371 3372 3373

Human Resource Management Total Compensation Human Resource Management Total Compensation Human Resource Management Total Compensation Human Resource Management Total Compensation Human Resource Management Total Compensation Human Resource Management Total Compensation Human Resource Management Total Compensation Human Resource Management Total Compensation Human Resource Management Total Compensation Human Resource Management Total Compensation Human Resource Management Total Compensation Human Resource Management Total Compensation

Administrate Compensation Administrate Compensation Administrate Compensation Administrate Compensation Administrate Compensation Administrate Compensation Administrate Compensation Administrate Compensation Administrate Compensation Administrate Compensation Administrate Compensation Administrate Compensation

HR HR HR HR HR HR HR HR HR HR HR HR

26 26 26 26 26 26 26 26 26 26 26 26

Salary Salary Salary Salary Salary Salary Salary Salary Salary Salary Salary Salary

Concerning your forecasting requirements, do you do any workforce analysis reporting ? (budgets, job reduction, right-sizing, union negotiations, etc.) Process Concerning your forecasting requirements, do you do any compensation analysis? (budgets, union negotiations, etc.) Process Do you administer salary/hourly step and ranges? How does your system handle salary/hourly step and ranges? How is the salary portion of your union contracts administered? When are your negotiation periods? Do you do any salary impact studies during your negotiations? Do you have a point-based weighting salary system? (i.e. HAY) How is your point-based weighting salary system tracked on your system? What timing factors are involved in your salary and performance review process (Yearly, quarterly, probationary?) Explain the processes involved in your salary and performance review process? What factors are involved in establishing a salary increase? Process Process Setup, Process Process Process Setup, Process Setup, Process Setup, Process Process Process

3374 3375

Human Resource Management Total Compensation Human Resource Management Total Compensation

Administrate Compensation Administrate Compensation

HR HR

26 26

Salary Salary

Concerning your forecasting requirements, do you do any workforce analysis reporting ? (budgets, job reduction, right-sizing, union negotiations, etc.) Process Concerning your forecasting requirements, do you do any compensation analysis? (budgets, union negotiations, etc.) Process What types of benefit plans do you offer? List all the different benefits offered by your organization(s) (i.e. Health and welfare, defined contribution, defined benefit, spending accounts, flexible benefits) Setup, Process What is the current or planned effective date of each benefit plan? Who are the carriers for each benefit plan? What are the employee eligibility factors? (company, location, union association, salary, job code) Are they variable? What are the dependent eligibility rules? (types of dependents and any restrictions or coverage differences) What are the beneficiary eligibility rules? What are the rules regarding allocation amounts or percentages? What are the participation rules? What is the waiting period or grandfather rules? What are your deferred compensation/savings plan requirements? How are benefit costs/price tags calculated and stored? (Employee costs, employer costs, etc.) Describe the rounding rules used and at what levels rounding is applied. Describe how the benefit costs/price tags may vary based on factors or coverages. Describe the rounding rules used and at what levels rounding is applied. Describe how a participant may determine the use of any unused flex plan credits. (I.e. benefit pools, taken as taxable income, rolled into 401(k) ...) Do you require batch enrollment and administration processes? What are the periodic internal/external reporting requirements for the benefit programs? What are the data interfaces for each carrier for the benefit plans? Setup, Process Setup, Process Setup, Process Process Process Process Setup, Process

3376 3377 3378 3379 3380 3381 3382 3383

Human Resource Management Total Compensation Human Resource Management Total Compensation Human Resource Management Total Compensation Human Resource Management Total Compensation Human Resource Management Total Compensation Human Resource Management Total Compensation Human Resource Management Total Compensation Human Resource Management Total Compensation

Administrate Benefits Administrate Benefits Administrate Benefits Administrate Benefits Administrate Benefits Administrate Benefits Administrate Benefits Administrate Benefits

Define Benefit Structure Maintain Benefit Plan Define Benefit Structure Define Benefit Structure Define Benefit Structure Define Benefit Structure Define Benefit Structure Define Benefit Structure

OAB OAB OAB OAB OAB OAB OAB OAB 2355 2360 2345

26 26 26 26 26 26 26 26

Benefits Benefits Benefits Benefits Benefits Benefits Benefits Benefits

3384

Human Resource Management Total Compensation

Administrate Benefits

Maintain Benefit Plan

OAB

2344

26

Benefits

Setup, Process

3385

Human Resource Management Total Compensation

Administrate Benefits

Maintain Benefit Plan

OAB

26

Benefits

Setup, Process

3386 3387 3388 3389 3390 3391 3392 3393 3394 3395 3396 3397 3398 3399 3400 3401 3402 3403 3404 3405 3406 3407

Human Resource Management Total Compensation Human Resource Management Total Compensation Human Resource Management Total Compensation Human Resource Management Total Compensation Human Resource Management Total Compensation Human Resource Management Total Compensation Human Resource Management Total Compensation Human Resource Management Total Compensation Human Resource Management Total Compensation Human Resource Management Total Compensation Human Resource Management Total Compensation Human Resource Management Total Compensation Human Resource Management Total Compensation Human Resource Management Total Compensation Human Resource Management Total Compensation Human Resource Management Total Compensation Human Resource Management Total Compensation Human Resource Management Total Compensation Human Resource Management Total Compensation Human Resource Management Total Compensation Human Resource Management Total Compensation Human Resource Management Total Compensation

Administrate Benefits Administrate Benefits Administrate Benefits Administrate Benefits Administrate Benefits Administrate Benefits Administrate Benefits Administrate Benefits Administrate Benefits Administrate Benefits Administrate Benefits Administrate Benefits Administrate Benefits Administrate Benefits Administrate Benefits Administrate Benefits Administrate Benefits Administrate Benefits Administrate Benefits Administrate Benefits Administrate Benefits Administrate Benefits

Maintain Benefit Plan Maintain Benefit Plan Maintain Benefit Plan Maintain Benefit Plan Maintain Benefit Plan Maintain Benefit Plan Maintain Benefit Plan Administrate Enrollment Administrate Enrollment Administrate Enrollment Administrate Enrollment Administrate Enrollment Administrate Enrollment Administrate Enrollment Administrate Enrollment Administrate Enrollment Administrate Enrollment Administrate Life Event changes Administrate Life Event changes Administrate Life Event changes Administrate Life Event changes Administrate Life Event changes

OAB OAB OAB OAB OAB OAB OAB OAB OAB OAB OAB OAB OAB OAB OAB OAB OAB OAB OAB OAB OAB OAB 2358 2346 2341

26 26 26 26 26 26 26 26 26 26 26 26 26 26 26 26 26 26 26 26 26 26

Benefits Benefits Benefits Benefits Benefits Benefits Benefits Benefits Benefits Benefits Benefits Benefits Benefits Benefits Benefits Benefits Benefits Benefits Benefits Benefits Benefits Benefits

Setup, Process Process Process Process

What are the periodic benefit communication requirements to the participants?Process What are the benefit communication requirements to the participants based on life events? Process Do you require automation of the communication requirements? How is eligibility to your benefit plans determined? Are there waiting periods for your benefit plans? Are there any minimum or maximum required periods of enrollment for the plans or options? What are the enrollment criteria for your benefit plans? When is your open enrollment period? How do you handle suspended and interim enrollments? Do you require Web access for participant enrollments? Do you require IVR access for participant enrollments? Process Process Process Process Setup, Process Setup, Process Process Process Process

Do you require the ability to model employee eligibility for life event changes? Process How do you handle benefit elections for active employees vs. COBRA participants? Process Are the eligibility/participation rules based on life events? How are the enrollment periods for life event determined? Are the enrollment rules based on life events? How are your life events defined? How do you handle detection of life events? Do you require automatic life event detection and administration? What are the continuing eligibility rules for leave of absence, long term disability, short term disability? Are there any changes in the cost of the benefit? How is the money collected if the participant is not receiving a paycheck? What are the termination/coverage end rules for active employee with a terminated benefit? What are the termination/coverage end rules for dependent terminated from a benefit? Process Process Process Process Process

3408 3409 3410 3411

Human Resource Management Total Compensation Human Resource Management Total Compensation Human Resource Management Total Compensation Human Resource Management Total Compensation

Administrate Benefits Administrate Benefits Administrate Benefits Administrate Benefits

Administrate Life Event changes Administrate Life Event changes Administrate Life Event changes Administrate Life Event changes

OAB OAB OAB OAB 2349 2350 2351

26 26 26 26

Benefits Benefits Benefits Benefits

Process Process Process

What are the termination/coverage end rules for terminated active employee? Process

85338164.xlsx

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RD.020 Business Process Questionnaire

OBM Level I
3412 3413 3414 3415 3416 3417

OBM Level II

OBM Level III

Administrate Benefits Administrate Benefits Administrate Benefits Administrate Benefits Administrate Benefits Administrate Benefits

OBM Level IV
Administrate Life Event changes Administrate Life Event changes Define Benefit Structure Define Benefit Structure Administrate Cobra Administrate Cobra

Application
OAB OAB OAB OAB OAB OAB

OBM Row No.

2352 2353

Process
26 26 26 26

Category
Benefits Benefits Benefits Benefits Benefits Benefits

Process Analysis Questions

What are the termination/coverage end rules for death? What are the termination/coverage end rules for transfers? Which benefit plans are extended through COBRA? Which benefit plans are extended after termination outside of COBRA? (I.e. retiree medical)

Type = Setup Metric Process Performance Response

Process Process Setup, Process Setup, Process

Revisit Y/N

Human Resource Management Total Compensation Human Resource Management Total Compensation Human Resource Management Total Compensation Human Resource Management Total Compensation Human Resource Management Total Compensation Human Resource Management Total Compensation

2343 2354

26 26

3418

Human Resource Management Total Compensation

Administrate Benefits

Administrate Cobra

OAB

26

Benefits

3419

Human Resource Management Total Compensation

Administrate Benefits

Maintain Benefit Plan

OAB

26

Benefits

How do you handle COBRA administration? Process What are the termination/coverage end rules for terminated COBRA participant? Process What are the allowed changes for COBRA participants vs. active employees? (Such as changing dependent status, changing plans (adding/terminating/changing), or changing coverage amounts) Process How do you handle claims administration processing for plan reimbursements? (I.e. for flexible spending accounts, plans with reimbursable goods and services) Process What types of benefit plans do you offer? List all the different benefits offered by your organization(s) (i.e. Health and welfare, defined contribution, defined benefit, spending accounts, flexible benefits) Setup, Process How is eligibility to your benefit plans determined? Are there waiting periods for your benefit plans? What are the criteria for your benefit plans? When is your open enrollment period? How do you handle interim enrollments? How do you handle COBRA? How are benefit costs/price tags calculated and stored? (Employee costs, employer costs, etc.) Describe the rounding rules used. What is the current or planned effective date of the benefit plan? Process Process Process Process Process Process Process Process

3420 3421 3422 3423 3424 3425 3426 3427 3428 3429 3430 3431 3432

Human Resource Management Total Compensation Human Resource Management Total Compensation Human Resource Management Total Compensation Human Resource Management Total Compensation Human Resource Management Total Compensation Human Resource Management Total Compensation Human Resource Management Total Compensation Human Resource Management Total Compensation Human Resource Management Total Compensation Human Resource Management Total Compensation Human Resource Management Total Compensation Human Resource Management Total Compensation Human Resource Management Total Compensation

Administrate Benefits Administrate Benefits Administrate Benefits Administrate Benefits Administrate Benefits Administrate Benefits Administrate Benefits Administrate Benefits Administrate Benefits Administrate Benefits Administrate Benefits Administrate Benefits Administrate Benefits

Define Benefit Structure Administrate Enrollment Administrate Enrollment Administrate Enrollment Administrate Enrollment Administrate Enrollment Administrate Cobra Maintain Benefit Plan Maintain Benefit Plan Define Benefit Structure Define Benefit Structure Administrate Life Event changes Administrate Life Event changes

HR HR HR HR HR HR HR HR HR HR HR OAB OAB

26 26 26 26 26 26 26 26 26 26 26 26 26

Benefits Benefits Benefits Benefits Benefits Benefits Benefits Benefits Benefits Benefits Benefits Benefits Benefits

Who are the carriers for this benefit plan? Process What are the dependent eligibility factors? (types of dependents and any restrictions or coverage differences) Process What are the continuing eligibility rules for leave of absence, long term disability, short term disability? Are there any changes in the cost of the benefit while on a leave of absence, long term disability, short term disability? How is the money collected if the participant is not receiving a paycheck while on a leave of absence, long term disability, short term disability? Process What are the termination rules for active employee with a terminated benefit? Process What are the termination rules for dependent terminated from a benefit? What are the termination rules for terminated active employee? What are the termination rules for death? What are the termination rules for transfers? What are the termination rules for terminated COBRA participant? What are the Beneficiary eligibility rules? What are the rules regarding allocation amounts or percentages? What are the participation rules? What is the waiting period or grandfather rules? Process Process Process Process Process Process Process

3433 3434 3435 3436 3437 3438 3439 3440 3441 3442 3443

Human Resource Management Total Compensation Human Resource Management Total Compensation Human Resource Management Total Compensation Human Resource Management Total Compensation Human Resource Management Total Compensation Human Resource Management Total Compensation Human Resource Management Total Compensation Human Resource Management Total Compensation Human Resource Management Total Compensation Human Resource Management Total Compensation Human Resource Management Total Compensation

Administrate Benefits Administrate Benefits Administrate Benefits Administrate Benefits Administrate Benefits Administrate Benefits Administrate Benefits Administrate Benefits Administrate Benefits Administrate Benefits Administrate Benefits

Administrate Life Event changes Administrate Life Event changes Administrate Life Event changes Administrate Life Event changes Administrate Life Event changes Maintain Benefit Plan Administrate Cobra Define Benefit Structure Define Benefit Structure Define Benefit Structure Administrate Enrollment

HR HR HR HR HR HR HR HR HR HR HR

26 26 26 26 26 26 26 26 26 26 26

Benefits Benefits Benefits Benefits Benefits Benefits Benefits Benefits Benefits Benefits Benefits

3444 3445

Human Resource Management Total Compensation Human Resource Management Total Compensation

Administrate Benefits Administrate Benefits

Administrate Cobra Define Benefit Structure

HR HR

26 26

Benefits Benefits

What are your deferred comp plan requirements? Process How do you handle benefit elections for active employees vs. COBRA participants? Process What are the allowed changes for COBRA participants vs. active employees? (Such as changing dependent status, changing plans (adding/terminating/changing), or changing coverage amounts) Process What are the employee eligibility factors? (company, location, union association, salary, job code) Process What types of benefit plans do you offer? List all the different benefits offered by your organization(s) (i.e. Health and welfare, defined contribution, defined benefit, spending accounts, flexible benefits) Setup, Process How is eligibility to your benefit plans determined? Are there waiting periods for your benefit plans? What are the criteria for your benefit plans? When is your open enrollment period? How do you handle interim enrollments? How do you handle COBRA? How are benefit costs/price tags calculated and stored? (Employee costs, employer costs, etc.) Describe the rounding rules used. What is the current or planned effective date of the benefit plan? Process Process Process Process Process Process Process Process

3446 3447 3448 3449 3450 3451 3452 3453 3454 3455 3456 3457 3458

Human Resource Management Total Compensation Human Resource Management Total Compensation Human Resource Management Total Compensation Human Resource Management Total Compensation Human Resource Management Total Compensation Human Resource Management Total Compensation Human Resource Management Total Compensation Human Resource Management Total Compensation Human Resource Management Total Compensation Human Resource Management Total Compensation Human Resource Management Total Compensation Human Resource Management Total Compensation Human Resource Management Total Compensation

Administrate Benefits Administrate Benefits Administrate Benefits Administrate Benefits Administrate Benefits Administrate Benefits Administrate Benefits Administrate Benefits Administrate Benefits Administrate Benefits Administrate Benefits Administrate Benefits Administrate Benefits

Define Benefit Structure Administrate Enrollment Administrate Enrollment Administrate Enrollment Administrate Enrollment Administrate Enrollment Administrate Cobra Maintain Benefit Plan Maintain Benefit Plan Define Benefit Structure Define Benefit Structure Administrate Life Event changes Administrate Life Event changes

HR HR HR HR HR HR HR HR HR HR HR OAB OAB

26 26 26 26 26 26 26 26 26 26 26 26 26

Benefits Benefits Benefits Benefits Benefits Benefits Benefits Benefits Benefits Benefits Benefits Benefits Benefits

Who are the carriers for this benefit plan? Process What are the dependent eligibility factors? (types of dependents and any restrictions or coverage differences) Process What are the continuing eligibility rules for leave of absence, long term disability, short term disability? Are there any changes in the cost of the benefit while on a leave of absence, long term disability, short term disability? How is the money collected if the participant is not receiving a paycheck while on a leave of absence, long term disability, short term disability? Process What are the termination rules for active employee with a terminated benefit? Process What are the termination rules for dependent terminated from a benefit? What are the termination rules for terminated active employee? What are the termination rules for death? What are the termination rules for transfers? What are the termination rules for terminated COBRA participant? What are the Beneficiary eligibility rules? What are the rules regarding allocation amounts or percentages? Process Process Process Process Process Process

3459 3460 3461 3462 3463 3464 3465 3466

Human Resource Management Total Compensation Human Resource Management Total Compensation Human Resource Management Total Compensation Human Resource Management Total Compensation Human Resource Management Total Compensation Human Resource Management Total Compensation Human Resource Management Total Compensation Human Resource Management Total Compensation

Administrate Benefits Administrate Benefits Administrate Benefits Administrate Benefits Administrate Benefits Administrate Benefits Administrate Benefits Administrate Benefits

Administrate Life Event changes Administrate Life Event changes Administrate Life Event changes Administrate Life Event changes Administrate Life Event changes Maintain Benefit Plan Administrate Cobra Define Benefit Structure

HR HR HR HR HR HR HR HR

26 26 26 26 26 26 26 26

Benefits Benefits Benefits Benefits Benefits Benefits Benefits Benefits

85338164.xlsx

Page 56

RD.020 Business Process Questionnaire

OBM Level I
3467 3468 3469

OBM Level II

OBM Level III

Administrate Benefits Administrate Benefits Administrate Benefits

OBM Level IV
Define Benefit Structure Define Benefit Structure Administrate Enrollment

Application
HR HR HR

OBM Row No.

Process
26 26 26

Category
Benefits Benefits Benefits

Process Analysis Questions

What are the participation rules? What is the waiting period or grandfather rules?

Type = Setup Metric Process Performance Response

Process

Revisit Y/N

Human Resource Management Total Compensation Human Resource Management Total Compensation Human Resource Management Total Compensation

3470 3471 3472 3473 3474 3475 3476 3477 3478 3479 3480

Human Resource Management Total Compensation Human Resource Management Total Compensation Marketing Management Marketing Management Marketing Management Marketing Management Marketing Management Marketing Management Marketing Management Marketing Management Marketing Management Market Research and Analysis Market Research and Analysis Market Research and Analysis Market Research and Analysis Market Research and Analysis Market Research and Analysis Market Research and Analysis Market Research and Analysis Market Research and Analysis

Administrate Benefits Administrate Benefits Perform Market Research Perform Market Research Perform Market Research Perform Market Research Perform Market Research Perform Market Research Perform Market Research Perform Market Research Perform Market Research

Administrate Cobra Define Benefit Structure Establish High-Level Marketing Strategy Establish High-Level Marketing Strategy Determine Product Line Determine Product Line Establish High-Level Marketing Strategy Establish High-Level Marketing Strategy Establish High-Level Marketing Strategy Establish High-Level Marketing Strategy Profile Creation

HR HR Marketing Online General Marketing Online Marketing Online General General General General Marketing Online

26 26

Benefits Benefits General Company Product Product Company Company Company Company Product

What are your deferred comp plan requirements? Process How do you handle benefit elections for active employees vs. COBRA participants? Process What are the allowed changes for COBRA participants vs. active employees? (Such as changing dependent status, changing plans (adding/terminating/changing), or changing coverage amounts) Process What are the employee eligibility factors? (company, location, union association, salary, job code) Process Can you present us your executive marketing plan? How do you differentiate yourself from your competition? How many different types of products or services do you currently have? How often do you introduce new products/services? What is the companies position/mission? What is the organizational structure of your company? (e.g. entities, departments, regions) What type of growth are you projecting? Process/Metrics Process Process/Setup Process/Setup Process Process Process

3481 3482 3483 3484 3485 3486 3487 3488 3489 3490 3491 3492 3493 3494 3495 3496 3497 3498 3499 3500 3501 3502 3503 3504 3505 3506 3507 3508 3509 3510 3511 3512 3513

Marketing Management Marketing Management Marketing Management Marketing Management Marketing Management Marketing Management Marketing Management Marketing Management Marketing Management Marketing Management Marketing Management Marketing Management Marketing Management Marketing Management Marketing Management Marketing Management Marketing Management Marketing Management Marketing Management Marketing Management Marketing Management Marketing Management Marketing Management Marketing Management Marketing Management Marketing Management Marketing Management Marketing Management Marketing Management Marketing Management Marketing Management Marketing Management Marketing Management

Marketing Audit Marketing Audit Marketing Audit Marketing Audit Marketing Audit Marketing Audit Marketing Audit Marketing Audit Marketing Audit Marketing Audit Marketing Audit Marketing Audit Marketing Audit Marketing Audit Marketing Audit Not identified Not identified Not identified Not identified Not identified Not identified Not identified Not identified Not identified Not identified Not identified Not identified Not identified Not identified Not identified Not identified Not identified Not identified

Internal Environment Audit Internal Environment Audit Internal Environment Audit Internal Environment Audit Internal Environment Audit Internal Environment Audit Internal Environment Audit Internal Environment Audit Internal Environment Audit Internal Environment Audit Internal Environment Audit Not identified Not identified Not identified Not identified Not identified Not identified Not identified Not identified Not identified Not identified Not identified Not identified Not identified Not identified Not identified Not identified Not identified Not identified Not identified Not identified Not identified Not identified

Audit Marketing Information System Marketing Online Audit Marketing Information System Marketing Online Audit Marketing Information System Marketing Online Audit Marketing Information System Marketing Online Audit Marketing Information System Marketing Online Audit Marketing Information System Marketing Online Audit Marketing Information System Marketing Online Audit Marketing Information System Marketing Online Audit Marketing Information System Marketing Online Audit Marketing Information System Marketing Online Audit Marketing Information System Not identified Not identified Not identified Not identified Not identified Not identified Not identified Not identified Not identified Not identified Not identified Not identified Not identified Not identified Not identified Not identified Not identified Not identified Not identified Not identified Not identified Not identified Marketing Online Marketing Online Marketing Online Marketing Online Marketing Online Marketing Online Marketing Online Marketing Online Marketing Online Marketing Online Marketing Online Marketing Online Marketing Online Marketing Online Marketing Online Marketing Online Marketing Online Marketing Online Marketing Online Marketing Online Marketing Online Marketing Online Marketing Online

HW & SW Environment HW & SW Environment HW & SW Environment HW & SW Environment HW & SW Environment HW & SW Environment HW & SW Environment HW & SW Environment HW & SW Environment HW & SW Environment HW & SW Environment Closed Loop Marketing Audit Closed Loop Marketing Audit General Miscellaneous Miscellaneous Security Security Security International International International International International General General Miscellaneous General General General General

Where will the growth come from? Process Who do you generally sell to? Process/Setup Can you provide information flow schematics of the data passed/required between marketing and other connected/interfaced systems? (e.g. Project Accounting) Process Can you provide us with a flow diagram of connectivity between the marketing and the core business application? Process How do you see the new application resolving your current deficiencies/issues? Metrics Is there an existing entity relationship (E-R) diagram of the current marketing application? Process What are your requirements for importing and exporting data from marketing? Process What database are you using? What ERP apps do you have installed currently? Whose? Version? What hardware do you run? What historical marketing information do you currently maintain? What is your current Marketing Application What type of information is exchanged between the current marketing application and your other systems/processes? Describe how you measure campaign effectiveness. How do you currently audit your marketing activities? How do you measure the response to a campaign? What are your audit requirements for the future? Setup Setup Setup Process Process/Setup

Process Process Process Process Process Process/Performanc Are there any time-intensive marketing processes that need to be addressed? e Do you currently use or plan to use outbound ecommerce marketing campaigns? Process/Setup

Do you currently use or plan to use outbound telemarketing campaigns? Process/Setup Do you have documentation on your current system security requirement for marketing? Process Do you have security reports on who can run Marketing reports? Process/Setup Do you have security requirements on who can enter data for marketing? (e.g. by responsibility, by company, by cost center) Process/Setup Do you need multiple language support? Process/Setup Do you need to support multiple currencies? Process/Setup Do you need to support multiple date, address and name formats? Process/Setup Do you need to support multiple organizations within the same country? Do you operate in multiple countries? Is there an existing diagram of the current marketing processes? What are business areas within marketing that are targeted for improvement? What are requirements coming from the creative side of the marketing department? What are the main jobs/responsibilities you have in your marketing department? What are the main marketing tasks you perform in your marketing department? What is the purpose of the relevant sales and marketing system/processes? What is the reason for purchasing/upgrading to this Oracle Marketing Application? What is the total number of users that will have access to the Marketing application? How many of those are using the application simultaneously? What manual operations/processes do you need to automate? What role does the marketing department play in sales forecasting? What word processing package do your users use? What would happen if you waited 6 months? Which marketing operations/processes do you want to eliminate? Which of these business areas are of highest priority? Describe the approval processes for marketing budget within the organization? describe the budgeting process for marketing activities e.g campaigns and events Describe the campaign budget process Describe the customer data model that is currently used by the organization. Describe the geographical distribution of your business and/or employees present and future. Describe the movement of funds between budgets. Do you perform a break-even analysis for marketing activities? Do you perform a P&L analysis for products or clients where marketing costs have to be factored in? Do you use any Oracle Applications such as Oracle Call Center, Oracle TeleSales or Oracle iStore to capture orders? How are the campaign costs to be tracked and at what level of breakdown? How big is the company? (Revenue, employees) How big is your marketing department? (# of employees, budget)? How do you capture orders (mail-order, phone, web, salesforce)? How is the marketing budget apportioned across multiple organizations? How is your marketing department structured (centralized for the whole company or decentralized for SBU's)? What applications do you use to capture orders? What does your company do? Process/Setup Process/Setup Process Process, Metrics Process Process/Setup Process/Setup Process Process

3514 3515 3516 3517 3518 3519 3520 3521 3522 3523 3524 3525 3526 3527 3528 3529 3530 3531 3532 3533 3534 3535 3536 3537

Marketing Management Marketing Management Marketing Management Marketing Management Marketing Management Marketing Management Marketing Management Marketing Management Marketing Management Marketing Management Marketing Management Marketing Management Marketing Management Marketing Management Marketing Management Marketing Management Marketing Management Marketing Management Marketing Management Marketing Management Marketing Management Marketing Management Marketing Management Marketing Management

Not identified Not identified Not identified Not identified Not identified Not identified Not identified Strategic Marketing Strategic Marketing Strategic Marketing Strategic Marketing Strategic Marketing Strategic Marketing Strategic Marketing Strategic Marketing Strategic Marketing Strategic Marketing Strategic Marketing Strategic Marketing Strategic Marketing Strategic Marketing Strategic Marketing Strategic Marketing Strategic Marketing

Not identified Not identified Not identified Not identified Not identified Not identified Not identified Not identified Not identified Not identified Not identified Not identified Not identified Not identified Not identified Not identified Not identified Not identified Not identified Not identified Not identified Not identified Not identified Not identified

Not identified Not identified Not identified Not identified Not identified Not identified Not identified Not identified Not identified Not identified Not identified Not identified Not identified Not identified Not identified Not identified Not identified Not identified Not identified Not identified Not identified Not identified Not identified Not identified

Marketing Online Marketing Online Marketing Online Marketing Online General Marketing Online Marketing Online Marketing Online Marketing Online Marketing Online Marketing Online Marketing Online Marketing Online Marketing Online Marketing Online Marketing Online Marketing Online General Marketing Online Marketing Online Marketing Online Marketing Online Marketing Online General

General General Miscellaneous Miscellaneous HW & SW Environment General General Budgeting Budgeting Budgeting Customers General Budgeting Closed Loop Marketing Closed Loop Marketing Closed Loop Marketing Campaign Company General Closed Loop Marketing Budgeting General Closed Loop Marketing Company

Process Process Process Process Process Process Process/Metrics Process Process/Setup Process Process Process Process Metrics Metrics Process/Setup Process Process Process/Setup/Perfo rmance Process Process Process Process/Setup Process

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RD.020 Business Process Questionnaire

OBM Level I
3538 3539 3540 3541 3542 3543 3544 3545 3546 3547 3548 3549 3550 3551 3552 3553 3554 3555 3556 3557 3558 3559 3560 3561 3562 3563 3564 3565 3566 3567 3568 3569 3570 3571 3572 3573 3574 3575 3576 3577 3578 3579 3580 3581 3582 3583 3584 3585 3586 3587 3588 3589 3590 3591 Marketing Management Marketing Management Marketing Management Marketing Management Marketing Management Marketing Management Marketing Management Marketing Management Marketing Management Marketing Management Marketing Management Marketing Management Marketing Management Marketing Management Marketing Management Marketing Management Marketing Management Marketing Management Marketing Management Marketing Management Marketing Management Marketing Management Marketing Management Marketing Management Marketing Management Marketing Management Marketing Management Marketing Management Marketing Management Marketing Management Marketing Management Marketing Management Marketing Management Marketing Management Marketing Management Marketing Management Marketing Management Marketing Management Marketing Management Marketing Management Marketing Management Marketing Management Marketing Management Marketing Management Marketing Management Marketing Management Marketing Management Marketing Management Marketing Management Marketing Management Marketing Management Marketing Management Marketing Management Marketing Management

OBM Level II
Strategic Marketing Strategic Marketing Strategic Marketing Strategic Marketing Tactical Marketing Tactical Marketing Tactical Marketing Tactical Marketing Tactical Marketing Tactical Marketing Tactical Marketing Tactical Marketing Tactical Marketing Tactical Marketing Tactical Marketing Tactical Marketing Tactical Marketing Tactical Marketing Tactical Marketing Tactical Marketing Tactical Marketing Tactical Marketing Tactical Marketing Tactical Marketing Tactical Marketing Tactical Marketing Tactical Marketing Tactical Marketing Tactical Marketing Tactical Marketing Tactical Marketing Tactical Marketing Tactical Marketing Tactical Marketing Tactical Marketing Tactical Marketing Tactical Marketing Tactical Marketing Tactical Marketing Tactical Marketing Tactical Marketing Tactical Marketing Tactical Marketing Tactical Marketing Tactical Marketing Tactical Marketing Tactical Marketing Tactical Marketing Tactical Marketing Tactical Marketing Tactical Marketing Tactical Marketing Tactical Marketing Tactical Marketing

OBM Level III

Not identified Product / Service Strategy Product / Service Strategy Product / Service Strategy Campaign Planning Campaign Planning Campaign Planning Campaign Planning Campaign Planning Campaign Execution Campaign Execution Campaign Execution Campaign Execution Campaign Execution Campaign Execution Campaign Execution Campaign Execution Campaign Execution Campaign Execution Campaign Execution Campaign Execution Campaign Execution Campaign Execution Campaign Execution Campaign Execution Campaign Execution Campaign Execution Campaign Execution Campaign Execution Campaign Execution Campaign Execution Campaign Execution Campaign Execution Campaign Execution Campaign Execution Campaign Execution Campaign Execution Campaign Execution Campaign Measurement Campaign Measurement Campaign Measurement Campaign Measurement Campaign Measurement Campaign Measurement Campaign Measurement Campaign Measurement Campaign Measurement Campaign Measurement Campaign Measurement Campaign Measurement Campaign Measurement Campaign Measurement Campaign Planning Campaign Planning

OBM Level IV
Not identified Determine Product Line Determine Pricing Determine Product Line Not identified Not identified Not identified Not identified Not identified Fulfill Collateral Fulfill Collateral Not identified Not identified Fulfill Collateral Fulfill Collateral Fulfill Collateral Track Responses Track Responses Track Responses Fulfill Collateral Track Responses Track Responses Fulfill Collateral Fulfill Collateral Fulfill Collateral Not identified Not identified Fulfill Collateral Fulfill Collateral Not identified Not identified Not identified Not identified Not identified Track Responses Not identified Not identified Fulfill Collateral Analyze Campaign Effectiveness Analyze Campaign Effectiveness Analyze Campaign Effectiveness Analyze Campaign Effectiveness Analyze Campaign Effectiveness Analyze Campaign Effectiveness Analyze Campaign Effectiveness Analyze Campaign Effectiveness Analyze Campaign Effectiveness Analyze Campaign Effectiveness Analyze Campaign Effectiveness Analyze Campaign Effectiveness Analyze Campaign Effectiveness Analyze Campaign Effectiveness Determine & Assign Offer / Promotion Determine & Assign Offer / Promotion Determine & Assign Offer / Promotion

Application
General Marketing Online Marketing Online Marketing Online Marketing Online Marketing Online Marketing Online Marketing Online Marketing Online Marketing Online/Sales Marketing Online/ Inventory Marketing Online iMarketing Marketing Online/Sales Marketing Online Marketing Online Marketing Online Marketing Online Marketing Online Marketing Online/ Inventory Marketing Online Marketing Online Marketing Online Marketing Online Marketing Online / MES Marketing Online Marketing Online Marketing Online / MES Marketing Online / MES iMarketing iMarketing iMarketing Marketing Online iMarketing Marketing Online iMarketing iMarketing Marketing Online/Sales Marketing Online Marketing Online Marketing Online Marketing Online Marketing Online Marketing Online Marketing Online Marketing Online Marketing Online Marketing Online Marketing Online Marketing Online Marketing Online Marketing Online Marketing Online Marketing Online

OBM Row No.

Process

Category
Company Product Product Product Campaigns Campaigns Campaigns Miscellaneous Campaigns Literature Fulfillment Literature Fulfillment Miscellaneous eCommerce: Affiliate Literature Fulfillment Literature Fulfillment Literature Fulfillment Closed Loop Marketing Closed Loop Marketing Closed Loop Marketing Literature Fulfillment Closed Loop Marketing List Management Literature Fulfillment Collateral Collateral Campaign Campaign Collateral Collateral eCommerce: Profiling eCommerce: Profiling eCommerce: Affiliate

Process Analysis Questions

What industry is your company in? What do you sell? What is the price point of your products/services? What is your future product strategy? How are the campaigns' objectives to be measured or quantified How is the effectiveness of campaigns managed How many types of campaigns does the organization manage and what are the key information components of each type How visible should campaigns be to the rest of the marketing org? How visible should campaigns be to the rest of the marketing org?

Type = Setup Metric Process Performance Response

Process Process Process/Setup Process/Setup Process/Setup Process/Setup Process/Setup Process/Setup Process/Setup

Revisit Y/N

Describe your business process for sending a letter or collateral to a contact? Process/Setup Do you have collateral organized in kits? Do you market on the web? Do you plan to have affiliate sites ? Do you send collateral based on answers from mail or phone questionnaires? Do you use hard and soft collateral? Do you use version control for collateral? How do you capture the actual cost for a marketing campaign? How do you assign captured revenue data to campaigns and promotions? How do you capture revenue data for a campaign or a promotion? How do you currently inventory your collateral? How do you currently track cost and effectiveness of a promotion? Process/Setup Process Process/Setup Process/Setup Process Process/Setup Process Process/Setup Process/Setup Process/Setup Process/Setup

How do you currently track responses to a list (or to a campaign in general)? Process How is collateral currently processed (in-house, fulfillment house etc.) ? How is collateral fulfilled by the organization, describe the scenarios How is marketing collateral managed by the organization, physically and electronically How many campaigns do you run simultaneously? How many campaigns do you launch a year? How should collateral be categorized Process Process Process Process/Performanc e Process/Setup Process Process Process/Setup Process/Setup Process/Setup Process Process/Setup Process/Setup Process/Setup Process/Setup Process/Setup Process Process/Performanc e Process Reporting Process/Performanc e Process/Performanc e Process/Performanc e Metrics Process/Setup Metrics Process Process Setup Process Process/Setup Process/Setup

How should the marketing department be notified of new collateral How will profile information be used in your online storefront ? How will profile information be used in your retail stores ? What revenue-sharing arrangements will you have with affiliates ? What application do you currently use to communicate/share information Marketing PM Functionality during the campaign/promotion planning/execution? eCommerce: Affiliate What content-sharing arrangements will you have with affiliates ? What is the mechanism to assign the captured marketing cost to Closed Loop Marketing tasks/activities and ultimately to products and/or sales? What personalization requirements do you have for customers arriving from eCommerce: Affiliate affiliate sites ? What requirement does your marketing department have for profiling eCommerce: Profiling customers ? Who in your organization will require the ability to request that a letter or Literature Fulfillment collateral be sent? Are marketing reporting requirements standard across the enterprise, for Reporting example subsidiaries? Are there any requirements for on-line (softcopy) distribution and/or remote Reporting location printing for marketing reports? Reporting Reporting Reporting Reporting Closed Loop Marketing Reporting Closed Loop Marketing Reporting Reporting Reporting Closed Loop Marketing Reporting Promotion Promotion How do you manage the update of marketing report's distribution list? How granular do you report on communication channels and media? (e.g. track cost and revenue) How granular do you report on geographical segments/attributes? How granular do you report on target market segments? How often do you check/recalculate the objectives of a campaign? Provide examples of each report including: Source, user, frequency, main reporting parameters, purpose, # of copies! What are the objectives you use to judge the performance of a campaign? (e.g. ROI, Revenue etc.) What business performance statistics do you monitor for marketing? What is the criteria for determining who should receive a copy of any marketing reports? What reports are grouped together on a regular basis and printed in one print run? What units do you use to measure the above marketing objectives ($'s, time, units etc.)? Who receives a copy of marketing reports? Can promotions be accumulated? (e.g. a 5 % promotion coupled with another 2 % promotion results in a 7 % promotion) Do you currently have a promotion database which stores all your historical promotion data? Do you currently use an application that manages the flow/management (sequence of steps) of a promotion such as workflow or project management software? Do you currently use an application that manages the flow/management (sequence of steps) of a campaign such as a workflow tool or project management software? Do you currently use coupons or gift certificates?

3592

Marketing Management

Tactical Marketing

Campaign Planning

Marketing Online

Promotion

Process

3593 3594

Marketing Management Marketing Management

Tactical Marketing Tactical Marketing

Campaign Planning Campaign Planning

Not identified Determine & Assign Offer / Promotion

Marketing Online Marketing Online

Campaign Promotion

Setup/Process Process/Setup

3595

Marketing Management

Tactical Marketing

Campaign Planning

Not identified

Marketing Online

Campaign

Do you have a document that depicts how your campaigns are hierarchically structured (main campaign, child campaign, promotions etc.)? Process/Setup Do you have a document that depicts the general project management processes/policies you use to create and execute a campaign? Do you have a document that depicts the hierarchy of your communication channels and media? Do you have a document that depicts the hierarchy of your geographical segmentation? Do you have a document that depicts the hierarchy of your target market segments? Do you have a list of promotion types you use? (e.g. % discount, early bird, buy one get one etc.) Do you have a process flow that depicts the creation and management of campaigns? Do you have a process flow that depicts the creation and management of promotions? Do you have a requirement to use advertisments to earn revenue ? How do you classify promotions? (e.g. by client, product, geography etc.) How granular do you segment your marketing activities geographically? How granular do you segment your target markets and what are those segments?

3596 3597 3598 3599 3600 3601 3602 3603 3604 3605 3606

Marketing Management Marketing Management Marketing Management Marketing Management Marketing Management Marketing Management Marketing Management Marketing Management Marketing Management Marketing Management Marketing Management

Tactical Marketing Tactical Marketing Tactical Marketing Tactical Marketing Tactical Marketing Tactical Marketing Tactical Marketing Tactical Marketing Tactical Marketing Tactical Marketing Tactical Marketing

Campaign Planning Campaign Planning Campaign Planning Campaign Planning Campaign Planning Campaign Planning Campaign Planning Campaign Planning Campaign Planning Campaign Planning Campaign Planning

Not identified Select Channel Perform Segmentation Perform Segmentation Determine & Assign Offer / Promotion Not identified Determine & Assign Offer / Promotion Web-based campaigns Determine & Assign Offer / Promotion Perform Segmentation Perform Segmentation

Marketing Online Marketing Online Marketing Online Marketing Online Marketing Online Marketing Online Marketing Online iMarketing Marketing Online Marketing Online Marketing Online

Campaign Campaign Segmentation Segmentation Promotion Campaign Promotion Promotion Promotion Segmentation Segmentation

Process Setup Setup Setup Process/Setup Process Process Process Setup Setup Setup

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RD.020 Business Process Questionnaire

OBM Level I
3607 3608 3609 3610 3611 3612 Marketing Management Marketing Management Marketing Management Marketing Management Marketing Management Marketing Management

OBM Level II
Tactical Marketing Tactical Marketing Tactical Marketing Tactical Marketing Tactical Marketing Tactical Marketing

OBM Level III

Campaign Planning Campaign Planning Campaign Planning Campaign Planning Campaign Planning Campaign Planning

OBM Level IV
Select Channel Determine & Assign Offer / Promotion Determine & Assign Offer / Promotion Determine & Assign Offer / Promotion Not identified Web-based campaigns Determine & Assign Offer / Promotion Determine & Assign Offer / Promotion Not identified Determine & Assign Offer / Promotion Not identified Not identified Determine & Assign Offer / Promotion Not identified Web-based campaigns Web-based campaigns Not identified Web-based campaigns Web-based campaigns

Application
Marketing Online Marketing Online Marketing Online Marketing Online Marketing Online iMarketing

OBM Row No.

Process

Category
Campaign Promotion Promotion Promotion Campaign Promotion

Process Analysis Questions

Type = Setup Metric Process Performance Response

Revisit Y/N

How granular to you plan your communication efforts in terms of channels and media? Setup How is the general marketplace reached, describe the broadcasting strategies used. Process/Setup How many promotions do you run simultaneously? How many promotions do you typically run during a fiscal year? How many sub campaigns does a campaign usually have? Process/Setup Process/Setup Process/Performanc e

3613 3614 3615 3616 3617 3618 3619 3620 3621 3622 3623 3624 3625

Marketing Management Marketing Management Marketing Management Marketing Management Marketing Management Marketing Management Marketing Management Marketing Management Marketing Management Marketing Management Marketing Management Marketing Management Marketing Management

Tactical Marketing Tactical Marketing Tactical Marketing Tactical Marketing Tactical Marketing Tactical Marketing Tactical Marketing Tactical Marketing Tactical Marketing Tactical Marketing Tactical Marketing Tactical Marketing Tactical Marketing

Campaign Planning Campaign Planning Campaign Planning Campaign Planning Campaign Planning Campaign Planning Campaign Planning Campaign Planning Campaign Planning Campaign Planning Campaign Planning Campaign Planning Campaign Planning Campaign Planning & Campaign Execution Execute Campaigns Execute Campaigns Execute Campaigns Execute Campaigns Execute Campaigns Execute Campaigns Execute Campaigns Execute Campaigns List Management List Management List Management List Management List Management List Management List Management List Management List Management List Management List Management List Management List Management List Management List Management List Management List Management Manage Lists Manage Lists Manage Lists Manage Lists Marketing Communication Not identified Plan Campaigns Plan Campaigns Plan Campaigns Plan Campaigns Plan Campaigns Plan Campaigns Plan Campaigns Plan Campaigns Plan Campaigns Plan Campaigns Plan Campaigns

Marketing Online Marketing Online Marketing Online Marketing Online Marketing Online Marketing Online Marketing Online Marketing Online iMarketing iMarketing Marketing Online iMarketing iMarketing

Promotion Promotion Campaign Promotion

How will your online campaigns be affected by your retail campaigns ? Process What advertising/promotional medium are commonly used? For each medium, list the various vendors that are used by the marketing org that provide these medium. Process/Setup What are the criteria/logic you use to decide which promotion you run at what time for which products? Process

What are the statuses a campaign can be in? (New, Approved, Canceled) etc. Setup What are the statuses a promotion can be in? (New, Approved, Canceled) etc. Setup What attributes do you capture/track for a single campaign process step? Marketing PM Functionality (e.g. priority, weight, start & end dates, dependencies etc.) ? Process/Setup Campaign What is the current campaign and promotion approval process? Process/Setup Process Setup Process Process Process/Setup Process Process

Promotion Campaign Promotion

3626 3627 3628 3629 3630 3631 3632 3633 3634 3635 3636 3637 3638 3639 3640 3641 3642 3643 3644 3645 3646 3647 3648 3649 3650 3651 3652 3653 3654 3655 3656 3657 3658 3659 3660 3661 3662 3663 3664 3665 3666 3667 3668

Marketing Management Marketing Management Marketing Management Marketing Management Marketing Management Marketing Management Marketing Management Marketing Management Marketing Management Marketing Management Marketing Management Marketing Management Marketing Management Marketing Management Marketing Management Marketing Management Marketing Management Marketing Management Marketing Management Marketing Management Marketing Management Marketing Management Marketing Management Marketing Management Marketing Management Marketing Management Marketing Management Marketing Management Marketing Management Marketing Management Marketing Management Marketing Management Marketing Management Marketing Management Marketing Management Marketing Management Marketing Management Marketing Management Marketing Management Marketing Management Marketing Management Marketing Management Marketing Management

Tactical Marketing Tactical Marketing Tactical Marketing Tactical Marketing Tactical Marketing Tactical Marketing Tactical Marketing Tactical Marketing Tactical Marketing Tactical Marketing Tactical Marketing Tactical Marketing Tactical Marketing Tactical Marketing Tactical Marketing Tactical Marketing Tactical Marketing Tactical Marketing Tactical Marketing Tactical Marketing Tactical Marketing Tactical Marketing Tactical Marketing Tactical Marketing Tactical Marketing Tactical Marketing Tactical Marketing Tactical Marketing Tactical Marketing Tactical Marketing Tactical Marketing Tactical Marketing Tactical Marketing Tactical Marketing Tactical Marketing Tactical Marketing Tactical Marketing Tactical Marketing Tactical Marketing Tactical Marketing Tactical Marketing Tactical Marketing Tactical Marketing

Not identified Evaluate & Adjust Campaign Evaluate & Adjust Campaign Evaluate & Adjust Campaign Evaluate & Evaluate & Evaluate & Evaluate & Adjust Campaign Adjust Campaign Adjust Campaign Adjust Campaign

Marketing Online BIM BIM BIM BIM BIM BIM BIM BIM Marketing Online Marketing Online Marketing Online Marketing Online Marketing Online Marketing Online Marketing Online Marketing Online Marketing Online Marketing Online Marketing Online Marketing Online Marketing Online Marketing Online Marketing Online Marketing Online Marketing Online Marketing Online Marketing Online Marketing Online Marketing Online Marketing Online Marketing Online Marketing Online Marketing Online Marketing Online Marketing Online Marketing Online Marketing Online Marketing Online MES MES MES MES

What is the process of determining the success of a promotion? What is the unique identifier of a campaign? What kinds of offers do you plan to have on your online storefront ? What kinds of personalization requirements do you have for web-based Promotion commerce ? eg. recommendations, personalized ads Miscellaneous What market research data do you purchase? Promotion What metrics do you use for web-based campaigns ? Promotion What types of offers will be available on the web? Do you currently use project management software to manage marketing activities? (e.g. track, assign and report on responsibilities / tasks / Marketing PM Functionality dependencies / timing / cost capturing / critical paths)? Marketing Intelligence How is "newly acquired" customers defined Marketing Intelligence Marketing Intelligence Marketing Intelligence Marketing Intelligence Marketing Intelligence Marketing Intelligence Marketing Intelligence List Management List Management List Management List Management List Management List Management List Management List Management List Management How is performance of marketing initiatives (eg campaigns) measured How is the data for KPI captured How is the sales cycle time measured and how can this be tracked in the system What critical marketing indicators should be associated with alerts What constitutes a customer response What marketing KPI are used by the organization Where does the data to calculate the KPIs come from and how is it stored in the system Can you provide us with data mappings of the lists you currently use? Describe the process of cleaning and de-douping and sorting the lists? Do you generate the lists from an internal DWH or do you buy a list from an external source? Do you have a document depicting the de-douping rules? Do you use Oracle Discoverer? For each criteria used to generate a list, what customer data is commonly extracted when creating the list eg. address, tel, email? How complex are your selection criteria of generating a list? Do you have examples? How do you currently judge the performance of a list? How do you ensure that a customer is not contacted more than once on the same marketing initiative. How do you ensure that a customer or prospect is not contacted too frequently? How do you generate a list of a reduced size (test list)?

Setup/Process Process Process Process Process Process Process Process Process Process/Performanc e Process Process Process Process Process Process/Performanc e Process Process Process Process

Evaluate & Adjust Campaign Generate List Clean-up List Identify Sources Clean-up List Generate List Generate List Generate List Score List Generate List Generate List Generate List Generate List Generate List Generate List Generate List Generate List Clean-up List Not identified Not identified Not identified Not identified Create / Establish Communications Budget Not identified Not identified Not identified Not identified Not identified Not identified Not identified Not identified Not identified Not identified Not identified Not identified

List Management List Management List Management List Management List Management List Management List Management List Management List Management List Management List Management Closed Loop Marketing Closed Loop Marketing

How is the customer database maintained in terms of integrity and freshness? Process How is this criteria captured within the database? Process If you generate the lists internally please describe the list generation process? Process If you use your internal DWH for list creation, which hardware and software platform do you use for your DWH? Process What criteria is normally used to define the lists to be generated? Process Who is responsible for generating, cleaning and de-douping lists? Process Describe how 1 to 1 marketing may be operative in your marketing initiatives Process Describe how the customer database is to be segmented for marketing purposes Process How is imported list data to be treated in context to the rest of the customer database Process what constitutes a duplicate customer record Process How do you budget for campaigns or in other words how do you forecast the cost of a campaign? Process How do you forecast the revenue of a campaign? Process Describe the marketing demographics that the marketing organization tracks and uses Process How are marketing geographies determines and inter- related Process How are marketing geographies targeted for marketing initiatives Process How are responses from different marketing geographies tracked Process How is the customer/prospect to be contacts (email, fax, call) Process How is the general marketplace reached, describe the broadcasting strategies used. Process How should Marketing demographics be tracked and maintained in the system Process How should marketing and sales, competitive information be organized for the organization Process How should marketing resources be organized in terms of sharing information , eg mailing lists Process How should obsolete information be managed Process How should the publication of information be controlled Process What advertising/promotional medium are commonly used? For each medium, list the various vendors that are used by the marketing org that provide these medium. Process What perspective of audience should be considered when organizing information Process What responses from the customer/prospect should be tracked by the system What type of information should be managed by the organization Do you have security requirements on who can enter data for Inventory Accuracy? (e.g. by company? by cost center?) Do you have security reports on who can run Inventory Accuracy reports? (by company, by cost center etc.) Will there need to be terminal security for Inventory Accuracy? Process Process Process Setup, Process Setup

MES MES MES MES

3669 3670 3671 3672 3673 3674 3675 3676 3677 3678

Marketing Management Marketing Management Marketing Management Marketing Management Materials Management Materials Management Materials Management Materials Management Materials Management Materials Management

Tactical Marketing Tactical Marketing Tactical Marketing Tactical Marketing not identified not identified not identified not identified not identified not identified

Plan Campaigns Plan Campaigns Plan Campaigns Plan Campaigns not identified not identified not identified not identified not identified not identified

Not identified Not identified Not identified Not identified Not identified Not identified Not identified Not identified Not identified Not identified

Marketing Online MES Marketing Online MES ALL ALL ALL ALL ALL ALL MM MM MM MM MM MM 16 16 16 16 16 16 MES

MES Security Security Security Security Security Security

Do you run security reports on a regular basis for Inventory Accuracy? Process Do you have documentation on your current system security requirements for Inventory Accuracy? Process Map each GL user to a menu structure. Will any new ones need to be created for Inventory Accuracy? Setup, Process

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RD.020 Business Process Questionnaire

OBM Level I
3679 3680 3681 3682 3683 3684 3685 3686 3687 3688 3689 3690 3691 3692 3693 3694 3695 3696 3697 3698 3699 3700 3701 3702 3703 3704 3705 3706 3707 3708 3709 3710 Materials Management Materials Management Materials Management Materials Management Materials Management Materials Management Materials Management Materials Management Materials Management Materials Management Materials Management Materials Management Materials Management Materials Management Materials Management Materials Management Materials Management Materials Management Materials Management Materials Management Materials Management Materials Management Materials Management Materials Management Materials Management Materials Management Materials Management Materials Management Materials Management Materials Management Materials Management Materials Management

OBM Level II
not identified not identified not identified not identified not identified not identified not identified not identified Not identified Not identified Not identified Not identified Not identified Not identified Not identified Not identified Not identified Not identified Not identified Not identified Not identified Not identified Picking and Shipping Picking and Shipping Picking and Shipping Picking and Shipping Picking and Shipping Picking and Shipping Picking and Shipping Picking and Shipping Picking and Shipping Picking and Shipping

OBM Level III

not identified not identified not identified not identified not identified not identified not identified not identified Not identified Not identified Not identified Not identified Not identified Not identified Not identified Not identified Not identified Not identified Not identified Not identified Not identified Not identified Not Identified Not Identified Not Identified Not Identified Not Identified Not Identified Not Identified Not Identified Not Identified Not Identified

OBM Level IV
Not identified Not identified Not identified Not identified Not identified Not identified Not identified Not identified Not identified Not identified Not identified Not identified Not identified Not identified Not identified Not identified Not identified Not identified Not identified Not identified Not identified Not identified Not Identified Not Identified Not Identified Not Identified Not Identified Not Identified Not Identified Not Identified Not Identified Not Identified

Application
ALL

OBM Row No.

MM

Process
16 13 13 13 13 13 13 13

Category
Validation Security Security Security Security Security Security Validation Policies Policies

Process Analysis Questions

Do you review requirements for validation rules, allowing certain Inventory Accuracy accounts to be valid with only certain other values. Do you have security requirements on who can enter data for Material Handling? (e.g. by company? by cost center?) Do you have security reports on who can run Material Handling reports? (by company, by cost center etc.) Will there need to be terminal security for Material Handling? Do you run security reports on a regular basis for Material Handling? Do you have documentation on your current system security requirements for Material Handling? Map each GL user to a menu structure. Will any new ones need to be created for Material Handling? Do you review requirements for validation rules, allowing certain Material Handling accounts to be valid with only certain other values. How many plants are there in your organization? Do you have inventory at Suppliers for outside processing? How do you maintain your Material Handling data? Do you use receipt travelers, shop packets, etc. ? How do you audit your Material Handling data?

Type = Setup Metric Process Performance Response

Setup Process Setup, Process Setup Process Process Setup, Process Setup Process Process Process Process

Revisit Y/N

Not module specific MM Not module specific MM Not module specific MM Not module specific MM Not module specific MM Not module specific MM Not module specific MM Not module specific Not module specific Not module specific MM Not module specific MM Not module specific MM Not module specific MM Not module specific MM ALL MM INV INV ALL MM ALL ALL ALL OM, SE OM, SE OM, SE OM, SE OM, SE OM, SE OM, SE OM, SE OM, SE OM, SE MM MM MM

13 13 13 13 13 16

Policies Policies Policies Policies Policies Policies Policies Policies Policies Policies Policies Policies Shipping Quality Picking Picking Picking Picking Picking Shipping Shipment Release Shipment Release

Which operations/processes do you want to streamline for Material Handling? Process Which operations/processes do you want to eliminate for Material Handling? Process Are there any time-intensive Material Handling operations/processes that need to be addressed? Process How do you maintain your Inventory Accuracy data? Process Do you conduct periodic cycle counts? Process Do you conduct periodic wall-to-wall physical inventories? Process How do you audit your Inventory Accuracy data? Process Which operations/processes do you want to streamline for Inventory Accuracy? Process Which operations/processes do you want to eliminate for Inventory Accuracy? Process Are there any time-intensive Inventory Accuracy operations/processes that need to be addressed? Process Do sase customers require capsulate order shipments? Is this managed by the Pick List issue? Process Do you keep statistics on outgoing quality? If so - please elaborate on setup and usage. Metric Do you pack multiple customer orders together? Please explain. Process Do you pick based on carriers, departures, deliveries, customers, or ship to's? Process Do you print packing slips? Are they global packing slips? Please explain and show an example. Process Do you use containers for packing ordered items for customers? Do they require a seal? Process Do you use pick slip grouping? Process If yes, how do you create the customer documentation? Process Will you be having carriers validate trips stops for each delivery leg? Process Will you be using the internet for validating customer deliveries? Process Do you have a separate warehouse location (on and off the system) to denote staged shipments? If yes, what document authorizes the transfer? Process Do you pull finished goods for shipment based on the Pick List? If not, from what document? Process Do you stage shipments by carrier? by route? by Customer? Process Are the Pick Lists printed from Open Sales Orders? Process Do you need the Pick List to print in the Shipping Department? Process Who issues the Pick List to the Warehouse? Process How many orders do you pick release on a peak day? Performance Do you generate separate picklists for backordered product? If so please elaborate on the setup and process. Process Do you ever reprint pick lists? If so please elaborate on the setup and process. Process Do you specify the order in which eligible picking lines are released during the Process pick release process? If so please elaborate on the setup and process. How do you arrange an order on a shipping release or pick list? (location, shipper, date, etc.). Setup If applicable, what criteria do you use to group released picking lines onto a pick slip? Process If applicable, what sales order attributes are considered in prioritizing the releasing of eligible picking lines? Ex. Order number, schedule date etc. What is the average number of picking lines per order? What specific information do you require to print on a pick slip? What triggers the release of orders for shipment? What type of documents do you use when picking the shipments? Do you ship RMA replacement inventory to Customers? Do you ship inventory to other internal plants or sales offices? Do you ship inventory to Suppliers for outside processing? Do you ship Service repairs back to customers? If yes, how do you create the customs documentation? Do some customers require complete order shipments? Is this managed by the Pick List issue? Do you ship from multiple locations? If so please elaborate on setup and processing. How is the shipping location determined? (i.e. by geography or product availability? How is a backorder placed? Please elaborate on setup and processing. How may shipments per month? Are orders taken by one business unit which are then shipped from another business unit? Do you keep statistics on outgoing quality? If so - please elaborate on setup and usage. If applicable, to what extent do you backorder shipments of a delivery at ship confirm time? If applicable, to what extent do you calculate weight of a delivery at ship confirm time? If applicable, to what extent do you calculate volume of a delivery at ship confirm time? If applicable, to what extent do you calculate percentage fill of a delivery at ship confirm time? Do you confirm shipments before or after goods leave the dock? Please elaborate on how the process works. How many backorders do you process on a peak day? Please describe how you ship replacement product? Does the return shipment reference the original Sales Order? If so how is the reference made? Do you consolidate shipments in those locations? If so please elaborate on the setup and process. Do you have a shipping quality assurance function? If so - please elaborate on setup and usage.

16 16 16 16 2 1 2 2 2 2 2 2 1 1

3711 3712 3713 3714 3715 3716 3717 3718 3719

Materials Management Materials Management Materials Management Materials Management Materials Management Materials Management Materials Management Materials Management Materials Management

Picking and Shipping Picking and Shipping Picking and Shipping Picking and Shipping Picking and Shipping Picking and Shipping Picking and Shipping Picking and Shipping Picking and Shipping

Pick and Stage Sales Orders Pick and Stage Sales Orders Pick and Stage Sales Orders Print Sales Order Pick Lists Print Sales Order Pick Lists Print Sales Order Pick Lists Print Sales Order Pick Lists Print Sales Order Pick Lists Print Sales Order Pick Lists

Not identified Not Identified Not Identified Not identified Not Identified Not Identified Not Identified Not Identified Not Identified

INV, OM OM, SE OM, SE INV, OM OM, SE OM, SE OM, SE OM, SE OM, SE

MMPICKSHIP

13 2 2 13 2 2 20 20 1

Shipping Shipping Shipping Shipping Picking Picking Peak Statistics Backorders Shipment Release

MMPICKSHIP

3720 3721 3722

Materials Management Materials Management Materials Management

Picking and Shipping Picking and Shipping Picking and Shipping

Print Sales Order Pick Lists Print Sales Order Pick Lists Print Sales Order Pick Lists

Not Identified Not Identified Not Identified

OM, SE OM, SE OM, SE

1 1 1

Shipment Release Shipment Release Shipment Release

3723 3724 3725 3726 3727 3728 3729 3730 3731 3732 3733 3734 3735 3736 3737 3738 3739 3740 3741 3742 3743 3744 3745 3746 3747 3748 3749

Materials Management Materials Management Materials Management Materials Management Materials Management Materials Management Materials Management Materials Management Materials Management Materials Management Materials Management Materials Management Materials Management Materials Management Materials Management Materials Management Materials Management Materials Management Materials Management Materials Management Materials Management Materials Management Materials Management Materials Management Materials Management Materials Management Materials Management

Picking and Shipping Picking and Shipping Picking and Shipping Picking and Shipping Picking and Shipping Picking and Shipping Picking and Shipping Picking and Shipping Picking and Shipping Picking and Shipping Picking and Shipping Picking and Shipping Picking and Shipping Picking and Shipping Picking and Shipping Picking and Shipping Picking and Shipping Picking and Shipping Picking and Shipping Picking and Shipping Picking and Shipping Picking and Shipping Picking and Shipping Picking and Shipping Picking and Shipping Picking and Shipping Picking and Shipping

Print Sales Order Pick Lists Print Sales Order Pick Lists Print Sales Order Pick Lists Print Sales Order Pick Lists Print Sales Order Pick Lists Ship Miscellaneous Shipments Ship Miscellaneous Shipments Ship Miscellaneous Shipments Ship Miscellaneous Shipments Ship Sales Orders Ship Sales Orders Ship Sales Orders Ship Sales Orders Ship Sales Orders Ship Sales Orders Ship Sales Orders Ship Sales Orders Ship Sales Orders Ship Sales Orders Ship Sales Orders Ship Sales Orders Ship Sales Orders Ship Sales Orders Ship Sales Orders Ship Sales Orders Ship Sales Orders Ship Sales Orders

Not Identified Not Identified Not Identified Not Identified Not Identified Not identified Not Identified Not Identified Not Identified Not identified Not identified Not identified Not identified Not identified Not identified Not identified Not identified Not Identified Not Identified Not Identified Not Identified Not Identified Not Identified Not Identified Not Identified Not Identified Not Identified

OM, SE OM, SE OM, SE OM, SE OM, SE INV, OM OM, SE OM, SE OM, SE INV, OM INV, OM INV, OE OE OE OM OE NS OM, SE OM, SE OM, SE OM, SE INV, OE OE INV, OE INV, OE OM, SE OM, SE

MMPICKSHIP

MMPICKSHIP MMPICKSHIP

1 1 1 1 1 18 2 2 2 15 14 19 19 19 19 19 20 20 20 20 20 20 20 21 21 1 1

Shipment Release Shipment Release Shipment Release Shipment Release Shipment Release Shipping Shipping Shipping Shipping Shipping Shipping Order Taking Order Taking Order Taking Peak Statistics Order Taking Exception Handling Ship Confirmation Ship Confirmation Ship Confirmation Ship Confirmation Ship Confirmation Peak Statistics Return Shipment Return Shipment Shipment Release Quality

Process Metric Process Process Process Process Process Process Process Process Process Setup Process Process Performance Process, Setup Metric Process Process Process Process Process Performance Process Process Process Metric

85338164.xlsx

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RD.020 Business Process Questionnaire

OBM Level I

OBM Level II

OBM Level III

OBM Level IV

Application

OBM Row No.

Process

Category

Process Analysis Questions

Type = Setup Metric Process Performance Response

Revisit Y/N

3750 3751 3752 3753 3754 3755

Materials Management Materials Management Materials Management Materials Management Materials Management Materials Management

Picking and Shipping Picking and Shipping Picking and Shipping Picking and Shipping Picking and Shipping Picking and Shipping

Ship Sales Orders Ship Sales Orders Ship Sales Orders Ship Sales Orders Ship Sales Orders Ship Sales Orders

Not Identified Not Identified Not Identified Not Identified Not Identified Not Identified

OM,SE,INV OM, SE OM, SE OM, SE OM, SE OM, SE

1 1 1 1 2 1

Documents Ship Confirmation Shipment Release Ship Confirmation Shipping Shipment Release

3756 3757 3758 3759 3760 3761 3762 3763 3764 3765 3766 3767

Materials Management Materials Management Materials Management Materials Management Materials Management Materials Management Materials Management Materials Management Materials Management Materials Management Materials Management Materials Management

Picking and Shipping Picking and Shipping Picking and Shipping Picking and Shipping Picking and Shipping Picking and Shipping Picking and Shipping Picking and Shipping Picking and Shipping Picking and Shipping Picking and Shipping Picking and Shipping

Ship Sales Orders Ship Sales Orders Ship Sales Orders Ship Sales Orders Ship Sales Orders Ship Sales Orders Ship Sales Orders Ship Sales Orders Ship Sales Orders Ship Sales Orders Ship Sales Orders Ship Sales Orders

Not Identified Not Identified Not Identified Not Identified Not Identified Not Identified Not Identified Not Identified Not Identified Not Identified Not Identified Not Identified

OM, SE OM, SE OM, SE OM, SE OM, SE OM, SE OM, SE OM, SE OM, SE OM, SE OM, SE OM, SE

1 2 2 2 1 1 1 1 1 1 1 1

Ship Confirmation Shipping Shipping Shipping Ship Confirmation Ship Confirmation Ship Confirmation Ship Confirmation Ship Confirmation Ship Confirmation Ship Confirmation Shipment Release

3768 3769 3770 3771 3772 3773 3774 3775 3776 3777 3778

Materials Management Materials Management Materials Management Materials Management Materials Management Materials Management Materials Management Materials Management Materials Management Materials Management Materials Management

Picking and Shipping Picking and Shipping Picking and Shipping Picking and Shipping Receiving and Inspection Receiving and Inspection Receiving and Inspection Receiving and Inspection Receiving and Inspection Receiving and Inspection Receiving and Inspection

Ship Sales Orders Ship Sales Orders Ship Sales Orders Ship Sales Orders Manage Inspect Goods Manage Inspect Goods Manage Inspect Goods Manage Inspect Goods Manage Inspect Goods Manage Inspect Goods Manage Inspect Goods

Not Identified Not Identified Not Identified Not Identified Prevent Purchase Item Shortages not identified Not identified Not identified Not identified Not identified Not identified

OM, SE OM, SE OM, SE OM, SE PO PO PO, Quality BIS PO PO PO

1 1 2 1 MMRECEIPTS 5 MMRECEIPTS 4

Ship Confirmation Ship Confirmation Shipping Ship Confirmation Receiving Receiving Inspection Inspection Inspection Inspection Inspection

Do you have custom international shipping documents? If so - please elaborate on setup and usage. Please provide SASE examples and identify what information is required on international shipping documents. Process Do you have special procedures for international shipments? If so please describe the setup and processing. Process Do you have specific locations for specific shipments? If so please elaborate on the setup and process. Process Do you measure confirmation to actual shipment? If so please describe the setup and processing. Metric Do you need under and over shipment tolerances? by Customer, by item, by Customer-item? Process Do you or your customers allow partial shipments? Or, do you ship complete only? If so please elaborate on the setup and process. Setup Do you record and batch update information about items picked and shipped using external sources such as bar-code readers? If so please elaborate on the process. Process Do you ship containers of finished goods where the shipment of the container fulfills multiple Sales Order lines? Process Do you ship to other countries? Process Does the Shipping Department enter the shipment on the system? If not, what document is given to data entry? Process Does your Company stage shipments? If so please describe the setup and processing. Process How do you default this information into shipment transactions or how would you like it to default in? Metric How many locations do you ship from? Metric If applicable, to what extent do you backorder departures at ship confirm time? Process If applicable, to what extent do you calculate percentage fill of the departure at ship confirm time? Process If applicable, to what extent do you calculate volume of the departure at ship confirm time? Process If applicable, what specific information do you collect? Ex. Picked & shipped quantities, freight charges etc. Process If one warehouse does not have sufficient goods for the order, do you transfer goods from other warehouses? Process What information do you store to default into shipment transactions or what information do you redundantly key into shipment transactions and would like to default in? Ex. Item weight, as, etc. Metric What specific information do you require to print on a pack slip? Process When a shipment is within tolerance, do you want the Sales Order line to close? Process Who is informed of shipment confirmation? Process What is the process for shortages to items received? What is the process for processing non-compliant material? Do you base your inspection on a Quality collection plan that may have certified suppliers? Do you monitor the quality performance of your Suppliers? When supplier inventory fails inspection, who initiates the Return to Vendor transaction? If not returned to vendor, do you move the material into a MRB location for further review? How is material approved to use in the MRB location? Process Process Process Process Process Process Process

3779

Materials Management

Receiving and Inspection

Manage Inspect Goods

Inspect Returned Product

INV

21

RMA

3780

Materials Management

Receiving and Inspection

Manage Receive Goods

not identified

PO

MMRECEIPTS 4

Multi-Org

3781 3782 3783 3784 3785 3786 3787 3788 3789 3790 3791 3792 3793 3794 3795 3796 3797 3798 3799 3800 3801 3802 3803 3804 3805 3806 3807 3808 3809 3810 3811 3812 3813 3814 3815 3816 3817 3818 3819 3820 3821 3822

Materials Management Materials Management Materials Management Materials Management Materials Management Materials Management Materials Management Materials Management Materials Management Materials Management Materials Management Materials Management Materials Management Materials Management Materials Management Materials Management Materials Management Materials Management Materials Management Materials Management Materials Management Materials Management Materials Management Materials Management Materials Management Materials Management Materials Management Materials Management Materials Management Materials Management Materials Management Materials Management Materials Management Materials Management Materials Management Materials Management Materials Management Materials Management Materials Management Materials Management Materials Management Materials Management

Receiving and Inspection Receiving and Inspection Receiving and Inspection Receiving and Inspection Receiving and Inspection Receiving and Inspection Receiving and Inspection Receiving and Inspection Receiving and Inspection Receiving and Inspection Receiving and Inspection Receiving and Inspection Receiving and Inspection Receiving and Inspection Receiving and Inspection Receiving and Inspection Receiving and Inspection Receiving and Inspection Receiving and Inspection Receiving and Inspection Receiving and Inspection Receiving and Inspection Receiving and Inspection Transportation Planning Transportation Planning Transportation Planning Transportation Planning Transportation Planning Transportation Planning Transportation Planning Transportation Planning Transportation Planning Transportation Planning Transportation Planning Transportation Planning Transportation Planning Transportation Planning Transportation Planning Transportation Planning Transportation Planning Transportation Planning Transportation Planning

Manage Receive Goods Manage Receive Goods Manage Receive Goods Manage Receive Goods Manage Receive Goods Manage Receive Goods Manage Receive Goods Manage Receive Goods Manage Receive Goods Manage Received Goods Manage Received Goods Manage Received Goods Manage Received Goods Manage Received Goods Manage Received Goods Manage Received Goods Manage Received Goods Manage Received Goods Manage Received Goods Manage Received Goods Manage Received Goods Manage Received Goods Manage Received Goods Communicate Plan Communicate Plan Communicate Plan Create Transportation Plan Create Transportation Plan Create Transportation Plan Create Transportation Plan Create Transportation Plan Create Transportation Plan Create Transportation Plan Create Transportation Plan Create Transportation Plan Manage Carriers Manage Carriers Manage Carriers Manage Carriers Manage Carriers Manage Carriers Not Identified

not identified Receive Supplier Material Receive Supplier Material Receive Supplier Material Receive Material from Other Buildings Accept or Reject Deliveries Receive Customer Returns Receive Customer Returns Receive Customer Returns Not identified Not identified Not identified Not identified Not identified Not identified Not identified Not identified Not identified Not identified Not identified Not identified Not identified Not identified Not identified Not identified Not identified Not identified Not identified Not identified Not identified Not identified Not identified Not identified Not identified Not identified Not identified Not identified Not identified Not identified Not identified Not identified Not Identified

PO PO PO PO OE, PO PO, QA INV INV NS PO PO PO INV, PO INV, PO INV, PO INV, PO INV, PO INV, PO INV, PO INV, PO INV, PO INV, PO AP, GL, PO INV, OM INV, OM OM, INV OM OM OM OM OM NS INV, OM INV, OM INV, OM INV, OM INV, OM INV, OM INV, OM INV, OM INV, OM OM, SE

MMRECEIPTS 4 MMRECEIPTS 5 MMRECEIPTS 5 MMRECEIPTS 5 MMRECEIPTS 5 MMRECEIPTS 5 21 21 21 MMRCVGINSP 2

Multi-Org Receiving Receiving Receiving Receiving Receiving RMA RMA RMA Receiving Receiving Receiving Receiving Receiving Receiving Receiving Receiving Receiving Receiving Receiving Receiving Receiving Receiving Transportation Transportation Transportation Transportation Transportation Transportation Transportation Transportation Transportation Transportation Transportation Transportation Transportation Transportation Transportation Transportation Transportation Transportation

Do you have a formal Material Review Board for Returned Goods Disposition? If so - please describe how the Review Board processes returns disposition. Process Do you track the 'Country of Origin' for the items you have received while in your materials management/inventory system? If so, please describe your tracking process. Setup Do you produce reports by item and/or supplier on the 'Country of Origin' for items received, stocked, or being used in production? If so, please describe your reporting process. Process What is the process to receive production material items? Process What is the process to receive expenses items? Process Are all items received against PO's? If not, what items are not and why? Do you order and receive items from other organizations/businesses (InterCompany)? How do you manage items received that are rejected? How do you receive product into your plant? Do you receive returns to a Repair Center? If so - please describe the process. Do you receive returns to a 3rd party? if so - please describe the process. How are items received? Do you require documentation (i.e., Purchase Order or Return Material Authorization) before an item can be received? Are items received directly into inventory? If not, do you inspect items at receiving? How are items selected for inspection? Do Requestors receive their own materials via Self-Service Purchasing? How are expensed items delivered to the requester? Do you want to prevent receivers from seeing the quantity ordered or quantity remaining to receive (blind receiving)? Do you receive substitute items? How are the appropriate people notified when material is received that will relieve a shortage? Do you use a receipt amount or dollar amount tolerance? Do you perform (virtual) receipts of Drop Ship items? If yes, then what document or event drives the receiving transaction? Do you accrue your receipts to the General Ledger? How is the Transportation Plan communicated internally? Process Setup, Process Setup, Process Process Process Process Process Process Process Process

MMRCVGINSP 2 MMRCVGINSP 3

MMRCVGINSP 6 MMRCVGINSP 4 MMRCVGINSP 2

Process Process Process Process Setup Process Process Process Process

MMRCVGINSP 2

MMRCVGINSP 2

744 744 744 744 744 744

22 22 22 22 22 22

Does the Transportation Plan effect available to promise dates to customers? Process Is the Transportation Plan generated off the system? Is a delivery schedule integral with your current business software? Setup Do you plan production based on Departures? Process How do you generate shipping schedules? Process Are they based on customer due date? Process Are they based on shipment to regional areas? Process Are they based on transportation availability? Process Are they based on inventory needs at your regional sites? Process Does the Transportation Plan include Sales Order Shipments and Service Repairs and RMA shipments? Process Do you need a Transportation Calendar by customer, by supplier, by carrier? How do you manage your carriers? Do you wish to tender a load with a carrier via the Internet? Do you need volume and weight information when tendering a load? Do you wish to receive quotes for loads via the Internet? Do you wish to record freight charges onto the Sales Orders at the time of shipment? Do you manage international shipments or does your carrier provide that service? Do you confirm shipments before or after goods leave the dock? Please elaborate on how the process works. Process Process Process Process Process Process Process Process

Ship Confirmation

85338164.xlsx

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RD.020 Business Process Questionnaire

OBM Level I
3823 3824 3825 3826 3827 3828 3829 3830 3831 3832 3833 3834 3835 3836 3837 3838 3839 3840 3841 3842 3843 3844 3845 3846 3847 3848 3849 3850 3851 3852 3853 3854 3855 3856 3857 3858 3859 3860 3861 3862 3863 3864 3865 3866 3867 3868 3869 3870 3871 3872 3873 3874 3875 3876 3877 3878 3879 3880 3881 3882 3883 3884 3885 3886 3887 3888 3889 3890 3891 3892 3893 3894 3895 3896 Materials Management Materials Management Materials Management Materials Management Materials Management Materials Management Materials Management Materials Management Materials Management Materials Management Materials Management Materials Management Materials Management Materials Management Materials Management Materials Management Materials Management Materials Management Materials Management Materials Management Materials Management Materials Management Materials Management Materials Management Materials Management Materials Management Materials Management Materials Management Materials Management Materials Management Materials Management Materials Management Materials Management Materials Management Materials Management Materials Management Materials Management Materials Management Materials Management Materials Management Materials Management Materials Management Materials Management Materials Management Materials Management Materials Management Materials Management Materials Management Materials Management Materials Management Materials Management Materials Management Materials Management Materials Management Materials Management Materials Management Materials Management Materials Management Materials Management Materials Management Materials Management Materials Management Materials Management Materials Management Materials Management Materials Management Materials Management Materials Management Materials Management Materials Management Materials Management Materials Management Materials Management Materials Management

OBM Level II
Transportation Planning Transportation Planning Transportation Planning Transportation Planning Transportation Planning Transportation Planning Transportation Planning Transportation Planning Warehouse Management Warehouse Management Warehouse Management Warehouse Management Warehouse Management Warehouse Management Warehouse Management Warehouse Management Warehouse Management Warehouse Management Warehouse Management Warehouse Management Warehouse Management Warehouse Management Warehouse Management Warehouse Management Warehouse Management Warehouse Management Warehouse Management Warehouse Management Warehouse Management Warehouse Management Warehouse Management Warehouse Management Warehouse Management Warehouse Management Warehouse Management Warehouse Management Warehouse Management Warehouse Management Warehouse Management Warehouse Management Warehouse Management Warehouse Management Warehouse Management Warehouse Management Warehouse Management Warehouse Management Warehouse Management Warehouse Management Warehouse Management Warehouse Management Warehouse Management Warehouse Management Warehouse Management Warehouse Management Warehouse Management Warehouse Management Warehouse Management Warehouse Management Warehouse Management Warehouse Management Warehouse Management Warehouse Management Warehouse Management Warehouse Management Warehouse Management Warehouse Management Warehouse Management Warehouse Management Warehouse Management Warehouse Management Warehouse Management Warehouse Management Warehouse Management Warehouse Management

OBM Level III

Not Identified Not Identified Not Identified Not Identified Ship Sales Orders Ship Sales Orders Ship Sales Orders Ship Sales Orders Issue Material Issue Material Issue Material Issue Material Issue Material Issue Material Issue Material Issue Material Manage Inventory Manage Inventory Manage Inventory Manage Inventory Manage Inventory Manage Inventory Manage Inventory Manage Inventory Manage Inventory Manage Inventory Manage Inventory Manage Inventory Manage Inventory Manage Inventory Manage Inventory Manage Inventory Manage Inventory Manage Inventory Manage Inventory Manage Inventory Manage Inventory Manage Inventory Manage Inventory Manage Inventory Manage Inventory Manage Inventory Manage Inventory Manage Inventory Manage Inventory Manage Inventory Manage Inventory Manage Inventory Manage Inventory Manage Inventory Manage Inventory Manage Inventory Manage Inventory Manage Inventory Manage Inventory Manage Inventory Manage Inventory Manage Inventory Manage Inventory Manage Inventory Manage Inventory Manage Inventory Manage Inventory Manage Inventory Manage Inventory Manage Inventory Manage Inventory Manage Inventory Manage Inventory Manage Inventory Manage Inventory Manage Scrap Material Manage Scrap Material Manage Scrap Material

OBM Level IV
Not Identified Not Identified Not Identified Not Identified Not Identified Not Identified Not Identified Not Identified Not identified Not identified Not identified Not identified Not identified Not identified Not identified Not identified Not identified Not identified Not identified Not identified Not identified Not identified Not identified Not identified Not identified Not identified Not identified Not identified Not identified Not identified Not identified Not identified Not identified Not identified Not identified Not identified Not identified Not identified Not identified Not identified Not identified Not identified Not identified Not identified Not identified Not identified Not identified Not identified Not identified Not identified Not identified Not identified Not identified Not identified Not identified Not identified Not identified Not identified Not identified Not identified Not identified Not identified Not identified Not identified Not identified Not identified Not identified Not identified Not identified Not identified Define Units of Measure Not identified Not identified Not identified

Application
OM,SE, Web OM,SE OM,SE OM,SE OM, SE OM, SE OM, SE OM, SE INV INV, WIP INV, WIP INV, WIP INV, WIP INV, WIP INV INV INV INV INV INV INV COST, INV INV COST, INV INV INV INV INV INV INV INV INV INV INV INV INV INV INV INV INV INV INV INV INV INV INV INV NS INV INV INV INV INV INV INV INV INV INV INV INV INV INV INV INV INV INV INV INV INV INV AR, GL, OE INV INV, WIP INV, WIP

OBM Row No.

Process
1 1 1 1 1 1 1 1

Category
Shipping Shipping Shipping Shipping Ship Confirmation Ship Confirmation Shipping Ship Confirmation Issues Issues Issues Issues Issues Issues Shortages Shortages Stock Adjustments Stock Adjustments Stock Adjustments Stock Adjustments

Process Analysis Questions

Type = Setup Metric Process Performance Response

Revisit Y/N

Do you currently have direct shipping access to a UPS portal? Do you use any other carrier direct connects? Setup Do you manage activity at shipment stops or customer delivery stops? Do you need to provide visibility to Freight Costs Vs Freight Charges Do you sequence Deliveries or loads within a Trip? How many shipments do you confirm each day? If applicable, to what extent do you calculate weight of the departure at ship confirm time? To what extent do you capture delivery line details at ship confirm time? Ex. Item serial number, shipped quantities, etc. Who confirms the shipments? Do you issue materials to non-production jobs? Do you issue materials to a Discrete Work Order using a pick list? Do you issue materials to a Repetitive Line using a pick list? Do you issue materials to a Flow Line using a pick list? How do you manage unplanned issues? How do you handle materials returned from work orders? How do you manage shortages? Do you hold daily Shortage meetings? How are the need for stock adjustments identified? Are the causes for the stock adjustment researched? Do you use a Miscellaneous transaction to adjust the inventory? Do you have security on who can perform a Miscellaneous transaction? Can you break out your miscellaneous transactions from more standard transaction processing? Are miscellaneous transactions costing more than standard material transactions? Are you running your business with reliance on miscellaneous transactions? Do you adjust inventory using miscellaneous transactions? How many miscellaneous transactions do you perform in a week? How are Obsolete Materials identified? Are Obsolete or Discrepant materials moved into a segregated area of the Warehouse? What is the procedure to write-off Obsolete and Discrepant materials? Do you track items by revision ? Do you group and track items by lot? Why and how? Do use serial numbers to track items? If yes, then when are serial numbers assigned (at receipt, at shipment)? Are you able to view all transactions associated with a given revision, serial number and/or lot? Do you reserve inventory for projects? If yes, then how do you prevent this inventory from being consumed elsewhere? How are the appropriate people notified when material shortages occur? How do you measure inventory accuracy? Do you use ABC Classifications? What criteria do you use to derive ABC values? Who is responsible for Cycle Counts? How often do you count all your items in any given inventory location? How do you group material to count? Do you group by inventory location? Do you do automatic cycle counts for items that show "zero" on hand? Do you cycle count while inventory is being transacted for other business purposes? Do you enter blind counts? Once inventory accuracy problems are identified, how do you modify procedures that caused the inaccuracy? Do you allow inventory adjustments independent of cycle counts and physicals? Who is allowed to do inventory adjustments? Do adjustments need management approval? Do you need management sign-off for adjustments beyond a certain dollar value? Is there a tolerance level for physical inventory? What are your Inventory tolerances? Do you require recounts on out of tolerance parts? Do you research inventory variances? Do you update you procedures once transaction errors that led to Inventory inaccuracy are identified? Retrain? How often do you take physical inventories? Do you shut down production for wall-to-wall physicals? Do you have a separate Physical Inventory database? Do you freeze Inventory? Do you create Inventory tags? How long does a wall-to-wall physical take? Do you enter blind counts? Do you actually count components in WIP or just value the location? Do you reconcile transaction logs on a regular basis? Is inventory accuracy a part of group and individual performance ratings? Is there an incentive system for maintaining or improving the inventory accuracy goals? What is the overall accuracy goal? When was your last inventory accuracy measurement? How often is production stopped due to shortages? How many parts are on a daily shortage list? What is the accuracy by inventory location and/ or by ABC class? What are the units of measure you use when you order items? How do you manage scrap materials from the Warehouse? How do you manage scrap materials from a work order? Does Cost Accounting need to approve scrap materials? Process Process Process Process Process Process Process Process Process Setup Metric Process Process Process Process Process Process Process Process Process Process Metric Performance Performance Performance Performance Performance Performance Performance Performance Setup, Process Process Process Process Setup Setup Setup Metric Process Process Process Process Process Process Process Process Process Process Process Process Process Process Process Metric Metric Process Process Metric Process Process Process Process Process Process Process Process Process Process Process Process Process Process

MM MM MM MM MM

13 13 13 13 13

Stock Adjustments Stock Adjustments Stock Adjustments Stock Adjustments Stock Adjustments Obsolete Materials Obsolete Materials Obsolete Materials Obsolete Materials Manage Items Manage Items Manage Items Manage Items Manage Items Manage Items Manage Items

MMWAREMGM T 16 MMWAREMGM T 16 MMWAREMGM T 16

Accuracy Programs Cycle Count Process Cycle Count Process Cycle Count Process

MMWAREMGM T 16 MMWAREMGM T 16 MMWAREMGM T 16 MMWAREMGM T MMWAREMGM T MMWAREMGM T MMWAREMGM T MMWAREMGM T MMWAREMGM T MMWAREMGM T MMWAREMGM T MMWAREMGM T

Cycle Count Process Cycle Count Process Cycle Count Process Cycle Count Process Cycle Count Process Cycle Count Process Cycle Count Process Cycle Count Process Cycle Count Process Cycle Count Process Cycle Count Process Cycle Count Process Cycle Count Process Cycle Count Process

17 16 16 16 16 16 16 16 16

MMWAREMGM T MMWAREMGM T MMWAREMGM T MMWAREMGM T MMWAREMGM T MMWAREMGM T MMWAREMGM T MMWAREMGM T MMWAREMGM T MMWAREMGM T MMWAREMGM T MMWAREMGM T MMWAREMGM T MMWAREMGM T MMWAREMGM T

16 16 16 16 16 16

Physical Inventory Physical Inventory Physical Inventory Physical Inventory Physical Inventory Physical Inventory Physical Inventory Physical Inventory Physical Inventory Physical Inventory Physical Inventory Physical Inventory Physical Inventory Physical Inventory Physical Inventory Physical Inventory Sales Scrap Scrap Scrap

16 16 16 16 16 16 16 16 16 6

85338164.xlsx

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RD.020 Business Process Questionnaire

OBM Level I
3897 3898 3899 3900 3901 3902 3903 3904 3905 3906 3907 3908 3909 3910 3911 3912 3913 3914 3915 3916 3917 Materials Management Materials Management Materials Management Materials Management Materials Management Materials Management Materials Management Materials Management Materials Management Materials Management Materials Management Materials Management Materials Management Materials Management Materials Management Materials Management Materials Management Materials Management Materials Management Materials Management Materials Management

OBM Level II
Warehouse Management Warehouse Management Warehouse Management Warehouse Management Warehouse Management Warehouse Management Warehouse Management Warehouse Management Warehouse Management Warehouse Management Warehouse Management Warehouse Management Warehouse Management Warehouse Management Warehouse Management Warehouse Management Warehouse Management Warehouse Management Warehouse Management Warehouse Management Warehouse Management

OBM Level III

Not Identified Not Identified Not Identified Not Identified Not Identified Not Identified Not Identified Not Identified Put Away Goods Put Away Goods Put Away Goods Receive to Inventory Receive to Inventory Receive to Inventory Receive to Inventory Receive to Inventory Receive to Inventory Receive to Inventory Receive to Inventory Receive to Inventory Receive to Inventory

OBM Level IV
Not Identified Not Identified Not Identified Not Identified Not Identified Not Identified Not Identified Not Identified Not identified Not identified Not identified Not identified Not identified Not identified Not identified Not identified Not identified Not identified Not identified Not identified Not identified

Application
OM,SE,INV OM,SE,INV OM,SE,INV OM,SE,INV OM, INV OM, INV OM, INV OM,SE,INV INV, OM INV, OM INV, OM INV INV INV INV INV INV INV INV INV INV

OBM Row No.

Process
2 2 2 2 2 2 2 2

Category
Whse Mgmt Whse Mgmt Whse Mgmt Whse Mgmt Whse Mgmt Whse Mgmt Whse Mgmt Whse Mgmt Warehouse Mgmt. Warehouse Mgmt. Warehouse Mgmt. Replenishment Replenishment Replenishment Replenishment Replenishment Replenishment Replenishment Replenishment Replenishment Replenishment

Process Analysis Questions

Are all warehouses the responsibility of the Materials group (or does Sales own FGI, or Quality Control own increasing Inspection)? Do you drop ship from your Suppliers? How? Do you manage Consigned Inventories? Do you supply material from one plant/warehouse to another? How? How is this material accounted for? How are picking discrepancies managed? How is Put Away location communicated for receiving items? How is Put Away location determined for warehouse items? How many warehouses are there ? Do you use Row/Aisle/Bin Locators in your Warehouse? How is Put Away location determined? How are discrepancies managed? What are the methods of replenishment used in your Warehouse? Do you use MRP to trigger material replenishment ? If yes, describe the replenishment process(es). Do you use min - max to trigger material replenishment ? If yes, describe the replenishment process(es). Do you use Reorder Point to trigger material replenishment? If yes, describe the replenishment process(es). Do you use Replenishment Count to trigger material replenishment ? If yes, describe the replenishment process(es). Do you use Kanbans to trigger material replenishment?

Type = Setup Metric Process Performance Response

Setup Setup Setup Setup Process Process Process Setup Process Process Process

Revisit Y/N

Process Process Process

Process

3918 3919 3920 3921 3922 3923 3924

Materials Management Materials Management Materials Management Materials Management Materials Management Materials Management Materials Management

Warehouse Management Warehouse Management Warehouse Management Warehouse Management Warehouse Management Warehouse Management Warehouse Management

Receive to Inventory Receive to Inventory Receive to Inventory Receive to Inventory Receive to Inventory Receive to Inventory Receive to Inventory

Not identified Not identified Not identified Not identified Not identified Not identified Not identified

INV INV, PLANNING INV INV ENG, INV INV INV, PO

Replenishment Replenishment Replenishment Replenishment Replenishment Replenishment Replenishment

3925 3926 3927 3928 3929 3930 3931 3932 3933 3934 3935 3936 3937 3938 3939 3940 3941 3942 3943 3944 3945 3946 3947 3948 3949 3950 3951 3952 3953 3954 3955 3956 3957 3958 3959 3960

Materials Management Materials Management Materials Management Materials Management Materials Management Materials Management Materials Management Materials Management Materials Management Materials Management Materials Management Materials Management Operations Operations Operations Operations Operations Operations Operations Operations Operations Operations Operations Operations Operations Operations Operations Operations Operations Operations Operations Operations Operations Operations Operations Operations

Warehouse Management Warehouse Management Warehouse Management Warehouse Management Warehouse Management Warehouse Management Warehouse Management Warehouse Management Warehouse Management Warehouse Management Warehouse Management Warehouse Management Shop Floor Execution Shop Floor Execution Shop Floor Execution

Receive to Inventory Receive to Inventory Receive to Inventory Receive to Inventory Receive to Inventory Receive to Inventory Receive to Inventory Receive to Inventory Receive to Inventory Receive to Inventory Receive to Inventory Receive to Inventory Perform Work Center Operations Perform Work Center Operations Perform Work Center Operations

Not identified Not identified Not identified Not identified Not identified Not identified Not identified Not identified Not identified Not identified Not identified Not identified Rework Rejects Rework Rejects Rework Rejects Not identified Not identified Not identified Not identified Not identified Not identified Not identified Not identified Not identified Not identified Not identified Not identified Not identified Not identified Not identified Not identified Not identified Not identified Not identified Not identified Not identified

INV, PO INV, PO INV, WIP INV, WIP INV, WIP INV, WIP INV INV INV INV INV INV WIP INV, WIP INV, WIP WIP WIP WIP WIP WIP WIP WIP WIP WIP WIP WIP WIP WIP WIP WIP WIP WIP WIP WIP WIP WIP 924 924 924 924 924 924 924 924 924 924 924 924 924 924 924 924 924 924 924 924 924

Replenishment Replenishment Replenishment Replenishment Replenishment Replenishment Replenishment Replenishment Replenishment Replenishment Replenishment Replenishment Rework Rework Rework Production Type Maintenance Maintenance Other Other Other Period Close Period Close Period Close Period Close Period Close Period Close Period Open Period Open Period Open Period Open Period Open/Close Period Open/Close Reporting Reporting Reporting

How do you determine the number of units replenished by a single Kanban (i.e., Kanban size) Vs the number of Kanban cards per item? Process Is the total number of units (Kanban size times number of Kanban cards) based on a forecast? Process Is replenishment lead time a factor in this determining Kanban size and number of Kanban cards? Process How do you create and print Kanban cards? Process How do you implement ECN changes for Kanban controlled items? Process How do you cancel Kanban cards? Process Is any Kanban replenishment sourced directly from a supplier? Process If yes, then how do you determine which purchasing document (Purchase Requisition; Purchase Order/ Line Item) is associated with a given Kanban card? Process How do you determine the status of that purchasing document? Process Is any Kanban replenishment sourced from a production department or line in your facility? Process If yes, then are these items manufactured in a Discrete, Repetitive, or Flow environment? Process How do you determine which manufacturing document (work order, repetitive or flow schedule) is associated with a given Kanban? Process How do you determine the status of that manufacturing document (released, complete)? Process Is any Kanban replenishment sourced from a stockroom or warehouse within your division? Process If yes, then what document is generated to drive that replenishment? Process How do you determine which document is associated with a given Kanban? How do you determine the status of that document? Is any Kanban replenishment sourced from a stockroom or warehouse in a different division in your company? If yes, then what document is generated to facilitate that replenishment? Who is responsible for rework in Production? How do you account for scrap due to rework? Does rework impact standard production capacity? If so - please describe how. Do you use Available to Promise for scheduling work in process? Do you use capacity availability to schedule? How do you maintain your Work In Process data? How do you audit your Work In Process data? Process Process Process Process Process Metric Process Process Process Process

21 21 21 12 12 12 12 12 12 12 12 12 12 12 12 12 12 12 12 12 12 12 12 12

Shop Floor Resource and Scheduling not identified Shop Floor Resource and Scheduling not identified Shop Floor Resource and Scheduling not identified Shop Floor Resource and Scheduling not identified Shop Floor Resource and Scheduling not identified Shop Floor Resource and Scheduling not identified Shop Floor Resource and Scheduling not identified Shop Floor Resource and Scheduling not identified Shop Floor Resource and Scheduling not identified Shop Floor Resource and Scheduling not identified Shop Floor Resource and Scheduling not identified Shop Floor Resource and Scheduling not identified Shop Floor Resource and Scheduling not identified Shop Floor Resource and Scheduling not identified Shop Floor Resource and Scheduling not identified Shop Floor Resource and Scheduling not identified Shop Floor Resource and Scheduling not identified Shop Floor Resource and Scheduling not identified Shop Floor Resource and Scheduling not identified Shop Floor Resource and Scheduling not identified Shop Floor Resource and Scheduling not identified

Which operations/processes do you want to streamline for Work In Process? Process Which operations/processes do you want to eliminate for Work In Process? Process Are there any time-intensive Work In Process operations/processes that need to be addressed? Process How do you close an accounting period for Work In Process? Is the schedule to close an accounting period for Work In Process documented? How long does it take to close an accounting period for Work In Process? How long should it take to close an accounting period for Work In Process? Is closing an accounting period for Work In Process a hard close or a soft close? How are adjustments to closed periods for Work In Process handled? How do you open an accounting period for Work In Process? Is the schedule to open an accounting period for Work In Process documented? How long does it take to open an accounting period for Work In Process? Who performs the tasks associated with opening an accounting period for Work In Process? Who performs the tasks associated with closing an accounting period for Work In Process? Where in your accounting cycle do you run standard reports and statements for Work In Process? What business performance statistics do you monitor for Work In Process? What are your Work In Process reporting requirements with respect to functional vs. foreign currencies? What are your Work In Process reporting requirements with respect to summary or detail formats? Obtain report listing. What reports do you currently generate to meet your Work In Process reporting requirements? Provide examples of each. Include source (could be manual), user, frequency, number of copies. Is there any Work In Process reporting requirement that your current set of reports does not meet? Are Work In Process reports standard across multiple Sets of Books, for example, subsidiaries? Are Work In Process reports standard across multiple levels within a Set of Books, i e., divisions? What account codes and/or descriptions are required on Work In Process reports? Do you provide a "key" of content/information somewhere on the Work In Process report? What Work In Process reports are grouped together on a regular basis and printed in one print run? Who receives a copy of the Work In Process reports? Process Process Process Process Process Process Process Process Process Process Process Process Process Setup, Process Setup, Process

3961 3962 3963 3964 3965 3966 3967 3968

Operations Operations Operations Operations Operations Operations Operations Operations

Shop Floor Resource and Scheduling not identified Shop Floor Resource and Scheduling not identified Shop Floor Resource and Scheduling not identified Shop Floor Resource and Scheduling not identified Shop Floor Resource and Scheduling not identified Shop Floor Resource and Scheduling not identified Shop Floor Resource and Scheduling not identified Shop Floor Resource and Scheduling not identified

Not identified Not identified Not identified Not identified Not identified Not identified Not identified Not identified

WIP WIP WIP WIP WIP WIP WIP WIP

924 924 924 924 924 924 924 924

12 12 12 12 12 12 12 12

Reporting Reporting Reporting Reporting Reporting Reporting Reporting Reporting

Setup, Process Setup Setup Setup Setup Setup Setup, Process Process

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OBM Level I
3969 3970 3971 3972 3973 3974 3975 3976 3977 3978 3979 3980 3981 3982 3983 3984 3985 3986 3987 3988 3989 3990 3991 3992 3993 3994 3995 3996 3997 3998 3999 4000 4001 4002 4003 4004 4005 4006 4007 4008 4009 4010 4011 4012 4013 4014 4015 4016 4017 4018 4019 4020 4021 4022 4023 Operations Operations Operations Operations Operations Operations Operations Operations Operations Operations Operations Operations Operations Operations Operations Operations Operations Operations Operations Operations Operations Operations Operations Operations Operations Operations Operations Operations Operations Operations Operations Operations Operations Operations Operations Operations Operations Operations Operations Operations Operations Operations Operations Operations Operations Operations Operations Operations Operations Operations Operations Operations Operations Operations Operations

OBM Level II

OBM Level III

OBM Level IV
Not identified Not identified Not identified Not identified Not identified Not identified Not identified Not identified Not identified Not identified Not identified Not identified Not identified Not identified Not identified Not identified Not identified Not identified Not identified Not identified Not identified Not identified Not identified Not identified Not identified Not identified Not identified Not identified Not identified Not identified Not identified Not identified Not identified Not identified Not identified Not identified Not identified Not identified Not identified Not identified Not identified Not identified Not identified Not identified Not identified Not identified Not identified Not identified Not identified Not identified Not identified Not identified Not identified Not identified Not identified

Application
WIP WIP WIP WIP WIP WIP WIP WIP WIP WIP WIP WIP WIP WIP WIP WIP WIP WIP WIP INV, WIP INV, OE, WIP INV, OE, WIP WIP COST, WIP WIP INV, WIP INV, WIP INV, WIP WIP WIP NS WIP INV, PO, WIP MRP, WIP WIP BOM BOM, WIP COST, WIP INV, WIP INV, WIP WIP WIP INV, WIP WIP WIP WIP WIP WIP WIP NS BOM, WIP WIP WIP WIP WIP

OBM Row No.

924 924 924 924 924 924 924 924 924 924 924 924 924 924 924 924 924 924 924 924 924 924 924 924 924 924 924 924 924 924 924 924 924 924 924 924 924 924 924 924 924 924 924 924 924 924 924 924 924 924 924 924 924 924 924

Process
12 12 12 12 12 12 12 12 12 12 12 12 12 12 12 12 12 12 12 12 12 12 12 12 12 12 12 12 12 12 12 12 12 12 12 12 12 12 12 12 12 12 12 12 12 12 12 12 12 12 12 12 12 12 12

Category
Reporting Reporting Reporting Reporting Reporting Reporting Reporting Reporting Reporting Reporting Reporting Security Security Security Security Security Security Validation

Process Analysis Questions

Type = Setup Metric Process Performance Response

Revisit Y/N

Shop Floor Resource and Scheduling not identified Shop Floor Resource and Scheduling not identified Shop Floor Resource and Scheduling not identified Shop Floor Resource and Scheduling not identified Shop Floor Resource and Scheduling not identified Shop Floor Resource and Scheduling not identified Shop Floor Resource and Scheduling not identified Shop Floor Resource and Scheduling not identified Shop Floor Resource and Scheduling not identified Shop Floor Resource and Scheduling not identified Shop Floor Resource and Scheduling not identified Shop Floor Resource and Scheduling not identified Shop Floor Resource and Scheduling not identified Shop Floor Resource and Scheduling not identified Shop Floor Resource and Scheduling not identified Shop Floor Resource and Scheduling not identified Shop Floor Resource and Scheduling not identified Shop Floor Resource and Scheduling not identified Shop Floor Resource and Scheduling not identified Shop Floor Resource and Scheduling not identified Shop Floor Resource and Scheduling not identified Shop Floor Resource and Scheduling not identified Shop Floor Resource and Scheduling not identified Shop Floor Resource and Scheduling not identified Shop Floor Resource and Scheduling not identified Shop Floor Resource and Scheduling not identified Shop Floor Resource and Scheduling not identified Shop Floor Resource and Scheduling not identified Shop Floor Resource and Scheduling not identified Shop Floor Resource and Scheduling not identified Shop Floor Resource and Scheduling not identified Shop Floor Resource and Scheduling not identified Shop Floor Resource and Scheduling not identified Shop Floor Resource and Scheduling not identified Shop Floor Resource and Scheduling not identified Shop Floor Resource and Scheduling not identified Shop Floor Resource and Scheduling not identified Shop Floor Resource and Scheduling not identified Shop Floor Resource and Scheduling not identified Shop Floor Resource and Scheduling not identified Shop Floor Resource and Scheduling not identified Shop Floor Resource and Scheduling not identified Shop Floor Resource and Scheduling not identified Shop Floor Resource and Scheduling not identified Shop Floor Resource and Scheduling not identified Shop Floor Resource and Scheduling not identified Shop Floor Resource and Scheduling not identified Shop Floor Resource and Scheduling not identified Shop Floor Resource and Scheduling not identified Shop Floor Resource and Scheduling not identified Shop Floor Resource and Scheduling not identified Shop Floor Resource and Scheduling not identified Shop Floor Resource and Scheduling not identified Shop Floor Resource and Scheduling not identified Shop Floor Resource and Scheduling not identified Correct Returned Material Authorizations

What is the criteria for determining who should receive a copy of any Work In Process report? Process How do you update a Work In Process reports distribution list? Is the process to update a Work In Process reports distribution list documented? How long does it take to update a Work In Process reports distribution list? How long should it take to update a Work In Process reports distribution list? Who performs the tasks associated with updating a Work In Process reports distribution list? Is there any requirement for on-line (softcopy) distribution and/or remote location printing for Work In Process reports? Do some of these Work In Process reports belong in report sets? Always being run together? Do the separate business units run their own Work In Process reports? What type of printers do you run Work In Process reports (including checks, purchase orders etc.) on? Where are they located? Process Process Process Process Process Setup, Process Setup Process, Performance Setup, Performance

Do you run Work In Process reports for different companies or cost centers? Process Do you have security requirements on who can enter data for Work In Process? (e.g. by company? by cost center?) Process Do you have security reports on who can run Work In Process reports? (by company, by cost center etc.) Setup, Process Will there need to be terminal security for Work In Process? Do you run security reports on a regular basis for Work In Process? Do you have documentation on your current system security requirements for Work In Process? Map each GL user to a menu structure. Will any new ones need to be created for Work In Process? Do you review requirements for validation rules, allowing certain Work In Process accounts to be valid with only certain other values. Setup Process Process Setup, Process Setup Process Process Process Process Process Setup Setup Process Setup Process Setup Setup Setup Process

Non-standard Workorders Describe the process for manufacturing rework? Non-standard Workorders Describe the process for storing distribution rework? Non-standard Workorders Do you repair customer products? Non-standard Workorders Do you perform product upgrades? Non-standard Workorders How do you schedule these types of non-standard jobs? Non-standard Workorders Do you tie non-standard jobs to specific expense accounts? Non-standard Workorders Do you tie non-standard to internal or external accounts for processing? Non-standard Workorders Do you perform tear-down operations? Non-standard Workorders Where do you source spare parts for non-standard jobs? Non-standard Workorders Do you allocate material prior to releasing a work order for production ? Production Type Production Type Production Type Production Type Production Type Production Type Production Type Production Type Production Type Production Type Production Type Production Type Production Type Repetitive Production Repetitive Production Repetitive Production Repetitive Production Shopfloor Document Shopfloor Document WIP Tracking WIP Tracking WIP Tracking WIP Tracking WIP Tracking WIP Tracking WIP Tracking WIP Tracking Do you manufacture on a repetitive basis? Do you manufacture discrete work orders? Do you manufacture both discrete and repetitive on the same line? Do you build lot size, piece size or both?

Do you do any outside processing? Process Do you use lead time offsets for the components and issue to the floor based on operations scheduling? Process Do you use work orders or schedules to control material movement? Do you use routings and alternate routings? What are the average number of operations for each routing? Do you use work orders or schedules to collect actual costs? Do you use work orders or schedules to record material transactions only? Is there a work order - part number - customer relationship? Do you backflush component material? Do you use pull tickets for repetitive schedule replenishment? Setup Setup Metric Setup Setup Process Process Process

Do you keep any components for repetitive production on the production floor?Setup Do you use repetitive count points to collect labor and material through a repetitive process? Metric Do you have any "mixed-mode" manufacturing on your production line? What are the types of documents that you generate? Do you use custom WIP instructions? Who records transactions in your system? Do you process move transactions real-time or periodically? Do you use a bar-code interface to process move transactions real-time? What is the average number of component requirements on a work order or repetitive schedule? How many work orders do you release each day? Do you "kit complete" into a finished goods staging area? Do you track where components are at on the shop floor? Do you allow partial completions of work orders? Do you review requirements for validation rules, allowing certain Customer Returns accounts to be valid with only certain other values? If so - please explain how it is done today. Are there any time-intensive Customer Returns operations/processes that need to be addressed? If so please elaborate on setup and processing. Process Process Setup Process Process Process Metric Metric Process Process Process

4024

Order Fulfillment

Customer Returns

Not Identified

ALL

Validation

Setup

4025

Order Fulfillment

Customer Returns

Issue Returned Material Authorizations Not Identified

ALL

Other

Process

4026

Order Fulfillment

Customer Returns

Issue Returned Material Authorizations Not Identified

INV

RMA

Do you have a formal Material Review Board for Returned Goods Disposition? If so - please describe how the Review Board processes returns disposition. Process

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RD.020 Business Process Questionnaire

OBM Level I
4027 4028 4029 4030 4031 4032 4033 4034 4035 Order Fulfillment Order Fulfillment Order Fulfillment Order Fulfillment Order Fulfillment Order Fulfillment Order Fulfillment Order Fulfillment Order Fulfillment

OBM Level II
Customer Returns Customer Returns Customer Returns Customer Returns Customer Returns Customer Returns Customer Returns Customer Returns Customer Returns

OBM Level III

OBM Level IV

Application
OM,INV OM OM INV INV OM ALL ALL OM, INV, AR

OBM Row No.

Process
3 3 3 3 3 3 3 3 3

Category
Inventory RMA RMA RMA Receiving RMA Receiving RMA Maintenance Maintenance Credit

Process Analysis Questions

Do you have a special subinventory for Returned Goods? If so - please describe this subinventory and how it is used in return transactions. Do you have return for repair? If so - please describe the process. Do you have return for replacement? If so - please describe the process. Do you track lot numbers when product is returned? If so - please describe the process. Do you track serial numbers when product is returned? If so - please describe the process. Do you use Return Material Authorizations? If so - please describe how they are issued, referenced, and used. How do you audit your Customer Returns data? How do you maintain your Customer Returns data?

Type = Setup Metric Process Performance Response

Process Process Process Process Process Process Process Process

Revisit Y/N

Issue Returned Material Authorizations Not Identified Issue Returned Material Authorizations Not Identified Issue Returned Material Authorizations Not Identified Issue Returned Material Authorizations Not Identified Issue Returned Material Authorizations Not Identified Issue Returned Material Authorizations Not Identified Issue Returned Material Authorizations Not Identified Issue Returned Material Authorizations Not Identified Issue Returned Material Authorizations Not Identified

4036 4037 4038 4039 4040

Order Fulfillment Order Fulfillment Order Fulfillment Order Fulfillment Order Fulfillment

Customer Returns Customer Returns Customer Returns Customer Returns Customer Returns

Issue Returned Material Authorizations Not Identified Issue Returned Material Authorizations Not Identified Issue Returned Material Authorizations Not Identified Issue Returned Material Authorizations Not Identified Issue Returned Material Authorizations Not Identified

OM ALL ALL OM OM, INV

3 3 3 3 3

RMA Other Other RMA RMA

If the return is for credit, who is responsible for credit? Process Is there a connection between your Return Authorization number and the original Sales Order Number? If so - please describe the connection and how it works. Process Which operations/processes do you want to eliminate for Customer Returns? Process Which operations/processes do you want to streamline for Customer Returns? Process Who assigns the "RMA" number? Will you accept obsolete product for return? If so - please describe the process. Will you keep obsolete parts to repair Customer returns? If so - where do you store these parts and how are they used and differentiated from other stock? Are Customer returns sent to one of your plants/warehouse? Or are they sent to a third party first? Are items received directly into inventory? Process Process

4041 4042 4043

Order Fulfillment Order Fulfillment Order Fulfillment

Customer Returns Customer Returns Customer Returns

Issue Returned Material Authorizations Not Identified Not Identified Not Identified Not Identified Not Identified

OM,INV INV, OM, SE INV, OM, SE

3 2 2

Inventory Shipping Receiving

Process Process Process

4044 4045 4046

Order Fulfillment Order Fulfillment Order Fulfillment

Customer Returns Customer Returns Customer Returns

Not Identified Not Identified Not Identified

Not Identified Not Identified Not Identified

OM ALL OM, AR

2 2 2

RMA Security RMA

Do you have a standard process for Customer returns? If so - please describe the process. If not - please describe the major variations. Process Do you have documentation on your current system security requirements for Customer Returns? If so - is it current and used? Process Do you have returns for credit? If so - please elaborate on the process. Process Do you have security reports on who can run Customer Returns reports? (by Company, by cost center etc.) If so please elaborate on setup and processing. Setup,Process Do you have security requirements on who can enter data for Customer Returns ? (e.g. by Company? by cost center?) If so please elaborate on setup and processing. Process Do you measure returns against original shipments? Metric Do you receive returns to a 3rd party? if so - please describe the process. Do you receive returns to a Repair Center? If so - please describe the process. Do you require documentation (ie, Purchase Order or Return Material Authorization) before an item can be received? Do you run security reports on a regular basis for Customer Returns? If so how are these reports used? Do you ship RMA replacement inventory to customers? Does the return shipment reference the original Sales Order? If so how is the reference made? How are items received? How many Customer returns do expect in an average month? If applicable, how do you process returns of drop shipment orders? If not, do you inspect items at receiving? Is the replacement order a non-revenue shipment? Map each GL user to a menu structure. Will any new ones need to be created for Customer Returns? If so - please describe why? Please describe how you ship replacement product? What kind of credit do you offer? (Cash, Goods, etc.) Who owns the returned product? Will there need to be terminal security for Customer Returns? if so - how is it implemented today? Are there any other foreign currency issues regarding invoice generation? If so please categorize the issues and describe them. Are there any time-intensive Invoice Generation operations/processes that need to be addressed? Process Process Process Process Process Process Process Metric Process,Setup Process Process Setup,Process Process Process Process Setup Process Process

4047

Order Fulfillment

Customer Returns

Not Identified

Not Identified

ALL

Security

4048 4049 4050 4051 4052 4053 4054 4055 4056 4057 4058 4059 4060 4061 4062 4063 4064 4065 4066 4067

Order Fulfillment Order Fulfillment Order Fulfillment Order Fulfillment Order Fulfillment Order Fulfillment Order Fulfillment Order Fulfillment Order Fulfillment Order Fulfillment Order Fulfillment Order Fulfillment Order Fulfillment Order Fulfillment Order Fulfillment Order Fulfillment Order Fulfillment Order Fulfillment Order Fulfillment Order Fulfillment

Customer Returns Customer Returns Customer Returns Customer Returns Customer Returns Customer Returns Customer Returns Customer Returns Customer Returns Customer Returns Customer Returns Customer Returns Customer Returns Customer Returns Customer Returns Customer Returns Customer Returns Customer Returns Invoicing and Collection Invoicing and Collection

Not Identified Not Identified Not Identified Not Identified Not Identified Not Identified Not Identified Not Identified Not Identified Not Identified Not Identified Not Identified Not Identified Not Identified Not Identified Not Identified Not Identified Not Identified Maintain Invoices Maintain Invoices

Not Identified Not Identified Not Identified Not Identified Not Identified Not Identified Not Identified Not Identified Not Identified Not Identified Not Identified Not Identified Not Identified Not Identified Not Identified Not Identified Not Identified Not Identified Generate Invoices Generate Invoices

ALL INV, OM, SE INV, OM, SE INV, OM, SE INV, OM, SE ALL INV, OM, SE INV, OM, SE INV, OM, SE OM OM, AR INV, OM, SE INV, OM, SE ALL INV, OM, SE OM, AR OM, AR ALL AR, GL Not module specific

2 2 2 2 2 2 2 2 2 2 2 2 2 2 2 2 2 2 4 4

Security Return Shipment RMA RMA Receiving Security Shipping Return Shipment Receiving RMA RMA Receiving Return Shipment Security Return Shipment RMA RMA Security Invoicing Other

4068 4069 4070 4071

Order Fulfillment Order Fulfillment Order Fulfillment Order Fulfillment

Invoicing and Collection Invoicing and Collection Invoicing and Collection Invoicing and Collection

Maintain Invoices Maintain Invoices Maintain Invoices Maintain Invoices

Generate Invoices Manage Collections Generate Miscellaneous Invoicing Not Identified

AR, GL AR AR, OM OM,AR

4 4 4 3

Invoicing Collections Customers Documents

Are there businesses in different GL Set of Books has you will need to invoice ? If so please list out these business and their differentiating aspects. Process Do collectors actively call customers on delinquent items? If so please describe the process and if and how these calls are tracked. Process Do you accept credit card payments for invoices? How do you process them? Process Do you allow partial payments of invoices? If so - please elaborate on setup and usage. Process Do you assign shipping charges for your invoices? Do you have an inventory item called 'freight' or 'miscellaneous charge'. If so - please identify all applicable charges. Process Do you charge finance charges? If so - how do you charge finance charges? Process Do you do cash requirements forecasting? If so - please describe the process Process Do you do miscellaneous invoicing? Please explain with examples. Do you forecast cash collection for collectors? If so please describe the setup and processing. Do you generate pro-forma invoices? If so - please elaborate on setup and usage. Please provide SASE examples and highlight what information is required on a pro-forma invoice. Do you have a separate aging for collectors? Do you have any subsidiaries that bill customers in a foreign currency? If so please describe them and the currencies. Process Performance

4072 4073 4074 4075 4076

Order Fulfillment Order Fulfillment Order Fulfillment Order Fulfillment Order Fulfillment

Invoicing and Collection Invoicing and Collection Invoicing and Collection Invoicing and Collection Invoicing and Collection

Maintain Invoices Maintain Invoices Maintain Invoices Maintain Invoices Maintain Invoices

Generate Invoices Generate Invoices Manage Collections Generate Miscellaneous Invoicing Manage Collections

AR AR AR AR AR

4 4 4 4 4

Invoicing Collections Collections customers Collections

4077 4078 4079

Order Fulfillment Order Fulfillment Order Fulfillment

Invoicing and Collection Invoicing and Collection Invoicing and Collection

Maintain Invoices Maintain Invoices Maintain Invoices

Generate Invoices Manage Collections Generate Invoices

NS AR AR, GL

4 4 4

Documents Collections Invoicing

Process Process Process

4080

Order Fulfillment

Invoicing and Collection

Maintain Invoices

Generate Invoices

AR

Invoicing

Do you have different price schedules dependent on Customer or volumes? If so please explain how the differences in Customer or volumes translate to different price schedule. Please provide SASE examples. Process Do you have documentation on your current system security requirements for Invoice Generation? If so it current and how is it used? Do you have security reports on who can run Invoice Generation reports? (by Company, by cost center etc.) If so please elaborate on setup and processing. Do you have security requirements on who can enter data for Invoice Generation? (e.g. by Company? by cost center?) If so please elaborate on setup and processing. Do you have standard default line items that you use? If so please describe these and provide SASE examples. Do you monitor your collectors performance? If so what metrics are used to monitor collections performance?

4081

Order Fulfillment

Invoicing and Collection

Maintain Invoices

Generate Invoices

Not module specific

Security

Process

4082

Order Fulfillment

Invoicing and Collection

Maintain Invoices

Generate Invoices

Not module specific

Security

Setup,Process

4083 4084 4085

Order Fulfillment Order Fulfillment Order Fulfillment

Invoicing and Collection Invoicing and Collection Invoicing and Collection

Maintain Invoices Maintain Invoices Maintain Invoices

Generate Invoices Generate Invoices Manage Collections

Not module specific AR AR

4 4 4

Security Invoicing Collections

Process Process Process

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RD.020 Business Process Questionnaire

OBM Level I
4086 4087 Order Fulfillment Order Fulfillment

OBM Level II
Invoicing and Collection Invoicing and Collection

OBM Level III

Maintain Invoices Maintain Invoices

OBM Level IV
Generate Invoices Generate Invoices

Application
AR AR

OBM Row No.

Process
4 4

Category
Invoicing Invoicing

Process Analysis Questions

Type = Setup Metric Process Performance Response

Revisit Y/N

4088 4089 4090 4091 4092 4093 4094 4095 4096 4097 4098 4099 4100

Order Fulfillment Order Fulfillment Order Fulfillment Order Fulfillment Order Fulfillment Order Fulfillment Order Fulfillment Order Fulfillment Order Fulfillment Order Fulfillment Order Fulfillment Order Fulfillment Order Fulfillment

Invoicing and Collection Invoicing and Collection Invoicing and Collection Invoicing and Collection Invoicing and Collection Invoicing and Collection Invoicing and Collection Invoicing and Collection Invoicing and Collection Invoicing and Collection Invoicing and Collection Invoicing and Collection Invoicing and Collection

Maintain Invoices Maintain Invoices Maintain Invoices Maintain Invoices Maintain Invoices Maintain Invoices Maintain Invoices Maintain Invoices Maintain Invoices Maintain Invoices Maintain Invoices Maintain Invoices Maintain Invoices

Generate Invoices Generate Invoices Manage Collections Manage Collections Manage Collections Generate Invoices Generate Invoices Generate Invoices Generate Invoices Write Off Accounts Receivable Conduct Period End Close Grant Credit/Establish Limits Review/Release Customer Credit Holds

Not module specific Not module specific AR AR AR AR OM,AR OM,AR AR AR ALL OM, AR OM,AR

4 4 4 4 4 4 4 4 4 4 4 4 4

Validation Security customers Collections Collections Invoicing Documents Documents Invoicing Collections Open/Close Periods Credit Exception Handling

Do you regularly invoice customers for the same items? If so please provide SASE examples. Process Do you require taxes to be established for use when preparing invoices? If so please describe how. Setup Do you review requirements for validation rules, allowing certain Invoice Generation accounts to be valid with only certain other values. If so please explain the process. Setup Do you run security reports on a regular basis for Invoice Generation? If so please elaborate on setup and processing. Process Do you send customers statements? If so please describe the process and highlight any exceptions. Process Do you send dunning letters to customers? Process Do you send dunning letters to customers? If so - please describe the process, and provide SASE example of dunning letters. Process Do you use standard invoice lines with default pricing and default accounting information? If so - please provide SASE examples. Setup,Process Do you use the invoice as a ship confirmation to the Customer? If so please explain the process. Process Do you use the invoice as a ship confirmation to the Customer? If so please elaborate on the setup and process. Process Do you validate the tax rate against a Customers Ship To address when preparing invoices? If so please describe how. Setup Do you write off receivable? Is there a specific dollar amount or time frame used by your Company for write-offs? Process How and when are the financial books closed each month, quarter, and year end? Process How and who extends credit limits for Customer orders? Is there an approval process currently? Process How and who releases and reviews credit holds for Customer orders? Process How are shipping charges calculated? Please describe the process from the calculation step to applying the charges, and describe any variations in the process. Process How are the revenue, receivable, freight and tax accounts configured for each invoice type? Process How do you audit your Invoice Generation data? How do you calculate your tax charges? What are the rates? Please describe how you tax - ex. by the city-state of the Customer ship to, by item, etc. Please provide representative examples. How do you charge finance charges? How do you enter/manage a credit amount owed to the Customer by your Company? How do you enter/manage a credit amount owed to your Company by the Customer How do you interface to your invoice system? If you do interface - please elaborate on setup and processing, highlighting any exceptions. How do you keep your tax rate information up to date? Please describe the update process. How do you maintain your Invoice Generation data? How do you maintain/audit your Customer data? How do you monitor Customer account status? How do you number your invoices? How do you receive notice to create/generate an invoice to bill a Customer? How do you track sales revenue on invoices? How is it reported? How frequently do you invoice your customers? To what extent would this vary? Process

4101 4102 4103

Order Fulfillment Order Fulfillment Order Fulfillment

Invoicing and Collection Invoicing and Collection Invoicing and Collection

Maintain Invoices Maintain Invoices Maintain Invoices

Generate Invoices Generate Invoices Generate Invoices

AR AR Not module specific

4 4 4

Invoicing Invoicing Maintenance

4104 4105 4106 4107

Order Fulfillment Order Fulfillment Order Fulfillment Order Fulfillment

Invoicing and Collection Invoicing and Collection Invoicing and Collection Invoicing and Collection

Maintain Invoices Maintain Invoices Maintain Invoices Maintain Invoices

Generate Invoices Generate Invoices Manage Collections Manage Collections

AR AR AR AR

4 4 4 4

Invoicing Collections Collections Collections

Process Process Process Process

4108 4109 4110 4111 4112 4113 4114 4115 4116 4117 4118 4119 4120 4121 4122 4123

Order Fulfillment Order Fulfillment Order Fulfillment Order Fulfillment Order Fulfillment Order Fulfillment Order Fulfillment Order Fulfillment Order Fulfillment Order Fulfillment Order Fulfillment Order Fulfillment Order Fulfillment Order Fulfillment Order Fulfillment Order Fulfillment

Invoicing and Collection Invoicing and Collection Invoicing and Collection Invoicing and Collection Invoicing and Collection Invoicing and Collection Invoicing and Collection Invoicing and Collection Invoicing and Collection Invoicing and Collection Invoicing and Collection Invoicing and Collection Invoicing and Collection Invoicing and Collection Invoicing and Collection Invoicing and Collection

Maintain Invoices Maintain Invoices Maintain Invoices Maintain Invoices Maintain Invoices Maintain Invoices Maintain Invoices Maintain Invoices Maintain Invoices Maintain Invoices Maintain Invoices Maintain Invoices Maintain Invoices Maintain Invoices Maintain Invoices Maintain Invoices

Generate Invoices Generate Invoices Generate Invoices Conduct Special Credit Review Conduct Special Credit Review Generate Invoices Generate Invoices Generate Invoices Generate Invoices Generate Invoices Generate Invoices Generate Invoices Generate Invoices Manage Collections Manage Collections Generate Invoices

OM,AR AR Not module specific AR, GL AR AR AR AR AR AR Not module specific OM AR AR AR Not module specific

4 4 4 4 4 4 4 4 4 4 4 4 4 4 4 4

Documents Invoicing Maintenance Invoicing Collections Invoicing Invoicing Invoicing Invoicing Invoicing Peak Statistics Invoicing Invoicing Collections Collections Security

Process Process Process Process Process Process Process Process Metric

How many invoice types do you have? Please categorize and describe them. Setup,Metric How many invoices do you generate on a peak day? How many invoices per month? How often are sales orders invoiced? Performance Performance Metric

How often is a detailed expense statement run and to has is it distributed? Process Is the process for tracking actions to collect on delinquent accounts automated? If so please describe the automation process. Process Map each GL user to a menu structure. Will any new ones need to be created for Invoice Generation? If so - please elaborate on why Setup,Process Please describe all the different shipping methods you use, approximate frequency and identify any coding or abbreviation of each.

4124

Order Fulfillment

Invoicing and Collection

Maintain Invoices

Generate Invoices

AR

Invoicing

Process

4125 4126 4127 4128 4129 4130 4131 4132 4133 4134 4135 4136 4137 4138 4139 4140 4141

Order Fulfillment Order Fulfillment Order Fulfillment Order Fulfillment Order Fulfillment Order Fulfillment Order Fulfillment Order Fulfillment Order Fulfillment Order Fulfillment Order Fulfillment Order Fulfillment Order Fulfillment Order Fulfillment Order Fulfillment Order Fulfillment Order Fulfillment

Invoicing and Collection Invoicing and Collection Invoicing and Collection Invoicing and Collection Invoicing and Collection Invoicing and Collection Invoicing and Collection Invoicing and Collection Invoicing and Collection Invoicing and Collection Invoicing and Collection Invoicing and Collection Invoicing and Collection Invoicing and Collection Invoicing and Collection Invoicing and Collection Invoicing and Collection

Maintain Invoices Maintain Invoices Maintain Invoices Maintain Invoices Maintain Invoices Maintain Invoices Maintain Invoices Maintain Invoices Maintain Invoices Maintain Invoices Maintain Invoices Maintain Invoices Maintain Invoices Maintain Invoices Maintain Invoices Maintain Invoices Maintain Invoices

Conduct Special Credit Review Generate Invoices Manage Collections Generate Invoices Generate Invoices Manage Collections Conduct Periodic Credit Review Manage Collections Manage Collections Generate Invoices Manage Collections Generate Invoices Generate Invoices Manage Collections Generate Invoices Generate Invoices Generate Invoices

AR AR AR AR AR AR AR AR AR AR AR AR AR AR AR OM,AR AR

4 4 4 4 4 4 4 4 4 4 4 4 4 4 4 4 4

Collections Invoicing Collections Invoicing Invoicing Collections Collections Collections Collections Invoicing Collections Invoicing Invoicing Collections Invoicing Documents Invoicing

Please describe to what extent terms and conditions of Customer agreements and/or payment terms change, based upon the status of Customer accounts? Process Please describe to what extent you use free format line items? If you use free format please provide SASE examples. Process To what extent do you run a detailed expense statement periodically and to has is it distributed? Process What are all prerequisites to invoicing? Process What are the units of measure you use when you bill customers for products and/or services? Setup,Process What are your goals for cash collection and DSO? Performance What credit information is tracked for each Customer? Process What do your aging look like? Process What is the process for tracking actions to collect on delinquent accounts? Process What items appear on your invoices (inventory? non-inventory?) What specific information is required to print on an invoice? Process What metrics are used to monitor collections performance? Metric What paper stock is used to print the invoices? Process What remit to address is assigned for your invoices? Process What sort of buckets do you use for cash requirements forecasting? (i.e. 30, 60, 90...) Process What type of units of measure do you use? Please provide examples and coding/abbreviation of each. Process When do you send the invoice. With each shipment? Please elaborate on the processing and any exceptions. Process Where and how often are your price schedules maintained? Process Where are the invoices printed? How many printers and where are they? Are you considering changing printers as part of this project? What is the turnaround time on Pre-printed forms? Process Which operations/processes do you want to eliminate for Invoice Generation? Which operations/processes do you want to streamline for Invoice Generation? Who and how places Customer orders on credit hold? Who maintains your valid payment terms? Please provide a list that decodes meanings to abbreviations. Why are credit memos used? Will there need to be terminal security for Invoice Generation? If so please explain why. Will you need to invoice for the same items from different businesses ? Do you create chargebacks (Debit Items) for Customer deductions? Process Process Process Process Process Setup Process Process

4142 4143 4144 4145 4146 4147 4148 4149 4150

Order Fulfillment Order Fulfillment Order Fulfillment Order Fulfillment Order Fulfillment Order Fulfillment Order Fulfillment Order Fulfillment Order Fulfillment

Invoicing and Collection Invoicing and Collection Invoicing and Collection Invoicing and Collection Invoicing and Collection Invoicing and Collection Invoicing and Collection Invoicing and Collection Invoicing and Collection

Maintain Invoices Maintain Invoices Maintain Invoices Maintain Invoices Maintain Invoices Maintain Invoices Maintain Invoices Maintain Invoices Process Adjustments

Generate Invoices Generate Invoices Generate Invoices Place Customer on Credit Hold Generate Invoices Generate Invoices Generate Invoices Generate Invoices Process Customer Debit Memos

AR Not module specific Not module specific AR AR AR Not module specific AR AR

4 4 4 4 4 4 4 4 4

Invoicing Other Other customers Invoicing Invoicing Security Invoicing Payments

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RD.020 Business Process Questionnaire

OBM Level I
4151 Order Fulfillment

OBM Level II
Invoicing and Collection

OBM Level III

Process Adjustments

OBM Level IV
Process Credit Balances and Refunds

Application
AR

OBM Row No.

Process
4

Category
Collections

Process Analysis Questions

Do you ever adjust receivable? If so - please describe the rationale used to determine when to adjust. Do you ever use invoice forms and/or the invoice entry process for transactions other than billing customers? If so - please provide SASE examples.

Type = Setup Metric Process Performance Response

Process

Revisit Y/N

4152

Order Fulfillment

Invoicing and Collection

Process Adjustments

Correct Invoices

AR

Invoicing

Process

4153 4154 4155 4156 4157 4158 4159 4160 4161 4162 4163 4164 4165 4166 4167 4168 4169 4170 4171 4172 4173 4174 4175 4176 4177 4178 4179 4180 4181 4182 4183 4184 4185 4186

Order Fulfillment Order Fulfillment Order Fulfillment Order Fulfillment Order Fulfillment Order Fulfillment Order Fulfillment Order Fulfillment Order Fulfillment Order Fulfillment Order Fulfillment Order Fulfillment Order Fulfillment Order Fulfillment Order Fulfillment Order Fulfillment Order Fulfillment Order Fulfillment Order Fulfillment Order Fulfillment Order Fulfillment Order Fulfillment Order Fulfillment Order Fulfillment Order Fulfillment Order Fulfillment Order Fulfillment Order Fulfillment Order Fulfillment Order Fulfillment Order Fulfillment Order Fulfillment Order Fulfillment Order Fulfillment

Invoicing and Collection Invoicing and Collection Invoicing and Collection Invoicing and Collection Invoicing and Collection Invoicing and Collection Invoicing and Collection Invoicing and Collection Invoicing and Collection Invoicing and Collection Invoicing and Collection Invoicing and Collection Invoicing and Collection Invoicing and Collection Invoicing and Collection Invoicing and Collection Invoicing and Collection Invoicing and Collection Invoicing and Collection Invoicing and Collection Invoicing and Collection Invoicing and Collection Invoicing and Collection Invoicing and Collection Invoicing and Collection Invoicing and Collection Invoicing and Collection Invoicing and Collection Invoicing and Collection Invoicing and Collection Invoicing and Collection Invoicing and Collection Invoicing and Collection Invoicing and Collection

Process Adjustments Process Adjustments Process Adjustments Process Adjustments Process Adjustments Process Adjustments Process Adjustments Process Adjustments Process Adjustments Process Adjustments Process Adjustments Process Adjustments Process Adjustments Process Adjustments Process Adjustments Process Adjustments Process Adjustments Process Adjustments Process Adjustments Process Adjustments Process Adjustments Process Adjustments Process Adjustments Process Adjustments Process Adjustments Process Adjustments Process Adjustments Process Adjustments Process Adjustments Process Adjustments Process Adjustments Process Adjustments Process Remittances Process Remittances

Enter and Change Credit Memos Process Credit Balances and Refunds Not Identified Enter and Change Credit Memos Enter and Change Credit Memos Process Customer Debit Memos Process Customer Debit Memos Correct Invoices Enter and Change Credit Memos Enter and Change Credit Memos Process Customer Debit Memos Process Customer Debit Memos Enter and Change Credit Memos Process Credit Balances and Refunds Enter and Change Credit Memos Enter and Change Credit Memos Correct Invoices Correct Invoices Process Credit Balances and Refunds Enter and Change Credit Memos Enter and Change Credit Memos Process Customer Debit Memos Correct Invoices Correct Invoices Enter and Change Credit Memos Process Customer Debit Memos Enter and Change Credit Memos Enter and Change Credit Memos Enter and Change Credit Memos Process Customer Debit Memos Process Customer Debit Memos Enter and Change Credit Memos Post Transactions Grant Credit/Establish Limits

AR AR AR AR AR AR AR AR AR AR AR AR AR AR AR OM, INV,AR AR AR AR AR OM, AR AR AR AR AR AR AR AR AR AR AR OM, INV,AR AR AR

4 4 3 4 4 4 4 4 4 4 4 4 4 4 4 4 4 4 4 4 4 4 4 4 4 4 4 4 4 4 4 4 4 4

Credit Collections Invoicing Invoicing Invoicing Invoicing Invoicing Open/Close Periods Invoicing Invoicing Invoicing Invoicing Collections Collections Collections Credit Payments Payments Collections Credit Credit Invoicing Payments Payments Invoicing Invoicing Invoicing Invoicing Invoicing Invoicing Invoicing Credit Invoicing Payments

Do you have return rules that initiate credit memos? If so - how are the return rules maintained, are they up to date, and how are they used? Process Do you limit the amounts when adjusting receivable? If so - how are amounts limited and why? Process Do you process any adjustments other than debit or credit memos? Please explain. Process Do you use Customer Account Credit Memos? Do you use Customer Account Credit Memos? If so - please describe how they are used and processed. Do you use Debit Memos? Process Process Process

Do you use Debit Memos? If so please describe why and how they are used. Process How are adjustments to closed periods handled? Process How are Customer Account Credit Memos accounted for? How are Customer Account Credit Memos used? How are Debit Memos accounted for? How are Debit Memos accounted for? How do you enter/manage a credit amount owed to the Customer by your Company? How do you enter/manage a credit amount owed to the Customer by your Company? How do you enter/manage a credit amount owed to your Company by the Customer How does the credit department get the return goods information? How often do you adjust payments? How often do you reverse payments? If you do adjust receivable - please describe the steps taken, items documented, and processing that occurs? Is a hard copy credit memo issued? If so - please describe how it is used. Is Accounts Receivable responsible for return credit? What are the specific items that appear on Debit Memos? What are your policies and procedures about adjusting payments? What are your policies and procedures about reversing payments? What items appear on Customer Account Credit Memos? What items appear on Debit Memos? What specific items appear on Customer Account Credit Memos? Why are Customer Account Credit Memos used? Why are Customer Account Credit Memos used? Why are Debit Memos used? Process Process Process Process Process Process Process Process Metric Metric Process Process Setup Process Process Process Process Process Process Process Process Process

Why are Debit Memos used? Process Will credit memos be issued automatically upon return, or will you have special procedures for credit memos? Process Do you enter invoices in batches? If so - please describe the batch process. Process Do you enter your payments in batches? If so please describe the process. Do you have customers who pay other customers invoices? If so - please describe the process and how you store this Customer relationship. Setup

4187

Order Fulfillment

Invoicing and Collection

Process Remittances

Grant Credit/Establish Limits

AR

Payments

Process

4188 4189

Order Fulfillment Order Fulfillment

Invoicing and Collection Invoicing and Collection

Process Remittances Process Remittances

Grant Credit/Establish Limits Apply Customer Receipts - Cash Application Adjustment

Not module specific AR

4 4

Security Collections

Do you have documentation on your current system security requirements for Customer Payment ? If so - it is current and how is it used. Process Do you have multiple "remit to's"? Process Do you have security reports on who can run Customer Payment reports? (by Company, by cost center etc.) If so please elaborate on setup and processing. Setup,Process Do you have security requirements on who can enter data for Customer Payment ? (e.g. by Company? by cost center?) If so please elaborate on setup and processing. Process Do you receive deposits and/or prepayments? Process Do you receive non-Customer related payments? Do you review requirements for validation rules, allowing certain Customer Payment accounts to be valid with only certain other values. If so please elaborate on setup and processing. Do you send customers statements? If so - please describe the process. Do you use batch control counts and amounts? If so please describe the process. Process

4190

Order Fulfillment

Invoicing and Collection

Process Remittances

Grant Credit/Establish Limits

Not module specific

Security

4191 4192 4193

Order Fulfillment Order Fulfillment Order Fulfillment

Invoicing and Collection Invoicing and Collection Invoicing and Collection

Process Remittances Process Remittances Process Remittances

Grant Credit/Establish Limits Grant Credit/Establish Limits Customer Receipts - Unidentified Cash

Not module specific AR AR

4 4 4

Security Payments Payments

4194 4195 4196

Order Fulfillment Order Fulfillment Order Fulfillment

Invoicing and Collection Invoicing and Collection Invoicing and Collection

Process Remittances Process Remittances Process Remittances

Grant Credit/Establish Limits Grant Credit/Establish Limits Grant Credit/Establish Limits

Not module specific AR AR

4 4 4

Validation Collections Payments

Setup Process Setup

4197 4198 4199 4200 4201 4202 4203 4204 4205 4206 4207 4208

Order Fulfillment Order Fulfillment Order Fulfillment Order Fulfillment Order Fulfillment Order Fulfillment Order Fulfillment Order Fulfillment Order Fulfillment Order Fulfillment Order Fulfillment Order Fulfillment

Invoicing and Collection Invoicing and Collection Invoicing and Collection Invoicing and Collection Invoicing and Collection Invoicing and Collection Invoicing and Collection Invoicing and Collection Invoicing and Collection Invoicing and Collection Invoicing and Collection Invoicing and Collection

Process Remittances Process Remittances Process Remittances Process Remittances Process Remittances Process Remittances Process Remittances Process Remittances Process Remittances Process Remittances Process Remittances Process Remittances

Post Transactions AR Deposit Customer Receipts - Bank Deposits AR Deposit Customer Receipts - Bank Deposits AR Post Transactions Apply Customer Receipts - Cash Application Adjustment Customer Receipts - Unidentified Cash Grant Credit/Establish Limits Grant Credit/Establish Limits Customer Receipts - Unidentified Cash Customer Receipts - Unidentified Cash Grant Credit/Establish Limits Grant Credit/Establish Limits AR AR AR AR AR AR AR AR AR

4 4 4 4 4 4 4 4 4 4 4 4

Invoicing Payments Payments Invoicing Collections Payments Payments Maintenance Payments Payments Maintenance Payments

Do you use batch controls, such as counts and amounts? If so - please describe how these controls are used, checked, and verified. Process Do you use lock boxes? If so please describe how may lock boxes are in use and describe your process. Process Do you use more than one bank account and/or cash account? If so - please identify them. Setup How are batch invoices defined? What criteria are used to batch invoices? How are multiple "remit to's" determined for a Customer? How are non-Customer related payments accounted for? How are payment batches identified? What criteria are used to batch payments? How do you audit your Customer Payment data? How do you handle payments from unknown sources? Setup Process Process Setup Process Process

4209 4210

Order Fulfillment Order Fulfillment

Invoicing and Collection Invoicing and Collection

Process Remittances Process Remittances

Grant Credit/Establish Limits Apply Customer Receipts - Cash Applications

AR AR

4 4

Payments Payments

How do you handle payments without remittance information? Process How do you maintain your Customer Payment data? Process How do you receive and input payments? Setup,Process How do your customers generally pay invoices? Single check -- single invoice; single check -- multiple invoices; multiple checks -- multiple invoices. Please describe the process and any exceptions. Process How is cash applied? Process

85338164.xlsx

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RD.020 Business Process Questionnaire

OBM Level I
4211 4212 4213 4214 Order Fulfillment Order Fulfillment Order Fulfillment Order Fulfillment

OBM Level II
Invoicing and Collection Invoicing and Collection Invoicing and Collection Invoicing and Collection

OBM Level III

Process Remittances Process Remittances Process Remittances Process Remittances

OBM Level IV
Process Accounts Receivable mail Post Transactions Deposit Customer Receipts - Bank Deposits Post Transactions

Application
AR AR AR AR

OBM Row No.

Process
4 4 4 4

Category
Payments Payments Payments Payments

Process Analysis Questions

How is the accounts receivable mail processed for payments? How many checks are returned by the bank in a period? How many lockboxes do you use? How many payments do you receive in a month? Map each GL user to a menu structure. Will any new ones need to be created for Customer Payment ? If so - please elaborate on the process. Please list any time-intensive Customer Payment operations/processes that need to be addressed? To what extent do you run security reports on a regular basis for Customer Payment ? What are the reasons for checks being returned by the bank? What types of payments are received and input? (i.e. check, cash etc.)

Type = Setup Metric Process Performance Response

Process Metric, Process Metric Metric

Revisit Y/N

4215 4216 4217 4218 4219 4220 4221 4222 4223 4224 4225 4226

Order Fulfillment Order Fulfillment Order Fulfillment Order Fulfillment Order Fulfillment Order Fulfillment Order Fulfillment Order Fulfillment Order Fulfillment Order Fulfillment Order Fulfillment Order Fulfillment

Invoicing and Collection Invoicing and Collection Invoicing and Collection Invoicing and Collection Invoicing and Collection Invoicing and Collection Invoicing and Collection Invoicing and Collection Invoicing and Collection Invoicing and Collection Order Entry and Scheduling Order Entry and Scheduling

Process Remittances Process Remittances Process Remittances Process Remittances Process Remittances Process Remittances Process Remittances Process Remittances Process Remittances Process Remittances Enter Orders Enter Orders

Grant Credit/Establish Limits Grant Credit/Establish Limits Grant Credit/Establish Limits Post Transactions Grant Credit/Establish Limits Apply Customer Receipts - Cash Applications Grant Credit/Establish Limits Grant Credit/Establish Limits Apply Customer Receipts - Cash Applications Grant Credit/Establish Limits Not Identified Not Identified

Not module specific AR Not module specific AR AR AR AR AR AR Not module specific OM OM

4 4 4 4 4 4 4 4 4 4 3 3

Security Collections Security Payments Payments Payments Collections Collections Payments Security Order Taking Order Taking

Setup,Process Process Process Process Setup,Process

What types of payments are received and input? (i.e. check, cash etc.) Setup,Process Which operations/processes do you want to eliminate for Customer Payment ? Process Which operations/processes do you want to streamline for Customer Payment ? Process Who applies cash? Will there need to be terminal security for Customer Payment? If so please describe how it is implemented today? Are orders taken by one business unit which are then shipped from another business unit? Are your order takers assigned to a specific order type? Do you check Available to Promise prior to quoting ship date? If so please elaborate on how you meet requested date by setup and processing. Do you do check Customer credit prior to entering an order? If so please elaborate on setup and processing. Process Setup Process,Setup Setup

4227 4228

Order Fulfillment Order Fulfillment

Order Entry and Scheduling Order Entry and Scheduling

Enter Orders Enter Orders

Not Identified Not Identified

OM,INV OM,AR

3 3

Order Taking Order Taking

Performance Process

4229

Order Fulfillment

Order Entry and Scheduling

Enter Orders

Not Identified

OM

Order Taking

Do you enter orders while the Customer is on the phone? If so please describe what information is captured on the phone and any follow-up steps. Setup Do you give the Customer a ship date while on the phone? If so please elaborate on how you meet requested date by setup and processing. Do you have customers who order for other customers? Please explain the process and any exceptions.

4230 4231

Order Fulfillment Order Fulfillment

Order Entry and Scheduling Order Entry and Scheduling

Enter Orders Enter Orders

Not Identified Not Identified

OM,INV OM, AR, GL

3 3

Order Taking Sales

Performance Process

4232

Order Fulfillment

Order Entry and Scheduling

Enter Orders

Not Identified

ALL

Security

Do you have documentation on your current system security requirements for Order Placement? If so - is it current and how is it used. Process Do you have security reports on who can run Order Placement reports? (by Company, by cost center etc.) If so please describe how they are used. Do you have security requirements on who can enter data for Order Placement? (e.g. by Company? by cost center?) If so please elaborate on setup and processing. Do you process drop ship orders - where a third party supplier is delivering product you sold to your Customer on your sales order? Do you require hard copy of the Customer purchase order prior to order entry? If so please elaborate on setup and processing. Do you require hard copy of the international Customer PO prior to order entry? If so please elaborate on setup and processing. Do you review requirements for validation rules, allowing certain Order Placement accounts to be valid with only certain other values. If so please describe the process. Do you take orders only from approved customers? If so please elaborate on setup and processing. Do you tell the Customer the freight and tax amount while on the phone? Please elaborate on the information sources, the information exchanged, and any need for follow-up. Do you tell the Customer the price of the order while on the phone? Please elaborate on the information sources, the information exchanged, and any need for follow-up. Do you track quotation success/failure rates? If so - please elaborate on setup and usage. Do you use a Quotation system? If so please elaborate on setup and processing. How do you audit your Order Placement data? How do you convert quotes to orders? How do you handle orders from unknown customers? How do you handle orders without shipment information? How do you maintain your Order Placement data? How is a backorder placed? Please elaborate on setup and processing. How many backorders do you process on a peak day? How many of your locations take Orders? How many orders do you enter on a peak day? How many orders do you pick release on a peak day? If any, what percentage of sales order lines are sourced internally? Sourced externally? If applicable, what subset of your Customer base do you drop ship to? What percentage of sales orders are drop shipped? Map each GL user to a menu structure. Will any new ones need to be created for Order Placement? If so please elaborate why. Please list all time-intensive Order Placement operations/processes that need to be addressed? To what extent do you attempt to promise a time component for populating Date Requested information when entering sales order lines for shipment? To what extent do you capture demand class information for sales orders? To what extent do you run security reports on a regular basis for Order Placement? What are your policies and procedures about adjusting orders? What is the average number of lines per order per day? What is your procedure for currency conversion? When is an order considered a committed order? (i.e. at order entry, booking, when ship date promised) Which operations/processes do you want to eliminate for Order Placement? Which operations/processes do you want to streamline for Order Placement? Will there need to be terminal security for Order Placement? If so please describe how it is implemented today. Do you batch import sales orders? If so please explain the process. Do you do conversions for data? Do you import orders for sales?

4233

Order Fulfillment

Order Entry and Scheduling

Enter Orders

Not Identified

ALL

Security

Setup,Process

4234 4235 4236 4237

Order Fulfillment Order Fulfillment Order Fulfillment Order Fulfillment

Order Entry and Scheduling Order Entry and Scheduling Order Entry and Scheduling Order Entry and Scheduling

Enter Orders Enter Orders Enter Orders Enter Orders

Not Identified Not Identified Not Identified Not Identified

ALL OM OM,AR NS

3 3 3 3

Security Order Taking Order Taking Order Taking

Process Process,Setup Process Process

4238 4239

Order Fulfillment Order Fulfillment

Order Entry and Scheduling Order Entry and Scheduling

Enter Orders Enter Orders

Not Identified Not Identified

ALL OM,AR

3 3

Validation Order Taking

Setup Process

4240

Order Fulfillment

Order Entry and Scheduling

Enter Orders

Not Identified

OM

Order Taking

Process

4241 4242 4243 4244 4245 4246 4247 4248 4249 4250 4251 4252 4253 4254 4255 4256 4257

Order Fulfillment Order Fulfillment Order Fulfillment Order Fulfillment Order Fulfillment Order Fulfillment Order Fulfillment Order Fulfillment Order Fulfillment Order Fulfillment Order Fulfillment Order Fulfillment Order Fulfillment Order Fulfillment Order Fulfillment Order Fulfillment Order Fulfillment

Order Entry and Scheduling Order Entry and Scheduling Order Entry and Scheduling Order Entry and Scheduling Order Entry and Scheduling Order Entry and Scheduling Order Entry and Scheduling Order Entry and Scheduling Order Entry and Scheduling Order Entry and Scheduling Order Entry and Scheduling Order Entry and Scheduling Order Entry and Scheduling Order Entry and Scheduling Order Entry and Scheduling Order Entry and Scheduling Order Entry and Scheduling

Enter Orders Enter Orders Enter Orders Enter Orders Enter Orders Enter Orders Enter Orders Enter Orders Enter Orders Enter Orders Enter Orders Enter Orders Enter Orders Enter Orders Enter Orders Enter Orders Enter Orders

Not Identified Not Identified Not Identified Not Identified Not Identified Not Identified Not Identified Not Identified Not Identified Not Identified Not Identified Not Identified Not Identified Not Identified Not Identified Not Identified Not Identified

OM NS OM ALL OM OM, AR, GL OM, AR, GL ALL OM OM OM OM OM OM OM ALL OM, AR, GL

3 3 3 3 3 3 3 3 3 3 3 3 3 3 3 3 3

Order Taking Order Taking Order Taking Maintenance Order Taking Sales Sales Maintenance Order Taking Peak Statistics Order Taking Peak Statistics Peak Statistics Order Taking Order Taking Security Sales

Process Performance Process Process Process Process Process Process Process Performance Process Performance Performance Process,Setup Process,Setup Setup,Process Process

4258 4259 4260 4261 4262 4263 4264 4265 4266 4267 4268 4269 4270

Order Fulfillment Order Fulfillment Order Fulfillment Order Fulfillment Order Fulfillment Order Fulfillment Order Fulfillment Order Fulfillment Order Fulfillment Order Fulfillment Order Fulfillment Order Fulfillment Order Fulfillment

Order Entry and Scheduling Order Entry and Scheduling Order Entry and Scheduling Order Entry and Scheduling Order Entry and Scheduling Order Entry and Scheduling Order Entry and Scheduling Order Entry and Scheduling Order Entry and Scheduling Order Entry and Scheduling Order Entry and Scheduling Order Entry and Scheduling Order Entry and Scheduling

Enter Orders Enter Orders Enter Orders Enter Orders Enter Orders Enter Orders Enter Orders Enter Orders Enter Orders Enter Orders Import Orders Import Orders Import Orders

Not Identified Not Identified Not Identified Not Identified Not Identified Not Identified Not Identified Not Identified Not Identified Not Identified Run Order Import Populate Feeder System Not Identified

OM,INV OM ALL OM, AR, GL OM NS OM OM, AR, GL OM, AR, GL ALL OM, AR, GL OM, EDI OM, EDI

3 3 3 3 3 3 3 3 3 3 4 4 3

Order Taking Order Taking Security Sales Peak Statistics Order Taking Order Taking Sales Sales Security Sales Sales Sales

Process Process Process Process Performance Setup Process Process Process Setup Setup Setup Setup

4271 4272 4273 4274

Order Fulfillment Order Fulfillment Order Fulfillment Order Fulfillment

Order Entry and Scheduling Order Entry and Scheduling Order Entry and Scheduling Order Entry and Scheduling

Import Orders Import Orders Import Orders Import Orders

Run Order Import Run Order Import Run Order Import Run Order Import

OM, AR, GL OM, AR, GL OM, AR, GL OM, AR, GL

4 4 4 4

Sales Sales Sales Sales

Do you use batch controls, such as counts and amounts? If so please explain how these controls are used and highlight any exceptions. Process How are batch orders defined? Setup If applicable, to what extent do you use the Customers part number during a batch order import process? Setup If applicable, what information do you import on Customer orders? What information needs to be changed? Setup

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OBM Level I
4275 4276 4277 4278 4279 4280 4281 4282 Order Fulfillment Order Fulfillment Order Fulfillment Order Fulfillment Order Fulfillment Order Fulfillment Order Fulfillment Order Fulfillment

OBM Level II
Order Entry and Scheduling Order Entry and Scheduling Order Entry and Scheduling Order Entry and Scheduling Order Entry and Scheduling Order Entry and Scheduling Order Entry and Scheduling Order Entry and Scheduling

OBM Level III

Import Orders Import Orders Import Orders Import Orders Import Orders Manage customers Manage customers Manage customers

OBM Level IV
Run Order Import Populate Feeder System Load Order Interface Load Order Interface Not Identified Maintain Corporate Customer Information Add Customer Locations Add customers Maintain Corporate Customer Information Maintain Corporate Customer Information

Application
OM, AR, GL OM, EDI OM, EDI OM, EDI OM, EDI OM,AR OM,AR OM, AR, GL

OBM Row No.

Process
4 4 4 4 3 4 4 4

Category
Sales Sales Sales Sales Sales customers customers customers

Process Analysis Questions

Please describe to what extent you enter orders in batches? What EDI format do you use? What interfaces will be used for orders? What transactions do you process? What types of orders do you import? Do terms and conditions of Customer agreements and/or payment terms change based upon the status of their accounts? Do you add Customer locations at order entry? How often and who enters the additional locations? Do you add customers at order entry? If so what information is entered? Do you automatically number Customer business purposes as they are created? If so please describe the process and highlight any exceptions. Do you automatically number new customers as they are created? If so please describe the process and highlight any exceptions. Do you create reciprocal Customer relationships whenever you create a relationship between customers for tracking purposes? If so please describe the process and highlight any exceptions. Do you ever pick product destined to a different Customer, ship it to a higher priority Customer, and backorder the previous Customer? If so - please describe how this process works - please highlight any pertinent flags, statuses, etc. Do you generate separate pick lists for backordered product? If so please elaborate on the setup and process. Do you generate separate pick lists for backordered product? If so - please describe how this process works - please highlight any pertinent flags, statuses, etc. Do you have a central registry of customers which supports more than one business? Do you have a central registry of customers which supports more than one business? Do you have a central registry of customers which supports more than one business? If so please describe pertinent differentiating aspects of the registry Do you have a prospect system separate from the receivable customers? If so - please describe how it is used. Do you have multiple "remit to's"? If so please describe the reasons and highlight any exceptions. Do you have the same customers repeated multiple times in the data files or the same Customer for different operating units? Do you provide discount payment terms? If so please list and decode abbreviations to meanings. Do you provide split term payment terms? If so please list and decode abbreviations to meanings. Do you track and record relationships between customers e.g. franchises, subsidiaries etc.? If so please describe the process and highlight any exceptions. Do you use Customer agreements/contracts to manage specific discounts? If so please list and decode abbreviations to meanings. Do you use Customer agreements/contracts to manage specific invoicing policies? If so please list and decode abbreviations to meanings. Do you use Customer agreements/contracts to manage specific payment terms? If so please list and decode abbreviations to meanings. Do you use Customer agreements/contracts to manage specific price lists? If so please list and decode abbreviations to meanings. How are multiple "remit to's" determined for each Customer? If so please describe the process and highlight any exceptions. How do you default your sales person information onto a sales order? Could you default this information from the bill-to and/or ship-to locations you define for a Customer? How do you group your customers for credit limits/credit checks? How do you group your customers for interest charges for late payments? How do you group your customers for payment rules? How do you group your customers for statements? How do you handle shipment of backorders? How do you maintain/audit your Customer data? How do you receive notice to create/generate a Customer order? How do you store and maintain the relationship between salespeople and customers? How do you track Customer contact people? How do you track customers with different or multiple bill-to and ship-to addresses? How many "bill-tos" do you maintain for each Customer? How many customers do you have? How often and who makes changes to Customer records? Is there any authorization needed? To what extent can this information be changed and updated at the time of order entry? What credit information is tracked for each Customer? What Customer information do you default and at what level? (Ex. payment terms, shipping, tax may default differently at the Customer header vs. bill to and ship to.) What percentage of orders have backordered lines? What type of payment terms do you provide? What type(s) of customers do you have? Who has access to your Customer database? Who maintains Customer information? Who maintains your Customer information?

Type = Setup Metric Process Performance Response

Process Setup Setup Setup Process Process Setup Process

Revisit Y/N

4283 4284

Order Fulfillment Order Fulfillment

Order Entry and Scheduling Order Entry and Scheduling

Manage customers Manage customers

OM,AR OM,AR

4 4

customers customers

Process Process

4285

Order Fulfillment

Order Entry and Scheduling

Manage customers

Maintain Customer Agreements

AR

customers

Process

4286 4287

Order Fulfillment Order Fulfillment

Order Entry and Scheduling Order Entry and Scheduling

Manage customers Manage customers

Maintain Customer Delivery Requirements Maintain Customer Delivery Requirements Maintain Customer Delivery Requirements Maintain Corporate Customer Information Maintain Customer Categories Maintain Corporate Customer Information Maintain Corporate Customer Information Maintain Corporate Customer Information Maintain Corporate Customer Information Maintain Corporate Customer Information Maintain Corporate Customer Information

OM OM

4 4

Backorders Backorders

Process Process

4288 4289 4290

Order Fulfillment Order Fulfillment Order Fulfillment

Order Entry and Scheduling Order Entry and Scheduling Order Entry and Scheduling

Manage customers Manage customers Manage customers

OM OM,AR OM,AR

4 4 4

Backorders customers Customer Information

Process Process Process

4291 4292 4293 4294 4295 4296

Order Fulfillment Order Fulfillment Order Fulfillment Order Fulfillment Order Fulfillment Order Fulfillment

Order Entry and Scheduling Order Entry and Scheduling Order Entry and Scheduling Order Entry and Scheduling Order Entry and Scheduling Order Entry and Scheduling

Manage customers Manage customers Manage customers Manage customers Manage customers Manage customers

AR OM,AR OM,AR OM,AR OM,AR OM,AR

4 4 4 4 4 4

Customer Information customers customers customers customers customers

Process Process Process Process Setup Setup

4297 4298

Order Fulfillment Order Fulfillment

Order Entry and Scheduling Order Entry and Scheduling

Manage customers Manage customers

Maintain Customer Agreements Maintain Customer Agreements

AR OM, AR

4 4

customers customers

Process Process

4299

Order Fulfillment

Order Entry and Scheduling

Manage customers

Maintain Customer Agreements

OM, AR

customers

Process

4300 4301 4302

Order Fulfillment Order Fulfillment Order Fulfillment

Order Entry and Scheduling Order Entry and Scheduling Order Entry and Scheduling

Manage customers Manage customers Manage customers

Maintain Customer Agreements Maintain Customer Agreements Maintain Corporate Customer Information Maintain Corporate Customer Information Maintain Corporate Customer Information Maintain Corporate Customer Information Maintain Corporate Customer Information Maintain Corporate Customer Information Maintain Customer Delivery Requirements Maintain Corporate Customer Information Maintain Corporate Customer Information Maintain Corporate Customer Information Maintain Corporate Customer Information Maintain Corporate Customer Information Maintain Corporate Customer Information Maintain Corporate Customer Information Change Customer Data Maintain Corporate Customer Information Maintain Corporate Customer Information Maintain Corporate Customer Information Maintain Customer Delivery Requirements Maintain Corporate Customer Information Maintain Customer Categories Maintain Corporate Customer Information Maintain Corporate Customer Information Maintain Corporate Customer Information Not Identified Not Identified

OM, AR OM, AR OM,AR

4 4 4

customers customers customers

Process Process Process

4303 4304 4305 4306 4307 4308 4309 4310 4311 4312 4313 4314 4315 4316 4317 4318

Order Fulfillment Order Fulfillment Order Fulfillment Order Fulfillment Order Fulfillment Order Fulfillment Order Fulfillment Order Fulfillment Order Fulfillment Order Fulfillment Order Fulfillment Order Fulfillment Order Fulfillment Order Fulfillment Order Fulfillment Order Fulfillment

Order Entry and Scheduling Order Entry and Scheduling Order Entry and Scheduling Order Entry and Scheduling Order Entry and Scheduling Order Entry and Scheduling Order Entry and Scheduling Order Entry and Scheduling Order Entry and Scheduling Order Entry and Scheduling Order Entry and Scheduling Order Entry and Scheduling Order Entry and Scheduling Order Entry and Scheduling Order Entry and Scheduling Order Entry and Scheduling

Manage customers Manage customers Manage customers Manage customers Manage customers Manage customers Manage customers Manage customers Manage customers Manage customers Manage customers Manage customers Manage customers Manage customers Manage customers Manage customers

OM,AR OM,AR OM,AR OM,AR OM,AR OM OM,AR OM,AR OM,AR OM,AR OM,AR OM,AR OM,AR OM, AR, GL OM,AR OM,AR

4 4 4 4 4 4 4 4 4 4 4 4 4 4 4 4

Sales customers customers customers customers Backorders customers customers Sales customers customers Documents customers customers Customer Information customers

Process, Setup Process,Setup Process,Setup Process,Setup Process,Setup Process Process Process Process, Setup Process Process Metric Metric Setup Process Process

4319 4320 4321 4322 4323 4324 4325 4326 4327

Order Fulfillment Order Fulfillment Order Fulfillment Order Fulfillment Order Fulfillment Order Fulfillment Order Fulfillment Order Fulfillment Order Fulfillment

Order Entry and Scheduling Order Entry and Scheduling Order Entry and Scheduling Order Entry and Scheduling Order Entry and Scheduling Order Entry and Scheduling Order Entry and Scheduling Order Entry and Scheduling Order Entry and Scheduling

Manage customers Manage customers Manage customers Manage customers Manage customers Manage customers Manage customers Manage customers Manage Orders

OM,AR OM OM,AR AR OM,AR OM,AR OM,AR AR OM

4 4 4 4 4 4 4 3 3

Customer Information Backorders customers customers customers Customer Information customers customers Other

Process Metric Setup Process Process Process Process

4328

Order Fulfillment

Order Entry and Scheduling

Manage Orders

Schedule Sales Order Ship Date

OM

Order Taking

Will customers of different businesses be supplied with the same items ? Process Are there any time-intensive Order Fulfillment operations/processes that need to be addressed? Process Do you perform Available to Promise inquiries against multiple supply sources for the purposes of meeting sales order demand planning needs? If so please describe the process. Process Do you have documentation on your current system security requirements for Order Fulfillment? Please describe if it is current and how it is used. Process Do you have security reports on who can run Order Fulfillment reports? (by Company, by cost center etc.) If so please elaborate on setup and processing. Setup,Process

4329

Order Fulfillment

Order Entry and Scheduling

Manage Orders

Not Identified

ALL

Security

4330

Order Fulfillment

Order Entry and Scheduling

Manage Orders

Not Identified

ALL

Security

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RD.020 Business Process Questionnaire

OBM Level I
4331 4332 4333 4334 4335 4336 4337 4338 4339 Order Fulfillment Order Fulfillment Order Fulfillment Order Fulfillment Order Fulfillment Order Fulfillment Order Fulfillment Order Fulfillment Order Fulfillment

OBM Level II
Order Entry and Scheduling Order Entry and Scheduling Order Entry and Scheduling Order Entry and Scheduling Order Entry and Scheduling Order Entry and Scheduling Order Entry and Scheduling Order Entry and Scheduling Order Entry and Scheduling

OBM Level III

Manage Orders Manage Orders Manage Orders Manage Orders Manage Orders Manage Orders Manage Orders Manage Orders Manage Orders

OBM Level IV
Not Identified Not Identified Schedule Sales Order Ship Date Not Identified Schedule Sales Order Ship Date Not Identified

Application
ALL OM OM OM OM ALL

OBM Row No.

Process
3 3 4 3 4 3 4 4 4

Category
Security Order Taking Order Taking Exception Handling Order Taking Security Order Taking Order Taking Order Taking

Process Analysis Questions

Do you have security requirements on who can enter data for Order Fulfillment? (e.g. by Company? by cost center?) If so please elaborate on setup and processing. Do you inquire against sales orders? If so please describe the process and various methods used, query criteria etc? Do you measure re-schedules? If so please elaborate on setup and processing. Do you obsolete items that currently have open orders? If so - please describe the process. Do you promise orders based on a master schedule plan? If so please elaborate on setup and processing. Do you run security reports on a regular basis for Order Fulfillment? If so please elaborate on setup and processing. Do you send order acknowledgments? If so please elaborate on setup and processing. Do you ship from multiple locations? If so please elaborate on setup and processing. Do you track requested to actual ship dates by product? If so please elaborate on setup and processing.

Type = Setup Metric Process Performance Response

Process Process Metric Process Process Process Process Setup Metric

Revisit Y/N

Send Sales Order Acknowledgment OM Schedule Sales Order Ship Date Schedule Sales Order Ship Date OM,INV OM

4340

Order Fulfillment

Order Entry and Scheduling

Manage Orders

Not Identified

OM

Order Taking

4341 4342 4343 4344 4345 4346 4347 4348 4349 4350 4351 4352 4353

Order Fulfillment Order Fulfillment Order Fulfillment Order Fulfillment Order Fulfillment Order Fulfillment Order Fulfillment Order Fulfillment Order Fulfillment Order Fulfillment Order Fulfillment Order Fulfillment Order Fulfillment

Order Entry and Scheduling Order Entry and Scheduling Order Entry and Scheduling Order Entry and Scheduling Order Entry and Scheduling Order Entry and Scheduling Order Entry and Scheduling Order Entry and Scheduling Order Entry and Scheduling Order Entry and Scheduling Order Entry and Scheduling Order Entry and Scheduling Order Entry and Scheduling

Manage Orders Manage Orders Manage Orders Manage Orders Manage Orders Manage Orders Manage Orders Manage Orders Manage Orders Manage Orders Manage Orders Manage Orders Manage Orders

Not Identified Not Identified Not Identified Not Identified Not Identified Not Identified Not Identified Not Identified Schedule Sales Order Ship Date Cancel/Change Sales Order Cancel/Change Sales Order Cancel/Change Sales Order Cancel/Change Sales Order

OM OM OM OM OM OM OM OM OM OM, AR, GL OM, AR, GL OM, AR, GL OM, AR, GL

3 3 3 3 3 3 3 3 4 4 4 4 4

RFP Maintenance Exception Handling Maintenance RFP RFP RFP RFP Order Taking Sales Sales Sales Sales

Do you use purchase order number of purchase requisition information as part of your query? If so please describe the process. Process Does your Company respond to Request for Proposals (RFPs) to obtain work? If so - please describe how this process works - please highlight any pertinent flags, statuses, etc. Process How do you audit your Order Fulfillment data? Process How do you handle the open orders if there is an engineering change? How do you maintain your Order Fulfillment data? How does your Company monitor customers or Customer types in the RFP process? How does your Company monitor industries and market sectors in the RFP process? How does your Company monitor Proposal Cost Recovery in the RFP process? How does your Company monitor the Win/Loss rate in the RFP process? How is the shipping location determined? (i.e. by geography or product availability? How many orders are canceled in a month? How many orders do you receive in a month? How often do you adjust orders? How often do you cancel orders? If applicable - how do you track discrepancies between Suppliers drop ships to customers and the customers original purchase order to you? Under what circumstances do you hold a booked order? What are the reasons for canceled orders? What are your policies and procedures about canceling orders? Which operations/processes do you want to eliminate for Order Fulfillment? Process Process Process Process Process Process Process Metric, Process Metric Metric Metric

4354 4355 4356 4357 4358 4359 4360 4361 4362 4363 4364 4365 4366 4367 4368 4369 4370 4371 4372 4373 4374 4375 4376 4377 4378 4379 4380 4381 4382 4383 4384 4385 4386 4387 4388

Order Fulfillment Order Fulfillment Order Fulfillment Order Fulfillment Order Fulfillment Order Fulfillment Order Fulfillment Order Fulfillment Order Fulfillment Order Fulfillment Order Fulfillment Order Fulfillment Order Fulfillment Order Fulfillment Order Fulfillment Order Fulfillment Order Fulfillment Order Fulfillment Order Fulfillment Order Fulfillment Order Fulfillment Order Fulfillment Order Fulfillment Order Fulfillment Order Fulfillment Order Fulfillment Order Fulfillment Order Fulfillment Order Fulfillment Order Fulfillment Order Fulfillment Order Fulfillment Order Fulfillment Order Fulfillment Order Fulfillment

Order Entry and Scheduling Order Entry and Scheduling Order Entry and Scheduling Order Entry and Scheduling Order Entry and Scheduling Order Entry and Scheduling Order Entry and Scheduling Order Entry and Scheduling Order Entry and Scheduling Order Entry and Scheduling Order Entry and Scheduling Order Entry and Scheduling Order Entry and Scheduling Order Entry and Scheduling Order Entry and Scheduling Order Entry and Scheduling Order Entry and Scheduling Order Entry and Scheduling Order Entry and Scheduling Order Entry and Scheduling Order Entry and Scheduling Order Entry and Scheduling Order Entry and Scheduling Order Entry and Scheduling Order Entry and Scheduling Order Entry and Scheduling Order Entry and Scheduling Order Entry and Scheduling Order Entry and Scheduling Order Entry and Scheduling Order Entry and Scheduling Order Entry and Scheduling Order Entry and Scheduling Order Entry and Scheduling Order Entry and Scheduling

Manage Orders Manage Orders Manage Orders Manage Orders Manage Orders Manage Orders Manage Orders Manage Orders Manage Orders Manage Orders Manage Products and Pricing Manage Products and Pricing Manage Products and Pricing Manage Products and Pricing Manage Products and Pricing Manage Products and Pricing Manage Products and Pricing Manage Products and Pricing Manage Products and Pricing Manage Products and Pricing Manage Products and Pricing Manage Products and Pricing Manage Products and Pricing Manage Products and Pricing Manage Products and Pricing Manage Products and Pricing Manage Products and Pricing Manage Products and Pricing Manage Products and Pricing Manage Products and Pricing Manage Products and Pricing Manage Products and Pricing Manage Products and Pricing Manage Products and Pricing Manage Products and Pricing

Not Identified Resolve Sales Order Holds Cancel/Change Sales Order Cancel/Change Sales Order Not Identified Not Identified Resolve Sales Order Holds Resolve Sales Order Holds Resolve Credit Holds on Sales Orders Not Identified Not Identified Maintain Price List Maintain Price List Not Identified Not Identified Not Identified Not Identified Maintain Price Discounts Maintain Price List Add Price List Maintain Price List Maintain Price Discounts Maintain Price Discounts Maintain Price Discounts Maintain Price Discounts Maintain Price Discounts Maintain Price Discounts Maintain Price Discounts Maintain Price List Maintain Price List Not Identified Maintain Price List Maintain Price List Maintain Price List Maintain GSA Prices

OM OM OM, AR, GL OM, AR, GL OM OM OM OM OM ALL OM,SE, INV OM OM OM,SE, INV OM,SE, INV OM,SE, INV OM,SE, INV OM OM OM, AR OM OM OM OM OM OM OM OM OM OM OM,SE, INV OM,INV OM OM OM

3 4 4 4 3 3 4 4 4 3 3 4 4 3 3 3 3 4 4 4 4 4 4 4 4 4 4 4 4 4 3 4 4 4 4

Order Taking Exception Handling Sales Sales Other Other Exception Handling Exception Handling Exception Handling Security Manage Items Order Pricing Order Pricing Product Types Product Types Product Types Manage Items Order Pricing Order Pricing Pricing Formulas Order Pricing Order Pricing Order Pricing Order Pricing Order Pricing Order Pricing Order Pricing Formulas Discounting Manage Items Product Types Order Pricing Order Pricing Order Pricing

Process,Setup Process Metric,Process Process Process

Which operations/processes do you want to streamline for Order Fulfillment? Process Who is responsible for putting orders on hold? Process Who is responsible for removing order holds? Process Who is responsible for resolving credit issues with order holds? Will there need to be terminal security for Order Fulfillment? If so please elaborate on setup and processing. Are you able to view all transactions associated with a given revision, serial number and/or lot? Can price list be overridden at time of order entry? Do customers have multiple price lists? Do you use best price pricing? Do customers order products by lot or serial no.? If so please elaborate on setup and processing. Do customers order products by revision level? If so please elaborate on setup and processing. Do customers reference their part numbers or yours? How and when are Customer part numbers referenced? Do use serial numbers to track items? Do you combine discounting conditions? If so please elaborate on setup and processing. Do you compute the average selling price of a product on a regular basis? If so please describe how the setup and process works. Do you create additional price lists in your business or customers? If so how many and how often? Do you define a formula to create a price relation? Do you discount by Customer class? If so please elaborate on setup and processing. Do you discount by Customer or Customer site? If so - please describe setup and process. Do you discount by order type? If so please elaborate on setup and processing. Do you discount by product/product line or product category? Do you discount by purchase order number? If so please elaborate on setup and processing. Do you discount by quantity? If so - please describe setup and process. Process Setup Process Setup Setup Process Process Process Process Setup Metric Setup & Process Setup Setup Setup Setup Setup Setup Setup

Do you discount in percent or dollar amounts? Do they vary per order? Setup Do you dynamically calculate the price based on a single or complex formula? Please provide details on setup and calculation? Setup Do you give total order price breaks? If so are they for all items or selected? Do you group and track items by lot? Why and how? Do you have a material catalogue? If so please elaborate on setup and processing. Do you have any items on a price list other than standard items? ie: service, warranty, packaging, etc? Do you have default price lists? If so please describe the setup and processing. Do you have GSA contracts that limit your commercial pricing? If so please describe the setup and processing. Do you have rules based pricing? (e.g. such as a matrix for computer product and CPU model) If so please describe how the setup and process works and provide an example. Do you have total order discounts? If so please elaborate on setup and processing. Do you maintain inter-company price lists? If so please elaborate on setup and processing. Do you price using formula based pricing? Please explain. Do you sell expiration dated material? If so please elaborate on setup and processing. Do you sell multiple units of measure for a single product? If so please elaborate on setup and processing. Do you tie currency code to price lists? Please explain and how many? Do you track items by revision ? Setup Process Setup Setup Setup Setup

4389 4390 4391 4392 4393 4394 4395 4396

Order Fulfillment Order Fulfillment Order Fulfillment Order Fulfillment Order Fulfillment Order Fulfillment Order Fulfillment Order Fulfillment

Order Entry and Scheduling Order Entry and Scheduling Order Entry and Scheduling Order Entry and Scheduling Order Entry and Scheduling Order Entry and Scheduling Order Entry and Scheduling Order Entry and Scheduling

Manage Products and Pricing Manage Products and Pricing Manage Products and Pricing Manage Products and Pricing Manage Products and Pricing Manage Products and Pricing Manage Products and Pricing Manage Products and Pricing

Maintain Price List Maintain Price Discounts Maintain Price List Maintain Price List Maintain Price List Maintain Price List Maintain Price List Not Identified

OM OM OM OM OM,INV OM,INV OM OM,SE, INV

4 4 4 4 4 4 4 3

Order Pricing Order Pricing Order Pricing Formulas Product Types Product Types Order Pricing Manage Items

Setup Setup Metric,Setup Setup Setup Process Setup Process

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RD.020 Business Process Questionnaire

OBM Level I
4397 4398 4399 4400 4401 4402 Order Fulfillment Order Fulfillment Order Fulfillment Order Fulfillment Order Fulfillment Order Fulfillment

OBM Level II
Order Entry and Scheduling Order Entry and Scheduling Order Entry and Scheduling Order Entry and Scheduling Order Entry and Scheduling Order Entry and Scheduling

OBM Level III

Manage Products and Pricing Manage Products and Pricing Manage Products and Pricing Manage Products and Pricing Manage Products and Pricing Manage Products and Pricing

OBM Level IV
Maintain Supplementary Charge Codes Maintain Price List Not Identified Maintain Price List Maintain Price List Maintain Price List

Application
OM, AR OM,INV OM, AR, GL, INV OM,INV OM OM

OBM Row No.

Process
4 4 3 4 4 4

Category
Order Pricing Product Types Manage Items Product Types Discounting Order Pricing

Process Analysis Questions

Do you use charge codes for orders or shipping that need to be added on the Customer order? Do you use container items (items that contain other items)? If so please elaborate on setup and usage. Do you use decimal quantities for units or items? Do you allow returns or orders in decimal quantities? Do you use load items (items that are loaded into a container)? If so please elaborate on setup and usage. Do you use price breaks by weight, volume, order quantity, or order value? Do you use pricing formulas? Please explain how they are calculated? Do you use standard item codes with default pricing and default accounting information? If so please elaborate on setup and the defaulting processes. Does your sales force have remote access to sales history, orders, and returns? Do you r customers have access to the same? How do you attach customers to price lists? How do you link the specific products/services that you sell, with general ledger accounts at Invoice Entry? How many active price lists do you have? How many valid order products do you have? How will you default tax codes and tax groups to orders and control override ability? If so how are your price breaks used and applied? If yes, then when are serial numbers assigned (at receipt, at shipment)? Is there a cross reference to the customer part number? If so please elaborate on setup and processing. If not - is there a manual cross reference? If so please elaborate on setup and processing. What are the units of measure you use when you order items? What default information do you use for price lists? What types of discounts do you use? Please provide a list of major categories and SASE examples. Who has access to update or add pricing item to the price list? How often and when are changes made to the price list? Will you be obtaining prices from sources external to Oracle Pricing via API connected to your custom code? Please elaborate in detail. Do you need to reserve items globally? Do you reserve items from other than the defaulted warehouse? Do you need to view other warehouses? How do you reserve item(s) for customers and orders? Please explain in detail. Are there any automatic holds, authorizations, or approvals that must occur? If so please provide a current list of holds, authorizations, or approvals by order type. Are they Based on transportation availability? Are they based on Customer due date? Are they based on inventory needs at your regional sites?

Type = Setup Metric Process Performance Response

Setup Setup Setup,Process Setup Setup Setup

Revisit Y/N

4403 4404 4405 4406 4407 4408 4409 4410 4411

Order Fulfillment Order Fulfillment Order Fulfillment Order Fulfillment Order Fulfillment Order Fulfillment Order Fulfillment Order Fulfillment Order Fulfillment

Order Entry and Scheduling Order Entry and Scheduling Order Entry and Scheduling Order Entry and Scheduling Order Entry and Scheduling Order Entry and Scheduling Order Entry and Scheduling Order Entry and Scheduling Order Entry and Scheduling

Manage Products and Pricing Manage Products and Pricing Manage Products and Pricing Manage Products and Pricing Manage Products and Pricing Manage Products and Pricing Manage Products and Pricing Manage Products and Pricing Manage Products and Pricing

Maintain Price List Not Identified Maintain Price List Maintain Price List Maintain Price List Maintain Price List Maintain Price List Maintain Price List Not Identified

OM, AR OM OM AR, GL OM OM,INV OM, AR OM OM,SE, INV

4 3 4 4 4 4 4 4 3

Sales Sales Order Pricing Invoicing Order Pricing Product Types Order Pricing Discounting Manage Items

Setup,Process Setup Setup Setup,Process Metric Metric Setup Setup Process

4412 4413 4414 4415 4416 4417 4418 4419 4420

Order Fulfillment Order Fulfillment Order Fulfillment Order Fulfillment Order Fulfillment Order Fulfillment Order Fulfillment Order Fulfillment Order Fulfillment

Order Entry and Scheduling Order Entry and Scheduling Order Entry and Scheduling Order Entry and Scheduling Order Entry and Scheduling Order Entry and Scheduling Order Entry and Scheduling Order Entry and Scheduling Order Entry and Scheduling

Manage Products and Pricing Manage Products and Pricing Manage Products and Pricing Manage Products and Pricing Manage Products and Pricing Manage Products and Pricing Not Identified Not Identified Not Identified

Not Identified Not Identified Maintain Price List Maintain Price Discounts Add Price List Maintain Price List Not Identified Not Identified Not Identified

OM,SE, INV OM, AR, GL, INV OM OM OM, AR OM, AR OM,SE,INV, ATP OM,SE,INV, ATP OM,SE,INV

3 3 4 4 5 4 2 2 2

Product Types Manage Items Order Pricing Order Pricing Security Order Pricing ATP ATP ATP

Setup Setup,Process Setup Setup Setup & Process Setup Process Process Process

4421 4422 4423 4424 4425 4426

Order Fulfillment Order Fulfillment Order Fulfillment Order Fulfillment Order Fulfillment Order Fulfillment

Order Entry and Scheduling Order Entry and Scheduling Order Entry and Scheduling Order Entry and Scheduling Order Entry and Scheduling Order Entry and Scheduling

Setup Order Process Setup Order Process Setup Order Process Setup Order Process Setup Order Process Setup Order Process

Defines and maintain Order Types Maintain Delivery and Transport Codes Maintain Delivery and Transport Codes Maintain Delivery and Transport Codes Maintain Delivery and Transport Codes Setup and maintain Abnormal Demand Triggers and Actions

OM OM, SE OM, SE OM, INV OM, SE All

4 4 4 4 4 4

Order Types Transportation Transportation Transportation Transportation Other

Process Process Process Process

Are they based on shipment to regional areas? Process Do you have any triggers or actions in your current system that would require customizations? Please explain in detail. Process Do you have custom international shipping documents? If so - please elaborate on setup and usage. Please provide SASE examples and identify what information is required on international shipping documents. Do you have sales representatives? How many? Please describe the assignment, storage, and maintenance process of sales representatives. Do you have specific procedures for the taking of each type of order? If so please provide a current procedures documents.

4427

Order Fulfillment

Order Entry and Scheduling

Setup Order Process

Maintain Delivery and Transport Codes

OM,SE,INV

Documents

Process

4428 4429

Order Fulfillment Order Fulfillment

Order Entry and Scheduling Order Entry and Scheduling

Setup Order Process Setup Order Process

Maintain Marketing Territory Codes OM,AR Defines and maintain Order Types OM

4 4

Sales Order Types

Process,Metric Process

4430 4431 4432 4433 4434 4435 4436 4437 4438 4439 4440 4441 4442 4443 4444 4445 4446 4447 4448 4449 4450 4451 4452 4453 4454 4455 4456 4457

Order Fulfillment Order Fulfillment Order Fulfillment Order Fulfillment Order Fulfillment Order Fulfillment Order Fulfillment Order Fulfillment Order Fulfillment Order Fulfillment Order Fulfillment Order Fulfillment Order Fulfillment Order Fulfillment Order Fulfillment Order Fulfillment Order Fulfillment Order Fulfillment Order Fulfillment Order Fulfillment Order Fulfillment Order Fulfillment Order Fulfillment Order Fulfillment Order Fulfillment Order Fulfillment Order Fulfillment Order Fulfillment

Order Entry and Scheduling Order Entry and Scheduling Order Entry and Scheduling Order Entry and Scheduling Order Entry and Scheduling Order Entry and Scheduling Order Entry and Scheduling Order Entry and Scheduling Order Entry and Scheduling Order Entry and Scheduling Order Entry and Scheduling Order Entry and Scheduling Order Entry and Scheduling Order Entry and Scheduling Order Entry and Scheduling Order Entry and Scheduling Order Entry and Scheduling Order Entry and Scheduling Order Entry and Scheduling Order Entry and Scheduling Order Entry and Scheduling Order Entry and Scheduling Order Entry and Scheduling Order Entry and Scheduling Order Entry and Scheduling Order Entry and Scheduling Order Entry and Scheduling Order Entry and Scheduling

Setup Order Process Setup Order Process Setup Order Process Setup Order Process Setup Order Process Setup Order Process Setup Order Process Setup Order Process Setup Order Process Setup Order Process Setup Order Process Setup Order Process Setup Order Process Setup Order Process Setup Order Process Setup Order Process Setup Order Process Setup Order Process Setup Order Process Setup Order Process Setup Order Process Setup Order Process Setup Order Process Setup Order Process Setup Order Process Setup Order Process Setup Order Process Setup Order Process

Define and Maintain Order Cycles Maintain Freight Carriers Maintain Delivery and Transport Codes Maintain Freight Carriers Maintain Delivery and Transport Codes

OM, WF OM, INV OM,SE OM, INV OM, SE

4 4 4 4 4 4 3 4 4 4 4 4 4 4 4 4 4 4 4 4 4

Sales Transportation Transportation Transportation Transportation Order Types Sales Sales Transportation Order Types Order Taking Transportation Transportation Transportation Transportation Transportation Sales Sales Transportation Transportation Departure Planning Sales

Do you maintain mandatory and/or optional reviews in your orders cycle for credit risk, legal compliance, and/or other approvals? If so please identify all reviews, possible outcomes, and cycles where they exist. Process Do you manage international shipments or does your carrier provide that service? Process Do you need a Transportation Calendar by Customer, by supplier, by carrier? Setup Do you need volume and weight information when tendering a load? Process Do you plan production based on Departures? Do you take international orders? If so please elaborate on setup and processing. Do you track non-revenue sales credits? If so - how does this process work and highlight any exceptions. Do you track Sales Territory Information? If so please explain how this process works. Do you use a Shipping Calendar or Carrier Calendar? Do you use blanket orders? If so please elaborate on setup and processing. Do you use order notes for customers or Customer service? Please explain and give examples. Do you wish to receive quotes for loads via the Internet? Do you wish to record freight charges onto the Sales Orders at the time of shipment? Do you wish to tender a load with a carrier via the Internet? Process Process Process Process Setup Process Setup & Process Process Process Process

Defines and maintain Order Types OM Not Identified OM, AR

Maintain Marketing Territory Codes OM,AR Maintain Freight Carriers OM,SE Defines and maintain Order Types OM Define and Maintain Order Notes Maintain Freight Carriers Maintain Delivery and Transport Codes Maintain Freight Carriers Maintain Delivery and Transport Codes Maintain Delivery and Transport Codes OM, SE OM, INV OM, INV OM, INV OM, INV OM, INV

Does the Transportation Plan effect available to promise dates to customers? Process Does the Transportation Plan include Sales Order Shipments and Service Repairs and RMA shipments? Process How do you assign commissions? How do you breakup territory for sales? How do you generate shipping schedules? How do you manage your carriers? How do you sequence deliveries within a departure? How is Sales Territory Information for tracking purposes derived? (i.e. Customer, salesperson etc.) How is the Transportation Plan communicated internally? How may shipments per month? If applicable, could one departure have several Customer destinations? If applicable, how do sequence vehicle load ordering for lines within a delivery? If applicable, how do you assign scheduled shipment lines to planned departures? If applicable, how do you estimate the numbers of containers required for shipment? Process Process Process Process Process Process Process Performance Process Process Process Process

Maintain Marketing Territory Codes OM,AR Maintain Marketing Territory Codes Maintain Delivery and Transport Codes Maintain Freight Carriers Maintain Delivery and Transport Codes OM,AR OM, SE OM, INV OM, SE

Maintain Marketing Territory Codes OM,AR Maintain Delivery and Transport Codes OM, INV Defines and maintain Order Types Maintain Delivery and Transport Codes Maintain Delivery and Transport Codes Maintain Delivery and Transport Codes Maintain Delivery and Transport Codes OM OM, SE OM, SE OM, SE OM, SE

4 4 4 4 4 4

Transportation Order Types Departure Planning Departure Planning Departure Planning Departure Planning

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RD.020 Business Process Questionnaire

OBM Level I
4458 4459 4460 4461 4462 4463 4464 4465 Order Fulfillment Order Fulfillment Order Fulfillment Order Fulfillment Order Fulfillment Order Fulfillment Order Fulfillment Order Fulfillment

OBM Level II
Order Entry and Scheduling Order Entry and Scheduling Order Entry and Scheduling Order Entry and Scheduling Order Entry and Scheduling Order Entry and Scheduling Order Entry and Scheduling Order Entry and Scheduling

OBM Level III

Setup Order Process Setup Order Process Setup Order Process Setup Order Process Setup Order Process Setup Order Process Setup Order Process Setup Order Process

OBM Level IV
Maintain Delivery and Transport Codes Maintain Delivery and Transport Codes Define and Maintain Order Cycles Maintain Delivery and Transport Codes

Application
OM, SE OM, SE OM, WF OM, SE

OBM Row No.

Process
4 4 4 4 4 4 3 4

Category
Departure Planning Departure Planning Sales Transportation Order Types Order Types Security Sales

Process Analysis Questions

If applicable, how do you factor in vehicle capacity information into your departure planning? If applicable, how do you schedule vehicle departures? If your sales order cycle involves product shipment, how do you manage partial shipments and resulting backorders? Is a delivery schedule integral with your current business software? Is there a different paper trail for each order type? If so please describe the paper trail and audit purpose, by order type. Is your order volume steady or seasonal? Please explain why. Map each GL user to a menu structure. Will any new ones need to be created for Order Fulfillment? If so please explain why. Please identify any sales order cycle that involves product shipment? Please highlight any exceptions. To what extent do you plan shipment departures - where a departure consists of delivery lines that are scheduled to be shipped in a specific vehicle on a specific date and time?

Type = Setup Metric Process Performance Response

Process Process Setup,Process Setup Process Performance Setup,Process Setup,Process

Revisit Y/N

Defines and maintain Order Types OM Defines and maintain Order Types OM Not Identified Define and Maintain Order Cycles Maintain Delivery and Transport Codes ALL OM, WF

4466

Order Fulfillment

Order Entry and Scheduling

Setup Order Process

OM, SE

Departure Planning

Process

4467 4468 4469 4470 4471

Order Fulfillment Order Fulfillment Order Fulfillment Order Fulfillment Order Fulfillment

Order Entry and Scheduling Order Entry and Scheduling Order Entry and Scheduling Order Entry and Scheduling Order Entry and Scheduling

Setup Order Process Setup Order Process Setup Order Process Setup Order Process Setup Order Process

Maintain Delivery and Transport Codes Maintain Customer Service Hold Codes Define and Maintain Order Cycles

OM OM OM, WF

4 4 4 4 3

Delivery Planning Exception Handling Sales Order Types Documents

To what extent do you use delivery based shipping - where a delivery consists of a set of delivery lines that are scheduled to be shipped to a Customers ship to location in a specific vehicle on a specific date and time? Process What are the factors that can place orders on hold? Please decode and abbreviations and meanings you may have to a 'holds list'. Setup What are the milestones of your sales order cycle? What are the required processing steps for each type of order? What are the types of documents that you generate? Please provide a complete, current list, and samples of each. Setup Setup Process

Defines and maintain Order Types OM Not Identified OM,SE,INV

4472 4473 4474

Order Fulfillment Order Fulfillment Order Fulfillment

Order Entry and Scheduling Order Entry and Scheduling Order Entry and Scheduling Order Specification and Configuration Setup Order Specification and Configuration Setup Order Specification and Configuration Setup Order Specification and Configuration Setup Order Specification and Configuration Setup Order Specification and Configuration Setup Order Specification and Configuration Setup Order Specification and Configuration Setup Order Specification and Configuration Setup Order Specification and Configuration Setup

Setup Order Process Setup Order Process Setup Order Process Generate Order Specification/Configuration to Bas Not Identified Review and Resolve Exceptions Review and Resolve Exceptions Setup Order Specification and Configuration Setup Order Specification and Configuration Setup Order Specification and Configuration Setup Order Specification and Configuration Setup Order Specification and Configuration Specify and Configure Order

Defines and maintain Order Types OM Defines and maintain Order Types OM Defines and maintain Order Types OM

4 4 4

Order Types Order Types Order Types

What are the types of orders that you process? (i.e. goods, services, returns) Please provide a categorized list of all order types. Setup What do you like about your current order entry system? What is the average number lines per order by order type? Process Performance

4475 4476 4477 4478 4479 4480 4481 4482 4483 4484

Order Fulfillment Order Fulfillment Order Fulfillment Order Fulfillment Order Fulfillment Order Fulfillment Order Fulfillment Order Fulfillment Order Fulfillment Order Fulfillment

Not Identified Not Identified Validate if Configured Order Review and Resolve Exceptions/Changes Set Up Options Set Up Rules

OM, BOM,WIP OM OM,INV OM,INV OM,INV OM,INV

3 2 4 4 4 4 4 4 3 3

Product Types Product Types Product Types Product Types Product Types Product Types Product Types Product Types Product Types Product Types

Do you promise configured orders based on a master schedule plan? If so please elaborate on how you meet requested date by setup and processing. Process Do you accept configured sales orders? If so please elaborate on setup and processing. Setup Do you have a validation process for configured orders? Process Who and how do you review or resolve exceptions or changes on configured orders? Process Do you have a special price list for configured products? If so - how does it differ and please provide a sample. Process Do you have constraint or specific rules for configuration orders? Do you have documentation that is required to accompany the configured item(s) on the order? Process Setup

Submit Sales Order Documentation OM,INV Set Up Options Not Identified Not Identified OM,INV OM, BOM,WIP OM

How do you check Available to Promise for configured orders? Process When is a configured order considered a committed order? (i.e. at order entry, booking, when ship date promised) Process Do you accept Customer configured sales orders? If so please elaborate on setup and processing. Process Do you give the Customer a ship date while on the phone? If so please elaborate on how you meet requested date by setup and processing. Process If you process configured orders - do you attempt to reserve new sales order configurations to existing item master configurations? Process If you process configured orders, do you attempt to match a new sales order configuration to an existing configuration already in your item master? Process What percent of all orders are configured? Are there any type of custom pricing reports you use? If so please elaborate with examples. Do you have items that are promotional items only? If so please explain. Do you use an item hierarchy for the promotional price list ? Metric Process, Setup Process Setup

4485 4486

Order Fulfillment Order Fulfillment

Order Specification and Configuration Setup Specify and Configure Order Order Specification and Configuration Setup Specify and Configure Order Order Specification and Configuration Setup Specify and Configure Order Order Specification and Configuration Setup Specify and Configure Order Order Entry and Scheduling Order Entry and Scheduling Order Entry and Scheduling Order Entry and Scheduling Order Entry and Scheduling Order Entry and Scheduling Order Entry and Scheduling Order Entry and Scheduling Order Entry and Scheduling Order Entry and Scheduling Order Entry and Scheduling Order Entry and Scheduling Order Entry and Scheduling Order Entry and Scheduling Order Entry and Scheduling Order Entry and Scheduling Order Entry and Scheduling Order Entry and Scheduling Order Entry and Scheduling Order Entry and Scheduling Order Entry and Scheduling Order Entry and Scheduling Order Entry and Scheduling Order Entry and Scheduling Order Entry and Scheduling Order Entry and Scheduling Manage Products and Pricing Manage Products and Pricing Manage Products and Pricing Manage Products and Pricing Manage Products and Pricing Manage Products and Pricing Manage Products and Pricing Manage Products and Pricing Manage Products and Pricing Manage Products and Pricing Manage Products and Pricing Manage Products and Pricing Manage Products and Pricing Manage Products and Pricing Manage Products and Pricing Manage Products and Pricing Manage Products and Pricing Manage Products and Pricing Manage Products and Pricing Manage Products and Pricing Setup Order Process Setup Order Process Setup Order Process Setup Order Process Setup Order Process Setup Order Process

Not Identified Not Identified

OM,INV OM

3 3

Product Types Product Types

4487 4488 4489 4490 4491 4492 4493 4494 4495 4496 4497 4498 4499 4500 4501 4502 4503 4504 4505 4506 4507 4508 4509 4510 4511 4512 4513 4514

Order Fulfillment Order Fulfillment Order Fulfillment Order Fulfillment Order Fulfillment Order Fulfillment Order Fulfillment Order Fulfillment Order Fulfillment Order Fulfillment Order Fulfillment Order Fulfillment Order Fulfillment Order Fulfillment Order Fulfillment Order Fulfillment Order Fulfillment Order Fulfillment Order Fulfillment Order Fulfillment Order Fulfillment Order Fulfillment Order Fulfillment Order Fulfillment Order Fulfillment Order Fulfillment Order Fulfillment Order Fulfillment

Not Identified Not Identified Setup and Maintain Price Promotions Setup and Maintain Price Promotions Setup and Maintain Price Promotions Setup and Maintain Price Promotions Setup and Maintain Price Promotions Setup and Maintain Price Promotions Setup and Maintain Price Promotions Setup and Maintain Price Promotions Setup and Maintain Price Promotions Setup and Maintain Price Promotions Setup and Maintain Price Promotions Setup and Maintain Price Promotions Setup and Maintain Price Promotions Setup and Maintain Price Promotions Setup and Maintain Price Promotions Setup and Maintain Price Promotions Setup and Maintain Price Promotions Setup and Maintain Price Promotions Setup and Maintain Price Promotions Setup and Maintain Price Promotions Setup and Maintain Promotions Setup and Maintain Promotions Setup and Maintain Promotions Setup and Maintain Promotions Setup and Maintain Promotions Setup and Maintain Promotions

OM OM QP QP QP QP QP,AR QP QP QP, AR QP, AR QP QP QP, AR QP QP QP QP QP QP QP QP QP QP QP QP QP QP

3 3 4 4 4 4 4 4 4 4 4 4 4 4 4 4 4 4 4 4 4 4 4 4 4 4 4 4

Product Types Product Types Reports Price Lists Price Lists Reports Payment Terms Promotions Dates Free Goods Accruals Accruals Coupons Pricing Breaks Reports Security Pricing Attribute Pricing Breaks Pricing Modifiers Pricing Qualifier Pricing Attribute Pricing Modifiers Pricing Qualifier Price Lists Pricing Attribute Coupons Pricing Modifiers Pricing Modifiers Pricing Modifiers

Do you use or require pricing reports? If so what type and format do you use? Process, Setup Do your payment terms change during a promotion? If so please explain. Do your promotion dates change during a promotion? If so please explain. How do you account for and process free goods? How do you manage customer accrual dollars? How do you pay out customer accrual dollars? How often? How do you process Coupons? Is there a collection method for these coupons? Please explain. How often do you need to change or add the pricing breaks? For a promotion? Please explain. What historical reporting is required for promotions? If so how is this promotion history captured? What type of security is needed for pricing, promotions and discounting? Who maintains the promotional updates? Who will maintain the pricing attributes? Who will maintain the pricing breaks? Who will maintain the pricing modifiers? Who will maintain the pricing qualifiers? Will you have a need to change or add the pricing attributes during a effective promotion? Please explain. Will you have a need to change or add the pricing modifiers during a effective promotion? Please explain. Will you have a need to change or add the pricing qualifiers during a effective promotion? Please explain. Are there any Oracle CRM applications that will need promotion pricing in addition to Order Management Pricing? Please explain Are there any other pricing attributes that will be used for pricing? Please explain. Do you accept coupons on an customer order? If so how much of the coupon do you apply? Do you create cascading modifiers? Do you create eligibility rules for modifiers by assigning list or line level qualifiers? Do you create exclusive modifiers? Process Process Process Process Process Process Process Process, Setup Process, Setup Process Process Process Process Setup Setup Setup Setup Setup Setup Setup Setup Setup

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RD.020 Business Process Questionnaire

OBM Level I
4515 4516 4517 4518 Order Fulfillment Order Fulfillment Order Fulfillment Order Fulfillment

OBM Level II
Order Entry and Scheduling Order Entry and Scheduling Order Entry and Scheduling Order Entry and Scheduling

OBM Level III

Setup Order Process Setup Order Process Setup Order Process Setup Order Process

OBM Level IV
Setup and Maintain Promotions Setup and Maintain Promotions Setup and Maintain Promotions Setup and Maintain Promotions

Application
QP QP QP QP

OBM Row No.

Process
4 4 4 4

Category
Pricing Qualifier Pricing Attribute Pricing Modifiers Price Lists

Process Analysis Questions

Do you currently use some form of eligibility qualifiers for pricing? Do you currently use some form of pricing attributes for pricing? Do you currently use some form of pricing modifiers for pricing? Do you define a listing of predefined lookup types and associated values for pricing? Do you ever add additional item(s) to the promotion while the promotion is in effect? If so how often and how is it applied for effectively within the promotion? Do you have different payment terms that are attached to promotions? If so please explain. Do you have separate price lists for promotions? If so how many? Do you mark discounts exclusive or incompatible to each other? Do you match effectively dates for promotional discounting? Please explain. Do you offer a coupon(s) for future pricing discounts when specific item(s) are ordered? Do you offer buy one get one type of free goods? If so please explain how they are applied. Do you offer discounts as well as surcharges for pricing modifiers? Do you offer free goods? How does your free goods get applied to the order line? Do you offer gift certificates? If so how do you process them on a promotional order? Do you offer item upgrades or item replacements for a specific item ordered? Please Explain. Do you offer multiple deals for the same customer/order? Please explain and also how this is achieved? Do you offer other item discounts when specific item(s) are ordered? Do you use deals for specific or groups of customers in pricing? Do you use negative promotional pricing? Please explain in detail how this is used. Do you use pricing breaks? How do you apply them?

Type = Setup Metric Process Performance Response

Setup Setup Setup Setup

Revisit Y/N

4519 4520 4521 4522 4523 4524 4525 4526 4527 4528 4529 4530 4531 4532 4533 4534

Order Fulfillment Order Fulfillment Order Fulfillment Order Fulfillment Order Fulfillment Order Fulfillment Order Fulfillment Order Fulfillment Order Fulfillment Order Fulfillment Order Fulfillment Order Fulfillment Order Fulfillment Order Fulfillment Order Fulfillment Order Fulfillment

Order Entry and Scheduling Order Entry and Scheduling Order Entry and Scheduling Order Entry and Scheduling Order Entry and Scheduling Order Entry and Scheduling Order Entry and Scheduling Order Entry and Scheduling Order Entry and Scheduling Order Entry and Scheduling Order Entry and Scheduling Order Entry and Scheduling Order Entry and Scheduling Order Entry and Scheduling Order Entry and Scheduling Order Entry and Scheduling

Setup Order Process Setup Order Process Setup Order Process Setup Order Process Setup Order Process Setup Order Process Setup Order Process Setup Order Process Setup Order Process Setup Order Process Setup Order Process Setup Order Process Setup Order Process Setup Order Process Setup Order Process Setup Order Process

Setup and Maintain Promotions Setup and Maintain Promotions Setup and Maintain Promotions Setup and Maintain Promotions Setup and Maintain Promotions Setup and Maintain Promotions Setup and Maintain Promotions Setup and Maintain Promotions Setup and Maintain Promotions Setup and Maintain Promotions Setup and Maintain Promotions Setup and Maintain Promotions Setup and Maintain Promotions Setup and Maintain Promotions Setup and Maintain Promotions Setup and Maintain Promotions

QP QP,AR QP QP QP QP QP QP QP QP QP QP QP QP QP QP

4 4 4 4 4 4 4 4 4 4 4 4 4 4 4 4

Price Lists Payment Terms Price Lists Pricing Breaks Pricing Modifiers Coupons Free Goods Pricing Modifiers Free Goods Coupons Pricing Modifiers Deals & Accruals Pricing Modifiers Deals & Accruals Price Lists Pricing Breaks

Process, Setup Setup Setup Setup Setup Setup Setup Setup Setup Setup Setup Setup Setup Setup Setup Setup

4535 4536 4537 4538 4539 4540 4541 4542 4543 4544 4545 4546 4547 4548 4549 4550 4551 4552 4553 4554 4555 4556 4557 4558 4559 4560 4561 4562 4563

Order Fulfillment Order Fulfillment Order Fulfillment Order Fulfillment Order Fulfillment Order Fulfillment Order Fulfillment Order Fulfillment Order Fulfillment Order Fulfillment Order Fulfillment Order Fulfillment Order Fulfillment Order Fulfillment Order Fulfillment Order Fulfillment Order Fulfillment Order Fulfillment Order Fulfillment Order Fulfillment Order Fulfillment Planning and Forecasting Planning and Forecasting Planning and Forecasting Planning and Forecasting Planning and Forecasting Planning and Forecasting Planning and Forecasting Planning and Forecasting

Order Entry and Scheduling Order Entry and Scheduling Order Entry and Scheduling Order Entry and Scheduling Order Entry and Scheduling Order Entry and Scheduling Order Entry and Scheduling Order Entry and Scheduling Order Entry and Scheduling Order Entry and Scheduling Order Entry and Scheduling Order Entry and Scheduling Order Entry and Scheduling Order Entry and Scheduling Order Entry and Scheduling Order Entry and Scheduling Order Entry and Scheduling Order Entry and Scheduling Order Entry and Scheduling Order Entry and Scheduling Order Entry and Scheduling Demand Management Demand Management Demand Management Demand Management Demand Management Demand Management Demand Management Demand Management

Setup Order Process Setup Order Process Setup Order Process Setup Order Process Setup Order Process Setup Order Process Setup Order Process Setup Order Process Setup Order Process Setup Order Process Setup Order Process Setup Order Process Setup Order Process Setup Order Process Setup Order Process Setup Order Process Setup Order Process Setup Order Process Setup Order Process Setup Order Process Setup Order Process Manage Forecasts Manage Forecasts Manage Forecasts Manage Forecasts Manage Forecasts Manage Forecasts Manage Forecasts Manage Forecasts

Setup and Maintain Promotions Setup and Maintain Promotions Setup and Maintain Promotions Setup and Maintain Promotions Setup and Maintain Promotions Setup and Maintain Promotions Setup and Maintain Promotions Setup and Maintain Promotions Setup and Maintain Promotions Setup and Maintain Promotions Setup and Maintain Promotions Setup and Maintain Promotions Setup and Maintain Promotions Setup and Maintain Promotions Setup and Maintain Promotions Setup and Maintain Promotions Setup and Maintain Promotions Setup and Maintain Promotions Setup and Maintain Promotions Setup and Maintain Promotions Setup and Maintain Promotions Generate Updated Forecast Identify and Establish Policies Generate and Setup Forecasting System Identify and Establish Policies Identify and Establish Policies Conduct Sales and Operational Planning Conduct Sales and Operational Planning Conduct Sales and Operational Planning Conduct Sales and Operational Planning Conduct Sales and Operational Planning Conduct Sales and Operational Planning Conduct Sales and Operational Planning Define and Setup Forecasting System Define and Setup Forecasting System Define and Setup Forecasting System Define and Setup Forecasting System Define and Setup Forecasting System Define and Setup Forecasting System Conduct Sales and Operational Planning Conduct Sales and Operational Planning Identify and Establish Policies Identify and Establish Policies

QP,AR QP QP QP QP QP QP QP QP QP,AR QP QP QP QP QP QP QP QP QP QP QP MPS, OM MPS, OM INV, MPS, OM Web Customers Demand Planning, OM Demand Planning, OM Demand Planning, OM Demand Planning, OM Demand Planning, OM Demand Planning, OM Demand Planning, OM Demand Planning, OM Demand Planning, OM Demand Planning, OM Demand Planning, OM

4 4 4 4 4 4 4 4 4 4 4 4 4 4 4 4 4 4 4 4 4 10 10 10 10 10 10 10 10

Payment Terms Coupons Promotions Dates Price Lists Price Lists Price Lists Price Lists Pricing Attribute Price Lists Deals & Accruals Price Lists Price Lists Pricing Modifiers Pricing Qualifier Pricing Modifiers Pricing Qualifier Pricing Qualifier Pricing Qualifier Pricing Breaks Pricing Qualifier Collection/Analysis Collection/Analysis Collection/Analysis Collection/Analysis Demand Forecast Demand Forecast Collection/Analysis Collection/Analysis

Do you use terms upgrades based on customer items ordered where by upgrading payments, shipping or freight terms? Please explain? Setup How is the coupon validated for discounting a promotion? Setup How long do your promotions run for? Do your promotions dates overlay with other promotions? Setup How will the promotion price list be determined? Are there any exceptions to the rules applied here? Setup What currencies will be used for pricing promotions? Are the price lists setup for this currency now? Setup What event phases need to be mapped for pricing and discounting? Are there any restrictions? Please explain. Setup What system sourcing will be used for promotion pricing? Please elaborate if other than Oracle Pricing. Setup Will pricing attribute sourcing rules will be used? Please explain how these rules apply? Setup Will the pricing/promotions be applicable to the entire organization or to one operating unit? Setup Will you be creating monetary or non-monetary promotional accruals? Setup Will you be using N-Dimensional pricing to discount in promotions? Please explain. Setup Will you need to setup profile classes for customer promotional pricing? Please explain. Setup Will you use add promotional goods to a customer order and adjust pricing when a customer orders specific item(s)? Setup Will you use customer classes or specific customer groups for eligibility qualifiers? Setup Will you use multiple modifier types in discounting a customer order? Setup Will you use order amounts or line volumes for eligibility qualifiers? Setup Will you use Order Types, Shipment Date, or Line Type as a predefined eligibility qualifier?? Setup Will you use Payment Term, Freight Term, or Shipping Terms, as a predefined eligibility qualifier? Setup Will you use price breaks to discount or surcharge price adjustment or benefit when a customer orders one or more specific item(s)? Setup Will you use specific customers, Bill-To, or Sales Channel as a predefined eligibility qualifier? Setup Setup How do you track market demand for your products? Process Do you have regional market demand? Process Do you use historical demand to assist the forecasting process? Do you collaborate with your customers to allow them to enter, via the web, their own forecasts? What are your forecast demand sources? Do you create a forecast for each demand source? Do you use formal methods and/or PC based tools to assist the forecasting process? Process Process Process Process Process

1006 1006 1006 1006 1006 1006 1006 1006

4564 4565

Planning and Forecasting Planning and Forecasting

Demand Management Demand Management

Manage Forecasts Manage Forecasts

1006 1006

10 10

Collection/Analysis Collection/Analysis

Do you use different forecasting techniques for different sources of demand? Process Do you use any of the following forecasting techniques? Exponential smoothing? Hot-Winters? Seasonal adjustments? Trend Lines? Best-fit model? Process Do you have seasonal or highly variable demand? Process

4566 4567 4568 4569 4570 4571 4572 4573 4574 4575 4576 4577

Planning and Forecasting Planning and Forecasting Planning and Forecasting Planning and Forecasting Planning and Forecasting Planning and Forecasting Planning and Forecasting Planning and Forecasting Planning and Forecasting Planning and Forecasting Planning and Forecasting Planning and Forecasting

Demand Management Demand Management Demand Management Demand Management Demand Management Demand Management Demand Management Demand Management Demand Management Demand Management Demand Management Demand Management

Manage Forecasts Manage Forecasts Manage Forecasts Manage Forecasts Manage Forecasts Manage Forecasts Manage Forecasts Manage Forecasts Manage Forecasts Manage Forecasts Manage Forecasts Manage Forecasts

1006 1006 1006 1006 1006

10 10 10 10 10 10 10 10 10 10 10 10

Collection/Analysis Collection/Analysis Collection/Analysis Collection/Analysis Demand Forecast Forecast Level Forecast Level Forecast Level Demand Forecast Demand Forecast Forecast Level Maintenance

Do you create multiple forecasting scenarios? Sales Forecast, Marketing Forecast, Budget, Constrained vs. Unconstrained? Process Do you consolidate forecasts for production? Process Do you create forecast reconciliation by generating aggregate forecasts from detailed forecasts? Process Do you create forecast reconciliation by generating detailed forecasts from aggregate forecasts? Process Do you forecast in multiple units of measure? (DFUs) Do you forecast by product family or by configuration model or by item or in some combination? Do you forecast end item and/or spares demand? Do you forecast configured products? Do you group demand forecasts for planning or consumption or order promising purposes? Do you separate your demand forecast from the forecast used to drive production? How many and on what level for an item do you forecast on a weekly basis? Monthly basis? Process Process Process Process Setup Process Performance

APS, SCP, MPS/MRP 1006 APS, SCP, MPS/MRP 1006 APS, SCP, MPS/MRP 1006 APS, SCP, MPS/MRP 1006 APS, SCP, MPS/MRP 1006 APS, SCP, MPS/MRP 1006 APS, SCP, MPS/MRP 1006 APS, Demand Planning, SCP, MPS/MRP 1006

What is the forecast system processing time during the peak forecast period? Performance

4578

Planning and Forecasting

Demand Management

Manage Forecasts

Identify and Establish Policies

10

Maintenance

How do you maintain your Forecasting data?

Process

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RD.020 Business Process Questionnaire

OBM Level I
4579 4580 4581 4582 4583 4584 4585 4586 Planning and Forecasting Planning and Forecasting Planning and Forecasting Planning and Forecasting Planning and Forecasting Planning and Forecasting Planning and Forecasting Planning and Forecasting

OBM Level II
Demand Management Demand Management Demand Management Demand Management Demand Management Demand Management Demand Management Demand Management

OBM Level III

Manage Forecasts Manage Forecasts Manage Forecasts Manage Forecasts Manage Forecasts Manage Forecasts Manage Forecasts Manage Forecasts

OBM Level IV
Issue Forecast Generate Performance Measures Generate Performance Measures Review Forecast Conduct Sales and Operational Planning Conduct Sales and Operational Planning Conduct Sales and Operational Planning Conduct Sales and Operational Planning Conduct Sales and Operational Planning Conduct Sales and Operational Planning Identify and Establish Policies Identify and Establish Policies Identify and Establish Policies Conduct Sales and Operational Planning Conduct Sales and Operational Planning Generate Performance Measures Identify and Establish Policies Identify and Establish Policies

Application
MPS MPS INV, MPS MPS/MRP MRP, OM INV, MPS Flow Mfg, MPS INV, MPS

OBM Row No.

1006 1006 1006 1006 1006 1006 1006 1006

Process
10 10 10 10 10 10 10 10

Category
Maintenance Maintenance Generate Performance Measures Demand Forecast Demand Forecast Demand Forecast Demand Forecast Demand Forecast

Process Analysis Questions

Type = Setup Metric Process Performance Response

Revisit Y/N

How long does the typical forecast cycle take (from source to consolidation of forecast)? Metric What types of drivers would cause forecast changes and adjustments? Do you track forecast accuracy, and change your plans accordingly? Where is the last point in the current system that allows you to change forecasts? Do you drive near term production from sales orders and/or forecasts? Do you stock material to respond to seasonal or highly variable demand? I.e. forecast inaccuracy How quickly can you respond to rapid demand changes without adding safety stock? Do you keep extra capacity available because of demand fluctuations? I.e.; forecast inaccuracy To reduce forecast uncertainty, do you intend to collaborate, by sharing information, with your trading partners? Forecasts from Customers and supply commitments from your Suppliers? How often do you have to change materials to respond to changes on demand? (For example, if you are in the clothing business, change from wool to cotton). Which operations/processes do you want to streamline for Forecasting? Which operations/processes do you want to eliminate for Forecasting? Are there any time-intensive Forecasting operations/processes that need to be addressed? Do you manipulate forecasts and automatically turn them into the MPS? Describe your techniques. How long does the MPS take to finalize? Process Performance Process Process Process Process Process

4587

Planning and Forecasting

Demand Management

Manage Forecasts

SS Web Apps

1006

10

Demand Forecast

Process

4588 4589 4590 4591 4592 4593 4594 4595 4596

Planning and Forecasting Planning and Forecasting Planning and Forecasting Planning and Forecasting Planning and Forecasting Planning and Forecasting Planning and Forecasting Planning and Forecasting Planning and Forecasting

Demand Management Demand Management Demand Management Demand Management Demand Management Demand Management Demand Management Demand Management Demand Management

Manage Forecasts Manage Forecasts Manage Forecasts Manage Forecasts Manage Forecasts Manage Forecasts Manage Forecasts Manage Forecasts Manage Forecasts

MPS/MRP

1006

10 10 10 10 11 11 10 10 10

Demand Forecast Operations Operations Operations Forecasting Forecasting Generate Performance Measures Reporting Reporting

Process Process Process Process Process Metric

Not module specific 1006 Not module specific 1006 Not module specific 1006 MRP MRP BIS, Demand Planning 1006 1006 1006

Not module specific 1006 Not module specific 1006

4597 4598 4599 4600 4601 4602 4603 4604 4605 4606 4607 4608 4609 4610 4611 4612 4613 4614 4615

Planning and Forecasting Planning and Forecasting Planning and Forecasting Planning and Forecasting Planning and Forecasting Planning and Forecasting Planning and Forecasting Planning and Forecasting Planning and Forecasting Planning and Forecasting Planning and Forecasting Planning and Forecasting Planning and Forecasting Planning and Forecasting Planning and Forecasting Planning and Forecasting Planning and Forecasting Planning and Forecasting Planning and Forecasting

Demand Management Demand Management Demand Management Demand Management Demand Management Demand Management Demand Management Demand Management Demand Management Demand Management Demand Management Demand Management Demand Management Demand Management Demand Management Demand Management Demand Management Demand Management Demand Management

Manage Forecasts Manage Forecasts Manage Forecasts Manage Forecasts Manage Forecasts Manage Forecasts Manage Forecasts Manage Forecasts Manage Forecasts Manage Forecasts Manage Forecasts Manage Forecasts Manage Forecasts Manage Forecasts Manage Forecasts Manage Forecasts Manage Forecasts Manage Forecasts Manage Forecasts

Identify and Establish Policies Identify and Establish Policies Identify and Establish Policies Identify and Establish Policies Identify and Establish Policies Identify and Establish Policies Identify and Establish Policies Identify and Establish Policies Identify and Establish Policies Identify and Establish Policies Identify and Establish Policies Identify and Establish Policies Identify and Establish Policies Identify and Establish Policies Identify and Establish Policies Identify and Establish Policies Identify and Establish Policies Identify and Establish Policies Identify and Establish Policies

Not module specific 1006 Not module specific 1006 Not module specific 1006 Not module specific 1006 Not module specific 1006 Not module specific 1006 Not module specific 1006 Not module specific 1006 Not module specific 1006 Not module specific 1006 Not module specific 1006 Not module specific 1006 Not module specific 1006 Not module specific 1006 Not module specific 1006 Not module specific 1006 ALL 1006

10 10 10 10 10 10 10 10 10 10 10 10 10 10 10 10 10 10 10

Reporting Reporting Reporting Reporting Reporting Reporting Reporting Reporting Reporting Reporting Reporting Reporting Reporting Reporting Reporting Reporting Reporting Reporting Reporting

What business performance statistics do you monitor for Forecasting? Process What are your Forecasting reporting requirements with respect to functional vs. foreign currencies? Setup, Process What are your Forecasting reporting requirements with respect to summary or detail formats? Obtain report listing. Setup, Process What reports do you currently generate to meet your Forecasting reporting requirements? Provide examples of each. Include source (could be manual), user, frequency, number of copies. SETup, Process Is there any Forecasting reporting requirement that your current set of reports does not meet? Setup Are Forecasting reports standard across multiple Manufacturing sites, for example, subsidiaries? Setup Are Forecasting reports standard across multiple levels within Manufacturing sites, i e., divisions? Setup What information is needed i e., actual sales orders, are required on Forecasting reports? Setup Do you provide a "key" of content/information somewhere on the Forecasting report? Setup What Forecasting reports are grouped together on a regular basis and printed in one print run? SETup, Process Who receives a copy of the Forecasting reports? What is the criteria for determining who should receive a copy of any Forecasting report? How do you update a Forecasting reports distribution list? Is the process to update a Forecasting reports distribution list documented? How long does it take to update a Forecasting reports distribution list? How long should it take to update a Forecasting reports distribution list? Who performs the tasks associated with updating a Forecasting reports distribution list? Is there any requirement for on-line (softcopy) distribution and/or remote location printing for Forecasting reports? Do some of these Forecasting reports belong in report sets? Always being run together? Do the separate business units run their own Forecasting reports? What type of printers do you run Forecasting reports (including checks, purchase orders etc.) on? Where are they located? Do you run Forecasting reports by sales channel, by production site, by product family? Do you have security requirements on who can enter data for Forecasting? (e.g. by planner, by production site, by corporate site?) Do you have security reports on who can run Forecasting reports? (by planner, by production site, by corporate site?) Will there need to be terminal security for Forecasting? Do you run security reports on a regular basis for Forecasting? Do you have documentation on your current system security requirements for Forecasting? Map each GL user to a menu structure. Will any new ones need to be created for Forecasting? Do you need to prioritize demand? by profit margin, by customer priority, by demand type, by promise date? Do you hit your production schedules within your tolerance? Do you pick to order ? Do you maintain a delivery schedule to your regions or to your sites? Process Do you build to the delivery schedule to each region? (That is, build to a truck schedule). Process Do you plan to include DRP requirements in a global material and capacity plan? (I.e.; plan the entire supply chain?) Process Do you have just-in-time needs for purchasing or production? Are you required to Print Shop floor packets? If so what is the basis of the requirement? Do you retain shop floor documentation( the hard copies) after production is completed? If so, for how long? Setup Process Process Process Process Process Process Process Process Process SETup, Process Setup Process, Performance SETup, Performance Process

Not module specific 1006 Not module specific 1006

4616 4617 4618 4619 4620 4621 4622 4623 4624 4625 4626 4627 4628 4629 4630 4631 4632 4633 4634 4635 4636

Planning and Forecasting Planning and Forecasting Planning and Forecasting Planning and Forecasting Planning and Forecasting Planning and Forecasting Planning and Forecasting Planning and Forecasting Planning and Forecasting Planning and Forecasting Planning and Forecasting Planning and Forecasting Planning and Forecasting Planning and Forecasting Planning and Forecasting Planning and Forecasting Planning and Forecasting Planning and Forecasting Planning and Forecasting Planning and Forecasting Planning and Forecasting

Demand Management Demand Management Demand Management Demand Management Demand Management Demand Management Demand Management

Manage Forecasts Manage Forecasts Manage Forecasts Manage Forecasts Manage Forecasts Manage Forecasts Set Policies & Parameters

Identify and Establish Policies Identify and Establish Policies Identify and Establish Policies Identify and Establish Policies Identify and Establish Policies Generate and Setup Forecasting System Set Material Planning Policies & Parameters Set Material Planning Policies & Parameters Set DRP Policies & Parameters Set DRP Policies & Parameters Set DRP Policies & Parameters Set DRP Policies & Parameters Set Material Planning Policies & Parameters Set Material Planning Policies & Parameters Set Material Planning Policies & Parameters Set Material Planning Policies & Parameters Set Material Planning Policies & Parameters Set Material Planning Policies & Parameters Set Material Planning Policies & Parameters Set Material Planning Policies & Parameters Not identified

Not module specific 1006 Not module specific 1006 Not module specific 1006 Not module specific 1006 Not module specific 1006 Not module specific 1006 MRP WIP INV MPS WIP APS, SCP MRP, WIP MRP MRP MRP MRP, PO, WIP MRP, PO MRP, WIP MRP NS 1043 1043 1043 1043 1026 924 1006 1043 1022 1022 1022 1022 1043

10 10 10 10 10 10

Security Security Security Security Security Security Planning

Process SETup, Process Setup Process Process SETup, Process Performance Metric

Distribution and Production Schedules Control Production Activity Distribution and Production Schedules Plan DRP Distribution and Production Schedules Plan DRP Distribution and Production Schedules Plan DRP Distribution and Production Schedules Plan DRP Distribution and Production Schedules Plan Production Materials Distribution and Production Schedules Print Shop Packets Distribution and Production Schedules Print Shop Packets Distribution and Production Schedules Release Production Schedule Distribution and Production Schedules Release Production Schedule Distribution and Production Schedules Release Production Schedule Distribution and Production Schedules Set Policies & Parameters Distribution and Production Schedules Set Policies & Parameters Distribution Resources Plan not identified

11 22 22 22 22 11

Planning Material Planning Material Planning Material Planning Material Planning WO & PO Release Operations Operations

11 11 11 11

WO & PO Release WO & PO Release WO & PO Release WO & PO Release Planning Production Type

How often do you launch work orders or purchase orders? Setup Do you automatically generate and confirm released workorders and purchase orders? Process Do you autorelease to suppliers based on the material plan? Process Do shortages play a major role in scheduling and launching work orders? Do you 'kit short' shop orders? Process Do you need delivery dates quoted real time? Do you use available to promise routines? Performance Do you use flow manufacturing? Setup

12

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OBM Level I
4637 4638 4639 4640 4641 4642 4643 4644 4645 4646 4647 4648 4649 4650 4651 4652 4653 4654 4655 4656 4657 4658 4659 4660 4661 4662 4663 4664 4665 4666 4667 4668 4669 4670 4671 4672 4673 4674 4675 4676 4677 4678 4679 4680 Planning and Forecasting Planning and Forecasting Planning and Forecasting Planning and Forecasting Planning and Forecasting Planning and Forecasting Planning and Forecasting Planning and Forecasting Planning and Forecasting Planning and Forecasting Planning and Forecasting Planning and Forecasting Planning and Forecasting Planning and Forecasting Planning and Forecasting Planning and Forecasting Planning and Forecasting Planning and Forecasting Planning and Forecasting Planning and Forecasting Planning and Forecasting Planning and Forecasting Planning and Forecasting Planning and Forecasting Planning and Forecasting Planning and Forecasting Planning and Forecasting Planning and Forecasting Planning and Forecasting Planning and Forecasting Planning and Forecasting Planning and Forecasting Planning and Forecasting Planning and Forecasting Planning and Forecasting Planning and Forecasting Planning and Forecasting Planning and Forecasting Planning and Forecasting Planning and Forecasting Planning and Forecasting Planning and Forecasting Planning and Forecasting Planning and Forecasting

OBM Level II
Distribution Resources Plan Distribution Resources Plan Distribution Resources Plan Distribution Resources Plan Distribution Resources Plan Distribution Resources Plan Distribution Resources Plan Distribution Resources Plan Distribution Resources Plan Distribution Resources Plan Distribution Resources Plan Distribution Resources Plan Distribution Resources Plan Distribution Resources Plan Distribution Resources Plan Distribution Resources Plan Distribution Resources Plan Distribution Resources Plan Distribution Resources Plan Distribution Resources Plan Distribution Resources Plan Distribution Resources Plan Distribution Resources Plan Distribution Resources Plan Distribution Resources Plan Distribution Resources Plan Distribution Resources Plan Distribution Resources Plan Distribution Resources Plan Distribution Resources Plan Distribution Resources Plan Distribution Resources Plan Distribution Resources Plan Distribution Resources Plan Distribution Resources Plan Distribution Resources Plan Distribution Resources Plan Distribution Resources Plan Distribution Resources Plan Distribution Resources Plan Distribution Resources Plan Distribution Resources Plan Distribution Resources Plan Distribution Resources Plan

OBM Level III

Plan DRP Plan DRP Plan DRP Plan DRP Plan DRP Plan DRP Plan DRP Plan DRP Plan DRP Plan DRP Plan DRP Plan DRP Plan DRP Plan DRP Plan DRP Plan DRP Plan DRP Plan DRP Plan DRP Plan DRP Plan DRP Plan DRP Plan DRP Plan DRP Plan DRP Plan DRP Plan DRP Plan DRP Plan DRP Plan DRP Plan DRP Plan DRP Plan DRP Plan DRP Plan DRP Plan DRP Plan DRP Plan DRP Plan DRP Plan DRP Plan DRP Plan DRP Plan DRP Plan DRP

OBM Level IV
Set DRP Policies & Parameters Set DRP Policies & Parameters Set DRP Policies & Parameters Set DRP Policies & Parameters Set DRP Policies & Parameters Set DRP Policies & Parameters Set DRP Policies & Parameters Set DRP Policies & Parameters Set DRP Policies & Parameters Set DRP Policies & Parameters Set DRP Policies & Parameters Set DRP Policies & Parameters Set DRP Policies & Parameters Set DRP Policies & Parameters Set DRP Policies & Parameters Set DRP Policies & Parameters Set DRP Policies & Parameters Generate Replenishment Orders Generate Replenishment Orders Generate Replenishment Orders Generate Replenishment Orders Generate Replenishment Orders Generate Replenishment Orders Generate Replenishment Orders Generate Replenishment Orders Generate Replenishment Orders Generate Replenishment Orders Set DRP Policies & Parameters Set DRP Policies & Parameters Set DRP Policies & Parameters Set DRP Policies & Parameters Set DRP Policies & Parameters Set DRP Policies & Parameters Set DRP Policies & Parameters Set DRP Policies & Parameters Set DRP Policies & Parameters Set DRP Policies & Parameters Set DRP Policies & Parameters Set DRP Policies & Parameters Set DRP Policies & Parameters Set DRP Policies & Parameters Set DRP Policies & Parameters Set DRP Policies & Parameters Set DRP Policies & Parameters

Application
INV INV BOM, INV, MRP, OE, WIP NS INV INV ENG INV INV, WIP MRP, PO MPS/MRP INV INV, OM, PO INV, OM, PO NS NS NS INV, OM, PO INV, OM, PO OM INV MPS/MRP, Supply Chain NS MPS INV, PO INV, PO MPS ALL ALL ALL ALL ALL ALL ALL ALL ALL ALL ALL ALL ALL ALL ALL ALL ALL

OBM Row No.

1022 1022 1022 1022 1022 1022 1022 1022 1022 1022 1022 1022 1022 1022 1022 1022 1022 1022 1022 1022 1022 1022 1022 1022 1022 1022 1022 1022 1022 1022 1022 1022 1022 1022 1022 1022 1022 1022 1022 1022 1022 1022 1022 1022

Process
22 22 22 22 22 22 22 22 22 22 22 22 22 22 22 22 22 22 22 22 22 22 22 22 22 22 22 22 22 22 22 22 22 22 22 22 22 22 22 22 22 22 22 22

Category
Distribution Network Distribution Network Distribution Network Distribution Network Distribution Network Distribution Network Distribution Network Distribution Network Distribution Network Distribution Network Distribution Network Distribution Network Distribution Network Distribution Network Distribution Network Distribution Network Distribution Network

Process Analysis Questions

Do you have warehouses and manufacturing organizations in different geographic locations? Are these locations regionalized? Are virtual locations needed? Do you manufacture or perform any value-added functions at your remote sites? Do you maintain service locations? Do you differentiate service locations from warehouse and manufacturing sites? Do you maintain products at multiple sites?

Type = Setup Metric Process Performance Response

Setup Setup Process Setup Setup Process

Revisit Y/N

Do you have a central engineering design center that supports multiple sites? Setup Is there a central item maintenance function? If Yes where is it located? Do you manufacture the same product at multiple sites? Do you have central planning and purchasing functions? Do you have central purchasing contract negotiations, but decentralized purchasing functions? How do you cost and value inventory at each of the sites? Do you ship products between sites? Do you drop-ship from your remote sites to customers? Do you consolidate customer shipments? Do you ship from a main finished goods site? Do you track on-time deliveries at each site? Setup Process Process Process Setup Process Process Process Process Metric Process

Inter-warehouse Fulfillment Do you use an internal requisition system?

Inter-warehouse Fulfillment Do you use sales orders to ship against warehouse purchase orders? Process Do you differentiate shipments to and from your warehouses from shipments Inter-warehouse Fulfillment to outside customers? Setup Inter-warehouse Fulfillment Do you use a min-max inventory replenishment system? Inter-warehouse Fulfillment Do you use DRP Replenishment orders? Process Process

Inter-warehouse Fulfillment Do you use EDI technology to see demand from remote sites? The Internet? Process How does each site or region record demand? Forecast, Customer Orders, Material Planning interfaced requirements from other sites? Process Material Planning Material Planning Material Planning Maintenance Maintenance Operations Operations Operations Reporting Reporting Reporting Reporting Reporting Reporting Reporting Reporting Reporting Reporting Reporting Reporting What is the average lead-time from requisition to delivery? How many replenishment orders do you request at peak periods? How many items do you forecast replenishment demand for per period? How do you maintain your Distribution Planning data? How do you audit your Distribution Planning data? Which operations/processes do you want to streamline for Distribution Planning? Which operations/processes do you want to eliminate for Distribution Planning? Are there any time-intensive Distribution Planning operations/processes that need to be addressed? Do you provide a "key" of content/information somewhere on the Distribution Planning report? What Distribution Planning reports are grouped together on a regular basis and printed in one print run? Who receives a copy of the Distribution Planning reports? What is the criteria for determining who should receive a copy of any Distribution Planning report? How do you update a Distribution Planning reports distribution list? Is the process to update a Distribution Planning reports distribution list documented? How long does it take to update a Distribution Planning reports distribution list? How long should it take to update a Distribution Planning reports distribution list? Who performs the tasks associated with updating a Distribution Planning reports distribution list? Is there any requirement for on-line (softcopy) distribution and/or remote location printing for Distribution Planning reports? Do some of these Distribution Planning reports belong in report sets? Always being run together? Do the separate business units run their own Distribution Planning reports? What type of printers do you run Distribution Planning reports (including checks, purchase orders etc.) on? Where are they located? Do you run Distribution Planning reports for different companies or cost centers? Do you have security requirements on who can enter data for Distribution Planning? (e.g. by company? by cost center?) Do you have security reports on who can run Distribution Planning reports? (by company, by cost center etc.) Will there need to be terminal security for Distribution Planning? Metric Performance Performance Process Process Process Process Process Setup SETup, Process Process Process Process Process Process Process Process SETup, Process Setup Process, Performance

4681 4682 4683 4684 4685 4686 4687 4688 4689 4690 4691 4692 4693 4694 4695 4696 4697 4698 4699 4700 4701 4702 4703 4704

Planning and Forecasting Planning and Forecasting Planning and Forecasting Planning and Forecasting Planning and Forecasting Planning and Forecasting Planning and Forecasting Planning and Forecasting Planning and Forecasting Planning and Forecasting Planning and Forecasting Planning and Forecasting Planning and Forecasting Planning and Forecasting Planning and Forecasting Planning and Forecasting Planning and Forecasting Planning and Forecasting Planning and Forecasting Planning and Forecasting Planning and Forecasting Planning and Forecasting Planning and Forecasting Planning and Forecasting

Distribution Resources Plan Distribution Resources Plan Distribution Resources Plan Distribution Resources Plan Distribution Resources Plan Distribution Resources Plan Distribution Resources Plan Distribution Resources Plan Manufacturing Plan Manufacturing Plan Manufacturing Plan Manufacturing Plan Manufacturing Plan Manufacturing Plan Manufacturing Plan Manufacturing Plan Manufacturing Plan Manufacturing Plan Manufacturing Plan Manufacturing Plan Manufacturing Plan Manufacturing Plan Manufacturing Plan Manufacturing Plan

Plan DRP Plan DRP Plan DRP Plan DRP Plan DRP Plan DRP Plan DRP Plan DRP Plan Production Capacities Plan Production Capacities Plan Production Capacities Plan Production Capacities Plan Production Capacities Plan Production Capacities Plan Production Capacities Plan Production Capacities Plan Production Capacities Plan Production Capacities Plan Production Capacities Plan Production Materials Plan Production Materials Plan Production Materials Plan Production Materials Plan Production Materials

Set DRP Policies & Parameters Set DRP Policies & Parameters Set DRP Policies & Parameters Set DRP Policies & Parameters Set DRP Policies & Parameters Set DRP Policies & Parameters Set DRP Policies & Parameters Set DRP Policies & Parameters Determine Capacity Planning Method Determine Capacity Planning Method Determine Material Planning Method Determine Material Planning Method Determine Material Planning Method Determine Material Planning Method Balance Resource Loads Balance Resource Loads Analyze Resource Utilization Determine Capacity Planning Method Determine Capacity Planning Method Generate MRP Review MRP Data Generate MRP Generate MPS Publish the Master Production Schedule

ALL ALL ALL ALL ALL ALL ALL ALL APS, CRP, SCP APS APS, CRP, SCP APS APS APS, SCP MRP MRP MRP MRP MRP MPS MRP MRP MRP, WIP

1022 1022 1022 1022 1022 1022 1022 1022 1026 1026 1026 1026 1026 1026 1026 1026 1026

22 22 22 22 22 22 22 22 11 11 11 11 11 11 11 11 11

Reporting Reporting Security Security Security Security Security Security Process Process Process Process Process Process Capacity Planning Capacity Planning Capacity Planning Capacity Planning Capacity Planning Forecasting Planning Planning Planning Reporting

SETup, Performance Process Process SETup, Process Setup

Do you run security reports on a regular basis for Distribution Planning? Process Do you have documentation on your current system security requirements for Distribution Planning? Process Map each GL user to a menu structure. Will any new ones need to be created for Distribution Planning? SETup, Process Do you plan to infinite capacity? Do you need to plan with finite capacity constraints? Do you plan to infinite material? Setup Setup Setup

Do you need to plan with finite material constraints? Setup Do you need to plan with optimizations that meet company objectives? What objectives? (Turns, Profit, Utilization?) Setup Do you need to run alternative plan simulations? Do you level load your production lines? How? Are make/buy decisions impacted by capacity? Do you run capacity simulations? How often do you review capacity requirement? (Hourly, Daily, Weekly, Quarterly etc.) Do you share resources between Departments work centers. How do demand forecasts feed master scheduling? Do you use MRP plans to negotiate Supplier prices? Do you distribute MRP plans for supplier consigned inventory? How do you schedule production? What are your Master Scheduling reporting requirements with respect to summary or detail formats? Obtain report listing. Process Setup Process Process Metric Process Process Process Process Setup Setup, Process

1026

11

1026

11 11

Not module specific 1026

4705 4706

Planning and Forecasting Planning and Forecasting

Manufacturing Plan Manufacturing Plan

Plan Production Materials Plan Production Materials

Publish the Master Production Schedule Publish the Master Production Schedule

Not module specific 1026 Not module specific 1026

11 11

Reporting Reporting

What reports do you currently generate to meet your Master Scheduling reporting requirements? Provide examples of each. Include source (could be manual), user, frequency, number of copies. SETup, Process Are there any Master Scheduling reporting requirement that your current set of reports does not meet? Setup

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OBM Level I
4707 4708 4709 4710 4711 4712 4713 4714 4715 Planning and Forecasting Planning and Forecasting Planning and Forecasting Planning and Forecasting Planning and Forecasting Planning and Forecasting Planning and Forecasting Planning and Forecasting Planning and Forecasting

OBM Level II
Manufacturing Plan Manufacturing Plan Manufacturing Plan Manufacturing Plan Manufacturing Plan Manufacturing Plan Manufacturing Plan Manufacturing Plan Manufacturing Plan

OBM Level III

Plan Production Materials Plan Production Materials Plan Production Materials Plan Production Materials Plan Production Materials Plan Production Materials Plan Production Materials Plan Production Materials Plan Production Materials

OBM Level IV
Publish the Master Production Schedule Publish the Master Production Schedule Publish the Master Production Schedule Publish the Master Production Schedule Publish the Master Production Schedule Publish the Master Production Schedule Publish the Master Production Schedule Publish the Master Production Schedule Publish the Master Production Schedule Publish the Master Production Schedule Set Material Planning Policies & Parameters Set Material Planning Policies & Parameters Set Material Planning Policies & Parameters Set Material Planning Policies & Parameters Set Material Planning Policies & Parameters Set Capacity Planning Policies & Parameters Set Capacity Planning Policies & Parameters Set Material Planning Policies & Parameters Set Material Planning Policies & Parameters Set Material Planning Policies & Parameters Set Material Planning Policies & Parameters Set Material Planning Policies & Parameters Set Material Planning Policies & Parameters Set Material Planning Policies & Parameters Set Material Planning Policies & Parameters Set Material Planning Policies & Parameters Set Material Planning Policies & Parameters Set Material Planning Policies & Parameters Set Material Planning Policies & Parameters Set Material Planning Policies & Parameters Set Material Planning Policies & Parameters Set Material Planning Policies & Parameters Set Material Planning Policies & Parameters Set Material Planning Policies & Parameters Publish the Master Production Schedule Publish the Master Production Schedule Publish the Master Production Schedule Set Material Planning Policies & Parameters Set Material Planning Policies & Parameters Set Material Planning Policies & Parameters Set Material Planning Policies & Parameters Set Material Planning Policies & Parameters Set Material Planning Policies & Parameters Set Material Planning Policies & Parameters Set Material Planning Policies & Parameters Set Material Planning Policies & Parameters Set Material Planning Policies & Parameters Set Material Planning Policies & Parameters Set Material Planning Policies & Parameters not identified not identified not identified not identified not identified Distribute Payments not identified not identified not identified

Application

OBM Row No.

Process
11 11 11 11 11 11 11 11 11

Category
Reporting Reporting Reporting Reporting Reporting Reporting Reporting Reporting Reporting

Process Analysis Questions

Are Master Scheduling reports standard across multiple Sets of Books, for example, subsidiaries? Are Master Scheduling reports standard across multiple levels within a Set of Books, i e., divisions? What account codes and/or descriptions are required on Master Scheduling reports? Do you provide a "key" of content/information somewhere on the Master Scheduling report? What Master Scheduling reports are grouped together on a regular basis and printed in one print run? Who receives a copy of the Master Scheduling reports? What is the criteria for determining who should receive a copy of any Master Scheduling report?

Type = Setup Metric Process Performance Response

Setup Setup Setup Setup SETup, Process Process Process

Revisit Y/N

Not module specific 1026 Not module specific 1026 Not module specific 1026 Not module specific 1026 Not module specific 1026 Not module specific 1026 Not module specific 1026 Not module specific 1026 Not module specific 1026

How long does it take to update a Master Scheduling reports distribution list? Process Do some of these Master Scheduling reports belong in report sets? Always being run together? Setup What type of printers do you run Master Scheduling reports (including checks, purchase orders etc.) on? Where are they located? SETup, Performance Do you have separate planning/scheduling groups? Do you have planner/ buyers? Setup What kind of on-line planning tool do you use? Process

4716 4717 4718 4719 4720 4721 4722 4723

Planning and Forecasting Planning and Forecasting Planning and Forecasting Planning and Forecasting Planning and Forecasting Planning and Forecasting Planning and Forecasting Planning and Forecasting

Manufacturing Plan Manufacturing Plan Manufacturing Plan Manufacturing Plan Manufacturing Plan Manufacturing Plan Manufacturing Plan Manufacturing Plan

Plan Production Materials Plan Production Materials Plan Production Materials Set Policies & Parameters Set Policies & Parameters Set Policies & Parameters Set Policies & Parameters Set Policies & Parameters

Not module specific 1026 MRP MRP, WIP 1043 1043

11 11 11 11 11 11 11 11

Reporting Planning Planning Process Process Process Process Process

APS, SCP, MPS/MRP 1026 APS, SCP APS, SCP APS, CRP, SCP APS, SCP 1026 1026 1026 1026

Do you plan to generate a Master Production Schedule? Process Do you plan to generate a Master Production Schedule for each manufacturing plant or a global MPS? Process Do you plan to generate a Material Requirements Plan for each manufacturing plant or a global MRP? Process Do you plan to generate Rough Cut Capacity Plans? Do you plan to generate the RCCP simultaneously with the MPS? Do you need to create a holistic optimization plan based on a single data model that creates one plan from strategic supply chain planning down to detailed factory floor scheduling? Process Process

4724 4725

Planning and Forecasting Planning and Forecasting

Manufacturing Plan Manufacturing Plan

Set Policies & Parameters Set Policies & Parameters

MRP MRP

1026 1026

Planning Planning

Process

Do you need integrated performance management based on inventory turns? Performance Do you need Distributed planning? i.e. the planning engine is on a separate server capable of consolidating the data from multiple transaction systems.

4726

Planning and Forecasting

Manufacturing Plan

Set Policies & Parameters

MRP

1026

Planning

Performance

4727 4728

Planning and Forecasting Planning and Forecasting

Manufacturing Plan Manufacturing Plan

Set Policies & Parameters Set Policies & Parameters

MRP MPS/MRP

1026

Planning Planning

Do you use Net Change Planning? Net Change planning will only replan those items that have received transactions or definition changes. Process Would you like the MPS/MRP or DRP to automatically source a planned order? Process Do you need the MPS/MRP or DRP to back off intransit lead times, in addition to replenishment lead times when suggesting a release date? Metric Do you plan Discrete production? Do you plan Repetitive production? Do you plan Process production? Do you plan Flow Lines production? Do you plan Assemble to Order production? How often do you generate a master schedule or material plan? What is your typical planning horizon? Do you run material plan simulations? Do you have to schedule tooling requirements? Do you plan for preventive maintenance? Do you plan periodic maintenance of Machine resources. How do you update a Master Scheduling reports distribution list? Is the process to update a Master Scheduling reports distribution list documented? How long should it take to update a Master Scheduling reports distribution list? Who performs the tasks associated with updating a Master Scheduling reports distribution list? Is there any requirement for on-line (softcopy) distribution and/or remote location printing for Master Scheduling reports? Do the separate business units run their own Master Scheduling reports? Do you run Master Scheduling reports for different companies or cost centers? Do you have security requirements on who can enter data for Master Scheduling? (e.g. by company? by cost center?) Do you have security reports on who can run Master Scheduling reports? (by company, by cost center etc.) Will there need to be terminal security for Master Scheduling? Process Process Process Process Process Process Setup Process Process Process Process Process Process Process Process SETup, Process Process, Performance Process Process SETup, Process Setup

4729 4730 4731 4732 4733 4734 4735 4736 4737 4738 4739 4740 4741 4742 4743 4744 4745 4746 4747 4748 4749 4750 4751 4752 4753 4754 4755 4756 4757 4758 4759 4760 4761 4762 4763 4764

Planning and Forecasting Planning and Forecasting Planning and Forecasting Planning and Forecasting Planning and Forecasting Planning and Forecasting Planning and Forecasting Planning and Forecasting Planning and Forecasting Planning and Forecasting Planning and Forecasting Planning and Forecasting Planning and Forecasting Planning and Forecasting Planning and Forecasting Planning and Forecasting Planning and Forecasting Planning and Forecasting Planning and Forecasting Planning and Forecasting Planning and Forecasting Planning and Forecasting Planning and Forecasting Planning and Forecasting Planning and Forecasting Planning and Forecasting Planning and Forecasting Procurement Procurement Procurement Procurement Procurement Procurement Procurement Procurement Procurement

Manufacturing Plan Manufacturing Plan Manufacturing Plan Manufacturing Plan Manufacturing Plan Manufacturing Plan Manufacturing Plan Manufacturing Plan Manufacturing Plan Manufacturing Plan Manufacturing Plan Manufacturing Plan Manufacturing Plan Manufacturing Plan Manufacturing Plan Manufacturing Plan Manufacturing Plan Manufacturing Plan Manufacturing Plan Manufacturing Plan Manufacturing Plan Manufacturing Plan Manufacturing Plan Manufacturing Plan Manufacturing Plan Manufacturing Plan Manufacturing Plan Accounts Payable Accounts Payable Accounts Payable Accounts Payable Accounts Payable Accounts Payable Accounts Payable Accounts Payable Accounts Payable

Set Policies & Parameters Set Policies & Parameters Set Policies & Parameters Set Policies & Parameters Set Policies & Parameters Set Policies & Parameters Set Policies & Parameters Set Policies & Parameters Set Policies & Parameters Set Policies & Parameters Set Policies & Parameters Set Policies & Parameters Set Policies & Parameters Set Policies & Parameters Set Policies & Parameters Set Policies & Parameters Set Policies & Parameters Set Policies & Parameters Set Policies & Parameters Set Policies & Parameters Set Policies & Parameters Set Policies & Parameters Set Policies & Parameters Set Policies & Parameters Set Policies & Parameters Set Policies & Parameters Set Policies & Parameters Make Payments Make Payments Make Payments Make Payments Make Payments Make Payments Make Payments Make Payments Make Payments

MPS/MRP

1026 11 11 11 11 11 11 11 11 11 11

Planning Planning Planning Planning Planning Planning Planning Planning Planning Planning Planning Planning 11 11 11 11 11 11 11 11 11 11 11 11 11 11 Reporting Reporting Reporting Reporting Reporting Reporting Reporting Security Security Security Security Security Security Process Process Check Reconciliation Check Reconciliation Check Reconciliation Disbursement Disbursement Disbursement Disbursement Disbursement Disbursement

APS, SCP, MPS/MRP 1026 APS, SCP, MPS/MRP 1026 APS, SCP, MPS/MRP 1026 APS, SCP, MPS/MRP 1026 APS, SCP, MPS/MRP 1026 MPS MRP MRP MRP, WIP MRP MRP Not module specific 1026 Not module specific 1026 Not module specific 1026 Not module specific 1026 Not module specific 1026 ALL 1026 1026 1026 1026 1026 1026

Not module specific 1026 Not module specific 1026 Not module specific 1026 Not module specific 1026 Not module specific 1026 Not module specific 1026 Not module specific 1026 PJM, SCP PJM, SCP AP AP AP AP AP AP AP AP AP 1026

Do you run security reports on a regular basis for Master Scheduling? Process Do you have documentation on your current system security requirements for Master Scheduling? Process Map each GL user to a menu structure. Will any new ones need to be created for Master Scheduling? SETup, Process Do you need to identify a specific MPS for a specific project? Do you need to identify a specific MRP for a specific project? How long do you do check reconciliation? Do you get a tape from the bank for check reconciliation? If yes, who can provide us with the format of the bank tape's data? Is there a requirement to do on-line bank reconciliation's? Is there a requirement to support multiple domestic bank accounts? How many and where? Is there a requirement to support foreign currency bank accounts? How many and where What disbursement (document) types are currently processed through these bank accounts? How are your current payment terms structured? Do you use percent due or amount due with payment terms? Are payment due dates calculated based on a specific day of the month or on a number of days from the payment terms date? Process Process Process Process, Setup Process Setup Setup Setup Setup Setup Setup

1026 11 PRPAYABLES 4 PRPAYABLES 4 PRPAYABLES 4 PRPAYABLES 4 PRPAYABLES 4 PRPAYABLES 5 PRPAYABLES 4 PRPAYABLES 4 PRPAYABLES 4

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OBM Level I
4765 4766 4767 4768 4769 4770 4771 4772 4773 4774 4775 4776 4777 4778 4779 4780 4781 4782 4783 4784 4785 4786 4787 4788 4789 4790 4791 4792 4793 4794 4795 4796 4797 4798 4799 4800 4801 4802 4803 Procurement Procurement Procurement Procurement Procurement Procurement Procurement Procurement Procurement Procurement Procurement Procurement Procurement Procurement Procurement Procurement Procurement Procurement Procurement Procurement Procurement Procurement Procurement Procurement Procurement Procurement Procurement Procurement Procurement Procurement Procurement Procurement Procurement Procurement Procurement Procurement Procurement Procurement Procurement

OBM Level II
Accounts Payable Accounts Payable Accounts Payable Accounts Payable Accounts Payable Accounts Payable Accounts Payable Accounts Payable Accounts Payable Accounts Payable Accounts Payable Accounts Payable Accounts Payable Accounts Payable Accounts Payable Accounts Payable Accounts Payable Accounts Payable Accounts Payable Accounts Payable Accounts Payable Accounts Payable Accounts Payable Accounts Payable Accounts Payable Accounts Payable Accounts Payable Accounts Payable Accounts Payable Accounts Payable Accounts Payable Accounts Payable Accounts Payable Accounts Payable Accounts Payable Accounts Payable Accounts Payable Accounts Payable Accounts Payable

OBM Level III

Make Payments Make Payments Make Payments Make Payments Make Payments Make Payments Make Payments Make Payments Make Payments Make Payments Make Payments Make Payments Make Payments Make Payments Make Payments Make Payments Make Payments Make Payments Make Payments Make Payments Make Payments Make Payments Make Payments Make Payments Make Payments Make Payments Make Payments Make Payments Make Payments Make Payments Make Payments Make Payments Make Payments Make Payments Make Payments Make Payments Make Payments Make Payments Make Payments

OBM Level IV
not identified not identified not identified Generate Payments Generate Payments Generate Payments Generate Payments Generate Payments Generate Payments Generate Payments Write Manual Checks Create Single Payments Create Single Payments Enter Recurring Items Create Single Payments not identified not identified Generate Payments Generate Payments Enter Recurring Items Generate Payments Generate Payments Generate Payments Generate Payments Generate Payments Generate Payments Generate Payments Generate Payments Generate Payments Generate Payments Generate Payments Generate Payments Generate Payments not identified Generate Payments Generate Payments not identified not identified not identified

Application
AP AP AP AP AP AP AP AP AP AP AP AP AP AP AP AP AP AP AP AP AP AP AP AP AP AP AP AP AP AP AP AP AP AP AP AP AP AP AP

OBM Row No.

Process

Category
Disbursement Disbursement Disbursement Disbursement Disbursement Disbursement Disbursement Disbursement Disbursement Disbursement Disbursement Disbursement Disbursement Disbursement Disbursement Disbursement Disbursement Disbursement Disbursement Disbursement Disbursement Disbursement Disbursement Disbursement Disbursement Disbursement Disbursement Disbursement Disbursement Disbursement Disbursement Disbursement Disbursement Disbursement Disbursement Disbursement Disbursement Disbursement Disbursement

Process Analysis Questions

Type = Setup Metric Process Performance Response

Revisit Y/N

PRPAYABLES 4 PRPAYABLES 4 PRPAYABLES PRPAYABLES PRPAYABLES PRPAYABLES PRPAYABLES PRPAYABLES PRPAYABLES PRPAYABLES PRPAYABLES PRPAYABLES PRPAYABLES PRPAYABLES 4 5 5 5 5 5 5 5 5 5 5 5

Is there a provision for discounts within the current payment terms? Describe the discounts currently available, and those needed additionally for the future. Setup How are discount dates calculated - based on a specific day of the month or on a number of days from the payment terms date? Setup Is there a requirement to use multiple discount levels at present or in the future? Setup How many different AP sites issue checks for suppliers? Metric How many checks do you write/produce per period? Metric Is there a requirement to use Computer Generated checks? Process What is your process to cancel checks? Process Is there a requirement to use Electronic Funds Transfer? Process Is there a requirement to use Wire Transfers? Process Is there a requirement to process Automatic Payments? Process Is there a requirement to process Manual Payments? If so, is a separate bank account used? Process Is there a requirement to process Partial Payments? Process Is there a requirement to process Pre-Payments? Process Is there a requirement to process Recurring Payments? Process Is there a requirement to process immediately available Quick Checks? What is the current procedure for vendor advances? Process Process

PRPAYABLES 5 PRPAYABLES 4 PRPAYABLES 4 PRPAYABLES 5 PRPAYABLES 5 PRPAYABLES 5 PRPAYABLES 5 PRPAYABLES PRPAYABLES PRPAYABLES PRPAYABLES PRPAYABLES PRPAYABLES PRPAYABLES PRPAYABLES PRPAYABLES PRPAYABLES PRPAYABLES PRPAYABLES 5 5 5 5 5 5 5 5 5 5 5 5

How are vendor advances reconciled when the vendor invoice is submitted? Process Do you have, or do you require, a priority system for payments? Describe its use. Setup, Process What is your current payment cycle? (How often do you print checks?) If recurring payments are used, what is the normal period cycle for these payments? Are all invoices paid in local currency and what currency is used? If not local, list the foreign currencies used. Will there be a requirement to use multiple currencies in the future? List the foreign currencies expected. Do check payments have to be approved before they are run? Do you have a minimum or maximum payment amount per check? Do you have a minimum or maximum payment amount per run? What is the current check layout for computer generated checks? How many formats do you have? Provide samples. Process Process Setup, Process Setup, Process Process Process Process SETup, Process Setup, Metric

PRPAYABLES 4 PRPAYABLES 5 PRPAYABLES 5 PRPAYABLES 4 PRPAYABLES 4 PRPAYABLES 4

4804

Procurement

Accounts Payable

Manage Receive Goods

not identified

PO

PRPAYABLES 4

Multi-Org

4805

Procurement

Accounts Payable

Manage Receive Goods

not identified

PO

PRPAYABLES 4

Multi-Org

Do you print the check number on the check/remittance or is it pre-printed? SETup, Process Should a remittance advice note be produced, and when? Process How should an overflow situation be handled? Process Is there any special sequencing of checks when printing? Process Is there a dedicated printer or print tray for checks? Setup What type of printer(s) is used for checks? List location(s) Setup What period types would be used for these reports, e.g. weekly, monthly or quarterly? Process Where are the pre-printed checks stored? Process Is there a requirement to restrict the access to the check printing function? What position or function has this authority? Setup, Process What is the policy/procedure for handling stop payments? Process What is the policy/procedure for handling void payments if they have been recorded? Process What is the policy/procedure for handling void payments if they have not been recorded? Process Do you produce INTRASTAT reports for the declaration of imports and exports involving the Intra-EU movement statistics of items. If so, attach sample. SETup, Process Do you produce EXTRASTAT reports for the declaration of imports and exports involving the movement statistics of items for countries outside the EU. If so, attach sample. SETup, Process Do you produce INTRASTAT/EXTRASTAT reports reporting the movement statistics of items with 'Country of Origin'. If so, attach sample. SETup, Process What are the requirements for reporting tax payments (e.g. company, rate or tax authority)? Setup How do you record taxes within the GL (number of accounts, type)? Map each GL user to a menu structure (current system or Oracle system if trained). Will any new menus need to be created for Procurement? Do you review requirements for validation rules, allowing certain Procurement accounts to be valid with only certain other values. How do you maintain your Invoice and Disbursement data (who enters, who reviews, etc.)? Who does the maintenance? How do you audit your Invoice and Disbursement data (e.g., matching, matching tolerances, etc.) and by whom? What operations/processes (e.g., matching, match error resolution, etc.) do you want to streamline for Invoice and Disbursement? What operations/processes (e.g., manual matching, etc.) do you want to eliminate for Invoice and Disbursement? Are there any time-intensive Invoice and Disbursement operations/processes that need to be addressed? Do you have security restrictions on who can enter/maintain data for Invoice and Disbursement? (e.g., by company, by cost center, by position) Please describe restrictions. Setup

4806 4807 4808

Procurement Procurement Procurement

Accounts Payable Accounts Payable Accounts Payable

Manage Receive Goods not identified not identified

not identified not identified not identified

PO AP AR, GL

PRPAYABLES 4 PRPAYABLES 3 PRPAYABLES 3

Multi-Org Disbursement Disbursement

4809 4810 4811 4812 4813 4814 4815

Procurement Procurement Procurement Procurement Procurement Procurement Procurement

Accounts Payable Accounts Payable Accounts Payable Accounts Payable Accounts Payable Accounts Payable Accounts Payable

not identified not identified not identified not identified not identified not identified not identified

not identified not identified not identified not identified not identified not identified not identified

Not module specific PRPAYABLES 3 Not module specific PRPAYABLES 3 Not module specific PRPAYABLES 3 Not module specific PRPAYABLES 3 Not module specific PRPAYABLES 3 Not module specific PRPAYABLES 3 Not module specific PRPAYABLES 3

Security Validation Maintenance Maintenance Other Other Other

Setup, Process Setup Process Process Process Process Process

4816

Procurement

Accounts Payable

not identified

not identified

Not module specific PRPAYABLES 3

Security

Process

4817

Procurement

Accounts Payable

not identified

not identified

AP, PO

PRPAYABLES 3

Security

4818 4819 4820 4821

Procurement Procurement Procurement Procurement

Accounts Payable Accounts Payable Accounts Payable Accounts Payable

not identified not identified not identified not identified

not identified not identified not identified not identified

Not module specific PRPAYABLES 3 Not module specific PRPAYABLES 3 Not module specific PRPAYABLES 3 Not module specific PRPAYABLES 3

Security Security Security Security

Do you have security restrictions on who can process certain functions (e.g., print checks, void checks, etc.) for Invoice and Disbursement? (e.g., by company, by cost center, by position) Please describe restrictions. Setup, Process Do you have security reports on who can run Invoice and Disbursement reports (by company, by cost center, by position)? Describe process and who runs reports. Setup, Process Will there need to be terminal security for Invoice and Disbursement? Do you run security reports on a regular basis for Invoice and Disbursement? Describe process and who runs reports. Do you have documentation on your current system security requirements for Invoice and Disbursement? Please provide copy. Map each GL user to a menu structure (current system or Oracle system if trained). Will any new menus need to be created for Invoice and Disbursement? Do you review requirements for validation rules, allowing certain Invoice and Disbursement accounts to be valid with only certain other values? What other audit requirements are needed? Do you have security requirements on who can enter/maintain data for Employee Expense (e.g., by company, by cost center, by position)? Setup Process Process

4822

Procurement

Accounts Payable

not identified

not identified

Not module specific PRPAYABLES 3

Security

Setup, Process

4823 4824

Procurement Procurement

Accounts Payable Accounts Payable

not identified not identified

not identified not identified

Not module specific PRPAYABLES 3 AP PRPAYABLES 3

Validation Other

Setup Process

4825

Procurement

Accounts Payable

not identified

not identified

Not module specific PRPAYABLES 3

Security

Process

4826

Procurement

Accounts Payable

not identified

not identified

PO

PRPAYABLES 3

Security

4827 4828

Procurement Procurement

Accounts Payable Accounts Payable

not identified not identified

not identified not identified

Not module specific PRPAYABLES 3 Not module specific PRPAYABLES 3

Security Security

Do you have security restrictions on who can process certain functions (e.g., print checks, void checks, etc.) for Employee Expense? (e.g., by company, by cost center, by position) Please describe restrictions. Setup, Process Do you have security reports on who can run Employee Expense reports (by company, by cost center, by position)? Describe process and who runs reports. Setup, Process Will there need to be terminal security for Employee Expense? Setup

85338164.xlsx

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RD.020 Business Process Questionnaire

OBM Level I
4829 Procurement

OBM Level II
Accounts Payable

OBM Level III

not identified

OBM Level IV
not identified

Application

OBM Row No.

Process

Category
Security

Process Analysis Questions

Type = Setup Metric Process Performance Response

Revisit Y/N

Not module specific PRPAYABLES 3

Do you have documentation on your current system security requirements for Employee Expense? Please provide copy. Process Map each GL user to a menu structure (current system or Oracle system if trained). Will any new menus need to be created for Employee Expense? Do you review requirements for validation rules, allowing certain Employee Expense accounts to be valid with only certain other values. Do you match your AP invoice with the PO? How do you match AP invoice data with PO data? What types of data and tolerances? How do you match vendor information to your fixed assets systems when purchasing assets? Do you match your receipts with the PO's? Do you require 2, 3 or 4 way matching? Please specify which one. Are there payment terms, not defined in Accounts Payable, that need to be defined for Purchasing to order goods/services? Will tax names and rates, currently defined in current systems' Accounts Payable, have to be revised in any way? How? Do you require batch control to manage invoice entry? Who enters invoices and how often? Do you receive invoices at a central location? How do you physically store invoices once entered into the computer? Are invoices billed to distinct companies, cost centers or other? Please describe. How many invoices per period do you enter? Describe the security requirements on who can enter key AP processing data (invoice processing, payment processing, check processing)? Include what positions are involved and how? How are invoices identified (numbered)? vendors invoice number, date, next allocated number? How many liability accounts do you use and what are they? What frequently used (recurring) expense distributions are used within your current system (e.g. rent or telephone payments)? Please list. Are these recurring expenses for fixed or varying amounts? Will some invoices never have purchase orders? Should invoices be matched completely, partially or both?

4830

Procurement

Accounts Payable

not identified

not identified

Not module specific PRPAYABLES 3

Security

Setup, Process

4831 4832 4833 4834 4835 4836 4837 4838 4839 4840 4841 4842 4843 4844

Procurement Procurement Procurement Procurement Procurement Procurement Procurement Procurement Procurement Procurement Procurement Procurement Procurement Procurement

Accounts Payable Accounts Payable Accounts Payable Accounts Payable Accounts Payable Accounts Payable Accounts Payable Accounts Payable Accounts Payable Accounts Payable Accounts Payable Accounts Payable Accounts Payable Accounts Payable

not identified Receive Supplier Invoicing Receive Supplier Invoicing Receive Supplier Invoicing Receive Supplier Invoicing Receive Supplier Invoicing Receive Supplier Invoicing Receive Supplier Invoicing Receive Supplier Invoicing Receive Supplier Invoicing Receive Supplier Invoicing Receive Supplier Invoicing Receive Supplier Invoicing Receive Supplier Invoicing

not identified not identified not identified not identified not identified not identified not identified not identified Enter Supplier Invoices Enter Supplier Invoices Enter Supplier Invoices Enter Supplier Invoices Enter Supplier Invoices Enter Supplier Invoices

Not module specific PRPAYABLES 3 AP, PO PRPAYABLES 4 AP, PO AP, FA, PO INV, PO GL, PO AP, PO AP, PO AP AP AP AP AP AP PRPAYABLES 4 PRPAYABLES 4 PRPAYABLES 4 PRPAYABLES 4 PRPAYABLES 4 PRPAYABLES PRPAYABLES PRPAYABLES PRPAYABLES 4 5 5 5

Validation Matching & Approval Matching & Approval Matching & Approval Matching & Approval Matching & Approval Purchase Orders Purchase Orders Invoicing Invoicing Invoicing Invoicing Invoicing Invoicing

Setup Setup Process Process Process Setup, Process Metric Setup Setup, Process Process Process Process Process Metric

PRPAYABLES 5 PRPAYABLES 5 PRPAYABLES 5

4845 4846 4847

Procurement Procurement Procurement

Accounts Payable Accounts Payable Accounts Payable

Receive Supplier Invoicing Receive Supplier Invoicing Receive Supplier Invoicing

not identified not identified not identified

AP AP AR, GL

PRPAYABLES 4 PRPAYABLES 4 PRPAYABLES 4

Invoicing Invoicing Invoicing

Setup, Process Setup Metric, Setup

4848 4849 4850 4851

Procurement Procurement Procurement Procurement

Accounts Payable Accounts Payable Accounts Payable Accounts Payable

Receive Supplier Invoicing Receive Supplier Invoicing Receive Supplier Invoicing Receive Supplier Invoicing

not identified not identified Enter Supplier Invoices Enter Supplier Invoices

AP AP AP AP

PRPAYABLES PRPAYABLES PRPAYABLES PRPAYABLES

4 4 5 5

Invoicing Invoicing Matching & Approval Matching & Approval

Setup Setup Process Setup

4852 4853 4854

Procurement Procurement Procurement

Accounts Payable Accounts Payable Accounts Payable

Receive Supplier Invoicing Receive Supplier Invoicing Receive Supplier Invoicing

Enter Supplier Invoices Enter Supplier Invoices Enter Supplier Invoices

AP AP AP

PRPAYABLES 5 PRPAYABLES 5 PRPAYABLES 5

Matching & Approval Matching & Approval Matching & Approval

4855

Procurement

Accounts Payable

Receive Supplier Invoicing

Clear Supplier Holds

AP

PRPAYABLES 5

Matching & Approval

Do you currently have any tolerance levels for matching such as Price Tolerance, Quantity Ordered Tolerance, Quantity Received Tolerance, Tax Tolerance? Please specify those levels used and their limits. Setup Would you like to approve your vendor invoices on-line, by batch or have both options? Setup What is the internal approval process for a vendor invoice in your organization at present? Process Are there situations where a vendor invoice needs to be placed on hold and then manually released? Describe the situations and the approval process to release the hold. Setup, Process Where an invoice needs to be placed on hold and then manually released, can these invoices be "posted" to the General Ledger? If not, please specify. Setup, Process Do you directly associate (match) invoice distributions to receipt lines rather than through the PO? Setup, Process Do you have receipts that must have currency exchange rates captured as of the date of receipt and associated with that receipt? Setup, Process How do you reconcile the purchases made with procurement cards? What operations/processes (e.g., sourcing, requisitions, etc.) do you want to streamline for Procurement? What operations/processes (e.g., manual requisitions, etc.) do you want to eliminate for Procurement? Are there any requested Procurement operations/ processes (e.g., on-line requisitioning, etc.) that need to be added? Setup, Process Process Process Process

4856 4857 4858 4859 4860 4861 4862 4863 4864 4865 4866 4867 4868 4869

Procurement Procurement Procurement Procurement Procurement Procurement Procurement Procurement Procurement Procurement Procurement Procurement Procurement Procurement

Accounts Payable Accounts Payable Accounts Payable Accounts Payable not identified not identified not identified not identified not identified not identified not identified not identified not identified not identified

Receive Supplier Invoicing Receive Supplier Invoicing Receive Supplier Invoicing Receive Supplier Invoicing not identified not identified not identified not identified not identified not identified not identified not identified not identified not identified

Enter Supplier Invoices not identified Enter Supplier Invoices not identified not identified not identified not identified not identified not identified not identified not identified not identified not identified not identified

AP PO PO AP, PO, SSP

PRPAYABLES 5 PRPAYABLES 4 PRPAYABLES 5 PRPAYABLES 4 2 2 2 2 2 2 2 2 2 2

Matching & Approval Matching & Approval Matching & Approval Matching & Approval Other Other Other Security Purchase Orders Purchase Orders Vendors Vendors Purchase Orders Multi-Language

Not module specific PR Not module specific PR Not module specific PR Not module specific PR INV, PO INV, MRP, PO AP, PO INV, PO INV, MRP, PO PO PR PR PR PR PR PR

Will there need to be terminal security for Procurement? Setup Is purchasing centralized or decentralized in your organization and is this the strategy for the new system? Setup If purchasing is decentralized, how many plants or locations do purchasing? Do you have single or multiple bill-to locations? Do you have single or multiple ship-to locations? If purchasing is decentralized, how many operating units are required to support purchasing security requirements. What date format is used by your current system's users and is this sufficient for your needs (e.g., 01-DEC-2000, 01-DEZ-2000, etc.)? What currency format is used by your current system's users and is this sufficient for your needs (e.g., 1,000,000.00 for US dollar, 1.000.000,00 for Germany, etc.)? Do you procurement cards issued to users in place of some PO's? How do you manage the issue and tracking of procurement cards? Can a buyer modify a PO or requisition without a corresponding change request/authorization from the requisitioner? How does a buyer communicate a modified PO or requisition if no change request/authorization from the requisitioner is needed? How do you select vendors to fill requisitions and place PO's? Does your procurement system utilize/issue requisitions? If so, please describe how used. Are requisitions automated or manual? Describe and attach sample. How are requisitions issued? What is the approval process for requisitions? Who can approve requisitions (e.g., the requesters, manager, etc.)? What criteria (e.g., value, commodity, plant, budget, other) is used for approval of requisitions? Setup Setup Setup Setup Setup

4870 4871 4872 4873 4874 4875 4876 4877 4878 4879 4880 4881

Procurement Procurement Procurement Procurement Procurement Procurement Procurement Procurement Procurement Procurement Procurement Procurement

not identified Ordering Ordering Ordering Ordering Ordering Ordering Ordering Ordering Ordering Ordering Ordering

not identified Manage Purchase Cards Manage Purchase Cards Manage Requisitions Manage Requisitions Manage Requisitions Manage Requisitions Manage Requisitions Manage Requisitions Manage Requisitions Manage Requisitions Manage Requisitions

not identified not identified not identified not identified not identified Select Suppliers not identified not identified not identified not identified not identified not identified

PO PO, SSP PO, SSP PO PO PO PO INV, PO INV, PO PO PO PO

PR 2 PRORDERING 4 PRORDERING 4 PRREQUISIT PRREQUISIT PRREQUISIT PRREQUISIT PRREQUISIT PRREQUISIT PRREQUISIT PRREQUISIT PRREQUISIT 4 4 5 4 4 4 4 4 4

Multi-Language Purchase Orders Purchase Orders Buyers Buyers Requisitions Requisitions Requisitions Requisitions Requisitions Requisitions Requisitions

Setup Process Setup, Process Setup Process Setup, Process Process Setup Process Process Setup Setup

4882 4883 4884

Procurement Procurement Procurement

Ordering Ordering Ordering

Manage Requisitions Manage Requisitions Manage Requisitions

not identified not identified not identified

PO PO INV, PO

PRREQUISIT PRREQUISIT PRREQUISIT

4 4 4

Requisitions Requisitions Requisitions

Does the requisition generation/approval process change by item type (e.g., by direct inventory materials, expensed materials, etc.)? Describe processes. Setup, Process What is the resubmittal/approval process for rejected requisitions? Process Are requisitions entered in a central location or do they come from multiple locations? Process Do you import requisitions and from what source (outside systems, an MRP, an inventory system)? If so, please describe process to import them ? How do you identify items when requisitioning (by your item number, vendor part number, part number revision level, description, etc.)? Are requisitions combined for purchase order creation and how? Are vendors and prices always entered on the requisition or are they not required? Describe. Do you automatically or manually generate requisition numbers? Do you order some items frequently enough to justify using express requisitions? Can any employee potentially submit a requisition and/or PO? If not, what type of employees can do so? What percent of your employee base does this include? What goods or services do you order regularly? Are contracts on projects going to be used? If so, will they be associated with a line item on a requisition or purchase order? Do you allow requisitions created by MRP to 'self-approve' and be ready for PO release?

4885 4886 4887 4888 4889 4890

Procurement Procurement Procurement Procurement Procurement Procurement

Ordering Ordering Ordering Ordering Ordering Ordering

Manage Requisitions Manage Requisitions Manage Requisitions Manage Requisitions Manage Requisitions Manage Requisitions

not identified not identified not identified Select Suppliers not identified not identified

INV INV, PO PO PO PO PO

PRREQUISIT PRREQUISIT PRREQUISIT PRREQUISIT PRREQUISIT PRREQUISIT

4 4 4 5 4 4

Requisitions Requisitions Requisitions Requisitions Requisitions Requisitions

Process Setup Process Setup Setup Setup

4891 4892 4893 4894

Procurement Procurement Procurement Procurement

Ordering Ordering Ordering Ordering

Manage Requisitions Manage Requisitions Manage Requisitions Manage Requisitions

not identified not identified not identified not identified

PO PO PO PO

PRREQUISIT PRREQUISIT PRREQUISIT PRREQUISIT

4 4 4 4

Requisitions Requisitions Purchase Orders Requisitions

Process Process Process Setup, Process

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RD.020 Business Process Questionnaire

OBM Level I
4895 4896 4897 4898 4899 4900 4901 4902 4903 4904 4905 4906 4907 4908 4909 4910 4911 4912 4913 4914 4915 4916 4917 4918 4919 4920 4921 4922 Procurement Procurement Procurement Procurement Procurement Procurement Procurement Procurement Procurement Procurement Procurement Procurement Procurement Procurement Procurement Procurement Procurement Procurement Procurement Procurement Procurement Procurement Procurement Procurement Procurement Procurement Procurement Procurement

OBM Level II
Ordering Ordering Ordering Ordering Ordering Ordering Ordering Ordering Ordering Ordering Ordering Ordering Ordering Ordering Ordering Ordering Ordering Ordering Ordering Ordering Ordering Ordering Ordering Ordering Ordering Ordering Ordering Ordering

OBM Level III

not identified not identified not identified not identified not identified not identified not identified not identified not identified Place Purchase Order Place Purchase Order Place Purchase Order Place Purchase Order Place Purchase Order Place Purchase Order Place Purchase Order Place Purchase Order Place Purchase Order Place Purchase Order Place Purchase Order Place Purchase Order Place Purchase Order Place Purchase Order Place Purchase Order Place Purchase Order Place Purchase Order Place Purchase Order Place Purchase Order

OBM Level IV
not identified not identified not identified not identified not identified not identified not identified not identified not identified not identified not identified not identified not identified not identified not identified not identified not identified not identified not identified not identified not identified not identified not identified not identified not identified not identified not identified not identified

Application
AP, PO PO PO PO PO PO PO PO PO PO PO PO PO PO PO PO PO PO INV, PO INV, MRP, PO PO INV, MRP, PO NS NS AR, GL, PO PO PO PO

OBM Row No.

Process

Category
Buyers Buyers Buyers Buyers Buyers Buyers Buyers Purchase Orders Purchase Orders Purchase Order Purchase Orders Purchase Orders Purchase Orders Purchase Orders Purchase Orders Purchase Orders Purchase Orders Purchase Orders Purchase Orders Purchase Orders Purchase Orders Purchase Orders Purchase Orders Purchase Orders Purchase Orders Purchase Orders Purchase Orders Purchase Orders

Process Analysis Questions

Who are your buyers? How many are there? Where are they located? Are your buyers assigned to certain vendors, commodities, or items? Please provide list os assignments. What is the approval process for each buyer? What are the purchasing limits for each buyer? Does the buyer merge requisitions together for a single order? Describe process. Is a buyer required to purchase from a requested vendor? Do you use expediters and how do you use them? Please list current/expected expediters.

Type = Setup Metric Process Performance Response

Setup Setup Setup Setup Process Setup Setup

Revisit Y/N

PRORDERING 3 PRORDERING 3 PRORDERING 3 PRORDERING 3 PRORDERING 3 PRSOURCING 3 PRORDERING 3 PRORDERING 3 PRORDERING 3 PRPURCHORD 4 PRPURCHORD 4 PRPURCHORD 4 PRPURCHORD 4 PRPURCHORD 4 PRPURCHORD 4 PRPURCHORD 4 PRPURCHORD 4 PRPURCHORD 4 PRPURCHORD 4 PRPURCHORD 4 PRPURCHORD 4 PRPURCHORD 4 PRPURCHORD 4 PRPURCHORD 4 PRPURCHORD 4 PRPURCHORD 4 PRPURCHORD 4 PRPURCHORD 4

Are products purchased by one legal entity on behalf of another legal entity? Setup, Process Are purchase orders created from requisitions generated in other businesses? Describe how this is currently done. Process, Setup What types of purchase orders do you use (e.g., Standard, Blanket, Contract, etc.) and for what purpose? Setup How do you define each purchase order type? Setup Who (by position or name) has access to defining each type of purchase order? Setup How many purchase orders do you issue monthly? Metric On the average, how many ordered items (lines ordered) are on a PO? At maximum, how many ordered items (lines ordered) are on a PO? What is the approval process for purchase orders? How many different formats do you have for printed purchase orders? Provide samples. Do you modify existing purchase orders? Describe process. Do you use unit of measure conversion for POs? If so, which ones (provide list)? What percentage of purchased parts are intended for manufacturing use? Metric Metric Setup, Process Setup Setup Setup Metric

What percentage of purchased parts are intended for non-manufacturing use? Metric What is the current process of creating a new purchase order for manufacturing use? (direct material) Process Are MRP planned purchase orders automatically assigned to a specific vendor? If so, based on what criteria? Process Are MRP planned purchase orders automatically assigned to an existing master or blanket order? If so, based on what criteria? Process Do you update or change the accounting distribution information for line items in your purchase orders? Process Do you create purchase orders from on-line requisitions? Process How do you control modifications to your purchase orders? Setup Do you close purchase orders before they have been actually received & invoiced? Describe. Setup Do you attach text (e.g., quality or material specifications, etc.) to your purchase order? How much text is required (provide worst case sample)? Do you automatically (by system) or manually generate purchase order numbers? Do you print supplier documents (e.g., RFQ's, PO's, etc.) in the language of the supplier? If so, please provide samples of each language supported. How do you maintain your Employee Expense data (e.g., expense reports submitted, rejected, etc.) and by whom? How do you audit your Employee Expense data (e.g., expense report vs. payment, etc.) and by whom? What operations/processes (e.g., on-live vs. paper submissions, etc.) do you want to streamline for Employee Expense? What operations/processes (e.g., manual reviews, paperwork matching, etc.) do you want to eliminate for Employee Expense? Are there any time-intensive Employee Expense operations/processes that need to be addressed? What requirement is there to process employee expense reports? Please describe. Is there a standard employee expense claim form? Provide sample. What is the current process to generate expense payments to employees? How frequently are employee expense claims processed? How many employee expense claims are processed per the frequency used above? Are these expense claims assigned a special pay priority (e.g., high or low, before/after other vendor payments)> What is the current procedure for employee advances? How are these reconciled when the expense claim is submitted? Do your employees have company credit cards? How are company credit cards managed (issued, audited, reconciled, etc.)? What document is used to transfer inventory from MRB to a warehouse location? Does your company respond to Request for Proposals (RFPs) to obtain work? If so - please describe how this process works - please highlight any pertinent flags, statuses, etc. How does your company monitor the Win/Loss rate in the RFP process? How does your company monitor Proposal Cost Recovery in the RFP process? How does your company monitor industries and market sectors in the RFP process? How does your company monitor customers or customer types in the RFP process? What paperwork is involved to submit a requisition? Will different businesses need to be supplied with (share purchase volumes for) the same items? What businesses and what items/commodities? How do you decide who to buy from? Do you take advantage of discounts or price breaks?

4923 4924

Procurement Procurement

Ordering Ordering

Place Purchase Order Place Purchase Order

not identified not identified

PO PO

PRPURCHORD 4 PRPURCHORD 4

Purchase Orders Purchase Orders

Process Setup

4925 4926 4927 4928 4929 4930 4931 4932 4933 4934 4935 4936 4937 4938 4939 4940 4941

Procurement Procurement Procurement Procurement Procurement Procurement Procurement Procurement Procurement Procurement Procurement Procurement Procurement Procurement Procurement Procurement Procurement

Ordering Ordering Ordering Ordering Ordering Ordering Ordering Ordering Ordering Ordering Ordering Ordering Ordering Ordering Ordering Ordering Receiving and Inspection

Place Purchase Order Process Expense Reports Process Expense Reports Process Expense Reports Process Expense Reports Process Expense Reports Process Expense Reports Process Expense Reports Process Expense Reports Process Expense Reports Process Expense Reports Process Expense Reports Process Expense Reports Process Expense Reports Process Expense Reports Process Expense Reports Manage Inspect Goods

not identified Enter Expense Reports Enter Expense Reports Process Employee Expenses Process Employee Expenses Process Employee Expenses Process Employee Expenses Enter Expense Reports Process Employee Expenses Process Employee Expenses Process Employee Expenses Process Employee Expenses Process Employee Expenses Process Employee Expenses Process Employee Expenses Process Employee Expenses Not identified Review Request for Quote/Quotation Feedback Review Request for Quote/Quotation Feedback Review Request for Quote/Quotation Feedback Review Request for Quote/Quotation Feedback Review Request for Quote/Quotation Feedback not identified

PO

PRPURCHORD 4

Multi-Language Maintenance Maintenance Other Other Other Employees Employees Employees Employees Employees Employees Employees Employees Employees Employees Inspection

Setup Process Process Process Process Process Process Setup, Process Process Metric Metric Process, Setup Process Process Process Process Process

Not module specific PREXPENREP 5 Not module specific PREXPENREP 5 Not module specific PREXPENREP 5 Not module specific PREXPENREP 5 Not module specific PREXPENREP 5 AP AP AP AP AP AP AP AP AP AP PO PREXPENREP 5 PREXPENREP 5 PREXPENREP 5 PREXPENREP 5 PREXPENREP 5 PREXPENREP PREXPENREP PREXPENREP PREXPENREP 5 5 5 5

PREXPENREP 5

4942 4943 4944 4945 4946 4947

Procurement Procurement Procurement Procurement Procurement Procurement

Sourcing Sourcing Sourcing Sourcing Sourcing Sourcing

Manage Bid and Proposal Manage Bid and Proposal Manage Bid and Proposal Manage Bid and Proposal Manage Bid and Proposal Manage Requisitions

PO PO PO PO PO PO

OFORDENTSC 28 OFORDENTSC 28 OFORDENTSC 28 OFORDENTSC 28 OFORDENTSC 28 PRREQUISIT 4

RFP RFP RFP RFP RFP RFQ

Process Process Process Process Process Process

4948 4949 4950 4951 4952

Procurement Procurement Procurement Procurement Procurement

Sourcing Sourcing Sourcing Sourcing Sourcing

Manage Requisitions not identified not identified not identified not identified

not identified not identified not identified not identified not identified

PO PO PO PO INV, PO, WIP

PRREQUISIT 4 PRSOURCING 3 PRSOURCING 3 PRSOURCING 3 PRSOURCING 3

Purchase Orders Purchase Orders Purchase Orders Purchase Orders Purchase Orders

Setup Process Process

What do you do when you want to stop purchasing from a particular vendor? Process How do you manage subcontracting? Process Are procurement items ordered (requisition/PO) according to commodity class codes? What are the processes and logic for their use? Setup Are foreign currency conversions used? If so, how are exchange rates updated? Setup Do you override the item description on a requisition or PO? How? Setup Do you enter purchase orders for items that do not require "receipting"? Setup, Process

4953 4954 4955 4956

Procurement Procurement Procurement Procurement

Sourcing Sourcing Sourcing Sourcing

not identified not identified not identified not identified

not identified not identified not identified not identified

INV, PO GL, PO INV, PO PO

PRSOURCING 3 PRORDERING 3 PRORDERING 3 PRORDERING 3

Purchase Orders Purchase Orders Purchase Orders Purchase Orders

4957

Procurement

Sourcing

not identified

not identified

AP, PO

PRSOURCING 3

Purchase Orders

4958 4959 4960 4961

Procurement Procurement Procurement Procurement

Sourcing Sourcing Sourcing Sourcing

not identified Obtain Bids & Quotations Obtain Bids & Quotations Obtain Bids & Quotations

not identified not identified not identified not identified

AP, PO PO AP, PO PO

PRSOURCING 3 PR9001 PR9001 PR9001 4 4 4

Purchase Orders Purchase Orders Purchase Orders RFQ

Do you require that purchase orders being sent to Vendors that are on hold in Accounts Payable be stopped? If so, how is this currently done? Process Are there non-payment vendor sites, not defined in Accounts Payable, that need to be defined for Purchasing to order goods/services? Please describe and provide list of samples. Process How are RFQs presently managed with respect to creation, transmittal, receipt/analysis and approval? Process Are the non-payment vendor sites, not defined in Accounts Payable, that need to be defined for Purchasing considered "RFQ Only" sites? Process Do you use request for quotations/bids? Process

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RD.020 Business Process Questionnaire

OBM Level I
4962 4963 4964 4965 4966 4967 4968 4969 4970 4971 4972 4973 4974 4975 Procurement Procurement Procurement Procurement Procurement Procurement Procurement Procurement Procurement Procurement Procurement Procurement Procurement Procurement

OBM Level II
Sourcing Sourcing Sourcing Sourcing Sourcing Sourcing Sourcing Sourcing Sourcing Sourcing Sourcing Sourcing Supplier Management and Evaluation Supplier Management and Evaluation

OBM Level III

Obtain Bids & Quotations Obtain Bids & Quotations Obtain Bids & Quotations Obtain Bids & Quotations Obtain Bids & Quotations Obtain Bids & Quotations Obtain Bids & Quotations Obtain Bids & Quotations Obtain Bids & Quotations Obtain Bids & Quotations Obtain Bids & Quotations Obtain Bids & Quotations Manage Supplier Base Manage Supplier Base

OBM Level IV
not identified not identified not identified not identified not identified not identified not identified not identified not identified not identified not identified not identified Maintain Database Details Maintain Database Details

Application
PO PO PO PO PO PO PO PO PO PO PO PO

OBM Row No.

PR9001 PR9001 PR9001 PR9001 PR9001 PR9001 PR9001 PR9001 PR9001 PR9001 PR9001 PR9001

Process
4 4 4 4 4 4 4 4 4 4 4 4

Category
RFQ RFQ RFQ RFQ RFQ RFQ RFQ RFQ RFQ RFQ RFQ RFQ Maintenance Maintenance

Process Analysis Questions

What is the process for creating a request for quotations/bids from your vendors? How do you enter/maintain quotations and other quotation information from your vendors? How do you decide which quotations are available to reference on your purchase orders? What items to be purchased (e.g., by item, by commodity, by cost level, etc.) require that valid request for quotations be used? How many RFQ's do you issue per month? Do you obtain quotations from phone, catalogs or by other means? Do you maintain quotations/bids history? How long? Are request for quotations/bids (RFQ's) automated? Do you use unit of measure conversion for RFQs? Are your requisitions or PO's associated with quotations? How? Do you keep track of price breaks on volumes? Do you receive notification from your system when a quotation is about to expire? Do you need to? How do you maintain your Procurement data (current system name, buy cards, etc.) and by whom?

Type = Setup Metric Process Performance Response

Process Process Process Process Metric Process Process Setup Setup Process Process Setup Process

Revisit Y/N

Not module specific PRSUPBASMA 5 Not module specific PRSUPBASMA 5

4976

Procurement

Supplier Management and Evaluation

Manage Supplier Base

Maintain Database Details

Not module specific PRSUPBASMA 5

Security

How do you audit your Procurement data (timing, event-driven) and by whom?Process Do you have security restrictions on who can enter/maintain data for Procurement (e.g., by company, by cost center, by position)? Please describe restrictions. Process Do you have security restrictions on who can process certain functions (e.g., assign item to Auth. Supply List, etc.) for Procurement (e.g., by company, by cost center, by position)? Please describe restrictions. Do you have security restrictions on who can run Procurement reports (by company, by cost center, by position)? Do you run security reports on a regular basis for Procurement? Describe process and who runs reports. Do you have documentation on your current system security requirements for Procurement? Please provide copy. Is a buyer required to purchase from an approved, or 'certified' vendor? Describe extent of these vendors (number, type, commodity, etc.). Is there a pre-defined catalog or set of catalogs of items provided to requisitioners that defines the items, costs, and sources eligible to be ordered? If so, please describe the location of the catalog(s). Is there a pre-defined exchange provided to requisitioners that defines the items, costs, and sources eligible to be ordered? If so, please describe the location of the catalog(s). What is the basis for your vendor category breakdown?

4977 4978 4979 4980

Procurement Procurement Procurement Procurement

Supplier Management and Evaluation Supplier Management and Evaluation Supplier Management and Evaluation Supplier Management and Evaluation

Manage Supplier Base Manage Supplier Base Manage Supplier Base Manage Supplier Base

Maintain Database Details Maintain Database Details Maintain Database Details Maintain Database Details

PO

PRSUPBASMA 5

Security Security Security Security

Setup, Process Setup, Process Process Process

Not module specific PRSUPBASMA 5 Not module specific PRSUPBASMA 5 Not module specific PRSUPBASMA 5

4981

Procurement

Supplier Management and Evaluation

Manage Supplier Base

Add Information to AVL

PO

PRSUPBASMA 5

Buyers

Setup

4982

Procurement

Supplier Management and Evaluation

Manage Supplier Base

Manage Supplier Catalogs

PO

PRSUPBASMA 5

Requisitions

Setup

4983 4984 4985 4986 4987 4988 4989 4990 4991 4992 4993 4994 4995 4996 4997 4998 4999 5000 5001 5002 5003 5004 5005 5006 5007 5008 5009 5010 5011

Procurement Procurement Procurement Procurement Procurement Procurement Procurement Procurement Procurement Procurement Procurement Procurement Procurement Procurement Procurement Procurement Procurement Procurement Procurement Procurement Procurement Procurement Procurement Product Development Product Development Product Development Product Development Product Development Product Development

Supplier Management and Evaluation Supplier Management and Evaluation Supplier Management and Evaluation Supplier Management and Evaluation Supplier Management and Evaluation Supplier Management and Evaluation Supplier Management and Evaluation Supplier Management and Evaluation Supplier Management and Evaluation Supplier Management and Evaluation Supplier Management and Evaluation Supplier Management and Evaluation Supplier Management and Evaluation Supplier Management and Evaluation Supplier Management and Evaluation Supplier Management and Evaluation Supplier Management and Evaluation Supplier Management and Evaluation Supplier Management and Evaluation Supplier Management and Evaluation Supplier Management and Evaluation Supplier Management and Evaluation Supplier Management and Evaluation Design Engineering Design Engineering Design Engineering Design Engineering Design Engineering Design Engineering

Manage Supplier Base Manage Supplier Base Manage Supplier Base Manage Supplier Base Manage Supplier Base Manage Supplier Base Manage Supplier Base Manage Supplier Base Manage Supplier Base Manage Supplier Base Manage Supplier Base Manage Supplier Base Manage Supplier Base Manage Supplier Base Manage Supplier Base Manage Supplier Base Manage Supplier Base Manage Supplier Base Manage Supplier Base Manage Supplier Base Manage Supplier Base Manage Supplier Base Manage Supplier Base Not identified Not identified Not identified Not identified Not identified Not identified

Manage Supplier Catalogs not identified not identified not identified not identified not identified not identified not identified not identified not identified not identified not identified not identified not identified not identified not identified not identified not identified not identified not identified not identified not identified not identified Not identified Not identified Not identified Not identified Not identified Not identified

PO AP, PO PO AP, PO AP, PO AP, PO AP, PO AP, PO AP, PO AP, PO AP, PO PO AP, PO PO AP, PO AP, PO AP AP, PO AP AP PO, Web Suppliers PO, Web Suppliers PO, SSP ENG ENG ENG ENG ENG NS

PRSUPBASMA 5 PRSUPBASMA 4 PRSUPBASMA 4 PRSUPBASMA 4 PRSUPBASMA 4 PRSUPBASMA 4 PRSUPBASMA 4 PRSUPBASMA 4 PRSUPBASMA 4 PRSUPBASMA 4 PRSUPBASMA 4 PRSUPBASMA 4 PRSUPBASMA 4 PRSUPBASMA 4 PRSUPBASMA 4 PRSUPBASMA 4 PRSUPBASMA 4 PRSUPBASMA 4 PRSUPBASMA 4 PRSUPBASMA 4 PRSUPBASMA 4 PRSUPBASMA 4 PRSUPBASMA 4 953 15 953 953 953 953 953 15 15 15 15 15

Requisitions Vendors Vendors Vendors Vendors Vendors Vendors Vendors Vendors Vendors Vendors Vendors Vendors Vendors Vendors Vendors Other Vendors Vendors Disbursement Vendors Vendors Vendors Change Policy Change Policy Change Policy Change Policy Change Policy Change Policy

Setup Setup

Who currently maintains the vendor files (Procurement or Accounts Payable)? Process Do you have a single consolidated vendor list? Do you have vendors listed in your files multiple times? Please describe purpose. How do you manage vendors with multiple addresses? Do you have preferred vendors and how do you identify them? Setup Setup Setup Setup

How do you manage vendor numbering? Setup Do you put employees as vendors? If not, how do you pay employee expenses? Setup Do you have a standard naming convention for vendors when the name is like "John Smith"? Is it "Smith John" or "John Smith"? Setup Do you have shared vendors between companies? Provide listing? How many vendors do you have? What vendor analysis do you perform? What vendor negotiating tools do you use? Setup Metric Process Process

How are vendors categorized for financial tracking purposes? Setup Do you have a single consolidated vendor list for each legal entity/business or is it consolidated across all entities/businesses? Setup Do you track duplicate vendor information within the Payables system? Do you group vendors for payment purposes and how? Do you differentiate vendor sites which can receive payments and sites which cannot receive payments? Do you have a central registry of vendors that supports more than one business? Do you provide vendors with access to their order data via the Internet? If not, is this a future need? How do you enroll/register your vendors to have Internet access to your order data for them? Do you require vendors to provide you with updates to their current PO's? If not, is this a future need? What is the rate at which you introduce changes? Do you have a change control board or a configuration control group? Process Setup, Process Setup Process Setup, Process Setup, Process Setup, Process Metric Setup

5012 5013 5014 5015 5016 5017 5018 5019 5020 5021 5022 5023 5024 5025 5026 5027

Product Development Product Development Product Development Product Development Product Development Product Development Product Development Product Development Product Development Product Development Product Development Product Development Product Development Product Development Product Development Product Development

Design Engineering Design Engineering Design Engineering Design Engineering Design Engineering Design Engineering Design Engineering Design Engineering Design Engineering Design Engineering Design Engineering Design Engineering Design Engineering Design Engineering Design Engineering Design Engineering

Not identified Not identified Not identified Not identified Not identified Not identified Not identified Not identified Not identified Not identified Not identified Not identified Not identified Not identified Not identified Not identified

Not identified Not identified Not identified Not identified Not identified Not identified Not identified Not identified Not identified Not identified Not identified Not identified Not identified Not identified Not identified Not identified

BOM BOM BOM BOM BOM BOM BOM, ENG BOM, ENG BOM NS BOM BOM BOM ENG, WIP ENG ENG

953 953 953 953 953 953 953 953 953 953 953 953 953 953 953 953

15 15 15 15 15 15 15 15 15 15 15 15 15 15 15 15

Change Policy Change Policy Change Policy Change Policy Change Policy Change Policy Change Policy Change Policy Control Rules Control Rules Control Rules Control Rules Control Rules Control Rules Control Rules Control Rules

Do you use change requests as well as official change control orders? Process Do you retain change control history? Process Do you have a document control group? Setup How do you get document approvals? Process How many different kinds of Bills of Material do you maintain? (Manufacturing, Costed, Planned As-Built, As-Designed, As-Sold, Modular, Model, Planning, etc.) Setup Does ECN Implementation increase the revision number or constitute a different part number for the end product? Setup How many people initiate, process and implement ECNs? Setup Do you comply with corporate level engineering changes? Setup What is the typical lead time for implementing ECNs? This question may depend on type of ECN. Setup How are engineering changes communicated to manufacturing, distribution, order processing, shipping and other key organizations? Setup Do you create ECNs as a result of product failure, customer returns, or purely from research and development? Describe this process. Process Do you design for manufacturability or assembly? Process Do you follow form - fit - function rules of interchangeability? Process Do you manage engineering changes for configured product offerings? Process Do you need to integrate changes in optioned bills of material with sales order changes? Process Do you use up all the material that you plan to obsolete? Process What type of effectiveness do you use? (Date, Lot, Serial) Process How do you deal with open shop orders when component revisions change? Process Do you differentiate between ECO and ECN, NORs, waivers? Process Do you create ECO's for items under Kanban control? Process

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RD.020 Business Process Questionnaire

OBM Level I
5028 5029 5030 5031 5032 5033 Product Development Product Development Product Development Product Development Product Development Product Development

OBM Level II
Design Engineering Design Engineering Design Engineering Design Engineering Design Engineering Design Engineering

OBM Level III

Not identified Not identified Not identified Not identified Not identified Not identified

OBM Level IV
Not identified Not identified Not identified Not identified Not identified Not identified

Application
ENG BOM, ENG

OBM Row No.

953 953

Process
15 15 15 15 15 15

Category
Control Rules Control Rules Control Rules Control Rules Control Rules Control Rules

Process Analysis Questions

If yes, then how do you manage that? Do you group similar products together into Product Families? Do you have a different process for items associated with Projects? Do you need to do revision tracking for government manufacturing? To what level do you have to track revisions for government (documents or parts)? Do you build product if obsolete bills of material are required for a production run? (Government build) If engineering changes require different purchased parts of subassemblies, how does the ECN initiate replacement part of purchase process? How do you maintain your New Product Introduction data? How do you audit your New Product Introduction data? Which operations/processes do you want to streamline for New Product Introduction? Which operations/processes do you want to eliminate for New Product Introduction? Are there any time-intensive New Product Introduction operations/processes that need to be addressed? Do you have security requirements on who can enter data for New Product Introduction? (e.g. by company? by cost center?) Do you have security reports on who can run New Product Introduction reports? (by company, by cost center etc.) Will there need to be terminal security for New Product Introduction?

Type = Setup Metric Process Performance Response

Process Process Process Process Process Process

Revisit Y/N

BOM, ENG, PA, PJM 953 BOM, ENG 953 BOM BOM, WIP BOM, ENG, MRP, PO ALL ALL ALL ALL ALL ALL ALL ALL ALL ALL ALL 953 953

5034 5035 5036 5037 5038 5039 5040 5041 5042 5043 5044 5045

Product Development Product Development Product Development Product Development Product Development Product Development Product Development Product Development Product Development Product Development Product Development Product Development

Design Engineering Design Engineering Design Engineering Design Engineering Design Engineering Design Engineering Design Engineering Design Engineering Design Engineering Design Engineering Design Engineering Design Engineering

Not identified Not identified Not identified Not identified Not identified Not identified Not identified Not identified Not identified Not identified Not identified Not identified

Not identified Not identified Not identified Not identified Not identified Not identified Not identified Not identified Not identified Not identified Not identified Not identified

953 953 953 953 953 953 953 953 953 953 953 953

15 18 18 18 18 18 18 18 18 18 18 18

Control Rules Maintenance Maintenance Other Other Other Security Security Security Security Security Security

Process Process Process Process Process Process Process SETup, Process Setup

Do you run security reports on a regular basis for New Product Introduction? Process Do you have documentation on your current system security requirements for New Product Introduction? Process Map each GL user to a menu structure. Will any new ones need to be created for New Product Introduction? SETup, Process Do you review requirements for validation rules, allowing certain New Product Introduction accounts to be valid with only certain other values. Do you track the cost of a new product introduction separately from you established production costs? How do you cost the new product? Do you establish a project for the new product? Do you have an engineering production line for new products? How often does your Company introduce new products? How many new products do you introduce over a fiscal year? Do your customers drive the new product introduction? Does your marketing department drive the new product introduction? Does general technology change in your industry drive new product introduction? How is the price of the product set? Is the price set independent of the cost of manufacture? Is the price set only on a competitive basis? Do you have a new product procurement procedure? Do you usually have to buy new tooling for new product introduction? Do you have buyers and planners who work specifically with new product introduction? Do your planners buy material based on a build forecast? Do you allow enough lead-time for the planners and buyers to get in the correct material for the first production run? Do you build prototypes? Do you sell the prototypes? Do you do any design and prototyping prior to public announcements? Who builds prototypes, Production or Engineering? When do you release the new product to production? Do you have departments charge their time against these projects? How many significant upgrades have you done to your current product over the past three years?

5046 5047 5048 5049 5050 5051 5052 5053 5054 5055 5056 5057 5058 5059 5060 5061 5062 5063 5064 5065 5066 5067 5068 5069 5070 5071 5072

Product Development Product Development Product Development Product Development Product Development Product Development Product Development Product Development Product Development Product Development Product Development Product Development Product Development Product Development Product Development Product Development Product Development Product Development Product Development Product Development Product Development Product Development Product Development Product Development Product Development Product Development Product Development

Design Engineering Design Engineering Design Engineering Design Engineering Design Engineering Design Engineering Design Engineering Design Engineering Design Engineering Design Engineering Design Engineering Design Engineering Design Engineering Design Engineering Design Engineering Design Engineering Design Engineering Design Engineering Design Engineering Design Engineering Design Engineering Design Engineering Design Engineering Design Engineering Design Engineering Design Engineering Document Release

Not identified Not identified Not identified Not identified Not identified Not identified Not identified Not identified Not identified Not identified Not identified Not identified Not identified Not identified Not identified Not identified Not identified Not identified Not identified Not identified Not identified Not identified Not identified Not identified Not identified Not identified Not identified

Not identified Not identified Not identified Not identified Not identified Not identified Not identified Not identified Not identified Not identified Not identified Not identified Not identified Not identified Not identified Not identified Not identified Not identified Not identified Not identified Not identified Not identified Not identified Not identified Not identified Not identified Not identified

ALL COST, ENG COST, ENG, PO PA, PJM ENG BOM, ENG, INV, OE, WIP OE OE NS ENG COST, OE COST, OE COST, OE ENG, PO PO INV, PO, MRP MPS INV, PO, WIP WIP OE ENG, WIP WIP OE WIP BOM, ENG, WIP ALL ALL

953 953 953 953 953 953 953 953 953 953 953 953 953 953 953 953 953 953 953 953 953 953 953 953 953

18 18 18 18 18 18 18 18 18 18 18 18 18 18 18 18 18 18 18 18 18 18 18 18 18 19

Validation Costing Costing Costing ECN Initiating New Products Initiating New Products Initiating New Products Initiating New Products Initiating New Products Pricing Pricing Pricing Procurement Procurement Procurement Procurement Procurement Prototype Prototype Prototype Prototype Prototype Costing ECN Reporting Reporting

Setup Metric Setup Process Setup Process Metric Process Process Process Process Process Process Setup Setup Setup Metric Metric Process Process Process Process Process Performance Performance

979

15

5073 5074 5075 5076 5077 5078 5079 5080 5081 5082 5083 5084 5085 5086 5087 5088 5089

Product Development Product Development Product Development Product Development Product Development Product Development Product Development Product Development Product Development Product Development Product Development Product Development Product Development Product Development Product Development Product Development Product Development

Document Release Document Release Document Release Document Release Document Release Document Release Document Release Document Release Document Release Document Release Document Release Document Release Document Release Document Release Document Release Document Release Document Release

Not identified Not identified Not identified Not identified Not identified Not identified Not identified Not identified Not identified Not identified Not identified Not identified Not identified Not identified Not identified Not identified Not identified

Not identified Not identified Not identified Not identified Not identified Not identified Not identified Not identified Not identified Not identified Not identified Not identified Not identified Not identified Not identified Not identified Not identified

ALL ALL ALL ALL ALL ALL ALL ALL ALL ALL ALL ALL ALL ALL ALL ALL ALL

979 979 979 979 979 979 979 979 979 979 979 979 979 979 979 979 979

15 15 15 15 15 15 15 15 15 15 15 15 15 15 15 15 15

Reporting Reporting Reporting Reporting Reporting Reporting Reporting Reporting Reporting Reporting Reporting Reporting Reporting Reporting Reporting Reporting Reporting

What business performance statistics do you monitor for Order Placement? Process What are your Engineering Change reporting requirements with respect to summary or detail formats? Obtain report listing. Setup, Process What reports do you currently generate to meet your Engineering Change reporting requirements? Provide examples of each. Include source (could be manual), user, frequency, number of copies. Setup, Process Is there any Engineering Change reporting requirement that your current set of reports does not meet? Setup Are Engineering Change reports standard across multiple Sets of Books, for example, subsidiaries? Setup Are Engineering Change reports standard across multiple levels within a Set of Books, i e., divisions? Setup What account codes and/or descriptions are required on Engineering Change reports? Setup Do you provide a "key" of content/information somewhere on the Engineering Change report? Setup What Engineering Change reports are grouped together on a regular basis and printed in one print run? Setup, Process Who receives a copy of the Engineering Change reports? Process What is the criteria for determining who should receive a copy of any Engineering Change report? Process How do you update a Engineering Change reports distribution list? Process Is the process to update a Engineering Change reports distribution list documented? Process How long does it take to update a Engineering Change reports distribution list? Process How long should it take to update a Engineering Change reports distribution list? Process Who performs the tasks associated with updating a Engineering Change reports distribution list? Process Is there any requirement for on-line (softcopy) distribution and/or remote location printing for Engineering Change reports? Setup, Process Do some of these Engineering Change reports belong in report sets? Always being run together? Setup Process, Do the separate business units run their own Engineering Change reports? Performance What type of printers do you run Engineering Change reports (including checks, purchase orders etc.) on? Where are they located? Setup, Performance Do you run Engineering Change reports for different companies or cost centers? Process Do you have security requirements on who can enter data for Engineering Change? (e.g. by company? by cost center?) Process Do you have security reports on who can run Engineering Change reports? (by company, by cost center etc.) Setup, Process Will there need to be terminal security for Engineering Change? Setup Do you run security reports on a regular basis for Engineering Change? Process Do you have documentation on your current system security requirements for Engineering Change? Process Map each GL user to a menu structure. Will any new ones need to be created for Engineering Change? Setup, Process

5090 5091 5092 5093 5094 5095 5096 5097

Product Development Product Development Product Development Product Development Product Development Product Development Product Development Product Development

Document Release Document Release Document Release Document Release Document Release Document Release Document Release Document Release

Not identified Not identified Not identified Not identified Not identified Not identified Not identified Not identified

Not identified Not identified Not identified Not identified Not identified Not identified Not identified Not identified

ALL ALL ALL ALL ALL ALL ALL ALL

979 979 979 979 979 979 979 979

15 15 15 15 15 15 15 15

Reporting Reporting Security Security Security Security Security Security

85338164.xlsx

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RD.020 Business Process Questionnaire

OBM Level I
5098 5099 5100 5101 5102 5103 5104 5105 5106 5107 Product Development Product Development Product Development Product Development Product Development Product Development Product Development Product Development Product Development Product Development

OBM Level II
Document Release Product Maintenance Product Maintenance Product Maintenance Product Maintenance Product Maintenance Product Maintenance Product Maintenance Product Prototype Validation Product Prototype Validation

OBM Level III

Not identified Not identified Not identified Not identified Not identified Not identified Not identified Not identified Manage Product Data Manage Product Data

OBM Level IV
Not identified Not identified Not identified Not identified Not identified Not identified Not identified Not identified Estimate Costs Estimate Costs

Application
ALL ALL ALL ALL ALL ALL ALL ALL NS NS

OBM Row No.

979 964 964 964 964 964 964 964

Process
15 15 15 15 15 15 15 15 21 21

Category
Validation Maintenance Maintenance Other Other Other Reporting Reporting Cost Cost

Process Analysis Questions

Do you review requirements for validation rules, allowing certain Engineering Change accounts to be valid with only certain other values. How do you maintain your Engineering Change data? How do you audit your Engineering Change data? Which operations/processes do you want to streamline for Engineering Change? Which operations/processes do you want to eliminate for Engineering Change? Are there any time-intensive Engineering Change operations/processes that need to be addressed?

Type = Setup Metric Process Performance Response

Setup Process Process Process Process Process

Revisit Y/N

What business performance statistics do you monitor for Engineering Change?Process What are your Engineering Change reporting requirements with respect to functional vs. foreign currencies? Setup, Process How do you cost parts and labor for returned goods repairs? Metric Do you estimate the costs of repairs prior to the actual repair process? If so please describe the estimation process. Process Do you track the actual repair cost to the estimate? if so - please describe the tracking process and what information or tools are used. What operations/processes (e.g., receiving inspection, SPC data logging, etc.) do you want to streamline for Quality Management? What operations/processes (e.g., incoming WIP inspection, etc.) do you want to eliminate for Quality Management? What time-intensive Quality Management operations/processes need to be addressed? What Quality Management data do you maintain and how is it maintained? How do you audit your Quality Management data? Does a current process baseline already exist for the Quality Management processes? If so, please provide copy. Do Quality Management policies, procedures and work instructions exist? If so, please provide sample. What group/organization is the primary customer for this Quality Management process? Secondary customer(s)? What is/are the key output(s) of the Quality Management process? What request or event launches the Quality Management processes? Please provide listing. How does the customer recognize that the process has been completed (e.g., reports, alerts, etc.)? What are the business functions that must be accomplished in order to complete the process?

5108 5109 5110 5111 5112 5113 5114 5115 5116 5117 5118 5119 5120

Product Development Quality Management Quality Management Quality Management Quality Management Quality Management Quality Management Quality Management Quality Management Quality Management Quality Management Quality Management Quality Management

Product Prototype Validation Corporate Quality Plan Corporate Quality Plan Corporate Quality Plan Corporate Quality Plan Corporate Quality Plan Corporate Quality Plan Corporate Quality Plan Corporate Quality Plan Corporate Quality Plan Corporate Quality Plan Corporate Quality Plan Corporate Quality Plan

Manage Product Data Manage Quality Plan Manage Quality Plan Manage Quality Plan Not identified Not identified Not identified Not identified Not identified Not identified Not identified Not identified Not identified

Estimate Costs Not identified Not identified Not identified Not identified Not identified Not identified Not identified Not identified Not identified Not identified Not identified Not identified

COST, WIP NOT MODULE SPECIFIC NOT MODULE SPECIFIC NOT MODULE SPECIFIC PO, QA, SERVICE, WIP PO, QA, SERVICE, WIP QA QA QA QA PO, QA, SERVICE, WIP QA NOT MODULE SPECIFIC NOT MODULE SPECIFIC NOT MODULE SPECIFIC NOT MODULE SPECIFIC QA NOT MODULE SPECIFIC NOT MODULE SPECIFIC NOT MODULE SPECIFIC PO, QA, SERVICE, WIP QA PO, QA, SERVICE, WIP PO, QA, SERVICE, WIP QA QA NOT MODULE SPECIFIC PO, QA, SERVICE, WIP QA NOT MODULE SPECIFIC NOT MODULE SPECIFIC NOT MODULE SPECIFIC NOT MODULE SPECIFIC NOT MODULE SPECIFIC NOT MODULE SPECIFIC PO, QA, SERVICE, WIP QA QA PO, QA, SERVICE, WIP PO, QA, SERVICE, WIP PO, QA, SERVICE, WIP QA PO, QA, SERVICE, WIP PO, QA, SERVICE, WIP PO, QA, SERVICE, WIP AP, QA QA QA QA

21 QMMANGPLAN 14 QMMANGPLAN 14 QMMANGPLAN 14 QMCORPQUAL 14 QMCORPQUAL 14 QMCORPQUAL 14 QMCORPQUAL 14 QMCORPQUAL 14 QMCORPQUAL 14 QMCORPQUAL 14 QMCORPQUAL 14 QMCORPQUAL 14

Cost Other Other Other Maintenance Maintenance ALL ALL ALL ALL ALL ALL ALL

Metric Process Process Process Process Process Process Process Process Process Process Process Process

5121 5122 5123 5124 5125 5126 5127

Quality Management Quality Management Quality Management Quality Management Quality Management Quality Management Quality Management

Corporate Quality Plan Corporate Quality Plan Corporate Quality Plan Corporate Quality Plan Corporate Quality Plan Corporate Quality Plan Corporate Quality Plan

Not identified Not identified Not identified Not identified Not identified Not identified Not identified

Not identified Not identified Not identified Not identified Not identified Not identified Not identified

QMCORPQUAL 14 QMCORPQUAL 14 QMCORPQUAL 14 QMCORPQUAL 14 QMCORPQUAL 14 QMCORPQUAL 14 QMCORPQUAL 14

ALL ALL ALL ALL ALL ALL ALL

List and classify each business function by type (a combination of Manual or System-assisted, and Internal or External) and responsible agent (owner). Process What decision steps are involved in the process, what are the outcomes and % likelihood for each outcome? Process What are the key decisions that drive the process? Process Create a pareto chart of causes or decision drivers of outcomes ("x" % of the time "y" happens because...). Process What are the policies that govern how the process will function? What are the constraints that limit or control the process? Do standards exist for process steps? What are the system transactions (list by "type" such as: control, status, movement, logistics, change, quality, balancing and reconciliation)? What is the primary information captured and used? What is the source of each set of key information? What are the data capture methods? Does a schematic exist that depicts all storage points for material? Does a schematic exist that depicts all storage points for information? What types of security and controls are used regarding key information? How is data entry audited? What are the activity drivers and how are they measured and valued? Where are the process bottlenecks? What are representative transaction volumes for key process steps? What are the drivers of transaction volume surge and peak loads? How stable is the transaction throughput? What are the opportunities for improving the process? Where are the current weak areas? Process Process Process

5128 5129 5130 5131 5132 5133 5134 5135 5136 5137 5138 5139 5140 5141 5142 5143 5144 5145 5146 5147 5148 5149 5150 5151 5152 5153 5154 5155 5156

Quality Management Quality Management Quality Management Quality Management Quality Management Quality Management Quality Management Quality Management Quality Management Quality Management Quality Management Quality Management Quality Management Quality Management Quality Management Quality Management Quality Management Quality Management Quality Management Quality Management Quality Management Quality Management Quality Management Quality Management Quality Management Quality Management Quality Management Quality Management Quality Management

Corporate Quality Plan Corporate Quality Plan Corporate Quality Plan Corporate Quality Plan Corporate Quality Plan Corporate Quality Plan Corporate Quality Plan Corporate Quality Plan Corporate Quality Plan Corporate Quality Plan Corporate Quality Plan Corporate Quality Plan Corporate Quality Plan Corporate Quality Plan Corporate Quality Plan Corporate Quality Plan Corporate Quality Plan Corporate Quality Plan Corporate Quality Plan Corporate Quality Plan Corporate Quality Plan Corporate Quality Plan Corporate Quality Plan Corporate Quality Plan Corporate Quality Plan Corporate Quality Plan Corporate Quality Plan Corporate Quality Plan Corporate Quality Plan

Not identified Not identified Not identified Not identified Not identified Not identified Not identified Not identified Not identified Not identified Not identified Not identified Not identified Not identified Not identified Not identified Not identified Not identified Not identified Not identified Not identified Not identified Not identified Not identified Not identified Not identified Not identified Not identified Not identified

Not identified Not identified Not identified Not identified Not identified Not identified Not identified Not identified Not identified Not identified Not identified Not identified Not identified Not identified Not identified Not identified Not identified Not identified Not identified Not identified Not identified Not identified Not identified Not identified Not identified Not identified Not identified Not identified Not identified

QMCORPQUAL 14 QMCORPQUAL 14 QMCORPQUAL 14 QMCORPQUAL 14 QMCORPQUAL 14 QMCORPQUAL 14 QMCORPQUAL 14 QMCORPQUAL 14 QMCORPQUAL 14 QMCORPQUAL 14 QMCORPQUAL 14 QMCORPQUAL 14 QMCORPQUAL 14 QMCORPQUAL 14 QMCORPQUAL 14 QMCORPQUAL 14 QMCORPQUAL 14 QMCORPQUAL 14 QMCORPQUAL 14 QMCORPQUAL 14 QMCORPQUAL 14 QMCORPQUAL 14 QMCORPQUAL 14 QMCORPQUAL 14 QMCORPQUAL 14 QMCORPQUAL 14 QMCORPQUAL 14 QMCORPQUAL 14 QMCORPQUAL 14

ALL ALL ALL ALL ALL ALL ALL ALL ALL ALL ALL ALL ALL ALL ALL ALL ALL ALL Collect Quality Results Collect Quality Results Collect Quality Results Collect Quality Results Return Material Return Material Return Material Adjust Accounts Enhance Quality Collection Plans Enhance Quality Collection Plans Specifications

Process Process Process Process Process Process Performance Performance Performance Performance Performance Performance Performance Performance Performance

What are the redundancies (particularly data entry)? Performance What are the reasons for acquiring the new application system relevant to this business area? Performance What families of products or inputs carry the most value through the process? How do you integrate your quality system(s) with other operating subsystems (like Purchasing, Inventory, Manufacturing, etc.)? What are the operating systems transactions from which quality results must be collected? Describe how quality results must be collected in "background" (i.e. no operator intervention)? Describe the procedure and level of difficulty encountered when new quality collection elements must be added to existing plans. Are field info (like returns) incorporated? What is the linkage between service systems, RMAs and serialized items? Will you accept obsolete products for return? Do you automatically take credit for returned goods in payables? How are quality collection plans revised, improved and generally updated based on corrective action cycles? To what extent can collection plans be user-defined (including key information)? Do you maintain Specifications by Item & Operation? Performance Process Process Process Process Process Process Process Process Process Setup Setup

85338164.xlsx

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RD.020 Business Process Questionnaire

OBM Level I
5157 5158 5159 5160 5161 5162 Quality Management Quality Management Quality Management Quality Management Quality Management Quality Management

OBM Level II
Corporate Quality Plan Corporate Quality Plan Corporate Quality Plan Corporate Quality Plan Corporate Quality Plan Corporate Quality Plan

OBM Level III

Not identified Not identified Not identified Not identified Not identified Not identified

OBM Level IV
Not identified Not identified Not identified Not identified Not identified Not identified

Application
QA QA QA QA QA QA

OBM Row No.

Process

Category
Specifications Specifications Specifications Specifications Collection Plans Collection Plans

Process Analysis Questions

Type = Setup Metric Process Performance Response

Revisit Y/N

QMCORPQUAL 14 QMCORPQUAL 14 QMCORPQUAL 14 QMCORPQUAL 14 QMCORPQUAL 14 QMCORPQUAL 14

Do you maintain Specifications by input characteristic? Setup Do you maintain Specifications by a combination of Item and input characteristic? Supplier? Customer? Setup Is it necessary to store schematics and other drawings on-line as electronic documents for inspection purposes? Setup Do you maintain on-line specifications using: target values? Validation ranges? Lists of values? Setup Do you have the capability to determine what quality characteristics must be entered based on other entries or actions? Setup Do you reuse system-assisted, pre-built Quality Plans to simplify receiving inspection? Setup What are the important characteristics and elements you plan to collect? (class by type: identification, reference, variables, attributes) Is data gathering restricted to subsets by family or other grouping to reduce volume? To what extent can elements be user-defined on collection plans (including lengths and precision, and validation logic)? Must users develop collection plans that vary by site or organization for the same transaction?

5163 5164 5165 5166 5167 5168 5169

Quality Management Quality Management Quality Management Quality Management Quality Management Quality Management Quality Management

Corporate Quality Plan Corporate Quality Plan Corporate Quality Plan Corporate Quality Plan Corporate Quality Plan Corporate Quality Plan Corporate Quality Plan

Not identified Not identified Not identified Not identified Not identified Not identified Not identified

Not identified Not identified Not identified Not identified Not identified Not identified Not identified

QA QA QA QA QA NOT MODULE SPECIFIC QA PO, QA, SERVICE, WIP

QMCORPQUAL 14 QMCORPQUAL 14 QMCORPQUAL 14 QMCORPQUAL 14 QMCORPQUAL 14 QMCORPQUAL 14 QMCORPQUAL 14 QMQULTCOM P 14

Collection Plans Collection Plans Collection Plans Collection Plans History Management Management

Setup Setup Setup Setup

5170

Quality Management

Quality Compliance Mgmt

Not identified

Not identified

Security

To what other systems is quality information exported? Process How do you determine which products and business processes require quality control and reporting? Performance How does the quality management system interface with total preventive and predictive maintenance programs? Performance Do you have security restrictions on who can enter data for Quality Management? (e.g., by company, by cost center, by position)? Please describe restrictions. Process Do you have security restrictions on who can process certain functions (e.g., place or release quality holds, reject lots, etc.) for Quality Management (e.g., by company, by cost center, by position)? Please describe restrictions. Setup, Process Do you have security restrictions on who can run Quality Management reports (e.g., by company, by cost center, by position, etc.)? Setup, Process Will there need to be terminal security for Quality Management? Setup Do you run security reports on a regular basis for Quality Management? Describe process and who runs reports. Process Do you have documentation on your current system security requirements for Quality Management? Please provide copy. Process Map each GL user to a menu structure (current system or Oracle system if trained). Will any new menus need to be created for Quality Management?

5171

Quality Management

Quality Compliance Mgmt

Not identified

Not identified

PO, QA, SERVICE, WIP

QMQULTCOM P QMQULTCOM P 14 QM 14 QMQULTCOM P 14 QMQULTCOM P 14 QMQULTCOM P 14 QMQULTCOM P QMQULTCOM P QMQULTCOM P QMQULTCOM P QMQULTCOM P QMQULTCOM P QMQULTCOM P QMQULTCOM P QMQULTCOM P QMQULTCOM P QMQULTCOM P QMQULTCOM P QMQULTCOM P QMQULTCOM P QMQULTCOM P QMQULTCOM P QMQULTCOM P QMQULTCOM P QMQULTCOM P QMQULTCOM P QMQULTCOM P QMQULTCOM P QMQULTCOM P QMQULTCOM P QMQULTCOM P QMQULTCOM P QMQULTCOM P QMQULTCOM P QMQULTCOM P QMQULTCOM P QMQULTCOM P QMQULTCOM P QMQULTCOM P QMQULTCOM P QMQULTCOM P

Security

5172 5173 5174 5175

Quality Management Quality Management Quality Management Quality Management

Quality Compliance Mgmt Quality Compliance Mgmt Quality Compliance Mgmt Quality Compliance Mgmt

Not identified Not identified Not identified Not identified

Not identified Not identified Not identified Not identified

QA PO, QA, SERVICE, WIP QA NOT MODULE SPECIFIC NOT MODULE SPECIFIC

Security Security Security Security

5176

Quality Management

Quality Compliance Mgmt

Not identified

Not identified

Security

Setup, Process

5177 5178 5179 5180 5181 5182 5183 5184 5185 5186 5187 5188 5189 5190 5191 5192 5193 5194 5195 5196

Quality Management Quality Management Quality Management Quality Management Quality Management Quality Management Quality Management Quality Management Quality Management Quality Management Quality Management Quality Management Quality Management Quality Management Quality Management Quality Management Quality Management Quality Management Quality Management Quality Management

Quality Compliance Mgmt Quality Compliance Mgmt Quality Compliance Mgmt Quality Compliance Mgmt Quality Compliance Mgmt Quality Compliance Mgmt Quality Compliance Mgmt Quality Compliance Mgmt Quality Compliance Mgmt Quality Compliance Mgmt Quality Compliance Mgmt Quality Compliance Mgmt Quality Compliance Mgmt Quality Compliance Mgmt Quality Compliance Mgmt Quality Compliance Mgmt Quality Compliance Mgmt Quality Compliance Mgmt Quality Compliance Mgmt Quality Compliance Mgmt

Not identified Not identified Not identified Not identified Not identified Not identified Not identified Not identified Not identified Not identified Not identified Not identified Not identified Not identified Not identified Not identified Not identified Not identified Not identified Not identified

Not identified Not identified Not identified Not identified Not identified Not identified Not identified Not identified Not identified Not identified Not identified Not identified Not identified Not identified Not identified Not identified Not identified Not identified Not identified Not identified

QA PO, QA, SERVICE, WIP NOT MODULE SPECIFIC NOT MODULE SPECIFIC NOT MODULE SPECIFIC NOT MODULE SPECIFIC NOT MODULE SPECIFIC QA QA QA QA QA QA QA QA PO, QA, WIP PO, QA, WIP PO, QA, WIP PO, QA, WIP PO, QA, WIP

14 14 14 14 14 14 14 14 14 14 14 14 14 14 14 14 14 14 14 14

Validation ALL ALL ALL ALL ALL ALL

Do you review requirements for validation rules, allowing certain Quality Management accounts to be valid with only certain other values. Setup What technology and tools are needed at the business function (process step) level for data gathering, measurement or inspection? Process What are the control points for performance measurement and management? Status? Value? Location? Performance How do you measure value for key process steps? How do you measure efficiency? How do you measure response or service to the customer? Performance Performance Performance Performance Process Process

How do you measure the stability of key process steps? Do you monitor serial cycle history (like multiple passes through testing or Monitor In-process controls debugging)? Monitor In-process controls Do you maintain statistical process controls (SPC)?

Monitor In-process controls Do you maintain SPC for supplier production processes? Process What are the key variables and attributes that are monitored during Monitor In-process controls production? Process To what extent are Cp, Cpk and other process capability statistics maintained Monitor In-process controls and used? Performance Monitor In-process controls To what extent are correlation statistics maintained? How do you alert the appropriate personnel when quality nonconformance Monitor In-process controls occurs? Does the quality system take or recommend action based on sampling or Monitor In-process controls analysis of a series of outputs? Collect Quality Results Collect Quality Results Collect Quality Results Collect Quality Results Collect Quality Results How is failure data collected? What % is being entered manually? Do you collect information "on everything", and not just failures (tests run, environmental factors, etc.)? Process Process Process Process Process

SERVICE, SERVICE, SERVICE, SERVICE, SERVICE,

5197 5198 5199 5200 5201 5202 5203 5204 5205

Quality Management Quality Management Quality Management Quality Management Quality Management Quality Management Quality Management Quality Management Quality Management

Quality Compliance Mgmt Quality Compliance Mgmt Quality Compliance Mgmt Quality Compliance Mgmt Quality Compliance Mgmt Quality Compliance Mgmt Quality Compliance Mgmt Quality Compliance Mgmt Quality Compliance Mgmt

Not identified Not identified Not identified Not identified Not identified Not identified Not identified Not identified Not identified

Not identified Not identified Not identified Not identified Not identified Not identified Not identified Not identified Not identified

PO, QA, SERVICE, WIP PO, QA, SERVICE, WIP QA PO, QA, SERVICE, WIP QA QA QA QA PO, QA, SERVICE, WIP

14 14 14 14 14 14 14 14 14

Collect Quality Results Collect Quality Results Collect Quality Results Collect Quality Results Collect Quality Results Collect Quality Results Collect Quality Results Collect Quality Results Collect Quality Results

Do you collect time-to-failure statistics? Process Is the current system transparent across suppliers (for both collection and reporting)? Process Do current procedures call for logging time spent debugging or troubleshooting failures? Process When gathering quality collection results from test or other automated equipment, how do you filter, screen or otherwise avoid a lot of unimportant excess data? Process Do you need to be able to back out any collected results? Process

Is Cycle time a quality collection element? Process How do you gather failure analysis data from Suppliers and translate codes between systems? Process Are collection elements derived from other elements (like Symptom Code from comparison of results to specs)? Process Is the current system able to auto-populate collection elements? Process Are collection elements ever calculated as a function of other elements (in addition to constants)? Process Do you capture and report Supplier process factors that are affecting product quality? Process What collection import programs are in use? Are inspection control areas organized in these ways: internal (for characteristics), external (like packaging and handling), source process and administrative process (documentation)? Are test and inspection instructions available at critical steps throughout the supply chain? Process

5206 5207 5208 5209 5210 5211

Quality Management Quality Management Quality Management Quality Management Quality Management Quality Management

Quality Compliance Mgmt Quality Compliance Mgmt Quality Compliance Mgmt Quality Compliance Mgmt Quality Compliance Mgmt Quality Compliance Mgmt

Not identified Not identified Not identified Not identified Not identified Not identified

Not identified Not identified Not identified Not identified Not identified Not identified

QA NOT MODULE SPECIFIC QA QA QA QA

14 14 14 14 14 14

Test/Inspect Test/Inspect Test/Inspect Test/Inspect Test/Inspect Test/Inspect

Setup Setup

What sampling programs are in-place and what is their basis? Setup What types of "holds" are used after a quality event has occurred and before disposition is made? Setup What criteria is used to "pass" material during inspection? What percent of material passes during the first inspection? Process Performance

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RD.020 Business Process Questionnaire

OBM Level I
5212 5213 5214 5215 5216 5217 5218 5219 5220 5221 5222 5223 5224 Quality Management Quality Management Quality Management Quality Management Quality Management Quality Management Quality Management Quality Management Quality Management Quality Management Quality Management Quality Management Quality Management

OBM Level II
Quality Compliance Mgmt Quality Compliance Mgmt Quality Compliance Mgmt Quality Compliance Mgmt Quality Compliance Mgmt Quality Compliance Mgmt Quality Compliance Mgmt Quality Compliance Mgmt Quality Compliance Mgmt Quality Compliance Mgmt Quality Compliance Mgmt Quality Compliance Mgmt Quality Compliance Mgmt

OBM Level III

Not identified Not identified Not identified Not identified Not identified Not identified Not identified Not identified Not identified Not identified Not identified Not identified Not identified

OBM Level IV
Not identified Not identified Not identified Not identified Not identified Not identified Not identified Not identified Not identified Not identified Not identified Not identified Not identified

Application
QA QA QA QA NOT MODULE SPECIFIC NOT MODULE SPECIFIC QA QA QA NOT MODULE SPECIFIC QA QA QA

OBM Row No.

QMQULTCOM P QMQULTCOM P QMQULTCOM P QMQULTCOM P QMQULTCOM P QMQULTCOM P QMQULTCOM P QMQULTCOM P QMQULTCOM P QMQULTCOM P QMQULTCOM P QMQULTCOM P QMQULTCOM P QMQULTCOM P QMQULTCOM P QMQULTCOM P QMQULTCOM P QMQULTCOM P QMQULTCOM P QMQULTCOM P QMQULTCOM P QMQULTCOM P QMQULTCOM P QMQULTCOM P QMQULTCOM P QMQULTCOM P QMQULTCOM P QMQULTCOM P QMQULTCOM P QMQULTCOM P QMQULTCOM P QMQULTCOM P QMQULTCOM P QMQULTCOM P QMQULTCOM P QMQULTCOM P QMQULTCOM P QMQULTCOM P QMQULTCOM P QMQULTCOM P QMQULTCOM P QMQULTCOM P QMQULTCOM P QMQULTCOM P QMQULTCOM P QMQULTCOM P QMQULTCOM P QMQULTCOM P QMQULTCOM P QMQULTCOM P QMQULTCOM P QMQULTCOM P QMQULTCOM P QMQULTCOM P QMQULTCOM P QMQULTCOM P QMQULTCOM P

Process
14 14 14 14 14 14 14 14 14 14 14 14 14

Category
Test/Inspect Diagnose Quality Event Diagnose Quality Event Diagnose Quality Event Disposition non-conforming material Disposition non-conforming material Disposition non-conforming material Disposition non-conforming material Disposition non-conforming material Repair or Replace Take Corrective Action Take Corrective Action Take Corrective Action

Process Analysis Questions

Type = Setup Metric Process Performance Response

Revisit Y/N

Do you track "first-pass" inspection? Performance Does the system prompt suggested test or debug steps based on preliminary collection results? Process How is the Supplier quality event capture through corrective action managed? Process Are action rules and systematic notifications used when in-house quality events occur? Are these filtered by parameters in any way? Process How are material review board workflows enabled? Process Are responsibilities for dispositioning nonconformances established by name? Department? Role? Process What percentage of material is returned for re-work? What percentage of material is scrapped? How long does it take you to disposition discrepant material? What are the policies governing repair vs. replace? Is the corrective action loop closure automated or based heavily on manual methods and transmittal of hard-copy forms? Is the corrective action loop based on any workflow technology? To what extent are system-based supplier certification records maintained? Do you track corrective actions from MRB or Supplier audit event through analysis, action, change control (like ECO) and pre-control planning? Do you need to collect Symptom, Cause and Action codes along the corrective action loop? Do all process outputs serve as events for other quality or management processes? Do you measure re-work production volumes or costs? Do you do re-work off-line or during production? What are the components of enterprise wide quality costs and how are they gathered (including sources)? Do you collect actual costs for re-work and repair orders? Performance Performance Performance Process Process Process Process

5225 5226 5227 5228 5229 5230 5231 5232 5233 5234 5235 5236 5237 5238 5239 5240 5241 5242 5243 5244 5245 5246 5247 5248 5249

Quality Management Quality Management Quality Management Quality Management Quality Management Quality Management Quality Management Quality Management Quality Management Quality Management Quality Management Quality Management Quality Management Quality Management Quality Management Quality Management Quality Management Quality Management Quality Management Quality Management Quality Management Quality Management Quality Management Quality Management Quality Management

Quality Compliance Mgmt Quality Compliance Mgmt Quality Compliance Mgmt Quality Compliance Mgmt Quality Compliance Mgmt Quality Compliance Mgmt Quality Compliance Mgmt Quality Compliance Mgmt Quality Compliance Mgmt Quality Compliance Mgmt Quality Compliance Mgmt Quality Compliance Mgmt Quality Compliance Mgmt Quality Compliance Mgmt Quality Compliance Mgmt Quality Compliance Mgmt Quality Compliance Mgmt Quality Compliance Mgmt Quality Compliance Mgmt Quality Compliance Mgmt Quality Compliance Mgmt Quality Compliance Mgmt Quality Compliance Mgmt Quality Compliance Mgmt Quality Compliance Mgmt

Not identified Not identified Not identified Not identified Not identified Not identified Not identified Not identified Not identified Not identified Not identified Not identified Not identified Not identified Not identified Not identified Not identified Not identified Not identified Not identified Not identified Not identified Not identified Not identified Not identified

Not identified Not identified Not identified Not identified Not identified Not identified Not identified Not identified Not identified Not identified Not identified Not identified Not identified Not identified Not identified Not identified Not identified Not identified Not identified Not identified Not identified Not identified Not identified Not identified Not identified

QA QA NOT MODULE SPECIFIC QA QA, WIP NOT MODULE SPECIFIC COST, QA COST, QA QA QA QA QA PO, QA, SERVICE, WIP QA QA QA QA QA QA QA NOT MODULE SPECIFIC QA QA QA QA PO, QA, SERVICE, WIP QA QA QA QA QA QA

14 14 14 14 14 14 14 14 14 14 14 14 14 14 14 14 14 14 14 14 14 14 14 14 14

Take Corrective Action Take Corrective Action Take Corrective Action Take Corrective Action Take Corrective Action Capture Cost of Quality Capture Cost of Quality Capture Cost of Quality Analyze Quality Results Analyze Quality Results Analyze Quality Results Analyze Quality Results Analyze Quality Results Analyze Quality Results Analyze Quality Results Analyze Quality Results Analyze Quality Results Analyze Quality Results Analyze Quality Results Analyze Quality Results Analyze Quality Results Analyze Quality Results Analyze Quality Results Analyze Quality Results Analyze Quality Results

Process Process Process Performance Process Performance Performance

How do you cost parts and labor for repairs to returned repairs? Performance Does failure-based system cover in-house as well as Suppliers so that a total picture (denominator) of production can be captured? Process Is there an integration with generalized reporting, especially graphics, paretos, etc.? Process Do you track PPM (parts per million) tracking the business functions? Process

Are Pareto charts produced like: assembly type by diagnostic symptom? Process Is there product line quality information retrieval without resorting to manual entry? Process For Pareto charting, can you perform an initial selection to determine a subset from the universe of parts to include? Process Do time series charts include USL/LSL and UCL/LCL lines? Process

Is it necessary to plot multiple characteristics on the same time series chart? Process What out-of-control conditions do you monitor (and what patterns) on control charts? Process Must collections plans be grouped for reporting purposes? Is it necessary to be able to report/chart/query results from a "list" of quality Collection Plans rather than from just one plan at a time? Does current charting system print multiple charts on the same page? Is it necessary to consolidate across systems? To what extent are Serial/Lot history records maintained? Is serial genealogy a business requirement? Do you currently report total defects per unit and defects per million for each Supplier-related material transaction? Are failure analyses reported by problem and product? Are there delays between quality event occurrence and reporting/analysis? What are the average delays by: reason? Product Family? Process? What are the primary quality analysis reports in use? How are they used? By whom? Frequency? Are variable inspection modes limited to first article or is 100% inspection used? Do you maintain USL/LSL and UCL/LCL ranges on-line, and, if so, for what elements or characteristics are they maintained? Do you need the results on quality collection to initiate another program (like transfer material to a hold area (subinventory)? Must it be possible to link collection results together (for instance to calculate yield across several alternate paths within a routing)? To what extent are systematic incoming inspection quality collection plans used to inspect Supplier products? What are the types of predefined actions you can specify to be taken based on quality events (electronic mail, alerts, display to operator, etc.)? Do you capture Supplier site and process audit results (Non-conformance, Corrective Actions)? Process Process Process Process Process Process Process Process

5250 5251 5252 5253 5254 5255 5256

Quality Management Quality Management Quality Management Quality Management Quality Management Quality Management Quality Management

Quality Compliance Mgmt Quality Compliance Mgmt Quality Compliance Mgmt Quality Compliance Mgmt Quality Compliance Mgmt Quality Compliance Mgmt Quality Compliance Mgmt

Not identified Not identified Not identified Not identified Not identified Not identified Not identified

Not identified Not identified Not identified Not identified Not identified Not identified Not identified

14 14 14 14 14 14 14

Analyze Quality Results Analyze Quality Results Specifications Specifications Collection Plans Collection Plans Collection Plans

Performance Performance Setup Setup Setup Setup Setup

5257 5258 5259 5260 5261 5262

Quality Management Quality Management Quality Management Quality Management Quality Management Quality Management

Quality Compliance Mgmt Quality Compliance Mgmt Quality Compliance Mgmt Quality Compliance Mgmt Quality Compliance Mgmt Quality Compliance Mgmt

Not identified Not identified Not identified Not identified Not identified Not identified

Not identified Not identified Not identified Not identified Not identified Not identified

QA QA QA QA QA QA

14 14 14 14 14 14

Collection Plans Process Audit ASL ASL History History

Setup Process

How do authorized supplier lists tie in with the quality system? Setup Do you maintain Supplier certification status optionally at site, site-product and site-process levels? Setup Do you have difficulty viewing Serial or Lot history with the current system? Is it necessary to be able to maintain "history" records? Do you maintain quality event and corrective action history for Serial/Lot/Item from receiving through WIP, rework, finished goods and material returns? When characteristics or elements are no longer tracked, what happens to history? How is further input prevented? What are the key indicators that are measured with the domain of the quality management system? What is the frequency of data collection and reporting by representative product? Family of products? Business process? How are reporting responsibilities assigned? What are the drivers for updating reporting requirements? Setup Setup

5263 5264 5265 5266 5267 5268

Quality Management Quality Management Quality Management Quality Management Quality Management Quality Management

Quality Compliance Mgmt Quality Compliance Mgmt Quality Compliance Mgmt Quality Compliance Mgmt Quality Compliance Mgmt Quality Compliance Mgmt

Not identified Not identified Not identified Not identified Not identified Not identified

Not identified Not identified Not identified Not identified Not identified Not identified

QA QA QA PO, QA, SERVICE, WIP NOT MODULE SPECIFIC NOT MODULE SPECIFIC

14 14 14 14 14 14

History History Management Management Management Management

Setup Setup Performance Performance Performance Performance

85338164.xlsx

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RD.020 Business Process Questionnaire

OBM Level I
5269 Quality Management

OBM Level II
Quality Compliance Mgmt

OBM Level III

Not identified

OBM Level IV
Not identified

Application
QA

OBM Row No.

Process

Category
Management

Process Analysis Questions

How do you manage and control quality information dissemination?

Type = Setup Metric Process Performance Response

Performance

Revisit Y/N

QMQULTCOM P 14

5270 5271 5272 5273 5274 5275 5276 5277 5278 5279 5280 5281 5282 5283 5284 5285 5286 5287 5288 5289 5290 5291 5292 5293

Quality Management Quality Management Quality Management Quality Management Quality Management Sales Management Sales Management Sales Management Sales Management Sales Management Sales Management Sales Management Sales Management Sales Management Sales Management Sales Management Sales Management Sales Management Sales Management Sales Management Sales Management Sales Management Sales Management Sales Management

Quality Compliance Mgmt Quality Compliance Mgmt Quality Compliance Mgmt Quality Compliance Mgmt Quality Compliance Mgmt Quote and Contract Management Quote and Contract Management Quote and Contract Management Quote and Contract Management Quote and Contract Management Quote and Contract Management Quote and Contract Management Quote and Contract Management Quote and Contract Management Quote and Contract Management Quote and Contract Management Quote and Contract Management Quote and Contract Management Sales Administration Sales Administration Sales Administration Sales Administration Sales Administration Sales Administration

Not identified Not identified Not identified Not identified Not identified Quote Management Quote Management Quote Management Quote Management Quote Management Quote Management Quote Management Quote Management Quote Management Quote Management Quote Management Quote Management Quote Management Account Knowledge Management Account Knowledge Management Account Knowledge Management Account Knowledge Management Account Knowledge Management Account Knowledge Management

Not identified Not identified Not identified Not identified Not identified Accept Quote Obtain Approvals Generate Quotes Select Products/Services / Configure Sales Not identified Not identified Not identified Not identified Not identified Not identified Not identified Not identified Not identified Not identified Not identified Not identified Not identified Not identified Not identified

ENG, QA NOT MODULE SPECIFIC QA QA QA ALL Oracle Sales Oracle Sales Oracle Sales Oracle Sales Mobile Oracle Sales Mobile Oracle Sales Oracle Sales, OM Oracle Sales Oracle Sales, OM Oracle Sales Oracle Sales Oracle Sales Oracle Sales Oracle Sales Oracle Sales Oracle Sales

QMQULTCOM P QMQULTCOM P QMQULTCOM P QMQULTCOM P QMQULTCOM P 1174 1209 1209 1209

14 14 14 14 14 24

Management Management Management Management Management General Quotes Quotes Quotes Quotes Visits Quotes Visits Quotes Quotes Quotes Quotes Quotes

Does operating policy support concurrent engineering methods by linking Supplier-generated quality characteristics and specifications plus Supplier Process corrective action history to Engineering prototype development? Do you compare quality trends to trends in productivity, supplier compliance, plant and equipment utilization and custom satisfaction? Performance Are quality control programs linked with design-of-experiments? Do you segregate suspect material for planning purposes? Do you segregate suspect material for costing and/or scrapping purposes? What applications/methods are you using for placing orders and order fulfillment? What approvals are required for quotes? How do you generate quotes? Are there product configuration requirements for quoting? Are sales reps allowed to override pricing? Can a Sales Rep produce a quote and or a sales order on a customer site Do you discount by line, volume, and/or the total quote? Does the Sales Rep have to print a quote or sales order on customer site Performance Setup Setup Process Process Process Process Process, Setup Setup Process, Setup Setup

Does your salesforce create quotes? Provide examples of existing quotes? Setup, Process How are price lists organized? Please provide a sample of all price lists currently being used? Setup How long is a quote valid and what documents accompany a quote? Provide examples of each. Setup, How many different price lists do you have and how often are they updated? How many quotes are created for a single opportunity typically? How many accounts and contacts to you anticipate tracking? What type of company or account information do you track for prospects/customers? What type of company or account information do you track for customers? What type of contact information do you track? How does account and contact information get entered into the current system? Setup, Process Process Metric Process Process Process Setup, Process

1174 1208 1208 1208 1208 1208

24 24 24 24 24 24

Opportunity Management Contact Management Contact Management Contact Management Contact Management Contact Management

How does account and contact information get updated in the current system? Setup, Process Do you currently have a system for purging account and contact information? If so, what is the criteria for purging the information? Is it archived? Who needs to access account and contact information? Where do they access the information from (i.e. home, office, hotel)? How do you currently control account or contact duplication? How many accounts and contacts do you anticipate tracking? Do you pay commissions? Do you recognize commissions at time of booking? Do you split commissions? Which commissions system do you use? How do you maintain your Sales Compensation data? How do you audit your Sales Compensation data? Which operations/processes do you want to streamline for Sales Compensation? Which operations/processes do you want to eliminate for Sales Compensation? Are there any time-intensive Sales Compensation operations/processes that need to be addressed? How do you open/close an accounting period for Sales Compensation? Is the schedule to open/close an accounting period for Sales Compensation documented? How long does it take to open/close an accounting period for Sales Compensation? How long should it take to open/close an accounting period for Sales Compensation? Is closing an accounting period for Sales Compensation a hard close or a soft close?

5294 5295 5296 5297 5298 5299 5300 5301 5302 5303 5304 5305 5306 5307 5308 5309 5310 5311 5312 5313 5314 5315 5316

Sales Management Sales Management Sales Management Sales Management Sales Management Sales Management Sales Management Sales Management Sales Management Sales Management Sales Management Sales Management Sales Management Sales Management Sales Management Sales Management Sales Management Sales Management Sales Management Sales Management Sales Management Sales Management Sales Management

Sales Administration Sales Administration Sales Administration Sales Administration Sales Administration Sales Administration Sales Administration Sales Administration Sales Administration Sales Administration Sales Administration Sales Administration Sales Administration Sales Administration Sales Administration Sales Administration Sales Administration Sales Administration Sales Administration Sales Administration Sales Administration Sales Administration Sales Administration

Account Knowledge Management Account Knowledge Management Account Knowledge Management Account Knowledge Management Compensation Management Compensation Management Compensation Management Compensation Management Compensation Management Compensation Management Compensation Management Compensation Management Compensation Management Compensation Management Compensation Management Compensation Management Compensation Management Compensation Management Compensation Management Compensation Management Compensation Management Compensation Management Compensation Management

Not identified Not identified Not identified Not identified Not identified Not identified Not identified Not identified Not identified Not identified Not identified Not identified Not identified Not identified Not identified Not identified Not identified Not identified Not identified Not identified Not identified Not identified Not identified

Oracle Sales Oracle Sales Oracle Sales Oracle Sales OSC OSC OSC OSC OSC OSC OSC OSC OSC OSC OSC OSC OSC OSC OSC OSC OSC OSC OSC

1208 1208 1208 1208

24 24 24 24 19 19 19 19 25 25 25 25 25 25 25 25 25 25 25 25 25 25 25

Contact Management Contact Management Contact Management Contact Management Commissions Commissions Commissions Commissions Maintenance Maintenance Operations Operations Operations Period Close Period Close Period Close Period Close Period Close Period Close Period Open Reporting Reporting Reporting

1228 1228 1228 1228 1228 1228 1228 1228 1228 1228 1228 1228 1228 1228 1228

Process Process, Performance Process Metric Process Process Process Process Process Process Process Process Process Process Process Process Process Process

How are adjustments to closed periods for Sales Compensation handled? Process Who performs the tasks associated with opening/closing an accounting period for Sales Compensation? Process Where in your accounting cycle do you run standard reports and statements for Sales Compensation? Process What business performance statistics do you monitor for Sales Compensation? Process What are your Sales Compensation reporting requirements with respect to functional vs. foreign currencies? Setup, Process What reports do you currently generate to meet your Sales and Sales Compensation reporting requirements? Provide examples of each. Include source, user, frequency, number of copies, level of importance. Is there any Sales Compensation reporting requirement that your current set of reports does not meet? Are Sales Compensation reports standard across multiple Sets of Books, for example, subsidiaries? Are Sales Compensation reports standard across multiple levels within a Set of Books, i e., divisions? What account codes and/or descriptions are required on Sales Compensation reports? Do you provide a "key" of content/information somewhere on the Sales Compensation report? What Sales Compensation reports are grouped together on a regular basis and printed in one print run? Who receives a copy of the Sales Compensation reports? What is the criteria for determining who should receive a copy of any Sales Compensation report? How do you update a Sales Compensation reports distribution list? Is the process to update a Sales Compensation reports distribution list documented? How long does it take to update a Sales Compensation reports distribution list? How long should it take to update a Sales Compensation reports distribution list? Who performs the tasks associated with updating a Sales Compensation reports distribution list?

5317 5318 5319 5320 5321 5322 5323 5324 5325 5326 5327 5328 5329 5330

Sales Management Sales Management Sales Management Sales Management Sales Management Sales Management Sales Management Sales Management Sales Management Sales Management Sales Management Sales Management Sales Management Sales Management

Sales Administration Sales Administration Sales Administration Sales Administration Sales Administration Sales Administration Sales Administration Sales Administration Sales Administration Sales Administration Sales Administration Sales Administration Sales Administration Sales Administration

Compensation Management Compensation Management Compensation Management Compensation Management Compensation Management Compensation Management Compensation Management Compensation Management Compensation Management Compensation Management Compensation Management Compensation Management Compensation Management Compensation Management

Not identified Not identified Not identified Not identified Not identified Not identified Not identified Not identified Not identified Not identified Not identified Not identified Not identified Not identified

OSC OSC OSC OSC OSC OSC OSC OSC OSC OSC OSC OSC OSC OSC

1228 1228 1228 1228 1228 1228 1228 1228 1228 1228 1228 1228 1228 1228

25 25 25 25 25 25 25 25 25 25 25 25 25 25

Reporting Reporting Reporting Reporting Reporting Reporting Reporting Reporting Reporting Reporting Reporting Reporting Reporting Reporting

Setup, Process Setup Setup Setup Setup Setup Setup,Process Process Process Process Process Process Process Process

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RD.020 Business Process Questionnaire

OBM Level I
5331 Sales Management

OBM Level II
Sales Administration

OBM Level III

Compensation Management

OBM Level IV
Not identified

Application
OSC

OBM Row No.

1228

Process
25

Category
Reporting

Process Analysis Questions

Type = Setup Metric Process Performance Response

Revisit Y/N

Do some of these Sales Compensation reports belong in report sets? Always being run together? Setup What type of printers do you run Sales Compensation reports (including checks, purchase orders etc.) on? Where are they located? Do you run Sales Compensation reports for different companies or cost centers? Do you have security requirements on who can enter data for Sales Compensation? (e.g. by company? by cost center?) Do you have security reports on who can run Sales Compensation reports? (by company, by cost center etc.) Will there need to be terminal security for Sales Compensation?

5332 5333 5334 5335 5336 5337 5338 5339

Sales Management Sales Management Sales Management Sales Management Sales Management Sales Management Sales Management Sales Management

Sales Administration Sales Administration Sales Administration Sales Administration Sales Administration Sales Administration Sales Administration Sales Administration

Compensation Management Compensation Management Compensation Management Compensation Management Compensation Management Compensation Management Compensation Management Compensation Management

Not identified Not identified Not identified Not identified Not identified Not identified Not identified Not identified

OSC OSC OSC OSC OSC OSC OSC OSC

1228 1228 1228 1228 1228 1228 1228 1228

25 25 25 25 25 25 25 25

Reporting Reporting Security Security Security Security Security Commissions

Setup,Performance Process Process Setup,Process Setup

Do you run security reports on a regular basis for Sales Compensation? Process Do you have documentation on your current system security requirements for Sales Compensation? Process How are you currently paying commissions? Process What is the source of transactions you pay commissions from? Oracle Apps, other apps, or custom apps? Is it integrated with your current system? Can you bring over all the relevant data from your receivables application? Ex: Rep, date, amount, product. Roughly how many lines will come over in an average month? How many different products and/or services do you compensate your salesforce on? Can these be hierarchically ordered? In which application are salesreps assigned to orders? How are they assigned? How many and what types of manual adjustments do you make? Does your order entry system allow multiple reps per line, either as a split or as a double comp situation? At what point in the order cycle do you pay commissions: Booking, invoice, payment etc. Do sales managers receive roll up credit from their subordinates? How many different kinds of compensation plans are there for your salesforce? Could 2 sales reps on the same plan have different rates? What is the duration of your comp plans (annual, bi-annual)? Are commissions paid at a flat rate or are the plans based on a tiered approach? Do you allow your sales reps to receive draws? If so, are they recoverable or non-recoverable? Do you pay independent agents such as resellers or vendors commissions? Do you pay rebates to customers? What do you base a sales reps commission rate on? Dollars sold, units, % discount given, margin? Are reps paid on booking, invoice or payment? Other? Are bonuses based on subjective or objective criterion? What are the objective bonuses based on (P&Ls, margin etc.)? Are there commonalities across plans? Shared elements? Are different lines of business incented differently? How often do you pay commissions, bonuses, draws, etc.? What application do you use to pay (not calculate) commissions? How many different reps do you pay through your compensation system? Is it possible that the same deal could roll up to two different reps in the same management chain? Will OSC be implemented at multiple sites? What are your commissions reporting requirements for Sales?

5340 5341 5342 5343 5344 5345 5346 5347 5348 5349 5350 5351 5352 5353 5354 5355 5356 5357 5358 5359 5360 5361 5362 5363 5364 5365 5366 5367 5368 5369 5370 5371 5372

Sales Management Sales Management Sales Management Sales Management Sales Management Sales Management Sales Management Sales Management Sales Management Sales Management Sales Management Sales Management Sales Management Sales Management Sales Management Sales Management Sales Management Sales Management Sales Management Sales Management Sales Management Sales Management Sales Management Sales Management Sales Management Sales Management Sales Management Sales Management Sales Management Sales Management Sales Management Sales Management Sales Management

Sales Administration Sales Administration Sales Administration Sales Administration Sales Administration Sales Administration Sales Administration Sales Administration Sales Administration Sales Administration Sales Administration Sales Administration Sales Administration Sales Administration Sales Administration Sales Administration Sales Administration Sales Administration Sales Administration Sales Administration Sales Administration Sales Administration Sales Administration Sales Administration Sales Administration Sales Administration Sales Administration Sales Administration Sales Administration Sales Administration Sales Administration Sales Administration Sales Administration

Compensation Management Compensation Management Compensation Management Compensation Management Compensation Management Compensation Management Compensation Management Compensation Management Compensation Management Compensation Management Compensation Management Compensation Management Compensation Management Compensation Management Compensation Management Compensation Management Compensation Management Compensation Management Compensation Management Compensation Management Compensation Management Compensation Management Compensation Management Compensation Management Compensation Management Compensation Management Compensation Management Compensation Management Compensation Management Compensation Management Compensation Management Compensation Management Compensation Management

Not identified Not identified Not identified Not identified Not identified Not identified Not identified Determine Pay Point

OSC OSC, AR OSC, AR OSC Oracle Sales OSC OSC OSC

1235 1228 1228 1228 1228 1228 1228 1235 1236 1241 1228 1228 1241 1241 1228 1199 1241 1235 1241 1241 1241 1240 1240 1228 1228 1228 1231 1228 1228

25 25 25 25 25 25 25 25 25 25 25 25 25 25 25 25 25 25 25 25 25 25 25 25 25 25 25 25 25

Commissions Commissions Commissions Commissions Commissions Commissions Commissions Commissions Comp Plan Comp Plan Commissions Comp Plan Comp Plan Comp Plan Comp Plan Comp Plan Comp Plan Comp Plan Comp Plan Comp Plan Comp Plan Commissions Commissions Organization Organization Organization Reporting Reporting Reporting Operations Comp Plan Comp Plan Commissions

Setup Setup Process Process Process Process Process Process Process Process Process Process Process Process Process Process Process Process Process Process Process Process Process Process Process Setup, Process Process

Define Revenue Sharing Conditions OSC Define Compensation Structure Define Compensation Structure Not identified Not identified OSC OSC OSC OSC

Determine Compensation Structure OSC Not identified Not identified Create Compensation Criteria Determine Pay Point Create Compensation Criteria OSC OSC OSC OSC OSC

Determine Compensation Structure OSC Determine Compensation Structure OSC Determine Compensation Structure OSC Not identified OSC, AP Define Revenue Sharing Conditions OSC Define Revenue Sharing Conditions OSC Not identified OSC Implement and track Compensation Plans OSC Not identified Not identified Not identified Not identified Not identified OSC OSC OSC OSC OSC

Will anyone other than the comp analysts have access to commissions data? Process Do you have a requirement for OSC to touch the GL (accruals, adjustments)? Process Approximately, how long does the collection process take before completion? Process Can sales management make changes to comp plans easily? Process Do you use formulas to calculate commissions? Process Do your sales people understand how they are paid? Process

Determine Compensation Structure OSC

5373 5374 5375 5376 5377 5378 5379 5380 5381 5382 5383 5384 5385 5386 5387 5388 5389 5390 5391 5392 5393 5394 5395 5396 5397 5398

Sales Management Sales Management Sales Management Sales Management Sales Management Sales Management Sales Management Sales Management Sales Management Sales Management Sales Management Sales Management Sales Management Sales Management Sales Management Sales Management Sales Management Sales Management Sales Management Sales Management Sales Management Sales Management Sales Management Sales Management Sales Management Sales Management

Sales Administration Sales Administration Sales Administration Sales Administration Sales Administration Sales Administration Sales Administration Sales Administration Sales Administration Sales Administration Sales Administration Sales Administration Sales Administration Sales Administration Sales Administration Sales Administration Sales Administration Sales Administration Sales Administration Sales Administration Sales Administration Sales Administration Sales Administration Sales Administration Sales Administration Sales Administration

Compensation Management Compensation Management Compensation Management Compensation Management Not identified Not identified Not identified Not identified Not identified Not identified Not identified Not identified Not identified Not identified Not identified Not identified Not identified Not identified Not identified Not identified Not identified Not identified Not identified Not identified Not identified Not identified

Define Compensation Structure Not identified Define Compensation Structure Not identified Not identified Not identified Not identified Not identified Not identified Not identified Not identified Not identified Not identified Not identified Not identified Not identified Not identified Not identified Not identified Not identified Not identified Not identified Not identified Not identified Not identified Not identified

OSC Telesales OSC OSC Oracle Sales Oracle Sales Oracle Sales Oracle Sales Oracle Sales Oracle Sales Oracle Sales Oracle Sales Oracle Sales Oracle Sales Oracle Sales Oracle Sales Oracle Sales Oracle Sales Oracle Sales Oracle Sales Oracle Sales ALL ALL Sales ALL ALL

Commissions Telesales Organization Operations Maintenance Maintenance Operations Operations Operations Security Security Security Security Security Validation General General General General General General General General General General General

How do you determine which rep(s) should get credit for a sale? Is that information entered manually or determined automatically through a rule-based system? If determined automatically, please specify rules. Process How does your company monitor telesales agent performance? Process How many people at your company handle the sales compensation function? How often do you collect transactions that you pay commisions? E.g., daily, weekly, monthly. How do you maintain your Sales data? How do you audit your Sales data? Which operations/processes do you want to streamline for Sales? Which operations/processes do you want to eliminate for Sales? Are there any time-intensive Sales operations/processes that need to be addressed? Do you have security requirements on who can enter data for Sales? (e.g. by company? by cost center?) Do you have security reports on who can run Sales reports? (by company, by cost center etc.) Will there need to be terminal security for Sales? Do you run security reports on a regular basis for Sales? Do you have documentation on your current system security requirements for Sales? Do you review requirements for validation rules, allowing certain Sales accounts to be valid with only certain other values. What was the reason for purchasing/upgrading to this Oracle Sales application? What is the purpose of the relevant Sales systems/processes? What is the origin of the relevant Sales systems/processes (vendor or inhouse)? Is there an existing entity relationship (E-R) diagram of the current Sales application? Is there an existing diagram of the current Sales processes? What is your current Sales application? What sales related business areas and/or operations are targeted for improvement? What sales related business areas and/or operations are targeted for reengineering? List their priority? How do you see the application resolving your current deficiencies/issues in Sales? Can you provide a system flow diagram of connectivity between your core business applications? What type of information is exchanged between the current Sales application and your other systems/processes? Process Process Process Process Process Process Process Process Setup,Process Setup Process Process Setup Process Process Process Process Process Process Process, Metric Process, Metric Metric Process Process

1174 1174 1174 1174 1174 1174 1174 1174 1174 1174 1174 1174 1174 1174 1174 1174 1174 1174 1174 1174 1174 1174

24 24 24 24 24 24 24 24 24 24 24 24 24 24 24 24 24 24 24 24 24 24

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RD.020 Business Process Questionnaire

OBM Level I
5399 5400 5401 5402 5403 5404 5405 5406 Sales Management Sales Management Sales Management Sales Management Sales Management Sales Management Sales Management Sales Management

OBM Level II
Sales Administration Sales Administration Sales Administration Sales Administration Sales Administration Sales Administration Sales Administration Sales Administration

OBM Level III

Not identified Not identified Not identified Not identified Not identified Not identified Not identified Not identified

OBM Level IV
Not identified Not identified Not identified Not identified Not identified Not identified Not identified Not identified

Application
ALL Oracle Sales Sales Sales Sales ALL ALL ALL

OBM Row No.

1174 1174 1174 1174 1174 1174 1174 1174

Process
24 24 24 24 24 24 24 24

Category
General General General General General General General General

Process Analysis Questions

Can you provide information flow schematics of the data passed/required between Sales and other connected/interfaced systems? What are your requirements for importing and exporting data from Sales? What are your on-line help/documentation requirements for Sales applications? What sales related manual operations/processes do you need to automate? What Sales historical information do you currently maintain? What types of PCs do the users have? What word processing package do the users use? What other Oracle applications do you have? What are your language/Global requirements? Do you have accounts spanning multiple countries where language and character sets need to be considered? What Communications hardware/software will the users be using? Do you have any multiple currency requirements? Do you have any multi-org requirements? How do you route sales calls? How long does it take to update a Sales report's distribution list? Are all customers attached to a price list? Are there any other high level requirements that you want to discuss? Can price lists be overridden? Describe any current features or functions of your application/system security? Do you accept configured orders? Do you allow partial payment of invoices? Do you check Available to Promise prior to quoting ship date?

Type = Setup Metric Process Performance Response

Process Process Process Process Process Performance, Process Setup Process

Revisit Y/N

5407 5408 5409 5410 5411 5412 5413 5414 5415 5416 5417 5418 5419 5420 5421 5422 5423 5424 5425 5426 5427 5428 5429 5430 5431 5432 5433 5434 5435 5436 5437 5438 5439 5440 5441 5442 5443 5444 5445 5446 5447 5448 5449 5450 5451 5452 5453 5454 5455 5456 5457 5458 5459 5460 5461 5462 5463 5464 5465 5466 5467 5468 5469 5470 5471 5472 5473 5474 5475 5476 5477 5478 5479 5480 5481 5482 5483

Sales Management Sales Management Sales Management Sales Management Sales Management Sales Management Sales Management Sales Management Sales Management Sales Management Sales Management Sales Management Sales Management Sales Management Sales Management Sales Management Sales Management Sales Management Sales Management Sales Management Sales Management Sales Management Sales Management Sales Management Sales Management Sales Management Sales Management Sales Management Sales Management Sales Management Sales Management Sales Management Sales Management Sales Management Sales Management Sales Management Sales Management Sales Management Sales Management Sales Management Sales Management Sales Management Sales Management Sales Management Sales Management Sales Management Sales Management Sales Management Sales Management Sales Management Sales Management Sales Management Sales Management Sales Management Sales Management Sales Management Sales Management Sales Management Sales Management Sales Management Sales Management Sales Management Sales Management Sales Management Sales Management Sales Management Sales Management Sales Management Sales Management Sales Management Sales Management Sales Management Sales Management Sales Management Sales Management Sales Management Sales Management

Sales Administration Sales Administration Sales Administration Sales Administration Sales Administration Sales Administration Sales Administration Sales Administration Sales Administration Sales Administration Sales Administration Sales Administration Sales Administration Sales Administration Sales Administration Sales Administration Sales Administration Sales Administration Sales Administration Sales Administration Sales Administration Sales Administration Sales Administration Sales Administration Sales Administration Sales Administration Sales Administration Sales Administration Sales Administration Sales Administration Sales Administration Sales Administration Sales Administration Sales Administration Sales Administration Sales Administration Sales Administration Sales Administration Sales Administration Sales Administration Sales Administration Sales Administration Sales Administration Sales Administration Sales Administration Sales Administration Sales Administration Sales Administration Sales Administration Sales Administration Sales Administration Sales Administration Sales Administration Sales Administration Sales Administration Sales Administration Sales Administration Sales Administration Sales Administration Sales Administration Sales Administration Sales Administration Sales Administration Sales Administration Sales Administration Sales Administration Sales Administration Sales Administration Sales Administration Sales Administration Sales Administration Sales Administration Sales Administration Sales Administration Sales Administration Sales Administration Sales Administration

Not identified Not identified Not identified Not identified Not identified Not identified Not identified Not identified Not identified Not identified Not identified Not identified Not identified Not identified Not identified Not identified Not identified Not identified Not identified Not identified Not identified Not identified Not identified Not identified Not identified Not identified Not identified Not identified Not identified Not identified Not identified Not identified Not identified Not identified Not identified Not identified Not identified Not identified Not identified Not identified Not identified Not identified Not identified Not identified Not identified Not identified Not identified Not identified Sales Organization Sales Organization Sales Organization Sales Organization Sales Organization Sales Organization Sales Organization Sales Organization Sales Organization Sales Organization Sales Organization Sales Organization Sales Organization Sales Organization Sales Organization Sales Organization Sales Organization Sales Organization Sales Organization Sales Planning Sales Planning Sales Planning Sales Planning Sales Planning Sales Planning Sales Planning Sales Planning Sales Planning Sales Planning

Not identified Not identified Not identified Not identified Not identified Not identified Not identified Not identified Not identified Not identified Not identified Not identified Not identified Not identified Not identified Not identified Not identified Not identified Not identified Not identified Not identified Not identified Not identified Not identified Not identified Not identified Not identified Not identified Not identified Not identified Not identified Not identified Not identified Not identified Not identified Not identified Not identified Not identified Not identified Not identified Not identified Not identified Not identified Not identified Not identified Not identified Not identified Not identified Not identified Not identified Define Users Not identified Not identified Not identified Not identified Not identified Not identified Not identified Not identified Not identified Not identified Not identified Not identified Not identified Define Roles Not identified define roles Channel Management Not identified Not identified Create Partner Programs Not identified Not identified Not identified Not identified Not identified Define Selling Methodology

ALL ALL All All Telesales Oracle Sales OC ALL OC ALL OC OC OC ALL OC OC OC OC OC OC OC OC ALL OC OC OC OC iStore, Web Customers OC OC OC OC OC OC OC ALL OC Oracle Sales OC OC Oracle Sales Oracle Sales Mobile Oracle Sales Oracle Sales OC Oracle Sales Oracle Sales Oracle Sales Oracle Sales Oracle Sales Oracle Sales ALL Oracle Sales Oracle Sales Oracle Sales Telesales Oracle Sales Telesales Telesales Telesales Telesales Telesales Telesales Oracle Sales Oracle Sales Oracle Sales Oracle Sales Mobile Oracle Sales Oracle Sales Oracle Sales Oracle Sales Oracle Sales Oracle Sales Oracle Sales Oracle Sales

1174 1174 1228 1228 1215

24 24 25 25

General General Organization Organization Telesales Reporting Pricing General Pricing Security Sales Sales Sales Security Customer Information Sales Product Types Sales Sales Pricing Pricing Pricing Reporting Sales Sales Sales Sales Internet Sales Commissions Sales Sales Sales Product Types Sales Sales Security Sales General Sales Sales General General Background Reporting Reporting Customer Information Product Reporting

Setup Performance Setup, Process Setup, Process Process Process Process Process Process Process Process Process Process

Do you currently have any limits on your system to prevent unauthorized use? Process Do you default other information (I.e., payment terms, shipping, tax) at the customer level? Process Do you enter customer information while on the phone? Process Do you give the customers a ship date while on the phone? Process Do you handle orders from unknown customers? Process Do you have customers that order for other customers? Process Do you have default price lists? Process Do you have promotional discounts? Process Do you have rule based pricing? (e.g., CPU model, monitor, keyboard) Do you have tools to do on-demand reports or queries? Do you perform customer credit checking prior to entering the order? Do you ship from multiple locations? Do you take orders only from approved customers? Do you tell the customer the product price while on the phone? Do you use and Internet Service Provider for your web enabled systems, if any? Do you use channel sales? Do you use customer agreements/contracts to manage specific discounts? Do you use customer agreements/contracts to manage specific price lists? Do you use Return Material Authorizations? How do you check Available to Promise for configured orders? How is the shipping location determined? (9.e., by geography or product availability)? How many bill-to's do you maintain for each customer? How often do you change your passwords and codes? Is there an approval cycle for each type of order? What are the most pressing current issues or problems with your sales cycle processing? (Pain points and frustrations) What are the types of orders that you process? (e.g., goods, services, or returns What are the units of measure you use when you order items? What data will need to be converted from your existing systems? What legacy systems maintain customer information? What system will be the source of information for Mobile Field Sales, if Oracle Sales is being used what release will be running Who is currently responsible for creating or changing Sales reports? Who is in charge of running the reports? Who maintains customer information? Who maintains the item master and how often is this changed? Who receives a copy of a Sales Reports? What is the total number of users who have/will have access to the Sales application? How many users will have access to the Sales application for updating information? Classify your Sales users into different functional user groups. How many users will be accessing the Sales application at the same time? Will users be accessing the Sales application remotely? In what manner? What is the turnover rate for the sales force? How is your sales force organized? In general, how many reps work on an account? Who in your organization will require the ability to request that a letter or collateral be sent? Who in your organization will require the ability to fulfill literature requests? Do certain telesales reps work with certain products/customers/languages? Do certain telesales reps work with certain customers? Do certain telesales reps work with certain languages? How many tele agents do you have? Process Process, Performance Process Process Process Process Setup, Process Process Process Process Process Process Process Process Process Process Performance Process Process Setup, Process Process Setup, Process Setup, Process Setup, Process Process Process Process Metric Metric Process Performance, Metric Performance, Process Setup Setup Setup Process, Setup Process, Setup Process Process Process Process

1174 1174 1174 1174 1174 1200 1200 1199 1189 1189 1215 1215 1215 1215 1215 1215

24 24 24 24 24 24 24 24 24 24

General General General General General Territory Management Territory Management Territory Management Literature Fulfillment Literature Fulfillment Telesales Telesales Telesales Telesales Telesales Telesales General Reporting Forecasting Commissions General Contact Management Contact Management Product Contact Management Product Product Product Opportunity Management

19 1174 1219 1174 1184 1191 1191 1174 1174 1208 24 24 24 24 24 24 24 24 24

How many different sites do you perform telephone sales or service? Process How many agents at each site? Process Can you provide a document that lists the roles and responsibilities for your organization? Process Do your salesreps have a capacity to compare their own data with the rest of Process, the sales force? Performance Who is responsible for forecasting? Setup Do you use channel sales? Setup What sales/account information do users need access to while "disconnected" from the database? Setup, Process What type of information do you track on competitors? Process What type of information do you track for sales partners? Process What do you sell? Setup Who do you generally sell to? Process Do you bundle specific products or services? Setup How often do you have new products or services? Is this a fairly dynamic item master or does the item master remain relatively static? Process How many different types of products or services do you have? Are these products aligned into product families, classes, etc? Setup Is there a standard selling method across your organization? Across business lines? Across divisions? Process

85338164.xlsx

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RD.020 Business Process Questionnaire

OBM Level I
5484 5485 5486 5487 5488 5489 5490 5491 5492 5493 5494 5495 5496 5497 5498 5499 5500 5501 5502 5503 5504 5505 5506 5507 5508 5509 5510 5511 5512 5513 5514 5515 5516 5517 5518 5519 5520 5521 5522 5523 5524 5525 5526 5527 Sales Management Sales Management Sales Management Sales Management Sales Management Sales Management Sales Management Sales Management Sales Management Sales Management Sales Management Sales Management Sales Management Sales Management Sales Management Sales Management Sales Management Sales Management Sales Management Sales Management Sales Management Sales Management Sales Management Sales Management Sales Management Sales Management Sales Management Sales Management Sales Management Sales Management Sales Management Sales Management Sales Management Sales Management Sales Management Sales Management Sales Management Sales Management Sales Management Sales Management Sales Management Sales Management Sales Management Sales Management

OBM Level II
Sales Administration Sales Administration Sales Administration Sales Administration Sales Administration Sales Administration Sales Administration Sales Administration Sales Administration Sales Administration Sales Administration Sales Administration Sales Administration Sales Administration Sales Administration Sales Administration Sales Administration Sales Administration Sales Administration Sales Administration Sales Administration Sales Administration Sales Administration Sales Administration Sales Administration Sales Administration Sales Administration Sales Administration Sales Administration Sales Administration Sales Administration Sales Administration Sales Administration Sales Administration Sales Administration Sales Administration Sales Administration Sales Administration Sales Administration Sales Administration Sales Cycle Execution Sales Cycle Execution Sales Cycle Execution Sales Cycle Execution

OBM Level III

Sales Planning Sales Planning Sales Planning Sales Planning Sales Planning Sales Planning Sales Planning Sales Planning Sales Planning Sales Planning Sales Planning Sales Planning Sales Planning Sales Planning Sales Planning Sales Planning Sales Planning Sales Planning Sales Planning Sales Planning Sales Planning Sales Planning Sales Planning Sales Planning Sales Planning Sales Planning Sales Planning Sales Planning Sales Planning Sales Planning Sales Planning Territory Management Territory Management Territory Management Territory Management Territory Management Territory Management Territory Management Territory Management Territory Management Lead Management Lead Management Lead Management Lead Management

OBM Level IV
Not identified Define Sales Methodology Not identified Not identified Estimate Sales Quotas Not identified Not identified Not identified Create Sales Plan Not identified Not identified Define Selling Methodology Define Selling Methodology Define Selling Methodology Not identified Not identified Create Sales Plan Not identified Define Selling Methodology Not identified Define Selling Methodology Define Selling Methodology Not identified Create Sales Plan Not identified Define Selling Methodology Not identified Not identified Define Selling Methodology Define Selling Methodology Not identified Not identified Not identified Not identified Assign Accounts Not identified Not identified Assign Sales Organization Define Territories Assign Sales Organization Not identified Generate Sales Leads Generate Sales Leads Generate Sales Leads

Application
Oracle Sales Oracle Sales Oracle Sales Oracle Sales Oracle Sales Oracle Sales Oracle Sales Telesales Telesales Oracle Sales Oracle Sales Telesales iStore, Web Customers Telesales Telesales Telesales Marketing Online Marketing Online Oracle Sales Oracle Sales iStore, Web Customers Oracle Sales Oracle Sales Marketing Online Palm iStore, Web Customers Palm Oracle Sales Oracle Sales iStore, Web Customers Mobile Oracle Sales All Oracle Sales Oracle Sales Oracle Sales Oracle Sales Oracle Sales Oracle Sales Oracle Sales Oracle Sales Oracle Sales Telesales, Omktg Telesales, Omktg

OBM Row No.

1208 1200 1212 1228 1228 1212 1212 1190 1190 1228 1228 1215 1215 1215 1215 1215 1190 1190

Process
24 24 24 24 24 24 24 24 24 25 25

Category
Opportunity Management Territory Management Forecasting Forecasting Forecasting Forecasting Forecasting Event Management Event Management Reporting Reporting Telesales Telesales Telesales Telesales Telesales Event Management Event Management General Reporting Internet Sales General Quotes

Process Analysis Questions

How long is your average sales cycle? Do you restrict access to information by employee or sales territory? How do you define your forecasting periods? How do you set up your sales quotas? By salesrep, product, etc. Who is responsible for determining and entering sales quotas? At what level does your organization forecast (i.e. item, product category)? What are the sales management requirements in terms of forecasting information?

Type = Setup Metric Process Performance Response

Process Setup Setup Setup, Process Process Setup, Process Setup

Revisit Y/N

Describe the business process in which an event is organized and managed. Process How are you currently managing the details, cost, and effectiveness of an event? Process Is there any requirement for on-line distribution and/or remote location printing for Sales reports? Setup,Process Process,Performanc Does each separate site/business units run its own Sales reports? e Do you take sales orders over the phone? Process Do you take sales orders over the web? Do you perform outgoing sales calls? Do the same reps handle outgoing calls and incoming calls? How many different telephone workflows do you have? Approximately how many events do you hold every year? Process Process Process Process Metric

24 24

Describe the business process in which an event is organized and managed. Process Describe your Sales cycle? Process Do they do any form of profitability analysis by product group, account etc. Do you currently sell your products and services via the Internet? Do you currently use any specific Sales methodology? Do you have promotional pricing? If so, how often? How are you currently managing the details, cost, and effectiveness of an event? How many palm devices will be used What business areas and/or operations are targeted for web enabling? What palm devices to be used What portion of your business is to new customers vs. current customers? What processes surrounding your sales cycle needs to be changed? How? What products and services are you planning to sell via the Internet? What sort of competitor information is the Sales Rep expected to collect Do you have different sales territories? Describe the current geographical distribution of your business and/or employees - present and future. Describe how your territories are organized. What are the qualifiers you use to place an account in a specific territory? Who manages territory assignments? How often are territories re-organized? When are they re-organized? Do you have territories that are assigned to sales partners? How many territories do you have for Sales? In general, how many reps work on a single territory? How do you qualify leads? Do you rank leads based on certain criteria? If so, what is the criteria and what are the available ranks? How do you generate leads? What types of promotions do you currently use (i.e. advertisements, mailings)? Describe the business process in which a promotion is carried out. Do you use mail or call scripts? If so, who processes the responses? What sort of action items result from different responses? What types of events do you hold? Do you send letters of confirmation or evaluation letters to people enrolled in events? How do you invite contacts to events? Process Setup, Process Process Process, Setup Process Process Setup, Process Process Process Process Setup, Process Process Setup Setup, Process Setup Setup Setup Setup Setup Setup Setup Process Process Setup, Process Process

1190

24

Event Management Palm Devices Internet Sales Palm Devices General General Internet Sales Reporting Commissions Territory Management Territory Management Territory Management Territory Management Territory Management Territory Management Territory Management Territory Management Opportunity Management Opportunity Management Promotion Management Promotion Management

19 1174 1200 1200 1200 1200 1200 24 24 24 24 24 24

1215 1215 1185 1185

24 24 24 24

5528 5529 5530 5531 5532 5533 5534 5535 5536 5537 5538 5539 5540 5541

Sales Management Sales Management Sales Management Sales Management Sales Management Sales Management Sales Management Sales Management Sales Management Sales Management Sales Management Sales Management Sales Management Sales Management

Sales Cycle Execution Sales Cycle Execution Sales Cycle Execution Sales Cycle Execution Sales Cycle Execution Sales Cycle Execution Sales Cycle Execution Sales Cycle Execution Sales Cycle Execution Sales Cycle Execution Sales Cycle Execution Sales Cycle Execution Sales Cycle Execution Sales Cycle Execution

Lead Management Lead Management Lead Management Lead Management Lead Management Lead Management Lead Management Lead Management Lead Management Lead Management Lead Management Lead Management Lead Management Lead Management

Generate Sales Leads Generate Sales Leads Generate Sales Leads Generate Sales Leads Generate Sales Leads Not identified Not identified Generate Sales Leads Generate Sales Leads Not identified Not identified Not identified Generate Sales Leads Not identified

Telesales Telesales Telesales Telesales Telesales Telesales Telesales Marketing Online Telesales Telesales Telesales

1185 1190 1190 1190 1189 1189

24 24 24 24 24 24

Promotion Management Event Management Event Management Event Management Literature Fulfillment Literature Fulfillment Telesales

Process Process Process Process

Describe your business process for sending a letter or collateral to a contact. Process Do you send collateral based on answers from mail or phone questionnaires? Describe how telesales reps capture Sales leads as they come into telesales center? Do you send letters of confirmation or evaluation letters to people enrolled in events? Do your telesales reps have enough knowledge about the customers when they are performing outbound calls? Process, Setup Process Process Process

1190

24

Event Management Telesales Telesales Telesales Telesales Event Management Telesales

Telesales Marketing Online 1190 Telesales, Customer Care

24

5542 5543 5544

Sales Management Sales Management Sales Management

Sales Cycle Execution Sales Cycle Execution Sales Cycle Execution

Lead Management Lead Management Lead Management

Not identified Generate Sales Leads Not identified

Telesales, Omktg Marketing Online Oracle Sales

1190

24

Telesales Event Management Opportunity Management

How are calls linked to item details? Is it by company name or contact name? Process How are Sales leads updated and monitored as they progress through the sales cycle to close? Process How do you currently schedule callbacks to follow up on potential customer needs? Process How do you invite contacts to events? Process How do your telesales reps retrieve contact/customer interests and/or business information? Process How do your telesales reps track inbound activity generated by campaigns or promotions? Is it by revenue or volume (response numbers, leads, opportunities, sales or revenue dollars)? Process What types of events do you hold? Process Who makes the determination on how leads will be distributed? Process Describe the business process in which a lead becomes a customer in your organization? Is this done manually, or are these leads distributed systematically to the salesforce? Process How are action items assigned to sales reps? How is it communicated that an action item has been completed? Process Describe how sales reps who are working on an account together communicate. Process Who enrolls people in events? Process Do you generally use the same facilities for different events? Process How do you choose a facility for an event? Process Do you have a record of facilities that you have used for events in the past? Who manages events that your organization puts on? Do you rank event facilities? Are there IT resources identified to support Field Sales Can a sale involve multiple partners, accounts and Sales Reps in a project Can a Sales Rep sell in more than one currency Can a Sales Rep work in more than one language Describe the process from getting a lead to closing a sale Process Process Process Performance Process Setup Setup Process

5545 5546 5547 5548 5549 5550 5551 5552 5553 5554 5555 5556 5557 5558

Sales Management Sales Management Sales Management Sales Management Sales Management Sales Management Sales Management Sales Management Sales Management Sales Management Sales Management Sales Management Sales Management Sales Management

Sales Cycle Execution Sales Cycle Execution Sales Cycle Execution Sales Cycle Execution Sales Cycle Execution Sales Cycle Execution Sales Cycle Execution Sales Cycle Execution Sales Cycle Execution Sales Cycle Execution Sales Cycle Execution Sales Cycle Execution Sales Cycle Execution Sales Cycle Execution

Lead Management Not identified Not identified Not identified Not identified Not identified Not identified Not identified Not identified Not identified Not identified Not identified Not identified Not identified

Not identified Not identified Not identified Not identified Not identified Not identified Not identified Not identified Not identified Not identified Not identified Not identified Not identified Not identified

Oracle Sales Oracle Sales Oracle Sales Telesales Telesales Telesales Telesales Telesales Telesales Mobile Oracle Sales Mobile Mobile Oracle Sales

1224 1208 1208 1190 1190 1190 1190 1190 1190

24 24 24 24 24 24 24 24 24

Opportunity Management Territory Management Territory Management Event Management Event Management Event Management Event Management Event Management Event Management IT Projects Sales People Sales People Background

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RD.020 Business Process Questionnaire

OBM Level I
5559 5560 5561 5562 5563 5564 5565 5566 5567 5568 5569 5570 5571 5572 5573 5574 5575 5576 5577 5578 5579 5580 5581 5582 5583 5584 5585 5586 5587 5588 5589 5590 5591 5592 5593 5594 5595 5596 5597 5598 5599 5600 5601 5602 5603 5604 5605 5606 5607 5608 5609 5610 5611 5612 5613 5614 5615 5616 5617 5618 5619 5620 5621 5622 5623 5624 5625 5626 5627 5628 5629 5630 5631 5632 5633 5634 5635 5636 5637 5638 5639 5640 5641 5642 5643 5644 5645 5646 5647 5648 Sales Management Sales Management Sales Management Sales Management Sales Management Sales Management Sales Management Sales Management Sales Management Sales Management Sales Management Sales Management Sales Management Sales Management Sales Management Sales Management Sales Management Sales Management Sales Management Sales Management Sales Management Sales Management Sales Management Sales Management Sales Management Sales Management Sales Management Sales Management Sales Management Sales Management Sales Management Sales Management Sales Management Sales Management Sales Management Sales Management Sales Management Sales Management Sales Management Sales Management Sales Management Sales Management Sales Management Sales Management Sales Management Sales Management Sales Management Sales Management Sales Management Sales Management Sales Management Sales Management Sales Management Sales Management Sales Management Sales Management Sales Management Sales Management Sales Management Sales Management Sales Management Sales Management Sales Management Sales Management Sales Management Sales Management Sales Management Sales Management Sales Management Sales Management Sales Management Sales Management Sales Management Sales Management Sales Management Sales Management Sales Management Sales Management Sales Management Sales Management Sales Management Sales Management Sales Management Sales Management Sales Management Sales Management Sales Management Sales Management Sales Management Sales Management

OBM Level II
Sales Cycle Execution Sales Cycle Execution Sales Cycle Execution Sales Cycle Execution Sales Cycle Execution Sales Cycle Execution Sales Cycle Execution Sales Cycle Execution Sales Cycle Execution Sales Cycle Execution Sales Cycle Execution Sales Cycle Execution Sales Cycle Execution Sales Cycle Execution Sales Cycle Execution Sales Cycle Execution Sales Cycle Execution Sales Cycle Execution Sales Cycle Execution Sales Cycle Execution Sales Cycle Execution Sales Cycle Execution Sales Cycle Execution Sales Cycle Execution Sales Cycle Execution Sales Cycle Execution Sales Cycle Execution Sales Cycle Execution Sales Cycle Execution Sales Cycle Execution Sales Cycle Execution Sales Cycle Execution Sales Cycle Execution Sales Cycle Execution Sales Cycle Execution Sales Cycle Execution Sales Cycle Execution Sales Cycle Execution Sales Cycle Execution Sales Cycle Execution Sales Cycle Execution Sales Cycle Execution Sales Cycle Execution Sales Cycle Execution Sales Cycle Execution Sales Cycle Execution Sales Cycle Execution Sales Cycle Execution Sales Cycle Execution Sales Cycle Execution Sales Cycle Execution Sales Cycle Execution Sales Cycle Execution Sales Cycle Execution Sales Cycle Execution Sales Cycle Execution Sales Cycle Execution Selling through the web Selling through the web Selling through the web Selling through the web Selling through the web Selling through the web Selling through the web Selling through the web Selling through the web Selling through the web Selling through the web Selling through the web Selling through the web Selling through the web Selling through the web Selling through the web Selling through the web Selling through the web Selling through the web Selling through the web Selling through the web Selling through the web Selling through the web Selling through the web Selling through the web Selling through the web Selling through the web Selling through the web Selling through the web Selling through the web Selling through the web Selling through the web Selling through the web

OBM Level III

Not identified Not identified Not identified Not identified Not identified Not identified Not identified Not identified Not identified Not identified Not identified Not identified Not identified Not identified Not identified Not identified Not identified Not identified Not identified Not identified Not identified Not identified Not identified Not identified Not identified Not identified Not identified Not identified Not identified Not identified Not identified Not identified Not identified Not identified Not identified Not identified Not identified Opportunity Management Opportunity Management Opportunity Management Opportunity Management Opportunity Management Opportunity Management Opportunity Management Opportunity Management Opportunity Management Opportunity Management Opportunity Management Opportunity Management Opportunity Management Opportunity Management Opportunity Management Opportunity Management Opportunity Management Opportunity Management Opportunity Management Territory Management Account Management Account Management Account Management Account Management Account Management Account Management Account Management Account Management Account Management Account Management Account Management Account Management Account Management Account Management Account Management Account Management Account Management Catalog Catalog Catalog Catalog Catalog Catalog Catalog Catalog Catalog Catalog Customer Service Customer Service Customer Service Navigation and Content Navigation and Content Navigation and Content

OBM Level IV
Not identified Not identified Not identified Not identified Not identified Not identified Not identified Not identified Not identified Not identified Not identified Not identified Not identified Not identified Not identified Not identified Not identified Not identified Not identified Not identified Not identified Not identified Not identified Not identified Not identified Not identified Not identified Not identified Not identified Not identified Not identified Not identified Not identified Not identified Not identified Not identified Not identified Forecast Opportunity Not identified Forecast Opportunity Forecast Opportunity Not identified Conduct Interactions Forecast Opportunity Forecast Opportunity Not identified Conduct Interactions Conduct Interactions Conduct Interactions Forecast Opportunity Forecast Opportunity Not identified Forecast Opportunity Forecast Opportunity Conduct Interactions Forecast Opportunity Define Territories Login Update Account Create Account Login Login Privacy Create Account Update Account Login Update Account Create Account Privacy Create Account Create Account Create Account Update Account Login Display Display Display Updates Display Display Display Display Pricing Display E-mail E-mail E-mail Content Search Content

Application
Mobile Oracle Sales Marketing Online Marketing Online Oracle Sales Oracle Sales Mobile, INV Mobile, INV Oracle Sales Marketing Online Marketing Online Marketing Online Marketing Online Marketing Online Telesales Marketing Online Marketing Online Mobile Marketing Online Mobile Palm Marketing Online Mobile Mobile Mobile Mobile Oracle Sales Oracle Sales Palm Mobile Oracle Sales Oracle Sales Marketing Online Mobile Marketing Online Mobile Mobile Oracle Sales Oracle Sales Oracle Sales Oracle Sales Telesales Mobile Oracle Sales Oracle Sales Oracle Sales Mobile Mobile Mobile Oracle Sales Oracle Sales Mobile Oracle Sales Oracle Sales Mobile Oracle Sales Oracle Sales iStore iStore iStore iStore iStore iStore iStore iStore iStore iStore iStore iStore iStore iStore iStore iStore iStore iStore iStore iStore iStore iStore iStore iStore iStore iStore iStore iStore iStore iStore iStore iStore iStore

OBM Row No.

Process

Category
IT Contact Management Event Management Event Management Contact Management Contact Management Visits Visits Territories Event Management Event Management Event Management Event Management Event Management Telesales Event Management Event Management Background Event Management IT Palm Devices Event Management IT IT IT IT Projects Reporting Palm Devices Background Contact Management Contact Management Event Management Background Event Management IT IT

Process Analysis Questions

Do the Sales Reps have suitable laptops/Palm devices to run Mobile Sales Do you currently have a system to track action items for your organization? Do you generally use the same facilities for different events? Do you have a record of facilities that you have used for events in the past? Do you need the ability to track action items in the new Sales system? Do you need to track changes in sales stages? Does a Sales Rep hold collateral, samples etc. Does a Sales Rep sell from stock that they carry How are actions etc. re-assigned when people are on holiday etc. How are customers to register for an event How are the event costs to be tracked and at what level of breakdown How are the events' objectives to e measured or quantified How do you choose a facility for an event? How do you ensure that resources (people, equipment) are not over booked or multiply booked for the same event item How does your telesales rep process orders currently? How is "invite only" to be enforced during registration How is the effectiveness of events measured How long does it take from getting a lead to closing a sale How many types of events does the organization manage and what are the key information components of each type How often in a day will a Sales Rep replicate their data with the central server How often will the palm device replicate with the corporate system How visible should events be to the rest of the organization How will new releases of software be issued to Sales Reps How will Sales Reps connect with Sales system How will Sales Reps laptops/Palm devices be repaired or replaced How will the communications equipment be configured to handle the peak loads In a project does the Sales Rep have access to all the accounts and partners involved Is any analysis of lost sales is done, do they record reasons for success What data will the Field Sales person need to have access What is the typical sales value, are there big extremes of value What kind of action items need to be tracked (e.g. meetings, sales process steps)?

Type = Setup Metric Process Performance Response

Performance Process Process Process Setup, Process Setup Process Process Process Process Process Process Process Process Process Process Process Process Process Performance Process Process Setup Setup Process Performance Setup Process Process Process Setup

Revisit Y/N

1190 1190

24 24

1190

24

1190

24

1190

24

What other organizations need access to account information, besides Sales? Setup Who enrolls people in events? Process Who is ultimately responsible for the accuracy of data entered both by the field and central office Process Who manages events that your organization puts on? Process Will Sales Reps be able to keep personal data (phone numbers, to dos etc.) on their laptops/hand held devices? Setup Will the replication process be initiated by the Sales Rep or will it be automated Setup How do you create a forecast from opportunities in your pipeline? At what point do you consider an opportunity lost and remove it from your pipeline? At what point in the sales cycle is an opportunity forecasted? When an opportunity is forecasted, is it forecasted at 100% or is it weighted by win probability? Who sends collateral? Are there any seasonal or other fluctuations in the number of visits Do only certain Sales Reps contribute towards the sales forecast Do you need the ability to roll forecasts? Does a team of Sales Reps get put together for a specific bid How many calls will a Sales Rep handle in an average day How many visits are made by a Sales Rep in a day How much time does a Sales Rep spend traveling in an average day How often do you forecast? If multiple accounts are bidding for the same project how is duplication avoided in forecasting Is a Sales Rep given a schedule of visits or can they determine their own Is forecasting done by product or is it done by revenue? Is management able to adjust forecasted opportunities? What is the duration of an average sales visit Who needs access to forecasts? How are territories grouped Are there any legal and/ or technical issues surrounding the use of cookies ? Can an account be deleted under any circumstances ? Does any special pricing format have to be setup for customers of a given account type ? How is a returning customer recognized ? How long can the customer maintain a login session? How will this affect customer account management ? Once an account is created on the storefront, does anything have to be modified in ERP or other CRM apps ? What actions must be taken before a customer is deleted ? What information about the customer is sensitive I.e. should not be displayed unless the customer logs in ? What information can be updated on the account ? What information will you capture in order to create an account ? What is your company's privacy policy? What kinds of accounts will you have for your customers ? What kinds of customers will be using the website ? eg B2B, B2C What would be the flow for creating an account ? eg. approvals needed ? Who can update account information ? How many currencies will the site be deployed in ? How many languages will the site be deployed in ? How many products will be displayed ? How often are updates made to the Catalog ? Is there a policy for currency display ? (eg. euro regulations) Is there a policy for product display ? (eg.only available products are shown) What kinds of multimedia do you anticipate using on the web storefront ? eg. audio clips, mpeg What kinds of products do you intend to sell of the store ? eg. downloadable, shippable What rules will affect product price ? Process Process Process Setup, Process Process, Setup Performance Setup Process Process Metric Metric Metric Setup Process Setup Setup Setup Metric Setup Setup Setup Setup Setup Process Setup Process Setup Setup Setup Setup Setup Process Setup Setup Setup, Process Setup Setup Setup Setup Setup Setup Setup Setup Setup Setup

1212 1222 1212 1212 1189

24 24 24 24 24

Opportunity Management Opportunity Management Forecasting Forecasting Literature Fulfillment Background Sales People Forecasting Territories Background Background Background Forecasting Projects Visits Forecasting Forecasting Background Forecasting Territories Customer Information Customer Information Customer Information Customer Information Customer Information Customer Information Customer Information Customer Information Customer Information Customer Information Customer Information Customer Information Customer Information Customer Information Customer Information Customer Information Customer Information Catalog Catalog Catalog Catalog Catalog Catalog Catalog Catalog Customer Information Catalog Customer Service Customer Service Customer Service Customer Service Customer Service Customer Service

Who will provide product details ? ( Already available, outsourced data entry..) Setup Are there any restrictions or requirements surrounding e-mail ? Process How will incoming e-mail be dealt with ? Process What will e-mail be used for ? Process In what way will content be updated ? Process What performance parameters are acceptable for search ? Process Will a content management tool be required ? Process

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RD.020 Business Process Questionnaire

OBM Level I
5649 5650 5651 5652 5653 5654 5655 5656 5657 5658 5659 5660 5661 5662 5663 5664 5665 5666 5667 5668 5669 5670 5671 5672 5673 5674 5675 5676 Sales Management Sales Management Sales Management Sales Management Sales Management Sales Management Sales Management Sales Management Sales Management Sales Management Sales Management Sales Management Sales Management Sales Management Sales Management Sales Management Sales Management Sales Management Sales Management Sales Management Sales Management Sales Management Sales Management Sales Management Sales Management Sales Management Sales Management Sales Management

OBM Level II
Selling through the web Selling through the web Selling through the web Selling through the web Selling through the web Selling through the web Selling through the web Selling through the web Selling through the web Selling through the web Selling through the web Selling through the web Selling through the web Selling through the web Selling through the web Selling through the web Selling through the web Selling through the web Selling through the web Selling through the web Selling through the web Selling through the web Selling through the web Selling through the web Selling through the web Selling through the web Selling through the web Selling through the web

OBM Level III

Order Order Order Order Order Order Order Order Order Order Order Order Order Order Order Order Order Order Order Order Order Order Order Order Order Order Security Security

OBM Level IV
Shopping Cart Placing an Order Payment Payment Payment Payment Payment History Payment History Placing an Order Payment Payment Payment Payment Payment Return Payment Payment Payment Payment Payment Payment Payment Placing an Order Payment Not identified Not identified

Application
iStore iStore iPayment iPayment iPayment iPayment iPayment iStore iPayment iStore iStore iPayment iPayment iPayment iPayment iPayment iStore iPayment iPayment iPayment iPayment iPayment iPayment iPayment iPayment iPayment iStore iStore

OBM Row No.

Process

Category
Shopping Cart Order Management Order Management Order Management Order Management Order Management Order Management

Process Analysis Questions

Type = Setup Metric Process Performance Response

Revisit Y/N

Are there any restrictions on items in the shopping cart ? Setup Are there any restrictions on placing an order ? Process Are there any rules or requirements governing the use of payment instruments ? Process Do you have a distributed or centralized architecture for payment ? Setup Do you have requirements for recurring authorizations in your business? Do you have requirements for split payments in your business? Setup Setup

Display

Customer Service Order Management Customer Service Order Management Order Management Order Management Order Management Order Management Order Management Customer Service Order Management Order Management Order Management Order Management Order Management Order Management Order Management Order Management Order Management Security Security

Do you use wallets and digital certificates in your internet payment systems? Setup For what period of time should the order history be available ? I.e. how far back should the order history stretch ? Setup How do you handle Return/Credits in your internet payment systems? How granular should the order history be ? How should the order be authorized ? How will payments be authorized ? Is this volume likely to fluctuate and by how much ? What actions should be taken for a failed authorization ? What actions should be taken for a successful authorization ? What back-end payment systems do you currently integrate with ? What is your company's return policy? What is your electronic payment system model ? For example, Host based or Terminal Based? What is your transaction volume for credit card payments, credits, voids, etc per day? What payment instruments will be accepted ? Process Setup Process Process Performance Process Process Setup Process Setup Performance Process

What restrictions apply on Return/Credits in your internet payment systems? Process What restrictions apply on Return/Credits in your internet payment systems? Process What restrictions apply to merchants in your internet payment systems? What risk management features are required ? When should an ATP check be performed ? When should capture of payments occur ? What security concerns need to be addressed ? What security infrastructure is currently in place for e-commerce projects ? Product costing is essential for completing product line profitability analysis. Can you rank the profitability of product lines (products) from highest to lowest and do you have a high confidence that your products are properly costing? Do your product/product line costs consider the implications of marketing decisions on the indirect cost of production? Process Setup Process Setup Setup Setup

5677 5678

Strategic Enterprise Management Strategic Enterprise Management Strategic Enterprise Management Strategic Enterprise Management

Activity Based Costing Activity Based Costing

Not identified Not identified

Not identified Not identified

ABM, ACTIVA ABM, ACTIVA

Product/Customer Cost Product/Customer Cost

Performance Process, setup

5679 5680

Activity Based Costing Activity Based Costing

Not identified Not identified

Not identified Not identified

ABM, ACTIVA ABM, ACTIVA, GL, OM

Product/Customer Cost Product/Customer Cost

5681 5682 5683 5684

Strategic Enterprise Management Strategic Enterprise Management Strategic Enterprise Management Strategic Enterprise Management Strategic Enterprise Management Strategic Enterprise Management Strategic Enterprise Management Strategic Enterprise Management Strategic Enterprise Management Strategic Enterprise Management Strategic Enterprise Management Strategic Enterprise Management Strategic Enterprise Management Strategic Enterprise Management Strategic Enterprise Management Strategic Enterprise Management Strategic Enterprise Management Strategic Enterprise Management Strategic Enterprise Management Strategic Enterprise Management Strategic Enterprise Management Strategic Enterprise Management Strategic Enterprise Management Strategic Enterprise Management Strategic Enterprise Management Strategic Enterprise Management Strategic Enterprise Management Strategic Enterprise Management Strategic Enterprise Management Strategic Enterprise Management

Activity Based Costing Activity Based Costing Activity Based Costing Activity Based Costing

Not identified Not identified Not identified Not identified

Not identified Not identified Not identified Not identified

ACTIVA ACTIVA ABM, ACTIVA, GL ABM, ACTIVA, GL, FA, PA

Product/Customer Cost Product/Customer Cost Product/Customer Cost Product/Customer Cost

Do the various organizational functions in your company understand how their actions impact the cost of other functions and ultimately the products? Process Do you analyze the cost to serve each customer and what factors do you consider when making this analysis? Process, setup In many environments, analyzing product cost over its life cycle can be a critical determinant in strategy development and selection. Have you performed this evaluation and can you share your thought processes and results? Process, setup What is a one percent change in your costs worth to you on an annual basis? Performance Do you develop process mapping to assist in eliminating non-value added effort? Process Planning the expenditure is one requirement but do you track capital expenditures to assure that these investments are actually made? Process, setup Do you frequently perform make/buy analysis on products and components considering the product line profitability and return on invested capital? What types of cost elements do you consider (Fixed, Variable, Administrative, etc.) in your make/buy analyses and are you satisfied that the cost analysis produces accurate information? Is continuous improvement, cost tracking and control a high priority organizational initiative and if so, what key performance indicators do you use to track those improvements? What kind of cost system(s) do you use? (i.e.. Standard Cost, Activity Based) In situations where the in process times are lengthy how do you manage and track those costs on a periodic basis? Is your inter-company transfer pricing policies cost plus or markup based and is it causing an inflation of manufacturing cost to generate more profit for the producing plant? Do you trace costs to activities or processes? Is product and inventory valuation based on volume based drivers, such as labor and machine hours?

5685

Activity Based Costing

Not identified

Not identified

ABM, ACTIVA, GL

Product/Customer Cost

Process

5686

Activity Based Costing

Not identified

Not identified

ACTIVA, GL

Product/Customer Cost

Setup

5687

Activity Based Costing

Not identified

Not identified

ACTIVA, GL, PA

Product/Customer Cost

performance, Metric

5688

Activity Based Costing

Not identified

Not identified

ACTIVA, GL, PA ACTIVA, GL, AR, OM, PA ABM, ACTIVA, GL, PA ACTIVA, GL, PA, Costing ACTIVA, OM ABM, ACTIVA, GL, OFA, OSA ABM, ACTIVA, GL, OM, OSA ABM, ACTIVA, OM ABM, ACTIVA, AP, OPA ABM, ACTIVA, GL, PA ABM, ACTIVA, GL, PA ACTIVA ABM, ACTIVA ABM, ACTIVA ABM, ACTIVA, GL, PA ABM, ACTIVA, GL, PA ABM, ACTIVA, GL, PA ABM, ACTIVA, GL, PA ABM, ACTIVA, GL, OFA ABM, ACTIVA, GL, OFA

Product/Customer Cost

Process

5689 5690 5691 5692 5693 5694 5695 5696 5697 5698 5699 5700 5701

Activity Based Costing Activity Based Costing Activity Based Costing Activity Based Costing Activity Based Costing Activity Based Costing Activity Based Costing Activity Based Costing Activity Based Costing Activity Based Costing Activity Based Costing Activity Based Costing Activity Based Costing

Not identified Not identified Not identified Not identified Not identified Not identified Not identified Not identified Not identified Not identified Not identified Not identified Not identified

Not identified Not identified Not identified Not identified Not identified Not identified Not identified Not identified Not identified Not identified Not identified Not identified Not identified

Product/Customer Cost Product/Customer Cost Product/Customer Cost Product/Customer Cost Product/Customer Cost Product/Customer Cost Product/Customer Cost Product/Customer Cost Product/Customer Cost Product/Customer Cost Product/Customer Cost Product/Customer Cost Product/Customer Cost Operational and Strategic Control Operational and Strategic Control Operational and Strategic Control Operational and Strategic Control Operational and Strategic Control Operational and Strategic Control Operational and Strategic Control Operational and Strategic Control Operational and Strategic Control

Setup Setup Setup

Does the company clearly understands its products, services, and customers? Process Do you evaluate the profitability of the product mix and pricing? Do you understand customer profitability? What is your pricing strategy towards low cost and low service customers? Do you select your suppliers based on total cost and product profitability or by lowest price per transaction? Does the product design take into account product manufacturing total cost and product profitability? Are order sizes, shipping arrangements, or supply chain efficiencies based on activity costs and profitability? Do you have an activity based system Do you measure the cost of capacity? Employees, plant, equipment, etc. Do you measure the cost of unused capacity? Setup, Process Process setup Setup, Process Setup, Process Setup, Process Process Setup, Process Setup, Process

5702 5703

Activity Based Costing Activity Based Costing

Not identified Not identified

Not identified Not identified

Do you identify the indirect costs to a business line such as design engineering, order entry, distribution and marketing efforts? How is this done. Process, setup Do you track costs to validate continuous improvement initiatives? Process, setup

5704 5705 5706 5707

Activity Based Costing Activity Based Costing Activity Based Costing Activity Based Costing

Not identified Not identified Not identified Not identified

Not identified Not identified Not identified Not identified

Considering your company cost structure, where is the greatest opportunity to reduce cost? Material, Direct Labor, Engineering, overhead, etc. Process, setup Do you view your plants as profit centers and therefore need to administer transfer pricing policies? Setup Do you perform extensive financial modeling, graphing and analysis? Does financial performance dominate measures across activities, processes and cost centers? Are employees involved in performance measurement within their operational areas? across cost centers to the extent they drive or influence the process performance? Do employees review performance measures and are able to learn and react to the performance measures? Do employees understand the financial impact of their performance on the cost of activities and processes, and overall profitability? Setup Setup

5708 5709 5710

Activity Based Costing Activity Based Costing Activity Based Costing

Not identified Not identified Not identified

Not identified Not identified Not identified

ABM, ACTIVA, GL ABM, ACTIVA, GL ABM, ACTIVA, GL

Process, setup Process, setup Process, setup

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RD.020 Business Process Questionnaire

OBM Level I
5711 5712 Strategic Enterprise Management Strategic Enterprise Management Strategic Enterprise Management Strategic Enterprise Management Strategic Enterprise Management Strategic Enterprise Management Strategic Enterprise Management Strategic Enterprise Management Strategic Enterprise Management

OBM Level II
Activity Based Costing Activity Based Costing

OBM Level III

Not identified Not identified

OBM Level IV
Not identified Not identified

Application
ABM, ACTIVA ABM, ACTIVA

OBM Row No.

Process

Category
Operational and Strategic Control Operational and Strategic Control Operational and Strategic Control

Process Analysis Questions

How do you protect your most profitable customers from your competition? How do you win your competitors' profitable customers? Do you track the activity cost drivers? such as machine hours, setup time, number of new products introduced, maintenance hours, etc. Does the array of consumer choices(options) ripple through your functional organizations driving up their support costs and inventory levels? Are your Capital Expenditure plans influenced by customer/product line profitability when you develop your Strategic Plan? Is there an example of a capital expenditure in conflict with short term objectives? Are you able to drill down in your organization and extract data to perform reliable cost comparisons between production facilities? Are you required to extract data from multiple sources to complete assignments? Do you feed any activity costing information to your planning/budgeting or financial reporting systems? Do you feel your present Cost Systems are satisfactory from a planning and control aspect as well as strategic management perspective? Where do you think the respective strengths and weaknesses are? Are you getting meaningful cost and profit information that helps you manage your product lines and customers? Does your organization have confidence that the financial system provides accurate costs? Do your cost systems provide good information on which to make operating decisions such as pricing, make/buy? Do employees receive accurate information on the operational and financial performance of activities and process they impact? Do you have an integrated manufacturing or service delivery reporting system?

Type = Setup Metric Process Performance Response

Process, setup Process, setup

Revisit Y/N

5713

Activity Based Costing

Not identified

Not identified

ABM, ACTIVA ABM, ACTIVA, OM, OSA ABM, ACTIVA ABM, ACTIVA ABM, ACTIVA, EDW, OBIS ABM, ACTIVA, EDW, OBIS ABM, ACTIVA, OFA, EDW, OBIS

Setup, Process

5714 5715 5716 5717 5718 5719

Activity Based Costing Activity Based Costing Activity Based Costing Activity Based Costing Activity Based Costing Activity Based Costing

Not identified Not identified Not identified Not identified Not identified Not identified

Not identified Not identified Not identified Not identified Not identified Not identified

Integration Integration Integration Integration Integration Integration

Process, setup Process Performance Setup Setup Setup, Process

5720 5721 5722 5723 5724 5725

Strategic Enterprise Management Strategic Enterprise Management Strategic Enterprise Management Strategic Enterprise Management Strategic Enterprise Management Strategic Enterprise Management

Activity Based Costing Activity Based Costing Activity Based Costing Activity Based Costing Activity Based Costing Activity Based Management Analyzer

Not identified Not identified Not identified Not identified Not identified Not identified

Not identified Not identified Not identified Not identified Not identified Not identified

ABM, ACTIVA, GL, EDW ABM, ACTIVA, GL ABM, ACTIVA, GL ABM, ACTIVA, GL, EDW ABM, ACTIVA, GL, OBIS, EDW ABM, OFA, OBIS, OPA ABM, ACTIVA, Balanced Score Card, OFA, OBIS, OPA, GL ABM, ACTIVA, Balanced Score Card, OFA, OBIS, OPA, GL ABM, ACTIVA, Balanced Score Card, OFA, OBIS, OPA ABM, ACTIVA, Balanced Score Card, OFA, OBIS, OPA ABM, ACTIVA, Balanced Score Card, OFA, OBIS, OPA ABM, ACTIVA, OFA, OBIS, OPA ABM, ACTIVA, OFA, OBIS, OPA ABM, ACTIVA, Balanced Score Card, OFA, OBIS, OPA, GL ABM, ACTIVA, Balanced Score Card, OFA, OBIS, OPA, GL ABM, ACTIVA, Balanced Score Card, OFA, OBIS, OPA, GL ABM, ACTIVA ABM, ACTIVA ABM, ACTIVA, Balanced Score Card, OFA, OBIS, OPA, GL ABM, ACTIVA ABM, ACTIVA, Balanced Score Card, OFA, OBIS, OPA, GL ABM, ACTIVA, Balanced Score Card, GL, OBIS, OFA, OPA ABM, ACTIVA, Balanced Score Card, GL, OBIS, OFA, OPA ABM, OFA, OBIS, OPA, GL ABM, ACTIVA ABM, ACTIVA, OPA ABM, ACTIVA ABM, ACTIVA ABM, ACTIVA ABM, ACTIVA ABM, ACTIVA, OFA, OBIS, OPA ABM, ACTIVA, OFA, OPA Balanced Score Card ABM, ACTIVA, Balanced Score Card, EDW, GL Balanced Score Card

Quality Quality Quality Quality Quality Executive Reporting

Performance Performance Performance Performance Process, setup Process

5726

Strategic Enterprise Management

Activity Based Management Analyzer

Not identified

Not identified

Executive Reporting

If you have a costing system, do you have the ability to build different dimensions easily?

Setup

5727

Strategic Enterprise Management

Activity Based Management Analyzer

Not identified

Not identified

Executive Reporting

What are the key executive reports that exist today?

setup

5728

Strategic Enterprise Management

Activity Based Management Analyzer

Not identified

Not identified

Executive Reporting

What types of reports are most needed by executive to enhance and monitor and enhance performance? setup

5729

Strategic Enterprise Management

Activity Based Management Analyzer

Not identified

Not identified

Executive Reporting

Is there a need to publish profitability and cost reports on the web?

setup

5730

Strategic Enterprise Management Strategic Enterprise Management Strategic Enterprise Management

Activity Based Management Analyzer

Not identified

Not identified

Executive Reporting

5731 5732

Activity Based Management Analyzer Activity Based Management Analyzer

Not identified Not identified

Not identified Not identified

Executive Reporting Executive Reporting

Do you use graphs within the same reporting tool and the ability to publish this information on the web would enhance the understanding of business profitability? Setup Do you have a need to quickly report against cost objects in your database? (by product, product line, distribution channel, market segment, customer order? Setup Do you have key performance measures that you report across the organization? Setup, Metrics

5733

Strategic Enterprise Management

Activity Based Management Analyzer

Not identified

Not identified

Executive Reporting

Do operational managers' objectives include cost control and profitability improvement?

Setup, Process

5734

Strategic Enterprise Management

Activity Based Management Analyzer

Not identified

Not identified

Executive Reporting

Do you compare actual costs against forecasts? by process, activity, or product.

Setup, Process

5735 5736 5737

Strategic Enterprise Management Strategic Enterprise Management Strategic Enterprise Management

Activity Based Management Analyzer Activity Based Management Analyzer Activity Based Management Analyzer

Not identified Not identified Not identified

Not identified Not identified Not identified

Executive Reporting Executive Reporting Executive Reporting

Would performance be enhanced if managers can analyze current operational processing models and "to be" cost models? Setup Is there a need to share costing and profitability models across locations and business units? Setup Are there specific product, activity, or process costs that need to be reported and tracked? Setup

5738 5739

Strategic Enterprise Management Strategic Enterprise Management

Activity Based Management Analyzer Activity Based Management Analyzer

Not identified Not identified

Not identified Not identified

Executive Reporting Executive Reporting

Do current costing reports reflect integrated figures to the GL or other sources of cost data? How frequently do you report on the cost and profitability of processes and products?

Setup, Process Setup, Process

5740

Strategic Enterprise Management

Activity Based Management Analyzer

Not identified

Not identified

Executive Reporting

Do you have a data warehouse from which costing and profitability analysis are performed?

Setup, Process

5741

Strategic Enterprise Management

Activity Based Management Analyzer

Not identified

Not identified

Executive Reporting

Do you use multidimensional reports where end users have the flexibility to build and generate reports?

Setup

5742 5743 5744 5745 5746 5747 5748 5749 5750 5751 5752

Strategic Enterprise Management Strategic Enterprise Management Strategic Enterprise Management Strategic Enterprise Management Strategic Enterprise Management Strategic Enterprise Management Strategic Enterprise Management Strategic Enterprise Management Strategic Enterprise Management Strategic Enterprise Management Strategic Enterprise Management Strategic Enterprise Management Strategic Enterprise Management

Activity Based Management Analyzer Activity Based Management Analyzer Activity Based Management Analyzer Activity Based Management Analyzer Activity Based Management Analyzer Activity Based Management Analyzer Activity Based Management Analyzer Activity Based Management Analyzer Activity Based Management Analyzer Activity Based Management Analyzer Balanced Scorecard

Not identified Not identified Not identified Not identified Not identified Not identified Not identified Not identified Not identified Not identified Not identified

Not identified Not identified Not identified Not identified Not identified Not identified Not identified Not identified Not identified Not identified Not identified

Executive Reporting Executive Reporting Executive Reporting Executive Reporting Executive Reporting Executive Reporting Executive Reporting Executive Reporting Executive Reporting Executive Reporting Strategy

Do you have or need to have drill down reporting? Is sophisticated security features such as row level at a business view level needed? Do you have a need to view activity costs locally or across rolled up hierarchies? Do you require unit cost analysis based on inventoried an non-inventoried items that influence production costs? Do you need to compare activity costs across cost centers, across costing models, and across time? Do you need to compare across models, leveraging the multi-model architecture of your cost database? Is there a business need to report cost centers sharing the same activity and all activities in a cost center? Would it simplify reporting if filtering is usable at any dimension to shorten reports to key areas?

Setup Setup Setup, Process Setup, Process Setup, Process Setup, Process Setup, Process Setup, Process

How critical is it to have processing time transparent to the end users? Setup, Process Do you have a need to access tables directly using advanced reporting tools such as SQL code generators? Setup How would you define the business you are in? Setup

5753 5754

Balanced Scorecard Balanced Scorecard

Not identified Not identified

Not identified Not identified

Industry Trends Strategy

What do you perceive your consumers' needs to be and how do you see them changing in the foreseeable future? Performance What is your companys (your) vision for the future of the company? [Obtain Mission/Vision/Value Statement] Process

85338164.xlsx

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RD.020 Business Process Questionnaire

OBM Level I
5755 5756 5757 Strategic Enterprise Management Strategic Enterprise Management Strategic Enterprise Management Strategic Enterprise Management Strategic Enterprise Management Strategic Enterprise Management

OBM Level II
Balanced Scorecard Balanced Scorecard Balanced Scorecard

OBM Level III

Not identified Not identified Not identified

OBM Level IV
Not identified Not identified Not identified

Application
Balanced Score Card, GL Balanced Score Card Balanced Score Card Balanced Score Card, EDW Balanced Score Card Balanced Score Card ABM, ACTIVA, Balanced Score Card, OFA, OBIS, OSA, OPA, GL Balanced Score Card Balanced Score Card Balanced Score Card Balanced Score Card Balanced Score Card ABM, ACTIVA, Balanced Score Card, GL, Project Balanced Score Card Balanced Score Card ABM, ACTIVA, Balanced Score Card, EDW, GL Balanced Score Card ABM, ACTIVA, Balanced Score Card, EDW, GL, OM Balanced Score Card Balanced Score Card, OM Balanced Score Card Balanced Score Card Balanced Score Card Balanced Score Card Balanced Score Card Balanced Score Card ACTIVA, Balanced Score Card, GL, OM Balanced Score Card Balanced Score Card ACTIVA, Balanced Score Card, EDW, GL Balanced Score Card, ABM, OFA ABM, Balanced Score Card, OFA, OBIS, EDW ABM, Balanced Score Card, OFA, OBIS, EDW Balanced Score Card, OFA Balanced Score Card, GL, OFA, OBIS, FA Balanced Score Card, OFA, GL Balanced Score Card, OFA Balanced Score Card, OFA Balanced Score Card, OFA Balanced Score Card, OFA Balanced Score Card, OFA ACTIVA, Balanced Score Card, GL, HR Balanced Score Card, OFA, GL Balanced Score Card, EDW, GL, OBIS, OFA, OSA, OPA Balanced Score Card Balanced Score Card, OM, OSA Balanced Score Card, OSA

OBM Row No.

Process

Category
Strategy Strategy Strategy

Process Analysis Questions

What are your long-term objectives and goals? If growth is a key issue for you what are your growth rate objectives? What would your competitors, customers, and suppliers say about you?

Type = Setup Metric Process Performance Response

Performance, Metric Performance Performance

Revisit Y/N

5758 5759 5760

Balanced Scorecard Balanced Scorecard Balanced Scorecard

Not identified Not identified Not identified

Not identified Not identified Not identified

Strategy Strategy Strategy

Is revenue/market share growth paramount, or is profitability, return on investment and growing earnings per share your most pressing concern? Setup Can you describe what your strategies are to achieve competitive advantage and grow market share? Process Are these strategies succeeding and if so, how do you measure that success? Process

5761

Strategic Enterprise Management Strategic Enterprise Management Strategic Enterprise Management Strategic Enterprise Management Strategic Enterprise Management Strategic Enterprise Management Strategic Enterprise Management Strategic Enterprise Management Strategic Enterprise Management Strategic Enterprise Management Strategic Enterprise Management

Balanced Scorecard

Not identified

Not identified

Strategy

What are your competitive strategies (i.e.. Cost, Quality, Customer service, etc.) and which are your strongest and weakest attributes?

Performance, setup

5762

Balanced Scorecard

Not identified

Not identified

Strategy

5763

Balanced Scorecard

Not identified

Not identified

Strategy

Of that list of critical success factors, which are the top three to five and does your current strategic plan address the achievement of these factors? Setup Competition can take the form of substitute products as well as the more traditional companies. Do substitutes for your products exist that are considered in developing your strategies? Setup Do you feel that you can achieve a competitive advantage and if so, does your strategic plan have objectives that will give you that competitive advantage? Performance Your market capitalization has been increasing(decreasing) over the last few years. Do you attribute this to a recognition by the investment community of failure/(success) of your strategic plans? Performance Why do you think your nearest competitor has generated high(lower) increases in shareholder value than your company? What do you admire(dislike) about that competitor? Performance What are the new projects/initiatives approved by the board that will impact the business and can you quantitatively define what success is worth financially? Metric Can you describe the ways in which you are building shareholder value? What are the major initiatives you have underway to meet your growth objectives? Process Process, setup

5764

Balanced Scorecard

Not identified

Not identified

Strategy

5765

Balanced Scorecard

Not identified

Not identified

Strategy

5766

Balanced Scorecard

Not identified

Not identified

Strategy

5767 5768 5769

Balanced Scorecard Balanced Scorecard Balanced Scorecard

Not identified Not identified Not identified

Not identified Not identified Not identified

Strategy Strategy Strategy

5770

Balanced Scorecard

Not identified

Not identified

Strategy Implementation

Can you execute your strategies from the boardroom or do you need to enlist the entire company to make them happen? Process Is "change" a key issue for you and your organization. If so, what are the dynamics of "change" at your company? Organizational structure? Culture?

5771

Balanced Scorecard

Not identified

Not identified

Strategy Implementation

Process

5772 5773 5774 5775 5776

Strategic Enterprise Management Strategic Enterprise Management Strategic Enterprise Management Strategic Enterprise Management Strategic Enterprise Management Strategic Enterprise Management Strategic Enterprise Management Strategic Enterprise Management Strategic Enterprise Management Strategic Enterprise Management Strategic Enterprise Management Strategic Enterprise Management Strategic Enterprise Management Strategic Enterprise Management Strategic Enterprise Management Strategic Enterprise Management Strategic Enterprise Management Strategic Enterprise Management Strategic Enterprise Management Strategic Enterprise Management Strategic Enterprise Management Strategic Enterprise Management Strategic Enterprise Management Strategic Enterprise Management Strategic Enterprise Management Strategic Enterprise Management

Balanced Scorecard Balanced Scorecard Balanced Scorecard Balanced Scorecard Balanced Scorecard

Not identified Not identified Not identified Not identified Not identified

Not identified Not identified Not identified Not identified Not identified

Strategy Implementation Industry Trends Industry Trends Industry Trends Industry Trends

How often is the company reorganized? What are the trends on sales growth rates, profitability, capacity utilization, warranty or returned goods? How would you prioritize the factors to which your industry must respond (i.e. customers, technology, competitors, globalization)? What do you see as the barriers to competitive entry into your marketplace and how, if at all, do you see those barriers changing? With the rapid pace of technological change have you considered how technology might change the character of your industry?

Setup, process Performance, Metric Process, setup Process Process

5777 5778 5779

Balanced Scorecard Balanced Scorecard Balanced Scorecard

Not identified Not identified Not identified

Not identified Not identified Not identified

Industry Trends Industry Trends Industry Trends

5780

Balanced Scorecard

Not identified

Not identified

Industry Trends

5781

Balanced Scorecard

Not identified

Not identified

Industry Trends

5782

Balanced Scorecard

Not identified

Not identified

Industry Trends

5783

Balanced Scorecard

Not identified

Not identified

Industry Trends

If risks are either internal or external to the corporation can you describe the most critical marketplace risks which lie in each of these areas? Process, setup Can you describe the real and/or perceived threats to which your industry must respond to now or in the future? Process, setup Would you describe the risk profile for your industry as high and are your shareholder expectations aligned well with that profile? Metric What does a company need to do well for admission to compete in your industry and are there companies exceeding these minimum requirements? describe how they are differentiating themselves. Performance Assuming your company possesses the competencies necessary to succeed in this industry, can you now describe the critical success factors that will give you a leadership position. Process, Metric With the rate of changing technology, do you have or do you see nontraditional competitors emerging that have been considered in your planning Process process? Have any of your competitors demonstrated technological advantages or have you considered how you might take advantage of technology to gain competitive advantage? Process

5784 5785

Balanced Scorecard Balanced Scorecard

Not identified Not identified

Not identified Not identified

Strategy Measures Strategy Measures

What are the key performance indicators that measure a company's health?

Metric, Performance

5786

Balanced Scorecard

Not identified

Not identified

Strategy Measures

Do you currently have an executive information system? Process Have you defined key performance indicators that are used throughout the company or what are the key metrics you use to measure the performance of the company? Metric, Process What organizational metrics do you track? Does the organization understand the key performance indicators they are being measured on? Metric, Performance Are you satisfied with your strategic planning process from the planning process as well as the quality of the resulting strategic initiatives?

5787

Balanced Scorecard

Not identified

Not identified

Strategy Measures

5788

Balanced Scorecard

Not identified

Not identified

Strategy Planning

Process

5789 5790 5791 5792 5793 5794 5795

Balanced Scorecard Balanced Scorecard Balanced Scorecard Balanced Scorecard Balanced Scorecard Balanced Scorecard Balanced Scorecard

Not identified Not identified Not identified Not identified Not identified Not identified Not identified

Not identified Not identified Not identified Not identified Not identified Not identified Not identified

Strategy Planning Strategy Planning Strategy Planning Strategy Planning Strategy Planning Strategy Planning Strategy Planning

What processes are used to plan capital expenditures and rank their importance to a strategic goal? Process Planning and budgeting Can you describe how the budgeting process works in your organization? process What are your five biggest issues in the budgeting process? How is the budget administered? Is there one person responsible for the process? How many people are involved in the budget process? Who are they? How long does your budget setup take? How long does the total budgeting process take? How many iterations are usually performed during the budget process? How many/which sources are used in the formulation of the budget? (i.e., General Ledger information, non-financial information such as headcount, salary information, square footage, etc.) How is the budget information reported and distributed? Performance Process Process Process Process

5796 5797

Balanced Scorecard Balanced Scorecard

Not identified Not identified

Not identified Not identified

Strategy Planning Strategy Planning

Process Process

5798 5799 5800 5801

Strategic Enterprise Management Strategic Enterprise Management Strategic Enterprise Management Strategic Enterprise Management

Balanced Scorecard Balanced Scorecard Balanced Scorecard Balanced Scorecard

Not identified Not identified Not identified Not identified

Not identified Not identified Not identified Not identified

Strategy Reporting Customers Customers Customers

Are you satisfied with the responsiveness and relevancy of your management reporting systems? Process Which market segments are you the most effective and least effective in? Do you have a measure for customer satisfaction? How often do you conduct customer surveys? Performance Metric Metric

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RD.020 Business Process Questionnaire

OBM Level I
5802 Strategic Enterprise Management Strategic Enterprise Management Strategic Enterprise Management Strategic Enterprise Management Strategic Enterprise Management Strategic Enterprise Management Strategic Enterprise Management Strategic Enterprise Management

OBM Level II
Balanced Scorecard

OBM Level III

Not identified

OBM Level IV
Not identified

Application
Balanced Score Card, OSA Balanced Score Card, EDW, OM, OSA Balanced Score Card Balanced Score Card Balanced Score Card Balanced Score Card, OFA, GL Balanced Score Card Balanced Score Card ABM, ACTIVA, Balanced Score Card, OFA, OBIS, OSA, OPA, GL Balanced Score Card Balanced Score Card Balanced Score Card Balanced Score Card, EDW, OBIS Balanced Score Card, OM, OSA, OBIS Balanced Score Card Balanced Score Card Balanced Score Card, GL, OBIS, OFA AP, Balanced Score Card, EDW, OBIS, OM, OSA, OFA, OBIS, OPA Balanced Score Card, HR, GL ACTIVA, Balanced Score Card Balanced Score Card Balanced Score Card, HR, GL Balanced Score Card, HR, EDW, OFA, OSA, OBIS Balanced Score Card Balanced Score Card Balanced Score Card Balanced Score Card Balanced Score Card Balanced Score Card Balanced Score Card, HR

OBM Row No.

Process

Category
Customers

Process Analysis Questions

Type = Setup Metric Process Performance Response

Revisit Y/N

From your customers perspective, what are the most valued things about your products or services? Performance

5803 5804 5805 5806

Balanced Scorecard Balanced Scorecard Balanced Scorecard Balanced Scorecard

Not identified Not identified Not identified Not identified

Not identified Not identified Not identified Not identified

Customers Customers Customers Customers

Do you know your share of your customers' wallet? If there are factors impacting customers repeat purchases what are they? If there are factors impacting customers increase purchases what are they? If there are factors impacting customers' cross buying, buying different products, what are they? Are you able to accurately measure profitability of your business units? How much confidence do you have in your forecasts and plans?

Metric Process, Metric Process, Metric Process, Metric

5807 5808 5809

Balanced Scorecard Balanced Scorecard Balanced Scorecard

Not identified Not identified Not identified

Not identified Not identified Not identified

Financial Financial Financial

Performance

Have you ever performed value added analysis to your business processes? Performance Describe the elements that expedite and elements that prolong the cash to cash cycle? Process

5810 5811 5812 5813 5814

Strategic Enterprise Management Strategic Enterprise Management Strategic Enterprise Management Strategic Enterprise Management Strategic Enterprise Management Strategic Enterprise Management Strategic Enterprise Management Strategic Enterprise Management Strategic Enterprise Management

Balanced Scorecard Balanced Scorecard Balanced Scorecard Balanced Scorecard Balanced Scorecard

Not identified Not identified Not identified Not identified Not identified

Not identified Not identified Not identified Not identified Not identified

Financial Financial Financial Financial Internal Processes

Do you track customer and product line profitability and the performance of processes that impact profitability? What are the key financial performance measures that are critical to the business? How are the revenue and earning growth goals balanced with the cost control/reduction objectives? If you align the profitability of your product lines with your investment by product line? What is the RONA by product line? Do you know how internal processes impact, positively or negatively, the achievement of your strategy? Which internal processes contribute the most to customer loyalty, repeat purchases, and increase purchases? Do you set performance measures for key internal processes? What are the key measures used to monitor performance in key internal processes

Process, Performance Metric, performance Process Metric, Process Process

5815 5816 5817

Balanced Scorecard Balanced Scorecard Balanced Scorecard

Not identified Not identified Not identified

Not identified Not identified Not identified

Internal Processes Internal Processes Internal Processes

Process Performance Metric

5818

Balanced Scorecard

Not identified

Not identified

Internal Processes

Are managers of internal processes involved in strategy and direction setting? Process, setup

5819 5820

Strategic Enterprise Management Strategic Enterprise Management Strategic Enterprise Management Strategic Enterprise Management Strategic Enterprise Management Strategic Enterprise Management Strategic Enterprise Management Strategic Enterprise Management Strategic Enterprise Management Strategic Enterprise Management Strategic Enterprise Management Strategic Enterprise Management Strategic Enterprise Management

Balanced Scorecard Balanced Scorecard

Not identified Not identified

Not identified Not identified

Internal Processes Learning and Growth

Do internal process owners have the knowledge base about suppliers and customers to achieve the process objectives? Process, setup Do you monitor measures to track the value added per employee such as the revenue per employee? Process

5821 5822 5823

Balanced Scorecard Balanced Scorecard Balanced Scorecard

Not identified Not identified Not identified

Not identified Not identified Not identified

Learning and Growth Learning and Growth Learning and Growth

Do you measure employees' productivity? Do you measure employees' satisfaction? how often?

Metric, performance Metric, performance

5824 5825 5826

Balanced Scorecard Balanced Scorecard Balanced Scorecard

Not identified Not identified Not identified

Not identified Not identified Not identified

Learning and Growth Learning and Growth Measurement

Do you measure employee retention? by what? Metric, performance Do you think that employees have the necessary enablers to achieve your financial, customer , and internal process objectives? for example, access to information, training, climate for action, etc.? Process Are you satisfied with the current level of "agility" and "responsiveness" of your organization? How could it be improved? Performance How does an investor in your industry measure value? Performance, Metric Do you routinely analyze/monitor your competitors to discern their strategies, strengths/weaknesses and has this information influenced any of your strategies? How? Process How do you want to be perceived by your customers? How do you want to be perceived by your suppliers? set up set up

5827 5828 5829 5830 5831

Balanced Scorecard Balanced Scorecard Balanced Scorecard Balanced Scorecard Balanced Scorecard

Not identified Not identified Not identified Not identified Not identified

Not identified Not identified Not identified Not identified Not identified

Policy Strategy Measures Strategy Measures Strategy Measures Learning and Growth

How do you want to be perceived by your employees? set up Are your career development, performance feedback, and employee objective aligned with your strategic objectives? Process

85338164.xlsx

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