...Production Go Live Checklist Dependency Status Responsible Group/ Person Comments Hardware Setup Time System Server Setup, OS Build, connections Setup and Test printers APO server setup; Optimizer Cache server setup Document server setup Printer Server Setup Coordinate activities between HR go live and other SAP go live related to hardware, dual clocks, etc. Engineering Drawing Package(s) Server setup Set batch jobs printers Hardware Purchased (PCs, Printers, Clocks, Labor Collection) CHECKPOINT: Hardware Is Installed, Time System Clocks Ready Mass Transport to Production (48 hrs) LOAD SETUP IN SAP PROD Open Client for Manual Numbers set Change customer number range to external Check various Number Ranges Add "plant" vendors Change vendor number range to external Manual - Number Range Batch Manual - Number Range Tranfer Requirement & Transfer Order Update table T185 as per SAP note 847810 Create Bin Numbers Set A/P Check Number Activate various conversion exit Change material number range to external APO-R/3 Basis connection settings Finance Setup Activate Material Ledger Activity Types Check FICO Number Ranges Co-PA activation Cost center hierarchy Cost element Groups Load Chart of Accounts Load Cost Centers Load Profit Centers Open MM Periods Primary and Secondary Cost Elements SET FI Periods APO & General Setup SETUP activate integration models create alert profiles Start Date Start Time Finish Time Finish Date Activity Production Go Live Checklist...
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...The purpose of this matrix is to provide guidance to those personnel involved with receiving or accepting goods and materials on behalf of the Maricopa Community College District. Best business practices support that receiving be completed through a centralized function and location. Such guidance helps ensure that the following “Key Control Objectives” and “Process Attributes” are achieved. • Goods are purchased only with proper authorization. o Goods compared to purchase orders or other purchase authorization before acceptance. o Unmatched receivers investigated; Unauthorized items identified for return to vendor. o Receipts under blanket purchase orders monitored; Quantities exceeding authorized total returned to vendor. • Goods received are recorded correctly as to account, amount, and period. o Goods counted, inspected and compared to packing slips before acceptance. o Receiving reports issued by receiving/ inspection department in pre-numbered order. o Receiving documentation, purchase order, and invoice matched before recording liability. This matrix serves to provide guidelines in which the order of steps completed may vary depending on college and circumstances. Goods POs/LPOs – Non-Capital |Non-capital and delivered to Central Receiving |Inspect for proper addressing before acceptance...
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...Controls for Outflows Biniyam Beyene, Christie Ferrell, Gabriel Mendoza and Paula Strahl ACC/544 May 2, 2015 Professor Tracie Youngblood Controls for Outflows Purchasing, accounts payable, cash disbursements, finance, investment, and payroll are key components to a successful and efficient business. Internal controls are needed in these outflow process to prevent fraud and theft within the business. The follow proposal will list the types of controls that are needed and reason for the controls. Finance One of the things that cannot be overlooked when it comes to controls is finance. Finance is the lifeblood of an organization. Without proper controls and functionality and control, a company’s finances can be out of distorted and may cause a business to possibly go under and close for business. One of the things that a business can do with controlling its finances is to have more than one person of management sign off on orders that have to do with financial transactions. An example of this would be a work or purchase order. This is something that should be controlled and documented by more than one person of management. The last thing that upper management wants to see is a mess of finances where one individual may end up taking too much control and could very well not be aware of the right amount of inventory they could be purchasing where there may not be a need. A second person can look over the order themselves and may have the ability to...
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...What is the Fraud? The fraud consists of Equipment Overshipping and a kickback scheme. Who is involved? Charlie Thurgood and Ben Hill. How was it done? The first two months, April and May, TBC used Sports Chalet as its equipment vendor, however for the last two months, Ben Hill has diverted the business to Sports Equipment for no credible reason besides that Charlie is his friend, in the catalog there are no price differences between the two. Michele would submit the purchase order to Ben, so Ben had a chance to recreate purchase orders since they are left open and increase the orders. He would change the quantities ordered and told charlie to falsify the invoices. Charlie would also swap the shipping slips and the invoices so they would match TBC's records and alter the price on the invoice so the same total would be charged. Charlie and Ben could then fence the excess goods and divide the money. What is the economic impact of the fraud for the last 4 months? This fraud has cost the Tallahassee Beancounters $4,150 dollars since it began in June. How can this fraud be corrected? Ben had an overlapping authority when it came to choosing vendors, handling purchase orders, and paying vendors. By having access to all of these it was far too easy for him to use his position for fraud. Asking for the lost revenue back or possibly suing them for it. Sports Equipment could also be forced to deliver the amount of goods that appeared on the...
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...Date: October 10, 2011 From: Rachael Melendez To: PwC Auditor Introduction BLUE Company operates under an enterprise planning system which allows an organization to automate and integrate its essential business processes. There are many weaknesses within BLUE’s expenditure process that lead to potential risks. The internal controls in this company are poor; for example, certain departments are authorized too much power, such as the purchasing clerk and the cash disbursement department. These duties need to be segregated among other departments. By pre-approving transactions, such as an approved vendor list, preventative controls can eliminate the ability to engage in fraudulent activities. Also, this company needs to engage in a system of checks and balances among each department to ensure validity, accuracy and completeness. Analysis The first step in the expenditure process may create issues. All the employees should not have access to create a purchase requisition. For example, how can an employee that works in the cash disbursement department know about the inventory levels and make a purchase requisition. BLUE Company is lacking an inventory control department; this needs to be incorporated. BLUE Company should limit the number of employees with the access to create a purchase requisition within the inventory control department. Unauthorized access exposes assets to misappropriation, damage, and theft. By incorporating access controls, BLUE Company may be able to...
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...Chapter 4 The Procurement Process Multiple Choice Questions | 1. |Which one of the following is not a type of organizational data that is utilized in the procurement process? | | | | | |Client | | |Company Code | | |Storage Location | | |Purchasing Organization | | |Manufacturing Plant | | | | | |Answer: e Difficulty: Easy Page Reference: 2 | | |Section: Organizational Data Practice: ...
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...Strategy & Technology Pg 69-77 Major sources of competitive advantage Brand Scale Switching Costs & Data Differentiation Network Effects Distribution Channels Brand A firm’s brand is the symbolic embodiment of all the information connected with a product or service. A strong brand proxies quality and inspires trust Viral Marketing (consumer promotes product or service if a firm performs well) Brands Amazon eBay Google Viral Marketing Google Hotmail Skype eBay Facebook YouTube Scale Business benefit from economies of scale when the cost of an investment can be spread across increasing units of production or in serving a growing customer base. A growing firm may also gain bargaining power with its suppliers or buyers. Scale of technology of investment can also act as a barrier to entry, discouraging new, smaller competitors. Economies of scale BlueNile (sold as many diamonds in 1 year with one location as a traditional jeweler would with 116 stores.) Bargaining power with suppliers or buyers Dell (make concessions) eBay (raise auction fees) Scale of technology Intel (pioneer in cutting edge technologies) Google (runs on an estimated 450,000 to 1 Mio servers) Switching costs & data Switching costs exist when consumers incur an expense to move from one product to another. Data can be a particularly strong switching cost for firms leveraging technology. In order to win customers from an established incumbent, a late-entering rival must offer a product...
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...2015-‐09-‐13 + How do you analyze a case? + Analyzing a Case 2 A. Identifying the issues B. Analyzing the case (qualitative & quantitative) C. Generating alternatives D. Analyzing and evaluating alternatives E. Selecting the preferred alternative F. Developing an action & implementation plan 1 2015-‐09-‐13 + 3 Let’s use a case as an example … Porsche Canada: + Selling Winter Driving 4 2 2015-‐09-‐13 + 5 Porsche Canada: Selling Winter Driving n Jasmin Rawlinson (Director of Marketing for Porsche Canada) asks: “How can we encourage Canadians to drive their Porsche vehicles in winter?” n Opportunity: creation of a new category of product (winter equipment) and new car sales to buyers who had not previously considered Porsche as a 4-season car; new service revenue n Challenges: overcoming a long-held consumer perception; limited marketing budget ($500K) due to recent sales drop (15%) n Timeframe: July 2009 n + Dealing with past time frames? A. Identifying the Issues 6 importance low high high III IV low I II urgency 3 2015-‐09-‐13 + 7 B. Analysis - Qualitative n SWOT n Internal analysis: Strengths & Weaknesses n External + analysis: Opportunities & Threats 8 B. Qualitative Analysis n Porter’s n 5-Forces The collective strength of the...
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...Marketing Mix and Communications Ashley Klinger Marketing on the Internet- 2 Instructor: Lori Wortylko Competing with Cisco What companies are Nortel’s major competitors? Nortel network’s three major competitors are Cisco Systems, Inc., Alcatel Lucent Nokia Solutions and Networks B.V. Is Cisco among them? Yes Cisco is one of Nortel Network’s major competitors. According to Hoovers.com, Cisco is the number one competitor for Nortel. I could not find much about Nortel being in competition with Cisco because Nortel has since went bankrupt. There were so many things that Nortel was doing wrong. So because of that alone, Nortel was no real competition for Cisco. Nortel had a large security breach that was caught in 2004. There were malicious hackers who had gained access to all of Nortel’s documents like emails and ideas. It went on for what is believed to be around ten years or so. By the time Nortel started to sell off its assets in 2009, the hackers had still not been caught. What types of marketing jobs are available? I found a lot of marketing based jobs available on Cisco’s website. I chose Technical Marketing Engineer. The minimum job requirements are: * Experience designing and implementing data center infrastructures. * Experience with Cisco Unified Computing System (UCS). * Strong background on various hypervisor technologies. * Ability to set and meet deadlines. * Excellent troubleshooting and problem-solving skills. ...
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...Finance 560 Securities Analysis Course Project: Stock Analysis – Cisco Systems, Inc. (CSCO) Company’s Summary Cisco Systems, Inc. designs, manufactures, and sells Internet protocol (IP)-based networking and other products related to the communications and information technology industry worldwide. It offers routers that interconnects public and private IP networks for mobile, data, voice, and video applications; switching products, which provide connectivity to end users, workstations, IP phones, access points, and servers; application networking services; and home networking products, such as adapters, gateways, modems, and home network management software. The company also offers security products comprising span firewall, intrusion prevention, remote access, virtual private network, unified client, Web, and email security and network security products; storage area networking products for data center environments that deliver connectivity between servers and storage systems; collaboration products to integrate voice, video, data, and mobile applications on fixed and mobile networks; video connected home products, including digital video distribution systems and digital interactive set-top boxes; and wireless systems. In addition, it provides optical networking products, Cisco TelePresence systems, Cisco Unified Computing Systems, physical security and video surveillances, and digital media systems. Further, the company offers technical support services; and responsive...
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...SEC 402 WK 8 ASSIGNMENT 2 IMPLEMENTING NETWORK To purchase this visit here: http://www.activitymode.com/product/sec-402-wk-8-assignment-2-implementing-network/ Contact us at: SUPPORT@ACTIVITYMODE.COM SEC 402 WK 8 ASSIGNMENT 2 IMPLEMENTING NETWORK SEC 402 WK 8 Assignment 2 - Implementing Network and Personnel Security Measures Write a four to five (4-5) page paper in which you: 1. Create an information flow diagram, using Visio or Dia, which: a. Illustrates how remote users will securely connect to the government agency’s network. b. Illustrates the patch of network devices that data packets must travel to get from server to remote user’s device and back to server. Note: The graphically depicted solution is not included in the required page length. 2. Provide an equipment list of network security devices that would be needed to ensure the integrity and sensitivity of private information. In this list: a. Propose at least two (2) vendor brands per each device and the associate costs required to procure these items. b. Identify the functionality each device serves and the expected benefits the government agency should experience upon the successful installation of this equipment. 3. Develop a maintenance plan that should be recommended to the government agency to ensure having the latest security measures available within the network in which you: a. Describe the risks associated with not fulfilling the activities outlined within your maintenance plan...
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...Case Study 1: Harriet’s Fruit and Chocolate Company Daniel Michovich Dr. Otto CIS532: Network Architecture and Analysis January 26, 2013 Mission Statement: Striving to be number one fruit and chocolate industry area wide. Introduction “Harriet’s Fruit and Chocolate Company was established in 1935 in the Pacific Northwest of the United States to ship gift baskets of locally grown peaches and pears to customers in the United States (Oppenheimer, 2011)” In regards to the physical infrastructure of Harriet’s Fruit and Chocolate Company, my investigation will reveal many important aspects to aid in the planning of the network design. First, I will determine the number of buildings to be used, as well as the distance between them and what equipment they will contain such as wiring closets or computer rooms and the current network devices. Determining the distance will help in the cabling design and wiring as well as the selection of technologies and devices to meet the design goals. My investigation will further reveal any architectural or environmental constraints, such as tall trees within the path that power lines may travel, that will assist in decisions such as whether wireless technologies are feasible as well as if there are any impediments to communications or installation, to include all hazards. Infrastructure architecture consists of the hardware, software, and telecommunications equipment that, when...
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...exposes an individual with the classic predicament of speaking out or remaining quiet. Each course of action has potential implications for all stakeholders in this situation. This document will attempt to delve into those courses of action to try to arrive at the best possible recommendation for our network administrator (NA) facing this tortuous dilemma. The dilemma stems from the fact that the company president’s nephew is allegedly involved in corporate espionage, but the last employee that reported something negative against the president’s nephew was fired from the job. The president and his nephew have a very close relationship, and this closeness complicates the issue. Also, the NA is very close to retirement and to start receiving benefits. If the NA does not notify the president of the alleged corporate espionage, the livelihood of the corporation may be at stake. That would make everyone related to this company as a potential stakeholder in the outcome of this issue. Affected people could be the president, the president’s family, all employees and their respective families. This includes the president’s nephew and our NA. Of course it would also affect all vendors that deal with this company, although to lesser degree. One thing that we don’t know is whether our NA was briefed on his roles and responsibilities. We know that after reviewing some of the system log files, he discovered that the president’s nephew was sending out drawings of the new designs for...
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...WEEK 7: Network Markets & Disruptive Technological Changes (Microsoft in Thailand, Motorola/Noka) Network Markets – S-curve of P(join) vs. installed base • Tipping depends on taste for variety vs. network externalities o Adjusted price adjusted for market share • Direct network effects – benefit of more users. Indirect effects – Growth of complementary products and services on the larger platform (iPhone, HD-DVD) • Use switching cost to lock in early market share gains, create competition through licensing Disruptive Technological Changes Timing is everything, incumbency power diminished, harder to manage judo attacks Innovate Inside • Incumbency advantage of size, market knowledge, reputation/brand recognition, experience, access to funding, distribution & supplier resources • Incumbents face replacement effect – new product cannibalizes profits from established markets, but this ignores the competition effect - innovators will enter and undermine his franchise, so incumbent might as well preempt by innovating. • Network effects/uncertainty about tipping + increasing returns/internal hurdle rate is a virtuous cycle that is challenging to incumbent’s desire to invest Wait and See – Jump on the bandwagon if innovation proves viable • Network effects and other customer lock-in – challengers may convert early lead into sustainable advantage • If early advantage can be neutralized, then this strategy has real option value • Can the threat be isolated into...
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...Revenue Recognition (Topic 605) An Amendment of the FASB Accounting Standards CodificationTM No. 2009-13 October 2009 Multiple-Deliverable Revenue Arrangements a consensus of the FASB Emerging Issues Task Force The FASB Accounting Standards CodificationTM is the single source of authoritative nongovernmental U.S. generally accepted accounting principles. An Accounting Standards Update is not authoritative; rather, it is a document that communicates the specific amendments that change the Accounting Standards Codification. It also provides other information to help a user of U.S. GAAP understand how and why U.S. GAAP is changing and when the changes will be effective. For additional copies of this Accounting Standards Update and information on applicable prices and discount rates contact: Order Department Financial Accounting Standards Board 401 Merritt 7 PO Box 5116 Norwalk, CT 06856-5116 Please ask for our Product Code No. ASU2009-13. FINANCIAL ACCOUNTING SERIES (ISSN 0885-9051) is published quarterly by the Financial Accounting Foundation. Periodicals postage paid at Norwalk, CT and at additional mailing offices. The full subscription rate is $230 per year. POSTMASTER: Send address changes to Financial Accounting Standards Board, 401 Merritt 7, PO Box 5116, Norwalk, CT 06856-5116. | No. 325 Copyright © 2009 by Financial Accounting Foundation. All rights reserved. Content copyrighted by Financial Accounting Foundation may not be reproduced, stored...
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