by <ahref="http://www.osoe-project.org/contact">OSOE Project</a>.
by <ahref="http://www.osoe-project.org/contact">OSOE Project</a>.
</footer>
</footer>
<detailsopen="open">
<p>This visual guide is part of a collection of documents created by the One Student One ERP (OSOE)
project in collaboration with Institut Mines Telecom, Telecom Bretagne, Dresden University of Technology and
the South Westfalia University of Applied Sciences. It can be used to teach modern ERP theory and practice
to undergraduate students or professionals.
</p>
<p><b>Copyright</b>: You are free to copy, distribute, display, and perform the work under the following conditions: you must attribute
the work in the manner specified by the author or licensor; you may not use this work for any commercial purposes including training,
consulting, advertising, self-advertising, publishing, etc.; you may not alter, transform, or build upon this work. For any
reuse or distribution, you must make clear to others the license terms of this work. Any of these
conditions can be waived if you get permission from the copyright holder through a commercial license
or an educational license. For more information, contact info@nexedi.com
</p>
</details>
</section><sectionclass="">
</section><sectionclass="">
<h1>Agenda</h1>
<h1>Agenda</h1>
<ul>
<ul>
...
@@ -14,9 +28,16 @@
...
@@ -14,9 +28,16 @@
<li>How to publish the second version</li>
<li>How to publish the second version</li>
<li>How to use fast contribution</li>
<li>How to use fast contribution</li>
</ul>
</ul>
<detailsopen="open">
<p>In this presentation, we are going to explain how to create and release a document, prepare and publish the second version, as well as the fast contribution way to document module.</p>
<p>In an organisation, it happens very often that a document has different versions for different purposes. In order to manage all your documents in the right order,
it is important to firstly manage document versioning.</p>
</details>
</section><sectionclass="screenshot">
</section><sectionclass="screenshot">
<h1>Create a new document</h1>
<h1>Create a new document</h1>
<imgalt="Create a new document"title="Create a new document"src="http://img.erp5.cn/osoe-howto-create.new.document.versioning-screenshot?format=png"type="image/png">
<imgalt="Create a new document"title="Create a new document"src="http://img.erp5.cn/osoe-howto-create.new.document.versioning-screenshot?format=png"type="image/png">
...
@@ -57,7 +78,10 @@
...
@@ -57,7 +78,10 @@
<b>Version</b>: you must choose the version of the document. Start at 001, then increase it for each version
<b>Version</b>: you must choose the version of the document. Start at 001, then increase it for each version
</p><p>
</p><p>
<b>Language</b>: choose the language of the document. Should be two letters according to the ISO601 standard for languages. It will be used to display the proper document depending of the language of the interface.
<b>Language</b>: choose the language of the document. Should be two letters according to the ISO601 standard for languages. It will be used to display the proper document depending of the language of the interface.
</p><p>You have a field where you can add the name(s) of the contributor(s).</p><p>
</p><p>You have a field where you can add the name(s) of the contributor(s).</p>
</details>
<detailsopen="open">
<p>
Then you have to <b>choose the classification</b> of the document. The Classification defines who can access, modify or use this document.
Then you have to <b>choose the classification</b> of the document. The Classification defines who can access, modify or use this document.
</p><p>
</p><p>
Then comes <b>few categories which will allow you to classify</b> your document as you would have done with a paper document. You will choose the Group and the site it refer to. Then the function of the document if it has one. Finally you can <b>choose one or more publication section</b> for the document.
Then comes <b>few categories which will allow you to classify</b> your document as you would have done with a paper document. You will choose the Group and the site it refer to. Then the function of the document if it has one. Finally you can <b>choose one or more publication section</b> for the document.
...
@@ -92,7 +116,8 @@
...
@@ -92,7 +116,8 @@
</p><p>
</p><p>
<b>Share</b>: Sharing the document is used to share it within a specific area of users which can log into your system. Depending on the Classification of the document, And users rôle within groups or projects, users of your instance will be able to see the document or not.
<b>Share</b>: Sharing the document is used to share it within a specific area of users which can log into your system. Depending on the Classification of the document, And users rôle within groups or projects, users of your instance will be able to see the document or not.
</p><p>
</p><p>
<b>Publish</b>: Publishing a document will make it completely public. You can then give the URL to anyone, he will be able to see it: https://www.tiolive.com/<b>instanceID</b>/document_module/<b>document.reference</b>/view
<b>Publish</b>: Publishing a document will make it completely public. You can then give the URL to anyone, he will be able to see it:
by <ahref="http://www.osoe-project.org/contact">OSOE Project</a>.
by <ahref="http://www.osoe-project.org/contact">OSOE Project</a>.
</footer>
</footer>
<detailsopen="open">
<p>This visual guide is part of a collection of documents created by the One Student One ERP (OSOE)
project in collaboration with Institut Mines Telecom, Telecom Bretagne, Dresden University of Technology and
the South Westfalia University of Applied Sciences. It can be used to teach modern ERP theory and practice
to undergraduate students or professionals.
</p>
<p><b>Copyright</b>: You are free to copy, distribute, display, and perform the work under the following conditions: you must attribute
the work in the manner specified by the author or licensor; you may not use this work for any commercial purposes including training,
consulting, advertising, self-advertising, publishing, etc.; you may not alter, transform, or build upon this work. For any
reuse or distribution, you must make clear to others the license terms of this work. Any of these
conditions can be waived if you get permission from the copyright holder through a commercial license
or an educational license. For more information, contact info@nexedi.com
</p>
</details>
</section><sectionclass="">
</section><sectionclass="">
<h1>Agenda</h1>
<h1>Agenda</h1>
<ul>
<ul>
...
@@ -11,11 +25,14 @@
...
@@ -11,11 +25,14 @@
<li>How to fill the Category Spreadsheet</li>
<li>How to fill the Category Spreadsheet</li>
<li>How to distinguish the different categories from each other</li>
<li>How to distinguish the different categories from each other</li>
</ul>
</ul>
<detailsopen="open">
<p>The guide will teach you how to fill the category spreadsheet, containing general advice as well as a detailed description of each category.</p>
</details>
</section><sectionclass="illustration">
</section><sectionclass="illustration">
<h1>What do you need categories for?</h1>
<h1>What do you need categories for?</h1>
<imgalt="What do you need categories for?"title="What do you need categories for?"src="http://img.erp5.cn/P-CLOUDIA-Category.Spreadsheet.HowTo.Spreadsheet.Transfer.Information?format=png"type="image/svg+xml">
<imgalt="What do you need categories for?"title="What do you need categories for?"src="http://img.erp5.cn/P-CLOUDIA-Category.Spreadsheet.HowTo.Spreadsheet.Transfer.Information?format=png"type="image/svg+xml">
<detailsopen="open">
<detailsopen="open">
<p>Spreadsheets are used to transfer the configuration information from the real world into the ERP5 system, in order to configure an ERP system.</p><p>The guide will teach you how to fill the category spreadsheet, containing general advice as well as a detailed description of each category.</p>
<p>Spreadsheets are used to transfer the configuration information from the real world into the ERP5 system, in order to configure an ERP system.</p>
<p>In this sheet, describe the roles of the organization. People have different roles in the company. A possible configuration is:</p><p>- internal: A company, an office or a person within the company's group</p><p>- external: Persons who work for the organisation, but they are not permanent employees, such as temporary staff, leased laborer, consultant, etc.</p><p>- client: A client which buys goods or services from the company group</p><p>- supplier: A supplier which provides goods or services to the company group</p><p>- administration: An administrative body (ex. tax office, registration office)</p><p>- sales lead: A person or an organisation that is potentially interested in purchasing a product or service from the company group (first stage in sales process)</p><p>- sales prospect: A person or an organisation that is interested in purchasing a product or service from the group (qualified sales lead)</p><p>- user: User is for example a user of an online forum of the company, it may not be a client of the company.</p><p>- member: For some association or organisation which are not a company, there are members (active member who are voted into the board to have decision right, and non-active members).</p><p>These roles are proposals and have to be checked for completeness and applicability in your company.</p>
<p>In this sheet, describe the roles of the organization. People have different roles in the company. A possible configuration is:</p><p>- internal: A company, an office or a person within the company's group</p><p>- external: Persons who work for the organisation, but they are not permanent employees, such as temporary staff, leased laborer, consultant, etc.</p><p>- client: A client which buys goods or services from the company group</p><p>- supplier: A supplier which provides goods or services to the company group</p><p>- administration: An administrative body (ex. tax office, registration office)</p><p>- sales lead: A person or an organisation that is potentially interested in purchasing a product or service from the company group (first stage in sales process)</p>
</details>
<detailsopen="open">
<p>- sales prospect: A person or an organisation that is interested in purchasing a product or service from the group (qualified sales lead)</p><p>- user: User is for example a user of an online forum of the company, it may not be a client of the company.</p><p>- member: For some association or organisation which are not a company, there are members (active member who are voted into the board to have decision right, and non-active members).</p><p>These roles are proposals and have to be checked for completeness and applicability in your company.</p>
<p>Please fill here the list of regions and counties in the world according to your point of view.</p><p>UNO standards exist for this. However, they do not cover business concepts such as EMEA (Europe, Middle East, Asia). Moreover, the choice of a list of regions includes both commercial and political consequences.</p><p>For example, it is usual when sending a letter to Barcelona to locate Barcelona in Catalunya, Espagne (French is the standard for international mail). This would not be the case in France where few people consider writing to someone in Lyon, Rhone-Alpes, France but would write to someone in Lyon, France.</p><p>Consider also the case of Corsica which is more sensitive, or of any region in which part of its inhabitants consider that they belong to a country which aims at becoming independent from what they view as an occupation force. There numerous examples of this kind, including Taiwan which is a major industrial country and which is not considered as such by UNO.</p><p>Another example is Japan, which most inhabitants consider that they are not part of Asia (China is part of Asia for them). Doing business in Asia often requires a special treatment for Japan, which is considered as a continent on its own, whereas China influenced countries are put in a single group.</p><p>We advice you making your own classification of regions in the world and making it as independent as possible of future changes (will Taiwan be part of China in 10 years ? will New Caledonia become independent in 5 years ?). Geopolitics may evolve, but business remains.</p><p>Regions need also sometimes a higher level of precision, but not uniformly. A European business does not care about states in the USA. However, a USA business needs to keep track of its clients based on the state information. USA states should therefore appear in the region category for a USA business. The same is true for a Japanese business, which probably needs prefectures (ex. Kanagawa) yet does not use very often the political concept of "region" (ex. Chubu) which does not make much sense usually in Japanese business culture. And a local business may require a precision at the level of the different areas in the same city.</p>
<p>Please fill here the list of regions and counties in the world according to your point of view.</p><p>UNO standards exist for this. However, they do not cover business concepts such as EMEA (Europe, Middle East, Asia). Moreover, the choice of a list of regions includes both commercial and political consequences.</p><p>For example, it is usual when sending a letter to Barcelona to locate Barcelona in Catalunya, Espagne (French is the standard for international mail). This would not be the case in France where few people consider writing to someone in Lyon, Rhone-Alpes, France but would write to someone in Lyon, France.</p><p>Consider also the case of Corsica which is more sensitive, or of any region in which part of its inhabitants consider that they belong to a country which aims at becoming independent from what they view as an occupation force. There numerous examples of this kind, including Taiwan which is a major industrial country and which is not considered as such by UNO.</p>
</details>
<detailsopen="open">
<p>Another example is Japan, which most inhabitants consider that they are not part of Asia (China is part of Asia for them). Doing business in Asia often requires a special treatment for Japan, which is considered as a continent on its own, whereas China influenced countries are put in a single group.</p><p>We advice you making your own classification of regions in the world and making it as independent as possible of future changes (will Taiwan be part of China in 10 years ? will New Caledonia become independent in 5 years ?). Geopolitics may evolve, but business remains.</p><p>Regions need also sometimes a higher level of precision, but not uniformly. A European business does not care about states in the USA. However, a USA business needs to keep track of its clients based on the state information. USA states should therefore appear in the region category for a USA business. The same is true for a Japanese business, which probably needs prefectures (ex. Kanagawa) yet does not use very often the political concept of "region" (ex. Chubu) which does not make much sense usually in Japanese business culture. And a local business may require a precision at the level of the different areas in the same city.</p>
by <ahref="http://www.osoe-project.org/contact">OSOE Project</a>.
by <ahref="http://www.osoe-project.org/contact">OSOE Project</a>.
</footer>
</footer>
<detailsopen="open">
<detailsopen="open">
<p>Now you have worked through the tutorials to understand ERP-Systems, we will now start to perform a consulting process for an ERP implementation using the on-line questionnaire system. In this presentation, you will know what do you have to prepare for this task and understand what the ERP Consulting and Configuration Questionnaire is needed for.</p>
<p>This visual guide is part of a collection of documents created by the One Student One ERP (OSOE)
project in collaboration with Institut Mines Telecom, Telecom Bretagne, Dresden University of Technology and
the South Westfalia University of Applied Sciences. It can be used to teach modern ERP theory and practice
to undergraduate students or professionals.
</p>
<p><b>Copyright</b>: You are free to copy, distribute, display, and perform the work under the following conditions: you must attribute
the work in the manner specified by the author or licensor; you may not use this work for any commercial purposes including training,
consulting, advertising, self-advertising, publishing, etc.; you may not alter, transform, or build upon this work. For any
reuse or distribution, you must make clear to others the license terms of this work. Any of these
conditions can be waived if you get permission from the copyright holder through a commercial license
or an educational license. For more information, contact info@nexedi.com
</p>
</details>
</details>
</section><sectionstyle="opacity: 1;"class="">
</section><sectionstyle="opacity: 1;"class="">
<h1>Agenda</h1>
<h1>Agenda</h1>
<ul>
<ul>
<li>The interview and the quetionnaire</li>
<li>The interview and the questionnaire</li>
<li>Preceding steps for the interview</li>
<li>Preceding steps for the interview</li>
<li>Questionnaire objectives</li>
<li>Questionnaire objectives</li>
</ul>
</ul>
<detailsopen="open">
<p>Now you have worked through the tutorials to understand ERP-Systems, we will now start to perform a consulting process for an ERP implementation using the on-line questionnaire system. In this presentation, you will know what do you have to prepare for this task and understand what the ERP Consulting and Configuration Questionnaire is needed for.</p>
</details>
</section><sectionclass="illustration">
</section><sectionclass="illustration">
<h1>The interview and the quetionnaire</h1>
<h1>The interview and the quetionnaire</h1>
<imgalt="The interview and the quetionnaire"title="The interview and the quetionnaire"style="display: block; margin: 0pt auto;"src="http://img.erp5.cn/P-CLOUDIA-Configuration.Questionnaire.Interview.And.Questionnaire?format=png"type="image/svg+xml">
<imgalt="The interview and the quetionnaire"title="The interview and the quetionnaire"style="display: block; margin: 0pt auto;"src="http://img.erp5.cn/P-CLOUDIA-Configuration.Questionnaire.Interview.And.Questionnaire?format=png"type="image/svg+xml">
<detailsopen="open">
<detailsopen="open">
<p>Our interview is a bilateral process between the interviewer and the interviewee - the company. A questionnaire is used to extract information about the company in a way which allows for the ERP configuration to be filled. The results of the interview will be transferred on-line.</p>
<p>Our interview is a bilateral process between the interviewer and the interviewee - the company. A questionnaire is used to extract information about the company in a way which allows for the ERP configuration to be filled. The results of the interview shall be able to be transferred on-line.</p>
by <ahref="http://www.osoe-project.org/contact">OSOE Project</a>.
by <ahref="http://www.osoe-project.org/contact">OSOE Project</a>.
</footer>
</footer>
<detailsopen="open">
<detailsopen="open">
<p>Now we will focus on how to execute the interview and evaluate the answers we get from the interview. This tutorial will show you what constitutes a good answer, and discuss some questions in details.</p>
<p>This visual guide is part of a collection of documents created by the One Student One ERP (OSOE)
project in collaboration with Institut Mines Telecom, Telecom Bretagne, Dresden University of Technology and
the South Westfalia University of Applied Sciences. It can be used to teach modern ERP theory and practice
to undergraduate students or professionals.
</p>
<p><b>Copyright</b>: You are free to copy, distribute, display, and perform the work under the following conditions: you must attribute
the work in the manner specified by the author or licensor; you may not use this work for any commercial purposes including training,
consulting, advertising, self-advertising, publishing, etc.; you may not alter, transform, or build upon this work. For any
reuse or distribution, you must make clear to others the license terms of this work. Any of these
conditions can be waived if you get permission from the copyright holder through a commercial license
or an educational license. For more information, contact info@nexedi.com
</p>
</details>
</details>
</section><sectionclass="">
</section><sectionclass="">
<h1>Agenda</h1>
<h1>Agenda</h1>
...
@@ -13,6 +24,9 @@
...
@@ -13,6 +24,9 @@
<li>How to provide high quality answers</li>
<li>How to provide high quality answers</li>
<li>Question descriptions</li>
<li>Question descriptions</li>
</ul>
</ul>
<detailsopen="open">
<p>Now we will focus on how to execute the interview and evaluate the answers we get from the interview. This tutorial will show you what constitutes a good answer, and discuss some questions in details.</p>
</details>
</section><sectionclass="illustration">
</section><sectionclass="illustration">
<h1>What is a good answer?</h1>
<h1>What is a good answer?</h1>
<imgalt="What is a good answer?"title="What is a good answer?"style="display: block; margin: 0pt auto;"src="http://img.erp5.cn/P-CLOUDIA-Configuration.Questionnaire.HowTo.Good.Answer?format=png"type="image/svg+xml">
<imgalt="What is a good answer?"title="What is a good answer?"style="display: block; margin: 0pt auto;"src="http://img.erp5.cn/P-CLOUDIA-Configuration.Questionnaire.HowTo.Good.Answer?format=png"type="image/svg+xml">
...
@@ -22,6 +36,30 @@
...
@@ -22,6 +36,30 @@
</section><sectionclass="illustration">
</section><sectionclass="illustration">
<h1>What is a bad answer?</h1>
<h1>What is a bad answer?</h1>
<imgalt="What is a bad answer?"title="What is a bad answer?"style="display: block; margin: 0pt auto;"src="http://img.erp5.cn/P-CLOUDIA-Configuration.Questionnaire.HowTo.Bad.Answer?format=png"type="image/svg+xml">
<imgalt="What is a bad answer?"title="What is a bad answer?"style="display: block; margin: 0pt auto;"src="http://img.erp5.cn/P-CLOUDIA-Configuration.Questionnaire.HowTo.Bad.Answer?format=png"type="image/svg+xml">
<detailsopen="open">
<p>
Here are the 4 terms frequently used by executives to hide the fact that they are not able to define what they precisely expect from an ERP: <strong>cost</strong>, <strong>strategy</strong>,
<strong>productivity</strong> and <strong>communication</strong>.Those terms are forbidden subjects in this lecture.
In other contexts, they could be useful terms. But here, they are reallly not.
</p>
<p>
For example, caring too much about specific way of computing a cost will have no impact on being able to deliver products in time. Cost does not even have any impact on cash, except very indirectly through the ability to obtain
a bank loan by producing financial reports based on a cost formula that maximises EBITDA. This is not the role of an ERP, but of an external reporting system. This external
reporting system needs nothing else but accurate data extracted from the ERP.
</p>
<p>
About strategy, executives often mention this word to hide the fact that they have no actual priorities for their ERP implementation.
</p>
<p>
Productivity - sometimes mentionned as efficient user interface - is also a way to escape from defining clear goals in terms of quantitative management. Real productivty derives
from automation: an executive who has clear goals with thus explain how he plans to change organisation with the ERP and which part can be automated.
</p>
<p>
Communication is the last forbidden word. It refers often to the idea of the right information at the right time - which is not a bad idea - but it can only be achieved
in an ERP and possibly with any management software by defining organisation processes of which the side effect is to bring that right information at the right time to the right person.
We thus forbid this work too in order to ensure that executives define that organisation process.
</p>
</details>
</section><sectionclass="illustration">
</section><sectionclass="illustration">
<h1>What is a good answer - Example</h1>
<h1>What is a good answer - Example</h1>
<imgalt="What is a good answer - Example"title="What is a good answer - Example"style="display: block; margin: 0pt auto;"src="http://img.erp5.cn/P-CLOUDIA-Configuration.Questionnaire.HowTo.Answer.Example?format=png"type="image/svg+xml">
<imgalt="What is a good answer - Example"title="What is a good answer - Example"style="display: block; margin: 0pt auto;"src="http://img.erp5.cn/P-CLOUDIA-Configuration.Questionnaire.HowTo.Answer.Example?format=png"type="image/svg+xml">
by <ahref="http://www.osoe-project.org/contact">OSOE Project</a>.
by <ahref="http://www.osoe-project.org/contact">OSOE Project</a>.
</footer>
</footer>
<detailsopen="open">
<detailsopen="open">
<p>This tutorial will show you how to fill in the questionnaire and how to improve your answer set. Remeber, after your first answer set was reviewed and requested, you need to submit the improved version for peer review.</p>
<p>This visual guide is part of a collection of documents created by the One Student One ERP (OSOE)
project in collaboration with Institut Mines Telecom, Telecom Bretagne, Dresden University of Technology and
the South Westfalia University of Applied Sciences. It can be used to teach modern ERP theory and practice
to undergraduate students or professionals.
</p>
<p><b>Copyright</b>: You are free to copy, distribute, display, and perform the work under the following conditions: you must attribute
the work in the manner specified by the author or licensor; you may not use this work for any commercial purposes including training,
consulting, advertising, self-advertising, publishing, etc.; you may not alter, transform, or build upon this work. For any
reuse or distribution, you must make clear to others the license terms of this work. Any of these
conditions can be waived if you get permission from the copyright holder through a commercial license
or an educational license. For more information, contact info@nexedi.com
</p>
</details>
</details>
</section><sectionclass="">
</section><sectionclass="">
<h1>Agenda</h1>
<h1>Agenda</h1>
...
@@ -14,6 +25,9 @@
...
@@ -14,6 +25,9 @@
<li>How to improve your answers</li>
<li>How to improve your answers</li>
<li>How to submit your answer set for peer review</li>
<li>How to submit your answer set for peer review</li>
</ul>
</ul>
<detailsopen="open">
<p>This tutorial will show you how to fill in the questionnaire and how to improve your answer set. Remember, after your first answer set was reviewed and requested, you need to submit the improved version for peer review.</p>
</details>
</section><sectionclass="">
</section><sectionclass="">
<h1>Fill in the answer on-line</h1>
<h1>Fill in the answer on-line</h1>
<p>The following slides show you how to fill the questionnaire on-line.</p>
<p>The following slides show you how to fill the questionnaire on-line.</p>
...
@@ -205,11 +219,6 @@
...
@@ -205,11 +219,6 @@
your changes.
your changes.
</p>
</p>
</details>
</details>
</section><sectionclass="">
<h1>Submit your Answer Set for peer review (For Students)</h1>
<detailsopen="open">
<p>After you finished improving your answer set the first time, you need to submit it for peer review.</p>
</details>
</section><sectionclass="screenshot">
</section><sectionclass="screenshot">
<h1>Click on "Submit for Peer Review"</h1>
<h1>Click on "Submit for Peer Review"</h1>
<imgalt="Submit again your improved Answer Set for peer review"title="Submit again your improved Answer Set for peer review"type="image/svg+xml"src="https://www.erp5.com/P-CLOUDIA-Configuration.Questionnaire.HowTo.Submit.For.Peer.Review?format=png">
<imgalt="Submit again your improved Answer Set for peer review"title="Submit again your improved Answer Set for peer review"type="image/svg+xml"src="https://www.erp5.com/P-CLOUDIA-Configuration.Questionnaire.HowTo.Submit.For.Peer.Review?format=png">
<p>This visual guide is part of a collection of documents created by the One Student One ERP (OSOE)
project in collaboration with Institut Mines Telecom, Telecom Bretagne, Dresden University of Technology and
the South Westfalia University of Applied Sciences. It can be used to teach modern ERP theory and practice
to undergraduate students or professionals.
</p>
<p><b>Copyright</b>: You are free to copy, distribute, display, and perform the work under the following conditions: you must attribute
the work in the manner specified by the author or licensor; you may not use this work for any commercial purposes including training,
consulting, advertising, self-advertising, publishing, etc.; you may not alter, transform, or build upon this work. For any
reuse or distribution, you must make clear to others the license terms of this work. Any of these
conditions can be waived if you get permission from the copyright holder through a commercial license
or an educational license. For more information, contact info@nexedi.com
</p>
</details>
</section><section>
</section><section>
<h1>Agenda</h1>
<h1>Agenda</h1>
<ul>
<ul>
...
@@ -12,16 +26,24 @@
...
@@ -12,16 +26,24 @@
<li>Reports</li>
<li>Reports</li>
<li>Profits</li>
<li>Profits</li>
</ul>
</ul>
<detailsopen="open">
<p>The goal of this lesson is to teach accounting in a way which will be valid in the next 100 years or more. For that purpose, we introduce in the lesson
the concepts of accounting using a set theory formalism.</p>
<p>We believe that too much fashion, too many fuzzy words are used in the current approaches of accounting education. Students learn about the so-called
general accounting, which is not general at all and which is usually presented in a way which is specific to each legislation. Students learn about
the so-called cost accounting, which has no relation to costs. Students learn about analytical accounting, with a singular, instead of learning about
accounting analytics, with a plural. Students learn about activity based accounting, which is just one example of accounting analytics.</p>
<p>We hope, through this lesson, to exhibit the concept of universal accounting in such a way that students can learn a model which is useful to
understand and explain all the types of accounting which exist or will be created in the near or distant future, based on the ever evolving fashion
<p>The goal of this lesson is to teach accounting in a way which will be valid in the next 100 years or more. For that purpose, we introduce in the lesson the concepts of accounting using a set theory formalism.</p>
<p>We believe that too much fashion, too many fuzzy words are used in the current approaches of accounting education. Students learn about the so-called general accounting, which is not general at all and which is usually presented in a way which is specific to each legislation. Students learn about the so-called cost accounting, which has no relation to costs. Students learn about analytical accounting, with a singular, instead of learning about accounting analytics, with a plural. Students learn about activity based accounting, which is just one example of accounting analytics.</p>
<p>We hope, through this lesson, to exhibit the concept of universal accounting in such a way that students can learn a model which is useful to understand and explain all the types of accounting which exist or will be created in the near or distant future, based on the ever evolving fashion in corporate management.</p>
<p>The first concept in accounting is the <strong>Account</strong>. An account is a point in an arbitrary N-dimensional discrete space. Some people like to give names to those dimensions, names which will likely become irrelevant in a century. Dimension 1 is called “General Account”. It represents the economic nature of the account: income, expense, inventory, etc. Dimension 2, the “Party”, represents a supplier, a client, a business unit or any 3rd party. Dimension 3, the “Project”, represents a project in a company which does project management. Dimension 4, the “Activity”, represents activities such as gardening. More dimensions could be used to provide more powerful accounting analytics.</p></details></section><section>
<p>The first concept in accounting is the <strong>Account</strong>. An account is a point in an arbitrary N-dimensional discrete space. Some people like to give names to those dimensions, names which will likely become irrelevant in a century. Dimension 1 is called “General Account”. It represents the economic nature of the account: income, expense, inventory, etc. Dimension 2, the “Party”, represents a supplier, a client, a business unit or any 3rd party. Dimension 3, the “Project”, represents a project in a company which does project management. Dimension 4, the “Activity”, represents activities such as gardening. More dimensions could be used to provide more powerful accounting analytics.</p></details></section><section>
<p>Governments, especially in countries of Civil Law, like to define an official space of accounts, called <strong>L</strong>. This space of account contains usually a few thousand standard account names which are required to be used to produce legislation dependent tax reports and exchange data.</p>
<p>Governments, especially in countries of Civil Law, like to define an official space of accounts, called <strong>L</strong>. This space of account contains usually a few thousand standard account names which are required to be used to produce legislation dependent tax reports and exchange data.</p>
<p>This space of account can evolve. Many accountants believe that Dimension 1 of the space of accounts is the space of accounts provided by the government. This creates a lot of troubles each time the legislation changes or whenever a company has subsidiaries in different countries. </p>
<p>This space of account can evolve. Many accountants believe that Dimension 1 of the space of accounts is the space of accounts provided by the government. This creates a lot of troubles each time the legislation changes or whenever a company has subsidiaries in different countries. </p>
<p>To solve all these problems, we define here a Legislation L as a mapping between the space of Accounts A and a single dimension discrete space which represents one possible legislation. Thanks to this approach, called indirection, our space of accounts no longer depends on political fashion, a long as A is a superset of L.</p>
<p>To solve all these problems, we define here a Legislation L as a mapping between the space of Accounts A and a single dimension discrete space which represents one possible legislation. Thanks to this approach, called indirection, our space of accounts no longer depends on political fashion, as long as A is a superset of L.</p>
<p>In countries, especially in countries of Common Law, governments prefer to define accounting principles through quite ambiguous rules. Those rules are then interpreted by chartered accountants who use their legal expertise to create their own space of account. It is like the Legislation L is provided here by chartered accountants instead of being provided by the government.</p></details></section><section>
<p>In countries, especially in countries of Common Law, governments prefer to define accounting principles through quite ambiguous rules. Those rules are then interpreted by chartered accountants who use their legal expertise to create their own space of account. It is like the Legislation L is provided here by chartered accountants instead of being provided by the government.</p></details></section><section>
<p>Accounting lives in a world of currencies. We introduce a space of currencies: <strong>C</strong>. C is a single dimension discrete space. <strong>A</strong> currency exchange function E is also introduced, whether currencies can be really exchanged or not. The currency exchange space is required because most tax reports must be produced using a single currency, the currency of the country, although most companies use multiple currencies.</p>
<p>Accounting lives in a world of currencies. We introduce a space of currencies: <strong>C</strong>. C is a single dimension discrete space. <strong>A</strong> currency exchange function E is also introduced, whether currencies can be really exchanged or not. The currency exchange space is required because most tax reports must be produced using a single currency, the currency of the country, although most companies use multiple currencies.</p>
...
@@ -40,12 +62,12 @@
...
@@ -40,12 +62,12 @@
<p>Assets, a positive value, are displayed as a debit. Debts, a negative value, are displayed as credit.</p>
<p>Assets, a positive value, are displayed as a debit. Debts, a negative value, are displayed as credit.</p>
<p>Moreover, they consider that sales income are future profits, that profits are debts to the owner of the company, and that income should thus be considered as a negative value, just like debts. Just the same way, expenses are future losses, which will reduce the capital of the company, i.e. reduce a debt to the owner of the company, and should thus be considered positive values. It is a bit weird at first but consistent.</p>
<p>Moreover, they consider that sales income are future profits, that profits are debts to the owner of the company, and that income should thus be considered as a negative value, just like debts. Just the same way, expenses are future losses, which will reduce the capital of the company, i.e. reduce a debt to the owner of the company, and should thus be considered positive values. It is a bit weird at first but consistent.</p>
<p>Income, a negative value, is displayed as credit. Expense, a positive value, is displayed as debit.</p>
<p>Income, a negative value, is displayed as credit. Expense, a positive value, is displayed as debit.</p>
<p>Now, where does this debit and credit invariant comes from? The sad truth is that this debit and credit invariant has no well defined rationale. Many companies in the world do accounting without following this invariant, even if accounts in countries of Civil Law hate to hear that.</p>
<p>Now, where does this debit and credit invariant comes from? The sad truth is that this debit and credit invariant has no well defined rationale. Many companies in the world do accounting without following this invariant, even if accountants in countries of Civil Law hate to hear that.</p>
<p>The only rationale of the debit and credit invariant is to help making sure that every transaction can be partitioned in 2 subsets of opposite total, consistently with the partitioning of accounts introduced later. However, it is not the only way to reach that goal.</p></details></section><section>
<p>The only rationale of the debit and credit invariant is to help making sure that every transaction can be partitioned in 2 subsets of opposite total, consistently with the partitioning of accounts introduced later. However, it is not the only way to reach that goal.</p></details></section><section>
<h1>Supplier & Client Invariant</h1><imgtype="image/svg+xml"src="http://img.erp5.cn/P-OSOE-Accounting.Mathematician-Supplier.Client.Invariant.formula?format="/><detailsopen="true">
<h1>Supplier & Client Invariant</h1><imgtype="image/svg+xml"src="http://img.erp5.cn/P-OSOE-Accounting.Mathematician-Supplier.Client.Invariant.formula?format="/><detailsopen="true">
<p>The supplier and client invariant is a real and universal invariant which most accountants are not aware of. It relates to the principles of chemistry “nothing is created, nothing disappears, everything is transformed”.</p>
<p>The supplier and client invariant is a real and universal invariant which most accountants are not aware of. It relates to the principles of chemistry “nothing is created, nothing disappears, everything is transformed”.</p>
<p>What this invariant says is that whenever a supplier has an income, its client has an expense of equivalent amount, consistently with the exchange rate of the transaction currency.</p>
<p>What this invariant says is that whenever a supplier has an income, its client has an expense of equivalent amount, consistently with the exchange rate of the transaction currency.</p>
<p>This invariant applies to many situations, even in situations where the same company acts as supplier and as client. For example, amortization of an asset, could be represented with a single transaction line with same company in Dimension 2 of the space of accounts on both sides. The company at the source acts as a supplier and provides a share of machine which reduces the Immobilisation amount (an asset). The company at the destination acts as a client which consumes a share of machine, just like it would rent the machine, which is represented as an Expense. No other line is required since no cash is transferred and nothing would anyway appear at consolidation time. (XXX-JPS NOT SURE - CHECK IF CONSISTENT WITH CONSOLIDATION). Another common example is the case of currency transfer, which is represented much more efficiently with a single transaction with same company at both ends. Last but not least, some companies prefer to enter only a single for every sales they make and then, at the end of the month, gather all sales transactions into a single receivable.</p>
<p>This invariant applies to many situations, even in situations where the same company acts as supplier and as client. For example, amortization of an asset, could be represented with a single transaction line with same company in Dimension 2 of the space of accounts on both sides. The company at the source acts as a supplier and provides a share of machine which reduces the Immobilisation amount (an asset). The company at the destination acts as a client which consumes a share of machine, just like it would rent the machine, which is represented as an Expense. No other line is required since no cash is transferred and nothing would anyway appear at consolidation time. Another common example is the case of currency transfer, which is represented much more efficiently with a single transaction with same company at both ends. Last but not least, some companies prefer to enter only a single for every sales they make and then, at the end of the month, gather all sales transactions into a single receivable.</p>
<p>In short: the invariance of Debit & Credit is a myth, the supplier and client invariance is universal.</p></details></section><section>
<p>In short: the invariance of Debit & Credit is a myth, the supplier and client invariance is universal.</p></details></section><section>
<p>Tax reports are made by calculating the total of transaction amounts expressed in the national currency of a single organisation for a subset of the space of accounts. Both source and destination amounts should be taken into account since the organisation for which the tax report is calculated could appear on both side.</p>
<p>Tax reports are made by calculating the total of transaction amounts expressed in the national currency of a single organisation for a subset of the space of accounts. Both source and destination amounts should be taken into account since the organisation for which the tax report is calculated could appear on both side.</p>
<h1>Session 1: Careers and Assignments</h1><imgalt="Workflow of people's career"type="image/png"title="Career and assignments workflow"src="http://img.erp5.cn/osoe-Careers.And.Assignments.Front.Page.Career.Workflow?format=png"/><footer>
<h1>Session 1: Careers and Assignments</h1><imgalt="Workflow of people's career"type="image/png"title="Career and assignments workflow"src="http://img.erp5.cn/osoe-Careers.And.Assignments.Front.Page.Career.Workflow?format=png"/><footer>
by <ahref="/contact">OSOE Project</a>.
by <ahref="/contact">OSOE Project</a>.
</footer></section><section>
</footer>
<detailsopen="open">
<p>This visual guide is part of a collection of documents created by the One Student One ERP (OSOE)
project in collaboration with Institut Mines Telecom, Telecom Bretagne, Dresden University of Technology and
the South Westfalia University of Applied Sciences. It can be used to teach modern ERP theory and practice
to undergraduate students or professionals.
</p>
<p><b>Copyright</b>: You are free to copy, distribute, display, and perform the work under the following conditions: you must attribute
the work in the manner specified by the author or licensor; you may not use this work for any commercial purposes including training,
consulting, advertising, self-advertising, publishing, etc.; you may not alter, transform, or build upon this work. For any
reuse or distribution, you must make clear to others the license terms of this work. Any of these
conditions can be waived if you get permission from the copyright holder through a commercial license
or an educational license. For more information, contact info@nexedi.com
by <ahref="http://www.osoe-project.org/contact">OSOE Project</a>
by <ahref="http://www.osoe-project.org/contact">OSOE Project</a>
</footer>
</footer>
</section><section>
<detailsopen="open">
<p>This visual guide is part of a collection of documents created by the One Student One ERP (OSOE)
project in collaboration with Institut Mines Telecom, Telecom Bretagne, Dresden University of Technology and
the South Westfalia University of Applied Sciences. It can be used to teach modern ERP theory and practice
to undergraduate students or professionals.
</p>
<p>This chapter introduces the lecture goal, organisation and evaluation.</p>
<p><b>Copyright</b>: You are free to copy, distribute, display, and perform the work under the following conditions: you must attribute
the work in the manner specified by the author or licensor; you may not use this work for any commercial purposes including training,
consulting, advertising, self-advertising, publishing, etc.; you may not alter, transform, or build upon this work. For any
reuse or distribution, you must make clear to others the license terms of this work. Any of these
conditions can be waived if you get permission from the copyright holder through a commercial license
or an educational license. For more information, contact info@nexedi.com
</p>
</details>
</section>
<section>
<h1>Agenda</h1>
<h1>Agenda</h1>
<ul>
<ul>
<li>What are the objectives of the course</li>
<li>What are the objectives of the course</li>
<li>How the sessions are organised</li>
<li>How the sessions are organised</li>
<li>How you will be evaluated</li>
<li>How you will be evaluated</li>
</ul>
</ul>
</section><sectionclass="">
<detailsopen="open">
<p>In this presentation, we are going to explain how this lecture was designed. First, we define the goals of the course and especially what students can expect to learn by
attending the course. Second, we explain the organisation of the lecture as a sequence of theory and tutorials that cover the different aspects of an ERP. Last we introduce
the student evaluation process based on a case study and questionnaire.
</p>
</details>
</section>
<sectionclass="">
<h1>Course Objectives</h1>
<h1>Course Objectives</h1>
<ul>
<ul>
<li>Learn universal and fundamental workflow of companies</li>
<li>Learn universal and fundamental workflow of companies</li>
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@@ -21,7 +58,7 @@
...
@@ -21,7 +58,7 @@
<li>Being capable of configuring an ERP</li>
<li>Being capable of configuring an ERP</li>
</ul>
</ul>
<detailsopen="open">
<detailsopen="open">
<p>"ERP: Theory, Practice and Configuration" is a lesson which has three main goals.</p><ul>
<p>"ERP: Theory, Practice and Configuration" is a lesson which has four main goals.</p><ul>
<li>The first one is to teach you the universal and fundamental workflow of the companies. By doing so, you will be able to understand how is organised any company and how ERP systems help companies to improve their performance by managing their business process.</li>
<li>The first one is to teach you the universal and fundamental workflow of the companies. By doing so, you will be able to understand how is organised any company and how ERP systems help companies to improve their performance by managing their business process.</li>
<li>The second step is to see how the theoretical workflow is applied in an ERP. For this we will use ERP5 instances delivered to each student of this course. You will then be able to use it as companies do everyday.</li>
<li>The second step is to see how the theoretical workflow is applied in an ERP. For this we will use ERP5 instances delivered to each student of this course. You will then be able to use it as companies do everyday.</li>
<li>The third goal is to teach how to perform an initial consulting process for an ERP implementation. We will use an online questionnaire with the most important questions to ask to a company during this process. The objective of the questionnaire is to identify those business processes which are not successful enough and which can be improved using an ERP. The objective is to understand how to set the priorities for an ERP implementation.</li>
<li>The third goal is to teach how to perform an initial consulting process for an ERP implementation. We will use an online questionnaire with the most important questions to ask to a company during this process. The objective of the questionnaire is to identify those business processes which are not successful enough and which can be improved using an ERP. The objective is to understand how to set the priorities for an ERP implementation.</li>
...
@@ -50,7 +87,10 @@
...
@@ -50,7 +87,10 @@
<h1>Session 2: CRM Tickets and Events</h1>
<h1>Session 2: CRM Tickets and Events</h1>
<imgalt="Session 2: CRM Tickets and Events"title="Session 2: CRM Tickets and Events"src="http://img.erp5.cn/P-OSOE-ERP.Configuration.Introduction.CRM.Tickets.And.Events?format=jpg"type="image/png">
<imgalt="Session 2: CRM Tickets and Events"title="Session 2: CRM Tickets and Events"src="http://img.erp5.cn/P-OSOE-ERP.Configuration.Introduction.CRM.Tickets.And.Events?format=jpg"type="image/png">
<detailsopen="open">
<detailsopen="open">
<p>Session two is the Customer Relationship Management (CRM) part of the ERP system.</p><p>We will study Tickets and Events, and their specific workflows. Events are documents in the system which represent every interaction we have with our customers, our suppliers etc.</p><p>Recording every "Event" which occurred during the company's activity will help us to learn more about our customers and our suppliers. Further information about what have been done with or said to a specific person will be available to persons who need it.</p><p>Tickets are documents in ERP5 which can contain other documents such as Events or documents from the Document Management System (DMS).</p><p>Having such records will help you to organise and follow your interaction with persons outside the company. Specific workflows are applied to Tickets depending of their nature.</p><p>In ERP5 we have four kinds of Tickets: the Campaigns, the Sale Opportunities, the Support Requests and the Meetings. Each one will be studied during this session.</p><p>Then five tutorials will be followed:</p><ul>
<p>Session two is the Customer Relationship Management (CRM) part of the ERP system.</p><p>We will study Tickets and Events, and their specific workflows. Events are documents in the system which represent every interaction we have with our customers, our suppliers etc.</p><p>Recording every "Event" which occurred during the company's activity will help us to learn more about our customers and our suppliers. Further information about what have been done with or said to a specific person will be available to persons who need it.</p><p>Tickets are documents in ERP5 which can contain other documents such as Events or documents from the Document Management System (DMS).</p><p>Having such records will help you to organise and follow your interaction with persons outside the company. Specific workflows are applied to Tickets depending of their nature.</p><p>In ERP5 we have four kinds of Tickets: the Campaigns, the Sale Opportunities, the Support Requests and the Meetings. Each one will be studied during this session.</p>
</details>
<detailsopen="open">
<p>Then five tutorials will be followed:</p><ul>
<li>"How to create Campaigns" will teach you how to create new Campaigns in ERP5.</li>
<li>"How to create Campaigns" will teach you how to create new Campaigns in ERP5.</li>
<li>"How to create Events in Campaigns" will teach you how to create new Events from an existing Campaign in ERP5, you will then see how phone calls, emails, fax etc., look like in such systems.</li>
<li>"How to create Events in Campaigns" will teach you how to create new Events from an existing Campaign in ERP5, you will then see how phone calls, emails, fax etc., look like in such systems.</li>
<li>"How to post outgoing Events" will teach you how you can send Events such as emails directly from ERP5.</li>
<li>"How to post outgoing Events" will teach you how you can send Events such as emails directly from ERP5.</li>
<p>ERPs are usually considered as a difficult matter to learn or to teach. ERP classes can be so general, that nothing is really learned. Or they can be based on case studies, and thus lack of any strong teaching in terms of theoretical principles. Or they can be so much linked to a given product that what people learn is the product, rather than universal and permanent principles. ERPs are also considered to be such a huge, complex pipe factory, that many people even believe that they can not be taught. In this class, we are going to change the way that ERPs were taught.</p></details></section><section>
<p>This visual guide is part of a collection of documents created by the One Student One ERP (OSOE)
project in collaboration with Institut Mines Telecom, Telecom Bretagne, Dresden University of Technology and
the South Westfalia University of Applied Sciences. It can be used to teach modern ERP theory and practice
to undergraduate students or professionals.
</p>
<p><b>Copyright</b>: You are free to copy, distribute, display, and perform the work under the following conditions: you must attribute
the work in the manner specified by the author or licensor; you may not use this work for any commercial purposes including training,
consulting, advertising, self-advertising, publishing, etc.; you may not alter, transform, or build upon this work. For any
reuse or distribution, you must make clear to others the license terms of this work. Any of these
conditions can be waived if you get permission from the copyright holder through a commercial license
or an educational license. For more information, contact info@nexedi.com
</p>
</details></section><section>
<h1>Agenda</h1>
<h1>Agenda</h1>
<ul>
<ul>
<li>Class requirements</li>
<li>Class requirements</li>
<li>ERP facts</li>
<li>ERP facts</li>
<li>What is an ERP</li>
<li>What is an ERP</li>
</ul></section><sectionclass="illustration">
</ul>
<detailsopen="true">
<p>ERPs are usually considered as a difficult matter to learn or to teach. ERP classes can be so general, that nothing is really learned.
Or they can be based on case studies, and thus lack of any strong teaching in terms of theoretical principles. Or they can be so much linked
to a given product that what people learn is the product, rather than universal and permanent principles. ERPs are also considered to be such
a huge, complex pipe factory, that many people even believe that they can not be taught. In this class, we are going to change the way that ERPs were taught.</p>
<p>
We are going to introduce some basic facts that every student should know before starting the course: such as who needs an ERP, the cost of
an ERP implementation, the key players in this field, ect. Then we will give a very specific definition on ERP. By knowing all these information, student
will be able to start searching for a suitable organisation/company for his/her case study at the end of the course.
<p>The main requirement for this class is to find an implementation field. The best way to understand ERPs is to learn how to configure an ERP. And the best way to learn the configuration of ERPs is to actually configure it on a real case. We therefore require each student of this class to find a small business, a non profit organisation, a public administration, etc. which will serve as a implementation field.</p>
<p>The main requirement for this class is to find an implementation field. The best way to understand ERPs is to learn how to configure an ERP. And the best way to learn the configuration of ERPs is to actually configure it on a real case. We therefore require each student of this class to find a small business, a non profit organisation, a public administration, etc. which will serve as a implementation field.</p>
<p>The configuration process will happen after the 6th session. It will only require to fill a spreadsheet, which means that it is quite straightforward from a technical point of view. However, from the user point of view, this simple configuration will completely change the way the ERP is perceived. At the end ERP will match the business environment of the implementation field and become usable and very useful.</p>
<p>The configuration process will happen after the 6th session. It will only require to fill a spreadsheet, which means that it is quite straightforward from a technical point of view. However, from the user point of view, this simple configuration will completely change the way the ERP is perceived. At the end ERP will match the business environment of the implementation field and become usable and very useful.</p>
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@@ -44,7 +68,7 @@
...
@@ -44,7 +68,7 @@
<p>If we translate these figures to a small company (6 people), we will find that implementing an ERP costs about 10,000 EUR in a small company or 20 man days. In a large organisation with 1,000 employees, an ERP will implementation will quickly reach 2,000 man days or 1,000,000 EUR. In a large multinational with 100,000 employees, an ERP implementation can quickly surpass 100,000 man days and 100,000,000 EUR.</p>
<p>If we translate these figures to a small company (6 people), we will find that implementing an ERP costs about 10,000 EUR in a small company or 20 man days. In a large organisation with 1,000 employees, an ERP will implementation will quickly reach 2,000 man days or 1,000,000 EUR. In a large multinational with 100,000 employees, an ERP implementation can quickly surpass 100,000 man days and 100,000,000 EUR.</p>
<p>At the same time, the cost of selling an ERP, which is mostly the time spent in convincing prospects to adopt a given ERP, does not change so much between a small company and a mid size company.</p>
<p>At the same time, the cost of selling an ERP, which is mostly the time spent in convincing prospects to adopt a given ERP, does not change so much between a small company and a mid size company.</p>
<p>As a result, ERPs are not used very often by small companies, only because nobody is willing to spend time convincing them to adopt them and make no profit out that.</p></details></section><sectionclass="illustration">
<p>As a result, ERPs are not used very often by small companies, only because nobody is willing to spend time convincing them to adopt them and make no profit out that.</p></details></section><sectionclass="illustration">
<h1>What is the success rate?</h1><imgalt="What is the success rate?"title="What is the success rate?"src="http://img.erp5.cn/osoe-what.is.success.rate-screenshot?format=png"type="image/png"/><br/><ahref="http://www.erp5.org/sections/erp/mourlon-neyer.pdf/downloadFile/file/mourlon-neyer.pdf">mourlon-neyer.pdf</a><detailsopen="true">
<h1>What is the success rate?</h1><imgalt="What is the success rate?"title="What is the success rate?"src="http://img.erp5.cn/osoe-what.is.success.rate-screenshot?format=png"type="image/png"/><br/><ahref="https://www.erp5.com/allerp.pdf">allerp.pdf</a><detailsopen="true">
<p>The “Mourlon Neyer” report is one of the best sources to understand the risk of ERPs. As a rule of thumb, 50% ERP projects fail, they cost 3 times as much as expected and take twice longer than planned.</p>
<p>The “Mourlon Neyer” report is one of the best sources to understand the risk of ERPs. As a rule of thumb, 50% ERP projects fail, they cost 3 times as much as expected and take twice longer than planned.</p>
<p>The reasons for failure are very seldom related to the ERP software itself, but rather to the abnormal behavior of clients of consultants. However, because clients and consultants seldom accept to recognize their own mistakes, the ERP software is often blamed for the failure of the project by either the client or the consultant.</p>
<p>The reasons for failure are very seldom related to the ERP software itself, but rather to the abnormal behavior of clients of consultants. However, because clients and consultants seldom accept to recognize their own mistakes, the ERP software is often blamed for the failure of the project by either the client or the consultant.</p>
<p>In this environment, where the one which is not to blame is blamed and those who should be blamed are not, only those ERPs with a strong brand can survive a 50% failure rate, together with ERP software which implementation is strictly controlled by the software publisher.</p>
<p>In this environment, where the one which is not to blame is blamed and those who should be blamed are not, only those ERPs with a strong brand can survive a 50% failure rate, together with ERP software which implementation is strictly controlled by the software publisher.</p>
...
@@ -142,6 +166,15 @@
...
@@ -142,6 +166,15 @@
<p>If one notices that e-commerce is after all sales on the Web, that e-procurement is after all purchase on the Web, e-recruitment is HR on the Web, one can foresee what the combination of Web and an ERP could be: e-business, which is opening through the Web the corporate ERP to all partners of a company. Since business are increasingly distributed and relying on outsourcing and outside partners, it is a natural tendency for ERPs to become e-business tools.</p>
<p>If one notices that e-commerce is after all sales on the Web, that e-procurement is after all purchase on the Web, e-recruitment is HR on the Web, one can foresee what the combination of Web and an ERP could be: e-business, which is opening through the Web the corporate ERP to all partners of a company. Since business are increasingly distributed and relying on outsourcing and outside partners, it is a natural tendency for ERPs to become e-business tools.</p>
<p><u>We could therefore claim that “support of e-business” is a frequent characteristic of a modern ERP</u>.
<p><u>We could therefore claim that “support of e-business” is a frequent characteristic of a modern ERP</u>.
<h1>One ERP per student programme</h1><imgalt="One ERP per student programme"title="One ERP per student programme"src="http://img.erp5.cn/user-OSOE.Website.Homepage?format=png"type="image/png"/></section>
<h1>One ERP per student programme</h1><imgalt="One ERP per student programme"title="One ERP per student programme"src="http://img.erp5.cn/user-OSOE.Website.Homepage?format=png"type="image/png"/>
<detailsopen="open">
<p>
This closes the introduction session about the ERP concept. However, this introduction can only be undertsood by <strong>patiently</strong> practicing a real ERP system
and going into the details of each of its main modules. Many managers dream about ERPs as a magical tool that eventually solves all management problems.
Their dream could easily turn into a nightmare because of exagerated expectations and lack of clear understanding of what a real ERP does or does not.
The follow-up sessions of this course are designed to provide students with the basic knowledge that will let them approach ERP implementation with realistic expectations.
<h1>Session 2: CRM Tickets and Events - Events</h1><imgsrc="user-Events.Event.Workflow?format=png"type="image/png"alt="Event workflow"title="Event workflow"/><footer>
<h1>Session 2: CRM Tickets and Events - Events</h1><imgsrc="user-Events.Event.Workflow?format=png"type="image/png"alt="Event workflow"title="Event workflow"/><footer>
by <ahref="http://www.osoe-project.org/contact">OSOE Project</a>.
by <ahref="http://www.osoe-project.org/contact">OSOE Project</a>.
</footer><detailsopen="open">
</footer>
<p>Now we are going to present how a CRM is used to manage the communication within and outside your organsations.</p>
<detailsopen="open">
<p><strong>Note: in this session "CRM Tickets and Events", we will still use the examples of VIFIB to explain the concepts of "Event" and "Ticket" which are used to manage the interactions of a company with its contacts. So when you are practicing, please replace VIFIB with the company you created when you configured your ERP5 instance.</strong></p></details></section><section>
<p>This visual guide is part of a collection of documents created by the One Student One ERP (OSOE)
project in collaboration with Institut Mines Telecom, Telecom Bretagne, Dresden University of Technology and
the South Westfalia University of Applied Sciences. It can be used to teach modern ERP theory and practice
to undergraduate students or professionals.
</p>
<p><b>Copyright</b>: You are free to copy, distribute, display, and perform the work under the following conditions: you must attribute
the work in the manner specified by the author or licensor; you may not use this work for any commercial purposes including training,
consulting, advertising, self-advertising, publishing, etc.; you may not alter, transform, or build upon this work. For any
reuse or distribution, you must make clear to others the license terms of this work. Any of these
conditions can be waived if you get permission from the copyright holder through a commercial license
or an educational license. For more information, contact info@nexedi.com
</p>
</details>
</section><section>
<h1>Agenda</h1>
<h1>Agenda</h1>
<ul>
<ul>
<li>CRM</li>
<li>CRM</li>
...
@@ -14,7 +27,14 @@
...
@@ -14,7 +27,14 @@
<li>The outgoing Event workflow</li>
<li>The outgoing Event workflow</li>
<li>The incoming Event workflow</li>
<li>The incoming Event workflow</li>
<li>How to use worklists</li>
<li>How to use worklists</li>
</ul></section><sectionclass="illustration">
</ul>
<detailsopen="open">
<p>Now we are going to present how a CRM is used to manage the communication within and outside your organsations.</p>
<p><strong>Note: in this session "CRM Tickets and Events", we will still use the examples of VIFIB to explain the concepts of "Event"
and "Ticket" which are used to manage the interactions of a company with its contacts. So when you are practicing, please replace VIFIB with the
company you created when you configured your ERP5 instance.</strong></p>
</details>
</section><sectionclass="illustration">
<h1>CRM</h1><imgsrc="user-Events.CRM.System.In.ERP5?format=png"type="image/png"alt="CRM system: Person communication"title="Person communication"/><detailsopen="open">
<h1>CRM</h1><imgsrc="user-Events.CRM.System.In.ERP5?format=png"type="image/png"alt="CRM system: Person communication"title="Person communication"/><detailsopen="open">
<p>Due to the number of persons with whom we interact, and the growing number of communication tools of which only few leave a trace (eg, emails), and the difficulty of organising the trace of communication in a central system (eg, Emails are stored in personal mailboxes, Fax in a specific place etc.), the complexity of keeping trace of the communication within and outside of the organisation makes it difficult to learn from our experience and to share all the informations we have about one contact of our organisation. This gave birth to the CRM systems.</p>
<p>Due to the number of persons with whom we interact, and the growing number of communication tools of which only few leave a trace (eg, emails), and the difficulty of organising the trace of communication in a central system (eg, Emails are stored in personal mailboxes, Fax in a specific place etc.), the complexity of keeping trace of the communication within and outside of the organisation makes it difficult to learn from our experience and to share all the informations we have about one contact of our organisation. This gave birth to the CRM systems.</p>
<p>CRM stands for Customer Relationship Management. These systems have been created to keep track of every interaction that you have with your customers. Today, many CRM concepts can be applied to other fields. Based on the notion of "Event" and "Ticket", they can also be used to track other forms of relations, such as your relations with suppliers, staff, media, etc. (eg, the Supplier Relation Management-SRM). So a CRM includes concepts of Events, Campaigns, Meetings, Sale Opportunities and Support Requests, is used for managing all the communication between our organisations and all the contacts.</p>
<p>CRM stands for Customer Relationship Management. These systems have been created to keep track of every interaction that you have with your customers. Today, many CRM concepts can be applied to other fields. Based on the notion of "Event" and "Ticket", they can also be used to track other forms of relations, such as your relations with suppliers, staff, media, etc. (eg, the Supplier Relation Management-SRM). So a CRM includes concepts of Events, Campaigns, Meetings, Sale Opportunities and Support Requests, is used for managing all the communication between our organisations and all the contacts.</p>
...
@@ -91,7 +111,7 @@
...
@@ -91,7 +111,7 @@
<br/>
<br/>
This distinction is really important since you won't handle the same way the preparation of outgoing events and how you take care of incoming events.
This distinction is really important since you won't handle the same way the preparation of outgoing events and how you take care of incoming events.
</p>
</p>
<p>In our example, the Mail Message sent by VIFIB manager is an outgoing Event, while the replies from the his contacts are incoming Events.</p></details></section><sectionclass="illustration">
<p>In our example, the Mail Message sent by VIFIB manager is an outgoing Event, while the replies from his contacts are incoming Events.</p></details></section><sectionclass="illustration">
<h1>Keeping track of interactions: Event origin</h1><imgsrc="user-Events.Keep.Tracks.Of.Interactions.Event.Origin?format=png"type="image/png"alt="Keep track of interactions by 'Event Origin'"title="Keep track of interactions by 'Event Origin'"/><detailsopen="open">
<h1>Keeping track of interactions: Event origin</h1><imgsrc="user-Events.Keep.Tracks.Of.Interactions.Event.Origin?format=png"type="image/png"alt="Keep track of interactions by 'Event Origin'"title="Keep track of interactions by 'Event Origin'"/><detailsopen="open">
<p>
<p>
By linking related Events together using <strong>"Event Origin"</strong>
By linking related Events together using <strong>"Event Origin"</strong>
...
@@ -125,7 +145,8 @@
...
@@ -125,7 +145,8 @@
<strong>Follow Up</strong>
<strong>Follow Up</strong>
( "Beta Developer Program"). So these two features help us present complex interactions in a clear way.
( "Beta Developer Program"). So these two features help us present complex interactions in a clear way.
<p>The upper part of this illustration shows the workflow of Outgoing Events.</p>
<p>The upper part of this illustration shows the workflow of Outgoing Events.</p>
<p>Depending on the assignment you have, you will be able to perform one or many actions on outgoing events.</p>
<p>Depending on the assignment you have, you will be able to perform one or many actions on outgoing events.</p>
<p>
<p>
...
@@ -166,6 +187,8 @@
...
@@ -166,6 +187,8 @@
the Event during the process.
the Event during the process.
</p>
</p>
<p>Under the direction of such a workflow, you can manage from a three-person organisation to a big call-center.</p>
<p>Under the direction of such a workflow, you can manage from a three-person organisation to a big call-center.</p>
</details>
<detailsopen="open">
<p>
<p>
In our example, the <strong>Sender</strong>
In our example, the <strong>Sender</strong>
Cédric de Saint Martin (community manager) created the Event as an
Cédric de Saint Martin (community manager) created the Event as an
...
@@ -175,7 +198,8 @@
...
@@ -175,7 +198,8 @@
is OK with everything, he will confirm the Event. When Cédric see the Event's state changed from "draft" to "confirmed", he knows that the mail is approved and ready to be sent. After he sends the email to the
is OK with everything, he will confirm the Event. When Cédric see the Event's state changed from "draft" to "confirmed", he knows that the mail is approved and ready to be sent. After he sends the email to the
<strong>Receivers</strong>
<strong>Receivers</strong>
- his contacts, the Event "SlapOS Ongoing!" would be stated as "sent", and the Outgoing Event Process is finished.
- his contacts, the Event "SlapOS Ongoing!" would be stated as "sent", and the Outgoing Event Process is finished.
<p>The concept of workflow helps people to understand the entire process of handling Events. But it is abstract. In order to apply the workflow practically and efficiently, we will use the worklists.</p>
<p>The concept of workflow helps people to understand the entire process of handling Events. But it is abstract. In order to apply the workflow practically and efficiently, we will use the worklists.</p>
<p>
<p>
...
@@ -186,9 +210,10 @@
...
@@ -186,9 +210,10 @@
</p>
</p>
<p>In our example, everyday, the VIFIB director Smets who is responsible for the operation of Events has to check "My Favourites" list to see how many "Planned" Events are waiting to be reviewed and confirmed. Among them, he will see the email created by VIFIB community manager Cédric, review it and set it as "Confirmed". When Cédric checks "My Favourites" list and finds the email has been moved to the "Confirmed" list, he will send it, then the email will go into the "Sent" list.</p>
<p>In our example, everyday, the VIFIB director Smets who is responsible for the operation of Events has to check "My Favourites" list to see how many "Planned" Events are waiting to be reviewed and confirmed. Among them, he will see the email created by VIFIB community manager Cédric, review it and set it as "Confirmed". When Cédric checks "My Favourites" list and finds the email has been moved to the "Confirmed" list, he will send it, then the email will go into the "Sent" list.</p>
<p>So the Worklist makes the process precisely and clearly stated, and facilitates the work of everyone.</p></details></section><sectionclass="illustration">
<p>So the Worklist makes the process precisely and clearly stated, and facilitates the work of everyone.</p></details></section><sectionclass="illustration">
Incoming Events have a different workflow as shown in the second part of this illustration: they can either be created<strong>manually</strong>
Incoming Events have a different workflow as shown in the second part of this illustration: they can either be created<strong>manually</strong>
(e.g, you can
(e.g, you can
<strong>input</strong>
<strong>input</strong>
an email which is a support request or a reply from a customer to the company as a new incoming Event), or
an email which is a support request or a reply from a customer to the company as a new incoming Event), or
...
@@ -217,7 +242,7 @@
...
@@ -217,7 +242,7 @@
<br/>
<br/>
Thirdly, the recipient
Thirdly, the recipient
<strong>create Follow Up Ticket</strong>
<strong>create Follow Up Ticket</strong>
to record all the future interactions related to this Event, then the Event will been delivered automatically; you can also
to record all the future interactions related to this Event, then the Event will be delivered automatically; you can also
<strong>deliver</strong>
<strong>deliver</strong>
the Event directly after you receive it (state
the Event directly after you receive it (state
"
"
...
@@ -232,6 +257,8 @@
...
@@ -232,6 +257,8 @@
</p>
</p>
<p>
<p>
The Final state "delivered" of incoming Event indicates to all the team members that this incoming Event has been acknowledged by the recipient to handle it. <br/></p>
The Final state "delivered" of incoming Event indicates to all the team members that this incoming Event has been acknowledged by the recipient to handle it. <br/></p>
</details>
<detailsopen="open">
<p>
<p>
In our example, after sending the email, VIFIB manager Cédric sent got a reply from one contact. So a new incoming Event will be created. Then the "received" Event can be processed in two ways: either be replied by Cédric the <strong>Recipient</strong>
In our example, after sending the email, VIFIB manager Cédric sent got a reply from one contact. So a new incoming Event will be created. Then the "received" Event can be processed in two ways: either be replied by Cédric the <strong>Recipient</strong>
directly, or be assigned to another person in the Support Team to handle the Event, just by changing the
directly, or be assigned to another person in the Support Team to handle the Event, just by changing the
<h1>Session 3: Sale Orders</h1><imgalt="Sale Orders Workflow"title="Sale Orders Workflow"type="image/svg+xml"src="http://img.erp5.cn/P-OSOE-Order.Sale.Order.Workflow?format=png"/><footer>
<h1>Session 3: Sale Orders</h1><imgalt="Sale Orders Workflow"title="Sale Orders Workflow"type="image/svg+xml"src="http://img.erp5.cn/P-OSOE-Order.Sale.Order.Workflow?format=png"/><footer>
by <ahref="/contact">OSOE Project</a></footer></section><section>
by <ahref="/contact">OSOE Project</a></footer>
<detailsopen="open">
<p>This visual guide is part of a collection of documents created by the One Student One ERP (OSOE)
project in collaboration with Institut Mines Telecom, Telecom Bretagne, Dresden University of Technology and
the South Westfalia University of Applied Sciences. It can be used to teach modern ERP theory and practice
to undergraduate students or professionals.
</p>
<p><b>Copyright</b>: You are free to copy, distribute, display, and perform the work under the following conditions: you must attribute
the work in the manner specified by the author or licensor; you may not use this work for any commercial purposes including training,
consulting, advertising, self-advertising, publishing, etc.; you may not alter, transform, or build upon this work. For any
reuse or distribution, you must make clear to others the license terms of this work. Any of these
conditions can be waived if you get permission from the copyright holder through a commercial license
or an educational license. For more information, contact info@nexedi.com
</p>
</details>
</section><section>
<h1>Agenda</h1>
<h1>Agenda</h1>
<ul>
<ul>
<li>The trade process</li>
<li>The trade process</li>
...
@@ -29,7 +44,7 @@
...
@@ -29,7 +44,7 @@
<p>An order represents a movement of resource (goods, services) from a company to another. So in every order we will have a source (the supplier) and a destination (the buyer). But the destination can be more than one person or even organisation.</p>
<p>An order represents a movement of resource (goods, services) from a company to another. So in every order we will have a source (the supplier) and a destination (the buyer). But the destination can be more than one person or even organisation.</p>
<p>About the destination, We must distinguish three things:</p>
<p>About the destination, We must distinguish three things:</p>
<p>The person or organisation which receives the goods, the person or organisation which is invoiced, and the person which is taking the decision to buy. This is why on an order we must have three fields to let us represent correctly the reality.</p>
<p>The person or organisation which receives the goods, the person or organisation which is invoiced, and the person which is taking the decision to buy. This is why on an order we must have three fields to let us represent correctly the reality.</p>
<p>To illustrate those, we can take a look at how is organised the supermarket in France. The companies have buying centres in which they negotiate the prices for all of their brands. It allows them to have more power in the negotiation. But once they have bought one hundred thousand yoghurt, they ask for them to be delivered in small quantities in each of their distribution centre. So we already have a different destination point from the person which takes the decision to buy. Then we might have to invoice the buying centre, and not the distribution centre</p>
<p>To illustrate those, we can take a look at how the supermarket is organised in France. The companies have buying centres in which they negotiate the prices for all of their brands. It allows them to have more power in the negotiation. But once they have bought one hundred thousand yoghurt, they ask for them to be delivered in small quantities in each of their distribution centre. So we already have a different destination point from the person which takes the decision to buy. Then we might have to invoice the buying centre, and not the distribution centre</p>
<p>We have also those kinds of distinction with the source of the movement.</p></details></section><sectionclass="illustration">
<p>We have also those kinds of distinction with the source of the movement.</p></details></section><sectionclass="illustration">
<p>With the source of the movement, we will have a person who is responsible for the offer which has been made. This person is responsible for the client, or at least for the conditions of the transaction. But it doesn't mean that this person is in the same organisation which will deliver the goods or this person is not the one which will deliver the service.</p>
<p>With the source of the movement, we will have a person who is responsible for the offer which has been made. This person is responsible for the client, or at least for the conditions of the transaction. But it doesn't mean that this person is in the same organisation which will deliver the goods or this person is not the one which will deliver the service.</p>
by <ahref="http://www.osoe-project.org/contact">OSOE Project</a>
by <ahref="http://www.osoe-project.org/contact">OSOE Project</a>
</footer>
</footer>
<detailsopen="open">
<p>This visual guide is part of a collection of documents created by the One Student One ERP (OSOE)
project in collaboration with Institut Mines Telecom, Telecom Bretagne, Dresden University of Technology and
the South Westfalia University of Applied Sciences. It can be used to teach modern ERP theory and practice
to undergraduate students or professionals.
</p>
<p><b>Copyright</b>: You are free to copy, distribute, display, and perform the work under the following conditions: you must attribute
the work in the manner specified by the author or licensor; you may not use this work for any commercial purposes including training,
consulting, advertising, self-advertising, publishing, etc.; you may not alter, transform, or build upon this work. For any
reuse or distribution, you must make clear to others the license terms of this work. Any of these
conditions can be waived if you get permission from the copyright holder through a commercial license
or an educational license. For more information, contact info@nexedi.com
</p>
</details>
</section><sectionclass="">
</section><sectionclass="">
<h1>Agenda</h1>
<h1>Agenda</h1>
<ul>
<ul>
...
@@ -73,7 +87,10 @@
...
@@ -73,7 +87,10 @@
</p><p>Employees in charge of preparing the goods are then able to prepare the goods, and to enter which containers have been used, etc.</p><p>They can also decide not to send exactly what has been ordered. For example, they don't have all products which have been ordered.</p><p>
</p><p>Employees in charge of preparing the goods are then able to prepare the goods, and to enter which containers have been used, etc.</p><p>They can also decide not to send exactly what has been ordered. For example, they don't have all products which have been ordered.</p><p>
Once the Packing List has been prepared, they can mark the packing list as "Ready" to be shipped. We will then wait for the carrier to pick up the prepared packing list. <strong>Once they pick it up, we will mark the packing list as "Shipped". This will create the related invoice</strong>
Once the Packing List has been prepared, they can mark the packing list as "Ready" to be shipped. We will then wait for the carrier to pick up the prepared packing list. <strong>Once they pick it up, we will mark the packing list as "Shipped". This will create the related invoice</strong>
.
.
</p><p>When the carrier tell us the the customer has received the goods, we can then mark the packing list as "Received".</p><p>When the customer receive the goods, he will check what has been delivered to him. So he or she will compare the packing list we provided to him with what he received. And an error is still possible. Either that we made a mistake while preparing, or maybe some packages have been damaged etc. So we need to wait until the customer accepts the delivery before marking the packing list as "Delivered".</p><p>
</p><p>When the carrier tell us the the customer has received the goods, we can then mark the packing list as "Received".</p><p>When the customer receive the goods, he will check what has been delivered to him. So he or she will compare the packing list we provided to him with what he received. And an error is still possible. Either that we made a mistake while preparing, or maybe some packages have been damaged etc. So we need to wait until the customer accepts the delivery before marking the packing list as "Delivered".</p>
</details>
<detailsopen="open">
<p>
<strong>Note that if the goods ready to be shipped are different from what has been ordered, eg, the quantity is less, you can "Split and Defer" the Packing List before shipping them. In this way, ERP5 will create another Packing List for the remaining goods to be shipped as soon as they are prepared.</strong>
<strong>Note that if the goods ready to be shipped are different from what has been ordered, eg, the quantity is less, you can "Split and Defer" the Packing List before shipping them. In this way, ERP5 will create another Packing List for the remaining goods to be shipped as soon as they are prepared.</strong>
</p><p>Once you ship the Sale Packing List, a related Sale Invoice Transaction will be generated automatically for the next step of the trade process. We will talk about this in the following tutorials.</p>
</p><p>Once you ship the Sale Packing List, a related Sale Invoice Transaction will be generated automatically for the next step of the trade process. We will talk about this in the following tutorials.</p>
<h1>Session 2: CRM Tickets and Events - Tickets</h1><imgalt="Ticket workflow"type="image/png"src="user-Tickets.Ticket.Workflow?format=png"title="Ticket workflow"/><footer>
<h1>Session 2: CRM Tickets and Events - Tickets</h1><imgalt="Ticket workflow"type="image/png"src="user-Tickets.Ticket.Workflow?format=png"title="Ticket workflow"/><footer>
by <ahref="http://www.osoe-project.org/contact">OSOE Project</a>.
by <ahref="http://www.osoe-project.org/contact">OSOE Project</a>.
</footer><detailsopen="open">
</footer>
<p>From the presentation of Events, we have seen how the Event is used to trace every interaction between our employees and the outside world. It is really easy with events to keep track of a simple or complex interactions.</p>
<detailsopen="open">
<p>But what about parallel interactions? What if you organise a conference and you want to keep track of every interaction you have while you prepare the conference? This is not possible with only the Events. The same problem happens when you want to keep track of every discussion which occurs when you send a press release: in the same time you will start maybe one hundred or more discussions. This is why every CRM system uses what we call "Tickets".</p></details></section><section>
<p>This visual guide is part of a collection of documents created by the One Student One ERP (OSOE)
project in collaboration with Institut Mines Telecom, Telecom Bretagne, Dresden University of Technology and
the South Westfalia University of Applied Sciences. It can be used to teach modern ERP theory and practice
to undergraduate students or professionals.
</p>
<p><b>Copyright</b>: You are free to copy, distribute, display, and perform the work under the following conditions: you must attribute
the work in the manner specified by the author or licensor; you may not use this work for any commercial purposes including training,
consulting, advertising, self-advertising, publishing, etc.; you may not alter, transform, or build upon this work. For any
reuse or distribution, you must make clear to others the license terms of this work. Any of these
conditions can be waived if you get permission from the copyright holder through a commercial license
or an educational license. For more information, contact info@nexedi.com
<p>From the presentation of Events, we have seen how the Event is used to trace every interaction between our employees and the outside world.
It is really easy with events to keep track of a simple or complex interactions.</p>
<p>But what about parallel interactions? What if you organise a conference and you want to keep track of every interaction you have while you
prepare the conference? This is not possible with only the Events. The same problem happens when you want to keep track of every discussion
which occurs when you send a press release: in the same time you will start maybe one hundred or more discussions. This is why every CRM system
uses what we call "Tickets".</p>
<p>
In this presentation, we are going to explain the Tickets in ERP5, by knowing the definition of a ticket and how it is made of, as well as its workflow,
you will be able to manage every discussion in your CRM. Afterwards, we will explain individually the workflow of Campaign, Sale opportunity, Support Request and Meeting.
From the presentation of Events, we have had a general idea of how to use the CRM feature "Event" to manage company's interactions with external contacts. Following the VIFIB example, in the detail page of the <strong>Event</strong>
From the presentation of Events, we have had a general idea of how to use the CRM feature "Event" to manage company's interactions with external contacts. Following the VIFIB example, in the detail page of the <strong>Event</strong>
...
@@ -85,8 +111,21 @@
...
@@ -85,8 +111,21 @@
Note that even a closed Ticket can be opened again.
Note that even a closed Ticket can be opened again.
</p>
</p>
<p>Now that the concept of a ticket is well understood, we will go in deep to the four specific tickets and their workflows in ERP5, which are Campaigns, Sale opportunities, Support requests and Meetings.</p></details></section><sectionclass="screenshot">
<p>Now that the concept of a ticket is well understood, we will go in deep to the four specific tickets and their workflows in ERP5, which are Campaigns, Sale opportunities, Support requests and Meetings.</p></details></section><sectionclass="screenshot">
<h1>Campaign types</h1><imgtitle="Campaigns: Press release and Newsletter"alt="Campaigns: Press release and Newsletter"type="image/png"src="user-Tickets.Campaign.Press.Release.And.Newsletter?format=png"/><detailsopen="open">
<detailsopen="open">
<p>
The first type of ticket we will discuss is a campaign. A campaign ticket is used to prepare a list of contact actions to be executed in the future and then track their execution.
Each contact action is defined as an event, assigned to staff. The list of events and their state track the progress of the campaign.
A campaign can be used to organise a programme for Beta developers of a software, to request proposals to different suppliers, to announce
a new product to press, etc.
</p>
<p>
We already had the example of the Beta developer program. We will follow this example.
</p>
</details>
</section><sectionclass="illustration">
<h1>Campaign types</h1><imgtitle="Campaigns: Press release and Newsletter"alt="Campaigns: Press release and Newsletter"type="image/png"src="user-Tickets.Campaign.Press.Release.And.Newsletter?format=png"/>
<detailsopen="open">
<p><strong>1. Press Release:</strong></p>
<p><strong>1. Press Release:</strong></p>
<p>
<p>
Press Release is a Campaign starts from sending <strong>many different Events</strong>
Press Release is a Campaign starts from sending <strong>many different Events</strong>
...
@@ -111,6 +150,8 @@
...
@@ -111,6 +150,8 @@
<strong>evaluation</strong>
<strong>evaluation</strong>
of this campaign and the market prospects. These kinds of informations are very important if you want to be more efficient next time.
of this campaign and the market prospects. These kinds of informations are very important if you want to be more efficient next time.
</p>
</p>
</details>
<detailsopen="open">
<p><strong>2. Newsletter:</strong></p>
<p><strong>2. Newsletter:</strong></p>
<p>
<p>
Newsletter is another kind of Campaign. The only difference with Press Release is that Newsletter starts from
Newsletter is another kind of Campaign. The only difference with Press Release is that Newsletter starts from
...
@@ -149,7 +190,7 @@
...
@@ -149,7 +190,7 @@
<h1>Sale Opportunity: VIFIB Offer PC Internet</h1><imgtitle="Sale Opportunity example: VIFIB Offer PC Internet"alt="Sale Opportunity example: VIFIB Offer PC Internet"type="image/png"src="user-Tickets.Sale.Opportunity.Example.VIFIB.Offer.PC.Internet?format=png"/><detailsopen="open">
<h1>Sale Opportunity: VIFIB Offer PC Internet</h1><imgtitle="Sale Opportunity example: VIFIB Offer PC Internet"alt="Sale Opportunity example: VIFIB Offer PC Internet"type="image/png"src="user-Tickets.Sale.Opportunity.Example.VIFIB.Offer.PC.Internet?format=png"/><detailsopen="open">
<p>As you can see in the screen shot of the detail page of ticket Sale Opportunity "VIFIB Offer PC Internet", in the case of a VIFIB offer in november 2011, we sent the promotion of PC through a newsletter to our customers. Some of them are interested in buying our products and services by replying to us saying "Hello, I want more info about your products, I am interested in them." etc. From then on, we need to create a dedicate Ticket which will be a "Sale Opportunity".</p></details></section><sectionclass="illustration">
<p>As you can see in the screen shot of the detail page of ticket Sale Opportunity "VIFIB Offer PC Internet", in the case of a VIFIB offer in november 2011, we sent the promotion of PC through a newsletter to our customers. Some of them are interested in buying our products and services by replying to us saying "Hello, I want more info about your products, I am interested in them." etc. From then on, we need to create a dedicate Ticket which will be a "Sale Opportunity".</p></details></section><sectionclass="illustration">
<h1>The role of Sale Opportunity</h1><imgtitle="Role of Sale Opportunity"alt="Role of Sale Opportunity"type="image/png"src="user-Tickets.Sale.Opportunity.Role?format=png"/><detailsopen="open">
<h1>The role of Sale Opportunity</h1><imgtitle="Role of Sale Opportunity"alt="Role of Sale Opportunity"type="image/png"src="user-Tickets.Sale.Opportunity.Role?format=png"/><detailsopen="open">
<p>A sale opportunity starts from customers' replies which express their interest in our product and service. But normally few sale opportunity will come to a result very fast. First, only few clients will maybe take decisions fast. Second, there will be many actors involved in the decision to go with in the same sale opportunity: you might negotiate with the product supplier and the bank while keep in contact with your customers.</p>
<p>A sale opportunity starts from customers' replies which express their interests in our product and service. But normally few sale opportunities will come to a result very fast. First, only few clients will maybe take decisions fast. Second, there will be many actors involved in the decision to go with in the same sale opportunity: you might negotiate with the product supplier and the bank while keep in contact with your customers.</p>
<p>In one word, the decision from a sale opportunity can be made very quickly but sometimes it can take more than a year. So we need to use the Ticket "Sale Opportunity" to keep track of your commercial effort-your interactions with all the contacts involved, so to organise and to qualify our sale opportunities.</p></details></section><sectionclass="illustration">
<p>In one word, the decision from a sale opportunity can be made very quickly but sometimes it can take more than a year. So we need to use the Ticket "Sale Opportunity" to keep track of your commercial effort-your interactions with all the contacts involved, so to organise and to qualify our sale opportunities.</p></details></section><sectionclass="illustration">
<h1>The workflow of a Sale Opportunity</h1><imgtitle="Sale Opportunity workflow"alt="Sale Opportunity workflow"src="user-Tickets.Sale.Opportunity.Workflow?format=png"type="image/png"/><detailsopen="open">
<h1>The workflow of a Sale Opportunity</h1><imgtitle="Sale Opportunity workflow"alt="Sale Opportunity workflow"src="user-Tickets.Sale.Opportunity.Workflow?format=png"type="image/png"/><detailsopen="open">
<p>
<p>
...
@@ -158,7 +199,7 @@
...
@@ -158,7 +199,7 @@
<strong>created</strong>
<strong>created</strong>
the ticket Sale Opportunity to manage the following interactions between VIFIB, the customers, the PC supplier and the bank. She will
the ticket Sale Opportunity to manage the following interactions between VIFIB, the customers, the PC supplier and the bank. She will
<strong>submitted</strong>
<strong>submitted</strong>
the Sale opportunity to the suppervisor. If Mr Smets the suppervisor verifies and approves the Sale opportunity, the operations manager and sales staff will
the Sale opportunity to the supervisor. If Mr Smets the supervisor verifies and approves the Sale opportunity, the operations manager and sales staff will
<strong>contact the prospect</strong>
<strong>contact the prospect</strong>
and negotiate with the PC supplier. When sales condition is set, VIFIB will give the final
and negotiate with the PC supplier. When sales condition is set, VIFIB will give the final
<h1>Add correction line to answer set</h1><imgtype="image/svg+xml"src="http://img.erp5.cn/P-CLOUDIA-Configuration.Questionnaire.HowTo.Assign.Students.Add.Correction.Line.Action?format=png"/><detailsopen="true">To add correction line to the answer set as a whole, click on "Add Correction Line" under "Action" drop-down menu. Note: only use this action to add general evaluation to the whole answer set. To correct individual answer, use "Fast Input" action which is explained in the following sections of this tutorial.</details></section><sectionclass="screenshot">
<h1>Add correction line to answer set</h1><imgtype="image/svg+xml"src="http://img.erp5.cn/P-CLOUDIA-Configuration.Questionnaire.HowTo.Assign.Students.Add.Correction.Line.Action?format=png"/><detailsopen="true">To add correction line to the answer set as a whole, click on "Add Correction Line" under "Action" drop-down menu. Note: only use this action to add general evaluation to the whole answer set. To correct individual answer, use "Fast Input" action which is explained in the following sections of this tutorial.</details></section><sectionclass="screenshot">
<h1>Choose suitable correction</h1><imgtype="image/svg+xml"src="http://img.erp5.cn/P-CLOUDIA-Configuration.Questionnaire.HowTo.Assign.Students.Add.Correction.Line?format=png"/><detailsopen="true">Choose the correction which fit your intend, then click on "Set Relation".Then you will be redirected to the answer set page and the general corrections will be added.</details></section><sectionclass="screenshot">
<h1>Choose suitable correction</h1><imgtype="image/svg+xml"src="http://img.erp5.cn/P-CLOUDIA-Configuration.Questionnaire.HowTo.Assign.Students.Add.Correction.Line?format=png"/><detailsopen="true">Choose the correction which fit your intend, then click on "Set Relation".Then you will be redirected to the answer set page and the general corrections will be added.</details></section><sectionclass="screenshot">
<h1>Select the answer</h1><imgtype="image/svg+xml"src="http://img.erp5.cn/P-CLOUDIA-Configuration.Questionnaire.HowTo.Assign.Students.Answer?format=png"/><detailsopen="true">Read the answers, and click on the answer that you want to correct.</details></section><sectionclass="screenshot">
<h1>Select the answer</h1><imgtype="image/svg+xml"src="http://img.erp5.cn/P-CLOUDIA-Configuration.Questionnaire.HowTo.Assign.Students.Answer?format=png"/><detailsopen="true">Read the answers, and click on the answer that you want to correct.</details></section><sectionclass="screenshot">
<h1>Click on "Fast Input" at the answer page</h1><imgtype="image/svg+xml"src="http://img.erp5.cn/P-CLOUDIA-Configuration.Questionnaire.HowTo.Assign.Students.FastInput?format=gif"/><detailsopen="true">Now you are located at the page of the answer line which you selected.To correct this answer, click on the button "FastInput" on the tool bar.</details></section><sectionclass="screenshot">
<h1>Click on "Fast Input" at the answer page</h1><imgtype="image/svg+xml"src="http://img.erp5.cn/P-CLOUDIA-Configuration.Questionnaire.HowTo.Assign.Students.FastInput?format=png"/><detailsopen="true">Now you are located at the page of the answer line which you selected.To correct this answer, click on the button "FastInput" on the tool bar.</details></section><sectionclass="screenshot">
<h1>Choose the suitable correction</h1><imgtype="image/svg+xml"src="http://img.erp5.cn/P-CLOUDIA-Configuration.Questionnaire.HowTo.Assign.Students.FastInput.Action?format=gif"/><detailsopen="true">Now you are directed to the correction line fast input page, choose the suitable corrections (could be multiple), then click on "Add Correction Lines to Answer for Peer Review".</details></section><sectionclass="screenshot">
<h1>Choose the suitable correction</h1><imgtype="image/svg+xml"src="http://img.erp5.cn/P-CLOUDIA-Configuration.Questionnaire.HowTo.Assign.Students.FastInput.Action?format=png"/><detailsopen="true">Now you are directed to the correction line fast input page, choose the suitable corrections (could be multiple), then click on "Add Correction Lines to Answer for Peer Review".</details></section><sectionclass="screenshot">
<h1>Add comment to the corrections</h1><imgtype="image/svg+xml"src="http://img.erp5.cn/P-CLOUDIA-Configuration.Questionnaire.HowTo.Assign.Students.Add.Comment?format=gif"/><detailsopen="true">Now you are directed to the page to add comment. If you feel that the corrections were too general, you could add comment to the corrections which you choosed. Then, click on "Explain Corrections".</details></section><sectionclass="screenshot">
<h1>Add comment to the corrections</h1><imgtype="image/svg+xml"src="http://img.erp5.cn/P-CLOUDIA-Configuration.Questionnaire.HowTo.Assign.Students.Add.Comment?format=png"/><detailsopen="true">Now you are directed to the page to add comment. If you feel that the corrections were too general, you could add comment to the corrections which you choosed. Then, click on "Explain Corrections".</details></section><sectionclass="screenshot">
<h1>Continue with the next answer that need to be corrected</h1><imgtype="image/svg+xml"src="http://img.erp5.cn/P-CLOUDIA-Configuration.Questionnaire.HowTo.Assign.Students.Next.Question?format=png"/><detailsopen="true">To continue with the corrections, you could click on the answer set title to go back to the overview of the answers, or click on "next " button on the tool bar to view the next answer.</details></section><sectionclass="screenshot">
<h1>Continue with the next answer that need to be corrected</h1><imgtype="image/svg+xml"src="http://img.erp5.cn/P-CLOUDIA-Configuration.Questionnaire.HowTo.Assign.Students.Next.Question?format=png"/><detailsopen="true">To continue with the corrections, you could click on the answer set title to go back to the overview of the answers, or click on "next " button on the tool bar to view the next answer.</details></section><sectionclass="screenshot">
<h1>Click on "Request from Peer Review" to request the answer set</h1><imgtype="image/svg+xml"src="http://img.erp5.cn/P-CLOUDIA-Configuration.Questionnaire.HowTo.Assign.Students.Request.From.Peer.Review?format=png"/><detailsopen="true">After you finished correcting all the answers that need to be improved, save your changes, and click on "Request from Peer Review" under the "Action" menu.</details></section><sectionclass="screenshot">
<h1>Click on "Request from Peer Review" to request the answer set</h1><imgtype="image/svg+xml"src="http://img.erp5.cn/P-CLOUDIA-Configuration.Questionnaire.HowTo.Assign.Students.Request.From.Peer.Review?format=png"/><detailsopen="true">After you finished correcting all the answers that need to be improved, save your changes, and click on "Request from Peer Review" under the "Action" menu.</details></section><sectionclass="screenshot">
<h1>Improve your own answer set after peer review</h1><imgtype="image/svg+xml"src="http://img.erp5.cn/P-CLOUDIA-Configuration.Questionnaire.HowTo.Assign.Students.Peer.Reviewed.To.Improve?format=png"/><detailsopen="true">After the peer review process, you could view on the main page, under "My Favourites" menu, there is an option "Peer Reviewed Answer Set to Improve". Click on this option, you could view and improve your own answer sets.</details></section>
<h1>Improve your own answer set after peer review</h1><imgtype="image/svg+xml"src="http://img.erp5.cn/P-CLOUDIA-Configuration.Questionnaire.HowTo.Assign.Students.Peer.Reviewed.To.Improve?format=png"/><detailsopen="true">After the peer review process, you could view on the main page, under "My Favourites" menu, there is an option "Peer Reviewed Answer Set to Improve". Click on this option, you could view and improve your own answer sets.</details></section>
