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The answer to how these two ABC systems should be used together is the proverbial consulting answer of It depends. Each organization s dynamics, culture, politics, SAP knowledge and usage, technical architecture, ABC maturity, systems experience, and resources factor into the equation of how and when to use Oros in tandem with SAP R/3. Exhibit 10.16 illustrates the four main tandem-use scenarios. Exhibit 10.16 does not depict a time line, and it is not necessarily suggested as a phased approach. Organizations just beginning their SAP implementations should consider incorporating all of the CO submodules from the beginning, including CO-ABC, to obtain the most benefits, support internal management from go live, reduce rework, minimize impacts to inventory valuations, and eliminate unnecessary temporary interfaces. Compared to the additional impact of implementing CO-ABC in the beginning, it is not cost justifiable to delay building CO-ABC to a later phase of the SAP implementation. The steps necessary to build best-practice CO (and not the same old system) are also required for COABC. Therefore, performing them in tandem saves time and money in the long run; that is, to correctly implement CO, an integrated activity analysis is performed to identify the key data structures, allocation methods, analytic needs, and reporting requirements (similar to, yet more encompassing than, the same study typically performed to build an ABC/M model).

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When reporters asked former IBM CEO Lou Gerstner to look back at the most important decision he had made, he responded honestly and wisely: I ve been working so hard here and focusing on the future, I haven t had time to think about it. To contemplate . . . on the hills and valleys of history is not on my agenda. I want us to keep running, to keep moving ahead. Some may feel that because the wind is now at our back, it s time to coast. They are allowed a veminute celebration; then it s time to get back to work. The moral If you re going to re ect on past decisions the good ones and the mistakes don t take too long. There s too much to do in improving your situation today. Professional gol ng legend Tiger Woods is also known for his future-focused approach: People want to compare my performance to the past, and I m trying to get better in the future, not the past. Woods seems to win far more tournaments than he loses and is consistently close to taking the trophy almost every time he plays. Yet, with all the victories and A man should never be great moments in his career, he ashamed to admit that he has continues to focus on improvbeen in the wrong, which is ing. Even at the top of his but saying, in other words, that game, Woods changed his he is wiser today than he was swing and paid the price as yesterday. he waited for it to produce Jonathan Swift results. Why He knew it

October 2006 saw the next visit of the IT UNITED project manager to Dell s headquarters to conduct a requirements analysis for a new project with the now fourth internal client at Dell As before, IT UNITED s ability to rapidly ramp up the new FTE team was critical This new project kicked off in November 2006 with the purpose of developing a support tool to automate and manage the server patching process on a monthly basis (MS Windows, Oracle, and so on) Once the support tool was delivered and signed off on the IT UNITED China team was to be reassigned and focus on user acceptance testing October 2006 also marked a turnaround point for the partnership, which started to branch out from traditional development activities when yet another of Dell s business units announced their interest in working with IT UNITED in China.

1. Cut the pork and fat into cubes. 2. Mix together the Prague Powder, salt, and sugar. 3. Add this mixture and the water to the diced meat and fat and mix well. Refrigerate for several hours.

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