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Once you have selected your lawyer, you should spend some time clarifying the nature of the relationship. This part of the chapter provides some ideas for defining your relationship with your lawyer. ENGAGEMENT LETTERS. Many law firms require their clients to sign an engagement letter before starting work. Frequently, however, the engagement letter is focused on issues that are of primary importance to the lawyer. For example, the engagement letter is likely to discuss what the lawyer will and will not be responsible for rather than the guidelines for how the lawyer will perform. You can use the engagement letter to cover items that are of primary importance to you. It may be useful to look at the engagement letter as a master services agreement. Different professional services firms care about different things, so we are not suggesting there is a specific way for you to structure your engagement letter. We note, however, a few areas that you may want to cover. Generally, your engagement letter should cover how the ongoing operation and communication between your lawyer s firm and your firm works. Ultimately, to determine what is covered, you will have to cover what is important to your firm. One useful approach may be to start by looking at the master services agreement your firm uses with other professional services providers. One thing every professional services firm cares about is the fees it will incur for legal advice. Thus, you will probably want to include detailed

For questions concerning this case study contact: Name: Roc Yang E-mail: roc yang@chinadatagroup.com Phone: 861089451251 Overview Client: An innovative and fast-growing commercial bank in the Asia Paci c region. Industry: Financial services. Service Line: BPO-credit card applications processing Project Description: A leading Asia Paci c-based commercial bank outsourced its middle and back of ce credit card application processes to China Data Group (CDG). The end-to-end solution covers mailroom processes, screening, scanning, archiving, credit reference checking, data capturing, and physical document storage, as well as contact center services. Technology/Platform:

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Sights, Sounds, and Smells Checking Status Lights System power lights Hardware diagnostic lights Hard drive lights Network card lights Tape drive lights Temperature and Ventilation Internal air flow External ventilation Server Fans Chip fan Power supply fan Chassis fan Checking Cabling Network cabling Internal cabling Keyboard, monitor, and mouse cables Electrical Issues Surge protection Surge suppressor Line conditioner UPS Assessment Questions Scenarios Answers to Questions pre-test Assessment questions Scenarios 303 304 305 305 305 305 306 306 307 307 308 308 308 309 309 309 309 309 310 310 310 310 311 312 316 316 316 317 319.

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This means the tool allows the user complete control over the execution process as well as visibility into the value of date at any point, without having to view or interact with programming code.

tomer experience. Do that and you ll retain customers for the long term. And long term they will reward your carefully crafted relationship with purchases and pro ts. What s more, all of those pesky P problems from 1 will seem like nothing more than minor annoyances. Is that really true Not exactly, say another herd of gurus. Branding is good and retention is nice, but neither alone is enough. Branding may build brand equity. CRM may build retention equity. But, what you really need, say this other group of marketing gurus, is something more than branding or CRM. Call it customer equity, and it s the subject of our next chapter. But rst, let s recap with a summary of the key ideas we covered in this chapter.

As discussed earlier, the initial schedule is calculated by using the network diagram and the duration of each work package to determine the start and finish dates for each task, and for the entire project Figure 74 shows how the network and task duration can work together to produce an initial schedule Schedule calculation provides a set of detailed schedule data for every work package, as shown in the following: Early start The earliest date a task can begin, given the tasks preceding it Early finish The earliest date a task can finish, given the tasks preceding it Late start The latest date a task can begin without delaying the finish date of the project Late finish The latest date a task can finish without delaying the finish date of the project Calculating the schedule to determine these four dates is a three-step process Referring to Figure 7.

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4 will help to clarify this process Step One: Forward Pass The forward pass will help you determine the early start (ES) and early finish (EF) for each task It is so named because it involves working through a network diagram from start to finish (The next step will involve the reverse a backward pass) In Figure 74, we follow a forward pass through the diagram, step by step Figure 75 shows another way of displaying this information It s called a time-scaled network because it uses a time scale across the top and each task is laid out across the calendar Notice that all the early start dates are the same in Figures 74 and 75 Step Two: Backward Pass The backward pass determines the late start and late finish dates.

William H. Dougherty, Financial Reporting A Banker Looks at the Scene, Financial Executive 46, No. 12 (December 1978), p. 53. 35 Neville Grusd, The Enron Affair from a Lender s View, CPA Journal 72, No. 12 (December 2002), p. 8. 36 Ibid., pp. 8 10.

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