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BD專案的撰寫 (將商業專案與公司策略同步（策略=配置資源來達成目標） (企業的策略 (完整的策略有助於配置資源給他的優勢之處也會將…

- - - - 這類可以提升效率：會計系統、工作流程、
        生產管理系統、盤點系統
      - 這一類是提升員工個人的效率:
        電子表格、文字、圖表
      - 提升時間和空間的效率：減少辦公室需要的空間
        像是工作流程、電子郵件、
      - 比如說：對的產品對的地點對的時間，就是與 client focused有aligned,要有優質的客戶服務 :<3:
      - 比如說：員工滿意度、產品生產力
  - - - 專案能與策略同步！
      - 專案流程能真的直接地幫助到組織
- - - - 是看跟產品和服務相關的
        要問：這個專案有滿足客戶需求嗎？有可衡量的影響力嘛？
        成本很高嗎？需要的東西很好取得嗎？產品的生產系統建立了嗎？
        產品可以在合理的時間內生產出來嗎？
    - - 要問：你的產業健康嗎？如果經濟改變對你的產業會有什麼影響？
        現在產業預測是正向的嗎？
    - - 產品所在的潛在市場是否很好辨認？
        市場準備好迎接你的idea了嗎？市場夠大來支持你的產品嗎？
        會遇到什麼阻礙？
- - - - 較能夠說服決策者認為應該要導入你的專案
      - 比較能夠監控你需要的資源
- - - - 用來鑑定支出去哪裡
      - 用來描述支出去哪裡
      - 用來分配支出去哪裡
      - 會聚焦在生產出服務/產品的總支出上！
      - Identify activities
        
        analysis of the operating processes of each activity segment. Each process may consist of one or more activities required by outputs.
      - 分配資源給那個activity，
        要追蹤了解為什麼這個支出會發生！
        支出分成三種
        
        Direct: These are costs that can be traced directly to one output, for example the material costs (varnish, wood, and paint) of building a chair.
        
        indirect: These are costs that cannot be allocated to an individual output. In other words, they may benefit two or more outputs, but not all outputs. An example would be maintenance costs for the saws that cut the wood for the chair, storage costs, other construction materials, and quality assurance.
        
        General and administrative: Also known as overhead, these costs cannot reasonably be associated with any particular product or service produced. Such costs remain the same no matter what output the activity produced. Examples of overhead costs include travel costs, depreciation on equipment, and plant security. 是與產品沒有關聯的支出，原本就會支出的錢，比方說器材的折舊、交通費用等等。
      - Identify outputs
        
        活動與資源的耗損都變成了什麼？
        Outputs can be products, services, or customers.
      - Assign activity costs to outputs
        
        You should assign activity costs to outputs using activity drivers. Activity drivers assign activity costs to outputs based on individual outputs' consumption or demand for activities.
        A driver may be the number of times an activity is performed (transaction driver) or the length of time an activity is performed (duration driver).
- - - - company owners and executives, corporate directors, or stockholders
      - development teams, sales and marketing teams, financial services and accounting teams, or banks and outside funding source