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业务流程重组的72种技术本文关键字 理论探讨 广告 AMT流程管理研究小组 文档说明 William J .
Kettinger, James T.C.Teng , Subashish Guha 三人对BPR的方法、技术和工具做了大量的研究工作。他们从BPR市场研究部门、咨询公司，BPR的工具和技术供应商那里收集了大量的数据和资料，最终归集出BPR的25种方法、72种工具和102种工具。 BPR的方法大同小异，Guha等在其它运用方法的基础上提出了BPR生命周期的六个阶段，即构思设想、项目启动、分析诊断、过程设计、过程重建和检测评，并在此基础上将阶段细分为多个活动，把各个阶段和活动所能使用的技术和工具进行分类归整。鉴于BPR技术的支撑工具为各公司所开发的具体软件（如VISIO），其相关的功能介绍篇幅很少，所以本文只着重介绍72种技术方法。 需要强调的是：BPR的72种技术，不是BPR实施过程的专用技术，许多方法由来已久，是管理咨询和信息技术的常用方法。 通过阅读此篇，可以帮助大家初步了解比较经典的BPR方法和技术，在实践中可以灵活运用。 企业流程重组中技术一览表
英文（vision ）,指组织中共同愿望的景象，共同的理想与目标。是对未来景象的全面而且清晰的设想与描绘，包括企业价值、流程、组织价构、信息技术、岗位职责和企业环境等。 建立愿景的注意要点或步骤： 1、
建立良好的团队（Cast your team） 2、
定义项目范围和目标（project scope and objectives） 3、
学习更广博的知识，超越以往所知，从以往不了解的领域中获得改进的思路。（Build profound knowledge） 4、
站在未来，以未来为起点，反观现在，突破原本的思维模式，进行逆向思维。（stand in the future） 5、
建立以企业战略方针为导向的愿景、 头脑风暴法（Brainstorming），从20世纪到50年代开始流行。常用在决策的早期阶段，以解决组织中的新问题或重大问题。头脑风暴法是通过讨论会，产生新的想法与建议。它一般只产生方案，而不进行决策。 脑力激荡法的具体操作如下： 1、
召集有关人员 参加的人员可以是同一行业的专家，也可以是不同行业的人员，甚至可以是毫不相关的人员。人数在7-10人之间为好。 2、 选择一个合格的召集人 主持头脑风暴法的召集人应该具备下列条件： （1）
了解召集的目的； （2）
掌握脑力激荡法的原则； （3）
善于引导大家思考和发表观点； （4）
自己不发表倾向性观点； （5）
善于阻止相互间的评价和批评。 3、 选择一个舒适的地点 选择的地点应该具备下列条件： （1）
一间温度适宜、安静、光线柔和的办公室或会议室； （2）
严禁电话或来人干扰； （3）
有一架性能良好的录音机； （4）
有一块白板或白纸夹板，以及相应的书写工具。 4、 召集人宣布会议开始 召集人在会议开始时要清目的、拟解决的问题、会议规则（如相互之间不评论等等）。再让每个人考虑10分钟。 5、在脑力激荡中应注意以下几点： （1） 尽可能使每个人把个种方案讲出来，不管这个方案听起来多么可笑或不切实际；
IDEF是ICAM（Integrated
Computer Aided Manufacturing）definition method的缩写。是一种结构化系统分析设计工具。系统分析是复杂系统设计的重要步骤，它将复杂系统分析成相对独立的较简单子系统，在把字系统分解成更简单的模块，如此自顶向下层层分解，直到最底层。
美国空军首先在集成计算机辅助制造的项目中运用IDEF方法，在我国，国家CIMS实验工程研究中心在项目设计中最早使用IDEF方法。
陈禹六编《IDEF建模分析和设计方法》清华大学出版社出版 IDEF0功能模型局部图例：
· IDEF 0, 3, 6 美国空军在计算机集成制造项目中运用的系统分析和设计方法。IDEF0是了解功能需求的活动建模工具（用来确认需要做什么）。IDEF
3通过状态转换表将时间维度合并，采集企业中研究对象的行为。 IDEF 6用来采集超前的设计，如构成其他IDEF模型的知识和思想。 (Capture & Model): A systems
analysis and design methodology established by U.S. Air Force as a result of its Integrated Computer
and Manufacturing (ICAM) program .IDEF 0 is an activity modeling module for
capturing functional requirements ("identify what I need to do").
IDEF 3 incorporates the time dimension to capture the behavior of objects in
the enterprise through state transition diagrams. IDEF 6 captures "meta"
designs, i.e., the knowledge and thinking that went into framing the other IDEF
modules. (Mayer et al. ,1995) -- S 3 A 1 S 3 A 2 S 4 A 1 S 4 A 2 · IDEF 1,1X, 4, 5 IDEF 1是一种使用实体关系图表法的数据建模模型。 IDEF
1X 是用来对传统关系数据库进行设计的一种IDEF工具。 IDEF 4 是用来处理面向对象的数据模型。 IDEF
5 为大规模分析和设计信息提供了数据库。-- S 4 A 4 (IS SAD): IDEF 1 is the data modeling
module using the entity relationship diagramming method. IDEF 1x is a version
of IDEF specifically aimed at designing traditional relational databases. IDEF
4 deals with object-oriented data modeling. IDEF 5 provides a repository for
large analysis and design information. (Mayer et al., 1995) -- S 4 A 4 · IDEF 2 此种IDEF模型为流程提供了模拟功能，从而描绘了流程的动态行为以及组织如何利用信息和资源提。 (Prototype & Sim): This is the
IDEF module that provides simulation of the process to depict its dynamic
behavior and how information and resources in the organization are used (Mayer
et al., 1995) -- S 4 A 1 S 4 A 2 l 层次化着色Petri网（ Hierarchical Colored Petri Nets） 传统Petri网络系统模型的彩色版本，非常适用于描述、模拟和分析大型的系统及流程。 (Capture & Model, Prototype & Sim.): A colored version of the traditional Petri-Net systems models, well-suited for portraying, simulating and
analyzing large systems and processes. -- S 3 A 1 S 3 A 2 S 4 A 1 S 4 A 2 l 快速全员参与变化法Fast Cycle Full Participation Change
Methods 快速全员参与变化法不同于传统的设计组的构成,它不是依靠有限的组员的参与,而是通过研讨会和社会技术设计(socio-technical systems
design)相结合的方法,使得与设计的流程相关的所有人员都参与到设计工作中来。实践证明通过这种方法，设计的质量得以提高后续的实施工作的难度也得以降低，缩短了整个项目的实施周期。 (Change Mgt., Creative Thinking):Rather than relying on the traditional design team with
limited membership, this method involves as many people as
possible from the affected area in the design process through a combination of search
conference and socio-technical systems design methods. Experience has
shown that quality of the design as well as the ease of subsequent implementation
significantly improve, resulting in much less time spent on the project (Pasmore, 1994). --
S1A1, S 2 A 1, S4A1 , S 4 A 3 这是Andersen咨询公司进行业务流程重组时确定重组目标的一种方法。此目标是为了在企业范围内进行BPR时，以最好标杆的十分之一为重组目标。The objective is to restructure the process to come within
ten percent of the best practice (benchmark) within the industry. l 基于活动的成本分析(Activity
based cost) 通过确定产生成本的各种因子来分析每个流程和其子流程如何消耗各种资源的。（This technique determines how a process and its
subprocesses consume resources by identifying cost drivers to
activities） 将运用头脑风暴法形成的意见进行分类与归集，运用图表的方式表示出各分类组内部与相互 之间的关系。 (Creative Thinking): Sorts ideas generated from brainstorming into groups. Diagrams relationships within and between groupings. -- S 4
A 1 l 前提假设暴露法（Assumption Surfacing） 这种技术着眼于战略问题的解决，它将问题看做是某种政策下的假设，而不是直接去分析某一个政策。 (Mitroff, et. al., 1979)。这种技术中的典型问题是：一般应该选择何种假设以及做出这种选择的出发点？它对做出其他假设的影响？所选择的政策在其他假设下是否能够站的住脚，是否具有很强的适应性？this technique treats the problem as one of examining
assumptions underlying a policy rather than formulating and testing specific
policies (Mitroff, et. al., 1979). Typical questions raised include: What
assumptions have been traditionally held and why? What is the effect of making
other assumptions? Can a policy stand up to other assumptions; can it tolerate
them? etc. 通过一些审计的手段，如取样、追查等来考察业务流程的可靠性和集成性。(Measurement): Investigates the reliability and integrity of a business
process through sampling, trails, and other auditing methods. -- S 6 A 1 Benchmarking严格来讲，并不是一种新的技术性方法。所谓标杆瞄准是指在公司，企业或全球性的集团公司内调查现有流程的绩效情况，并且与业界内其它的成功典范进行比较，从而找出差距。业务流程重组中进行标杆瞄准是为了使可改进或需要改进的流程凸现出来。 l 行为建模训练法(Behavioral Modeling Training Method) 这种方法是将探索式训练方法（ETM）同传统的基于讲座的教育方式相结合（比较有利于实际知识的学习），从而完成任务。 This method seeks to combine the traditional lecture-based instruction method, which may be more appropriate for factual knowledge, and ETM (Exploratory Training Method) to cover procedural tasks. l 预算(Budgeting) 在做BPR项目计划时，运用标准的预算方法进行财务和人力资源的预算。 During BPR project planning, a budget for financial and
human resources for the project can be prepared using standard budgeting techniques. -- S 2
A 3 对竞争对手的实力、本公司的优势和劣势进行分析， 从而制定公司的竞争策略。(Business Planning): Analyzes the capabilities of competitors and the company's
strengths and weaknesses, leading to a formulation of the company's
competitive strategies. -- S 1 A 2 l 文化评估分析（Cultural Assessment Analysis） 研究与重新设计的流程相关的新的价值和奖励体系会对需要维护的人员关系的平衡有何影响，或如何改变组织文化（具体表现在员工的共同价值体现和信念上）。A study on how the
new values and reward structure associated with the redesigned process will
affect the balance of relationships needed to maintain or change the
organization's culture as embodied in the shared values and beliefs among its
members. -- S 1 A 1 S 4 A 3, S 5 A 1 l 计算机辅助软件工程（Computer Aided Software Engineering ） 计算机辅助软件工程是一套方法和工具，可使系统开发商规定企业和应用规则，并由计算机自动生成 合适的计算机程序。CASE工具分成“高级”CASE
和“低级”CASE。高级CASE工具用来绘制企业 模型以及规定应用要求，低级CASE工具用来生成实际的程序代码。CASE工具和技术可提高系统分析 和程序员生产率。重要的交付技术包括应用生成程序、前端开发过程面向图形的自动化、配置和管理 系统以及寿命周期分析工具。在系统开发的生命周期各个阶段，支持各个活动的运作或使其自动化。 是基于计算机的系统工具，它能够辅助系统开发过程中的多个阶段的活动，或使其自动化。 （IS SAD）: A system of computer-based tools that assist or automate
the activities in various stages of the systems development life cycle. -- S 4 A
4 S 3 A 1 S 3 A 2 S 4 A 1 l 成本/效益/风险分析（Cost/Benefit/Risk Analysis） 预测重新设计的流程的预计成本与效益，并且分析可能妨碍效益实现的风险因素。(Business Planning): Assesses the expected cost and anticipated benefits of
the redesigned process and analyzes risk factors that may prevent the
realization of the benefits. - S 1 A 4 S 2 A 5 l 关键事件技术（critical Incident Technique） 由专家形成一份说明工作中有效与无效动作的列表清单。然后按对绩效的重要程度对列表内容进行分 类。 (Org. Analysis, Change Mgt.): Experts compile a list of behaviors that represent
effective or ineffective performance on the job. The list is then
sorted into categories based on different degrees of critical importance to
performance. 利用图表表示因果关系，决策的制定者可以通过给定环境中的各种因素感觉到这种因果关系。Graphically represents the causal relationships which are
perceived by the decision makers to exist among the elements of a given
environment. ·
通过“燃烧的桥”、平行处理或者其他的方法将现有的系统转化为新的系统。(IS SAD): Include "burning bridge", parallel operation andother methods for
cutting the current system over to a new system l 核心流程分析（Core Process Analysis） 由麦肯锡公司的 Ostroff
和 Smith
发明的一种技术，用以识别决定企业的竞争优势的跨职能的业务流 程。(Business Planning): A technique developed by Ostroff and Smith (1992) of
McKinsey Co., Inc. for identifying the few cross-functional business
processes that determine the competitive success of the firm. l 关键成功因子法（Critical Success Factors） 由Jack Rockart (1979)提出的一种方法，要求从企业主管那里总结出一些关键因子，这些因子必须得 以持续的监控才能使企业最终取得成功。 (Business Planning): A method developed by Jack Rockart (1979) to elicit from chief executives those
factors that must be continuously monitored in order for the firm to succeed. l 项目计划技术(Project Scheduling Technique) 通过广泛使用的技术如PERT图、关键路径法（CPM）、甘特图来计划、控制和管理项目 (Proj. Mgt.): These include widely used techniques such as PERT, CPM and
Gannt Charting for scheduling, controlling and managing a
project. -- S 2 A 3 l 鱼骨分析(Fishbone Analysis) 鱼骨分析是分析诊断阶段常用的代表性技术。在设计新流程之前，项目小组需要对现有流程存在的问题及其原因进行分析，鱼骨图可以清楚地表达某种结果和可能的原因之间的关系。 (Prob. Solving): A graphical tool using diagram in the shape of a fishbone
for analyzing cause-effect relationships in problem diagnosis. Also
termed "Ishikawa" or root-cause diagrams. -- S 3 A 2 S 6 A 1 鱼骨分析又称特征――因素图或因果图分析法。它通过“脊骨”及其两侧的“大、中、小”骨，层层展示了失效、故障的因果关系。 鱼骨图方框圈住的部分为特征、故障对象或分析对象，置于图中脊骨粗箭头之右。引起特征发生的不同层次因素，相应为大的方向以“大骨”表示，更深一层的因素以“中骨”表示，再次为“小骨”。大、中、小骨均以箭头由小向大层层相连。下图为鱼骨分析的示意图。
l 作用因子分析(Force
Field Analysis) 该方法用于识别推动或阻挠流程执行的作用力。通过图示的方法使分析更简便易行。(Creative Thinking, Change Mgt.): A method for identifying forces that push up as well
as push down process performance. A pictorial representation is
used to facilitate the analysis. -- S 1 A 2, S 4 A 1, S 5 A 1 l Pareto曲线图(Pareto
Diagramming) 这种方法基于Pareto理论——有限的原因能够造成许多影响。该图按照破坏性的递减顺序表示造成问 题的原因，同时揭示了何种原因需要关注。 (Prob. Solving): Based on the Pareto principle that a few causes often
account for most of the effect. The diagram graphically represents problem
causes which are ranked in descending order of destructiveness and indicates which
causes should be targeted. -- S 3 A 2 S 6 A1 由Michael Hammer倡导的创造性技术，他提倡将业务运营规范从头开始进行再思考。该思想是对流 程设计者的挑战，它要求流程设计者建立流程的“延伸”目标，并在现有操作方式的基础上，对基 本的假设进行重新检验。 (Creative Thinking): A creativity technique proposed by Michael Hammer that
advocates the rethinking of the norm of business operation at the
outset. It challenges the designers to set "stretch goals" for the process and re-examine basic
assumptions underlying current operations (Hammer & Champy, 1993) -- S 1 A 2 S
2 A 5 S 4 A 1 S 4 A 3 l 品质功能部署(Quality Function Deployment)\ 一种将客户需求可靠的转化为实际产品规格的方法，这种技术以一种叫做“品质屋”的分析工具为 核心。一系列的“房屋”能够将客户需求转化为流程执行标准。 (Customer Requirements): A method for reliably translating customer requirements
into actual product specifications. The technique is centered
around an analysis tool called "House of Quality." A sequence of such "houses" can be
applied to translate customer requirements into process performance measures (Akao,
1990). -- S 2 A 4 S 3 A 2 S 6 A 1 QFD本来是用于新产品开发过程中，通过“品质屋”将顾客需求转化为可度量的，可操作 的及有改进潜力的相应的产品工程特征。在BPR中可用世界级公司的过程作为标杆设置一 系列顾客的需求，并把他们和过程的特征联系起来。
品质屋的结构：
1、 客户需求：顾客需求驱动整个QFD过程。这部分用顾客的属于列出对顾客重要的属性。这些属性可能很多，因而需要把它们按照设计小组能认同或用正规的非参数统计技术（如聚类分析）组合起来。重要性一栏用1到10的数据表示顾客需求的重要程度，数字越大越重要。 2、 竞争性评价：品质屋右边是评价图。对顾客的每一个需求，根据客户意见将公司X的流程性能和竞争者A和B进行比较（原本是用产品X的性能和竞争者的产品A和B进行比较）。数目越大表示性能越好。这个资讯可以确定我们在哪个顾客需求上将产生竞争优势，应该努力追求。 3、 产品特性：在产品设计时，用工程的语言表达产品特性，位于品质屋的上层。这些特征也象顾客的需求一样进行合并，所不同的是产品特性的术语更多反映的是工程上的特性。 4、 关系矩阵：关系矩阵位于品质屋的中间，把顾客需求和产品的特性联系起来。表示两者之间的联系，分为强相关、相关、相关性不大和负相关。 5、 平衡矩阵：反映的是改变设计特性对其他特性的影响。有利于我们综合考虑问题，看到潜在的问题。 6、 技术评价与目标值：品质屋的底部描述的是对决定设计目标值很重要的一些因素，如成本、难度、和重要性等。目标评价是一些具体特性的数值，可以与其他企业的具体数值进行比较。 品质功能部署这种方法是将顾客需求和流程特性充分联系的一种方法。 一种用于分析同办公程序相关的通信模式及控制结构的图形工具。 (Capture & Model): A graphical tool for analyzing communication pattern and
control structures associated with office procedures (Cook 1981).
-- S 3 A 1 S 4 A 3, S 3 A 2 l 数据流图(DFD：· Data Flow
Diagramming) 通过图形方式来反映在外部实体、内部流程步骤、数据存储元素等方面存在的数据流。(Capture & Model, IS SAD): Graphically depicts the flow of data among external
entities, internal processing steps and data storage elements. --S 3 A 1 S 4 A
1 S 4 A 2 S 4 A 4 用来描述业务流程活动的典型的流程符号和方法。 (Capture & Model): Typical flow charting symbols and methods are applied to
depict the logic and flow of activities in a business process. -- S 3
A 1 S 4 A 1S 4 A 2 l 统计过程控制(Statistical Process Control) 这种方法使用统计学的取样方法，从而能够更快地找出故障原因。 (Prob. Solving, Measurement): This technique involves the application of statistical sampling theory in order to detect malfunctions and defects
faster than is possible with final inspection. -- S 3 A 2 S 6 A 1 l 全面品质管理(Total Quality Management Program) 为了实现质量管理的目的而采用的一系列技术，包括质量功能展开、统计质量控制和鱼骨图。 A class of (rather than a specific) techniques for chieving
overall success in quality management, including techniques such as Quality Function
Deployment, Statistical Quality Control and Fishbone Analysis. -- S6A2 通过收集任务数据、行为数据、能力数据对特定的岗位特点进行分析的系统流程。 (Org. Analysis): A systematic process for collecting task data, behavioral
data, and ability data in analyzing the nature of a specific job. -- S 3 A 1
S 4 A 3 一种通过在模拟的业务流程中指定员工扮演特定角色，从而了解流程中人的作用的方法。 (Prototype & Sim, Change Mgt.): A method for simulating human aspects of a process by having the employee assume a particular role (e.g., the
Customer) in a spontaneous rehearsal of the business process. -- S 4 A 2 S 5 A 1 S 5 A
3 l 过程优先选择矩阵( Process Prioritization Matrix) 过程优先选择矩阵是用来选择需要再造的业务流程以及再造的优先次序的一种方法。一般来讲，流程的优先矩阵图如下： 由企业领导层（可以咨询公司辅助参与）确定了决定企业成功与否的关键成功因子（CSF），和实现这些成功关键因子的企业基本流程（essential process,矩阵中以E表示），以及值的得做的流程（desirable process,矩阵中的D），就可以通过矩阵表示流程和CSF之间的关系。矩阵中，行表示流程，列表示成功关键因子CSF。再造流程的选择标准会因企业的不同而有所不同，一种做法是令E为2，D为1，每一行的总值反映了该流程相对于CSF的重要程度，以行总值的大小对流程进行排队，总值大的优先程度高，再同时考虑成本、风险等因素，最终就可以得到应该进行再造的流程的先后次序。
E=基本流程（2点）；D=值得做流程（1点） （Business Planning）: The matrix relates a set of candidate processes for BPR to
the firms’ critical success factors. A cell is marked with E
(the process is essential to the CSF) or D (the process is desirable) (Kettinger, Teng and Guha,
1996). -- S 1 A 4 研讨会将所有的相关人员（持股者）集中在一起，参与讨论流程改变的必要性以及进行流程改变的方 法。许多流程相关的层次和功能如客户、合伙人、供应商等都被相应的进行描述。 (Business Plan., Change, Mgt.): Search conferences bring all stakeholders into the same
room to participate in a process of defining both the need
for change and how changes should be achieved. All levels and functions related to a
process are typically represented including customers, shareholders and suppliers. (Pasmore,
1994). -- S 1 A 1 S 2 A 1 l 技能储备分析(Skills Inventory
Analysis) 技能储备用来跟踪职员的工作资历、教育程度和工作经验。对这些信息的动态维护与分析对于人力资 源的成功管理是非常重要的。 (Org. Analysis): A skills inventory keeps track of an employee's job
qualification, education and experience. On-going analysis of this
inventory is critical to the success of human resource management. -- S 4 A 3 通过数学逻辑模型对一个流程进行动态的模拟能够使新流程的设计更加容易。 (Prototype & Sim.): Simulation of the dynamic behaviors of a process with mathematical-logical models can facilitate the design of
new processes. -- S 4 A 1 S 4 A 2 l 说服技术(Persuasion technique) 基于组织行为学的“详尽可能性模型”以及“适度-连贯-效力模型”？？，
这些技术结合扩展影响 力的策略，在人公开或私下抵制BPR执行的情况下进行。特殊的说服技术包括“先拒绝后让步”、 “承诺与连贯性原则”、“社会考验”、“爱好”、“伪装稀缺性”等方法。 (Change Mgt.): Based on the "elaboration likelihood model" and
"appropriateness-consistency-effectiveness model" from organizational behavior,
these techniques articulate strategies of influence which can be
used in situations where individuals publicly or privately resist BPR
implementation. Specific persuasion techniques include "rejection-then-retreat," "the
commitment and consistency rule," social proof," "liking," and "artificial scarcity" (Melone,
1995). -- S 1 A 1 S 2 A 1 S 5 A 1 l 企业系统规划(Business Systems Planning) 一种由IBM提出的组织严密、全面广泛的信息系统计划方法论，它围绕数据流和业务流，力 求为企业建立一种稳定的数据结构。-- S 1 A 2 (Business Planning): A top-down, comprehensive IS planning methodology developed
by IBM (1984). It centers around data and business processes
and seeks to build a stable data architecture for the business. -- S 1 A 2 l Delphi技术(Delphi Technique) 群体会议上容易产生的被主流意见所引导，而不能冷静认识问题的现象，为了消除这个现象，通过向 小组中专家发放调查表的形式来达到意见的最终统一。-- S 1 A 2 S 4 A 1 (Creative Thinking): This technique seeks to eliminate the bandwagon effect of
majority opinion in group meetings by issuing a sequence of
questionnaires to a panel of experts to successively refine their opinions and finally reach a
consensus (Couger et al., 1993). -- S 1 A 2 S 4 A 1 l 提案组技术(Nominal Group Technique) 采用讨论和投票的方式，通过员工个人匿名提供观点，达到组织一致目标的结构化方法。 (Creative Thinking): A structured process for reaching group consensus
through anonymous idea generation by individual group members,
followed by discussion and voting (Couger et al., 1993). -- S 1 A 2 S 4 A 1 Porter 和 Millar (1985) 提出，价值链分析即对每个活动进行分析，考虑是否是增值活动（客户愿意 付钱的活动）。价值活动一般分成9类，包括主要流程如后勤、运营、市场等，以及辅助流程如人力资 源、技术管理等。-- S 1 A 2 (Business Planning): As proposed by Porter & Millar (1985), this technique
involves a systematic evaluation of the flow of a company's activities
in terms of "value" (the extent to which buyers are willing to pay for a product or service).
There are nine generic categories of a company's value activities. These can be classified as
primary activities (inbound logistics, operation, marketing, etc.) and support
activities (human resource, technology management, etc.). -- S 1 A 2 有一种理论认为，不同的白领工作者所做的工作会给整个组织带来不同的价值。这种方法着眼点在于： 如何通过让白领阶层经常从事高价值工作，并利用IT技术和流程改进技术来提高员工的工作效率。 (Measurement): This technique is based on the theory that white collar
workers perform activities which have different intrinsic value to the
organization. The approach focuses on how IT and process improvement can be used to increase
efficiency and effectiveness of white collar workers, by allowing them to perform higher
value work more frequently. (Kanevsky & Housel, 1995) -- S 3 A 2 S 6 A
1 l 信息技术分析法(Information
Technology Analysis) 基于Davenport 和 Short (1990)的工作形成的方法，这种技术用于将IT能力同特定的流程再造需求进 行匹配。-- S 1 A 3 （Business Planning）: Based on the work of Davenport and Short (1990), this
technique is used to match IT capabilities to a certain process’
reengineering requirements -- S 1 A 3 l 层次分析法(Analytical Hierarchy Process) 一种将决策目标分解成子目标层次的技术(Saaty, 1980)，而且也是一种平衡子目标之间关系的流程方 法。这些子目标为在多种决策中进行全面评分选择提供了基础。-- S1A4 (Bus. Planning): A technique for organizing the goal for a
decision into a hierarchy of subgoals (Saaty, 1980), and a systematic procedure for
making trade-offs among these subgoals, which will provide the basis for determining the
overall scores for various decision alternatives. -- S1A4 一种通过改变一个人内在的形态、理解事情的方式从而达到对问题理解的改变，以便能够更好地接受 新思想。随着理解的改变，人的反应和行为也要发生相应的改变 A technique for gaining acceptance of new ideas by attempting to change the
way a person internally frames and understands events in order to
change the meaning. When the meaning change, the person’s responses and behaviors
also change (Watzlavick, Weakland and Fisch, 1974). -- S 2 A 1 S 5 A 1 l 团队建立技术(Team Building Techniques) 包括四个典型层次——组织期（排除最初的交流障碍），震荡期（解决暗藏的关系造成的动荡），规 范期（产生信任、一致性、自由反馈）和执行期（团队成员诚实、具有创造性、可依赖、互相支持） --S 2 A 2 S 5 A 1 (Org. Analysis): These techniques involve four typical stages: forming
(remove initial communication inhibition), storming (resolving turbulence
related to hidden agenda), norming (develop trust, consensus, free flow of feedback)
and performing (members now are honest, creative, reliable, and supportive of each
other). -- S 2 A 2 S 5 A 1 l 调查(Survey) 一种用来收集组织标准回答的技术。测量工具应该能够产生比较客观的答案。S 2 A 4 S 3 A 1 S 6A 1 Customer Requirements), Measurement): A technique for collecting standardized responses from a group. A survey instrument should be
constructed to
elicit unbiased responses. -- S 2 A 4 S 3 A 1 S 6 A 1 小组由业务流程所涉及的顾客组成，进行目标和实际流程绩效信息的汇总。(了解顾客的需求) (Customer Requirements): Consists of customers of a businesses process and is formed
to collect information on expected and actual process
performance. --S 2 A 4 S 6 A 1 l 结构化会谈技术(Structured Interview) 这种会谈技巧被用于提问人的问题和题目顺序已经预先准备好的情况中。通常问题列在表格上。
——S 2 A 4 S 3 A 1 S 6 A 1 (Customer Requirements, Prob. Solving): This interview technique is used when an interviewer's questions and their sequence are prepared in
advance, typically on a form. -- S 2 A 4 S 3 A 1 S 6 A 1 l 时间动作分析(Time Motion Study) 该技术需要建立一种已被通过的时间标准，在已给定的计量方法指导下，考虑可能出现的疲劳以及不 可避免的因素，模拟特定工作内容的特定任务。动作研究用来分析员工在从事特定工作的时候肢体的 不同动作，从而消除无效的运动，以达到增加运动速度的目的。--S 3 A 1 S 3 A 2 S 6 A 1 (Measurement): A technique of establishing an allowed time standard to
perform a given task based upon measurement of work content of the
prescribed method, with due allowance for fatigue and unavoidable delays. Motion study
is used to analyze the various body motions employed in doing a job for the purpose of
eliminating ineffective movements and speeding effective movements. -- S 3 A 1 S 3
A 2S 6 A 1 l 语言交互建模(Speech Interaction Modeling) 由T. Winograd 和 F. Flores (1986)建立的一门利用语言动作的暗示，建构组织工作流程的方法。 不 同于将协同看作是任务或任务之间的信息流，协同通过人们的语言行为来得以定义。对于业务流 程，执行时的承诺是客户与供应商进行交流的基础。语言动作的例子有需求、提议、协定、撤销、 拒绝提议、报告完成等。--S 3 A 1 S 4 A 3 S 4 A 1 S 4 A 4 (Capture & Model): A technique developed by T. Winograd and F. Flores (1986)
to model organizational workflow using the metaphor of
speech-action. Instead of viewing coordination as tasks or information flows between tasks,
coordination is defined by the language acts through which people coordinate. For business
processes, implementation commitments are the basis for communications in
customer-supplier relationships. Examples of speech-acts include request, offer, agreement,
withdraw, counteroffer, report completion, etc. --S 3 A 1 S 4 A 3 S 4 A 1 S 4 A 4 l 员工小组态度观念评估(Employee and
Team Attitude Opinion Assessment) 通过心理测试工具对工作满意度、组织约束程度、员工对于流程重组后的新设计的工作的态度进行评 估。
(Org. Analysis): Uses psychometric instruments to measure job satisfaction,
organization commitment, and employee opinions in
connection to newly designed jobs for the reengineered process. --S3A1 S4A2 S6A1 l 作用活动图(Role Activity Diagramming) 一种通过简单易懂的图表符号表现角色、动作、事件、状态、情景、决定、平行关系等概念的方法。 (Capture & Model): The technique represents the concepts of role, action,
interaction, event, state, case, decision and parallelism in
easy-to-understand diagrammatic notations. (Spurr et al., 1994) -- S 3 A 1 S 4 A
1 通过整合每个岗位的工作内容、条件、奖励机制从而达到员工、技术、流程有效结合的技术。岗位设 计所产生的新机会（如授权员工参与更多的决策工作），与流程重组有着密切关系。 (Org. Analysis): A technique to integrate work content, qualifications and
rewards for each job in a way that achieves an effective fit between people,
technology and process. New opportunities for job design such as empowering employees
with more decision making responsibilities are typically associated with process
reengineering. -- S 4 A 1 S 4 A 3 l 社会技术系统设计(Socio-Tech System Design) 这种技术强调参与、学习、授权的人文主义原则，将组织看成是由掌握工具、技术和知识的人（社会 系统）所构成的系统，提供产品和服务。 两个系统必须有效结合以达到最优(Pava, 1983)。比较典型 的运用这种方法的设计技术是Mumford (1994)建立的“9步道德规范法”。 (Capture & Model, Change Mgt., Org.
Analysis):Emphasizing the humanistic principles of participation, learning and empowerment, this technique
views an organization as made up of people (the social system) using tools, techniques
and knowledge (the technical system) to produce goods or services. The two systems must
be effectively fit to one another to achieve optimal functioning (Pava, 1983). A
typical design technique using this approach is the 9-step ETHICS method developed by Mumford
(1994). -- S 4 A 1 S 4 A 3 S 5 A 1 该方法最初由Peter Checkland (1981)开发，用来解决非结构化问题的结构化以及定义客户的需求。这 通过种技术在最初对现实情况进行细详尽描述和细节说明时，需要用户高度的参与。随后，利用系统 的思想，需要建立“应有的”流程可选择概念模型，以进行自由分析。最后，通过对实际世界和想象 流程的比较和整合，发现新的解决流程。 (Capture & Model, Org. Analysis): Originally developed by Peter Checkland (1981) for structuring unstructured problems and defining user
requirements, the technique requires a high degree of participation in first painting a detailed
or "rich picture" of a real world problem. Next, using system thinking, disengaged analysis
requires the development of alternative conceptual models of "should be" processes.
Finally, the comparison and integration of these real world and imaginary processes are
discussed to discover a new course of action. -- S 4 A 1 S 4 A 3 S 5 A 1 业务流程是由一系列任务构成的，这些任务按照指定的顺序进行，使得来自不同信息源头的信息能够 整合，这是工作流概念的考虑思路。有三种典型的工作流：基于事件的、日常的、特别的。工作流 设计的目标就是理顺人、流程、信息、任务、管理之间的关系。-- S 4 A 1 S 4 A 4 (Capture & Model, IS SAD): The notion of workflow is rooted in the idea that business
processes are sets of tasks done in prescribed order that
incorporate information from various sources. There are three types of workflows:
case-based, general, and ad hoc. The goal of workflow design is to make the relationships
between people, procedures, information, tasks, and management explicit. -- S 4 A 1 S 4
A 4 l 基于团队的组织设计(Team-based Organizational Design) 这种方法基于特定的假设——工作的完成依赖于一组人员的整体协作，协作的效果来自于人们是否 有共同的目标，是否这种共同的目标促使人们相互信任和相互尊重。基于团队管理的技术依靠多种技 术的共同运用来提高团队绩效。例如共同进行决策、自行管理团队等。 -- S 4 A 3 S 5 A 1 (Org. Analysis): This is based on the premise that a sense of work
accomplishment is derived from group commitment which is developed by member
interdependence based on a common organizational purpose that leads to
trust and respect. Techniques for team-based management refer broadly to a wide variety of
techniques that enhance team performance. Examples include participatory decision
making, self-managed teams, etc. -- S 4 A 3 S 5 A 1 l 信息工程(Information Engineering) 由James Martin (1990)提出的系统化集成的业务模型，用于建构组织信息系统的稳定架构。这些模型 构成了结构化信息系统开发的基础。-- S 4 A 4 （IS SAD）: Developed by James Martin (1990) to systematically
integrate business models in developing a stable architectural foundation for an
organization's information systems. These models form the basis for structured information
systems development. -- S 4 A 4 l 软件再工程(Software Reengineering) 在原有流程逻辑和数据结构的基础上进行再造，保留旧有系统的可继承部分的一种技术。通过运用 DBMS和CASE可以使新系统快速建立。S 4 A 4 (IS SAD): A technique for salvaging old legacy systems through
reverse engineering to recover processing logic and data structure in existing
systems. This is followed by forward engineering where "new" systems can be quickly
generated with DBMS and CASE tools. -- S 4 A 4 在实体、属性、关系、存取方式等方面详细说明数据库的逻辑和物理结构的方法。(IS SAD): Attempts to specify the logical and physical structures of a
database in terms of entities, attributes, relationships, access paths, etc. -- S 4 A 4 l 信息系统原型法(IS Prototyping) 这种方法通过开发一个简单版本的信息系统，使用户能够达到调整他们信息需求的目的。-- S 4 A 4 (IS SAD): A technique involving the development of simplified trial
versions of an information system to be presented to users for the purpose
of fine tuning their information requirements. -- S 4 A 4 l (联合应用开发/快速应用开发技术)Joint Application Development/Rapid Application Development JAD需要对使用者正式分派任务，使其成为开发小组成员，从而加速分析与设计的工作速度。RAD通 过4GL，计算机辅助软件工程，范式模型同JAD相结合使用。-- S 4 A 4 (IS SAD): JAD requires formal assignment of users as members of the
development team to speed up the analysis and design process. RAD may be
used in conjunction with JAD through application of 4GL, CASE and extensive prototyping.
-- S 4 A 4 l 信息系统流程技术(IS System Walk-through) 企业的管理人员、分析人员、编程人员通过正式的设计评价，来决定设计的完成度、准确性和质量的 方法。 -- S 4 A 4 (IS SAD): Involves formal design review by a group of managers,
analysts, programmers to determine completeness, accuracy, and quality of the
design. -- S 4 A 4 l 系统测试技术(System Testing
Techniques) 对于信息系统进行：局部测试（单元测试）、整体程序测试（系统测试）、包含相关系统大量数据的 应用测试（集成测试）以及任客户要求的测试（可接纳性测试）等系列测试的技术。--S 5 A 2 (IS SAD): A technique for testing information systems in terms of
individual program (unit testing), the entire systems of programs (systems testing),
the application with a large amount of data (volume testing) all related systems
together (integration testing), and any tests required by users (acceptance testing). --S 5 A
2 l 基于引导的训练法(Instruction Based Training) 这是一种传统的基于语言教学的方法，教师采用结构化的、详细的介绍来解释问题。 这种方法适用 于传授实际的知识。-- S 5 A 3 (Change Mgt.): This is the traditional lecture oriented training method
where an instructor makes organized and detailed presentations to explain
materials. This method may be appropriate for factual knowledge. -- S 5 A 3 l 探索性培训方法(Exploratory Training Method) 培训不采取传统的授课方式，而是在教师的指导下，采用探测性的检验流程方式进行。这种方法适用 于高度结构化的程序化任务。(Change Mgt.): Instead of lecturing, training is accomplished through an exploratory trial-and-error process under the
guidance of an instructor. This method may be more appropriate for highly structured
procedural tasks.-- S 5 A 3 如果您希望与本文章的作者或其所在机构，进一步交流，请联系：畅享网 姜小姐 jill.jiang@amteam.org | 021-51096826-112 | 在线联系 |
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