企业流程重组

企业流程重组中技术览表
阶段
务
技术
阶段1
构思设想
理者承诺
愿景
·快速全员参变化法·研讨会·愿景
·说服技巧

发现业务流程重组
机会
·前提假设暴露法·核心流程分析·头脑风暴法
·作子分析·企业系统规划·竞争分析
·关键成功子法·Delphi技术·文化评估分析
·提案组技术·黑箱思考·价值链分析

认识IT／IS潜
·头脑风暴法·企业系统规
·资讯技术分析
选择程
·层次分析法·关键成功子法
·成／效益风险分析·程优先选择矩阵
阶段2
项目准备
通知股东
·说服技巧·研讨会·意义重释法
·快速全员参变化法

成立重组组
·团队建立技术

制定项目实施计划
·预算·项目计划技术

分析外部顾客需求
·头脑风暴法·品质功部署·调查
·焦点讨组·结构化会谈技术
设置业务流程重组
绩效目标
·设立标杆法·关键成功子法·10X技术
·成／效益／风险分析·黑箱思考
阶段3
分析诊断
描述现程

·基活动成分析·DFD·程流图
·计算机辅助软件工程·IDEFO3·资讯控制网
·层次化着色Petri网·岗位分析·时间动作研究
·语言交互建模调查·结构化会谈技术
·员工组态度观念评估作活动图
分析现程
·基活动成分析·鱼骨图 ·Pareto曲线图
·层次化着色Petri网 ·头脑风暴法·果图
·品质功部署·IDEFO3·统计程控制
·计算机辅助软件工程·价值分析·资讯控制网
阶段4
程设计



分析定义新流程
初步方案



·层次化着色Petri网 ·头脑风暴法·果图
·计算机辅助软件工程·岗位设计作子分析
·社会技术系统设计·IDEFO3·软系统方法
·语言交互建模·IDEF2·联姻图
·前提假设暴露法·模拟·作活动图
·成／效益／风险分析·黑箱思考·Delphi技术
·快速全员参变化法·愿景工作流设计
·提案组技术·DED·程流图


建立新流程原型
设计方案
·基活动成分析DFD·角色扮演
·层次化着色Petri网·IDEFO23·模拟
·程流图

设计力资源

·快速全员参变化法·黑箱思考·软系统方法
·社会技术系统设计·岗位分析·资讯控制网
·语言交互建模·岗位设计·头脑风暴法
·基团队组织设计·技储备分析
·员工组态度观念评估·关键事件技术
资讯系统分析
设计
·计算机辅助软件工程·资讯工程·软件工程
·语言交互建模·DFD·数库设计
·资讯系统原型法·IDEF1 1X456·JAD
·信息系统流程技术·工作流设计
阶段5
程实施
重组组织结构
运行机制
·前提假设暴露法·头脑风暴法·作子分析
·社会技术系统设计·意义重释法·团队建立技术
·基团队组织设计·角色扮演法·技储备分析

资讯系统实施
·系统测试技术

培训员工
·行建模训练法·角色扮演法
·基引导培训法·探索性培训方法
新旧程切换
·转变技术
阶段6
持续发展
评估程绩效

·基活动成分析·审计·焦点讨组
·时间动作研究·调查·鱼骨分析
·统计程控制·价值分析·结构化会谈技术
·品质功部署·Pareto曲线图
·员工组态度观念评估
转连续改善活动
·全面品质理


● 愿景
英文(V1S10n)指组织中愿景象理想目标未景象全面清晰设想描绘包括企业价值流程组织价构信息技术岗位职责企业环境等
建立愿景注意点步骤：
1建立良团队(Cast your team)
2定义项目范围目标(Project scope and objectives)
3学更广博知识超越知解领域中获改进思路
(Build profound knowledge)
4站未未起点反观现突破原思维模式进行逆思维
( stand in the future)
5建立企业战略方针导愿景


● 头脑风暴法
头脑风暴法(Brainstorming)20世纪50年代开始流行常决策早期阶段解决组织中新问题重问题头脑风暴法通讨会产生新想法建议 般产生方案进行决策脑力激荡法具体操作：
1 召集关员
参加员行业专家行业员甚毫相关员数7—10间
2 选择合格召集
士持头脑风暴法召集应该具备列条件：
(1) 解召集目
(2) 掌握脑力激荡法原
(3) 善引导家思考发表观点
(4) 发表倾性观点
(5) 善阻止相互间评价批评
3 选择舒适点
选择点应该具备列条件：
(1) 间温度适宜安静光线柔办公室会议室
(2) 严禁电话干扰
(3) 架性良录音机
(4) 块白板白纸夹板相应书写工具
4 召集宣布会议开始
召集会议开始时清目拟解决问题会议规(相互间评等等)考虑10分钟
5脑力激荡中应注意点：
(1)种方案讲出方案听起笑切实际
(2)求讲出方案简单说明
(3)鼓励方案引出新方案
(4)全程录音
(5)种方案写白板见利激发出新方案
6 结束
脑力激荡时间般超90分钟结束时位参者表示感谢

● IDEF
IDEFICAM(Integrated Computer Aided Manufacturing)definitio method缩写种结构化系统分析设计工具系统分析复杂系统设计重步骤复杂系统分析成相独立较简单子系统字系统分解成更简单模块顶层层分解直底层
美国空军首先集成计算机辅助制造项目中运IDEF方法国国家 CIMS实验工程研究中心项目设计中早IDEF方法
·IDEFO：功模型(function modeling)建立模型描述系统功活动联系
·IDEFlX：数模型(data modeeling)描述系统信息联系构造信息模型进行数库设计
·IDEF2：仿真模型(simulation modcldesign)系统模拟建立动态模型
·IDEF3：程描述获取(process description capture)
·IDEF4：面象设计(objectoriented design)
·IDEF5：体描述获取(ontology description capture)
·IDEF6：设计原理获取(design rationale capture)
·IDE厂7：信息系统审定(information system auditing)
·IDEF8：系统接口设计(hunlansystem interface design)
·户接口建模(user interface modeling)
·IDEF9：营约束发现(business constraint discovery)场景驱动信息系统设计(scenariodriven IS design)
· IDEF10：信息制品建模(information artifact modeling)
实施体系结构建模(implementation architecture modeling)
· IDEFll：信息工具建模(information artifact modeling)
· IDEFl2：组织设计(organization design)
组织建模(organization modeling)
· IDEFl3：三模式映射设计(three schenla mapping design)
· IDEFl4：网络设计(network design)
陈禹六编IDEF建模分析设计方法清华学出版社出版
IDEF0功模型局部图例：
IDEF036
美国空军计算机集成制造项目中运系统分析设计方法IDEF0解功需求活动建模工具(确认需做什)IDEF 3通状态转换表时间维度合采集企业中研究象行 IDEF 6未采集超前设计构成IDEF模型知识思想

(Capture & Model)：A systems analysis and design methodology established by USAir Force as a result of its Integrated Computer and Manufacturing (ICAM) program．IDEF 0 is an activity model ingmodule 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 designsie the knowledge and thinking that went into framing the other IDEF modules．(Mayer et al 1995)——S 3A 1 S 3A 2S 4A 1 S 4A 2·IDEF 11X45
IDEFl种实体关系图表法数建模模型 IDEFlX传统关系数库进行设计种IDEF工具 IDEF 4处理面象数模型
IDEF 5规模分析设计信息提供数库——S 4A 4
(IS SAD)：IDEF 1 is the datamodeling module using the entity relationship diagramming methodIDEF 1x is a version of IDEF specifically aimed at designing traditional relational databases．IDEF 4 deals with objectoriented data modeling IDEF 5 provides a repository for large analysis and design nformation．(Mayer et al1995)——S 4A 4

·IDEF 2
种IDEF模型流程提供模拟功描绘流程动态行组织 利信息资源提
(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 4A1 S 4A 2


● 层次化着色Petri网(Hierarchical Colored PetriNets)
传统Petri网络系统模型彩色版非常适描述模拟分析型系统流程
(Capture & ModelPrototype & Sim)：A colored version of the traditional Petri—Net systems nlodelswellsuited for portrayingsimulating and analyzing large systems and processes．——S 3 A 1 S 3 A 2 S 4A 1 S 4A 2


● 快速全员参变化法Fast Cycle Full Participation Change Methods
快速全员参变化法传统设计组构成限组员参通研讨会社会技术设计(socio—echnicalsystemsdesign)相结合方法设计流程相关员参设计工作中实践证明通种方法设计质量提高续实施工作难度降低缩短整项目实施周期
(Change Mgr Creative Thinking)：Rathcr than relying on the traditional design team with limited membershipthis method involves as manypeople as possible from the affected area in the design process through a combination of search conference and sociotechnical systems design methods．Experience has shown that quality of the design as well as the ease of subsequent implementation significantly improveresulting in much less time spent on the project(Pasmore1994)．S1A1S 2A 1S4A1S 4A 3


● 10X技术(10X technique)
Andersen咨询公司进行业务流程重组时确定重组目标种方法目标企业范围进行BPR时标杆十分重组目标The objective is to restructure the process to come within ten percent of the best practice (benchmark) within the industry

● 基活动成分析(Activity based cost)
通确定产生成种子分析流程子流程消耗种资源
(This technique determines how a process and its subprocesses consume resources by ident
ifying cost drivers to activities)

● 联姻图(Affinity Diagramming)
运头脑风暴法形成意见进行分类集运图表方式表示出分类组部相互间关系(Creative Thinking)：Sorts ideas generated from brainstorming into groups． Diarams relationships within and between groupings．——S 4 A 1

● 前提假设暴露法(Assumption Surfacing)
种技术着眼战略问题解决问题做某种政策假设直接 分析某政策 (Mitroff et al 1979)种技术中典型问题：般应该选择种假设做出种选择出发点做出假设影响选择政策假设否够站住脚否具强适应性this technique treats the problem as one of examining assumptions underlying a policy rather than formulating and testing specific policies (Mitroff et al1979)．Typical questions raised include：What assumptions have been traditionally held and why What is the cffect of making other assumptions Can apolicy standup to other assumptionscan it tolerate them etc．

● 审计(Auditing)
通审计手段取样追查等考察业务流程性集成性(Measurement)： Investigates the reliability and integrity of a business process through samplingtrailsand other auditing methods．——S 6 A 1


● 设立标杆(Benchmarking)
Benchmarking严格讲种新技术性方法谓标杆瞄准指公司企业全球性集团公司调查现流程绩效情况业界成功典范进行较找出差距业务流程重组中进行标杆瞄准改进需改进流程凸现出

● 行建模训练法(Behavioral Modeling Training Method)
种方法探索式训练方法(ETM)传统基讲座教育方式相结合(较利实际知识学)完成务 This method seeks to combine the traditional lecturebased instruction methodwhich maybc more appropriate forfactual kn(3wledgeandETM(Exploratory Training Method)(Ocover procedural tasks．


● 预算(Budgeting)
做BPR项目计划时运标准预算方法进行财务力资源预算 During BPR project planninga budget for financial and human resources for the preot can be prepared using standard budgeting techniques．——S 2A 3


● 竞争分析(Competitive Analysis)
竞争手实力公司优势劣势进行分析 制定公司竞争策略(Business Planning)：Analyzes the capabilities of competitors and the company's strengths and weaknessesleading to a fornmlation of the company's competitive strategies．——S 1 A 2


● 文化评估分析(Cultural Assessment Analysis)
研究重新设计流程相关新价值奖励体系会需维护员关系衡影响改变组织文化(具体表现员工价值体现信念)A study on how the new values and reward structure associated with the redesigned proccss will affect the balance of relationships needed to maintain or change the organization's culture as embodied in the sharedvalues andbeliefs among its members．——S 1 A 1 S 4A 3S 5 A 1

● 计算机辅助软件工程(Computer Aided Software Engineering)
计算机辅助软件工程套方法工具系统开发商规定企业应规计算机动生成合适计算机程序CASE工具分成高级CASE低级CASE高级CASE工具绘制企业模型规定应求低级CASE工具生成实际程序代码CASE工具技术提高系统分析程序员生产率重交付技术包括应生成程序前端开发程面图形动化配置理系统寿命周期分析工具系统开发生命周期阶段支持活动运作动化基计算机系统工具够辅助系统开发程中阶段活动动化
(IS SAD)：A system of computerbased 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 4A 1

● 成／效益／风险分析(Cost／Benefit／Risk Analysis)
预测重新设计流程预计成效益分析妨碍效益实现风险素(Dusiness Planning)：Assesses the expected cost and anticipated benefits of the redesigned process and analyzes riskfactors that mayprevent the realization of the benefits．S 1 A 4 S 2 A 5


● 关键事件技术(critical Incident Technique)
专家形成份说明工作中效效动作列表清单然绩效重程度列表容进行分类
(Org·AnalysisChangeMgt)：Experts compile a list of behaviors that represent effectivetive or ineffective performance on the job The list is then sorted into cagegories based different degrees of critical importance to performance．


● 果图(CognitiveMapping)
利图表表示果关系决策制定者通定环境中种素感觉种果关系Graphically represents the causal relationships which are perceived by the decision makers to exist among the elements of a given environment

· 通燃烧桥行处理者方法现系统转化新系统(ISSAD)：Include burningbridgeparallel operation and other methods for cutting the current system over to a new system


● 核心流程分析(Core Process Analysis)
麦肯锡公司OstrolfSmith发明种技术识决定企业竞争优势跨职业务流 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．


● 关键成功子法(Critical Success Factors)
Jack Rockart(1979)提出种方法求企业里总结出关键子子必须持续监控企业终取成功 (Business Planning)：A method developedbyJack Nockart(1979) to clicit from chief executives those factors that must be continuously monitored in order for the firm to succeed．

● 项目计划技术(Project Scheduling Technique)
通广泛技术PERT图关键路径法(CPM)甘特图计划控制理项目 (Proj Mgr)：These include widely used techniques such as PERTCPM and Gannt Charting for schedulingcontrolling and managing a projectS 2A 3

● 鱼骨分析(Fishbone Analysis)
鱼骨分析分析诊断阶段常代表性技术设计新流程前项目组需现流程存问题原进行分析鱼骨图清楚表达某种结果原间关系
(Prob．Solving)：A graphical tool using diagram in the shape of a fishbone for analyzing causeeffcct relationships in problem diagnosis．Also termed Ishikawat or rootcause diagrams．——S 3 A 2 S 6 A 1 鱼骨分析称特征素图果图分析法通脊骨两侧中骨层层展示失效障果关系 鱼骨图方框圈住部分特征障象分析象置图中脊骨粗箭头右 引起特征发生层次素相应方骨表示更深层素 中骨表示次骨中骨均箭头层层相连图鱼骨分析示意图


● 作子分析(Force Field Analysis)
该方法识推动阻挠流程执行作力通图示方法分析更简便易行(Creatlve ThinkingChangeMgt)：A method for identifying forces that push up as well as push down proccss performance．A pictorial representation is used to facilitate the analysis． ——S 1 A 2S 4 A 1S 5 A 1


● Pareto曲线图(Pareto Diagramming)
种方法基Pareto理——限原够造成许影响该图破坏性递减序表示造成问题原时揭示种原需关注
(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


● 黑箱思考(Outof Box Thinking)
Michacl Hammer倡导创造性技术提倡业务运营规范头开始进行思考该思想流程设计者挑战求流程设计者建立流程延伸目标现操作方式基础基假设进行重新检验
(Creatlve Thinking)：A creativity technique proposed by Michael Hammer that advocates the rethinking of the nornl of business operation at the outset．It challenges the designers to set stretch goals for the process and reexaminebasic assumptions underlying current operations(Hammer & Champy1993)——S 1 A 2 S 2 A 5 S 4 A 1 S 4 A 3


● 品质功部署(Quality Function Deployment)＼
种客户需求转化实际产品规格方法种技术种做品质屋分析工具核心系列房屋够客户需求转化流程执行标准
(Customer Requirements)：A method for reliably translating customer requlrenlents into actual product specifications．The technique is centered around an analysis tool called House of Quality A sequence of such housescan be applied to translate customer reqmrements into process performance measures(Akao1990)．——S 2A 4S 3A 2S 6A 1
QFD新产品开发程中通品质屋顾客需求转化度量操作改进潜力相应产品工程特征BPR中世界级公司程作标杆设置系列顾客需求程特征联系起
品质屋结构：
l客户需求：顾客需求驱动整QFD程部分顾客属列出顾客重属性属性需设计组认正规非参数统计技术(聚类分析)组合起重性栏110数表 示顾客需求重程度数字越越重
2竞争性评价：品质屋右边评价图顾客需求根客户意见公司X流程性竞争者AB进行较(原产品X性竞争者产品AB进行较)数目越表示性越资讯确定顾客需求产生竞争优势应该努力追求
3产品特性：产品设计时工程语言表达产品特性位品质屋层特征象顾客需求样进行合产品特性术语更反映工程特性
4关系矩阵：关系矩阵位品质屋中间顾客需求产品特性联系起表示两者间联系分强相关相关相关性负相关
5衡矩阵：反映改变设计特性特性影响利综合考虑问题潜问题
6技术评价目标值：品质屋底部描述决定设计目标值重素成难度重性等目标评价具体特性数值企业具体数值进行较
品质功部署种方法顾客需求流程特性充分联系种方法


● 资讯控制网(Information Control)
种分析力公程序相关通信模式控制结构图形工具
(Capture & Mode)：A graphical tool for ahalyzing conmmnication pattern and control structures associated with office procedures (Cook l981)．——S 3A1 S 4A 3S 3A 2

通图形方式反映外部实体部流程步骤数存储元素等方面存数流(Capture & ModelISSAD)：Graphicany depicts the flow Of data among external entitlesinternal processing steps and data storage elements．S 3 A 1 S 4A 1 S 4A 2 S 4 A 4

● 程流图(Process Flowcharting)
描述业务流程活动典型流程符号方法
(Capture & Model)：Typical flow charting symbols and methods are applied to depict the logic and flow of activities nabusinessprocess．——S 3A 1 S 4A 1S 4A 2

● 统计程控制(Statistical Process Control)
种方法统计学取样方法够更快找出障原
(Prob．SolvingMeasurement)：This technique involves the application of statistical sal21plmg theory in order to derect malfunctions and defects faster than is possible with final inspection．——S 3 A 2 S 6 A 1

● 全面品质理(TotalQualyManagementPrOgram)
实现质量理目采系列技术包括质量功展开统计质量控制鱼骨图
A class of (rather than a specific) techniques for chieving overall success in quality managementincluding techniques such as Quality Function DeploymentStatistical

Quality Control and Fishbone Analysis．——S6A2
● 岗位分析(Job Analysis)
通收集务数行数力数特定岗位特点进行分析系统流程
(Org Analysis)：A systematic process for collecting task databehavioral dataandability
data in analyzing the nature of a specific job．——S 3A1 S 4A 3
● 角色扮演(Role Playing)
种通模拟业务流程中指定员工扮演特定角色解流程中作方法
(Prototype & SimChange Mgt)：A method for sinmlating human aspects of aprocess by having the employee assume a particular role (egthe Customer) in a spontaneous rehearsal of the business process．——S 4A 2 S 5 A 1 S 5 A 3


● 程优先选择矩阵(Process Prioritization Matrix)
程优先选择矩阵选择需造业务流程造优先次序种方法般讲流程优先矩阵图：
企业领导层(咨询公司辅助参)确定决定企业成功否关键成功子(CSF)实现成功关键子企业基流程(essential process矩阵中E表示)值做流程(desirable process矩阵中D)通矩阵表示流程CSF间关系矩阵中行表示流程列表示成功关键子CSF造流程选择








关键成功子


C1
C2
C3
C4
C5
C6
Total

P1

E

D


2
P2


E

D
D
4
企
P3
E
D

D

D
5
业
P4



E


2
流
程
P5


D



1

P6

E
D

E
E
7

P7
D
E

E

D
6
P8
D

E
E


5

标准会企业种做法令正2D1行总值反映该
流程相CSF6勺重程度行总值流程进行排队总值优先程度
高时考虑成风险等素终应该进行造流程先次序

正基流程(2点)D值做流程(1点)
(Business Planning)：The matrix relates a set of candidate processes for BPR to the
firms' critical success．A cell is marked with (the process is essential to the CSF)
or D (the process is desirable) (KettingerTeng and Guha1996)S 1 A 4
● 研讨会(Search Confcrence)
研讨会相关员(持股者)集中起参讨流程改变必性
进行流程改变方 法许流程相关层次功客户合伙供应商等相应进行描述
(Business Plan ChangeMgt)：Search conferences bring all stakeholders into the sameroom to panicipate in a process of dehning both the need for change and how changcs should be achieved．All levels and functions related to aprocess are typically represented
including customersshareholders and suppliers．(Pasmore1994)．——S 1 A 1 S 2A1

●技储备分析(Skills Inventory Analysis)
技储备踪职员工作资历教育程度工作验信息动态维护分析力资源成功理非常重
(Org Analysis)：A skills inventory keeps track of an employee's job qualification education and experience．Ongoing analysis of this inventory is critical to the success of human resource management．——S 4A 3

●模拟(Simulation)
通数学逻辑模型流程进行动态模拟够新流程设计更加容易
(Prototype & Sim)：Simulation of the dynamic behaviors of a process with mathematicallogical models can facilitate the design of new processes．——S 4 A 1 S 4 A2

●说服技术(Persuasion technique)
基组织行学详性模型适度……连贯……效力模型？？ 技术结合扩展影响力策略公开私抵制BPR执行情况进行特殊说月良技术包括先拒绝步 承诺连贯性原 社会考验 爱 伪装稀缺性等方法
(Change Mgr)：Based on the elaboration likelihood modeland appropriatenessconsistencyeffectiveness modelfrom organizational behaviorthese techniques articulate strategies of influence which canbe usedin situations where individuals publicly or privately resist BPR implementation．Specific persuasion techniques include rectionthenretreat the commitment and consistency rule
social proof liking and artificial scarcity(Melone1995)．——S 1 A 1 S 2 A 1 S 5 A1

●企业系统规划(Business Systems Planning)
种IBM提出组织严密全面广泛信息系统计划方法围绕数流业务流力求企业建立种稳定数结构——S1A 2
(Business Planning)：Atop—downcomprehensive IS planning methodology developed by IBM (1984)．It centers around data and business processes and seeks to build a stable data architecture for thebusiness．——S 1 A 2

●Delphi技术(Delphi Technique)

群体会议容易产生流意见引导冷静认识问题现象消
现象通
组中专家发放调查表形式达意见终统——S1A2 S 4A1
(Creative Thinking)：This technique seeks to eliminate the bandwagon effect of majority
opinion in group meetings byissuinga sequence of questionnaires to apanel of experts
to successively refine their opinions and finally reach a consensus (Couger et 1993)．
——S 1 A 2 S 4A 1
●提案组技术(Nominal Group Technique)
采讨投票方式通员工匿名提供观点达组织致目标结构
化方法
(Creative Thinking)：A structured process for reaching group consensus through
anonynlous idea generation by individual group membersfollowed by discussion and
voting (Couger et al1993)．——S 1 A 2 S 4 A 1

●价值链分析(ValueChain Analysis)
PorterMillar(1985)提出价值链分析活动进行分析考虑否增值活动(客户愿意付钱活动)价值活动般分成9类包括流程勤运营市场等辅助流程力资源技术理等——S 1 A 2
(Business Planning)：Asproposed 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
logistricsoperationmarketingetc) and support activities (human resourcetechnology
managementetc)——S 1A 2


●价值分析(Value Analysis)
种理认白领工作者做工作会整组织带价值种方法着眼点： 通白领阶层常事高价值工作利IT技术流程改进技术提高员工工作效率
(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 canbe used to increase efficiency and effectiveness of white collar workersby allowing them to perform higher value Work more frequently (Kanevsky & Housel1995)——S 3 A 2 S 6 A 1

基DavenportShort(1990)工作形成方法种技术汀力特定流程造需求进行匹西——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 certainprocess’reengineering requirements——S 1 A3


●层次分析法(Analytical Hierarchy Process)
种决策目标分解成子目标层次技术(Saaty1980)种衡子目标间关系流程方法子目标种决策中进行全面评分选择提供基础——SlA4
(Bus．Planning)：A technique for organizing the goal for a decision into a hierarchy of subgoals(Saaty1980)and a systematic procedure for making tradeoffs among these subgoalswhich will provide the basis for determining the overall scores for various decision alternatives．——SlA4

● 意义重释法(Reframing)
种通改变形态理解事情方式达问题理解改变便够更接受新思想着理解改变反应行发生相应改变
A technique for gaining acceptance of new ideas by attempting to change the way a person internally frames andunderstands events in order to change the meaning When the meaning changethe person's responses and behaviors also change (Watzlavick Weakland and Fisch1974)．——S 2A1 S 5A1

● 团队建立技术(TeamBuildingTechniques)
包括四典型层次——组织期(排初交流障碍)震荡期(解决暗藏关系造成动荡)规范期(产生信致性 反馈)执行期(团队成员诚实具创造性赖互相支持)
——S 2 A 2 S 5 A 1
(Org Analysis)：These techniques involve four typical stages：forming (remove initial conmmnication inhibition)torming(resolving turbulence related to hiddcn agenda) norming (develop trustonsensusfree flow of feedback) and performing (membcrs now are honestcreativereliableandsupportive of each other)．——S 2A 2S 5Al


●调查(Survey)
种收集组织标准回答技术测量工具应该够产生较客观答案S 2A 4 S 3 A 1 S 6 A 1
Custonler 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

● 焦点讨组(Focus Group)
组业务流程涉顾客组成进行目标实际流程绩效信息汇总(解
顾客需求)
(Custonler Requirements)：Consists of customers of a businesses process and is formed
to collect information on expected and actual process performance．S 2A 4 S 6A 1
●结构化会谈技术(Structured Interview)
种会谈技巧提问问题题目序已预先准备情况中通常问题列表格
——S 2 A 4 S 3 A 1 S 6 A 1
(Customer RequirementsProb．Solving)：This interview technique is used when an interviewer's questions and their sequence are preparedin advancetypically on a form． S 2A 4 S 3A 1 S 6 A 1

● 时间动作分析(Time Motion Study)
该技术需建立种已通时间标准已定计量方法指导考虑出现疲劳避免素模拟特定工作容特定务动作研究分析员工事特定工作时候肢体动作消效运动达增加运动速度目——S 3A1S 3A 2S 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 methodwith 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 6A 1


●语言交互建模(Speech Interaction Modeling)
丁．WinogradF．Flores(1986)建立门利语言动作暗示建构组织工作流程方法 协作务务间信息流协通语言行定义业务流 程执行时承诺客户供应商进行交流基础语言动作例子需求提议协定撤销 拒绝提议报告完成等——S 3A1S 4A 3S 4A1S 4A4
(Capture & Model)：A technique developedbyT．Winograd and FFlores(1986) tomodel organizational workfiow using the metaphor of speechaction．Instead of viewing coordination as tasks or information flows between taskscoordination is defined by the language acts through which people coordinateFor business processesimplementation
conlmitments are the basis for communications in stomersupplier relationships． Examples Ofspeech—acts includerequestofferagreementwithdrawcounterogerreport Completionetc．——S 3A 1 S 4A 3 S 4A 1 S 4A 4


● 员工组态度观念评估(Employee and Team Attitude Opinion Assessment) 通心理测试工具工作满意度组织约束程度员工流程重组新设计工作态度进行评
估 (OrgAnalysis)：Uses psychometric instruments to measure job satisfaction orgainization coremitmentand employee opinions in connection to newly designed jobs for the reengineered process．—S3A1 S4A2 S6A1


● 作活动图(Role Activity Diagramming)
种通简单易懂图表符号表现角色动作事件状态情景决定行关系等概念方法
(capture & Model)：The technique represents the concepts of roleactioninteraction eventstatecasedecision and parxuelism in easytounderstand diagrammatic notations (Spurr et al 1994)——S 3A1 S 4A1


●岗位设计(Job Design)
通整合岗位工作容条件奖励机制达员工技术流程效结合技术岗位设 计产生新机会(授权员工参更决策)作)流程重组着密切关系
(Org Analysis)：A technique to integrate work contentualifications and rewards foreach job in a way that achieves an effective fit between peopletechnology and process．New opportunities for job design such as empowering employees with more decision making responsibilities are typically associated with process reengineering ——S 4A 1 S 4A 3


●社会技术系统设计(SocioTech System Design)
种技术强调参学授权文义原组织成掌握工具技术知识(社会系统)构成系统提供产品月良务 两系统必须效结合达优(Pava1983)较典型运种方法设计技术Mumford(1994)建立9步道德规范法 (Capture & ModelChange Mgt Org Analysis)：Emphasizing the humanistic principles of participationlearning and empowermentthis technique views an organization as made up of people(the social system) using toolstechniques and knowledge (the technical system) to producegoods or services．The two systems must be effectively fit to one another to achieve optimal functioning (Pava1983)．A typical design technique using this approach is the 9step ETHICS method developed by Mumford (1994)．——S 4A1 5 4A 3 S 5 A 1


●软系统法(Soft System Method)
该方法初Peter Checkland(1981)开发解决非结构化问题结构化定义客户需求通种技术初现实情况进行细详描述细节说明时需户高度参利系统思想需建立应流程选择概念模型进行分析通实际世界想象 流程较整合发现新解决流程
(Capture & ModelOrg Analysis)：Originally developed by Peter Checkland(1981)for structuring unstructured problems and defining user requirementsthe technique requires ahigh degree of participation in first painting a detailed
or rich pictureof a real world
problem．Nextusing system thinkingdisengaged analysis requires the development of alternative conceptual models of shouldbe processes．Finallythe comparison and mtegrauon of these real world and imaginary processes are discussed to discover a new course of action．——S 4A 1 S 4A 3 S 5 A 1


● 工作流设计(Workflow Design)
业务流程系列务构成务指定序进行信息源头信息够整合工作流概念考虑思路三种典型工作流：基事件日常特工作流设计目标理／顶流程信息务理间关系——S 4A1S 4A 4
(Capture & ModelISSAD)：The notion of workfiow 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 worknows：casebasedgeneraland ad hoc．
The goal of workfiow design is to make the relationships between peopleprocedures informationtasksand management explicit．——S 4A 1 S 4A 4


● 基团队组织设计(Tearnbased Organizational Design)
种方法基特定假设％作完成赖组员整体协作协作效果否目标否种目标促彳门相互信相互尊重基团队理技术种技术运提高团队绩效例进行决策 行理团队等 ——S 4A 3 S 5 A 1
(Org．Analysis)：This is based on the premise that a sense of work accomplishment is derived from group comnfitment which is developed by member interdependence based on a common organizational purpose that leads to trust and respect．Techniques forteambased management refer broadly to a wide variety of techniques that enhance team performance．Examples include participatory decision makingself—managed teamsetc． ——S 4A 3 S 5 A 1


●信息工程(Information Engineering)
James Martin(1990)提出系统化集成业务模型建构组织信息系统稳定架构模型构成结构化信息系统开发基础——S 4A 4
(IS SAD)：Developed by James Martin(1990) to systematically integrate business models in developinga stable architectural foundation for an organization's information systems．
These models for the basis for structured information systems development．——S 4A4


● 软件工程(Software Reengineering)
原流程逻辑数结构基础进行造保留旧系统继承部分种技术通运DBMSCASE新系统快速建立S 4A 4
(IS SAD)：A technique for salvaging old legacy systems through reverse engineering to recover processing logic and data structure in exisdng systems．This is followed by forward engineering where newsystems can be quickly generated with DBMS and CASE tools．——S 4 A 4


●数库设计(Database Design)
实体属性关系存取方式等方面详细说明数库逻辑物理结构方
法(IS SAD)：Attempts
to specify the logical and physical structures of a database in terms of entitiesattributes
relationshipsaccess pathsetc．——S 4A 4
●信息系统原型法(IS Prototyping)
种方法通开发简单版信息系统户够达调整信息需求目——S 4A 4
(ISSAD)：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 4A 4


● (联合应开发／快速应开发技术)Joint Application Developlnent／Rapid Application Development JAD需者正式分派务成开发组成员加速分析设计工作速度RAD通 4GL计算机辅助软件工程范式模型JAD相结合——S 4A4


(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 4GLCASE and extensive prototyping．——S 4A 4

●信息系统流程技术(IS System Walk—through)
企业理员分析员编程员通正式设计评价决定设计完成度准确性质量方法 ——S 4A 4
(IS SAD)：Involves formal design review by a group of managersanalysts programmers to deterlmne completenessaccuracyand quality of the design．——S 4 A 4

● 系统测试技术(System Testing Techniques)
信息系统进行：局部测试(单元测试)整体程序测试(系统测试)包含相关系统量数 应测试(集成测试)客户求测试(接纳性测试)等系列测试技术——S 5A 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 5A 2
●基引导训练法(Instruction Based Training)
种传统基语言教学方法教师采结构化详细介绍解释问题种方法适传授实际知识——S 5A 3
(Change Mgt)：This is the traditional lecture oriented training method where aninstructor makes organized and detailed presentations to explain materials．This method may be appropriate for factual knowledge．——S 5 A 3

●探索性培训方法(Exploratory Training Method)
培训采取传统授课方式教师指导采探测性检验流程方式进行种方法适高度结构化程序花务(Change Mgt)：Instead of lecturingtraining is accomplished through an exploratory trialanderror process under the guidance of an instructor．This method may be more appropriate for highly structured procedural tasks．——S 5 A 3

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