企业业务流程方法：阶段－任务框架课件

企业业务流程重组的一般性方法：阶段－任务框架企业业务流程重组的一般性方法：阶段－任务框架1阶段一：构思设想S1－为企业流程重组的项目立项做准备，获得高层领导的支持，确定需要改善的企业关键流程。代表性技术有：研讨会、IT/流程分析技术。阶段二：项目启动S2－建立流程重组小组；制定项目实施计划和预算；确定流程重组的绩效目标。代表性技术有：质量屋（QFD）。阶段三：分析诊断S3－对现有流程建模；分析现有流程中存在的问题及其根源，确定非增值的活动。代表性技术有：流程图形建模技术（业务流程图、数据流程图等）；鱼骨分析。阶段一：构思设想S1－为企业流程重组的项目立项做准备，获得高2阶段四：流程设计S4－完成新流程的设计。代表性技术有：创造性技术（头脑风暴法等）；流程模拟技术；数据建模技术。阶段五：流程重建S5－主要运用变化管理技术来确保向新流程的平稳过渡。需要培训员工、建立信息技术平台和信息系统等。代表性技术有：作用因子分析。阶段六：监测评估S6－监测和评估新流程的绩效，以确定它是否满足预定目标。通常和公司的全面质量管理活动联系起来。代表性技术有：基于活动的成本分析（ABC），Pareto曲线图等。阶段四：流程设计S4－完成新流程的设计。代表性技术有：创造性3阶段一：构思设想S1S1A1得到管理者的承诺和管理愿景S1A2发现流程重组的机会S1A3认识信息技术/信息系统的潜能S1A4选择流程阶段一：构思设想S1S1A1得到管理者的承诺和管理愿景S1A4阶段二：项目启动S2S2A1通知股东S2A2成立重组小组S2A3制定项目实施计划和预算S2A4分析流程外部客户的需求S2A5设置流程重组的绩效目标阶段二：项目启动S2S2A1通知股东S2A2成立重组小组S25阶段三：分析诊断S3S3A1描述现有流程S3A2分析现有流程阶段三：分析诊断S3S3A1描述现有流程S3A2分析现有流程6阶段四：流程设计S4S4A1定义并分析新流程的初步方案S4A2建立新流程的原型与设计方案S4A3设计人力资源结构S4A4信息系统的分析与设计阶段四：流程设计S4S4A1定义并分析新流程的初步方案S4A7阶段五：流程重建S5S5A1重组组织结构及其运行机制S5A2信息系统的实施S5A3培训员工S5A4新旧流程切换阶段五：流程重建S5S5A1重组组织结构及其运行机制S5A28阶段六：监测评估S6S6A1评估流程的绩效S6A2转向连续改善活动阶段六：监测评估S6S6A1评估流程的绩效S6A2转向连续改9AgeneralreengineeringmethodologyCentralquestionsaddressedKeyactivitiesTypesoftools/techniquesPreparationWhatisthelevelofcommitmentofSeniorexecutives？Howcanreengineeringaddressourbusinessgoals?Whoshouldberepresentedonthereengineeringteam?Whatskillswillteammembershavetolearn?Howdowecommunicatethisefforttoemployees?Evaluatingorganizationandenvironment,recognizingneed,settingcorporateandreengineeringgoals,identifyingandmotivatingteam,trainingteamonreengineeringconcepts,developmentofachangeplan,developmentofprojectsscope,componentsandapproximatetimeframes.PlanningTeambuildingGoalseekingMotivationChangemanagementProjectmanagementProcess-thinkWhatareourmajorbusinessprocesses?Whoaretheircustomers?Whatareourstrategic/value-addedprocesses?Whatprocessesgethighestpriorityforreengineering?Modelprocesses,modelcustomersandsuppliers,defineandmeasureperformance,defineentitiesor“things”thatrequireinfocollection,identifyactivities,maporganization,mapresources,prioritizeprocessesCustomermodelingPerformancemeasurementCycletimeanalysisCostanalysisProcessvalueanalysisValuechainanalysisWorkflowanalysisOrganizationmappingActivity–basedcostaccountingAgeneralreengineeringmethod10CentralquestionsaddressedKeyactivitiesTypesoftools/techniquescreationWhatareoursubprocesses,activitiesandsteps?Howdoresourcesandinfoworkthroughprocesses?Whydowedothingsthisway?Whatarethekeystrengthsandweaknessesofourprocesses?Canwebenchmark?How?Ideallyhowwouldweliketheseprocessestowork?CanITbeusedtotransformtheseprocesses？Whatareourstretchgoalsfortheseprocesses?Understandprocessstructure,understandprocessflow,identifyvalue-addingactivities,benchmarkperformance,brainstormITpossibilities,estimateopportunity,envisiontheidealprocess,integratevisions,definecomponentsofvisions.WorkflowanalysisprocessvalueanalysisBenchmarkingCycletimeanalysisBrainstormingVisioningDocumentationTechnicaldesign

Whattechnicalresourceswillweneed?Howcantheseresourcesbestbeacquired?Howwillallthetechnicalelementswork?Howwillthetechnicalelementsinteractwiththesocialelements?Examineprocesslinkages,modelentity-relationships,developperformancesmetrics,consolidateinterfaces,consolidateinfo,designtechnicalsystems,modularize,planimplementation.InfoengineeringWorkflowanalysisPerformancemeasurementProcessmodelingProjectmanagementCentralquestionsaddressedKey11CentralquestionsaddressedKeyactivitiesTypesoftools/techniquesSocialdesignWhathumanresourceswillweneedforthereengineeredprocesses?Howcanwebestacquiretheseresources?Whoislikelytoresistthesechangesandwhy?Howwillthesocialelementsinteractwiththetechnicalelements?Whatwilltheneworganizationlooklike?Empowercustomercontactpersonnel,identifyjobclusters,definejobs/teams,defineskills/staffing,specifyorganizationalstructures,designtransitionalorganization,designincentives,managechange,planimplementationEmployeeempowermentSkillmatricesTeambuildingSelf-managedworkteamsCasemanagersOrganizationalrestructuringChangemanagementIncentivesystemsProjectmanagemetimplementationHowdoweensurethatthetransitiongoessmoothly?Whatmechanismshouldbeestablishedforunanticipatedproblems?Howdowemonitorandevaluateprogress?Howdowebuildmomentumforongoingchange?Developtestandrolloutplans,constructsystem,monitorprogress,evaluatepersonnel,trainstaff,pilotnewprocess,refine,fullrollout,continuousimprovementprocessmodelingInfoengineeringSkillmatricesPerformancemeasurementJust-in-timetrainingProjectmanagementCentralquestionsaddressedKey12SSM(softsystemsmethodology)SSMprovidesaninterestingwayinviewinghumanactivity.Itaddresstheessenceofaprobleminconsideringthe“what”aspectoftheproblem.SSMisparticularlygoodforill-definedorunstructuredproblems.Itfollowsasetofguidelinesandappliesthesystemsideastoinvestigatetheproblems.SSM(softsystemsmethodology)13ThesevenstagesofSSM1ProblemSituationunstructured2ProblemSituationexpressed3Rootdefinitionofrelevantsystems4Conceptualmodels6Feasible/desirablechanges5Realworld/systemsWorldcomparison7ActiontoimproveSystemsworldrealworldThesevenstagesofSSM114S1－Problemsituationunstructured:thereisanunstructuredproblemsituation,collectionisperformedS2－problemsituationexpressed:thesituationisthenexpressedinrichpicturesS3－Rootdefinitionofrelevantsystems:therootdefinitionisdefinedfromaparticularpointofviewanddescribeswhatthesystemisandwhatitaimstoachieve.ItconsistsofsixelementsbasedontheCATWOEanalysis.S1－Problemsituationunstructu15TheCATWOEanalysisfortherootdefinitionMnemonicdescriptionCClientsorcustomerswhobenefitfromoraffectedbytheoutputsfromthesystemAActorswhocarryouttheactivitieswithinthesystemTTransformationtakenplacewhichconverttheinputtooutputwithinorbythesystemWWorldviewperceivedofthesystem,ortheassumptionsmadeaboutthesystemOOwnerofthesystemwhocoulddeterminethesystemtoceasetoexistEEnvironmentistheworldthatsurroundsandinfluencesthesystem,buthascontroloverthesystemTheCATWOEanalysisforthero16S4－conceptualmodels:theconceptualmodelisconstructedforthesystembasedontherootdefinition.thisconceptualmodeldepictsthenetworkofinterconnectedactivitiesneededfortheidealsituationasspecifiedintherootdefinition.S5－realworld/systemsworldcomparison:theexpressedrealsituationisexploredandcomparedwiththeidealconceptualmodelbuiltatstage4.Neededchangesarethenidentifiedbasedonthedifferencesbetweentherealworldandtheidealworld.Suchchangesarecalledsystemicallydesirablechanges.S4－conceptualmodels:theconc17S6－feasible/desirablechanges:thereisaneedtodeterminewhetherthechangesarefeasibletobeimplemented.Itisbasedonaculture-basedstreamofanalysisinthreeaspects:intervention,social,andpolitical.ThefinalchangestobeimplementedareconsideredtobedesirableandfeasibleS7－Actiontoimprove:theactionistakentoimplementthechanges.S6－feasible/desirablechanges:18企业业务流程重组的一般性方法：阶段－任务框架企业业务流程重组的一般性方法：阶段－任务框架19阶段一：构思设想S1－为企业流程重组的项目立项做准备，获得高层领导的支持，确定需要改善的企业关键流程。代表性技术有：研讨会、IT/流程分析技术。阶段二：项目启动S2－建立流程重组小组；制定项目实施计划和预算；确定流程重组的绩效目标。代表性技术有：质量屋（QFD）。阶段三：分析诊断S3－对现有流程建模；分析现有流程中存在的问题及其根源，确定非增值的活动。代表性技术有：流程图形建模技术（业务流程图、数据流程图等）；鱼骨分析。阶段一：构思设想S1－为企业流程重组的项目立项做准备，获得高20阶段四：流程设计S4－完成新流程的设计。代表性技术有：创造性技术（头脑风暴法等）；流程模拟技术；数据建模技术。阶段五：流程重建S5－主要运用变化管理技术来确保向新流程的平稳过渡。需要培训员工、建立信息技术平台和信息系统等。代表性技术有：作用因子分析。阶段六：监测评估S6－监测和评估新流程的绩效，以确定它是否满足预定目标。通常和公司的全面质量管理活动联系起来。代表性技术有：基于活动的成本分析（ABC），Pareto曲线图等。阶段四：流程设计S4－完成新流程的设计。代表性技术有：创造性21阶段一：构思设想S1S1A1得到管理者的承诺和管理愿景S1A2发现流程重组的机会S1A3认识信息技术/信息系统的潜能S1A4选择流程阶段一：构思设想S1S1A1得到管理者的承诺和管理愿景S1A22阶段二：项目启动S2S2A1通知股东S2A2成立重组小组S2A3制定项目实施计划和预算S2A4分析流程外部客户的需求S2A5设置流程重组的绩效目标阶段二：项目启动S2S2A1通知股东S2A2成立重组小组S223阶段三：分析诊断S3S3A1描述现有流程S3A2分析现有流程阶段三：分析诊断S3S3A1描述现有流程S3A2分析现有流程24阶段四：流程设计S4S4A1定义并分析新流程的初步方案S4A2建立新流程的原型与设计方案S4A3设计人力资源结构S4A4信息系统的分析与设计阶段四：流程设计S4S4A1定义并分析新流程的初步方案S4A25阶段五：流程重建S5S5A1重组组织结构及其运行机制S5A2信息系统的实施S5A3培训员工S5A4新旧流程切换阶段五：流程重建S5S5A1重组组织结构及其运行机制S5A226阶段六：监测评估S6S6A1评估流程的绩效S6A2转向连续改善活动阶段六：监测评估S6S6A1评估流程的绩效S6A2转向连续改27AgeneralreengineeringmethodologyCentralquestionsaddressedKeyactivitiesTypesoftools/techniquesPreparationWhatisthelevelofcommitmentofSeniorexecutives？Howcanreengineeringaddressourbusinessgoals?Whoshouldberepresentedonthereengineeringteam?Whatskillswillteammembershavetolearn?Howdowecommunicatethisefforttoemployees?Evaluatingorganizationandenvironment,recognizingneed,settingcorporateandreengineeringgoals,identifyingandmotivatingteam,trainingteamonreengineeringconcepts,developmentofachangeplan,developmentofprojectsscope,componentsandapproximatetimeframes.PlanningTeambuildingGoalseekingMotivationChangemanagementProjectmanagementProcess-thinkWhatareourmajorbusinessprocesses?Whoaretheircustomers?Whatareourstrategic/value-addedprocesses?Whatprocessesgethighestpriorityforreengineering?Modelprocesses,modelcustomersandsuppliers,defineandmeasureperformance,defineentitiesor“things”thatrequireinfocollection,identifyactivities,maporganization,mapresources,prioritizeprocessesCustomermodelingPerformancemeasurementCycletimeanalysisCostanalysisProcessvalueanalysisValuechainanalysisWorkflowanalysisOrganizationmappingActivity–basedcostaccountingAgeneralreengineeringmethod28CentralquestionsaddressedKeyactivitiesTypesoftools/techniquescreationWhatareoursubprocesses,activitiesandsteps?Howdoresourcesandinfoworkthroughprocesses?Whydowedothingsthisway?Whatarethekeystrengthsandweaknessesofourprocesses?Canwebenchmark?How?Ideallyhowwouldweliketheseprocessestowork?CanITbeusedtotransformtheseprocesses？Whatareourstretchgoalsfortheseprocesses?Understandprocessstructure,understandprocessflow,identifyvalue-addingactivities,benchmarkperformance,brainstormITpossibilities,estimateopportunity,envisiontheidealprocess,integratevisions,definecomponentsofvisions.WorkflowanalysisprocessvalueanalysisBenchmarkingCycletimeanalysisBrainstormingVisioningDocumentationTechnicaldesign

Whattechnicalresourceswillweneed?Howcantheseresourcesbestbeacquired?Howwillallthetechnicalelementswork?Howwillthetechnicalelementsinteractwiththesocialelements?Examineprocesslinkages,modelentity-relationships,developperformancesmetrics,consolidateinterfaces,consolidateinfo,designtechnicalsystems,modularize,planimplementation.InfoengineeringWorkflowanalysisPerformancemeasurementProcessmodelingProjectmanagementCentralquestionsaddressedKey29CentralquestionsaddressedKeyactivitiesTypesoftools/techniquesSocialdesignWhathumanresourceswillweneedforthereengineeredprocesses?Howcanwebestacquiretheseresources?Whoislikelytoresistthesechangesandwhy?Howwillthesocialelementsinteractwiththetechnicalelements?Whatwilltheneworganizationlooklike?Empowercustomercontactpersonnel,identifyjobclusters,definejobs/teams,defineskills/staffing,specifyorganizationalstructures,designtransitionalorganization,designincentives,managechange,planimplementationEmployeeempowermentSkillmatricesTeambuildingSelf-managedworkteamsCasemanagersOrganizationalrestructuringChangemanagementIncentivesystemsProjectmanagemetimplementationHowdoweensurethatthetransitiongoessmoothly?Whatmechanismshouldbeestablishedforunanticipatedproblems?Howdowemonitorandevaluateprogress?Howdowebuildmomentumforongoingchange?Developtestandrolloutplans,constructsystem,monitorprogress,evaluatepersonnel,trainstaff,pilotnewprocess,refine,fullrollout,continuousimprovementprocessmodelingInfoengineeringSkillmatricesPerformancemeasurementJust-in-timetrainingProjectmanagementCentralquestionsaddressedKey30SSM(softsystemsmethodology)SSMprovidesaninterestingwayinviewinghumanactivity.Itaddresstheessenceofaprobleminconsideringthe“what”aspectoftheproblem.SSMisparticularlygoodforill-definedorunstructuredproblems.Itfollowsasetofguidelinesandappliesthesystemsideastoinvestigatetheproblems.SSM(softsystemsmethodology)31ThesevenstagesofSSM1ProblemSituationunstructured2ProblemSituationexpressed3Rootdefinitionofrelevantsystems4Conceptualmodels6Feasible/desirablechanges5Realworld/systemsWorldcomparison7ActiontoimproveSystemsworldrealworldThesevenstagesofSSM132S1－Problemsituationunstructured:thereisanunstructuredproblemsituation,collectionisperformedS2－problemsituationexpressed:thesituationisthenexpressedinrichpicturesS3－Rootdefinitionofrelevantsystems:therootdefinitionisdefinedfromaparticularpointofviewanddescribeswhatthesystemisandwhatitaimstoachieve.ItconsistsofsixelementsbasedontheCATWOEanalysis.S1－Problemsitu