外文翻譯---實現(xiàn)業(yè)務(wù)流程管理的方法成功因素

1、.附錄一：英文原文MEANS OF ACHIEVING BUSINESS PROCESS MANAGEMENT SUCCESS FACTORSBusiness Process Management(BPM) in recent years has become a highest priority area for most organizations. Since this concept is multidisciplinary, success in this endeavour requires considering different factors. A number of st

2、udies have been conducted to identify these factors;however,most are limited to the introduction of high-level factors or to the identification of the means of success within only a specific context.This paper presents a holistic framework of success factors as well as the associated means for achie

3、ving success.This framework introduces nine factors,namely culture, leadership,communication,Information technology,strategic alignment,people,project management, performance measurement and methodology.Each of these factors are characterized further by defining some sub-constructs and under each su

4、b construct the means for achieving success are also introduced. This framework including means for achieving success can be useful for BPM project stakeholders in adequately planning the initiative and checking the progress during the implementation. This section presents the research findings,whic

5、h includes a detailed presentation of the BPM success factors and means framework. （1）Culture Culture is composed of values,beliefs,attitudes and behaviours in peoples mind that distinguish one group or category of people from another.Organizational culture provides unwritten and often unspoken guid

6、elines for how to get along in the organization.Culture can help BPM project progress by leading it to success or it can hinder the attempt. For instance,Introducing employee empowerment to hierarchical organizations would be seen with scepticism,and it would not be accepted by either managers or em

7、ployees.Since,organization culture cannot be changed in a short period of time, therefore its characteristics should be seen as predecessors for success BPM project.In fact, some cultural characteristics in organizations provide suitable conditions for the success of a BPM project,as explained by th

8、e following sub constructs of Culture.Means for achieving success have been mentioned under each sub construct: （2）Leadership Establish transformation vision:Senior management should actively participate in setting the vision of BPM initiatives.The vision should involve management expectations from

9、the project.The project vision should propagate to all levels of the organization.The vision should have a holistic view and consider different aspects such as importance of the employees, organization capabilities etc.The vision should be adopted with employees goals and activities.Middle managers

10、should involve in establishing the vision;their agreement should be achieved and any issues should be resolved by open discussions. Illustrate management commitment (to the employees) clearly:Senior management should play an active role in different steps in design and implementation. Management sho

11、uld not abandon all the responsibilities to the consultants and regenerate new teams.Management should assign high priority to the change project issues.Management should have an estimation of approximate budget and resources that the project needs and be ready to provide this.Management should be r

12、eady to accept the necessary organization structure change based on project requirements.Senior management should consider feedback from the organization. Establish Stability of management during project implementation:Management team should be stable during the project and senior managers should no

13、t be changed. If the knowledge of BPM is not sufficient in the internal organization,external consultant should be used.Management should have a good understanding of BPM concepts,success and failure factors etc.Management team should have a thorough understanding and agreement about organizational

14、strategic directions. Management team should have a thorough understanding and agreement about the target outcomes of the BPM initiative(s). Management team should have a thorough understanding about the role of BPM in their business strategies. （3）Communication Provide effective communication chann

15、els:An adequate plan should be designed for delivering a suitable communication campaign throughout the organization.Different communication channels should be used and supported,such as;meetings,forums, medias (e.g. portal, newsletter etc.).Meetings should be open (two-sided), and employees should

16、be able to explain their viewpoints. Consider communication with all the stakeholders:Communication between management and implementation teams should be considered.Communication between employees and management should be considered.Communication channels should be provided for receiving customer re

17、quirements,feedback and complaints.Communication channels should be provided for receiving partners,suppliers and other stakeholders viewpoints. Create a strong sense of trust for the employees:The project goals should be explained clearly and honestly in the organization.Information should be share

18、d in all the levels of the organization.Project ambiguities among the employees should be understood and those related aspects of the project should be explained for them to be cleared. Management should try to discover the reasons of employee fear by brainstorming and conducting open meetings. （4）I

19、nformation Technology Obtain a good understanding of IT:There should be a good understanding of IT capabilities within the implementation team.IT would be used for providing the information about current and future organization capabilities.Make it clear that the purposes of using IT are not just me

20、re automation of the current processes.Correct and suitable understanding of IT capabilities should be prepared for management.Management should be accustomed to use IT. Use IT Capabilities appropriately:IT should be used for providing an avenue of fast and accurate access to the information and dec

21、rease the delay in information transmission.There should be a centralized database for storage and recovering the data. Use suitable IT tools and infrastructure:Employees should feel that the IT tools help them in their work.Employees should be encouraged to work with new tools.The selected tools sh

22、ould not be complex,and they should be easy to learn by employees.The cost of the selected tools should be reasonable.The required tools should be selected with sufficient details and analysis about them.The transitional adoption between new IT tools and existing IT tools that are used in organizati

23、on should be considered. Improve IT department capabilities:IT constraints should not be considered as an obstacle for innovation and creativity in designing new processes. IT departments capability should be sufficient for supporting new tools development.New processes should be designed based on t

24、he interaction between information technology and organizational processes (paying attention to the technical procedures): Information needed in new processes should determine the IT infrastructure elements,and b. identifying the IT capabilities should define some alternatives for improvement of bus

25、iness processes. IT department should not have resistance to making necessary changes in legacy systems.IT department should be involved in implementing the new processes. （5）Methodology Use a suitable methodology:A specific documented methodology should be used for the overall implementation.The me

26、thodology should consider feasibility of process change.In the selected methodology,all the phases and steps should be designed clearly. The selected methodology should have enough attention to different aspects(e.g. people, process and technology).The selected methodology should not prevent the cre

27、ativity and innovation in improving business processes. There should be suitable techniques for collecting all the stakeholders requirements (i.e. customers, partners,employee and etc.) from new revised processes. Best practices should be considered when designing the new processes.Supporting tools

28、should be prepared for each selected technique. （6）Project management Apply adequate planning and scheduling in the project:Project planning should be done in detail. A detailed scheduling based on the reality should be set. Specific milestones for achievements should be defined.The actual progress

29、should be adapted to baseline plans.Adequate budget should be assigned to the project. Adequate human resource should be assigned to the project.Adequate technical resources should be assigned to the project.The cost estimation should be done sufficiently.The final goals for the project should be de

30、termined.The resources for each activity should be assigned clearly and based on reality.Establish a suitable team Key expertise for implementing the project should be identified. The implementation team should be assigned to the BPM initiative full time or redesign activities should be the first pr

31、iority in their responsibilities.Involved people should understand their roles.Each individual persons responsibilities should be determined and clearly stated.A responsible (champion) should be defined for the project.The champion should be a high-ranking manager with significant authority and infl

32、uence to mobilize resources and stimulate enthusiasm.The implementation team should have enough authority for decision-making. Monitor and control the project adequately:There should be a procedure for cost controlling in the project.Project team should include project management knowledge.Different

33、 plans such as implementation schedule and IT development schedule should be coordinated to each other adequately. （7）Strategic alignment Discover process opportunities:The existence of a shared understanding of process improvement initiatives between managers should be ensured.Major corporate proce

34、sses that support the business objectives and goals should be identified.The "health" of each business process should be preliminary analysed.High-level criteria,both quantitative and qualitative,should be employed in current process performance evaluations. Align BPM project to corporate

35、strategy:An integrated approach to the identification and management of process improvement initiatives should exist.Clear assessment of corporate goals, objectives and Key Performance Indicators (KPIs) should be outlined. BPM initiative objectives should be selected based on organizational strategi

36、c objectives.The scope of the project should be defined based on BPM initiative objectives.The depth of the project and level of radicalness of the project should be determined based on the BPM initiative objectives.A manageable set of appropriate process measures from strategy should be derived.The

37、 outcome and milestones of the project should be evaluated against strategic objectives.In formulation of the strategy,the process capabilities should be considered.Uanizations process capability should be contributed to strategic goals and objectives. （8）People Consider and empower

38、employees:Employees should accept the required changes in their role and activities.Real knowledge about the project as well as proper communication should be prepared for dealing with organizational resistance during project implementation.Managers should prepare a suitable environment for reducing

39、 fear of employees about: a. lack of job security,b. loss of power and authority, and c. new skill or knowledge requirements. Managers should remove scepticism about results among the employees.Managers should prepare a suitable environment for overcoming conflicts between functional units interests

40、.Managers should have strong credibility and encourage enthusiasm by involving the employees in implementation. Provide conditions for effective team-work:The implementation team members should be encouraged for cooperating with each other.There should not be an over-emphasis on teams for cross-func

41、tional problems that department local improvements would be neglected.A suitable environment should be provided for teams,so that all the participants equally cooperate for achieving the team goals.Managers should manage the team working process;however,managers should not meddle in teamsdecision-ma

42、king.Managers should protect teams from subversion,such as hidden agendas and fear of expressing opinions. Provide suitable training and education:Effective training and education should be provided for different levels in the organization(e.g. managers,implementation team and employees).Managers sh

43、ould be trained about BPM concepts,success and failure factors,potential of BPM initiatives,IT skills etc.The required information and trainings about applying the selected techniques and tools should be provided to the implementation team.Members of the implementation team should be trained to unde

44、rstand and use the information that is available.Some general skills and abilities such as problem solving,communication,teamwork,and customer orientation should be provided for the implementation team and employees. （9）Performance measurement Design appropriate measures for processes:Appropriate an

45、d integrated sets of performance measures for processes should be identified for all business processes within the organization. Performance measures should consider the benefits to all stakeholders;employees,management,and customers.An on-going process(cycle)to measure,analyse and re-evaluate resul

46、ts of performance should be developed,to verify successful identification of the key process measures.A continuous process of analyzing processes and examining practices,measuring performance,should be considered to identify existing negative gaps of performance.Managers should revise strategic obje

47、ctives and ntake appropriate action based on the results of analysing the processes. Benchmarking should be used in identifying potential targets for improvement. The goals for the process should be set a little higher than what the team believes they can accomplish. 附錄二：中文譯文實現(xiàn)業(yè)務(wù)流程管理的方法成功因素業(yè)務(wù)流程管理(BP

48、M)近年來已成為一個最高優(yōu)先領(lǐng)域大多數(shù)組織。因為這個概念是多學(xué)科,成功的努力必須考慮不同的因素。大量的研究已經(jīng)開展確定這些因素,然而,大部分是有限的引入高層因素還是識別的成功的方法在只有一個特定的上下文。本文提出一種整體框架的成功因素以及相關(guān)的手段取得成功。這個框架引入了九個因素,即文化、領(lǐng)導(dǎo)、溝通、信息技術(shù)、戰(zhàn)略聯(lián)盟、人、項目管理、性能度量和方法論。這部分提供了研究結(jié)果,其中包括一個詳細(xì)的陳述,BPM成功因素和意味著框架。1、 文化文化包含價值觀、信仰、態(tài)度和行為在人們的頭腦,區(qū)分一個組或從另一個類型的人。組織文化提供了不成文的和經(jīng)常不言而喻的指導(dǎo)原則規(guī)定如何在組織中相處。文化可以幫助BPM

49、項目的進(jìn)展,會導(dǎo)致其成功或它能阻礙的嘗試。例如,引入員工賦權(quán)等級森嚴(yán)的組織可能被持懷疑態(tài)度,而且它不會接受要么經(jīng)理或者員工。因為,組織文化無法改變的一個較短的時間,因此其特點應(yīng)被視為成功的前輩BPM項目。事實上,一些文化特征在適宜的條件下的組織提供獲得成功的一個BPM項目,解釋部分由下面的子構(gòu)造的文化。 二、領(lǐng)導(dǎo)建立轉(zhuǎn)換愿景:高級管理層應(yīng)積極參與制定的愿景的BPM行動。遠(yuǎn)景應(yīng)該涉及從項目管理的期望。項目愿景應(yīng)該傳播到所有級別的組織。遠(yuǎn)景應(yīng)該有一個全面的視圖,并考慮不同重要性等方面的員工、組織能力、視覺與員工應(yīng)采用的目標(biāo)和活動。中層管理人員應(yīng)該參與建立視覺;他們的協(xié)議應(yīng)該被達(dá)成,任何問題應(yīng)該解決

50、的開放的討論。說明管理承諾:高級管理層應(yīng)發(fā)揮積極作用,不同的步驟在設(shè)計和實現(xiàn)。管理不應(yīng)該放棄所有的職責(zé),顧問和再生新團(tuán)隊。管理人員應(yīng)該分配高優(yōu)先級的改變項目的問題。管理應(yīng)該有一個估計預(yù)算和資源的近似,項目的需要,并準(zhǔn)備好提供這種。管理應(yīng)該準(zhǔn)備好接受必要的組織結(jié)構(gòu)變化基于項目需求。高級管理人員應(yīng)該考慮組織的反饋。建立穩(wěn)定的管理,在項目實施:管理團(tuán)隊?wèi)?yīng)該是穩(wěn)定和高級管理人員在項目不應(yīng)改變。如果知識的BPM是不夠的,在內(nèi)部組織,應(yīng)該使用外部顧問。管理應(yīng)該有一個好的理解BPM的概念,成功和失敗的因素，團(tuán)隊?wèi)?yīng)該有一個全面的理解和協(xié)議關(guān)于組織的戰(zhàn)略方向。管理團(tuán)隊?wèi)?yīng)該有一個全面的理解和協(xié)議的目標(biāo)結(jié)果的BPM

51、項目。管理團(tuán)隊?wèi)?yīng)該有一個全面的了解這個角色在他們的商業(yè)策略的BPM。3、 通信提供有效的溝通渠道:一份適當(dāng)?shù)挠媱潙?yīng)該設(shè)計為提供一個合適的交流活動在整個組織。應(yīng)該使用不同的通信渠道和支持,如;會議、論壇、媒體(如門戶、通訊等)。會議應(yīng)該是開放的(雙面),員工應(yīng)該能夠解釋他們的觀點?？紤]溝通與所有的利益相關(guān)者:溝通管理和實現(xiàn)團(tuán)隊?wèi)?yīng)該考慮。員工之間的溝通和管理應(yīng)考慮。應(yīng)提供通信通道接收客戶需求、反饋和投訴。應(yīng)提供通信通道接收伙伴、供應(yīng)商和其他利益相關(guān)者的觀點。創(chuàng)建一個很強(qiáng)的信任為員工:項目目標(biāo)應(yīng)解釋清楚和誠實地組織。信息可以被共享在所有級別的組織。項目含糊不清的員工中應(yīng)該理解和那些相關(guān)的項目應(yīng)該被解

52、釋為他們被清除。管理人員應(yīng)該發(fā)現(xiàn)員工的恐懼的原因并進(jìn)行用頭腦風(fēng)暴的公開會議。4、 信息技術(shù)獲得一個好的對它的理解:應(yīng)該有一個好的對它的理解能力實現(xiàn)團(tuán)隊中的。它將會被用于提供相關(guān)信息的當(dāng)前和未來的組織能力。弄清楚,使用它的目的不僅僅是純粹的自動化,當(dāng)前的進(jìn)程。正確理解和適用的能力應(yīng)該準(zhǔn)備好管理。管理應(yīng)該習(xí)慣于使用它。使用適當(dāng)?shù)腎T功能:它應(yīng)該用于提供一個大道的快速、準(zhǔn)確的信息訪問和減少延遲的信息傳輸。應(yīng)該有一個集中的數(shù)據(jù)庫來存儲和恢復(fù)數(shù)據(jù)。它使用合適的工具和基礎(chǔ)設(shè)施:雇員應(yīng)該覺得它工具幫助他們工作。應(yīng)該鼓勵員工工作使用新的工具。選擇的工具不應(yīng)是復(fù)雜的,他們應(yīng)該很容易學(xué)習(xí)由雇員。所選的工具的成本應(yīng)該是合理的。應(yīng)該選擇所需的工具和足夠的細(xì)節(jié)和分析他們。過渡采用新的IT工具和之間的現(xiàn)有IT工具,組織應(yīng)該被考慮。改善IT部門功能:它約束不應(yīng)該被看作是一個障礙對于創(chuàng)新和創(chuàng)造力在設(shè)計新流程。IT部門的能力足以支持新工具的發(fā)展。新工藝