企業(yè)業(yè)務(wù)流程方法：階段－任務(wù)框架課件

企業(yè)業(yè)務(wù)流程重組的一般性方法：階段－任務(wù)框架企業(yè)業(yè)務(wù)流程重組的一般性方法：階段－任務(wù)框架1階段一：構(gòu)思設(shè)想S1－為企業(yè)流程重組的項目立項做準(zhǔn)備，獲得高層領(lǐng)導(dǎo)的支持，確定需要改善的企業(yè)關(guān)鍵流程。代表性技術(shù)有：研討會、IT/流程分析技術(shù)。階段二：項目啟動S2－建立流程重組小組；制定項目實施計劃和預(yù)算；確定流程重組的績效目標(biāo)。代表性技術(shù)有：質(zhì)量屋（QFD）。階段三：分析診斷S3－對現(xiàn)有流程建模；分析現(xiàn)有流程中存在的問題及其根源，確定非增值的活動。代表性技術(shù)有：流程圖形建模技術(shù)（業(yè)務(wù)流程圖、數(shù)據(jù)流程圖等）；魚骨分析。階段一：構(gòu)思設(shè)想S1－為企業(yè)流程重組的項目立項做準(zhǔn)備，獲得高2階段四：流程設(shè)計S4－完成新流程的設(shè)計。代表性技術(shù)有：創(chuàng)造性技術(shù)（頭腦風(fēng)暴法等）；流程模擬技術(shù)；數(shù)據(jù)建模技術(shù)。階段五：流程重建S5－主要運用變化管理技術(shù)來確保向新流程的平穩(wěn)過渡。需要培訓(xùn)員工、建立信息技術(shù)平臺和信息系統(tǒng)等。代表性技術(shù)有：作用因子分析。階段六：監(jiān)測評估S6－監(jiān)測和評估新流程的績效，以確定它是否滿足預(yù)定目標(biāo)。通常和公司的全面質(zhì)量管理活動聯(lián)系起來。代表性技術(shù)有：基于活動的成本分析（ABC），Pareto曲線圖等。階段四：流程設(shè)計S4－完成新流程的設(shè)計。代表性技術(shù)有：創(chuàng)造性3階段一：構(gòu)思設(shè)想S1S1A1得到管理者的承諾和管理愿景S1A2發(fā)現(xiàn)流程重組的機會S1A3認(rèn)識信息技術(shù)/信息系統(tǒng)的潛能S1A4選擇流程階段一：構(gòu)思設(shè)想S1S1A1得到管理者的承諾和管理愿景S1A4階段二：項目啟動S2S2A1通知股東S2A2成立重組小組S2A3制定項目實施計劃和預(yù)算S2A4分析流程外部客戶的需求S2A5設(shè)置流程重組的績效目標(biāo)階段二：項目啟動S2S2A1通知股東S2A2成立重組小組S25階段三：分析診斷S3S3A1描述現(xiàn)有流程S3A2分析現(xiàn)有流程階段三：分析診斷S3S3A1描述現(xiàn)有流程S3A2分析現(xiàn)有流程6階段四：流程設(shè)計S4S4A1定義并分析新流程的初步方案S4A2建立新流程的原型與設(shè)計方案S4A3設(shè)計人力資源結(jié)構(gòu)S4A4信息系統(tǒng)的分析與設(shè)計階段四：流程設(shè)計S4S4A1定義并分析新流程的初步方案S4A7階段五：流程重建S5S5A1重組組織結(jié)構(gòu)及其運行機制S5A2信息系統(tǒng)的實施S5A3培訓(xùn)員工S5A4新舊流程切換階段五：流程重建S5S5A1重組組織結(jié)構(gòu)及其運行機制S5A28階段六：監(jiān)測評估S6S6A1評估流程的績效S6A2轉(zhuǎn)向連續(xù)改善活動階段六：監(jiān)測評估S6S6A1評估流程的績效S6A2轉(zhuǎn)向連續(xù)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企業(yè)業(yè)務(wù)流程重組的一般性方法：階段－任務(wù)框架企業(yè)業(yè)務(wù)流程重組的一般性方法：階段－任務(wù)框架19階段一：構(gòu)思設(shè)想S1－為企業(yè)流程重組的項目立項做準(zhǔn)備，獲得高層領(lǐng)導(dǎo)的支持，確定需要改善的企業(yè)關(guān)鍵流程。代表性技術(shù)有：研討會、IT/流程分析技術(shù)。階段二：項目啟動S2－建立流程重組小組；制定項目實施計劃和預(yù)算；確定流程重組的績效目標(biāo)。代表性技術(shù)有：質(zhì)量屋（QFD）。階段三：分析診斷S3－對現(xiàn)有流程建模；分析現(xiàn)有流程中存在的問題及其根源，確定非增值的活動。代表性技術(shù)有：流程圖形建模技術(shù)（業(yè)務(wù)流程圖、數(shù)據(jù)流程圖等）；魚骨分析。階段一：構(gòu)思設(shè)想S1－為企業(yè)流程重組的項目立項做準(zhǔn)備，獲得高20階段四：流程設(shè)計S4－完成新流程的設(shè)計。代表性技術(shù)有：創(chuàng)造性技術(shù)（頭腦風(fēng)暴法等）；流程模擬技術(shù)；數(shù)據(jù)建模技術(shù)。階段五：流程重建S5－主要運用變化管理技術(shù)來確保向新流程的平穩(wěn)過渡。需要培訓(xùn)員工、建立信息技術(shù)平臺和信息系統(tǒng)等。代表性技術(shù)有：作用因子分析。階段六：監(jiān)測評估S6－監(jiān)測和評估新流程的績效，以確定它是否滿足預(yù)定目標(biāo)。通常和公司的全面質(zhì)量管理活動聯(lián)系起來。代表性技術(shù)有：基于活動的成本分析（ABC），Pareto曲線圖等。階段四：流程設(shè)計S4－完成新流程的設(shè)計。代表性技術(shù)有：創(chuàng)造性21階段一：構(gòu)思設(shè)想S1S1A1得到管理者的承諾和管理愿景S1A2發(fā)現(xiàn)流程重組的機會S1A3認(rèn)識信息技術(shù)/信息系統(tǒng)的潛能S1A4選擇流程階段一：構(gòu)思設(shè)想S1S1A1得到管理者的承諾和管理愿景S1A22階段二：項目啟動S2S2A1通知股東S2A2成立重組小組S2A3制定項目實施計劃和預(yù)算S2A4分析流程外部客戶的需求S2A5設(shè)置流程重組的績效目標(biāo)階段二：項目啟動S2S2A1通知股東S2A2成立重組小組S223階段三：分析診斷S3S3A1描述現(xiàn)有流程S3A2分析現(xiàn)有流程階段三：分析診斷S3S3A1描述現(xiàn)有流程S3A2分析現(xiàn)有流程24階段四：流程設(shè)計S4S4A1定義并分析新流程的初步方案S4A2建立新流程的原型與設(shè)計方案S4A3設(shè)計人力資源結(jié)構(gòu)S4A4信息系統(tǒng)的分析與設(shè)計階段四：流程設(shè)計S4S4A1定義并分析新流程的初步方案S4A25階段五：流程重建S5S5A1重組組織結(jié)構(gòu)及其運行機制S5A2信息系統(tǒng)的實施S5A3培訓(xùn)員工S5A4新舊流程切換階段五：流程重建S5S5A1重組組織結(jié)構(gòu)及其運行機制S5A226階段六：監(jiān)測評估S6S6A1評估流程的績效S6A2轉(zhuǎn)向連續(xù)改善活動階段六：監(jiān)測評估S6S6A1評估流程的績效S6A2轉(zhuǎn)向連續(xù)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