外文翻譯---實現(xiàn)業(yè)務(wù)流程管理的方法成功因素

1、<p><b>　　附錄一：英文原文</b></p><p>　　MEANS OF ACHIEVING BUSINESS PROCESS MANAGEMENT SUCCESS FACTORS</p><p>　　Business Process Management(BPM) in recent years has become a highest prio

2、rity area for most organizations. Since this concept is multidisciplinary, success in this endeavour requires considering different factors. A number of studies have been conducted to identify these factors;however,most

3、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 t</p>&l

4、t;p>　　This section presents the research findings,which includes a detailed presentation of the BPM success factors and means framework. </p><p>　?。?）Culture </p><p>　　Culture is composed of

5、 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 guidelines for how to get along in th

6、e 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

7、 would not be accepted by either manag</p><p>　　（2）Leadership </p><p>　　Establish transformation vision:Senior management should actively participate in setting the vision of BPM initiatives.The

8、 vision should involve management expectations from 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 importan

9、ce of the employees, organization capabilities etc.The vision should be adopted with employees’ goals and activities.Middle managers should involve in establi</p><p>　　Illustrate management commitment (to th

10、e employees) clearly:Senior management should play an active role in different steps in design and implementation. Management should not abandon all the responsibilities to the consultants and regenerate new teams.Manage

11、ment 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 ready to acc

12、ept the necessary or</p><p>　　Establish Stability of management during project implementation:Management team should be stable during the project and senior managers should not be changed. If the knowledge

13、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

14、 understanding and agreement about organizational strategic directions. Management team should have a th</p><p>　?。?）Communication </p><p>　　Provide effective communication channels:An adequate

15、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

16、 etc.).Meetings should be open (two-sided), and employees should be able to explain their viewpoints. </p><p>　　Consider communication with all the stakeholders:Communication between management and implement

17、ation teams should be considered.Communication between employees and management should be considered.Communication channels should be provided for receiving customer requirements,feedback and complaints.Communication ch

18、annels should be provided for receiving partners’,suppliers’ and other stakeholders’ viewpoints. </p><p>　　Create a strong sense of trust for the employees:The project goals should be explained clearly and

19、honestly in the organization.Information should be shared 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 f

20、or them to be cleared. Management should try to discover the reasons of employee fear by brainstorming and conducting open meetings. </p><p>　　（4）Information Technology </p><p>　　Obtain a good

21、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 t

22、hat the purposes of using IT are not just mere automation of the current processes.Correct and suitable understanding of IT capabilities should be prepared for management.Management should be accustomed to use IT. </p

23、><p>　　Use IT Capabilities appropriately:IT should be used for providing an avenue of fast and accurate access to the information and decrease the delay in information transmission.There should be a centralized

24、 database for storage and recovering the data. </p><p>　　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 n

25、ew tools.The selected tools should 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 analys

26、is about them.The transitional adoption between new IT tools and existing IT tools that are used in organization should be conside</p><p>　　Improve IT department capabilities:IT constraints should not be con

27、sidered as an obstacle for innovation and creativity in designing new processes. IT department’s capability should be sufficient for supporting new tools’ development.New processes should be designed based on the intera

28、ction between information technology and organizational processes (paying attention to the technical procedures): </p><p>　　Information needed in new processes should determine the IT infrastructure element

29、s,and b. identifying the IT capabilities should define some alternatives for improvement of business processes. IT department should not have resistance to making necessary changes in legacy systems.IT department should

30、 be involved in implementing the new processes. </p><p>　?。?）Methodology </p><p>　　Use a suitable methodology:A specific documented methodology should be used for the overall implementation.The

31、methodology 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. p

32、eople, process and technology).The selected methodology should not prevent the creativity and innovation in improving business processes. </p><p>　　There should be suitable techniques for collecting all the

33、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 should be prepared for each select

34、ed technique. </p><p>　?。?）Project management </p><p>　　Apply adequate planning and scheduling in the project:Project planning should be done in detail. A detailed scheduling based on the reali

35、ty should be set. Specific milestones for achievements should be defined.The actual progress should be adapted to baseline plans.Adequate budget should be assigned to the project. Adequate human resource should be assign

36、ed to the project.Adequate technical resources should be assigned to the project.The cost estimation should be done sufficiently.The final goa</p><p>　　The implementation team should be assigned to the BPM i

37、nitiative full time or redesign activities should be the first priority in their responsibilities.Involved people should understand their roles.Each individual person’s responsibilities should be determined and clearly s

38、tated.A responsible (champion) should be defined for the project.The champion should be a high-ranking manager with significant authority and influence to mobilize resources and stimulate enthusiasm.The implementation t

39、eam s</p><p>　　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 plans such as impl

40、ementation schedule and IT development schedule should be coordinated to each other adequately. </p><p>　　（7）Strategic alignment </p><p>　　Discover process opportunities:The existence of a share

41、d understanding of process improvement initiatives between managers should be ensured.Major corporate processes that support the business objectives and goals should be identified.The "health" of each business

42、process should be preliminary analysed.High-level criteria,both quantitative and qualitative,should be employed in current process performance evaluations. </p><p>　　Align BPM project to corporate strategy:A

43、n 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 ini

44、tiative objectives should be selected based on organizational strategic 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 pr

45、oject should be det</p><p>　?。?）People </p><p>　　Consider and empower employees:Employees should accept the required changes in their role and activities.Real knowledge about the project as well

46、 as proper communication should be prepared for dealing with organizational resistance during project implementation.Managers should prepare a suitable environment for reducing fear of employees about: </p><p&

47、gt;　　a. lack of job security,b. loss of power and authority, and c. new skill or knowledge requirements. </p><p>　　Managers should remove scepticism about results among the employees.Managers should prepare

48、 a suitable environment for overcoming conflicts between functional units’ interests.Managers should have strong credibility and encourage enthusiasm by involving the employees in implementation. </p><p>　　P

49、rovide 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-functional problems that department l

50、ocal 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

51、,managers should not meddle in teams`decision-making.Manage</p><p>　　Provide suitable training and education:Effective training and education should be provided for different levels in the organization(e.g.

52、 managers,implementation team and employees).Managers should be trained about BPM concepts,success and failure factors,potential of BPM initiatives,IT skills etc.The required information and trainings about applying the

53、 selected techniques and tools should be provided to the implementation team.Members of the implementation team should be trained to understan</p><p>　?。?）Performance measurement </p><p>　　Desig

54、n appropriate measures for processes:Appropriate and integrated sets of performance measures for processes should be identified for all business processes within the organization. Performance measures should consider the

55、 benefits to all stakeholders;employees,management,and customers.An on-going process(cycle)to measure,analyse and re-evaluate results of performance should be developed,to verify successful identification of the key proc

56、ess measures.A continuous process of analyzing processe</p><p><b>　　附錄二：中文譯文</b></p><p>　　實現(xiàn)業(yè)務(wù)流程管理的方法成功因素</p><p>　　業(yè)務(wù)流程管理(BPM)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科,成功的努力必須考慮不同的

57、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、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,其中包括一個詳細的陳述,BPM成功因素和意味著框架。</p><p><b>　　文化</b></p&

58、gt;<p>　　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)常不言而喻的指導原則規(guī)定如何在組織中相處。文化可以幫助BPM項目的進展,會導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

59、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。</p><p><b>　　二、領(lǐng)導</b></p><p>　　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)采用的目標和活動。中層管理人員應(yīng)該參與建立視

60、覺;他們的協(xié)議應(yīng)該被達成,任何問題應(yīng)該解決的開放的討論。</p><p>　　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,顧問和再生新團隊。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)該有一個估計預算和資源的近似,項目的需要,并準備好提供這種。管理應(yīng)該準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。</p><p>

61、;　　建立穩(wěn)定的管理,在項目實施:管理團隊應(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，團隊應(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。管理團隊應(yīng)該有一個全面的理解和協(xié)議的目標結(jié)果的BPM項目。管理團隊應(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。</p><p><b>　　通信</

62、b></p><p>　　提供有效的溝通渠道:一份適當?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。</p><p>　　考慮溝通與所有的利益相關(guān)者:溝通管理和實現(xiàn)團隊應(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

63、道接收伙伴、供應(yīng)商和其他利益相關(guān)者的觀點。</p><p>　　創(chuàng)建一個很強的信任為員工:項目目標應(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行用頭腦風暴的公開會議。</p><p><b>　　信息技術(shù)</b></p><p>

64、　　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)團隊中的。它將會被用于提供相關(guān)信息的當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,當前的進程。正確理解和適用的能力應(yīng)該準備好管理。管理應(yīng)該習慣于使用它。</p><p>　　使用適當?shù)腎T功能:它應(yīng)該用于提供一個大道的快速、準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)庫來存儲和恢復數(shù)據(jù)。</p><p&g

65、t;　　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)是復雜的,他們應(yīng)該很容易學習由雇員。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。</p><p>　　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

66、藝應(yīng)該設(shè)計出基于信息技術(shù)之間的交互和組織程序(關(guān)注技術(shù)程序):</p><p>　　在新流程所需的信息應(yīng)該確定IT基礎(chǔ)設(shè)施的元素,和b .識別它的能力應(yīng)該定義一些替代品,改善業(yè)務(wù)流程。IT部門不應(yīng)該抵制進行必要的更改在遺留系統(tǒng)。IT部門應(yīng)參與實施新流程。</p><p><b>　　方法</b></p><p>　　使用一個合適的方法:一個特定

67、的記錄方法應(yīng)該用于整體實現(xiàn)的。這個方法應(yīng)考慮的可行性工藝改變。在選定的方法,所有的階段和步驟應(yīng)該清楚地設(shè)計。所選方法應(yīng)該有足夠的關(guān)注(例如不同方面。人、過程和技術(shù))。選擇的方法不應(yīng)該阻止創(chuàng)造力和創(chuàng)新在改善業(yè)務(wù)流程。</p><p>　　應(yīng)該有合適的技術(shù)來收集所有的涉眾需求(例如客戶、合作伙伴、員工和等等)來自新修訂的過程。最佳實踐時應(yīng)該考慮的設(shè)計新流程。支持工具應(yīng)準備好迎接每個選擇的技術(shù)。</p>

68、<p><b>　　項目管理</b></p><p>　　運用充分的計劃和調(diào)度在項目:項目計劃應(yīng)該用細節(jié)。一個詳細的調(diào)度基于現(xiàn)實應(yīng)該設(shè)置。具體應(yīng)該被定義為具有里程碑意義的成就。實際的進步應(yīng)該適應(yīng)基線計劃。足夠的預算應(yīng)該分配給項目。充足的人力資源應(yīng)該分配給項目。足夠的技術(shù)資源應(yīng)該分配給項目。的成本評估應(yīng)該做足夠。最后對這一項目的目標應(yīng)該是確定的。對于每個活動的資源應(yīng)該明確分配和基于現(xiàn)

69、實。建立一個合適的團隊關(guān)鍵專業(yè)知識,應(yīng)確定實施項目。</p><p>　　實現(xiàn)團隊應(yīng)該分配給BPM倡議全職或重新設(shè)計活動應(yīng)放在第一位在他們的責任。參與的人們應(yīng)該理解他們的角色。每個人的職責應(yīng)該是確定的和明確。一個負責任的應(yīng)該被定義為項目。冠軍應(yīng)該是一位高級經(jīng)理人有顯著的權(quán)威和影響力來調(diào)動資源和刺激的熱情。實現(xiàn)團隊應(yīng)該有足夠的權(quán)威的決策。</p><p>　　監(jiān)視和控制項目充分:應(yīng)該有一個程

70、序在項目的成本控制。項目團隊應(yīng)該包括項目管理知識。不同的計劃,比如實施時間表和它開發(fā)進度表應(yīng)該互相協(xié)調(diào)充分。</p><p><b>　　向戰(zhàn)略看齊</b></p><p>　　發(fā)現(xiàn)過程的機會:存在的共同理解的過程改進計劃管理者應(yīng)確保之間。主要的企業(yè)過程中,支持業(yè)務(wù)目標和目標應(yīng)該標識?！敖】怠钡拿總€業(yè)務(wù)流程應(yīng)該是初步的分析。高級標準,無論是在定量和定性,應(yīng)使用在目前的

71、過程性能評估。</p><p>　　企業(yè)的戰(zhàn)略調(diào)整BPM項目:一個集成的方法來識別和管理的過程改進計劃應(yīng)該存在。公司目標的明確評估,目標和關(guān)鍵績效指標必須描述。BPM倡議的目標應(yīng)該選擇了基于組織的戰(zhàn)略目標。項目的范圍應(yīng)該被定義為基于BPM的倡議的目標。項目的深度和程度的項目應(yīng)該是確定基于BPM倡議的目標。一個可控組適當?shù)墓に嚧胧膽?zhàn)略應(yīng)該派生。結(jié)果和里程碑的項目應(yīng)該依據(jù)戰(zhàn)略目標。在制定策略、過程能力應(yīng)當?shù)倪^程能力

72、應(yīng)歸功于戰(zhàn)略目的和目標。</p><p><b>　　人</b></p><p>　　考慮并允許員工:雇員應(yīng)該接受所需的變更在他們的角色和活動。真正的了解項目以及適當?shù)耐ㄐ艖?yīng)準備好處理組織抵抗在項目的實施。經(jīng)理應(yīng)該準備一份合適的環(huán)境來減輕恐懼的員工:</p><p>　　a，缺乏就業(yè)保障b，損失的權(quán)力和權(quán)威c，新技能或知識需求。</p&g

73、t;<p>　　經(jīng)理應(yīng)該消除懷疑結(jié)果員工中。經(jīng)理應(yīng)該準備一份合適的環(huán)境對于克服沖突的利益之間的功能單元。經(jīng)理應(yīng)該具有很強的信譽和鼓勵的熱情,讓員工在實現(xiàn)。</p><p>　　提供條件,有效的團隊合作:實現(xiàn)團隊成員應(yīng)該鼓勵在相互合作。不應(yīng)當有過分強調(diào)團隊為跨職能部門的問題,當?shù)氐母纳茖⒈缓鲆暋Ｒ粋€合適的環(huán)境應(yīng)提供團隊,這樣所有的參與者同樣合作實現(xiàn)團隊目標。經(jīng)理應(yīng)該管理團隊工作流程;但是,管理者不應(yīng)干

74、涉團隊。經(jīng)理應(yīng)該保護團隊，比如隱藏議程和恐懼的表達意見。</p><p>　　提供合適的培訓和教育:有效的培訓和教育,應(yīng)提供不同級別的組織。經(jīng)理應(yīng)該被訓練對BPM的概念,成功和失敗的因素,BPM行動的潛力,它所需要的信息和培訓技能等的應(yīng)用技術(shù)和工具的選擇應(yīng)當提供給實現(xiàn)團隊。實現(xiàn)團隊的成員應(yīng)該培訓了解并使用可用的信息。一些通用的技能和能力,如解決問題、溝通、團隊合作、客戶導向需提供實現(xiàn)團隊和員工。</p>

75、;<p><b>　　性能度量</b></p><p>　　設(shè)計適當?shù)拇胧榱鞒?適度和集成套性能的措施應(yīng)該識別進程的所有業(yè)務(wù)組織內(nèi)部過程。性能的措施應(yīng)考慮為所有利益相關(guān)者的利益;員工、管理和客戶。一個正在進行的過程(周期)來測量、分析和評估結(jié)果的性能應(yīng)開發(fā),以驗證成功識別關(guān)鍵的工藝措施。一個持續(xù)的過程進行分析的過程和實踐檢驗、測量性能,應(yīng)該考慮標識現(xiàn)有的差距表現(xiàn)消極。經(jīng)理應(yīng)該