外文翻译---实现业务流程管理的方法成功因素.docx

附录一：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 studies 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 achieving 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 sub 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,which 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 guidelines 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 employees.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 the 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 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 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 should 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 ready 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 not 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 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 channels: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 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 requirements,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 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 for them to be cleared. Management should try to discover the reasons of employee fear by brainstorming and conducting open meetings. （4）Information 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 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. 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 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 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 analysis about them.The transitional adoption between new IT tools and existing IT tools that are used in organization 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 the 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 business 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 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. people, process and technology).The selected methodology should not prevent the creativity 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 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 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 determined.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 priority 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 influence 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 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 processes 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 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 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 project should be determined based on the BPM initiative objectives.A manageable set of appropriate process measures from strategy should be derived.The 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 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 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.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-functional 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-making.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 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 selected techniques and tools should be provided to the implementation team.Members of the implementation team should be trained to understand 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 and 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 results 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 objectives 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. 附录二：中文译文实现业务流程管理的方法成功因素业务流程管理(BPM)近年来已成为一个最高优先领域大多数组织。因为这个概念是多学科,成功的努力必须考虑不同的因素。大量的研究已经开展确定这些因素,然而,大部分是有限的引入高层因素还是识别的成功的方法在只有一个特定的上下文。本文提出一种整体框架的成功因素以及相关的手段取得成功。这个框架引入了九个因素,即文化、领导、沟通、信息技术、战略联盟、人、项目管理、性能度量和方法论。这部分提供了研究结果,其中包括一个详细的陈述,BPM成功因素和意味着框架。1、 文化文化包含价值观、信仰、态度和行为在人们的头脑,区分一个组或从另一个类型的人。组织文化提供了不成文的和经常不言而喻的指导原则规定如何在组织中相处。文化可以帮助BPM项目的进展,会导致其成功或它能阻碍的尝试。例如,引入员工赋权等级森严的组织可能被持怀疑态度,而且它不会接受要么经理或者员工。因为,组织文化无法改变的一个较短的时间,因此其特点应被视为成功的前辈BPM项目。事实上,一些文化特征在适宜的条件下的组织提供获得成功的一个BPM项目,解释部分由下面的子构造的文化。 二、领导建立转换愿景:高级管理层应积极参与制定的愿景的BPM行动。远景应该涉及从项目管理的期望。项目愿景应该传播到所有级别的组织。远景应该有一个全面的视图,并考虑不同重要性等方面的员工、组织能力、视觉与员工应采用的目标和活动。中层管理人员应该参与建立视觉;他们的协议应该被达成,任何问题应该解决的开放的讨论。说明管理承诺:高级管理层应发挥积极作用,不同的步骤在设计和实现。管理不应该放弃所有的职责,顾问和再生新团队。管理人员应该分配高优先级的改变项目的问题。管理应该有一个估计预算和资源的近似,项目的需要,并准备好提供这种。管理应该准备好接受必要的组织结构变化基于项目需求。高级管理人员应该考虑组织的反馈。建立稳定的管理,在项目实施:管理团队应该是稳定和高级管理人员在项目不应改变。如果知识的BPM是不够的,在内部组织,应该使用外部顾问。管理应该有一个好的理解BPM的概念,成功和失败的因素，团队应该有一个全面的理解和协议关于组织的战略方向。管理团队应该有一个全面的理解和协议的目标结果的BPM项目。管理团队应该有一个全面的了解这个角色在他们的商业策略的BPM。3、 通信提供有效的沟通渠道:一份适当的计划应该设计为提供一个合适的交流活动在整个组织。应该使用不同的通信渠道和支持,如;会议、论坛、媒体(如门户、通讯等)。会议应该是开放的(双面),员工应该能够解释他们的观点。考虑沟通与所有的利益相关者:沟通管理和实现团队应该考虑。员工之间的沟通和管理应考虑。应提供通信通道接收客户需求、反馈和投诉。应提供通信通道接收伙伴、供应商和其他利益相关者的观点。创建一个很强的信任为员工:项目目标应解释清楚和诚实地组织。信息可以被共享在所有级别的组织。项目含糊不清的员工中应该理解和那些相关的项目应该被解释为他们被清除。管理人员应该发现员工的恐惧的原因并进行用头脑风暴的公开会议。4、 信息技术获得一个好的对它的理解:应该有一个好的对它的理解能力实现团队中的。它将会被用于提供相关信息的当前和未来的组织能力。弄清楚,使用它的目的不仅仅是纯粹的自动化,当前的进程。正确理解和适用的能力应该准备好管理。管理应该习惯于使用它。使用适当的IT功能:它应该用于提供一个大道的快速、准确的信息访问和减少延迟的信息传输。应该有一个集中的数据库来存储和恢复数据。它使用合适的工具和基础设施:雇员应该觉得它工具帮助他们工作。应该鼓励员工工作使用新的工具。选择的工具不应是复杂的,他们应该很容易学习由雇员。所选的工具的成本应该是合理的。应该选择所需的工具和足够的细节和分析他们。过渡采用新的IT工具和之间的现有IT工具,组织应该被考虑。改善IT部门功能:它约束不应该被看作是一个障碍对于创新和创造力在设计新流程。IT部门的能力足以支持新工具的发展。新工艺