【正文】 術中的典型問題是：一般應該選擇何種假設以及做出這種選擇的出發(fā)點?它對做出其他假設的影響?所選擇的政策在其他假設下是否能夠站的住腳，是否具有很強的適應性?this technique treats the problem as one of examining assumptions underlying a policy rather than formulating and testing specific policies (Mitroff, et. al.,1979)．Typical questions raised include：What assumptions have been traditionally held and why? What is the cffect of making other assumptions? Can apolicy standup to other assumptions；can it tolerate them? etc．● 審計(Auditing) 通過一些審計的手段，如取樣、追查等來考察業(yè)務流程的可靠性和集成性。● 行為建模訓練法(Behavioral Modeling Training Method) 這種方法是將探索式訓練方法(ETM)同傳統(tǒng)的基于講座的教育方式相結合(比較有利于實際知識的學習)，從而完成任務。s strengths and weaknesses，leading to a fornmlation of the pany39。CASE工具分成“高級”CASE和“低級”CASE。在系統(tǒng)開發(fā)的生命周期各個階段，支持各個活動的運作或使其自動化。然后按對績效的重要程度對列表內容進行分類。 通過‘‘燃燒的橋”、平行處理或者其他的方法將現有的系統(tǒng)轉化為新的系統(tǒng)。在設計新流程之前，項目小組需要對現有流程存在的問題及其原因進行分析，魚骨圖可以清楚地表達某種結果和可能的原因之間的關系。 引起特征發(fā)生的不同層次因素，相應為大的方向以“大骨”表示，更深一層的因素 以“中骨”表示，再次為“小骨”。(Creatlve Thinking，ChangeMgt.)：A method for identifying forces that push up as well as push down proccss performance．A pictorial representation is used to facilitate the analysis． ——S 1 A 2，S 4 A 1，S 5 A 1● Pareto曲線圖(Pareto Diagramming) 這種方法基于Pareto理論——有限的原因能夠造成許多影響。 (Creatlve Thinking)：A creativity technique proposed by Michael Hammer that advocates the rethinking of the nornl of business operation at the outset．It challenges the designers to set stretch goals for the process and reexaminebasic assumptions underlying current operations(Hammer amp。在BPR中可用世界級公司的過程作為標桿設置一系列顧客的需求，并把他們和過程的特征聯系起來。重要性一欄用1到10的數據表 示顧客需求的重要程度，數字越大越重要。這個資訊可以確定我們在哪個顧客需求上將產生競爭優(yōu)勢，應該努力追求。表示兩者之間的聯系，分為強相關、相關、相關性不大和負相關。目標評價是一些具體特性的數值，可以與其他企業(yè)的具體數值進行比較。 Mode)：A graphical tool for ahalyzing conmmnication pattern and control structures associated with office procedures (Cook l981)．——S 3A1 S 4A 3，S 3A 2通過圖形方式來反映在外部實體、內部流程步驟、數據存儲元素等方面存在的數據流。 Model)：Typical flow charting symbols and methods are applied to depict the logic and flow of activities nabusinessprocess．——S 3A 1 S 4A 1S 4A 2● 統(tǒng)計過程控制(Statistical Process Control) 這種方法使用統(tǒng)計學的取樣方法，從而能夠更快地找出故障原因。 (Prototype amp。再造流程的選擇 關鍵成功因子 C1 C2 C3 C4 C5 C6 Total P1 E D 2 P2 E D D 4 企 P3 E D D D 5 業(yè) P4 E 2 流 程 P5 D 1 P6 E D E E 7 P7 D E E D 6 P8 D E E 5標準會因企業(yè)的不同而有所不同，一種做法是令正為2，D為1，每一行的總值反映了該流程相對于CSF6勺重要程度，以行總值的大小對流程進行排隊，總值大的優(yōu)先程度高，再同時考慮成本、風險等因素，最終就可以得到應該進行再造的流程的先后次序 正=基本流程(2點)；D=值得做流程(1點) (Business Planning)：The matrix relates a set of candidate processes for BPR to the firms39。 (Org. Analysis)：A skills inventory keeps track of an employee39。特殊的說月良技術包括“先拒絕后讓步”、 “承諾與連貫性原則”、 “社會考驗”、 “愛好”、 “偽裝稀缺性”等方法。 (Creative Thinking)：A structured process for reaching group consensus through anonynlous idea generation by individual group members，followed by discussion and voting (Couger et al.,1993)．——S 1 A 2 S 4 A 1●價值鏈分析(ValueChain Analysis) Porter和Millar(1985)提出，價值鏈分析即對每個活動進行分析，考慮是否是增值活動(客戶愿意付錢的活動)。s activities in terms of value，(the extentto which buyers are willing to pay for a product or service)．There are nine genericcategories of a pany39。 Housel，1995)——S 3 A 2 S 6 A 1基于Davenport和Short(1990)的工作形成的方法，這種技術用于將汀能力同特定的流程再造需求進行匹西己。隨著理解的改變，人的反應和行為也要發(fā)生相應的改變 A technique for gaining acceptance of new ideas by attempting to change the way a person internally frames andunderstands events in order to change the meaning. When the meaning change，the person39。(了解顧客的需求) (Custonler Requirements)：Consists of customers of a businesses process and is formed to collect information on expected and actual process performance．一一S 2A 4 S 6A 1●結構化會談技術(Structured Interview) 這種會談技巧被用于提問人的問題和題目順序已經預先準備好的情況中。動作研究用來分析員工在從事特定工作的時候肢體的不同動作，從而消除無效的運動，以達到增加運動速度的目的。語言動作的例子有需求、提議、協定、撤銷、 拒絕提議、報告完成等。 ()：Uses psychometric instruments to measure job satisfaction， orgainization coremitment，and employee opinions in connection to newly designed jobs for the reengineered process．—S3A1 S4A2 S6A1● 作用活動圖(Role Activity Diagramming) 一種通過簡單易懂的圖表符號表現角色、動作、事件、狀態(tài)、情景、決定、平行關系等概念的方法。(Org. Analysis)：A technique to integrate work content，ualifications and rewards foreach job in a way that achieves an effective fit between people，technology and process．New opportunities for job design such as empowering employees with more decision making responsibilities are typically associated with process reengineering. ——S 4A 1 S 4A 3●社會技術系統(tǒng)設計(SocioTech System Design) 這種技術強調參與、學習、授權的人文主義原則，將組織看成是由掌握工具、技術和知識的人(社會系統(tǒng))所構成的系統(tǒng)，提供產品和月良務。 Model，Change Mgt., Org. Analysis)：Emphasizing the humanistic principles of participation，learning and empowerment，this technique views an organization as made up of people(the social system) using tools，techniques and knowledge (the technical system) to producegoods or services．The two systems must be effectively fit to one another to achieve optimal functioning (Pava，1983)．A typical design technique using this approach is the 9step ETHICS method developed by Mumford (1994)．——S 4A1 5 4A 3 S 5 A 1●軟系統(tǒng)法(Soft System Method) 該方法最初由Peter Checkland(1981)開發(fā)，用來解決非結構化問題的結構化以及定義客戶的需求。 (Capture amp?！猄 4A1S 4A 4 (Capture amp。 ——S 4A 3 S 5 A 1 (Org．Analysis)：This is based on the premise that a sense of work acplishment is derived from group nfitment which is developed by member interdependence based on a mon organizational purpose that leads to trust and respect．Techniques forteambased management refer broadly to a wide variety of techniques that enhance team performance．Examples include participatory decision making，self—managed teams，etc． ——S 4A 3 S 5 A 1●信息工程(Information Engineering) 由James Martin(1990)提出的系統(tǒng)化集成的業(yè)務模型，用于建構組織信息系統(tǒng)的穩(wěn)定架構。通過運用DBMS和CASE可以使新系統(tǒng)