【文章內(nèi)容簡介】 enarios)三者的相 結(jié)合。 Conceptual Models(觀念模式 ) The goal is o facilitate munication Regardless of how you express a conceptual model, the key is to find the right balance between precision and ease of munication. For systems analysts trained in the use of entity relationship (ER) diagramming, formal ER diagrams and detailed scenarios May be just the right tools. For managers who have never engaged in business modeling before, the right balance may be a bination of simple diagrams and informal explanations. But even with managers, some conventions are necessary to make the diagrams and explanations make sense. Otherwise the output of the process may contain more myth than model. 觀念模式的目標(biāo)是在促進溝通 不管你如何表達一個觀念模式，關(guān)鍵在於找出介於精確和容易溝通之間的 平衡點。對於受過實體關(guān)係繪圖方法 (entity relationship (ER) diagramming) 訓(xùn)練的系統(tǒng)分析師而言，正式 ER圖形以及詳細情境描述也許是正確的工 具。對於不曾投入商業(yè)建模的經(jīng)理人而言，好的平衡點也許是一種簡單圖 形和非正式說明的組合。但即使是經(jīng)理人，仍需遵循一些規(guī)範(fàn)才能使圖形 與說明讓人理解。否則，程序產(chǎn)出可能比模式本身更難讓人理解。 Conceptual Models(觀念模式 ) This book uses convergent engineering The diagrams in this book generally follow the conventions of convergent engineering, a modeling technique I developed specifically to help managers formulate useful business models. In this approach, a business system consists of three basic kinds of objects: anizations, processes, and resources. As shown in Figure , each of these objects plays a different role in the model, and the three relate to each other in ways that both constrain the model and make it more understandable at the business level. Briefly put, anizations own resources and execute processes。 processes consume one set of resources and generate another set。 and resources are the source of all cost and value in the system. There is much more to the approach than this, of course (see my earlier book, Business Modeling with Object Technology), but this one sentence summary illustrates what I view as an appropriate level of formalism for managers, and it should make the illustrations more meaningful to you as well. 本書採用收斂工程 本書圖形主要採用收斂工程 (convergent engineering)的慣例，乃筆者發(fā)展出的 一種建模技術(shù)，特別有助於經(jīng)理人建構(gòu)有用的商業(yè)模式。在此方法中，一個 商業(yè)系統(tǒng)是由三種基本物件 (objects)所構(gòu)成：組織 (anizations)、程序 (processes)和資源 (resources)。如圖 ，這些物件在此模式中個別扮演不 一樣的角色，三者之相互關(guān)係在模式中彼此牽制，並讓此模式在商業(yè)水準(zhǔn)上 更加容易理解。簡單來說，組織擁有資源並且執(zhí)行程序；程序消耗一組資源 並產(chǎn)生另一組；而資源是所有成本與價值在此系統(tǒng)中的來源。當(dāng)然，收斂工 程的內(nèi)容遠較此 G的介紹為多 (請參考筆者早期的著作：《以物件技術(shù)進行商 業(yè)建?！?(Business Modeling with Object Technology)，但上述總結(jié)闡明筆者所 認為經(jīng)理人應(yīng)具備的正規(guī)建模水準(zhǔn)，並且這種建模方法的表達方式也應(yīng)該會 增加你對模式的理解程度。 Conceptual Models(觀念模式 ) This book uses convergent engineering Organizations, Processes, and Resources Conceptual Models(觀念模式 ) Group modeling is the most effective Conceptual models can be developed by individuals, but for systems that cross anizational boundaries, as supply chains inevitably do, the best approach is to assemble a team of representatives from all the groups involved and hammer out the model together. Many software tools have been designed to support this group design process, but lowtech tools are often the most effective. Personally, I39。ve always gotten the best results from a bination of whiteboard diagrams and 5X7 index cards. Each card represents one of the anizations, processes, or resources required for the model, and participants take turns roleplaying these objects as they interact in the operation of the business. The resulting process is highly engaging, often contentious, and always educational as participants discover that each has a radically different understanding of how the business actually works. Once the group has assembled a consensus model out of its various conflicting perspectives, it has a solid foundation on which to build a better system. 集體建模是最有效的 觀念模式可以由個人來建構(gòu)，但對於橫跨組織界線的系統(tǒng)來說，如供應(yīng)鏈之例， 最好的方法是從所有相關(guān)單位選出代表，組成一個工作團隊，一起完成模式之設(shè) 計。許多軟體工具已經(jīng)被設(shè)計用於支援此類集體設(shè)計 (group design)程序，但低技 術(shù)性工具 (lowtech tools)經(jīng)常是最有效的。就筆者而言，筆者總是從綜合使用白 板繪圖與 5X7索引卡當(dāng)中獲得最好的結(jié)果。每一張卡片代表模式中的一個組織、 程序或資源，由參與者輪流扮演這些物件的角色，並進行相對應(yīng)商業(yè)作業(yè)上的互 動。最後產(chǎn)生的程序是人員高度投入且時常爭論不已所得，非常其有教育意義， 因為參與者在過程中發(fā)現(xiàn)，每個人對企業(yè)實際運作方式上竟然有完全不同的理 解。一旦這個團隊透過這樣的衝突過程完成具有共識的模式後，一個堅實的基礎(chǔ) 即已建立，並可在此基礎(chǔ)上發(fā)展更好的系統(tǒng)。 Conceptual Models(觀念模式 ) Conceptual models are poor at prediction Although conceptual models form the basis for understanding systems, they are of little value in prediction and control. It should be clear from the preceding chapter that even the simplest models can produce surprising interactions as soon as two or more ponents are hooked together, and our minds are simply not equipped to extrapolate the effects of these interactions. When we do try to puzzle out the behavior of a system, most of us tacitly assume that all the relations involved are linear. For reasons that psychologists are still teasing out, it is extremely difficult for us to extrapolate the behavior of nonlinear interactions, so we naturally tend to work within our limitations and oversimplify realworld relationships. Going beyond these limitations requires us to turn to more powerful kinds of models. 觀念模式的預(yù)測能力非常薄弱 雖然觀念模式是瞭解系統(tǒng)的基礎(chǔ)，它們在預(yù)測與控制上的價值卻很小。從 前一章中我們應(yīng)該瞭解，即便是最簡單的模式，當(dāng)兩個或兩個以上的模式 元件要連結(jié)在一起時，都可能產(chǎn)生出令人驚訝的互動效果，而且我們的心 智沒有足夠裝備去看出這些互動的效果。當(dāng)我們試著去找出一個系統(tǒng)的行 為時，我們大多下意識地假定所有的關(guān)係都是線性的?；兑恍┬睦韺W(xué)家 仍舊會嘲笑 (teasing out)的原因，人類在推斷非線性互動行為時存在非常高 的困難度，因此，我們很自然地傾向於在這種限制條件下工作，並將真實 世界的關(guān)係看得過於簡單。欲跳脫出這些限制條件，我們必須更改方向?qū)? 求更具效力的模式類型。 Mathematical Models(數(shù)學(xué)模式 ) You already use mathematical models Remember those word problems you hated as a kid? They went something like this: If a boat moving upstream in a river flowing at 2 miles an hour takes 4 hours to travel 3 miles, how many people were in the boat? These exercises were designed to teach you How to generate and apply mathematical models. And despite this early training, you do use mathematical models today. You just don39。t do it formally. 你已經(jīng)在使用數(shù)學(xué)模式了 你還記得小時候你所討厭的代數(shù)問題嗎？例如，假如一條船每小時往上游 移動 2英哩，花了 4小時旅行了 3英哩，