BPR與管理變革、BRP支持工具的國際調(diào)研報告

1、international survey on business process re-engineering, change management and bpr support toolsinternational survey onbusiness process re-engineering, change managementand bpr support toolspage 14 of 14dear sir/madammanufacturing and service organisations are taking an increasing interest in busine

2、ss process re-engineering (bpr), to support their evolution in a dynamic and rapidly changing business environment. bpr aims to improve core business processes, by substantially revising their structure and by dramatically changing the way in which the processes are managed and implemented. this nor

3、mally produce a great impact for what concerning people involved, working practices and supporting technologies, particularly information technologies. bpr offers an invaluable opportunity to achieve a real breakthrough in business performance, but it also introduces risks in the case of wrong re-en

4、gineering choices or of inadequate implementation of the devised changes. the availability of appropriate bpr tools that help in reducing bpr risks can, thus, greatly benefit organisations that undertake bpr. given an existing or a new business process, a typical bpr tool supports its modelling, ana

5、lysis and evaluation, and the simulation of its probable behaviour. the inspire project has been launched by a consortium of leading european companies and is supported by funding from the european commission, ist-1999 n 10387. inspire aims to define and develop innovative, powerful and easy-to-use

6、solutions in the areas of bpr and change management support tools. in this context, inspire is carrying out an international survey on bpr and bpr tools, and we would appreciate your help in filling in and returning the attached questionnaire at your earliest convenience and no later than 28 septemb

7、er 2000. it will take about 30 minutes to answer the questions. all answers will be treated as completely confidential.we should like to thank you in advance for your co-operation, and look forward to receiving your views on bpr, change management and bpr tools.the inspire consortiumplease return th

8、e questionnaire to:marco argilli (inspire technical coordinator)by e-mail: marco.argillitxt.itor by fax: 0039 02 2578994for any help and/or clarifications, please contact:marco argilli (0039 02 25771443)inspire international survey on bpr and bpr tools1. which type of company are you working for?oo

9、manufacturing industrywhich sector? _oo service industrywhich sector? _oo it supplier / system integratoroo management consultantoo research institute or university2. what is your position in the company? _3. how many employees are there in your entire firm?oo fewer than 20o 100 to 499oo 20 to 49o 5

10、00 to 999oo 50 to 99o 1000 or more 4. if you are an it supplier or a management consultant:what percentage of your turnover comes from bpr projects? _ %5. if you are a manufacturing or a service industry:what percentage of your turnover is yearly invested in bpr projects? _ %6. if you are a manufact

11、uring or a service industry and if your company has in progress (or if had in paste) bpr projects:has your company aid from external consultant in bpr projects? o yes o no 7. how many bpr projects have your company undertaken so far?oo noneo 1 to 5oo 5 to 10o more than 108. how many bpr projects are

12、 currently ongoing in your company?oo noneo 1 to 5oo 5 to 10o more than 109. how many bpr projects are planned for the next year in your company?oo noneo 1 to 5oo 5 to 10o more than 1010. which is the area most targeted by bpr project in your organisation?oo product design and developmentoo producti

13、on management and controloo internal logistics (integration of internal functions)oo supply chain (integration with suppliers) oo sales and distribution networkoo customer supportoo other areas (please specify): _ 11. which are, according to your experience, the most relevant cost-factors in a bpr p

14、roject?(please provide a rating for relevance: 1=low to 5=high):expenses for external management consultants _ expenses for external system integrators and it suppliers _ expenses for internal personnel _ other (please specify) _ 12. which is, according to your experience, the contribution to the to

15、tal bpr costs of:(please provide a rating for contribution: 1=small to 5=large):process analysis_ process design_ implementation of the organisational infrastructure_ development of the it infrastructure_training and human resources development_ 13. which is, according to your experience, the contri

16、bution to the total bpr time of:(please provide a rating for contribution: 1=small to 5=large):process analysis_ process design_ implementation of the organisational infrastructure_development of the it infrastructure_ training and human resources development_ 14. which specific information technolo

17、gies do you feel more relevant for the implementation of the re-engineered process?(please tick one or more box and give a rating for relevance: 1=low to 5=high):oo workflow_if yes,oo what workflow do you use? _ is it an open and distributed workflow (e.g. following wfmc standards)? o yeso nodoes it

18、 allow inter-operability?o yes o nodoes it allow web-access?o yeso nooo executive information systems_oo decision support systems_oo product data managementoo others (please specify)_15. do you already use some tools of the other categories (besides workflow) listed above?oo yes(please specify) _oo

19、no16. in particular, are you using a pdm (product data management) tool?(please explain a motivation for the choice)oo yes (please specify) _oo if yes, is it is an open and distributed pdm? o yes o nooo does it allow inter-operability and web-access? o yes o nooo does it allow web-access?o yes o noo

20、o no17. how do you monitor and control the progress status of the actuation of your processes and/or projects?_18. which process actuation monitoring and control tools do you use, if any? _19. how do you assign personnel (resources in general) to activities? (do you use some tool to do this? what?)_

21、20. do you schedule activities taking into account the workload profile? o yes o no_21. how do you classify human resources (blue & white collars, skills, competencies, roles, positions, etc.)? _22. how do you allocate human resources? _23. do you think it is viable to allocate resources to activiti

22、es possibly using an advanced project management tool or an extension of it?_24. how do you manage project change (e.g. after a specific request from the market, customers, etc.) and/or iterations (e.g. activity to be re-performed) during actuation? _25. do you explicitly track or manage project cha

23、nge and/or iterations? o yeso no26. how do you deal with delays and major project modifications?_27. which are the major difficulties arising when implementing the it infrastructure for a re-engineered process?(please tick one or more box and give a rating for difficulties: 1=minor to 5=major):oo pr

24、operly understanding the re-engineered process models resulting from a process design activity. _oo properly understanding the underlying rationales._oo bridging the gap between the bpr-level model and the implementation-level model of the re-engineered processes. (e.g., the detailed description of

25、a process in view of automating it through a workflow management system; the software specifications for a third party application supporting process activities/tasks; etc.)_oo others (please specify)_28. do you use bpr tools in the context of your bpr activities?oo alwaysoo sometimesoo never, but w

26、e are planning to use such a tooloo never, and we are not planning to use such a tool29. if you currently use, or are planning to use a bpr tool, what is the main purpose? oo for documentationoo to optimise your way of workingoo for long/medium term planning oo for short term controlling and actuati

27、on30. do process schemas, or templates, exist for some of your processes (or particular subsets of them)? o yes o no o do not knowif yes, which ones?_do you use them to model processes? o yeso noassuming a template exists, as the process is activated in a given instance, does the template need much

28、tailoring to the specific situation?o yeso noalternatively do you use the existing models as a template for building new models?o yeso no31. do you need to support gap analysis between models?o yes o noo do not knowif yes, why and when?_32. if you currently use / plan to use a bpr tool, which one(s)

29、?tool name (1):_tool vendor:_platform (hardware & operating system):_exact price (if known)_price range: o 10.000 eurotool name (2):_tool vendor:_platform (hardware & operating system):_exact price (if known)_price range: o 10.000 euro33. if you do not plan to use a bpr tool, which are the main reas

30、ons?(please tick one or more box and give a rating: 1=minor reason to 5=major reason):oo cumbersome user interface_oo complexity of the underlying bpr methodology_oo complexity of the tool_oo price of the tool_oo perception that adequate tools are not available_oo others (please specify)_34. if you

31、currently use a bpr tool, which are its main features?oo it is based upon a bpr methodology. if yes, which one:oo standard methodology (e.g. idef0) oo proprietary methodologyoo it supports process modelling if yes, which specific features does it offer?oo graphical process representationoo repositor

32、y of process componentsoo support to the modelling of organisational structuresoo human resources classification and managementoo checking and validation of the modeloo others (please specify)_oo it supports process performance modelling? if yes, which one?oo abc costingoo process lead-timesoo other

33、s (please specify)_oo it supports process simulation.if yes, which specific features:oo what-if analysisoo monte carlo simulationoo process animationare you using specific tools for simulation? o yes (please specify)o no_oo do you need simulation mainly at the modelling or at the actuation phase? (e

34、.g. are you more interested in process re-engineering and therefore in process optimisation, or in process fast reaction to criticalities?)o yeso no_oo it supports process analysis.if yes, which main analysis features would be important:oo critical path identificationoo bottlenecks identificationoo

35、resources saturation evaluationoo costs analysisoo added value chain analysisoo others (please specify)_oo it supports process performance monitoring and analysisoo it is integrated with other tools? if yes, which one(s)? oo workflow development tooloo executive information systems development toolo

36、o application development tooloo project management tooloo others (please specify)_how is the integration achieved?oo at methodological leveloo through data sharing and common model repositoryoo others (please specify)_35. which three features do you consider to be most useful in a bpr tool?oo it is

37、 based upon a bpr methodology. if yes, which one:oo standard methodology (e.g. idef0) oo proprietary methodologyoo it supports process modelling.if yes, which specific features does it offer?oo graphical process representationoo repository of process componentsoo support to the modelling of organisa

38、tional structuresoo human resource classification and managementoo checking and validation of the modeloo others (please specify)_oo it supports process performance modelling.if yes, which one? oo abc costingoo process lead-timesoo others (please specify)_oo it supports process simulation.if yes, wh

39、ich specific features:oo what-if analysisoo monte carlo simulationoo process animationoo it supports process analysis.if yes, which main analysis features:oo critical path identificationoo bottlenecks identificationoo resources saturation evaluationoo costs analysisoo added value chain analysisoo ot

40、hers (please specify)_oo it supports process performance monitoring and analysisoo it is integrated with other tools.if yes, which one(s)? oo workflow development tooloo executive information systems development tooloo application development tooloo project management tooloo others (please specify)_

41、how is the integration achieved?oo at methodological leveloo through data sharing and common model repositoryoo others (please specify)_about specific functionality of a bpr support toola bpr action aims to model and present several aspects, or views of a business process in order to aid re-organisa

42、tion and optimisation.1. which are the main aspects that you consider important to be able to present?oo physical view of the process (effective flow of action undertaken, as represented in a work flow system by means of different editors: idef0 diagrams, actor activity diagrams, dsm, flow charts, e

43、tc.)oo organisational view andor human resource viewoo analysis and simulation environment (process animation, gap analysis, etc.)oo performance and monitoring systemoo other view (please specify): _2. a business process element is associated with different information according to how it is presented, or viewed. starting from a certain view (the source view), then the initial schema of another view of the business process element can be generated (the generated view). this second view can be