用戶:DukeAnt/企業系統規劃法

維基百科，自由的百科全書

企業系統規劃（英語：Business system planning，BSP）方法是一種分析、定義和設計組織的信息系統總體方案的方法。1981年其被引入由IBM，並僅限內部使用，[1]其實在20世紀70年代初，BSP的起步工作已經開始了。[2]其是處理相互關聯的數據、流程、戰略、目標和組織部門的複雜方法。

BSP是一種實現信息系統總體方案的新方法，[3]其目標是：

  • 理解目前應用的問題和機遇
  • 開發支持企業的未來技術
  • 為高管提供IT支出的方向和決策框架
  • 提供信息系統（IS）和發展藍圖

BSP項目的成果是結合投資和經營策略的技術路線圖。 BSP包括15個步驟，可以按功能分為三部分。

準備[編輯]

調研授權[編輯]

BSP中必不可少的第一步是從管理部門或其他感興趣的部門獲取此次調研的授權。下列角色必須同意此次調研的目的和範圍：

  • 發起人
    • 提供財政支持
  • 團隊領導
    • 選擇團隊成員（四至七人）
    • 配合工作
    • 調研文檔與實施（通常超過八周的時間）
    • 向管理層展示調研結果
  • 團隊成員
    • 通常是一個部門的負責人
    • 分析和判斷組織的信息需求（英語：Information needs）
    • 對未來信息系統的內容提建議
    • 向管理層展示調研結果
  • 秘書
    • 調研文檔
    • 協助團隊領導

準備[編輯]

第二步是團隊領導的調研準備。其目標為：

  • 制定時間表
  • 獲取文檔
  • 選擇要訪談的經理
  • 準備會議和採訪空間
  • 告知團隊成員：
    • 機構職能
    • 機構數據處理水平

這一步的產物是包含上述信息，以及調研時間表、IT文檔和圖表的調研書。

開始[編輯]

在調研的第一次會議上，發起人介紹調研的目的和預期結果，領隊展示調研計劃，IT經理介紹信息系統的當前狀態，以及其在組織中的作用。

Analysis[編輯]

T分析是 BSP 中最重要的部分。團隊在定義業務戰略、流程 和數據類時搜索合適的 組織結構[4] 並分析當前的信息支持。

Strategy[編輯]

This step define strategic targets and how to achieve them within the organization:

  • Adaptating to the customer´s desires
  • Centrally-planned reservations, stock, payments
  • Improvements in checking in, shipping, presentation, advertising, partner relations and stock management
  • New customers
  • Noise reduction
  • Paperless processes
  • Product-portfolio expansion
  • Loss and cost reduction
  • Simplifying customer order cycle
  • Transport coordination
  • Upgrade of production line
  • Updating information

The team works from these strategic targets. Organizational units are departments of the organization. Each department is responsible for a strategic target.

Processes[編輯]

There are about 40-60 business processes in an organization (depending on its size), and it is important to choose the most profitable ones and the department responsible for a particular process. Examples include:

  • Contact creation
  • Hangaring
  • Invoicing
  • Monitoring
  • Airplane coordination and service
  • New-customer registration
  • Service catalog creation
  • Reservations
  • Employee training
  • Transfers
  • Car rental

Data classes[編輯]

There are usually about 30–60 data classes, depending on the size of the organization. Future IS will use databases based on these classes. Examples include:

Information support[編輯]

The purpose of this step is to check the applications used by an organization, evaluating the importance of each to eliminate redundancy.

Management discussion[編輯]

In the final analytical step the team discusses its results with management to confirm (or refute) assumptions, provide missing information, reveal deficiencies in the organization and establish future priorities.

Issue results[編輯]

All documents created during the analysis are collected, serving as a base for future information architecture. The organization classifies and dissects all identified problems; a list is made of the cause and effect of each problem, which is integrated into the future IS.

Conclusion[編輯]

Defining information architecture[編輯]

To define an organization's information architecture,[4] it is necessary to connect the information subsystems using matrix processes and data classes to find appropriate subsystems. The organization then reorders processes according to the product (or service) life cycle.

Establishing IS-development priorities[編輯]

A number of criteria (costs and development time, for example) establish the best sequence of system implementation. High-priority subsystems may be analyzed more deeply. This information is given to the sponsor, who determines which information subsystems will be developed.

Verifying study impact[編輯]

An IS planning and management study should be conducted. When the organization has finished its work on processes and data classes, it should explore the functions and goals of the system with a list of requested departmental changes and a cost analysis.

Proposals[編輯]

Final recommendations and plans are made for the organization during this step, which encompasses information architecture, IS management and information-subsystem development and includes costs, profits and future activities.

Presentation[編輯]

This is the agreement of all interested parties (team, management and sponsor) on future actions.

Final step[編輯]

The organization should establish specific responsibilities during the project's implementation. There is usually a controlling commission, ensuring consistency across the IS.

BSP, in addition to its value to IS planning, introduced the process view of a firm. The business process reengineering of the 1990s was built on this concept. It also demonstrated the need to separate data from its applications using it, supporting the database approach to software development methodology.

參考文獻[編輯]

  1. ^ Gordon Bitter Davis, Gordon B. Davis (1999) The Blackwell Encyclopedia of Management and Encyclopedic Dictionaries, The Blackwell Encyclopedic Dictionary of Management Information Systems. p. 173
  2. ^ Antonia Albani, Joseph Barjis, Jan L.G. Dietz eds. (2009) Advances in Enterprise Engineering III: : 5Th International Workshop, Ciao! 2009, and 5th International Workshop, Eomas 2009, Held at CAiSE 2009, Amsterdam, the Netherlands, June 8–9, 2009, Proceedings. p. 57
  3. ^ John Zachman 1982. "Business Systems Planning and Business Information Control Study: A comparisment. In: IBM Systems Journal, vol 21, no 3, 1982. p. 31-53. In this 1982 article John Zachman explains:
    Business Systems Planning (BSP) and Business Information Control Study (BICS) are two information system planning study methodologies that specifically employ enterprise analysis techniques in the course of their analyses. Underlying the BSP and BICS analyses are the data management problems that results in systems design approaches that optimize the management of technology at the expense of managing the data.
  4. ^ 4.0 4.1 Business Systems Planning (IBM Corporation), paper 2. Robinson College of Business, Georgia State University.
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