面向业务流程重组的过程分析与建模方法研究

为寻求全面支持BPR的过程建模方法,本文在工作流管理联盟(WfMC)所提供的参考模型基础上,提出了一种附带有过程语义字典的工作流扩展模型,并以这种模型为工具,分别对过程内部活动的相似性和过程之间的耦合性进行了分析,而且还探讨了基于这两种分析结果的过程再设计方法.     

工业电子产品生产过程的工作流管理系统设计

随着工业企业异地协同模式的不断扩展,对处于不同位置的部门在网络上和空间上都有了更高的要求,能够对产品的生产流程与生产设计统一进行管理。本文主要结合工业电子产品生产过程对异地工作流管理系统设计的基本模型进行分析,建立起分布式结构的管理系统,并对工作流技术进行浅要的分析。     

基于事件的变结构工作流管理

为了提高工作流管理系统对业务流程变化的适应性,本文首先对工作流的柔性进行了分类;针对企业流程再造这类变结构的工作流管理,采用了一种基于事件的变结构工作流管理方法,并对该方法的框架构造进行了详细讨论,最后在订单处理工作流中得到了应用.     

工作流系统的组织机构管理模型设计

组织机构管理模块是工作流系统中的子模块。本文根据不同组织机构的复杂程度给出了相应的组织机构模型,并对不同模型进行分析,提出一个切实可行的通用模型,用于适应各种不同的企业和事业单位;本文同时给出权限管理模型,指定权限管理和分配的策略;最后把组织机构模型与工作流系统相结合,提出相关应用解决方案。     

基于Office与VBA的通用财务经济分析系统

在对通用财务经济分析系统进行需求分析的基础上,设计了基于Office与VBA的解决方案和体系结构,就一些关键的技术进行了详细的说明,并对可能应用前景以及需要进一步完善的地方进行了讨论.     

基于网格工作流的城市管理系统

本文阐述网格工作流机制的体系结构，设计基于网格工作流的城市网格化管理系统，并对系统的关键技术作了阐述，通过唐山市网格工作流管理系统的实例，验证了系统可以满足联合调度分布式的多种数据资源，进行多部门协同办案的需求，具有很好的推广前景。     

JAVA语言的应用——手机程序设计一般流程

本文首先分析了JavaME在当前移动终端发展中所具有的重要角色,选择JavaME作为移动终端软件开发平台的优势。详细阐述了开发手机应用软件所需的关键技术—JavaME的主要功能和体系结构以及移动信息设备的主要操作系统平台及其对JavaME的支持情况。论文详细阐述了应用JavaME技术进行手机应用软件开发的过程和其中使用到的关键技术。论述休闲娱乐系统平台的构架,分析了各个组成部分功能和模块结构。     

基于ASP.NET的企业进销存管理信息系统的设计与实现

本文通过研究三层体系结构模式的应用系统设计方法,详细地阐述基于ASP.NET技术进行开发B/S三层结构应用系统的主要设计思想和步骤,并结合一个进销存系统项目的开发过程作为示例进行分析与设计,具体地介绍利用ASP.NET面向对象技术的三层结构系统的应用与实现,为广大中小企业对物资进行管理提供参考。     

建筑公司物资采购管理系统的设计与实现

针对目前国内建筑公司物资采购信息化过程中存在的不足之处,建立基于Web的集成物资采购管理系统,详细介绍了物资采购管理系统的解决方案、功能设计和体系结构设计.提出了一种基于UML的,以页为基本单位的系统分析设计方法.     

基于代理的网格资源管理中间件

本文介绍了一种基于代理的网格资源管理中间件模型,详细阐述了该模型的体系结构和代理的分层结构.应用该模型可以提高资源使用的便捷性和效率.     

面向角色的多agent 工作流模型研究

目前的工作流建模工具大多是面向活动、面向产品、面向目标或面向决策的,没有强调工作流 是多个角色主体协作的过程,工作流的绩效最终依赖员工及其角色的作用. 从角色及其合作的角 度,分析了面向角色的工作流模型及其表示方法,为工作流的管理提供新的思路. 在此基础上,研究 了角色、agent 和工作流的关系,给出了一种面向角色的工作流多agent 管理系统模型和原型.     

面向角色的多agent 工作流模型研究

目前的工作流建模工具大多是面向活动、面向产品、面向目标或面向决策的,没有强调工作流是多个角色主体协作的过程,工作流的绩效最终依赖员工及其角色的作用.从角色及其合作的角度,分析了面向角色的工作流模型及其表示方法,为工作流的管理提供新的思路.在此基础上,研究了角色、agent和工作流的关系,给出了一种面向角色的工作流多agent管理系统模型和原型.     

基于工作流的企业业务过程集成建模方法

工作流管理是一种对业务过程进行支持、控制、监视和优化的先进工具. 将生产制造过程 BOM和Petri 网技术应用于企业业务过程,对于相关定义、建模分析以及从BOM到Petri 网的映 射实现算法进行了说明;对基于BOM- Petri 的建模方法进行了扩展优化;最后结合算法进行了 仿真研究.     

基于Petri网的工作流优化分析

工作流管理技术是实现企业业务过程重组、过程管理与过程自动化的核心技术。在工作流参考模型中,工作流验证和优化是过程定义工具的重要组成部分。在综述相关研究论文和经典Petri网理论的基础上,提出了基于Petri网的工作流合理性验证算法和过程优化算法。最后通过保险索赔过程的优化实例,验证了工作流优化算法的有效性。     

跨组织工作流建模及分析研究述评

从组织间工作流的层面对跨组织工作流建模的已有研究进行分类、总结和评价.然后,从定性分析和定量分析2个角度综述了工作流分析的相关研究.最后,总结了该领域研究的管理实践意义,并针对现有研究存在的不足,探讨了未来的研究趋势和发展方向.     

基于ECA规则的工作流时间约束分析

本文着重研究了工作流中各活动间的定量时序关系,提出了一种分析工作流中时间约束的方法。该方法针对基于ECA规则的工作流,通过建立及分析工作流的约束图,对工作流中活动间定量时序约束的一致性进行了分析,从而保证了工作流的正常运行。     

Work Design and Integration Glitches in Globally Distributed Technology Projects

In a technology project, project integration represents the pooling together of complete, interdependent task modules to form a physical product or software delivering a desired functionality. This study develops and tests a conceptual framework that examines the interrelationships between the elements of work design, project integration challenges, and project performance. We identify two distinct elements of work design in technology projects: (i) the type of project organization based on whether a technology project spans a firm boundary (Domestic‐Outsourcing) or a country boundary (Offshore‐Insourcing) or both boundaries (Offshore‐Outsourcing) or no boundaries (Domestic‐Insourcing), and (ii) the joint coordination practices among key stakeholders in a technology project—namely, Onsite Ratio and Joint‐Task Ownership. Next, we measure the effectiveness of project integration using integration glitches that capture the incompatibility among interdependent task modules during project integration. Based on analysis of data from 830 technology projects, the results highlight the differential effects of distributed project organizations on integration glitches. Specifically, we find that project organizations that span both firm and country boundaries (Offshore‐Outsourcing) experience significantly higher levels of integration glitches compared to domestic project organizations (Domestic‐Outsourcing and Domestic‐Insourcing). The results further indicate that the relationship between project organization type and integration glitches is moderated by the extent of joint coordination practices in a project. That is, managers can actively lower integration glitches by increasing the levels of onsite ratio and by promoting higher levels of joint‐task ownership, particularly in project organization types that span both firm and country boundaries (Offshore‐Outsourcing). Finally, the results demonstrate the practical significance of studying integration glitches by highlighting its significant negative effect on project performance.     

Bursts and heavy tails of execution time in business processes

This paper investigates the phenomena and effects of heavy tails of execution time in business processes. We approached the heavy tails as a particular variation of business process execution, and analysed them from empirical data of its execution time. The features and possible causes of the heavy tails were investigated. A workflow simulation was conducted to simulate the heavy tails, in order to evaluate quantitatively their effects to business process performance. The simulation outcomes demonstrate that (1) even a heavy-tailed activity in a business process can cause large variation of end-to-end execution times of the process and (2) there are significant prediction gaps resulted by different assumptions of execution times between an exponential distribution and a heavy-tailed distribution.     

Product universality and design for supply chain management

We describe our experience of developing models in which the principles of design for supply chain management (DFCM) have been implemented for new product development at Hewlett-Packard Company (HP). This experience arises from the development of a new product that is scheduled to be released in 1995. A key design decision faced by the product development team was whether to use a universal module or regionally dedicated modules to satisfy global market requirements. We describe a wide range of factors—including manufacturing and logistics costs—that could be used to support the design decision; these factors associated with product and process design contribute to tolal supply chain costs. We review the analytical model used to evaluate the cost and service implications of the two design alternatives. Finally, we discuss qualitative considerations that might influence the eventual decisions as well as the lessons learned from this real world experience.     

Service Architecture and Modularity*

An understanding of the nature of service architecture and modularity is crucial to service design and innovation. Two sets of approaches are developed that further our understanding and support decision making. First is a systematic decomposition approach to architecture modeling that allows organizations to understand their current architecture, evaluate alternative architectures, and identify key interfaces between different parts of the service. Second, the article develops a service modularity function (SMF), a mathematical model indicating the degree of modularity deriving from unique services and the degree to which the modules can be replicated across a variety of services. Three areas are identified that can contribute to competitiveness: the possession of unique service modules or elements not easily copied in the short term by competitors; the ability to exploit these through replication across multiple services and/or multiple sites; and the presence of a degree of modularity, which in turn supports both customization and rapid new product development. The SMF can support decision making in the design of services and the exploitation of service innovation. In particular, the relationship between architecture and modularity and the roles of service contact personnel in the customization of services is shown to be complementary. It is proposed that service customization can be either combinatorial (the combination of a set of service processes and products to create a unique service) or menu driven (the selection of one or more services from a set of existing services/products to meet customer needs).