|此用户页目前正依照en:Business system planning上的内容进行翻译。 (2014年8月31日)|
- 1 准备
- 2 Analysis
- 3 Conclusion
- 4 参考文献
The analysis is the most important part of BSP. The team searches for an appropriate organizational structure as it defines business strategy, processes and data classes and analyzes current information support.
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.
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
- Airplane coordination and service
- New-customer registration
- Service catalog creation
- Employee training
- Car rental
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:
- Purchase order
- Service catalog
The purpose of this step is to check the applications used by an organization, evaluating the importance of each to eliminate redundancy.
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.
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.
Defining information architecture编辑
To define an organization's information architecture, 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编辑
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编辑
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.
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.
This is the agreement of all interested parties (team, management and sponsor) on future actions.
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.
- 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
- 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
- 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.
- Business Systems Planning (IBM Corporation), paper 2. Robinson College of Business, Georgia State University.