Kiviat diagrams or charts are created to show the degree to which an organization is ready for the type of proposed changes that are a result of a reengineering project.
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A set of techniques used to stimulate creative or "out of the box" thinking. Applying Lateral Thinking techniques is a deliberate strategy to interrupt normal, linear thought patterns, to facilitate the transition between patterns, and to widen the range of possibilities.
A technique used to make comparisons between two or more enterprise engineering deliverables and/or business objects. Typically, this technique is applied to check for completeness of the business reengineering solutions generated against customer needs and satisfiers.
This technique can be used for analyzing the bias and inaccuracies of implemented measurement criteria. In addition, this technique will help identify the precision of the measurement criteria and normalize out any factors that could impact the accuracy of the measurement.
Applying this set of techniques involves the process of scanning the enterprise to relate the social systems present within it and to identify the possible disconnects between the systems and the desired behaviors which they were designed to reinforce. The social systems are the structure to motivate, pay, and drive people to perform a process. This analysis provides a big picture of the social systems within the organization. General categories of analysis include:
A structured form of brainstorming, including the entire group involved in a workshop. NGT was developed based on research that indicated that people came up with more and better ideas working silently in a group than when they worked alone. Participants work by themselves and then share information through round-robin collection. The entire team decides how to organize and evaluate the results.
This technique is used to set specific objectives for an enterprise as a whole and/or for a particular enterprise change project or initiative. An objective can be defined as a specific result the enterprise (or project) would like to achieve within a specified time period. Objectives differ ...
A graphic technique to summarize the results of reengineering a complex work flow that comprises a value stream or process. This technique can also be used to help examine the interaction between various resources, human and other parameters, within an organization. Opportunities for improvements in the interactions and/or breakthroughs can be highlighted.
This technique analyzes the established culture and the indicators of how ready an organization is for radical changes in the way it does business, now and in the future. An Organizational Readiness Assessment is performed as part of an evaluation of the social systems for the enterprise. (The social systems are the structure to motivate, pay, and drive people to perform a process.) This excludes the technical systems.
A technique used to identify the few factors that have the greatest impact on an outcome, result, or on measures of quality, satisfaction or performance. Separating these "vital few" from the "trivial many" is generally known as the "80/20" rule. Applying this rule to sources of problems would mean that, on average, 80 percent o...