李亚鹏公司:有高手能帮忙翻译一下吗?

实施Reengineered 过程:
实施阶段是改建努力遇见多数抵抗的地方并且因此它显然是最困难一个。如果我们期待环境有助于改建努力我们哀伤地弄错。面对我们的问题会是, 。。如果BPR 许诺这样的呼吸采取结果然后为什么wasn..t 它及早采取了? 。。我们能准备面对各种各样反对- 从大胆地敌对反对者对被动敌人: 所有被确定杀害努力。当非常时间和努力在分析当前的过程, 再设计他们和计划上被花费迁移, 它的确会是慎密同时运行文化变动节目以所有计划和准备。这会使组织接受更加轻便的转折。但什么可以是会合及时文化变动节目也许被创始, 它应该根源于..winning 大家的心脏和头脑被介入在BPR 努力是对努力至关重要的成功的我们的头脑。一旦这做了, 下步将开发转折计划从和是对被再设计的过程。这个计划必须与被再设计的过程排列组织结构、信息系统、和营业方针和规程。必需支持a 信息系统的..Rapid 实施reengineered 业务流程对BPR 项目至关重要的成功。被创造在的IDEF 模型和是可能被映射对那些被创造在对是和变动要求一张最初的名单期间引起。对是组分的建筑的另外的要求可能增加并且结果被组织入工作细分结构(WBS) 。新发展在BPR 软件技术使能这WBS 的自动迁移activity/relationships 入处理塑造的环境。好处这里是, 我们能现在定义原因和时间连续关系在活动之间计划... 使用prototyping 和模仿技术, 转折计划被确认并且it..s 试验版本被设计和被展示。训练计划为工作者被创始并且计划被执行在全方位。

微软的东西就是这么复杂。
总之，不好重新做一下

如果是蓝屏出现的东西，就没有必要看了，系统出问题了，重装吧。

Implement Reengineered Process:
The implementation stage is where reengineering efforts meet the most resistance and hence it is by far the most difficult one. If we expect that the environment would be conducive to the reengineering effort we are sadly mistaken. The question that confronts us would be,’ If BPR promises such breath taking results then why wasn’t it adopted much earlier?’ We could expect to face all kinds of opposition - from blatantly hostile antagonists to passive adversaries: all of them determined to kill the effort. When so much time and effort is spent on analyzing the current processes, redesigning them and planning the migration, it would indeed be prudent to run a culture change program simultaneously with all the planning and preparation. This would enable the organization to undergo a much more facile transition. But whatever may be the juncture in time that the culture change program may be initiated, it should be rooted in our minds that ‘winning the hearts and minds of everyone involved in the BPR effort is most vital for the success of the effort. Once this has been done, the next step is to develop a transition plan from the As-Is to the redesigned process. This plan must align the organizational structure, information systems, and the business policies and procedures with the redesigned processes. “Rapid implementation of the information system that is required to support a reengineered business process is critical to the success of the BPR project. The IDEF models that were created in the As-Is can be mapped to those created during the To-Be and an initial list of change requirements generated. Additional requirements for the construction of the To-Be components can be added and the result organized into a Work Breakdown Structure (WBS). Recent developments in BPR software technologies enable automatic migration of these WBS activity/relationships into a process modeling environment. The benefit here is that we can now define the causal and time sequential relationships between the activities planned.” Using prototyping and simulation techniques, the transition plan is validated and it’s pilot versions are designed and demonstrated. Training programs for the workers are initiated and the plan is executed in full scale.
提问者：koenmayangfan - 试用期 一级

用金山 快 译!