那麼到底什麼是一個系統呢？（軟工系列文章之五） (轉)

那麼到底什麼是一個系統呢？（軟工系列文章之五） (轉)[@more@]

 

那麼到底什麼是一個呢？
What is a System Anyway?
By Russ Finney

翻譯：方雨

 
一個系統是一套為完成一項業務而設計的的手動或者自動化過程。一些過程可
能支援每月的資訊收集，其他的可能用於計算，總結，以及報告新東西，還有
一些可能集中於從已知的一系列取捨方法中選取，每個過程都蘊涵一系列必要
的決定。
一個系統可以是全手動的過程，完全自動化的過程，或者兩者兼有的。
但是，所有的系統在任一時刻，看起來都是來自於一個或幾個一下的型別

傳統機構型
在很多公司內部開發的系統具有很長的運作歷史，穩定的產品或者服務，
更傾向於基於緩慢升級的業務過程。在這些公司內，手動和自動混和的實際系統
可能存在，隨著時間推移，它會變成制度化。如果這是一個大的，機構臃腫的
公司，大部分業務客戶端會逐漸集中於一些小的個人任務，只有一些少數的
老僱員會確實具有整個的大輪廓的印象。

經常調整型
很多公司的商務活動由政府實體進行調控，他們可能更多的會有一些對多變的
規則，規章適應並及時反應的系統，過程，和個人。依賴於調整的節奏，以及提前獲得的
通知的數量，系統可能順利的升級至新的制度環境，或者他們可能降級至多分塊的，
臨時的不確定的解決方案。
講究原則型
一些系統只是基於簡單的，已接受的業務原則。一個已經建立的，被很好界定的
方法已存在的業務，所有的公司都遵循這個。審計（G/L,A/P,A/R,等等），
薪酬制度，財務報表系統都適於這個範疇。既然不同公司，工廠之間的執行的系統
的基本方法只有很小的區別，大量的非自身獨有的（off the self 的意思，用英文
來解釋就是available without self,or on the other envirement－－方雨)自動化替代方案
可以適應於從最大的，到最小的企事業實體。除了有徹底的業務原則改變發生，這些系統
是所有之中最穩定的，最少動態改變的。往往一個公司從他們當前的系統中“成長”起來，
這種情況會引發改變的發生。
工業製造型
每個工業企業具有獨有的特點，這些特點確定了組織進行業務活動的方法和途徑。
這些工業化實踐活動在公司內升級的系統中得到具體化。這些系統也更可能
被最大程度的監護，因為他們被認為是代表一個全新的，高階的系統。任何型別的
顯著的組織化，過程化或者系統化的升級提供了更高的質量，更低的成本，或者更好的
客戶服務。能使公司具有重要的競爭的武器。對這種型別的系統的改變不存在細微的
問題的。既然他們代表著企業的生命週期。
完全創新型
最後一類系統是這些從革新中誕生的。他們在一個新的組織形成時或者新的服務提供
時建立。當這些系統開發並升級時，必須首先意識到整個的短週期的冒險，長週期的
受益是整個組織首先要考慮的問題。既然業務流程的建立，以及隨之的系統架構的建立
趨向於“倉促”而就，公司更應該起用盡可能多的專家和有的人來參與整個過程。
這保證為現在的業務和以後的增長建立一個堅實的基礎。

理解歷史，特點，和一個特殊的新的，或者已經存在的系統是業務分析的重要的前提。

系統實施和支援的要求在以上的每種情況下都有不同。業務分析和系統設計必須敏銳

What is a System Anyway?
By Russ Finney
 
A system is a set of manual and automated procedures devised for conducting
business. Some procedures may support monthly information gathering, others may
consist of calculations, summarizations, and report creation, and still others
may center on picking from a series of known alternatives, each with a
respective set of required decisions. A system can be a totally manual process,
a completely automated process, or a combination somewhere in between. But all
systems at one time or another seem to be ed in one or more of the following
s:
 
Tradition
 
Systems which are developed within companies with long operating histories and
stable product or service lines, tend to be based on slowly evolving business
procedures. Within these companies, a mix of manual and automated practices may
exist which, over time, become "institutionalized". If the company is large and
bureaucratic, the masses of business clients become focused on small
individualized tasks, and only a handful of long teemployees may really have
any a of the "big picture" of what is really occurring.
 
Regulations
 
Companies which have their business practices regulated by governmental
entities, tend to have systems, procedures, and individuals who are adaptive and
reactive to the various changing rules and regulations. Depending on the
regulatory pace and the amount of advance notification given the company,
systems may either smoothly evolve to the new regulatory environment, or they
may degrade into "piecemeal" temporary solutions which seem to live on
indefinitely.
 
Principles
 
Some systems are simply based on accepted business principles. An established
and well defined way of conducting business exists, and all companies follow
this model. Accounting (G/L, A/P, A/R, etc.), payroll, and financial reporting
systems all fit into this category. Since only minor differences exist in the
fundamental way in which these systems operate from company to company, and from
industry to industry, numerous "off the self" automation alternatives exist
which suit the largest to the smallest business enterprise. Other than when
swee business principle changes occur, these systems are by far the most
stable and the least dynamic in the organization. Usually a company "grows" out
their current systems, and this is the situation which triggers change.
 
Industry Practices
 
Every industry has unique characteristics which define the organization's
approach to conducting business. These industry practices become embodied in the
systems which evolve within the company. These systems also tend to be the most
closely guarded since they are perceived to represent a competitive advantage.
Any type of significant organizational, procedural, or system advance which
provides higher quality, lower costs, or better customer service can give the
company an important competitive "edge". Changes to these types of systems are
no trivial matter since they represent the "lifeblood" of the enterprise.
 
Innovation
 
The last group of systems are those born from innovation. They are created when
a new organization is formed or a new product or service is offered. As these
systems develop and evolve, an awareness of the overall short term risks and the
long term benefits should be the prime concern of the organization. Since the
creation of the procedures and the associated system infrastructure tends to be
from "scratch", a company is well advised to harness as much expertise and
experience as possible during the process. This insures that a solid foundation
is created for both current business requirements as well support for future
growth needs.
 
Understanding both the history, character, and source of a particular new or
existing system is a vital requirement of the business analyst. System
implementation and support options vary in each of the above situations. The
business analyst and system designer must be keenly aware of the business
sensitivities surrounding system implementation or change effort. Understanding
these "roots" of the particular system is the first step.

的把握圍繞著系統實施或者改變的業務意識。