Business Process Modeling[业务流程建模]
Business Process Simulation[商业流程仿真]

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什么是业务建模（Business Modeling）？

找出正确的变革和改进领域，对组织的全面成功至关重要。 然而，在业务流程改进的变革过程中，如果对变革影响没有一个清晰认识，则非常危险。 所以，需要有一项工具帮助管理人员真正理解企业的业务流程，把握任何一处细微的流程变革对全局的影响。

业务建模法就是一项模拟业务流程的技术， 它依据一系列的业务活动、协作行为，提供了表达业务流程和战略的方法，从而帮助企业管理人员更好地理解企业的业务流程以及流程中的参与者。 业务模型的作用在于它能够帮助记录完整的流程信息，理解和交流复杂的流程信息。 通过从不同角度对业务流程进行记录，业务模型能够帮助管理人员充分认识他们所处的环境。
 

仿真软件（Simulation Software）

借助仿真软，管理人员能够对业务流程产生更为深刻的认识。 这种软件通过图表来显示完整的工作流程， 据此，管理人员能够很容易识别问题，给出改善建议。 一旦问题被找到，软件还能够根据用户需要，重新调整各项参数。 然后，再次运行软件就能立刻观测到改动后的变化结果。 通过这种方法，企业可以在计算机环境下模拟业务流程变革，而无须在真实环境里冒险，从而避免不必要的损失。
 

业务建模运筹学

业务仿真是从20世纪50年代的运筹学（Operations Research）发展而来的。 由于计算机的功能越来越强大、价格越来越便宜，以及各种应用软件更加用户友好，现在，业务建模技术甚至能够帮助没有技术背景的管理人员进行决策制定、方案选择。

业务建模技术广泛应用的另一个促进因素是企业的快速变革步伐。 对于现代企业来说，几乎没有时间在现实中测试新品、修正错误，错误一旦发生，代价常常是巨大的。

业务建模和仿真的典型应用

• 财务规划（Financial Planning）：量化商业决策在资产负债表和损益表上反映出来的变化。
• 风险管理（Risk Management）：测定和管理利润和风险，实现两者平衡。
• 预测（Forecasting）：分析、运用历史数据预测未来情境和趋势。
• 业务流程建模（Business Process Modeling）：测绘流程、任务、步骤，并根据需要，以各种可视化形式展示测绘结果。

参考书： Manuel Laguna， Johan Marklund - Business Process Modeling， Simulation， and Design -

参考书： Bernard P. Zeigler - Theory of Modeling and Simulation -

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比较： Game Theory[博奕论]  |  Strategy Dynamics[战略动力学]  |  Operations Research[运筹学]  |  Enterprise Architecture[企业架构]  |  Value Stream Mapping[价值流程图]

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