IBM Lotus Workflow 2.0 使用详解

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"IBM Lotus Workflow 手册是一本详尽的指南，主要介绍如何使用IBM Lotus Workflow，这是一款基于Lotus Domino Release 5.0的工作流管理工具。该手册由Søren Peter Nielsen、Carol Easthope、Pieter Gosselink、Karl Gutsze和Janno Roele等人撰写，由International Technical Support Organization出版。" IBM Lotus Workflow是一个强大的业务流程自动化工具，它允许组织定义、执行和管理复杂的业务流程。在 Lotus Domino 平台上，Workflow 提供了一种方法来协调人员、信息和系统之间的交互，从而提高工作效率并确保业务流程的一致性和合规性。手册的主要内容可能包括以下几个方面： 1. **工作流概念**：介绍工作流的基本原理，如任务分配、审批流程、事件触发器等，帮助读者理解工作流在企业环境中的作用。 2. **系统安装与配置**：详细说明如何安装和配置IBM Lotus Workflow，包括必要的硬件和软件需求，以及设置步骤。 3. **流程设计**：阐述如何使用Lotus Domino Designer创建和定制工作流模板，包括定义任务、步骤、决策节点和表单。 4. **工作流实例**：通过实际案例分析，展示如何应用工作流解决特定业务问题，如报销流程、请假申请等。 5. **用户界面与操作**：解释用户如何与工作流系统互动，包括接收任务、提交表单、进行审批和跟踪流程状态。 6. **集成与扩展**：讨论与其它Lotus Domino组件（如邮件、日历）以及外部系统的集成方式，以及如何扩展和自定义工作流功能。 7. **管理和监控**：涵盖如何监控工作流实例，追踪性能，以及解决可能出现的问题和故障。 8. **安全性与权限**：说明如何设置用户权限，保护工作流数据的安全，确保只有授权人员可以访问和操作流程。 9. **最佳实践**：提供实施和优化工作流系统的建议，帮助用户最大限度地发挥Lotus Workflow的潜力。 10. **技术支持与反馈**：提供了IBM的联系方式，用户在遇到问题或有反馈时可以联系，同时强调了向IBM提供信息的版权条款。此手册特别指出，在使用之前，用户应阅读书后附带的"Special Notices"部分，这是IBM产品通常包含的重要法律信息，特别是对美国政府用户的使用、复制或披露限制。 "IBM Lotus Workflow 手册"是一个宝贵的资源，对于那些希望有效地管理和自动化其业务流程的企业和个人来说，它是理解和实施Lotus Workflow不可或缺的参考材料。

Main workflow components

Before you consider workflow, you have to give some thought to the

organization of your company. You can define what your company does

through its goals. Some action has to be taken in order to reach those goals.

Such action usually involves fulfilling a number of activities or tasks and

requires cooperation of multiple organization members. That is what

workflow is about: it concerns the coordination of people, information

objects, events that cause work to flow (for instance, deadlines) and the

state or status of work required to meet business objectives.

Business processes

Business processes describe what things have to be done, how they must be

done, and who should do them. They are like recipes in a cookbook that

define how business objectives can be accomplished. This approach has been

very well researched in the production factory environment, but was largely

ignored in the office world, partly due to missing technology. In the last ten

years technologies have emerged to support this kind of approach in the

office environment. Today, office workers spend the main part of their time

using computers plugged into networks with access to LAN devices and the

Web. Communication between various systems is possible, as well as the

ability to automate and facilitate work are there. Timely communication

between people and information objects, based on business rules, is what

workflow is all about in the office environment today. If you organize your

work in this manner, you are essentially already dealing with workflow.

To successfully automate the flow of work in your company, you must

select the appropriate business processes on which to apply structured

workflow. Such a selection involves evaluating several other factors about

the company: its goals and priorities, and the nature of the information

associated with the particular business process to be automated.

First, consider the goals and priorities of your company. You should

concentrate on automating processes that matter, that make a big difference

to your company. Your goals should be clearly set and prioritized. It is a

good practice to include some measurable values, like speeding up your

process from two weeks to eight days or increasing the throughput of one

person from two claims per hour to three. Every workflow has an entrance

and an exit point; and an overall goal that should be reached between those

two. It also describes the way in which things have to be done. It can’t give

you a ready recipe for how you should do things, but it is a helpful tool for

the realization of your ideas.

2 Using Domino Workflow

• Cooperative processes

• Real-world processes

Structured processes

Structured processes are the best-known processes. You can find them in any

production plant, where it is very well defined which machine has to work

on which part of the process, the production times are set precisely and the

production workers are assigned well-defined jobs. Such processes can also

be found in some offices that deal with mainly repetitive jobs that have to be

controlled and documented according to strict rules. Examples of this

include the high volume claim processing done by an insurance company

and license-issuing activities performed by governmental departments.

In some parts of such well-structured processes some exceptions can be

allowed. It helps to make them flexible. Nevertheless, all exceptions have

to be controlled and documented. Examples of such exceptions include a

manager having the ability to override someone’s decision, or an exceptional

consultation request being made at one of the process steps. Such exceptions

don’t change the process, and they are not recurring. If they are, they should

be explicitly included in the process.

Semi-structured processes

In many cases only the overall process structure can be defined in advance,

but certain activities may require that people participate in the process in a

manner in which every step of their work is not predefined. For instance, a

graphic design group creating an identity for a new product may work in a

completely collaborative manner, and their approach and team members

may vary with each project they are engaged in. The new product launch

process also has many activities that are based on predefined business rules

and assigned to persons based on a role or position within the organization.

For instance, the legal search activity to determine whether the new product

name is copyright and trademark free is a structured step in the process.

The ability to support both structured and collaborative work in a process is

important for many strategic business processes.

Cooperative processes

This group of processes has the least predefined structure of all described

types. You make most of the decisions at the time of execution, and they are

based on your personal experience and knowledge of your organization. Such

processes can be based on e-mail or some other kind of a shared environment,

such as database or Web space. Such processes don’t pose any restriction on

the creativity of the participants, but are very difficult to handle or to control.

They can usually be found in small companies, where processes evolve

around the individuals participating in them. Such processes usually cause

Chapter 1: Workflow 5

very big problems after organizational changes, such as when someone

leaves the company or joins it. Therefore, many companies try to migrate

the spontaneous processes to a more structured form.

Real-world processes: mixed forms

All those classifications are very theoretical, and for the most part not exactly

applicable to real business processes. Nevertheless, you can probably at least

partly assign your processes to one such category. You should also be able to

assign a category to various groups of tasks in your processes. It is good

practice to do this, both to better understand your requirements on the

workflow, and to choose which parts will be easy to automate and which

have to be defined first. Keep in mind that workflow will never be better

than your business practices. If you have problems within your company,

workflow may help you to visualize them and to implement some changes,

but you’ll still have to decide what those changes should be.

The life cycle of workflow

Every company is a living organization and therefore it undergoes constant

changes. If it doesn’t change, it dies. It has to grow, to mature, to learn, and, at

some point, to find some ways of managing the constant changes in order to

react to a changing environment. All the business processes have to accompany

these changes. The reason for it can be just a simple change in the organization,

a rationalizing action, or a constant improvement process. So, because business

processes change over time, your workflow also has to change.

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As already mentioned, you don’t start running your company by creating

workflow. You run your company by getting things done. By doing this you

create some documents, and you invent ways of getting them processed.

Therefore, you do have some existing document processing.

6 Using Domino Workflow

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