Lotus Domino 5.0开发者手册：使用Domino Workflow

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"Using Domino Workflow 是一本由Søren Peter Nielsen、Carol Easthope、Pieter Gosselink、Karl Gutsze和Janno Roele合著的技术书籍，由IBM的International Technical Support Organization出版，书号SG24-5963-00。本书详细介绍了如何在Lotus Domino Release 5.0环境中使用Domino Workflow功能，特别适用于Lotus Domino Workflow 2.0版本。" 《Using Domino Workflow》是一本针对开发者的手册，旨在帮助读者理解和掌握Domino Workflow的使用方法。Domino Workflow是Lotus Domino平台上的一个强大工具，用于实现企业内部的工作流程自动化和管理。通过这个系统，用户可以创建、管理和优化业务流程，从而提高效率，减少错误，并确保合规性。书中内容可能包括以下几个关键知识点： 1. **Domino Workflow基础**：介绍Domino Workflow的基本概念，如工作流的定义、工作流模型的构建，以及如何在Lotus Domino环境中设置和配置工作流。 2. **工作流设计**：详细讲解如何设计和定义工作流程，包括任务分配、审批流程、时间触发器和状态跟踪等要素。 3. **工作流实施**：涵盖如何将设计的工作流部署到实际环境中，以及如何与现有的Lotus Domino应用集成。 4. **用户界面和交互**：讨论用户如何与工作流系统进行交互，包括任务列表、通知机制和工作流仪表板的使用。 5. **监控和管理**：解释如何监控工作流的运行情况，以及如何进行问题排查和性能优化。 6. **安全性和权限**：讨论工作流中的权限控制，确保只有授权的用户能够访问和操作特定的工作流程。 7. **案例研究**：可能包含实际的业务场景分析，展示如何应用Domino Workflow解决具体业务问题。 8. **最佳实践**：提供一系列最佳实践指南，帮助读者避免常见问题，提升工作流实施的成功率。此外，书中的“Before using this information and the product it supports, be sure to read the general information in the Special Notices section at the back of this book.”提示读者在使用此信息和它支持的产品之前，应阅读书后附带的特殊注意事项部分，这可能包含重要的法律条款和使用限制，如对美国政府用户的使用限制。最后，书中提到的版权信息表明，虽然读者可以向IBM提交反馈，但IBM有权自由使用或分发收到的信息，而无需对用户提供任何义务。这强调了IBM对知识产权的尊重和保护。《Using Domino Workflow》是了解和掌握Lotus Domino工作流系统不可或缺的参考资料，对于希望利用Domino平台改进企业流程的IT专业人员来说，这本书提供了全面的指导和支持。

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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