I have many years of experience in the implementation and subsequent maintenance of information systems at various enterprises. The experience, in most cases, was successful - but here I want to talk, first of all, about the reasons leading to failure in this matter, to warn you against possible mistakes. I mean my own embedding method, which I have used many times and which helps to avoid most of them.

The first and the most main reason failure: incorrectly set goal for the information system.

This is one of the main questions for any project in general. The customer often chooses a goal that has nothing to do with the information system, or only slightly depends on it. Examples: increasing sales, gaining a larger market share, creating a different culture of enterprise management, etc. But if the company produces a product, the demand for which is falling, how can the information system help here? The marketing department has to solve the problem here. If it is necessary to change the culture of the enterprise, it is a matter of personnel management and general director... Some, however, have a glimmer of hope that it is worth giving money for an information system - and the problems associated with business organization will be solved by themselves. The promises of the sellers selling expensive foreign-made systems, which have been repeatedly tested and built on the “best world business practices,” only strengthen this belief. But in reality, a company with an ineffective management style will remain ineffective, only with an information system. If demand for your products has dropped, it will not change in any way either. True, the information system will allow you to quickly and accurately calculate losses, including from its implementation.

A correctly set goal of introducing an information system is the key to the success of this implementation. The goals associated with information processing are correct: storage, data retrieval, tasks related to calculations, grouping, analysis. When implementing the system, all this requires less time. Remember, however, that speeding up unsuccessful processes will lead to more unfortunate outcomes for the company than it would have been without the system.

Here is one of the recent cases in negotiations with a customer. The customer wants to change the product configuration system, hoping that this will streamline production. According to him, the new system should provide only a limited selection of available product options. Then it will be easier for production and the approval department to work, a set of standard solutions will appear. The customer, however, already has a configurator. The question immediately arose: why change? The answer is amazing: a different configurator will “make us work right”, create the necessary product documentation, change order processing patterns and adjust the culture of working with the customer. It turns out that managers understand what the problem is, but they acknowledge their own powerlessness to change the situation and shift the difficulties of reorganizing business processes to a department that is not responsible for it. As a rule, such a project ends in failure or is delayed for many years.

Even if we assume that information specialists know how to change business processes (with the logic we have an order), they still do not have the necessary administrative resource, and the expected result depends, first of all, not on the software. The effect and the cause are clearly confused here. Let's say there is an enterprise A with an ABC information system. The enterprise works stably, there are no rush jobs, confusion, orders are fulfilled on time, there is a systematic activity of a well-oiled mechanism. It can be concluded that everything is fine thanks to the ABC system, but this is 100% wrong. The presence of the ABC system at enterprise A, of course, contributes to the business, but is not key. If the management of a certain enterprise B decides to implement the ABC system in the hope that after its implementation, enterprise B will also work in the same way as A, he is in for a surprise. The money will be spent, but the expected effect will not come. the method of work at enterprise B will not change.

Effective goals

Once again, the goals that I consider to be effective when introducing an information system are related to accelerating existing business processes or creating new ones for data processing. You should not shift the tasks of other departments to the information system, especially without the right to influence these processes.

The implementation of the information system allows you to launch business processes that previously had no right to exist due to unacceptable deadlines. Moreover, I believe that the launch of new business processes is a prerequisite for the successful implementation of the system. Obviously, if before we used a file to perform work, and now we have a machine, this will be a different process. If the planning was poorly established, the machine, because of its productivity, will bring the company an even greater loss.

So, we have decided on the goals, now it remains to correctly draw up the terms of reference.

Technical task

This is the second most important component of success in the implementation of an information system. Let me remind you that an effective goal is to speed up business processes that may not yet exist. The customer only understands in general terms what he needs. It is considered a good option to draw up a detailed multi-page TK already at the first stages of work. This works especially for a contractor. The customer signs everything, not fully understanding what the performer will do. Meanwhile, for each new field or form not recorded in the TK, the performer will easily ask the customer for more money. As a result, the customer will receive a process with incomplete or redundant data, although formally the contract was executed in strict accordance with the requirement. The customer will be unhappy and will not contact this contractor the second time.

It turns out that it was not the customer who signed the inappropriate technical specification, but the contractor developed and proposed something completely different - he did not guess what the customer was dreaming of. Do you notice the paradox? The contractor writes the technical specification for himself, but at the same time he must guess what the customer really wants. In principle, it is possible (for the participants of the show "Battle of Psychics"), but unlikely. I had experience in creating detailed technical specifications, which at the implementation stage underwent about 30% changes. A common story: in the process of working on a project, the customer had new ideas, they had to be taken into account, abandoning previous solutions. Therefore, I am not a supporter of very detailed TK. They take a lot of time, and as a result, they will be adjusted at the stage of trial operation and implementation. If you do not make an adjustment, you can ruin the relationship with the customer. When you try to refer to the detailed TK in response, you will hear - "Well, you are specialists, you should have known everything in advance."

I believe that the TK should reflect only general blocks of work with a description of the expected results. Let it accurately describe what the customer wants to get and what the contractor should do. Correction of the technical specification is inevitable due to the fact that when a new instrument appears at the customer necessarily new business processes will appear. An attempt to keep the old business processes will lead to the failure of the project. Of course, not everything old is completely swept aside; it is adjusted in accordance with the increased capabilities of the enterprise in the presence of an information system. The maximum on which the TK should stop is lists of documents for processing by the system with their samples. Thus, the compiled TK will not change in terms of general requirements, in fact, it will be clarified during the implementation process, down to specific fields and processes. In this case, the performer in any case knows the expected amount of work. For a successful project, 1-2 iterations are required: a certain amount of work is implemented, and based on the results, the customer agrees on the correction with the contractor. The time that could be spent on excessive detailing of the technical specification is much more efficient to use for iterative adjustments of the system in accordance with the result of test operation.

There is another option for drawing up a technical specification: it declares the ultimate goal of the customer. And here you can immediately notice the contradictions with the previously written test. This is a case of drawing up a project in which the information system is only a part. I had experience in implementing an integrated management system for companies, where the principal amount per contact was paid if the customer received a twofold increase in turnover. The question is, how is it? The answer is simple: the customer's goals are automation and optimization of digging business processes, acceleration of the process of working with clients, accurate accounting of contract costs, accurate calculation of bonuses to managers participating in contracts, financial planning. Proceeding from the fact that all these tasks were not solved, I signed a contract. Unfortunately, it was not possible to achieve 100% increase in the customer's turnover in 1 year, but 83% is also good. My remuneration was paid on a pro rata basis.

The next important document for the successful completion of work is the work schedule.

Work schedule

Schedule - a document containing a plan specific works which describes the actions to be performed as customer and executor... The schedule is needed for operational control over the work of both parties. As a rule, it lists all systems and subsystems with their processes, documents, reports that will be developed and implemented. For example: the customer's actions related to the organization of workplaces, the laying of communications, personnel training, etc. At each point of the schedule, a price and duration can be set, this makes it possible to make mutual settlements between the contractor and the customer. The work, of course, can proceed in parallel. It is good to use Gantt charts or something similar, but not necessary.

System start-up

The system start-up is preceded by testing the system by the executor using the customer's examples. After receiving positive results, work begins on the real implementation and launch of the system. If the trial operation is done only on experimental examples without the participation of ordinary performers of the customer, without the use of real tasks, it will not achieve the set goal. The goal is to collect comments that need to be eliminated for the transfer into industrial operation. It would be more correct to call this stage extended testing with the involvement of the customer's performers. Real trial operation begins after the implementation of the system with the participation of at least 50-70% of jobs.

The staff is trained, brief instructions are drawn up for users. This stage can last from a few minutes to several weeks. Extreme programming methods work well, when the received comments from the contractor's employees are immediately eliminated by the customer's qualified developers, preferably on the customer's site. Thus, in one, maximum two weeks, you can solve the bulk of the problems associated with the launch and adaptation of the system. Without a large-scale launch with the strict requirement of the customer's management, commissioning can be delayed for many months. If there is no strict requirement from the leadership, people will work in the old way. With any innovations, people will only have the feeling that someone is interfering with their lives.

After the stage of trial operation, the industrial one immediately follows. The difference between them is only in the number of comments that must be eliminated, and in the absence of critical problems, in the presence of which operation becomes impossible.

As a result, we get the following stages of launching and implementing the system:

• Testing with the involvement of the customer's employees on real examples;
• Trial operation with immediate elimination of emerging problems;
• Industrial exploitation.

This method has been tested by me many times in enterprises of various sizes. Employees of the customer's company at some moments experience discomfort, as well as the employees of the contractor. But, fortunately, this discomfort quickly fades away, and the enterprise goes into systematic work with a constructive approach to solving emerging problems.

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The main direction of development of information systems in recent decades has become a systematic approach, which is considered not only as a research methodology, but also as a modern way of management thinking, giving a holistic view of an organization existing in a complex market environment.

The most important method for implementing a systems approach in research is system analysis, the essence of which is a comprehensive study of all important aspects of the research object.

For the enterprise management system, the main aspects are the following factors:

• the purpose of the organization;
• the relationship between the overall goal of the organization and the goals and objectives of each of the divisions of the enterprise;
• performance by each employee of his functions arising from the task;
• the presence of relationships between various elements of the control system;
• the presence of an enterprise management body;
• mandatory feedback between the elements of the system - the presence of a control function.

The enterprise management system consists of three interconnected subsystems: information, control and control object (Fig. 4.). The management subsystem (the management apparatus of the organization) unites the employees of the enterprise, who form goals, develop plans, and develop requirements for decisions made. The control object implements the tasks of fulfilling the planned tasks developed by the management apparatus. Both subsystems are interconnected by direct and feedback. Direct communication is expressed by the flow of directive information (control actions) directed from the control subsystem to the control object in the form of orders, plans, instructions. Feedback is a flow of reporting information on the implementation of the decisions made and the state of the control object, which is processed using the information subsystem.

Enterprise management information systems are characterized by the following features and properties:

• general purpose of management for systems of any level;
• the presence of a large number system elements interconnected by data transmission channels;
• functioning of systems of all levels in terms of their interaction with the external environment;
• constant interaction of users and technical means in the process of implementing management functions;
• orientation of the system to the automation of information processing;
• control using a feedback system.

In order to have a good information system (IS) that meets the requirements of the business, it is necessary to plan both its creation, development, and its replacement or modification. At the same time, such work should take place constantly, simultaneously with the development of the organizational and functional structure of the organization.

Information system development planning should begin with an assessment of the use of information and information technology throughout the organization and with an assessment of the existing information system. Information systems should be seen as technical parts of organizational strengthening projects, not as stand-alone projects. In other words, building an information system is not an end in itself, but a way to achieve the goals of an enterprise. Therefore, the creation of an information system, especially the construction of a system covering all types of enterprise activities, should not begin with the selection of a team of programmers and not with the issuance of a task to transfer the existing order of operations and processes to computer technology. It is necessary to start with defining the mission of the organization, defining its strategic objectives, long-term and short-term goals, their relationship with the current situation in the organization and in the industry.

As noted in Section 1, it is impossible to assess the effectiveness of an enterprise information system without considering its goals for the achievement of which it is used. It is impossible to talk about the correct and effective implementation of information technologies designed to fundamentally improve the market position of a company without analyzing the key performance indicators. Determining the business strategy and reflecting this strategy in the goals and objectives of the information system is the main thing in deciding on the implementation and use of a particular computer information system at the enterprise. To assess the need to implement an information system in an enterprise, it is necessary to find out whether the system will help to get answers to the following questions:

• achieve or surpass the performance level of competitors?
• improve planning and control over the execution of financial and operational plans?
• improve customer relationships?
• increase sales?
• reduce the lead time?
• reduce investment in inventory?

Before starting the implementation of the information system, it is necessary for each of the above questions, to which positive answers were received, to determine measurable (in absolute terms or in percent) indicators of improvement. Subsequently, after the end of the implementation, these values ​​will be used to assess the effectiveness of the implementation of the system.

The main reasons for creating information systems are usually the following:

• business expansion and increase in production (sales);
• the need to centralize accounting and management accounting;
• the need to implement a planning and budgeting system;
• increasing the level of control;
• increasing the efficiency and reliability of information.

Despite the fact that there may be several reasons for creating an information system, the goal of its implementation should always be the same. The goal determines the direction of activity and the meaning of creating an information system.

The process of achieving a goal is broken down into a series of tasks. A task is a set of actions performed in the process of achieving a goal. In the process of achieving the main goal of creating an IP, the following main tasks are being solved:

• centralized storage and processing of data;
• streamlining of information flows;
• standardization of procedures and documents;
• optimization, regulation of functional roles and responsibilities of employees.

The development and implementation of information systems is a complex and painstaking process that requires changes in the company management system and a lot of labor, time and other resources. An information system can be created in one of the following ways:

• development by the enterprise programmers;
• ordering development from a specialized enterprise;
• purchase of ready-made software.

Each of the ways to create IP has its own advantages and disadvantages. They are shown in Table 4.

Table 4. Advantages and disadvantages of different ways of creating IP

Method of creating informational with

The activity on the creation and use of computer information systems is based on the concept of software life cycle.

Software life cycle is defined as the period of time that begins from the moment a decision is made on the need to create software and ends when it is completely retired from service. An important feature of the life cycle of information systems is that it ends not as a result of physical wear and tear of the information system, but as a result of its obsolescence, that is, as a result of the termination of meeting user requirements. At the stage of completion of the life cycle, modifications of the information system can either be economically unjustified, or, due to various circumstances, are impossible, which entails the need to develop new software for the information system.

A life cycle model is a defined sequence of execution and interrelation of processes, actions and tasks throughout the life cycle. The life cycle model is ordered in time, interconnected and united into stages of work, the execution of which is necessary and sufficient to create software that meets the specified requirements. The stage of creating software is understood as a part of the process of creating software, limited by some time frame and ending with the release of a specific product (software components, documentation), determined by the requirements specified for this stage. The selection of certain stages of software development depends on the software used (ready-made system, own development). For rational planning of work, individual stages can be omitted or combined with each other.

Life cycle model software includes the following steps:

Formation and analysis of requirements- conducting a survey of the enterprise, identifying preliminary requirements, necessary functions, external and internal information flows, analyzing existing ways to solve the problem, building a model of activity.

Design - the development of a system project (what the system should do), the definition of the architecture of the system, its functions, ways of interacting with the external environment, the development of a technical project.

Implementation - work on the creation (or customization) of software and its components in accordance with the specified requirements, software product testing, staff training.

Implementation - installation of the system, integration of its components and necessary equipment, data transfer, transfer of software to the customer.

Operation and maintenance- making changes in order to fix errors, improve productivity, adapt to changing operating conditions or requirements.

Working group model- these are the roles and tasks of the participants in the project of creating an information system. The working group model includes:

Customer - the future owner or user of the information system. Usually, the customer of the information system is the enterprise represented by its head. If the problem of automating a separate workplace is being considered, then the future user of the system can act as a customer.

System analyst (developer)- a specialist who analyzes the business tasks and problems of the enterprise, forms the requirements for the information system, prepares solutions on their basis and controls the implementation of these solutions in the finished system. It is on the system analysts that all responsibility lies at the stage of forming and analyzing requirements, at the stage of forming the technical task.

User - an employee who interacts with the information system at his workplace as part of his functional duties.

Of course, this is by no means a complete list of personnel employed at all stages of creating an information system. We can talk about programmers - specialists who code the requirements identified in the analysis process in programming languages; testers - specialists who are testing the finished system in real conditions in order to identify all operating errors; database specialists who create the database structure and optimize it in accordance with the requirements set out in the terms of reference. The need to attract these specialists depends on the scale and method of creating information systems. In the case of creating an information system using ready-made software for a small and medium-sized enterprise, only the roles of the customer, analyst and user can be dispensed with.

The most important stage in the life cycle of an information system is the stage of formation and analysis of requirements for the information system, or simply the stage of analysis. This stage begins at the moment of making a decision on the creation of an information system and ends with the development of technical specifications for the creation of the system. For large and commercial projects for the creation of information systems, it is customary to distinguish within the analysis stage - a preliminary examination stage or a diagnostic stage.

The quality of analysis and documents prepared at the stage of formation and analysis of IS requirements is the basis for the quality of the entire system. It is advisable to carry out this stage regardless of the software (ready-made system or own development) that is supposed to be used. The quality of the stage execution depends not so much on the experience and quality of the work of the group of developers and programmers, but on the activity of all interested parties of the enterprise participating in the project of creating an information system. The result of the creation of the information system will depend on how fully the problems of the enterprise are identified, how accurately the requirements for the information system are formulated.

If the main responsibility for the quality of the subsequent stages (design, implementation, maintenance) lies with the technical specialists (analyst, programmer), then the quality of the analysis and implementation stages equally depends on the analysts and customers of the information system. Persons participating in the development of the information system must clearly understand the goals and objectives of these stages, the scope of work performed at each stage, and imagine what documents should be received upon their completion.

Formation and analysis of requirements is the most time consuming and critical stage in creating an information system. It is here that the concept of the future information system is formed, the foundations of the technology of automated activity are laid.

As we have already said, diagnostics is a preparatory stage of work. Its main task is a preliminary analysis of the activities of the enterprise and the requirements for the information system: it examines the existing management mechanisms, schemes for the supply and sale of goods, the movement of financial and commodity flows, and analyzes the existing document flow.

Upon completion of its implementation, customers represented by the first persons of the enterprise should understand what the advantages of the implemented system will be, its differences from the existing one, the main functionality new information system, as well as the amount of necessary financial and time costs for the implementation of subsequent stages. It should be emphasized that those who decide to create an information system must understand and evaluate its functionality not only on the basis of current needs for automation, but also on the basis of the company's development strategy for the next 5-7 years.

At the stage of analysis, the boundaries of the created information system are determined - which departments, applications and business processes will be included in the created information system. Upon completion of the analysis of the primary requirements, further work is planned, the timing of the creation and implementation of the information system is specified, the amount of funding required to complete each stage is determined.

At this stage, the main efforts are aimed at studying and accurately describing those business processes that are supposed to be implemented in the system during the upcoming implementation. The goal is to identify the customer's requirements for the implementation results, therefore, close collaboration between the customer and the analyst is required throughout the entire analysis phase. The analysis includes:

• identifying the requirements for the future system;
• determination of the organizational structure of the enterprise, its territorial location (for a newly created enterprise);
• determination of the list of target tasks (functions) of the enterprise;
• distribution of functions of the enterprise to its separate divisions (employees);
• research of the automation equipment used at the enterprise.

The result should be a formalized description of the functions of each division of the enterprise and their interaction with each other and with the external environment, that is, functional models of the enterprise should be built - the “as is” model and the “as it should be” model.

Building the model “as is”. This model is a description of the existing organizational, information, technological structure of the enterprise at the time of the beginning of the creation of the information system. The model should reflect the functioning of the enterprise from the standpoint of system analysis, show management schemes, the movement of commodity and financial flows, document flows.

Building a model “as it should be”. Based on the analysis of the “as is” model, bottlenecks and the most acute problems in the technological chain of the enterprise are identified, the solution of which will reduce costs, reduce risks, increase the efficiency and quality of management decisions. Taking into account the solution of the identified problems, a model “as it should be” is built, reflecting the idea of ​​new technologies of the enterprise.

Note that the constructed models can have independent practical value. For example, the "as is" model allows you to identify bottlenecks in existing enterprise technologies and offer recommendations for their subsequent solution.

At the end of the analysis stage, a document is formulated and agreed upon, which will be the concept for the development of an information system at the enterprise. The main purpose of this document is as follows:

• Bringing to the attention of management personnel and all interested parties the sequence of the goals and objectives of the project, the timing of its implementation.
• Proof of the necessity and importance of the project. A clear statement of the economic benefits and the reality of the project's objectives.
• Assessment of the project boundaries, listing the areas and business processes that will be automated, indicating the project limitations. Coordination of all project conditions between customers and developers.
• Distribution of responsibility, rights and obligations for the implementation of the project between the developers and persons interested in the information system.
• Regulation of the procedure for making changes to the project and resolving controversial issues.

The next stage of development is the design stage, which has the following goals:

• Obtaining a detailed description of future business processes, as determined by the analysis.
• Obtaining a detailed description of the interaction between users and external subsystems.
• Obtaining a detailed description of the data that must be converted into a new system for its commissioning.

Descriptions created at the design stage should have a level of detail and content sufficient to allow developers to create a software and hardware implementation of the information system based on them. The result of the design phase is the development of a system design. After agreeing on the system project with the customer, the development of proposals for automation is carried out, including:

• determination of the composition of the information system, its main modules, methods of interaction between them;
• development of an automation strategy, identification of priority areas, determination of the order of design and implementation of subsystems;
• distribution of functions between users and the information system.

Based on the decisions made on the automation strategy and the agreed system design, the development is carried out technical project.

The technical project answers the question "How to build a system so that it meets the requirements for it?" The technical project defines: general information model systems, functional model of the system as a whole and its individual modules, methods of interaction between individual modules of the information system, as well as screen forms, reports, dialogues used in the system.

On the basis of the technical project, the implementation of the information system is carried out - the coding of the system using programming languages. The result of the implementation is a ready-made system that meets all the agreed requirements described in the system design.

At the stage implementation that follows implementation, the system is being installed, it is integrated with other systems of the enterprise, and users are trained. Very often, for the commissioning of information systems, it is required to enter the initial data and transfer the data available in the old system to the new one. At the stage of implementation, the software and the corresponding documentation are transferred to the customer, which is usually recorded in the form of an act of work performed.

Note that when implementing ready-made software, the design and implementation stages are usually combined, and the implementation stage is absent. This is due to the fact that the finished software already has a certain structure, it describes standard functions and how to use them. Users only need to define the rules and access rights to certain operations for individual user groups.

The final stages are operation and maintenance.

Operation and maintenance solve the following main tasks:

• maintaining the information system in working order in accordance with user documentation;
• maintenance, that is, making changes to the software in order to fix bugs, improve performance, or adapt to changing requirements. At the same time, the changes introduced should not violate the concept of the information system, its structure.

One of the tasks of building formal models of business processes is the transition to their computerization. The essence of the work on the formation of such models is to list and consolidate business processes and functions, and to determine the interaction between the elements of the organizational and functional structure.

Business Process - Purposeful Transformation Activities raw materials and information in the final product, service, information in accordance with pre-established rules.

A function (or procedure) is an ordered sequence of operations designed to obtain an intermediate result of a business process.

An operation is a series of ordered actions, which are impractical to consider separately within the framework of the created model.

One of the main stages, as shown above, in the creation of an enterprise information system is the stage "formation and analysis of requirements." Within the framework of this stage, the modeling of the organization's business processes is carried out - the process of reflecting the existing workflow in the organization in the form of a process model. The basis for modeling any process is a detailed description of its content.

Among modern methods building models of business processes, the key place is occupied by structural and object-oriented modeling.

Structural Approach to modeling business processes is to represent business processes in the form of a sequence of functions with decomposition to indivisible operations.

The advantage of the structured approach is the graphical simplicity and clarity of the presentation of business processes. A significant drawback of the structural approach is some subjectivity in the detailing of operations and, as a consequence, great laboriousness in building models.

Object Oriented Approach based on the representation of the subject area in the form of objects interacting with each other through the transmission of messages. The basic concept of the object-oriented approach is the object. Each object is characterized by a certain set of inherent properties and operations performed by this object. To describe business processes using an object-oriented methodology, the unified modeling language UML (Unified Modeling Language) is currently widely used.

Structural and object-oriented approaches have their advantages and disadvantages. The choice of this or that approach is determined by the ultimate goals and objectives of modeling.

Let us dwell in more detail on the structural approach to modeling business processes, which is based on the method of structural analysis or SADT-methodology (Structured Analysis and Design Technique). Initially, the SADT method was used to simulate technological processes. In the 1970s, it began to be used by the US military, after which in 1993 it was adopted as a US federal standard under the name IDEF0 (Integration computer aided manufacturing Definition).

The SADT method is a set of rules and procedures designed to build a functional model of a business process. The SADT functional model is represented as a sequence of interrelated business processes.

In SADT, a functional business process model consists of diagrams, text snippets, and a glossary. Charts are the main components of the model. The advantage of the SADT diagram is its fairly simple graphical representation, reflecting such characteristics of the system as control, feedback, performers.

SADT diagrams use only two graphical elements:

• functional block - a description of functions, operations, actions;
• interface arc connecting two functional blocks.

Each block (Fig. 5.) can have four types of inputs:

• entrance (input information);
• exit (output information);
• control (control information);
• mechanism (performer who performs the operation; information system, etc.).

Inputs to one block can be outputs or controls to others.

Let us consider, as an example, the construction of a functional model of the process of purchasing book goods by a bookstore for the formation of a retail assortment. Short description The work of the purchasing department of the bookstore was given in section 2. Here we will look at the main functions that make up the business process of purchasing.

The functional model begins with the construction of a general description of the process - a context diagram (zero level diagram). At this level, the entire process is viewed as a single functional block with all associated processing and control objects. The context diagram needs to reflect the purpose of the analysis and the point of view from which the model is viewed. For example, "Description of the procurement management process in order to automate and integrate it into a single automated organization management system." As a "point of view" we will choose the position of the head of the department, which will ensure that significant factors are taken into account, as well as information and physical relationships between the procurement management process and the main business processes.

The context diagram of the procurement process is shown in Fig. 6.

The context diagram is then drilled into another diagram using several blocks connected by interface arcs. They define the main functions of the original business process. This decomposition reveals a complete set of sub-functions, each of which is shown as a block.

Decomposition of the Procurement Management process can be represented by the following tasks:

• procurement planning - assessing customer needs, working with publishing plans for publishing, forming preliminary orders for new publications;
• work with a supplier - collecting information about potential suppliers of publishing products, registering them in the information system, concluding contracts for the supply of goods, tracking the balance of purchase and payment of the supplier, etc.;
• formation of an order - formation of an order for the supply of goods to the warehouse of a bookselling enterprise.

To build and analyze models of the organization's activity (subject area), special software tools are used - CASE tools. They provide a visual presentation of information and the preparation of project documentation of the required quality.

In fig. 7. shows a decomposition of the Procurement Management business process, built using one of such CASE-tools - BPwin (developer of PLATINUM technology).

The diagrams of the next levels detail the previous one. The detail of the Procurement Planning task is shown in Fig. eight.

Decomposition of each function can be carried out until elementary operations are displayed on the diagram. The number of levels of decomposition is not limited and is determined by the goals of the simulation. Usually 2-3 levels of decomposition are used for structural analysis of business processes. Subsequent levels of decomposition are required to build algorithms for processing information flows in the design and development of information systems, as well as to develop instructions for executors of business processes.

The need to describe the business processes of an enterprise may arise not only in the process of creating information systems. Description of business processes can be used to:

• evaluating and analyzing the effectiveness of the business process;
• optimization of the business process according to certain performance indicators;
• formation of an effective management system;
• What is the purpose, when does the software life cycle analysis phase begin and how does it end?
• What functional models should be developed during the analysis phase?
• What is process, function and operation?
• What is the structural approach to business process modeling?

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• Introduction
• Chapter 1. Information technology and information systems in management
• 1.1 Classification of information technologies and systems
• 1.2 The relationship of organizations and information systems
• 1.3 Types of information systems in an organization
• 1.4 Use of information systems in management
• 1.5 Information technology and new organizational forms of companies
• Chapter 2. Integrated management system of industrial enterprises of Russia
• 2.1 Structural blocks of IMS and their functions
• 2.2 Integrated management system as a company management tool
• 2.3 Principles of building an integrated company management system
• 2.4 Stages of implementation of an integrated management system
• Chapter 3. Results of the implementation of the new information system
• 3.1 Strategy and mission of the firm
• 3.2 Technological support of the company
• 3.3 Terms of Reference
• 3.4 Type of outgoing data
• 3.5 Effectiveness of implementation, general assessments
• 3.6 Projected economic impact
• Conclusion
• Bibliography

Introduction

The transition to market relations in the economy and scientific and technological progress have greatly accelerated the pace of implementation of the latest achievements in the field of informatization in all spheres of the socio-economic life of Russian society. The term "informatization" first appeared when creating local multi-terminal information and computing systems and queuing networks.

Informatization in the field of managing economic processes involves, first of all, increasing the productivity of workers by reducing the cost / production ratio, as well as improving the qualifications and professional literacy of specialists engaged in management activities. In developed countries, two mutually related revolutions are taking place simultaneously: in information technology and in business.

Information technologies have existed for a long time, therefore, with the development of computers and communication facilities, various variations began to appear: "information and communication technologies", "computer information technologies", etc. means of communication.

There are many definitions this term, for example:

Information technology is a set of methods and means for the implementation of operations of collection, registration, transfer, accumulation, search, processing and protection of information, systematically organized for solving management problems, based on the use of developed software, used computer technology and communications, as well as the methods by which information is offered to clients.

There is a link between information technology and management. A manager has to make decisions all the time in conditions of great uncertainty: inflation, changes in the exchange rate, changes in tax and legal conditions of work, and competitors are not asleep. Computers can quickly and accurately calculate options and thus provide answers to all kinds of questions of this type. This is perhaps one of the main advantages of a computer over a person.

Information technology has the following properties that are useful for an economist-manager:

Help bridge the gap between economics and mathematics;

Are the most effective carriers of modern methods of solving economic problems;

Promote the harmonization of economic procedures with international requirements;

They are connected to a single information space - economic and educational.

The indispensability of computer technology is that it makes it possible to optimize and rationalize the management function through the use of new means of collecting, transferring and transforming information.

The reform of the methods of managing economic objects entailed not only the restructuring of the organization of the process of automating management activities, but also the spread of new forms of implementation of this activity. The purpose of this work is to investigate the effectiveness of the introduction of a new information system, to consider the results of its use.

Chapter 1. Information technology and information systems in management

1.1 Classification of information technologies and systems

Information technologies can now be classified according to a number of characteristics, in particular: the method of implementation in the information system, the degree of coverage of management tasks, the classes of technological operations implemented, the type user interface, options for using the computer network served by the subject area.

Consider the relationship between information systems and information technology.

Management is the most important function, without which the purposeful activity of any socio-economic, organizational and production system (enterprise, organization, territory) is inconceivable.

The system that implements the control functions is called the control system. The most important functions implemented by this system are forecasting, planning, accounting, analysis, control and regulation.

Management is associated with the exchange of information between the components of the system, as well as the system with the environment. In the process of management, information is obtained about the state of the system at each moment of time, about the achievement (or not achievement) of a given goal in order to influence the system and ensure the implementation of management decisions.

Thus, any system of management of an economic object corresponds to its own information system, called the economic information system.

An economic information system is a set of internal and external flows of direct and feedback information communication of an economic object, methods, means, specialists involved in the process of information processing and the development of management decisions.

An automated information system is a collection of information, economic and mathematical methods and models, technical, software, technological tools and specialists, designed to process information and make management decisions.

Table 1. Classification of information technology.

Thus, an information system can be defined from a technical point of view as a set of interrelated components that collect, process, store and distribute information to support decision making and management in an organization. In addition to supporting decision making, coordination, and control, information systems can also help managers conduct problem analysis, make complex objects visible, and create new products.

Information systems contain information about significant people, places and objects within an organization or in the environment. We call information information that is transformed into a form that is meaningful and useful to users. In contrast, data are streams of raw facts that represent results found in organizations or in the physical environment before it has been organized and transformed into a form that users can understand and use.

According to the sources of receipt, information can be divided into external and internal. External information consists of directives from higher authorities, various materials from central and local government bodies, documents from other organizations and related enterprises. Internal information reflects data on the progress of production at the enterprise, on the implementation of the plan, on the work of shops, service sections, on the sale of production.

All types of information required to manage an enterprise are an information system. The control system and the information system at any level of control form a unity. Management without information is impossible.

Three processes in an information system produce the information that organizations need to make decisions, manage, analyze problems, and create new products or services — input, processing, and output. During the input process, unverified information is captured or collected from within the organization or from the external environment. During processing, this raw material is transformed into a more meaningful form. During the output stage, the processed data is transferred to the personnel or processes where it will be used. Information systems also need feedback, which is the processed data returned, needed to accommodate the elements of the organization to help evaluate or correct the processed data.

There are formal and informal organizational computer information systems. Formal systems rely on accepted and ordered data and procedures for collecting, storing, producing, distributing, and using that data.

Informal information systems (such as gossip) are based on implicit conventions and unwritten rules of conduct. There are no rules on what information is or how it will be collected and processed. Such systems are essential for the life of the organization. They have a very distant relationship to information technology.

Although computer information systems use computer technology to process unverified information into meaningful information, there is a tangible difference between a computer and a computer program on the one hand, and an information system on the other. Electronic computers and programs for them are the technical basis, tools and materials of modern information systems. Computers provide equipment for storing and producing information. Computer programs, or software, are sets of service manuals that govern the operation of computers. But computers are only part of the information system.

From a business perspective, an information system represents organizational and management decisions based on information technology in response to a challenge posed by the environment. Understanding information systems does not mean being literate in the use of computers, the manager must have a broader understanding of the essence of the organization, management and technologies of information systems and their ability to provide solutions to problems in the business environment.

1.2 The relationship of organizations and information systems

Information systems and organizations have mutual influence on each other. On the one hand, IPs must join the organization in order to provide the necessary information to important groups within the organization. At the same time, an organization must be aware of and open itself to the influences of information systems in order to benefit from new technologies.

The interactions between information technology and organizations are highly complex and influenced by a wide variety of factors, including organizational structure, standard operating techniques, politics, culture, environment, and management decisions. Managers need to be aware that information systems can dramatically change the life of an organization. They are unable to successfully design new systems or manage existing systems without understanding the organization. Managers decide which systems will be built, what they will do, how they will be implemented, etc. however, sometimes these results are pure chance and there can be good and bad luck.

Consider the impact of information systems on an organization, as well as the impact of organizations on information systems.

A technical view of the organization allows us to consider ways of converting inputs into outputs when technological change is introduced into the company. The firm is seen as infinitely flexible, with capital and labor replacing each other quite easily. But a more realistic behavioral view of the organization suggests that the creation of new information systems or the re-equipment of old ones affects much more than the technical rearrangement of machines or workers, that some information systems change the organizational balance of rights, privileges, obligations, responsibilities and feelings that has been established over a long period of time. ...

Technological change requires changes in who has information, who has the right to access and upgrade, who makes decisions.

The technical and behavioral concepts of organizations are consistent. A technical view tells us how thousands of firms in competitive markets combine capital, labor, and information technology, while a behavioral model allows us to see how this technology affects the inner workings of an organization. Today, information systems help create and disseminate knowledge and information in an organization through new knowledge work systems, applications that provide companies with access to data and communication systems that link an extensive enterprise around the world. Organizations are now critically dependent on systems and cannot survive even the occasional crash.

Organizations are building information systems to become more efficient. Information systems can be a source of competitive advantage.

From an economic point of view, information technology systems can be viewed as means of production that can freely replace labor. As the cost of information technology falls, it replaces labor that has historically increased in value. Consequently, in microeconomic theory, information technology should lead to a decrease in the number of middle managers and employees, since information technology replaces them. Information technology also resizes firms' contracts because they can reduce operating costs. Information technology, especially the use of networks, reduces the cost of market participation (transaction costs) and makes it worthwhile for firms to contract with external suppliers instead of using internal sources of supply.

Another financial impact of information technology lies in internal management costs. According to the theory of organization, firms depend on the costs of organizations, the cost of controlling and managing employees. As the size of the firm grows, the costs of the organization rise because owners must spend more and more effort monitoring employees. Information technologies, by reducing the cost of acquiring and analyzing information, enable organizations to reduce the costs of the firm, because with their help it is easier for managers to monitor a large number employees.

Behavioral theory research has found some evidence that information systems automatically transform organizations. Researchers have examined the intricate relationships through which organizations and information technology interact with each other, and have assessed that information technology can change the hierarchy of decision-making in organizations, reducing the cost of acquiring information and expanding its use.

There is an increasing interdependence between business strategy, rules and procedures, on the one hand, and systems information software, hardware, databases, and data communications on the other. A change in one of these components often requires changes in other components. This connection becomes critical when future management is planned. What a business would like to do five years from now often depends on what the systems will be able to do. An increase in market share, a movement towards improving quality or reducing the cost of production when releasing new products and increasing productivity of employees are increasingly dependent on the types and quality of information systems in the organization.

Another change in the communication of information systems and organizations results from the increasing degree of integration and scope of systems and applications. Building systems affects more of an organization today than it did in the past. While early systems produced largely technical changes that affected a portion of the staff, modern systems cause managerial changes (who owns the information) and established changes in "entity".

If there is a change in technology in an organization (such as software), the change affects three other components. There may be personnel changes, changes in working methods, transformation of the structure of the organization.

Information systems can be powerful tools for building more competitive and efficient organizations. Information technology can be used to redesign organizations, transforming their structure, scope, means of communication and mechanisms for managing work, work processes, products and services.

1.3 Types of information systems in an organization

Since there are different interests, characteristics and levels in an organization, there are different types of information systems. No single system can fully meet the needs of an organization for all information. The organization can be divided into levels: strategic, managerial, knowledge and operational; and functional areas like sales and marketing, manufacturing, finance, accounting and human resources... Systems are created to serve these various organizational interests. The various organizational levels serve four main types of information systems: operational-level systems, knowledge-level systems, management-level systems, and strategic-level systems.

Table 2. Types of information systems.

Operational-level systems support operations managers, oversee the elementary activities of an organization such as sales, payments, cash out deposits, payroll. The main purpose of the system at this level is to answer common questions and guide transaction flows through the organization. To answer these types of questions, information generally needs to be readily available, prompt and accurate.

Knowledge level systems support knowledge workers and data processors in an organization. The purpose of knowledge-level systems is to help integrate new knowledge into the business and to help an organization manage the flow of documents. Knowledge-level systems, especially in the form of workstations and office systems, are the fastest growing applications in business today.

Management plane systems are designed to serve the control, management, decision making and administrative activities of middle managers. They determine if the objects are working well and periodically notify about it. For example, a motion control system reports the movement of the total quantity of goods, the evenness of the sales department and the department that finances costs for employees in all sections of the company, noting where actual costs exceed budgets.

Some control plane systems support unusual decision making. They tend to focus on less structured solutions for which the information requirements are not always clear.

Strategic-level systems are a tool to help leaders top level that prepare strategic studies and long-term trends in the firm and in the business environment. Their main purpose is to align changes in operating conditions with existing organizational capacity.

Information systems can also be differentiated in a functional manner. The main organizational functions such as sales and marketing, manufacturing, finance, accounting and human resources are served by their own information systems. In large organizations, the sub-functions of each of these main functions also have their own information systems. For example, a manufacturing function might have systems for inventory management, process control, plant maintenance, automated engineering, and material requirements planning.

A typical organization has systems of various levels: operational, management, knowledge, and strategic for each functional area. For example, a sales function has an operational level sales system to record daily business data and process orders. The knowledge level system creates appropriate displays for the demonstration of the company's products. Management plane systems track monthly business data for all commercial areas and report areas where sales exceed or fall below expected levels. The forecasting system predicts commercial trends over a five-year period - serves the strategic level.

1.4 Use of information systems in management

Management support systems (ManagerialSupportSystems).

Management support systems are designed to provide support to a specific manager or small group of managers. These include applications to support management decision making such as group support systems, executive information systems, and expert systems. There are organizational systems designed to support the organization as a whole or its larger departments such as transaction processing systems, data collection systems, and group software. Together they provide a relatively comprehensive mapping of information technology applications within a single organization (intra-organizational systems). In addition, there are intra-organizational systems affecting limited parties such as electronic data interchange, as well as other electronic applications using the Internet.

Organizational systems are essential to running a business or any other type of organization, and managers will have to deal with many of these organizational systems, especially online query processing and groupware. However, these organizational systems were designed to support the organization as a whole, not an individual manager or even a group of managers. In contrast, management support systems are designed to directly support managers who make strategic and tactical decisions for organizations.

The strategic role of information systems in management.

Each of the major types of information systems described earlier are valuable in helping organizations solve important problems. In the past decade, some of these systems have become particularly important for the firm's long-term prosperity and survival. Such systems, which are powerful tools for participating in competition, are called strategic information systems.

Strategic information systems change the goals, activities, products, services, or environmental communications of organizations to help them gain an edge over competitors. Systems that have these results can even change the business of organizations.

Strategic information systems should be distinguished from strategic-level systems for senior managers who focus on long-term decision-making problems. Strategic information systems can be used at all levels of an organization and address deeper and broader causes than the other types of systems we have described. Strategic information systems significantly change the goals of the company, products, services, internal and external communications. They profoundly change the way a firm provides leadership, or the firm's business itself.

To use information systems as a competitive weapon, one must first understand where the strategic opportunities of entrepreneurs should be identified. Two models of the firm and its environment are used to identify areas of the business where information systems can provide an advantage over competitors.

Information technology has not only changed the way people work, it has also changed the way entrepreneurs compete. Although the first computers were used by entrepreneurs to improve efficiency by automating what was previously done manually, automation is taken for granted in the information age. Today's firms are not only automating, but actively seeking new ways to use IT to gain superiority over the competition.

Entrepreneurs have sought to achieve competitive advantage in the past by competing in one of two ways:

Cost, i.e. cheap goods or services;

By differentiating products or services, competing on the customer's perception of the quality of products and services.

Since the 1960s, when large firms began installing computers in accounting departments, IT has played a significant role in enabling firms to compete at low cost. Computers were used to automate online query processing, reducing the cycle time, and providing operational data for decision making. The burst of new technologies in the 1980s opened up additional opportunities, such as reducing the time to create new products through computer-aided design tools; optimization of processes by computerized control systems, in which human expert decision rules are introduced; rapid production line changes with scheduling systems that integrate research into production and sales information.

By the 90s, IT applications were widespread and sophisticated enough to enable firms to compete in innovative ways. Whereas in the past firms had to choose between cost or differentiation strategies, today IT allows firms in certain industries to compete with low prices and product differentiation at the same time. Some firms are trying to compete with more than just low prices and high quality but also on the ability to make highly variable products for the user. Dubbed as “bulk customization,” IT is used to quickly link processes and workgroups to produce customized products that are exactly what the customer needs.

1.5 Information technology and new organizational forms of companies

New forms of business organization using modern means of data transmission.

In developed countries, e-commerce in the form of sales of goods and services using network access is widely represented not only due to the high rates of technological progress, but also due to the preparedness of the population for this type of service. The fact is that in developed countries for decades it has been practiced to purchase goods from catalogs, on order with home delivery. In Russia, the development of trade relations of this kind is still at a low level. Moreover, the almost complete absence of quality standards has developed such a model of customer behavior that any item must be carefully examined, touched, and checked before purchasing. Thus, even if electronic payments become as widespread and accessible as in the United States, Web stores will not gain a wide clientele. This applies not only to Russia and the CIS, but also to some states of Eastern Europe and practically all developing countries. However, e-commerce in other forms already exists in Russia, moreover, Russia needs it.

Currently, firms widely use partial or complete transfer of the execution of certain business functions and even parts of a business process to third parties and / or organizations. This phenomenon is called outsourcing (outsourcing is literally the process of getting something from external sources). Outsourcing has been widely developed in the West for a number of reasons.

Firstly, this is the growth of the intensity of competition in all sectors of the market and the associated need to achieve the highest efficiency of all operations of the company, striving to gain a stable and long-term advantage over competitors. It is almost impossible, and sometimes impractical, to achieve the maximum increase in the effectiveness of all operations of the company on your own. Execution can be perfected key functions, and entrust the rest of the work to those who do it better than others. Thus, for many companies, the involvement of third-party organizations to carry out certain work has become an unexpected and effective way out. It is difficult to disagree with the fact that there are always companies capable of performing relatively independent business functions with the greatest, practically unattainable efficiency.

Secondly, it is the desire of companies to be “global”, that is, to be represented by their products and services around the world. For this, first of all, it is necessary that there be no rigid "binding" to a certain territory. For example, own production facilities, a delivery service or a chain of stores are not so much a serious hindrance, but rather an unnecessary luxury for a company moving from the market of one country to another, at least initially.

The third point is primarily related to the increasing role of small enterprises in global business. Outsourcing allows a company to have a global presence in the markets of many countries without the need for an almost proportional increase in personnel to serve new sales markets and / or production facilities. That is, a relatively small company can, with the involvement of small businesses, operate around the world from a central office or "headquarters", while maintaining control over the implementation of the assigned tasks within the framework of the chosen strategy.

Consider the structure of an organization that is a contractor for outsourcing companies. The new approach to the organization of the enterprise with the division of powers between its subdivisions is called the "dynamic network organization" or the organization with a model structure. Network structure means the distribution of basic functions between individual departments and organizations. Coordination is done by a small central office or “broker”. The main difference between such a structure is that the main operations, such as production, development of new products, service, accounting are not collected under one roof, but are carried out by separate organizations (departments) under a contract or some other agreement. Communication of the central office with these organizations (divisions) is carried out, as a rule, using electronic means and global network data transmission. The revolutionary nature of this approach to creating a business organization is at least in the fact that relying on the usual definitions and concepts it is difficult to imagine what it is and where exactly such an organization is located. An example is a software company. Development of various parts of a large software product (kernel, shell), as a rule, is carried out with the involvement of teams around the world. Large industrial firms specializing in the production of electronic equipment and computers, such as Compaq and IBM, which previously performed the entire cycle of development and production of equipment independently, now order according to their drawings and technological maps production of equipment for Asian companies. So they manage to reduce the cost of their products and it is easier to withstand competition with manufacturers of cheaper analogs.

Global networking capabilities such as e-mail and video conferencing are widely used to communicate with partners and departments.

Despite the fact that in the field of networking technologies for computer scientists "all cards in hand", the very first company to use a modular structure and achieve resounding success during the expansion and globalization of business was Nike, the leader of the American market for the production and sale of sportswear and inventory.

Rice. 1. The enlarged structure of the network organization on the example of the sports equipment division of the Nike company.

A network or modular structure offers many benefits. First of all, it is an opportunity to concentrate the efforts of the personnel on solving several basic tasks, ordering the performance of other functions, such as delivery, accounting, as well as production, to specialists outside the company. A modular corporation is a backbone surrounded by a flexible network of the best providers of necessary services, which, as modules in a design, can be involved or excluded as needed.

The most important advantage is the presence of the organization in many countries of the world, as well as the ability to gain market positions wherever there is such an opportunity. The network organization consolidates resources around the world to achieve the best product quality at the lowest cost possible, which is one of the critical factors in achieving a sustainable competitive advantage. The advantage is also the flexibility in the choice of workforce, since the performance of any function, be it engineering development or service, can be ordered, relatively speaking, by any specialized company anywhere in the world. Moreover, the companies executing each function can be replaced with more preferable ones without special restrictions, such as the need to purchase a plant and the necessary equipment. A modular organization can constantly change its structure in order to enter the market with new products. Another equally important aspect is the higher productivity and job satisfaction of those who work in the head office, due to the significantly more flexible structure of the enterprise. Moreover, the structure of a network (virtual) corporation is the most flexible of all possible forms of existence of business organizations.

One of the most significant drawbacks of the network structure is the weakness of direct control over all processes. The heads of the enterprise do not have the opportunity to monitor the progress of the execution of orders, since most of the subordinates are geographically remote and accessible only via electronic and telephone channels. The second, and no less serious problem concerns the strong dependence on the work of subcontractors. If the hired company fails the ordered supplies, works, services, leaves the business or burns down the plant where the production of competitive products is ordered, then the whole business will be in danger of failure. This uncertainty is aggravated by the fact that the subcontractors are not under the same roof and, due to their remoteness, are not under the direct control of management. The third reason is the difficulty of working with remote workers due to the often low dedication to the common cause. Employees may have a persistent sense of insecurity in their workplaces due to the large possibility of replacing their activities with contractual agreements with third parties. In a modular corporation, it is much more difficult to create a cohesive team, and staff turnover tends to be higher than in traditional organizational structures. With every change of product line or market niche, the network firm is forced to reshuffle employees to achieve the optimal set of skills (skill mix).

In order to overcome some aspects of lack of control and increase the involvement of employees in the common cause, it is necessary to use tools to facilitate group work.

The peculiarity of the global network corporation is also that there is a need for managers who are prepared to work in different countries. Despite the fact that the main functions of management: planning, organization, leadership, control do not change from whether the company's operations are carried out in one country or several at the same time, there are factors of difference in the environment that must be met:

Socio-cultural differences between countries;

Differences in economic development;

Differences in legislation.

Thus, it increases the share of risk for the business. The internal structure of an international company must correspond to several sets of external environmental parameters that form different cultures within which the company's customers, as well as suppliers of products and various services, are located, which is most important for outsourcing.

Teamwork tools for a virtual corporation.

Database for tracking negotiations.

The database of the virtual (network) corporation should contain, along with personal information on employees who participated in the negotiation process, also files reflecting the entire history of e-mail messaging, and files of recording sessions of video conferences. Consider the impact of such a system on the functioning of a corporation.

1. Strengthening management control. As described above, weak control over subordinates is one of the most significant disadvantages of the modular corporation. On the other hand, to achieve a sustainable competitive advantage, you need reliable control over how current tasks are carried out and corporate strategy is implemented. An early warning system that there is a real deviation from the direction formulated in the company's strategy, in the face of fierce competition, becomes extremely important. In a volatile business environment, loss of efficiency can be fatal. In the case when the project is carried out by geographically distant employees who use the Internet to communicate with the central office and among themselves, traditional methods of motivation and control may not give the desired effect. Leaders of such an organization need a reliable monitoring system for remote employees.

2. Conflict management. When working with remote workers, conflicts can arise more often than in normal conditions. The lack of interpersonal communication between employees, bosses and subordinates leads to an increase in cases of doubt, ambiguity, inability to identify problems. Indeed, using only e-mail, it is not easy to explain to an employee who missed the deadline for his part of the overall project that he is wrong. When a conflict has taken root deep enough, a negotiation database can really help. People responsible for resolving conflicts can view the archives for the employee of interest and determine what the employee said, wrote, and under what circumstances. The second point is related to the fact that in the case when all employees are informed about this practice with archiving messages and videoconferencing sessions, the responsibility of those who participate in the corporation will increase many times over.

Unfortunately, this phenomenon can have the opposite effect, namely, the deterioration of relations between employees of the corporation. Especially if there is a lie about the registration of videoconferences and messages, search for enemies and guilty ones. Employees will inevitably start using telephone connection and other tricks to prevent the session from being entered into the database.

Information security system and online voting system.

In cases where the network structure of an enterprise becomes sufficiently branched and complex, it becomes necessary to conduct a voting procedure on issues affecting both the interests of many parties and concerning the overall strategy of the enterprise. Due to the fact that entire divisions of a network firm are at a considerable distance, organizing joint meetings of responsible persons can be unjustifiably expensive. In connection with this fact, it is advisable to organize the voting procedure and the processing of results using network technologies. Secure digital signature technology can be used to identify and protect voting results.

In addition to improving and simplifying the decision-making mechanism, the voting system can facilitate the resolution of serious conflicts with the participation of many parties.

Organization of information support for remote employees using e-mail.

Often, an employee who is not in the office has a serious problem of "isolation" from the employer, team, and work group. A feeling of insecurity arises, the employee does not hand over work on time and begins to look for a more “reliable” workplace in the office, with his own workplace and other attributes that satisfy his desire for stability.

In order to reduce psychological discomfort, it is necessary to organize information support for remote employees. The essence of such a system is that information about the status of the project, the deadlines for the completion of individual fragments of the general work, as well as about the stage of development of their site each of the employees is at, is sent to all project participants. Such mailing lists are often used when there are many employees connected to the project, communication with whom occurs mainly via e-mail, especially if each employee performs a relatively independent area of ​​work. An example is the work of the news columnist team in a magazine. For the most part, in modern editions, correspondents work remotely without the need to be present at the editorial office, collecting information about new products on the Internet or independently attending exhibitions and various thematic events. Finished works are sent by e-mail. As a result of the use of the newsletter, the employee's awareness of the current affairs of the editorial office is increased, the feeling of alienation inevitable during remote work is reduced, and "involvement" in the common cause grows. The productivity and quality of work of employees is significantly increased, and such “generic” problems of the network corporation as staff turnover and delays in delivery of work are reduced.

Possible options for technical implementation.

To solve such a problem, it is necessary to use a database management system that could contain indexing and process requests for recordings of videoconferencing sessions between employees. In general, this task is not particularly difficult. Almost any modern DBMS such as Oracle, Informix or Lotus Notes can store records of video fragments and text information.

The main opportunities arise when solving problems of recording and playing back video conference fragments. The recording program should work transparently for users, not only for convenience reasons, but also for psychological reasons. Every employee, without exception, must be informed that negotiations are being recorded. However, the procedure itself should in no way remind of itself.

To solve this problem, a program is needed that works in conjunction with video conferencing software and monitors and records input and output video data streams. To play a video conference session, you must synchronize the videos of both participants in the session. One solution is to combine the two video clips into one during the recording process. The second is to create software for synchronous playback of two independent video fragments.

The most important goal of developing technical means of group work is to create an integrated environment for working with remote employees, which is an integral part of the functioning of a network corporation.

Service providers and service providers for network companies. Opportunities for Russian specialists.

Companies that include outsourcing of business operations as an integral part of their structure are few in Russia. This is due to the small number of reliable partners, weak infrastructure and weak international relations. Basically, the order of services occurs in the field of software and hardware support for business automation equipment. Companies that need an integrated computerized environment for business management order the necessary services and specialists from companies - system integrators. This form of outsourcing allows you to avoid the growth of your own staff and the hiring of specialists to form your own information technology department. The spread of such business relations is possible mainly within the Russian Federation and former Soviet countries.

The participation of Russian specialists in international outsourcing relations as executors of engineering tasks is developing and will be expanded in the future. Consider the trends in the development of networked forms of business on the part of service providers for virtual corporations. Such firms specialize in supplying a specific service or service to many firms. That is, there are equipment manufacturers, transport companies, companies specializing in the distribution and delivery of finished products. The positive aspects of this trend are the improvement of the service company in one specific operation and the emergence of specialization of entire regions. For example, European and North American companies are better performing design and engineering, while high-tech technology is moving steadily to Asian countries. However, participation in network corporations imposes one essential requirement for such firms: flexibility and, if necessary, quick and painless restructuring of the process to meet the requirements of another firm. First of all, this is due to the fact that in order to achieve sustainable competitiveness, it is necessary to quickly switch to another product line with a change in contract, or even release several product families simultaneously, serving several customers. The resulting need to establish flexible production requires high development of industrial production and technologies.

In connection with these factors, there is a tendency in specialization in the performance of certain functions of the production process, not just of individual companies, but also of the states as a whole. That is, it is known that everyone in Southeast Asia prefers to produce electronic products according to ready-made drawings, while the same Asian manufacturing company can produce both components and finished products for such companies as Sony, Philips, Panasonic at the same time. Car body design is better at Italian firms such as Pinifarina and Bertone. Among the clients of these firms can be found many of the leading car manufacturers around the world from Europe to Korea. This is inevitably due to the fact that each country has its own traditions, a historical path of development that affects the specialization in the world of global corporations.

Russian specialists can benefit from the ongoing process restructuring and organization of production and find their place in the global economy. It is known that the Russian engineering school is one of the best in the world. For example, in the computer business, Russian software and hardware developers are highly valued and willingly invited by foreign companies for temporary and permanent jobs.

Chapter 2. Integrated management system of industrial enterprises of Russia

2.1 Structural blocks of IMS and their functions

Since the mid-90s, the topic of "integrated management systems" (IMS) has become present in the theory and practice of management accounting and planning of the largest Russian enterprises. This was due to the beginning of work at the largest raw material giants of Russia on the installation of full-featured software (automated) packages, through which in similar Western corporations they solve the issues of end-to-end (from the top management level to the lower management levels) accounting of commodity and material and financial flows and the development of a single economic politicians. However, the real results of the implementation of full-featured software packages at most Russian enterprises turned out to be more than modest. The software is only technical means implementation of the IMS. For the effective use of IMS, an appropriate qualification of personnel, methodological tools for planning and analytical work are required, adequate to the needs of the company. end-to-end system internal and external workflow. Meanwhile, the overwhelming majority of management Russian companies does not even have a clear idea of ​​what functions and limitations an integrated management system has, what are the stages of its implementation, how one information package differs from another and which one is most optimal for their enterprise. We will try to give a general understanding of what an "integrated management system" is and why it is needed.

The Integrated Management System (IMS) is a complex company management mechanism, consisting of the following main blocks:

Analytical block is a system of formalized processing of credentials for the purpose of making managerial decisions. The analytical block of the IMS is based on the optimal budgeting model.

Accounting unit - a document management system for information support of management decisions (management, marketing and financial accounting).

Organizational block is a management structure (functions and regulations for coordination, subordination and control of the activities of management services) to ensure the process of management and financial planning.

Software and hardware unit - a software product that supports analytical, accounting and organizational units. For ISU, you can use adapted standard packages (R / 3, BAAN IV, Oracle Applications, etc.).

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The introduction of corporate IP, developed independently or purchased from a supplier, is often accompanied by the breakdown (redesign) of existing ones at the enterprise business processes... We have to rebuild them to meet the requirements of standards and the logic of the system being implemented. We note right away that the introduction of IS solves a number of managerial and technical problems, however, it gives rise to problems associated with human factor.

The implementation of an information system, as a rule, greatly facilitates the management of the enterprise, optimizes internal and external information flows, eliminates management bottlenecks. However, after the system has been successfully installed, "tested" in operation and has shown its effectiveness, some of the employees reveal their unwillingness to use IS in their work. As a result of the reengineering, it becomes clear that some employees are largely duplicating the work of others or are not needed at all. In addition, the introduction of CIS is accompanied by compulsory training, but, as the Russian experience shows, there are not so many people willing to retrain. Breaking old skills and instilling new ones is a long and difficult process!

We must clearly understand that corporate IP is designed to simplify the management of an organization, improve processes, strengthen control and thereby provide competitive benefits. Only from this point of view can the benefits of its implementation be assessed.

Following this logic, it becomes clear that although the corporate IS is intended as a whole to provide all users with the necessary information, the management of the development and implementation of the corporate information system is the prerogative of the company's top management! Do leaders understand this?

Here, too, one has to fight with tenacious stereotypes. "Why do I need a corporate system if things are going well at the enterprise?" "Why break something if everything works?" But you don't need to break something more often. At the first stage, it is only necessary to correctly and correctly formalize and transfer the identified processes within which the enterprise lives, into the corporate IS. Such formalization will only hone, polish successful marketing and production findings, optimize management process and control and will allow in the future to carry out targeted changes.

Implementation of a new IC is a complex process, lasting from several months for small ICs to several years for ICs of large distributed companies with a wide range of products and a large number of suppliers. The success of a project for the development (or acquisition) and implementation of IP largely depends on the readiness of the enterprise to conduct the project, personal interest and will of the management, a real program of action, the availability of resources, trained personnel, and the ability to overcome resistance at all levels of the existing organization.

By now, a standard set of techniques for introducing IS has been formed. Basic rule: perform the required phases sequentially and do not skip any of them.

The following factors are critical to implementation:

• clearly defined project objectives and IP requirements;
• availability of a strategy for the implementation and use of IP;
• conducting a pre-project survey of the enterprise and building models "As is" and "As will";
• scheduling work, resources and monitoring the implementation of the implementation plan;
• participation of senior management in the implementation of the system;
• carrying out work on the implementation of IS by specialists in integrating systems together with the specialists of the enterprise;
• regular monitoring of the quality of work performed;
• quick obtaining of positive results at least in part of the implemented IS modules or in the process of it trial operation.

Before starting development implementation project necessary:

• formalize the goals of the IP implementation project as much as possible;
• estimate the minimum required costs and expense items;
• establish a high priority of the implementation project over the rest of the current projects;
• endow project manager maximum possible authority;
• to carry out mass educational work with the personnel of the enterprise in order to convey to everyone the importance and necessity of the upcoming transformations;
• to develop organizational measures for the application of new information technologies;
• distribute personal responsibility for all stages of implementation and trial operation.

It is also necessary to determine the functional areas for the implementation of information system modules:

• organizational management;
• organizational and administrative support;
• control business processes;
• management, financial planning and accounting;
• personnel Management;
• document management;
• management of material technical support;
• management of relations with clients and the external environment.

In addition to what is listed above, it is necessary to set technological requirements for the implementation of IS:

• system platform- implementation and adaptation ready-made solution from the manufacturer or custom development in accordance with terms of reference customer;
• integrability- data is stored and processed in a single information space; this ensures their completeness, consistency, reliability and reusability; the system may include newly developed and already used technologies and applications;
• adaptability- the system is configured in accordance with customer requirements and on the features of the information field of the customer;
• distribution- the system can function effectively in geographically remote subdivisions and branches of the enterprise;
• scalability- the system can be executed in the form of a frame containing basic modules and supplemented in accordance with the requirements of a changing external and internal environment.

The main phases of the implementation of the information system

Phase "Preliminary work on the preparation of an IP implementation project"... During the pre-project survey of the enterprise (Fig. 8.4), detailed information is collected about the structural structure of the organization, functional relationships, the management system, about the main business processes, about flows within the enterprise (Control Flow, Doc Flow, Data Flow, Work Flow, Cash Flow ) required to build the appropriate models and select objects for automation. Estimated terms, resources, types and volumes of work, nomenclature and cost of software and hardware and telecommunications facilities, the cost of personnel training, etc.

Phase "Project preparation"... After the completion of the first phase, preliminary planning and formation of project launch procedures are carried out:

• formation of project and expert groups;
• distribution of powers and responsibilities;
• determination of organizational and technical requirements for the implementation process;
• clarification of specifications and customer expectations;
• training of the implementation group, consisting of specialists from the customer enterprise.

For some reason, the last, very important point is often overlooked when drawing up an implementation plan. But the success of the whole project depends on him to a great extent! After the start of funding, the project is considered to be launched for execution.

Phase "Conceptual study of the project"... During this phase:

• a conceptual project is formed and approved;
• an obligatory unambiguous understanding of the intentions of all project participants regarding the implemented IS is achieved;
• the goals and objectives of the project are clarified and concretized;
• the dimensions of the system prototype are determined;
• the enlarged work plan, sequence of stages and conditions are agreed trial operation, planning and financial and reporting indicators;

In this case, all these actions without fail documented, agreed and approved by all interested and responsible parties.

Phase "Project implementation"... During the main implementation work, a system environment is created, installed and configured, system administration procedures are determined, and the main software and hardware systems and applications are installed. The system configures organizational and staffing and organizational functional structures enterprises using organizational units such as branch, department, department, workgroup, etc.

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