The urgency of the problem. For the successful implementation of management activities, it is necessary to have a clear idea of ​​​​the structure of the organization, the interaction of its constituent parts and the organization's relations with the external environment.

The currently existing organizations are distinguished by a huge variety both in terms of activities, and in the form of ownership, scale, and other parameters. However, each organization is unique in its own way. However, the same principles, methods and methods apply to the management of all organizations. To tailor them to the needs specific enterprise, to clearly define the place of management structures in the overall structure of the enterprise, as well as their interaction with each other and with other departments, modeling is widely used. Therefore, the study of modeling in management activities is an urgent problem.

The degree of knowledge of the problem. The work of foreign scientists A. Demodoran, M.Kh. Mescon, J. Neumann, L. Plunkett, G. Hale, O. Morgentain, P. Scott, M. Eddowes, R. Stansfield, C.G. Corley, S. Walley, and J. R. Baum.

Of the domestic specialists involved in the study of modeling in management, the works of K.A. Bagrinovsky, E.V. Berezhnoy, V.I. Berezhny, V.G. Boltyansky, A.S. Bolshakova, V.P. Busygin, G.K. Zhdanova, Ya.G. Neuimina, A.I. Orlova, G.P. Fomina and others.

aim term paper is the study of simulation in management. To achieve our goal, we need to solve the following tasks :

1. study the literature on this issue;

2. determine the essence of the concept of the modeling process and the classification of models;

3. analyze the model of the organization as an object of management;

4. consider the features of modeling management processes:

The verbal model

· mathematical modeling;

practical management model.

The structure of the course work consists of an introduction, two chapters, five paragraphs, a conclusion, a list of references.

Chapter 1. The essence of modeling in management activities

1.1. The concept of the modeling process. Model classification

Modeling is the creation of a model, i.e., an image of an object that replaces it, in order to obtain information about this object by conducting experiments with its model.

A model in the general sense (generalized model) is a specific object created for the purpose of obtaining and (or) storing information (in the form of a mental image, description by sign means or material system), reflecting the properties, characteristics and connections of the original object of an arbitrary nature, essential for the task being solved by the subject.

Object models are simpler systems, with a clear; structure, precisely defined relationships between the constituent parts, allowing a more detailed analysis of the properties of real objects and their behavior in various situations. Thus, modeling is a tool for analyzing complex systems and objects.

A series of mandatory requirements. First, the model must be adequate to the object, i.e., correspond to it as fully as possible in terms of the properties chosen for study.

Secondly, the model must be complete. This means that it should make it possible, with the help of appropriate methods and methods of studying the model, to investigate the object itself, i.e., to obtain some statements regarding its properties, operating principles, and behavior under given conditions.

The set of applied models can be classified according to the following criteria:

· method of modeling;

the nature of the system being modeled;

scale of modeling.

According to the modeling method, the following types of models are distinguished:

· analytical, when the behavior of the object of modeling is described in the form of functional dependencies and logical conditions;

· simulation, in which real processes are described by a set of algorithms implemented on a computer.

According to the nature of the modeled system, the models are divided into:

· to deterministic, in which all elements of the modeling object are constantly clearly defined;

· to stochastic, when the models include random controls.

Depending on the time factor, models are divided into static and dynamic. Static models (diagrams, graphs, data flow diagrams) allow one to describe the structure of the system being modeled, but do not provide information about its current state, which changes over time. Dynamic models make it possible to describe the development of processes occurring in the system over time. Unlike static models, dynamic models allow you to update the values ​​of variables, the models themselves, dynamically calculate various process parameters and the results of impacts on the system.

Models can be divided into the following types:

1) Functional models - express direct relationships between endogenous and exogenous variables.

2) Models expressed using systems of equations with respect to endogenous quantities. They express balance ratios between various economic indicators (for example, a model of input-output balance).

3) Optimization type models. The main part of the model is a system of equations with respect to endogenous variables. But the goal is to find the optimal solution for some economic indicator(for example, to find such values ​​of tax rates to ensure the maximum inflow of funds to the budget for a given period of time).

4) Simulation models - a very accurate reflection of the economic phenomenon. The simulation model allows you to answer the question: "What will happen if ...". simulation system- this is a set of models that simulate the course of the process under study, combined with a special system of auxiliary programs and an information base, which make it possible to simply and quickly implement variant calculations.

In this case, mathematical equations may contain complex, non-linear, stochastic dependencies.

On the other hand, models can be divided into controlled and predictive. Managed models answer the question: "What will happen if ...?"; “How to achieve what you want?” and contain three groups of variables: 1) variables that characterize the current state of the object; 2) control actions - variables that affect the change in this state and are amenable to purposeful choice; 3) initial data and external influences, i.e. externally set parameters and initial parameters.

In predictive models, control is not explicitly identified. They answer the questions: “What will happen if everything remains the same?”.

Further, models can be divided according to the method of measuring time into continuous and discrete. In any case, if time is present in the model, then the model is called dynamic. Most often, discrete time is used in models, because information is received discretely: reports, balance sheets and other documents are compiled periodically. But from a formal point of view, the continuous model may be easier to study. Note that in physical science there is a continuing discussion about whether the real physical time is continuous or discrete.

Usually, fairly large socio-economic models include material, financial and social sections. Material section - product balances, production capacity, labor, natural resources. This is a section that describes the fundamental processes, this is a level that is usually poorly controlled, especially fast, because it is very inertial.

The financial section contains cash flow balances, rules for the formation and use of funds, pricing rules, etc. At this level, many controlled variables can be identified. They can be regulators. Social section contains information about human behavior. This section introduces many uncertainties into decision-making models, since it is difficult to correctly take into account such factors as labor productivity, consumption patterns, motivation, etc.

When constructing models that use discrete time, econometric methods are often used. Among them, regression equations and their systems are popular. Lags are often used (delays in the reaction). For systems that are nonlinear in parameters, the application of the least squares method encounters difficulties.

Currently popular approaches to business reengineering processes are based on the active use of mathematical and information models.

When building any management process model, it is desirable to adhere to the following action plan:

1) Formulate the goals of studying the system;

2) Select those factors, components and variables that are the most significant for this task;

3) Take into account in one way or another extraneous factors not included in the model;

For management activities, especially in the decision-making process, the most useful models are those that are expressed in words or formulas, algorithms and other mathematical means.

The basis of management based on loyalty was laid in 1908 by Harvard professor J. Royce. He is the author of the book "Philosophy of Loyalty", where the concept of "loyalty" is scientifically defined for the first time.

Within the framework of the proposed verbal model, business loyalty is considered from the point of view of three independent basic aspects: consumer loyalty, employee loyalty and investor loyalty.

Each time, the word "loyalty" means something different. Meskon M.Kh., Albert M., Hedouri F. Fundamentals of Management / Per. from English. - M., 2002. - P. 456 .:

commitment (from the point of view of buyers),

Integrity (from the point of view of employees),

· Mutual trust, respect and support (from the point of view of investors).

But, despite the pronounced components, this system should be considered only as a whole, since it is impossible to create loyal customers without paying attention to employee loyalty, or to cultivate employee loyalty without due attention to investor loyalty. None of the parts can exist separately from the other two, but all three together allow the organization to reach unprecedented heights in development.

It must be clearly understood that loyalty-based management is primarily focused on people. First of all, it is people and their role in business that are considered here. It is more a model of motivation and behavior than a marketing, financial or industrial development. Only secondarily does loyalty-based management generalize people into more abstract categories and manage technical processes.

As practice shows, people are always more willing to work for an organization that has a purpose of service than for an organization that exists only to "make money". Therefore, people willingly work in the church or in public organizations.

Managers who want to successfully use the loyalty effect management model should not consider profit as a primary goal, but as a necessary element for the well-being and survival of the three components of every business system: customers, employees, and investors. Even at the beginning of the twentieth century. G. Ford said that “an organization cannot work without profit, ... otherwise it will die. But to create an organization only for the sake of profit ... means to lead it to certain death, since it will not have an incentive to exist ” Drucker P.F. Tasks of management in the XXI century. - M., 2001. - S.523 ..

The basis of the loyalty model under consideration is not profit, but the attraction of additional customers, a process that consciously or unconsciously underlies most successful organizations. Creating a target number of buyers permeates all areas of a company's business. The forces that govern the relationship between customers, employees, and investors are called the forces of loyalty. The measure of success is whether customers come back to buy more, or whether they go somewhere else, ie. whether they are loyal.

As a reason, loyalty initiates several economic effects, which affect the entire business system approximately as follows: Repin V.V., Eliferov V.G. Process approach to management: Business process modeling. - M., 2005. - 2nd ed. - P.245 .:

1. Profits and market share increase when the most promising buyers cover the entire spectrum of the company's activities, create a good public opinion about it and repeat purchases. Due to the large and high-quality offer, the company can afford to be more picky when choosing new customers and focus on more profitable and potentially loyal projects to attract them, further stimulating its long-term growth.

2. Long-term growth allows the firm to attract and retain the best employees. Consistently maintaining a target number of buyers increases employee loyalty, giving them a sense of pride and job satisfaction. Further, in the process of interaction, regular employees learn more about their regular customers, in particular, how to better serve them so that the volume of purchases grows. This increasing volume of sales spurs both customer loyalty and employee loyalty.

3. Loyal employees V long term learn to reduce costs and improve the quality of work (learning effect). The organization can use this extra productivity to expand the reward system, to buy better equipment and training. All this, in turn, will spur employee productivity, reward growth and, consequently, loyalty.

4. Such a productivity spiral provides a cost advantage that is very difficult to replicate for a purely competitive organizations. Long-term cost advantages, coupled with a steady growth in the number of loyal customers, bring profits that are very attractive to investors. This, in turn, enhances the company's ability to attract and retain the "right" investors.

5. Loyal investors act like partners. They stabilize the system, lower the cost of raising capital, and ensure that diverted cash flows are put back into the business as an investment. This strengthens the organization and increases its productive capacity.

Without a doubt, each organization is unique, but still, to one degree or another, its profit indicators will fit into the general model of economic effects derived from the persistence or loyalty of customers. Among them, it is worth noting the following Meskon M.Kh., Albert M., Hedouri F. Fundamentals of Management / Per. from English. - M., 2002. - S. 358 .:

basic profit (the price paid by newly appeared buyers exceeds the cost of the organization to create a product);

revenue growth (as a rule, if the buyer is satisfied with the parameters of the product, he is inclined to increase the volume of purchases over time);

Savings costs (close familiarity with the organization's products reduces the dependence of buyers on its employees for information and advice);

Reviews (customers satisfied with the level of service recommend the organization to their friends and acquaintances);

additional price ( regular customers those who have been with an organization long enough to explore all of its products and services get disproportionately more from continuing the relationship and do not need additional discounts or promotions).

To assess the true long-term loyalty potential of a customer or group of customers, it is necessary to know their propensity to exhibit consistency. So some buyers will defect to a competitor for a 2% discount, while others will remain at a 20% price difference. The amount of effort required to entice various types buyers is called the loyalty coefficient. In some organizations, the history of development or the behavior of customers in individual segments is used to assess loyalty coefficients Repin V.V., Eliferov V.G. Process approach to management: Business process modeling. - M., 2005. - 2nd ed. - P.232.. In others, especially those whose future is weakly connected with the past, they try to find out by data analysis methods how big the discount should be so that buyers go to their organization. But despite all the measurement challenges, using a loyalty metric allows organizations to identify customer retention and implement sound practices proven in one department throughout the organization.

Development of measurement, analysis and control systems cash flows obtained from loyalty can lead the organization to investments that will further ensure the growth of the number of customers and the organization as a whole.

So, the loyalty model is substantiated in detail at the verbal level. This justification mentioned mathematical and computer support. However, they are not required to make initial decisions.

With a more thorough analysis of the situation, verbal models, as a rule, are not enough. It is necessary to use rather complex mathematical models. So, when making decisions in the management of production systems, Kuzin B.I., Yuriev V.N., Shakhdinarov G.M. are used. Methods and models of firm management: Proc. for universities. - SPb., 2001. - P.327.

Models of technological processes (primarily models of control and management);

Models for ensuring product quality (in particular, models for assessing and controlling reliability);

models queuing;

Inventory management models (logistics models);

Simulation and econometric models of the enterprise as a whole, etc.

Business process is a part of process management. His model is main element business process management. The business process must be divided into a number of features that characterize each of its properties or abilities. With this division, the process is easier to recognize, compare and analyze. There is an important concept business process modeling.

This is the designation of business processes in terms specially defined for this, according to rules that are called business process modeling notations. The business process models themselves are different - informational, textual, graphic.

What is business process modeling

Business Process Modeling – important task for any company. With the help of competent modeling, it is possible to optimize the work of an enterprise, predict and minimize the risks that arise at each stage of its activity. The organization of business process modeling allows you to valuation each process individually and all in general.

Modeling of business processes of an enterprise concerns a number of aspects of its work. When modeling:

• the organizational structure is changing;
• functions of specialists and departments are optimized;
• the rights and duties of management are redistributed;
• changes in internal regulatory documentation and technologies for conducting operations;
• there are new requirements for automating business processes and so on.

Business process modeling sets itself the main goal, which is to systematize information about the enterprise and the actions taking place in it, in a visual graphical display. Thanks to this approach, the company is much more convenient to process data. When modeling business processes, it is necessary to reflect the structure of actions in the organization, the features and details of their implementation, as well as the chronology of workflow.

The way business process modeling is determined by its goals

1. Activities need to be regulated. The content of the graphical model of the business process completely coincides with the textual one. If the company has a schedule, then as soon as possible and easily translate it into text format in order to prepare normative and regulatory documentation. Thanks to some BPM systems, based on the model, automatic generation of execution regulations and job descriptions is possible.
2. It is necessary to manage risks. The company faces operational risks in the course of business processes. Business process models can be the basis for mapping the risks of the entire organization while managing them.
3. The company needs organizational change. To calculate the optimal number of specialists in the state, it is necessary to determine exactly how many employees should participate in all business processes of the company. Visual modeling of business processes helps to obtain the necessary information. This action allows you to correctly distribute human resources that are required to perform a particular process and related tasks, as well as to determine how many specialists should be in each department, from a rational point of view.
4. Conducting functional cost analysis. Modeling the business processes of an enterprise allows you to understand how many human and material resources needed to perform one action within a business process. This information can become the basis for automatically allocating all income and expenses to cost centers and generating profits, depending on the department.
5. The need for automation. When modeling a business process, the order of actions and the place of the specialists responsible for them are unambiguously described. This allows you to correctly develop business requirements. Thanks to automated information systems of the workflow-managemet class, you can instantly make adjustments to the information system.

The same model can be suitable for solving different problems. Due to the detailing of the model, it is quite possible to use it at various stages of control, both at the strategic level of target designation and in the tactical execution of instructions.

How business process modeling technology is applied in practice

Business process modeling is used to solve a number of problems. Most often, it is used to optimize directly modeled business processes. First, they describe the state in which the processes are currently located, then their course in practice, after which, using the selected methods, bottlenecks are identified in them and, based on the analysis, “ideal” models are created that need to be strived for.

You can identify bottlenecks in business processes using certain methods, for example, simulation modeling. In this case, information is taken as a basis on the probability of occurrence of situations that can affect the course of the process, on the duration of the implementation of functions in the process and the laws of distribution of execution time, as well as other data, for example, the resources involved in the work.

You can identify bottlenecks by analyzing the current processes and, accordingly, the actual time for the implementation of functions or waiting for the availability of resources. This information will form the basis for conclusions. Real values ​​can be obtained using both information systems (with high automation of the business process), as well as standard timing and other methods.

You can apply the description of business processes in another way - using sets of business process models to generate corporate legal documents. It can be job descriptions, regulations, regulations on the division.

Business process modeling is often used in preparing a company for certification for compliance with a certain quality standard. At the moment, almost any modeling makes it possible to obtain information about the objects on the models, about how they are interconnected, and present them in the form of documentation, despite the difference in the types of technologies that form the basis of solutions.

Often, business process models are used to optimize the management scheme and create a system for motivating the personnel of an enterprise.

Here, they usually resort to modeling the company's goals, breaking each one into several more detailed ones, up to a detailed division, in which the goals are related to the work of individual specialists.

Currently, designing various IT solutions, including Information Systems, specialists often resort to business process modeling.

Modern terms of reference may well consist not only of a list of requirements, but also of modeling.

process and management consulting express different opinions. But it should always be remembered that in a number of situations in the matter of making decisions on creating a business process model, the main task is precisely the task associated with correct automation and information support for the direction of the enterprise.

When modeling business processes, not only the tasks described above are used. These are just a few examples.

Modeling business processes with stickers and a piece of paper

A large sheet of paper and a block of stickers is all you need to apply the method of creating business models based on the famous book by Alexander Osterwalder and Yves Pignet. Add more creativity, sharp minds and tenacity of team members, and you get a great result.

One section of the book talks about five business models that have proven to work. You will find their description in the article. electronic journal"CEO".

Basic approaches to business process modeling

Modeling of business processes of the company can be performed in a variety of ways. Special attention should be given to object-oriented and functional approaches. Within the framework of the functional approach, the main structure-forming element is the function (action), while the object-oriented approach is the object.

Within the framework of the functional approach, the organization of business process modeling implies the construction of a scheme technological process as a sequence of operations.

At the input and output of each, objects of different origin are displayed: material and informational types, as well as the resources used, organizational units.

As part of the functional modeling methodology, where structural diagrams of business processes and information flows are constructed, a sequence of functions is displayed in which the choice of specific process alternatives is rather complicated, and there are no object interaction schemes.

Functional modeling of business processes has a significant advantage - visibility and clarity of display at different levels of abstraction. This is especially important at the stage of introduction of created business processes into the departments of the company.

With a functional approach, the detailing of operations is presented in several subjective, which leads to the complexity of building business processes.

Modeling of business processes in the object-oriented approach is built according to the following scheme: first, classes of objects are distinguished, and then actions are determined in which the objects must take part. Objects can be active, that is, performing actions (organizational units, certain performers, information subsystems), and passive, on which actions are performed ( we are talking about equipment, documentation, materials). Modeling business processes in an object-oriented way reflects the objects, functions and events in which certain processes are performed because of the objects.

The object-oriented approach also has a number of advantages, the main of which is a more precise definition of operations on objects, which leads to a reasonable solution to the problem of the expediency of their existence.

We also note the minus of the method. Specific processes for decision makers become less visible. But thanks to modern software products It is quite easy to represent functional schemes of objects.

Complex business process modeling methodologies have the most promise. For example, thanks to ARIS technology, it is possible to select the most optimal models, taking into account the goals of the analysis.

Applied business process modeling methods

Now we can note the trend of integration of different methods of modeling and analysis of systems. It manifests itself in the fact that integrated tools for modeling business processes are being created. One of them is a product German company IDS Scheer called ARIS - Architecture of Integrated Information System.

The ARIS system includes a set of tools that allow you to analyze and model the work of the company. The system is based on various modeling methods, which together reflect different views on the environment under study. The same model can be created using several methods. Due to this, specialists with different levels of theoretical knowledge can use it for their own purposes and configure it to interact with systems with their own specifics.

The ARIS system provides support for 4 types of models that reflect various objects of the system under study:

To create models of the types described above, they use both their own ARIS modeling methods and various well-known methods and languages ​​- ERM, UML, OMT, etc.

When modeling business processes, each aspect of the company's activities is first considered separately. After all aspects have been worked out, an integrated model is created that displays all the relationships of different aspects with each other.

In ARIS, models are diagrams consisting of various objects - “functions”, “events”, “ structural units”, “documents”, etc. All sorts of connections are established between objects. Moreover, each object has its own set of attributes, which is assigned to it, which allows you to enter additional information about him. Attribute values ​​can be used during simulation or cost analysis.

The key business model of ARIS is eEPC (extended Event Driven Process Chain - an extended model of the chain of business processes controlled by events). In fact, it expands the capabilities of IDEF0, IDEF3 and DFD, has its own pluses and minuses. Using enough objects connected to each other various types links, allows you to significantly increase the size of the model and turn it into a poorly readable one.

In eEPS, a business process is a flow of sequential work (functions, procedures, activities) arranged in chronological order. The exact duration of the procedures in eEPC is not displayed clearly, as a result of which it is possible that situations may arise during the development of models in which one performer will have to solve two tasks at the same time. The logic symbols used in the simulation help to show the branching and connection of the process. To find out how long the processes actually take, you should use other description tools, for example, Gantt charts in the MS Project system.

Ericsson Penker

The Ericsson-Penker method is interesting mainly because within its framework an attempt was made to use the UML when process modeling of business processes was carried out. The developers of the method have created their own UML profile to perform business process modeling. To do this, they introduced a set of stereotypes that described the resources, processes, goals and rules of the company.

Within the framework of the method, 4 main categories of business model are used:

1. Resources - different objects that are used or participate in business processes (we can talk about materials, products, people, information).

2. Processes are activities that result in the transition of resources from one state to another according to certain business rules.

3. Goals - the purpose of business processes. They can be divided into components and correlate these sub-goals with specific processes.

4. Business rules - conditions or restrictions on the implementation of business processes (functional, structural, behavioral). Rules can be defined using the OCL language.

5. The main diagram of the UML method is the activity diagram. Ericsson-Penker demonstrates the process as an activity with the "process" stereotype (the representation is based on the extension of the IDEF0 method). A complete business model includes many views that are similar to software architecture views. All views are separately expressed in one or more UML diagrams. Charts may include different types and depict goals, rules, processes and resources in interaction. The method uses 4 different views of the business model:

Rational Unified Process

There is also business process modeling according to the Rational Unified Process (RUP) methodology, within which two models are built:

The business process model is an extension of the UML use case model by introducing a set of stereotypes - Business Actor (actor stereotype) and Business Use Case (use case stereotype). Business Actor is a kind of role that is external to the company's business processes. Business Use Case acts as a description of the order of activities in a single process, bringing visible results to a specific person. This definition similar to common definition business process, but its essence is more precise. In terms of the Business Use Case object model, this is a class. Its objects are certain flows of events in the described business process.

When describing a Business Use Case, you can also indicate the goal. It, as in the case of the Eriksson-Penker method, is modeled using a class with the "goal" stereotype, and the goal tree is depicted as a class diagram.

For each Business Use Case, it is necessary to build an object model to describe the business process in terms of objects interacting with each other (business objects - Business Object), which belong to two classes - Business Worker and Business Entity.

Business Worker is a class that represents an abstract worker that performs specific work in a business process. Performers are in interaction and implement Business Use Case scenarios. As for the Business Entity (entity), it is an object of various actions performed by executors.

In the business analysis model, in addition to the diagrams of the above classes, there may be:

• organizational, which represent the system structure - company divisions, positions, specific persons in the hierarchy, the relationship between them, the territorial affiliation of structural departments;
• functional, which reflects the hierarchy of chains facing the administrative apparatus, with a set of function trees necessary for the implementation of existing tasks;
• informational, which reflects the structure of information that is required to perform all functions in the system as a whole;
• management models, which are a comprehensive view of the execution of business processes.
• conceptual, showing the structure of problems and goals;
• process representation, which is the interaction between resources and a process (as a set of activity diagrams);
• a structural view showing the structure of the company and resources (class diagrams are displayed);
• representation of behavior (how individual resources behave, as well as detailing resources in the form of diagrams of work, states and interactions).
• business processes (Business Use Case Model);
• business analysis (Business Analysis Model).

1. Sequence diagrams (and cooperative diagrams) that describe Business Use Case scenarios as a sequence of message exchange between objects - actors and objects that are performers. Thanks to such diagrams, it is possible to determine what responsibilities this or that performer should be assigned to, and display a set of his operations in the model.
2. Activity diagrams that describe the relationship between scenarios in one or more Business Use Cases.
3. State diagrams that describe how individual business processes behave.

There are certain advantages to the Rational Unified Process modeling approach:

• building a business process model is carried out around the interested people involved in the process and their tasks; Thanks to the model, you can understand what the company's customers need. The approach is used, for the most part, for firms operating in the service sector (trade and insurance companies, banking organizations);
• Using use case-based modeling, customers better understand business models.

But it is worth emphasizing that when modeling the work large enterprise, which both produces products and provides services, you need to use different ways creating models. This is due to the fact that, for example, when modeling production processes it is better to use process modeling of business processes, in particular, the Eriksson-Penker method.

IBM WebSphere Business Modeler

IBM WebSphere Business Modeler allows you to model and simulate business processes, analyze and create reports for their improvement. The system has a number of advantages, including:

1. Extensive and best-in-class capabilities for analysis, simulation and modeling.
2. Continuous improvement of processes.
3. Improved integration options.
4. Improved return on investment.
5. Improved development features.

The main feature is more extensive opportunities for simulating business processes. In the model, you can add business values, isolate additional data. You can also export models in formats used in other applications.

When importing or defining models from other sources, it is possible to perform a more accurate analysis of the operation of business processes. You can associate processes with information models, organizations, resources. With customizable and standard reports, analysis data can be exchanged.

It is allowed to implement several versions of models at the same time and publish process models.

• A simple formula to understand that an enterprise needs business process automation

Which business process modeling standard to use

At integrated approach to management, they mainly use the IDEF0 business process modeling standard, since this is a classic method. The key principle of the approach is that the company's activities are structured on the basis of its business processes, and not the organizational chart. Business processes that generate a meaningful result for the consumer are the most valuable, and in the future they need to be improved.

The IDEF0 business process modeling standard is a set of procedures and rules designed to develop a functional model of an object of a specific subject area.

The IDEF0 model is a series of diagrams with supporting documents. Diagrams break a multi-stage object into several components (blocks), which greatly simplifies the process. Details of all blocks are shown as blocks in other diagrams. All detailed diagrams are block decompositions from the previous level. At each stage of decomposition, the diagram of the previous level is called the parent diagram for the more detailed diagram. The total number of levels in the model is no more than 5-6. Experience shows that this is quite enough to build a complete functional model. modern company working in any field.

Initially, the IDEF1 standard was developed to become a tool for analyzing and studying the relationship between information flows within financial activities enterprises. Modeling business processes according to the IDEF1 methodology is designed to show how the information structure companies.

Information modeling of business processes includes several components. The main elements are:

• diagrams - drawings information model with a certain structure, representing the relationship and composition of the data used based on a set of rules;
• dictionary - each element of the model is accompanied by a text description.

The main concept in IDEF1 is an entity, which is defined as an abstract or real object endowed with a set of known distinctive properties. Each entity has attributes and a name.

Since it is quite difficult to analyze dynamic systems, at the moment the standard is almost not used, and it has hardly appeared, it has ceased to be developed. Today there are algorithms and their computer implementations, with the help of which it becomes possible to turn a set of IDEF0 statistical programs into dynamic models, the basis for which are "colored Petri nets" (CPN - Color Petri Nets).

IDEF3 - IDEF14

The main element of IDEF3 is a diagram, as in IDEF0. An equally important component is the action, which is also called the “unit of work”. Actions within this system are reflected in the form of a rectangle of diagrams. Actions are called using verbal nouns or verbs. Each one has a unique identification number, which is not reused even if the action is removed during model development. In IDEF3 diagrams, the action number is usually preceded by the number of its parent. The ending of one often contributes to the beginning of another action or even several. It also happens that one action may require others to be completed before its implementation can begin.

IDEF4 is a methodology for building object-oriented systems. Thanks to IDEF4, you can visually display the structure of objects and the underlying principles by which they interact. This makes it possible to analyze and improve complex object-oriented systems.

IDEF5 is a methodology for studying complex systems.

IDEF6 - Design Rationale Capture - rationale for design actions. IDEF6 greatly simplifies the process of obtaining information about modeling, its presentation and application in the creation of firms. management systems. “Knowledge about the method” is certain circumstances, reasons, ulterior motives that justify the chosen methods for creating models. That is, “knowledge of the method” can be interpreted as an answer to the question: “Why did this particular model turn out, with these and not other characteristics?”. Most of the modeling methods focus on the models being created, without delving into their development. The IDEF6 variant is aimed specifically at development.

IDEF 7 - Information System Auditing - audit of information systems. The method is in demand, but it has not been finalized.

IDEF8 - User Interface Modeling. Method for creating interfaces for interaction between the system and the operator (user interfaces). At the moment, when developing interfaces, the main attention is paid to them. appearance. IDFE8 focuses on programming optimal user-interface communication at 3 levels: operation (what it is); interaction options that depend on the specific role of the user (how exactly this or that user should perform it); and, finally, on the components of the interface (the controls offered by it for the operation).

IDEF9 - Scenario-Driven IS Design (Business Constraint Discovery method) - a method for studying business constraints. Designed to facilitate the detection and analysis of limitations in the company's work environment. As a rule, when creating models, they do not fully describe the constraints that can change the course of processes in the organization. Information about the main restrictions, the nature of their impact on the best option remains not fully coordinated, undistributed rationally, but often it is absent in principle. This does not always mean that the constructed models are not viable. It's just that their implementation will be accompanied by certain difficulties, which will lead to unrealized potential. However, when it is precisely the improvement of structures or adaptation to likely changes that takes place, information about the limitations becomes very important.

IDEF10 - Implementation Architecture Modeling - modeling of the execution architecture. The business process modeling system is quite in demand, despite the fact that it has not been fully developed.

IDEF11 - Information Artifact Modeling. Also in demand, but not fully developed method.

IDEF12 - Organization Modeling - organizational modeling of business processes. The method is in demand, but not fully developed.

IDEF13 - Three Schema Mapping Design - three-scheme design of information transformation. Demanded, but not finally created method.

IDEF14 - Network Design - a method of designing computer networks, which are based on specific network components, network configurations, requirements analysis. The method also supports the smart distribution decision financial resources which allows significant savings.

Information flow diagrams DFD is a hierarchy of functional processes that link information flows. The purpose of the view is to show how each process transforms inputs into outputs, and to show relationships between processes.

According to this method, the system model is defined as a hierarchy of information flow diagrams that describe the asynchronous process of data transformation from their input into the system to issuance to the user. Information sources (entities from the outside) generate information flows that transfer data to processes or subsystems. The same transform data into new streams that transmit information to other subsystems or processes, information accumulators or external entities - data consumers.

Information flow diagrams have a number of components, the key ones being:

• external entities;
• systems and subsystems;
• processes;
• information accumulators;
• information flows.

An external entity is designated as a square, which is located above the diagram and casts a shadow on it. So it is more convenient to select a character from the rest.

A subsystem is identified by a number - that's what it's designed for. In the name field, enter its name in the form of a sentence, where there is a subject, appropriate additions and definitions.

The process is a transformation according to a certain algorithm of input information flows into output ones. Physically, it is implemented in a number of ways: by creating a department in the company that processes input documentation and reports; program preparation; using a logical device in the form of an apparatus, etc.

A process, like a subsystem, is identified by a number. The name of the process is entered in the name field - a sentence where there is an active unambiguous verb in an indefinite form (calculate, calculate, receive, check), followed by nouns in the accusative case, for example: “Enter information about running costs”, “Check receipt of funds”, etc.

About a company department, program, or hardware device that performs this process, learn thanks to information from the field of physical implementation.

A data storage device is an abstract device where information is stored. This data can be transferred to the drive at any time and, after certain time, isolate. In this case, the options for placement and isolation can be different. As a storage device, you can use a file cabinet, microfiche, table, file, etc.

The data drive is assigned an arbitrary number and the letter D. The name of the drive is chosen so that, looking at it, the designer receives maximum information.

As a rule, the storage of information is a prototype of the future database. The information stored in it must match the model.

A data flow defines the information that is sent over a connection from a source to a destination. The flow of information on the diagram is shown as a line that ends with an arrow showing where the flow is going. Each data stream has a name that reflects the information it contains.

The construction of the DFD hierarchy is required, first of all, for a clear and understandable description of the system at all levels of detail, as well as the division of these levels into several parts with a certain relationship.

• How to put things in order in business processes if you got a “bad” company

The main stages of business process modeling

Stage 1. Identification.

At this stage, business processes are identified, the boundaries of their modeling and interactions are described, and different goals are often set. Processes may already exist in the company (then they are described as is (As Is)) or developed, adjusted (To Be).

Stage 2. Collection of information.

Based on the knowledge about the process, specialists are engaged in determining its control points, identifying in them key indicators, make a plan for collecting information about the process. All obtained data is further used for analysis.

Stage 3. Information analysis.

The information collected in the previous step is analyzed, see if they disagree with the actual data (as business requirements for the process should be developed) and resort to simulation.

Stage 4. Making improvements.

When the development of business requirements comes to an end, they begin to be implemented, making changes to the methodological documentation, information systems, carrying out a number of organizational activities, making adjustments to the reporting system, etc. Once a business process is implemented, it is considered as an active element in the process management system.

Stage 5. Implementation control.

At a certain control time set during implementation or on the basis of information collected during planned monitoring, it is analyzed how effective the introduction of the business process is. As part of the analysis, they compare actual and planned indicators and conclude whether it is necessary to introduce into the business process additional changes. If yes, then they start continuously improving business processes again.

In general, tests with tricks - in the control there may be a question that was not in 2 (differing by 2-4 questions) trainings.

Module 2.
01. Based on what factors can processes be selected for more detailed analysis and optimization? strategic interests \ long duration of operations \ high cost of the process \ problems and complaints from customers

02. What can you use the Structural Analysis and Design Technique (SADT) for? to analyze the relationship between business processes and the system of organization goals (-) (? to build hierarchical models of business processes)

03. What documents are not of particular interest when collecting primary information for business process analysis? design and estimate documentation \ accounting documentation

04. Methods that are used in the analysis organizational structure, include: expert opinions\ graphic modeling

05. Choose correctly formulated patterns in the formation of organizational management structures: the organizational structure reflects the system of goals of the organization

06. Who can be business process clients? Inputs / outputs

07. What problematic goals should be paid attention to during the analysis of the company's goals? what goals are not understood by employees \ what goals do not have activities to achieve them \ what goals cannot be maximized at the same time \ what goals conflict with each other

08. What is the Jordan-Code methodology used for? for modeling data flows within a business process \ for the same as the Gein-Sarson model

09. Internal business process: located entirely within the same organization

10. What can be attributed to the main characteristics of a business process? Efficiency \ adaptability \ effectiveness

11. The control system can be considered as a combination of the following elements: organizational culture\ system of goals of the organization \ organizational structure of management

12. What are business process clients? External \ Primary \ Secondary

13. What methods are used for information modeling? Gein-Sarson methodology \ Chen models \ IDEF1X

14. What is the name of the documentary form used to collect and analyze information about management processes? information table

15. What type of relationship can be attributed to the relationship "boss - subordinate"? to vertical links

16. What is normal control? vertical lines connecting in information technology models operations with their performers, with suppliers and recipients of the resulting documents (? Or a concept that reflects the average number of subordinates a manager has)

17. Name the methods and tools for modeling management processes: cross-functional diagram \ process flow diagram

18. The basic rules for building a tree of goals include: clarity and clarity of the formulation of each goal \ the goals of each level should be comparable in scale and value \ as you move to lower levels, the goals are concretized

19. Business process modeling tools include: block diagram \ SADT model \ cross-functional diagram \ Gein-Sarson model

20. What are Gein-Sarson models used for? for modeling information flows within business processes

21. Interaction diagrams can be used for: business process modeling (? or information structure modeling)

22. Is it acceptable that some of the goals of the organization are inconsistent with each other? Or such a situation is permissible within certain limits (such a situation shows errors in strategic planning (-))

23. How do needs differ from expectations? expectations, unlike needs, are less rigid to meet (+ may be "needs, unlike expectations, are difficult to quantify")

24. When collecting primary information on business processes, the researcher should pay attention to: internal organization workspace \ working relationships between employees \ cleanliness of premises

25. List the typical shortcomings of an unsuccessfully formulated mission of the organization: the mission is easily achievable \ the mission is conceived in financial terms \ the mission is functional purpose organizations \ mission clearly formulated

26. What tool allows you to analyze the consolidation of responsibility for achieving goals? responsibility allocation matrix

27. What directions are distinguished in organizational and managerial analysis? analysis of organizational structure \ analysis of management processes

28. What forms the lower boundary of the process? secondary outlets

29. What forms the initial boundary of the process? primary inputs

Training and control will be 4-5, as lucky.

Added after 19 hours 13 minutes
Total 3 modules + final
marks 4-5, how lucky - in different attempts different questions