Analysis of methods for modeling the business processes of an organization. Business Modeling - IDEF, UML, ARIS. Modeling the business processes of an organization includes two stages - structural and detailed

Business process modeling has become a classic work of many business analysts as part of the optimization of business processes and the standardization of activities. Russian companies. There are many notations that are used in certain cases. This article is devoted to an overview of business process modeling notations.

VAD (value added chain diagram)

The VAD notation proposed by Michael Porter in his work on corporate strategy focuses on modeling business processes that "create value" in the form of services or products for the customer. A business process model built in VAD notation provides a general, non-detailed view of business processes.

Using the VAD notation, you can describe the list and the relationship of business processes at the top level, since this notation allows you to display all the company's business processes on one model. In the VAD notation, you can use relationships that show the relationship of business processes relative to each other, while the flow of the process in this notation in the vast majority of cases is directed from left to right.

There are a lot of VAD notation options implemented in various tools, each with its own character set, but they all look about the same - a set of business processes often interconnected by “predecessor-follower” links.

For example, the extension of this notation in the ARIS toolkit allows you to show performers, risks, documents, data, and much more on the business process model.

In addition to modeling an organization's business process map, VAD notation allows you to model end-to-end business processes during their initial definition. But you need to understand that VAD is not designed to model the logical conditions in the process, and therefore it is well accepted by management. In practice, after modeling business processes at the top level in the VAD notation, more detailed modeling of business processes in other notations follows, which we will discuss in more detail below.

The VAD notation model can be drawn in a variety of tools such as MS Visio and many other business process modeling tools.

Business process modeling - EPC (event-driven process chain)

The EPC notation was developed by Professor August Wilhelm Scheer within the framework of the ARIS toolkit methodology. With the help, a business process is modeled as a list of process steps triggered by events. The notation is convenient for the subsequent regulation of the business process, as well as for analyzing the information flow of the business process (incoming/outgoing documents).

The freedom of EPC notation allows you to describe additional objects within business process modeling, such as operational risks, control procedures, screen forms, information systems, indicators, and much more.

Within the notation EPC process is modeled "top-down", and the order of execution of steps/functions/actions/operations of the business process is determined through a system of events and logical conditions. As events in the EPC notation, the beginning and completion of process steps, as well as external events that require a response from the organization, are considered.

The business process model consists of sequences "event-function-event" and logical operators "AND", "OR", "exclusive OR" that display solutions, condition checking, parallelization and convergence of the flows of the modeled business process.

There are many options for EPC notation, in the format of columns, rows, as well as with different lists of objects used, however, all these options are available only in the ARIS toolkit, while in other tools, for example, MS Visio or Business Studio, only EPC business process modeling is available. in classic format.

Modeling a business process in EPC notation allows you to subsequently obtain a text or tabular business process regulation, since a correctly drawn EPC model can be converted into a sequence of ordinary language sentences, which becomes the basis for the regulation. That is why this notation is considered the most convenient for modeling business processes for the purpose of subsequent analysis and regulation.

Modeling business— processes– BPMN (Business Process Model and Notation 2.0)

The BPMN notation was created by the Object Management Group (OMG) and is intended for modeling business processes with a view to their subsequent automation. The BPMN notation is used for detailed modeling of a business process, and the number of objects in this notation exceeds 100, which allows you to describe all the nuances of the behavior of business processes so that the information system can convert the created model into executable code.

The openness of the BPMN notation and support by most business process modeling and automation tools have made this notation a leader in business process modeling.

In BPMN notation, in addition to business process steps, you can model start, intermediate and final process events, information flows and message flows. Among the features of the notation, one can single out the default use of the Swim Lane modeling style (swimming lanes), when the performer is shown as a vertical or horizontal strip resembling lanes in a swimming pool, and it is on this track that the actions / operations performed by this performer are located.

Streamlining a business process in the Swim Lane format makes the transfer of responsibility and workflow between process participants visual, but at the same time, it makes modeling difficult in the case of several co-executors in one operation.

Models drawn in BPMN notation are often difficult to assemble into a coherent hierarchy, since the methodology was originally created to automate "end-to-end" business processes.

Applying BPMN notation requires a certain amount of experience, which often limits the number of creators of these models to systems and business analysts. Representatives of business units rarely model business processes in BPMN notation.

Despite the graphical differences, the BPMN and EPC notations are very similar to each other, and in the ARIS toolkit they can already be converted to each other, albeit with certain methodological limitations.

Business Process Modeling - Flow Charting

The name of the notation is Flow Charting, it is easiest to translate as flowcharts. This notation originally appeared in the ANSI standard in 1970, and contains a very simple set of characters.

Over the years of the existence of the Flow Charting notation, many variants of flowcharts have been drawn containing symbols for solving various problems, for example, for describing material flows, roles and works, equipment, for analyzing the inputs and outputs of functions.

In fact, flowcharts were the forerunners of modern business process modeling notations, and have been taught in most educational institutions as part of information technology disciplines up to the present.

The Flow Charting notation does not have a rigid standard, which allows you to model business processes from different points of view, adding certain objects to the model as needed. In this way, this notation is very similar to EPC, but has even more freedom in terms of application. The freedom to use Flow Charting and the support of most inexpensive and even free business process modeling tools has made this notation applicable in many companies.

Among the disadvantages of Flow Charting, one can single out the absence of a typical list of objects and attributes, which is reverse side"freedom" of this notation. This allows you to model the same business process in this notation in such a way that the models will be seriously different from each other.

Despite the fact that business process models in the Flow Charting notation can be found quite often, most likely it will become a thing of the past, giving way to more “strict notations”

Modeling business— processes– IDEF (Integrated Definition Language)

IDEF notation appeared in the 70s as a US government standard focusing on the inputs, outputs, mechanisms and controls of a business process and linking the processes of an organization into a hierarchy. key element this notation is a function, while all other objects and interactions are modeled using relationships.

The notation uses a very simple set of symbols: process rectangles and arrows depicting inputs, outputs, controls and mechanisms, this notation is distinguished by a “built-in” numbering system for business process steps, which allows you to trace the relationships between parent and child processes.

Given the history of this standard and its fairly widespread use, it is implemented in many modeling tools, but still this notation can be attributed to the outgoing generation, since it has fewer and fewer supporters, and business representatives often treat these "microcircuits" with skepticism.

UML (unified Modeling Languages)

The Unified Modeling Language (UML) is a set of notations and modeling methods designed to describe the requirements for information systems, but among the UML notations there is also a specialized notation designed specifically for modeling business processes. UML is supported by the Object Management Group (OMG), which has made this methodology quite common among IT professionals.

This notation is very similar to EPC and BPMN, the only difference is in the display of logical statements and events, and although there are many books on UML notation and it is supported by many modeling tools, UML Activiti Diagram is used mainly for systems analysis and design, and only a minor number of companies use UML to model business processes

VSM (value Stream Mapping)

The name of the VSM notation can be translated into Russian as mapping the customer value stream. The original name of this notation in the Toyota Corporation, where it is believed to have come up with it, is the Material and Information Flow Map.

The VSM notation was developed as part of the lean manufacturing methodology, and uses a set of specific symbols to display resource and time cost elements for business process performance analysis in Lean 6Sigma projects. A value stream map depicts the physical environment and the flow of materials and products in a manufacturing process and is used to tie resource and time inputs to a process and thus provide insight into productivity.

The purpose of this notation is to involve its participants in the analysis of the business process in order to encourage them to independently search for optimization opportunities. As a rule, VSM models are drawn in projects on Flip Chart and do not require serious business process modeling tools, because decisions are made on its basis, and the model itself does not become the basis for either the regulation or the IT solution.

The main thing when creating a model in VSM notation is filling in temporary attributes by process, to search for "bottlenecks" and places of excessive storage of stocks.

This notation has a limited circle of followers, and among the broad masses of business analysts it will not be widespread in the near future due to the specificity of the tasks solved with its help. But at the same time, many business process modeling tools, such as ARIS, have already developed extensions to support business process modeling in this notation.

SIPOC

The abbreviation SIPOC means: Supplier (supplier), Input (input), Process (process), Output (output), Customer (consumer). This is a process documentation template adopted in the Six Sigma methodology, in fact, it is not even a model notation, but a table format that allows you to describe a business process at the top level. The SIPOC model is most effectively applied when defining business process boundaries, interacting parties, and process inputs/outputs.

There is no notation for SIPOC, because it is a simple table with appropriate headers that allows you to structure the selected business process for further analysis and optimization.

The usefulness of SIPOC, unlike other diagrams, lies in the possibility of using it by employees of business units, since it does not contain complex logic and many objects, like EPC or BPMN notations.

Business Process Modeling - Conclusions

So, I looked at some business process modeling notations that can be found on Russian market(They are described in more detail in the BPM CBOK chapter on business process modeling). Which of the notations to choose for use is an open question, for example, for modeling the business processes of an organization at the top level, I use the VAD notation, for the primary modeling of a business process selected for optimization, it is easier to use SIPOC or VAD. To create detailed models of business processes - a simplified BPMN for modeling cross-functional interaction or EPC for detailed modeling in order to formalize the information flow and the set of objects associated with a business process. Well, if you need to automate a business process in a BPMS system, then you can’t do without BPMN notation.

 Information Technology

© Skorodumov P.V.

BUSINESS PROCESS MODELING: APPROACHES, METHODS AND TOOLS

SKORODUMOV PAVEL VALERIEVICH

candidate technical sciences, Head of the Laboratory of Intelligent and Software information systems Federal State Budgetary Institution of Science

Institute of Socio-Economic Development of Territories of the Russian Academy of Sciences E-mail: [email protected]

Business process engineering is the basis of the modern approach to business organization, and its most important direction is reengineering. Reengineering is aimed at the use in the organization of fundamentally new business processes based on the use of modern innovative technologies.

When analyzing an existing business and developing a new one, an important role is played by building models of the company and the business processes that take place in it. Modeling is a process of reflecting reality using a special methodology. The article presents the main approaches, methods and tools for modeling business processes. The most popular formalisms of Petri nets used for these purposes are considered.

As an alternative, it is proposed to use the modified apparatus of nested hybrid Petri nets as a tool for studying business processes. A proposal was put forward to develop a universal system simulation modeling based on the modified apparatus of Petri nets.

Business process, reengineering, business process modeling methodologies, Petri nets, universal simulation system.

Many modern companies continue to build their activities on the old management principles introduced by Adam Smith in 1776. In his work, Smith divides manufacturing process for elementary work, each of which is performed by one worker, while it is enough for him to be able to perform individual operations and high qualifications are not required.

Naturally, after so many years, the principles noted by Smith ceased to satisfy modern requirements. Today, products should be focused on narrow groups of consumers, performers with a good education are needed, who are not afraid of responsibility, strive to solve complex problems. The product market has become much wider, and competition and the struggle for consumer

body - more aggressive. The means and technologies used for production have changed significantly. Information technologies began to play a special role.

Many companies are trying to rethink the old ways of organizing their business, building new business processes using modern technologies.

A business process is a connected set of internal activities of a company, ending in the creation of a product or service that the consumer needs.

An important step in structuring the activities of any organization is the allocation and classification of business processes. In relation to obtaining the added value of a product or service, the main and supporting processes are distinguished. The first - value-adding - are focused on the production of goods or the provision of services that constitute the main activity of the organization and provide income. The latter do not add value to the product or service for the consumer, but increase its value. They are necessary for the operation of the enterprise and are designed to support the execution of core business processes.

The basis of the modern approach to business organization is business process engineering, the most important direction of which is reengineering.

Reengineering is understood as "a fundamental rethinking and radical redesign of business processes of companies to achieve fundamental improvements in the most important indicators of their activities - cost, quality and pace" .

Reengineering is a set of tools, measures and methods, including relevant information

technological technologies designed to radically improve the main performance indicators of the enterprise. For this purpose, analysis and subsequent modification of existing business processes is carried out. To achieve dramatic improvements in existing enterprise performance, reengineering involves a fundamental change in existing business processes. Therefore, reengineering methods can be used by an enterprise in the process of developing an innovative development strategy.

Reengineering is aimed at the use in the organization of fundamentally new business processes based on the use of modern innovative technologies.

The transition of an enterprise to the use of new information technologies does not mean the automation of existing processes. Their application can lead not only to fundamental changes in the activities of employees, but also to the complete replacement of existing business processes.

When analyzing an existing business and developing a new one, an important role is played by building models of the company and the business processes that take place in it. Models can differ in the degree of detail of processes, the form of their presentation, taking into account only static or also dynamic factors, etc.

When modeling business processes, it is very important to decide on the structure and content of modeling objects, to determine what elements the business process should consist of. Any fairly complex business process can include five main elements that should be reflected in the formation of models: activity planning, activity implementation, registration of actual information.

formations, control and analysis, management decision-making.

Business process modeling is a reflection of the subjective vision of the processes that really exist in the organization using graphical, tabular, textual representations.

Modeling is the process of reflecting the actual (or planned) activities of the organization using a special methodology. It is important to understand that the modeling process is subjective. The fact is that 80% of the information for the formation of models comes from the interviewed employees and leaders of the organization. At the same time, both the opinion of employees about the actual progress of work and the view of the processes of the analyst who conducted the interview are subjective. The degree of subjectivity of the obtained models can become a serious obstacle for their further use.

The following goals of business process modeling can be distinguished:

1. Provide an understanding of the structure of the organization and the dynamics of the processes occurring in it.

2. Provide an understanding of the organization's current problems and opportunities to address them.

3. Make sure that customers, users and developers share the same understanding of the goals and objectives of the organization.

4. Determine the requirements for software that automates the organization's business processes.

The methodology (notation) for creating a business process model is understood as a set of ways in which real objects and the relationships between them are represented in the form of a model. Any methodology includes three main components:

1. Theoretical base.

2. Description of the steps required to obtain the desired result.

If the methodology is based on a theoretical base, then its presence makes the methodology more reasonable and predictable. However, in the absence of a theory (mathematical model), the methodologies can also be successfully applied. The main thing in the methodology is to give the user a practical sequence of steps that lead to a given result. It is the ability to obtain a result with given parameters that characterizes the effectiveness of the methodology. Methodologies (techniques) can be used both separately and together.

The model of the organization in the general case is a combination of functional, organizational and information models:

1. functional model describes a set of functional subsystems and links that reflect the order of interaction of subsystems during the functioning of the company or its divisions.

2. The organizational model describes the composition and structure of the divisions and services of the company.

3. The information model describes the information flows that exist in the functional and organizational models.

Several methods are used to model business processes. various methods, which are based on both structural and object-oriented modeling approaches. However, the division of the methods themselves into structural and object ones is rather conditional, since the most developed methods use elements of both approaches. The most common methods include:

1. Method of functional modeling SADT (IDEF0).

2. IDEF3 process modeling method.

3. Simulation of DFD data flows.

4. ARIS method.

5. Ericsson Penker method.

6. Modeling method used in Rational Unified Process technology.

Some of the existing methodologies are based on state standards, some are based on corporate developments of individual companies, some are put forward by individual authors, they are divided into three categories:

1. Project management methodology.

2. Methodologies for modeling and analyzing business processes.

3. Methodologies for using software products for modeling business processes in a project.

Currently, there are several fairly clearly identifiable project management methodologies related to changing the business processes that exist in the organization. One of the most popular approaches is the methodology of Hammer and Champi. Reengineering according to Hammer and Champy is "a fundamental rethinking and radical redesign of business processes to achieve dramatic, stepwise improvements in a company's critical modern performance indicators such as cost, service, and pace." The basis of this approach is to review the activities of the organization "from scratch" and the development of new, more efficient business processes.

In addition to the methodology of Hammer and Cham-pi, there are other methodologies that do not have unambiguous authorship, but belong to individual companies, for example, methodologies for implementing projects to implement automation systems for Oracle, SAP R / 3, BAAN, RUP from Rational, etc. .

The second group includes methodologies for modeling and analyzing business processes. Currently, there are several basic ways to describe processes, based both on standards (IDEF0) and generally accepted approaches (DFD).

In addition, there are a number of notations (methodologies) for describing processes proposed by individual companies - software developers. The latter include the ARIS (eEPC) methodology from IDS S^eer AG, Germany. Also of note is the BPMN 2 methodology supported by the OMG organization, which has become a standard among professionals and is actively used to develop “executable” automated business process models.

The third group of methodologies includes methodologies for using modeling tools to create business process models. Modern modeling tools are so difficult to use that they require the development of special methods for their application in the project. Therefore, for simple projects, it is often more appropriate to use a standard flowchart drawing language and the simplest tools for creating them (MS Word, Visio, etc.).

The history of the emergence of various methodologies is summarized in the table.

Numerous projects are currently being implemented, the purpose of which is to integrate existing modeling methods and languages ​​and create a unified methodological and technological basis for business process modeling, and in a broader context - enterprise modeling.

In August 2000, the BPMI consortium was established at the initiative of Intalio. BPMI- independent organization,

Table. History of the development of business process modeling methodologies

Period of BP Modeling Methodology

1940 - 1960s The emergence of algorithmic languages

1960s Structural Analysis and Design Methodology (SADT)

1970 - 1980 IDEF series methodologies (IDEF0, IDEF3, IDEF1x), DFD, ERD

1990 Architecture of Integrated Information Systems (ARIS), Universal Modeling Language (UML), methodologies from Oracle, Baan, Rational, etc.

2000 ISO 9000:2000 standards, defining the process approach to managing an organization

2003 Notation for Modeling "Executable" Processes (BPMNv1)

2004 Subject-Oriented Approach to BP Modeling (S-BPM)

2008 - 2009 ISO 9000:2008 standards update

2011 Model and notation for modeling "executable" processes (BPMNv2)

engaged in the development of open specifications for managing e-commerce processes.

These specifications include the Business Process Modeling Language (BPML) and Business Process Query Language (BPQL) draft standards for business process management. BPML is a metalanguage for business process modeling, just like XML is a metalanguage for data modeling. BPML allows you to create an abstract executable model of interacting processes based on the concept of a state machine.

In 2003, BPMI published a draft Business Process Modeling Notation (BPMN) standard. The purpose of this project is to create a common notation for various categories of professionals: from business analysts and experts of organizations to software developers.

BPMN consists of a single diagram called Business Process Diagram (BPD) that maps directly to the BPML construct.

The Unified Enterprise Modeling Language (UEML) project was undertaken with the goal of integrating numerous Enterprise Modeling Languages ​​into a unified modeling language with well-defined syntax, semantics, and mapping rules between different modeling tools. Basis for

such integration was provided by the GERAM (Generalized Enterprise Reference Architecture and Methodology) and Zachman models. The UEML project includes the development of:

1) a common visual, template-based language for commercial modeling tools;

2) standard, tool-independent mechanisms for transferring models between projects;

3) a repository of enterprise models.

OMG is a consortium of software developers and users from various commercial, government and academic organizations with approximately 800 members. OMG is developing various standards in the field of interaction between distributed systems (the most famous of them are CORBA and UML).

OMG's work in the field of business process modeling is mainly related to the concept of Model Driven Architecture (MDA).

MDA integrates various modeling approaches and introduces a set of mappings between models at different levels of abstraction. Any organization using MDA can only develop models that are required for its own purposes.

Currently, the three main OMG initiative projects are the creation of metamodels for describing business processes (Business Process Definition Metamodel -BPDM), business

pitchfork (Business Semantics of Business Rules, and Production Rule Representation) and ontology (Ontology Definition Metamodel). The purpose of BPDM is to integrate and provide interoperability between models used by different organizations (such as UML or BPMN diagrams). BPDM is expected to be implemented as a UML 2.0 profile. Similarly, OMG is working on the standardization of business rules and their compatibility with BPDM. All this taken together should in the future provide a new level of compatibility between the models used to describe business processes and software.

Among modern tools for modeling and analyzing business processes, Rational Rose, Oracle Designer, BPWin and ERwin, ARIS, etc. are widely used. BPwin, ARIS and Rational Rose are more suitable for modeling business processes, let's look at them in more detail.

Rational Rose is one of the leading visual modeling tools in the software industry with full support for the UML language and multilingual support for team development, supporting a component-oriented system creation process. Any models created with this tool are interrelated: business model, functional model, analysis model, design model, database model, component model, and system physical deployment model. Allows you to solve almost any task in the design of information systems: from the analysis of business processes to code generation in a specific programming language. Allows you to develop both high-level and low-level models, thereby implementing either abstract design or logical design.

The VRST package is based on the IDEF methodology and is intended for functional modeling and analysis of an enterprise's activities. The IDEF methodology, which is the official US federal standard, is a set of methods, rules and procedures designed to build a functional model of an object in any subject area. The IDEF functional model reflects the functional structure of an object, i.e., the actions it performs and the relationships between these actions.

BPwin supports three standard notations - IDEF0, DFD and IDEF3, allows you to optimize procedures in the company, makes it easier to certify for compliance with quality standards ^09000, contains its own report generator, has a wide range of tools for documenting models, projects.

The ERWin package is used in modeling and creating databases of arbitrary complexity based on entity-relationship diagrams; it is the most popular data modeling package due to its support for a wide range of DBMS of various classes.

ERWin supports the SADT structural modeling methodology and IDEF1x notation for ER-diagrams of data models, allows you to reuse components of previously created models, as well as use the best practices of other developers, it is possible teamwork groups of designers with the same models .

The ARIS system is a set of tools for analyzing and modeling the activities of an enterprise. Its methodological basis is a combination of various modeling methods that reflect different views on the system under study. The same model can

be developed using several methods, which allows ARIS to be used by specialists with different theoretical knowledge and configured to work with systems that have their own specifics. The ARIS modeling technique is based on the theory of building integrated information systems developed by Professor August Scher, which determines the principles of visual display of all aspects of the functioning of the analyzed companies. ARIS supports four types of models that reflect various aspects of the system under study: organizational, functional, informational, and management models.

To build these types of models, both ARIS' own modeling methods and various well-known modeling methods and languages ​​are used. Models in ARIS are diagrams, the elements of which are various objects - "function", "event", "structural unit", "document", etc. ARIS is focused on the process description.

It was noted above that the use of new information technologies is an integral part of reengineering. At the same time, the models of new business processes are directly implemented in the environment of the information support system (SIS) of the new business. The importance of ISP lies not only in the fact that it is a necessary element of reengineering, but also in the fact that often the use of ISP largely determines the technology of new business. ISP is a specially developed software - software system, which is built on the basis of the use of appropriate tools.

Another tool for modeling business processes is the apparatus of Petri nets (SP). Main advantages

The properties of using SP in modeling are as follows: 1) the process defined in terms of SP has a clear and precise representation; 2) the visibility of the network construction schedule, thanks to which all its definitions and algorithms are easily perceived; 3) the possibility of using various methods of analysis.

The popularity of SP is also due to the successful representation of various types of objects present in many simulated systems, and the "event" approach to modeling. They are best placed to describe the relationships and interactions of processes running in parallel.

IN general view the Petri net is defined by the following set:

C = (P, T, E), (1)

P is a non-empty finite set of network positions;

T is a non-empty finite set of transitions;

E - the ratio of the incidence of positions and

transitions (a set of network arcs).

With regard to business process modeling, WF Petri nets or workflow networks are most commonly used. This formalism was introduced by Wil van der Aalst to model workflows in workflow systems. A Petri net PN = (P, T, F) is called a workflow network (WF-net) if following conditions :

1) there is only one initial position i, such that there are no transitions included in i;

2) there is only one end position o, such that there are no transitions leaving o;

3) each node of this network is located on the path from i to o.

It should be noted that Petri nets, unlike all the approaches presented above, make it possible to obtain a dynamic simulation model of a business model.

process. From the point of view of behavior in time, business processes can be generally classified as hybrid systems; both continuous and discrete components can be present in them at the same time. The continuous component reflects the continuity of the processes in a real organization in time; discrete - can reflect control actions aimed at continuous processes. To model hybrid systems, a modified apparatus of nested hybrid Petri nets was presented.

The GSP can be defined by the following set:

NHPN=(Atom, Lab, SN(HPN), (EN!,..., ENk),Á), (2) where:

Atom = Var ^ Con - set of atoms, consisting of sets of variable names and constant names;

Lab = Labv ^ Labh - set of labels used for vertical and horizontal synchronization of transitions; (EN1,...,ENk)(k > 1) - a finite set of ordinary SPs;

L - function of marking transitions of elements from the set Lab.

SN(HPN) - system network as a part of SHPN, which is a hybrid Petri net (HPN):

HPN = (P, T, Pre, Post, D, C), (3)

P = Pd ^ Pc - set of discrete and continuous positions;

T = Td ^ Tc ^ TK ^ TE - set of discrete, continuous quantization and extrapolation transitions; Pre, Post - incidence matrices characterizing the set of arcs; D: Tt ^ R+ - a function that determines the delay intervals for discrete time transitions;

C: Tc ^ R0 x R+m is a function that determines the capacity of continuous transitions.

It is possible to use the concepts of global and local times in the GHSP apparatus. The first is the time external to the system, with which it is associated with the concept of a modeling step, which allows estimating the temporal change in the state of the system relative to external systems. The second is used to determine the delays in the operation of discrete transitions and bandwidth continuous transitions of the GHSC. All discrete transitions are divided into instantaneous, deterministic temporal and exponentially determined. The division is related to the definition of the delay interval for transitions. For continuous transitions, the concept of throughput is introduced, which reflects the speed of movement through the transition of a continuous flow of chips.

In addition to all of the above, the apparatus includes the concepts of arc weight and inhibitory arcs characteristic of high-level SP.

A significant addition to the apparatus is the ability to use fractional and negative values ​​for the weight of the arc emanating from the transition. When using a negative arc weight, one should talk about the potential of the chips in this position. Regardless of the interpretation of network labeling, the network dynamics equation does not change.

The dynamics of the behavior of the SHG is described by the following four types of trigger steps:

1. A system-autonomous step is a transition firing system network in accordance with the rules for GSP, while element networks are considered as chips that do not have their own structure.

2. The elementary-autonomous step changes only the internal state (marking) of the elemental network, without changing its location in the system network.

3. The horizontal synchronization step is used to synchronize transitions in two elemental networks located in the same position of the system network.

4. The vertical synchronization step is used to synchronize the transition in the system network with some transitions of elemental networks.

The following equation is used to describe the dynamics of the SHG behavior:

Mk = M-1 + C(p, b)un (4)

M - network marking matrix. Network marking assigns for each discrete position an integer number of chips, taking into account their potential, and for each continuous position - whether a signal is present in it or not; uk - control vector, determines the set of transitions that are ready to fire at the current time;

C(p, b) is the resulting GHG incidence matrix.

The modified apparatus of nested hybrid Petri nets significantly expands the scope of classical PNs and existing extensions, allows you to study hybrid systems with a complex structure as a whole.

As noted above, the creation of a universal tool for modeling business processes is an urgent task today. Nested hybrid Petri nets can become such an apparatus. Combining the features of various extensions of classical Petri nets, they have all their advantages, allowing you to explore systems of varying complexity.

The modified apparatus of nested hybrid Petri nets can be used as the basis for building a universal modeling system that will not only save time for the development and implementation of a simulation model, but also make the process of modeling itself simpler and more accessible. This reduces the likelihood of errors during the creation of models due to insufficient knowledge of language tools, inattention in working with large amounts of information, etc. .

Research in the field of modeling business processes using the apparatus of Petri nets and building a universal simulation system will be continued in the future.

LITERATURE

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8. Oikhman, E. G. Business reengineering: reengineering of organizations and information technologies [Text] / E. G. Oikhman, E. V. Popov. - M. : Finance and statistics, 1997. - 336 p.

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11. Repin, VV Process approach to management. Modeling of business processes [Text] / V. V. Repin, V. G. Eliferov. - M. : Mann, Ivanov and Ferber, 2013. - 544 p.

Lecture 8. Analysis and modeling of the company's business processes Topic 4. Analysis and modeling of the functional area of ​​IS implementation. Basic concepts of organizational business modeling. The mission of the company, the tree of goals and strategies for achieving them. Static description of the company: business potential of the company, functionality of the company, areas of responsibility of management. Dynamic description of the company. Process flow models. Data structure models. The complete business model of the company. Organizational Business Modeling Templates. Building the organizational and functional structure of the company. Stages of development of the Regulations on the organizational and functional structure of the company. Information technologies of organizational modeling.

• • 1. Complete business model of the company
  • 2. Organizational Business Modeling Templates
  • 3. Building an organizational and functional model of the company
  • 4. Organizational Modeling Tools
  • 5. An example of the implementation of business process models in the process of building marketing strategy firms
  • 6.1 Preliminary information
  • 6.2 Vision of the project implementation and its boundaries
  • 6.3 Study report. Project requirements.
• 7. Generalized business model of the organization
• 8. Basic business processes. Input and output information.
• 8.1 Description of the operations of the main business processes
• 8.1.1 Context diagram.

1. Complete business model of the company

Practice has developed a number of approaches to organizational analysis, but the engineering approach has become the most widespread. Organizational analysis of the company with this approach is carried out according to a certain scheme using the full business model of the company. The company is considered as a targeted, open, socio-economic system belonging to a hierarchical set of open external supersystems (market, government agencies, etc.) and internal subsystems (departments, workshops, teams, etc.). The capabilities of a company are determined by the characteristics of its structural divisions and organization of their interaction. On fig. 1.1 presents a generalized scheme of organizational business modeling. Building a business model of a company begins with a description of the model of interaction with external environment according to the law of unity and struggle of opposites, that is, from the definition of the mission of the company.

Rice. 1.1. Generalized Organizational Business Modeling Diagram

The definition of the mission, in our opinion, is most fully represented in the normative act defined by ISO. The mission is understood as the activities of the organization, and the mechanisms, the use of which allows to achieve the goals.

The mission is a kind of measure of the company's aspirations and, in particular, determines the company's market claims (the subject of competition). The definition of the mission allows you to form a tree of company goals - hierarchical lists of refinement and specification of the mission.

The tree of goals forms a tree of strategies - hierarchical lists of clarification and detailing of the achievement of goals. At the same time, strategies for growth, integration and investment of businesses are being developed at the corporate level. The block of business strategies defines product and competitive strategies, as well as segmentation and promotion strategies.

Business potential, in turn, determines the company's functionality - a list of business functions, management functions and support functions required to maintain these types of activities on a regular basis. commercial activities.

In addition, the resources required for this (material, human, information) and the structure of the company are specified.

Building the business potential and functionality of the company allows using the projection matrix to determine the areas of responsibility of management.

Projection matrix - a model presented in the form of a matrix that defines a system of relations between classifiers in any of their combinations.

Description of business potential, functionality and corresponding responsibility matrices is a static description of the company. At the same time, the processes that are still running in the company in a minimized form (as functions) are identified, classified and, most importantly, assigned to the performers (the future owners of these processes).

At this stage of business modeling, a generally recognized set of fundamental internal company regulations is formed:

basic Regulations on the organizational and functional structure of the company;

a package of Regulations on certain types of activities (financial, marketing, etc.);

a package of Regulations on structural divisions (workshops, departments, sectors, groups, etc.);

job instructions.

This brings transparency to the company's activities by clearly delineating and documenting the areas of responsibility of managers.

interaction between the participants in the process, and then (at the lower level) - the technology of work of individual specialists at their workplaces.

This approach allows us to describe the company's activities using a universal set of management registers (goals, strategies, products, functions, organizational units, etc.).

Management registers in their structure are hierarchical classifiers. Combining classifiers into functional groups and attaching elements of different classifiers to each other using matrix projections, you can get a complete business model of the company.

At the same time, a process-target description of the company takes place, which makes it possible to obtain interrelated answers to the following questions: why-what-where-who-how-when-to whom-how much (Fig. 1.2).

The organizational business modeling is completed by the development of a data structure model that defines the list and formats of documents accompanying the processes in the company, and also sets the formats for describing the objects of the external environment, components and regulations of the company itself. At the same time, a system of directories is created, on the basis of which packages of necessary documents and reports are received.

Rice. 1.2. The main stages of the process-target description of the company

Therefore, the complete business model of the company is a set of functionally oriented information models, providing interrelated answers to the following questions: "why" - "what" - "where" - "who" - "how much" - "how" - "when" - "to whom" (Fig. 1.3).

Rice. 1.3. Complete business model of the company

Thus, organizational analysis involves the construction of a complex of interrelated information models of the company, which includes:

· strategic model goal-setting (answers the questions: why does the company do this particular business, why does it intend to be competitive, what goals and strategies need to be implemented for this);

Organizational and functional model (answers the question of who does what in the company and who is responsible for what);

Functional-technological model (answers the question of what-how is implemented in the company);

Process-role model (answers the question who-what-how-to whom);

Quantitative model (answers the question of how many resources are needed);

· Data structure model (answers the question in what form the company's regulations and objects of the external environment are described).

The presented set of models provides the necessary completeness and accuracy of the description of the company and allows you to develop clear requirements for the information system being designed.

2. Organizational Business Modeling Templates

The technology of organizational business modeling involves the use of typical template techniques for describing a company.

2.1 Mission development template

As mentioned above, any company with its micro- and macro-environment is a hierarchy of nested open, subject-oriented systems. The company, on the one hand, is a part of the market, and on the other hand, it defends in competition own interests. The mission is the result of the positioning of the company among other market participants. Therefore, the mission of the company cannot be described by analyzing its internal structure. To build a model of the company's interaction with the external environment (definition of the company's mission in the market), it is necessary:

identify the market (supersystem) of which the company is a part;

determine the properties (needs) of the market;

determine the purpose (mission) of the company, based on its role in the market.

In addition, the mission, as mentioned above, is a compromise between the needs of the market, on the one hand, and the capabilities and desire of the company to satisfy these interests, on the other. The search for a compromise can be performed according to the pattern shown in Fig. 4.4.

Rice. 1.4. Mission Development Template (Projection Matrix)

Describe the basis of the company's competitiveness - a set of characteristics of the company as a socio-economic system. For example:

for the object - the uniqueness of the mastered technologies and the exclusivity of the resources available in the company (financial, material, informational, etc.)

for the subject - the knowledge and skills of the staff and the experience of managers.

This determines the uniqueness of the company's resources and skills and forms the "can" attitude.

Find out the market conditions, i.e. determine the availability of effective demand for the offered goods or services and the degree of satisfaction of the market by competitors. This allows you to understand the needs of the market and form a "must" position.

To identify the presence of contributing and counteracting factors for the selected type of activity on the part of state institutions in the field of politics and economics.

Assess the prospects for the development of technology in the chosen field of activity.

Assess the possible support or opposition of public organizations.

Compare the results of the above actions, taking into account the legal, moral, ethical and other restrictions on the part of the staff and form the position "I want".

Assess the level of possible costs and income.

Assess the possibility of reaching a compromise acceptable to all parties and formulate the Company's Mission in accordance with the template shown in Fig. 1.5.

Rice. 1.5. Mission Design Template

The mission in a broad sense is the main business concept of the company, set out in the form of eight provisions that define the relationship of the company with other entities:

1. What will the Customer receive in terms of meeting his needs;

2. who, for what and how can act as a partner of the company;

3. on what basis it is supposed to build relations with competitors (what, in particular, is the willingness to make temporary compromises);

4. what will the owner and shareholders get from the business;

5. what managers will get from the company's business;

6. what will the staff receive from the company;

7. what may be the cooperation with public organizations;

8. how the company's relations with the state will be built (in particular, possible participation in the support of state programs).

2.2 Business formation template

In accordance with the developed Mission of the company, socially significant needs are determined, the satisfaction of which is aimed at the company's business.

The development of the company's business potential can be performed according to the Business Formation Template shown in fig. 1.6.

Rice. 1.6. Business formation template

As a result, a basic market and a basic product are formed, the detailing of which determines the company's offers through the eyes of buyers (product groups) and groups of buyers that are homogeneous in relation to the company's products (market segments). With the help of a matrix projection (Fig. 1.7), a correspondence is established between the generated product groups and market segments and a list of the company's businesses is determined (the company's businesses are located at the intersection of rows and columns).

Rice. 1.7. Business formation template (projection matrix)

2.3 Template for the formation of the company's functionality (main business functions)

Based on the list of businesses, using a matrix projection (Fig. 1.8), a classifier of the company's business functions is formed.

Rice. 1.8. Template for the formation of basic business functions

To form the main functions of the company's management, two basic classifiers are first developed and approved - "Management Components" (a list of tools / control loops used at the enterprise) and "Stages of the management cycle" (a technological chain of operations consistently implemented by managers when organizing work in any control loop) . Further, similarly, with the help of a projection matrix, a list of the main management functions is formed. On fig. 4.9 examples of classifiers are given, on the basis of which a matrix is ​​built - a generator of the main management functions.

Rice. 1.9. Template for the formation of the main functions of management

The presented matrix projections (Fig. 1.8, Fig. 1.9)) allow you to form functions of any degree of detail by a more detailed description of both the rows and columns of the matrix.

2.4 Template for the formation of areas of responsibility for the functionality of the company

The formation of areas of responsibility for the functionality of the company is carried out using the matrix of organizational projections (Fig. 4.10).

Rice. 1.10. Template for the distribution of functions by organizational units

The matrix of organizational projections is a table, in the rows of which there is a list of executive units, in the columns - a list of functions performed in the company. For each function, the executive link responsible for this function is determined.

Filling in such a table allows you to find the divisions or employee performing it for each function. An analysis of the completed table allows you to see "gaps" both in the performance of functions and in the workload of employees, as well as rationally redistribute all tasks between performers and consolidate as a system in the "Regulations on the organizational structure" document.

The regulation on the organizational structure is an internal document that fixes: the products and services of the company, the functions performed in the company, the executive links that implement the functions, the distribution of functions among the links.

The table of projections of functions on the executive links can have a very large dimension. In medium-sized companies, this is, for example, 500 units - 20 links for 25 functions. IN big companies it can be 5,000 units - 50 links per 100 functions.

The matrix of commercial responsibility is constructed in a similar way.

2.5 Flow process description template

The flow process description template is shown in fig. 4.11. Such a description gives an idea of ​​the process of successive transformation of resources into products by the efforts of various performers on the basis of the relevant regulations.

Rice. 1.11. Flow process model

Methods for building process models will be given below.

3. Building an organizational and functional model of the company

The organizational and functional model of the company is built on the basis of the functional diagram of the company's activities in Fig. 1.12.

Rice. 1.12. Functional scheme of the company

Based on the mission, the goals and strategies of the company are formed. With their help, the necessary set of products and, as a result, the required resources are determined. Reproduction of products occurs due to the processing of resources in the main production cycle. Its components form the necessary business functions for the supply of resources, the production of products and their distribution to the places of sale. To manage the specified reproduction process, a set of management components is formed, which generates a set of management functions. To support the processes of reproduction and management, sets of appropriate support functions (protection, technical equipment, prevention and repair, etc.). This approach makes it possible to describe an enterprise using a universal set of management registers (goals, strategies, products, functions, organizational units, etc.). Management registers are hierarchical classifiers. Combining classifiers into functional groups and fixing among themselves the elements of different classifiers using matrix projections, you can get a model of the company's organizational structure.

To build an organizational-functional model, only two types of elementary models are used.

Tree-like models (classifiers) are precise hierarchical lists of selected management objects (organizational links, functions, resources, including executive mechanisms for business processes, documents and their structure, etc.). Each element of the classifier can be additionally characterized by a number of attributes: type, scale, comment, etc. In fact, the classifiers are a set of management registers containing mainly non-quantitative information, the totality of which sets the coordinate system for describing the company's activities. The number of such lists-classifiers is determined by the purpose of building the model.

Matrix models are projections that define a system of relations between classifiers in any combination. Links can have additional attributes (direction, title, index, scale, and weight).

In the initial model, only a few domain classifiers are used:

the main groups of products and services of the company;

resources consumed by the company in the course of its activities;

functions (processes) supported in the company;

organizational units of the company.

There are usually three main sections in the function classifier:

main functions - directly related to the process of converting external resources into products and services of the enterprise;

management functions - or enterprise management functions;

support functions - supporting production, commercial and management activities.

The main function of the company is to provide products and services, therefore, first, a formal description, agreement and approval by the management of the enterprise of the list of its businesses (lines of commercial activity), products and services is carried out. From this classifier, it should be clear to external counterparties why the company is interesting to the market, and for internal purposes - why this or that functionality of the company is needed.

As a result of these operations, the functional is identified and a unified terminology for describing the functions of the enterprise is created, which must be agreed upon by all leading managers. When compiling a classifier of organizational links, it is important that the level of detail of functions correspond to the level of detail of links. After the formation of all basic classifiers using matrix projections, they are assigned to the organizational units of the enterprise:

The process of forming a matrix of projections of functions on organizational links in practice resembles a game of tic-tac-toe (Fig. 1.10).

The rows of the table indicate the divisions, the columns - the functions that make up the content of the management process or business process in a given company. At the intersections of functions and departments that are responsible for the implementation of the function, a cross is placed. For projections of large dimensions, a mechanism for arranging links between two classifiers, represented by lists, is used.

The standard practice of building models of the organizational and functional structure of companies supports two levels of detail:

aggregated model;

detailed model.

An aggregated model is a model of an organizational structure, the accounting registers of which are limited in the degree of detail to 2-3 levels.

The purpose of building this model is to provide information about the organizational structure to the top managers of the company for strategic analysis, analysis of the compliance of this structure with the strategy and the external environment of the company. The model can also be provided to external users (for example, potential investors as an illustration to a business plan, large clients, etc.).

Detailed model - a model of the organizational structure, the detailing of accounting registers of which is carried out at deeper levels than in the aggregated model. The degree of detail in the model is due to the specific needs of the company (creation of certain organizational regulations).

The purpose of building this model is to provide information on the distribution of functional responsibilities between the company's divisions, as well as on the organization of business processes in the company. Building a detailed model allows you to create various intra-company regulations: Regulations on the organizational structure fig. 1.13.

Below is an example of a description of fragments of the organizational and functional model of a manufacturing enterprise fig. 1.14 and commercial enterprise rice. 4.15. The given projection matrices are the basis for identifying the business processes of an enterprise and their owners at the subsequent stages of creating an IS.

Rice. 1.13. The scheme for creating the Regulations on the organizational and functional structure of the company

The functions of the divisions of the manufacturing enterprise are considered within the following functional areas:

corporate governance;

staff;

material resources;

production;

product development;

planning;

supply/purchases;

quality;

sale/sales.

Distribution of functions by structural divisions in the context of individual functional areas of management activities manufacturing plant shown in fig. 1.14.

The functions of the departments of the trading enterprise are considered within the framework of other functional areas (see Fig. 1.15).

4. Organizational Modeling Tools

The use of modern technologies for organizational modeling can significantly speed up organizational design. In the early 1990s, the first programs appeared in the West to solve problems related to the organizational problems of enterprise management. Orgware - a new class of programs - was focused on solving the problems of systematization, storage and processing of "non-quantitative" information about a business organization, which previously did not have adequate computer support.

The first Russian product - BIG-Master - was created as a computer tool to support a certain concept of enterprise management, called regular management. The main task of orgware was the transition to strictly documented procedures and regulations. The computer paradigm of regular management was based on the following approach: "It is necessary to create not a system of interconnected documents, but a system of interconnected information models of an enterprise, which will generate the required documents."

The conceptual basis of the BIG-Master was a modern process approach to the organization of the company's activities. At the top level, the process system is usually described by a tree of functions - the term functional is often used to denote it. Functions are treated here as "folded" processes. All processes-functions, at a minimum, should be defined (i.e. identified as an activity that has a certain purpose and results) and classified by type (main, supporting, management processes). Responsibilities and authorities should also be assigned to manage processes on a regular basis. At this level, two types of models are used to describe a company in BIG-Master: tree models (classifiers) and matrix models (projections).

At the lower level, selected ("key") processes can be described as a technological sequence of operations (to obtain the required results). To do this, flow models of business processes are used, the purpose of which is to describe horizontal relationships in an organization that interconnect the previously described objects through information and material flows. For structural analysis and design of processes described by flow models, BIG-Master supports the SADT (IDEF) methodology. The presence of the mechanism of matrix projections allows you to define and describe the company's processes as an integral interconnected system.

Due to the hierarchical structure of the classifiers, the business model simultaneously contains "function-executor" relationships of all levels of detail, which allows using the built-in report generator to adjust the "resolution" of the view of the company in relation to a specific management task. The projection system allows you to reflect in the report any additional properties related to this object (for example, qualification requirements for the personnel involved in the process). In addition, a look at the company can be associated with any "reference coordinate" - for example, from a document or an employee - in what processes and how they participate, etc.

Classifiers, projections and flow models of business processes are supported by various ways of visualizing them. For classifiers - in the form of lists and trees (digraphs), for projection - in the form of linked lists and transposed matrices, and for flow models of business processes - in the form of IDEF0 (IDEF3) diagrams and textual description, which facilitates the understanding of tasks by process participants. At the same time, the construction of the flow models themselves takes place in the usual tabular forms.

In the model, it is possible to form an unlimited number of new classifiers, projections and flow models, and, consequently, reports and documents for describing and, most importantly, creating regulations for the company's activities.

The presence of several modeling tools in BIG-Master is extremely useful. Matrix models support vertical integration- a detailed system-target description of the company, built according to the management hierarchy and executable functions. The functional-technological approach prevails in the process model - horizontal integration business operations by procedures. All of the above features of BIG-Master make it convenient tool organizational modeling.

5. An example of the implementation of business process models in the process of building a company's marketing strategy

5.1 Preliminary information

Let the conditional enterprise "Progress" be the leading domestic supplier of IT products and solutions in the field of self-service, as well as solutions for banks and enterprises retail. The company has a wide range of products and services offered, therefore, a thorough portfolio analysis is necessary, i.e. assessing the commodity and market opportunities of the organization beyond its current activities and making a final decision: whether the company should change the boundaries of its portfolio. The company has a head office located in Moscow and several branches throughout Russia and the CIS countries.

The main goals of the company automation project:

automation of the company's business processes that provide control points for the organization of the portfolio analysis process;

improving the efficiency of the company's marketing departments;

introduction of a fundamentally new information system that provides completeness of information about the company's processes related to portfolio analysis;

improving the quality of work when making decisions about the range of products and services of the company;

ensuring effective interaction between the head office and branches on the basis of a single information system;

providing the ability to monitor the status of system elements in real time.

5.2 Vision of project execution and its boundaries

The main goal of the project of the new information system is a detailed study of the subsystems for managing the strategic management and strategic marketing of the Progress company in terms of portfolio analysis and innovation.

Accordingly, within the framework of the project, the deployment new system It is expected to be carried out only in the following divisions of the company:

Management Portfolio

marketing

innovation

For successful operation, these divisions have access to information from the subsystems "direct sales" and "sales promotion".

The scope of the project does not include:

Financial department

Accounting

Human Resources Department

All other divisions not directly related to portfolio analysis and innovation.

As a result of the project, the customer sees a successfully implemented information system that contributes to the effective collection, storage and analysis of data on the company's portfolio analysis.

5.3 Study report. Project Requirements

The staff of the studied departments (head office and branches) is currently 310 employees. The system stores and processes data obtained as a result of the activities of the following categories of users:

employees of the Portfolio Management Department;

employees of the marketing department;

employees of the production department;

employees of the innovation department;

sales staff;

employees of the customer service department;

employees of the competitive intelligence department;

employees of the analytics department;

List software used by the company at the time of the survey:

product "BEST-Marketing" - development of the Intellect-Service company;

application package "SPSS" for statistical analysis of data and calculation of various coefficients;

MS Excel office tool for consolidating versatile information.

Use of automation objects by departments

The company has a three-level system for working with information:

Level 1 - input and processing of information, electronic data (“BEST-Marketing”);

Level 2 - storage and processing of information (“BEST-Marketing” and MS Excel);

Level 3 - analysis of available information, decision-making, control over their execution (MS Excel and “SPSS”).

Documentation

For escort marketing activities The company does not have regulated standards in the field of documentation and reporting, therefore, all standard forms for collecting, storing, analyzing data, as well as reporting, are developed directly by representatives of the company.

The current trend is to expand processes such as marketing data collection and information and analytical support to the operational level, the level of each employee of the company who can enter such data or who needs marketing information. In this case, the information goes to the user not through special services in the form of reference and analytical reports, but directly from the database. As a result, the functions of the system are decentralized: a number of subsystems for collecting and distributing information appear in it, scattered across departments Sergey Kartyshov. "MIS or CRM: let's figure it out" (Full version of the article published in the May (2007) issue of the magazine "Marketing Management"). Therefore, it is proposed to introduce general forms for the implementation of the work of the following subsystems:

subsystems for collecting and consolidating internal information

subsystems for collecting and consolidating external information (market intelligence)

marketing research subsystems

subsystem for information support of operational marketing processes

subsystem of information system development (concepts, technologies, models, etc.)

The tasks of the information system require the software to combine the possibilities of flexible configuration of accounting functions and the rapid construction of arbitrary analytical reporting. These tasks are not fully implemented in any of the currently accepted software classes.

If we sum up all the tasks that are included in the functionality of the future information system, it becomes obvious that the scale of the tasks here is no less than in the marketing information system (MIS), and even no less than in the corporate information system (CIS). Yes and common goals identical - all these systems are aimed at supporting market-oriented management processes at the strategic, tactical and operational levels. The basic difference between CIS and MIS is that CIS concentrates its main efforts on accounting for internal data, while MIS focuses on external data. In our case, the information (accounting and analytical) system will be a combination of these two types of systems.

As for the specifics of the subject area, it is worth noting here that in addition to the standard functions performed by marketers, in order to carry out portfolio analysis and better use of financial resources, Progress employees work in the following areas:

Study of the popularity of individual products for different target audiences.

The study of the effectiveness of the firm's portfolio as a whole.

Exploring opportunities to expand the firm's business portfolio.

Detailed research of competitors.

Studying the synergistic effect in the existing portfolio and in the potential one, as well as in competitors.

Naturally, certain requirements are imposed on the project of an information system. The information system must be applicable to the problems posed. The condition of information system reliability is stipulated as one of the first conditions. The information stored in the system, in case of a system failure, should be stored in the archives (databases) intended for it. The introduction of an information system should increase the level of productivity in the company, as the time spent on solving tasks will be significantly reduced. A user-friendly interface helps to reduce the processing time of information if the user does not waste time searching for the necessary functions in the program menu. The information system should not take up a large amount of space on the hard disk and should not slow down the processor. As a result of the design, the system must be serviceable and not malfunction during operation.

The system should provide reports on all issues agreed with the customer. The type and format of documents is negotiated in advance. Depending on the needs of the user, other queries and, as a result, reports can be created.

The information system is supposed to store a set of directories. The list of directories is given in Table 1.1 with a description of the information stored in them. Workflow automation is a necessary requirement nowadays. The creation of electronic directories will allow structuring information, sorting and selecting in accordance with the request.

Table 1.1. Reference books

Directory name	Description
	List of clients with full information about each of them. It is the basis of the CRM component of the marketing department.
Competitors	List of main competitors and their activities, considered in sections of various parameters.
Business portfolios of competitors	List of business portfolios of major competitors. It is the necessary information to analyze the effectiveness of the company's business portfolio.
Our business portfolio	List of products released, produced, under development by our company. Used directly for performance analysis and reporting on various specifications.
Data for environmental analysis	Information collected by an investigator specifically to monitor the current and intended environment.
Data for market analysis	Information collected from the market for the current and potential business portfolio. The basis of ongoing marketing research.
Data for enterprise analysis	Information about the current state of the enterprise. This data is periodically entered into the directory and called up as needed.
Ideas for innovation	List of ideas for innovation and the results of their implementation (problems encountered in their implementation)

In order to better understand how functions are assigned to departments, it is necessary to consider the generalized organization chart of the firm (Fig. 1.14). An organization chart illustrates the reporting relationships in a firm.

Rice. 1.14. Organization of information flows in the considered structure of the company.

Management makes decisions related to major changes in the company's activities. Departments of the second level are accountable to the head, and also exchange data among themselves. The Portfolio Management department, based on data received from the customer service and marketing departments, compiles summary reports for planning the company's business portfolio.

The Portfolio Management Department reports to the Analytics Department and the Competitive Intelligence Department. In particular, the employees of the Portfolio Management Department receive information from the production department. The Portfolio Management Department also works closely with the Innovation Department. Thus, the Portfolio management department collects data of a certain format (convenient for subsequent analysis) from almost all departments of the enterprise and conducts a comprehensive analysis of the business portfolio in terms of external and internal indicators. After that, there is a report to the management on the state of the business portfolio and recommendations for changing the company's policy on the products of the business portfolio, proposals for diversification. When making decisions on diversification, the Portfolio Management Department interacts with the Innovation Department through various analysis reports. During this cooperation, ideas are selected, reports to management, discussions with the production department, costing and control over the implementation of ideas approved by management.

All the above processes at the enterprise are not systematic and clearly formalized. Therefore, the company's management sees the need to automate these processes.

Based on this analysis of the interaction of various departments, we can formulate business processes that need to be automated (table 1.2).

Table 1.2.

Automated business processes

	Name	Executor	Description
	Monitoring current and intended environment	Analytics Department, Competitive Intelligence Department, Portfolio management department	The main areas of analysis at this stage are: § Overview of the market situation § Overview of the competitive situation § Positioning of business portfolio products § Analysis of the political, economic, social and technological environment To solve this problem, the data available to the company for the analysis of the environment and the market are used.
	situational analysis	Portfolio management department, analytics department	Based on the analysis of information on the state of the current business portfolio, monitoring of the current and expected environment, corporate goals, data for market analysis, sales statistics, data for enterprise analysis, corporate resources, a situational analysis is carried out. During which, an analysis of the Ansoff matrix, positioning and segmentation, analysis of the vulnerability of the product and the market, analysis of the resources of the company and industry is carried out.
		Department Portfolio Management	Based on information about the state of the current business portfolio, monitoring of the current and expected environment, situational analysis, corporate resources, sales statistics, planning of changes in the business portfolio is carried out. During which, an analysis of the BCG matrix is ​​carried out, an analysis of the possibilities or needs for the introduction of new products, decision-making on changing the business portfolio and an approximate definition of the budget and timing of these changes.
		Portfolio Management Department and Innovation Department	Based on the decision made on the introduction of new products, including the requirements for them, restrictions on corporate resources, the process of developing and implementing innovations and modifications of products is carried out.
		Department Portfolio Management	On the basis of all the decisions made earlier and the estimates drawn up, control over the implementation of changes and the formation of a business portfolio is carried out, a comparison of the changed business portfolio with the previous one and an analysis of the work done.

6. Generalized business model of the organization

Organizational analysis of the firm is carried out with the help of its business model. The organization is considered as a target, open, socio-economic system belonging to a hierarchical set of open external supersystems and internal subsystems. The description of building a complete business model of the company is presented on the website http://www.intuit.ru/department/se/devis/4/(information systems design course - http://www.intuit.ru/department/se/devis/).. The company's capabilities are determined by the characteristics of its structural units and the organization of their interaction. Building a business model of a company begins with a description of the model of interaction with the external environment.

The task of the company at this stage is to make a decision on making changes to the business portfolio. As a result of defining the main task, we can formulate a tree of goals (Fig. 3.1), that is, hierarchically arrange the goals and means aimed at achieving the global goal.

Rice. 1.15. Goal Tree

To build a process flow model, it is necessary to determine the processes during which information flows change (table 1.3).

Table 1.3.

Changing information flows

Processes	Input information flows	Output information flows
	data for environmental analysis	Report on the external situation (As a result, initial data are formulated for situational analysis and planning of changes in the business portfolio).
	data for market analysis
situational analysis	data for market analysis	Report on the internal situation (As a result, the initial data for planning changes in the business portfolio are formulated).
	external situation report
	corporate goals
	sales statistics
	data for enterprise analysis
	corporate resources
Planning for business portfolio changes	internal situation report	Portfolio change decision. Decision on the introduction of new products. Estimate 1 (approximate budget and timeline for all business portfolio changes).
	external situation report
	corporate resources
	the state of the current business portfolio
	sales statistics
Carrying out product innovations and modifications	decision to introduce new products	Estimate 2 (detailed estimate relating only to the determination of the budget and timing of innovations and product modifications). Information about the realization of projects. Report on the implementation of innovative projects.
	corporate resources
Control of the formation of a business portfolio		Current business portfolio status 1 (new business portfolio status). Final report.
	corporate resources
	portfolio change decisions
	report on the implementation of innovative projects
	information on project implementation
	the state of the current business portfolio

7. Basic business processes. Input and output information

7 .1 Description of the operations of the main business processes

7.1.1 Context diagram

Figure 4.1 is a context diagram of the Business Portfolio Management process. The input information is determined, which in some way is changed by the work and turns into output information. At the same time, the arrows of the mechanism (the work is carried out by the personnel and existing software) and management (the work is subject to the control action, regulatory documents and is carried out taking into account corporate restrictions) are indicated.

Rice. 1.16. Functional diagram of business processes.

Monitoring of the current and intended environment

situational analysis

Analysis of the Ansoff matrix (Fig. 1.17).

Rice. 1.17. Ansoff matrix

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Business process modeling has become a fashionable trend in recent years, engulfing many large (and even not very large) enterprises. In many companies, departments are growing like mushrooms. organizational development, process management departments and other divisions whose main task is to develop recommendations for improving the company's activities based on the application of the process approach. Offers in the field of process consulting are also available on the service market, including offers with a specific industry specialization (for example, in the field of setting application development processes or maintaining other IT projects, or in the field of improving company management systems).

This series of articles is devoted to the use of the process approach, business process modeling and their practical application. Topics planned for coverage in this cycle include a discussion of the most common types of models, how they are stored, their advantages and disadvantages. In addition, we will discuss integration tools with information systems and business process management tools (including solutions using business process description languages); simulation modeling of processes, control and analysis of the execution of processes in real life, creation of solutions based on business process modeling tools.

I want to draw attention to the fact that, firstly, this cycle presents the author's personal point of view on business process modeling, which is not related to the official opinions of the suppliers of the discussed tools and services; secondly, this cycle does not pretend to be a systematic presentation - it only reflects the aspects of the process approach that seemed to the author the most interesting and worthy of attention.

Briefly about the process approach

The essence of the process approach is simple. The activities of the company's employees are divided into two categories: repetitive (periodically or as a result of the occurrence of any events), called processes, and non-recurring, called projects, events or programs. From this point of view, a process is a connected set of iterative actions that transform input and/or information into a final product (or service) according to pre-established rules. As a rule, processes make up a significant part of the activities of organizations. Given that the process has an end result, considering the company's activities as a set of processes allows you to more quickly respond to changes in external conditions, avoid duplication of activities and costs that do not lead to the desired result, properly motivate employees to achieve it.

Business process modeling usually means their formalized graphical description. Although modeling the application of the process approach and improving the company's activities based on it is not mandatory, it has recently received serious attention in many companies. Next, we will discuss what problems can be solved with its help.

Practical application of business process modeling

Business process modeling is used in practice to solve a wide range of problems. One of the most typical applications of such models is the improvement of the processes being modeled. In practice, the processes are described "as is" (that is, exactly as they occur in reality), and then bottlenecks in these processes are identified in various ways, and based on this analysis, several "as it should be" models are created.

Identifying bottlenecks in processes can be done in different ways. One of them is simulation modeling. The initial data for such modeling are information about the probability of occurrence of events that affect the execution of the process, the average execution time of functions in the process and the laws of distribution of execution time, as well as other characteristics, for example, the resources involved in the process.

Another way to identify bottlenecks is based on the analysis of real processes and, accordingly, the real time of executing functions or waiting for the availability of resources. Real values ​​can be either obtained from information systems (if the process is automated to a sufficiently high degree), or determined by conventional timing and other observations.

Another way to use business process description is to use a set of process models to generate a corporate regulatory framework, such as process regulations, divisional regulations, job descriptions. Especially often, such technologies are used when preparing a company for certification for compliance with one of the quality standards. Today, almost all business process modeling tools allow you to get data about objects on models and their relationships and present them in the form of documents, although the technologies underlying such solutions may be different.

Often, business process models are used to improve the company management system and develop a personnel motivation system - for this, company goals are usually modeled, each of which is divided into more detailed ones until this breakdown becomes so detailed that individual goals turn out to be related to activities specific employees. Then, for these purposes, quantitative indicators are formed that characterize the degree of their achievement, and on the basis of these indicators a system of personnel motivation is created.

Business process modeling is widely used in the design of information systems or other IT solutions - today the description of processes in requirements management and the creation of specifications has become practically a good form rule, and in a modern technical task it is quite possible to see not only a list of requirements, but also process models. And, no matter what experts in the field of management and process consulting say on this topic, we should not forget that in many cases it is the task of correct automation and information support of the company's activities that is the main one when deciding on business process modeling.

The listed tasks are far from exhausting the scope of business process modeling - here are just some examples of the use of this type of modeling.

Process approach and CASE technologies

Models, Objects, and Relationships

When modeling business processes, as a rule, the concepts of model, object, and relationship are manipulated. A model is a set of graphic symbols, their properties, attributes and relationships between them, which adequately describes some properties of the modeled subject area. The possible types of models and the rules for their construction (including the graphic symbols available for use and the rules for the existence of links between them) are determined by the chosen modeling methodology, and the conventions adopted in the model used are determined by the chosen notation.

There are quite a few modeling methodologies used today in describing business processes. The most popular of them include the DFD (Data Flow Diagrams) methodology, which describes data flow diagrams that are used in requirements analysis and functional design of information systems; STD (State Transition Diagram), considering state transition diagrams for designing real-time systems; ERD (Entity-Relationship Diagrams), which considers entity-relationship diagrams that are used in the logical design of information systems; FDD (Functional Decomposition Diagrams), which describes functional decomposition diagrams; SADT (Structured Analysis and Design Technique), which is a technology of structural analysis and design that was quite popular in the 90s. Recently, the ARIS methodology has also become popular, considering a set of different types of models (including those supported by some other methodologies) that are used to describe all subsystems of a company. No less popular is the family of IDEF methodologies used for designing business processes and data (database developers, as a rule, are quite familiar with the IDEF1X methodology describing logical and physical data models, and the IDEF0 methodology is very popular with analysts describing business processes) . The UML (Unified Modeling Language) methodology is very popular among application developers, which is used in the design of information systems and applications in order to describe the requirements for an information system, user scenarios, changes in system states and data in the process of work, and classes of a future application.

Modeling tools

Although it is not forbidden to draw models on paper, modern modeling business processes are usually carried out using CASE-tools - Computer Aided System Engineering - designing systems using a computer. There are hundreds of CASE-tools on the modern software market. In such a situation, it makes sense to discuss their classification and the tasks that can be solved with their help (in relation to the process approach).

From information technology, CASE-tools usually include tools that allow you to automate certain processes of the life cycle of IT solutions. However, with their help, tasks that are not directly related to IT solutions are often solved.

The features of modern CASE tools are visual graphical tools for creating models, the use of tools for storing them in the form of files or in the form of data in a special repository, and often integration tools with other tools (for example, with application development tools, office applications, other CASE- means, tools used in the implementation of information systems). Often, CASE tools contain reporting tools based on models, reengineering tools - generating models based on existing data (for example, contained in a relational database). Often, CASE tools include application programming interfaces and even development environments for solutions on their own.

CASE tools can be classified into types:

• analysis and modeling tools designed to create descriptions of processes and other subject areas as such;
• analysis and design tools used to manage requirements and document IT projects;
• application modeling tools (today the most common category of such tools is the family of UML modeling tools);
• data design tools that provide data modeling and database schema generation for the most common DBMS.

All of these categories of tools are used to describe business processes, except perhaps the last one: data modeling is a special area with very specific tasks and a specific expected result and is used not so much by business analysts as by application developers.

Rice. 1 Borland Together

The most popular business process description tools in our country include Rational Rose (IBM) and Together (Borland) UML modeling tools - fig. 1, the AllFusion Business Process Modeler (BPwin) family for describing business processes using the IDEF0 (Computer Associates) methodology and organizing collective work on a single repository of models (Fig. 2), ARIS (IDS Scheer) - a tool for collective work on a set of interrelated models different types (Fig. 3) designed to describe business processes, data and information systems, company activities, Visio (Microsoft) is a tool for creating various types of business process and data models that allows you to create diagrams and models using various methodologies (Fig. . 4).

Rice. 2. CA AllFusion Business Process Modeler (BPwin)

Rice. 3. ARIS Business Architect

Rice. 4.Microsoft Visio

We have repeatedly written about many of the tools listed above in our magazine, and those who are interested can find the relevant articles on our website: .

Which of the tools should be chosen for business process modeling? First of all, this is determined by the goals and volume of modeling, the functionality of the tools, their integration with other tools and applications, and to a much lesser extent, the knowledge and experience of using a particular tool among the authors of the models. Naturally, in this case, it is necessary to imagine what capabilities of the modeling tool are required to solve the problem facing the user. However, we will talk more about the possibilities of such tools in subsequent articles.

UDC 519.86:338.45 MODERN APPROACHES TO MODELING AND ANALYSIS OF BUSINESS PROCESSES CURRENT APPROACHES TO MODELING AND ANALYSIS OF BUSINESS PROCESSES

MM. MILOVANOV, postgraduate student, Art. Lecturer at the Department of Information Technologies in Metallurgy

Siberian State Industrial University e-mail: [email protected]

M.M. MILOVANOV, associate professor of chair "Information technology in metallurgy" Siberian State Industrial University e-mail: [email protected]

annotation

The problem of process modeling has been repeatedly raised in scientific articles. This article is devoted to the main approaches to modeling business processes and the principles of their analysis. At present, modeling is of practical importance for increasing the competitiveness of an enterprise in the market.

Repeatedly in scientific articles raised issues of modeling processes. This article focuses on the basic approaches of modeling business processes and principles of their analysis. Currently, modeling has a practical significance for increasing the competitiveness of the enterprise market.

Keywords: business process, modeling Keywords: business process, modeling

One of the problems of a methodological nature in the process management of an organization is the problem of choosing a modeling method. Before moving on to a review of modeling methods, let's formulate an answer to the question: what is business process modeling and why is it needed? In order to understand what business process modeling is, let's first turn to the concept of "Business Process".

In GOST R ISO 9000-2008, a process is understood as a set of interrelated and interacting activities that transforms inputs and outputs.

An extended definition is given in the book by Repin and Yeliferov: a business process is a stable, purposeful set of interrelated activities (sequence of work), which, using a certain technology, transforms inputs into outputs that are of value to the consumer. A business process is an activity for which the following must be defined:

The value of this activity for the company as a whole;

The value of performance results for clients;

Leader responsible for performance and efficiency;

Resources required for execution;

execution technology;

Performance evaluation indicators, results evaluation indicators, customer satisfaction indicators.

In the Great Soviet Encyclopedia, modeling is the study of objects of knowledge on their models; construction and study of models of real-life objects and phenomena and constructed objects.

From the foregoing, we can conclude that the modeling of business processes is not only their description, but the study and analysis in order to improve, rationalize the ways of their construction, management and forecasting. Those. business process modeling is a reflection of the enterprise's activities in terms of processes, both as a whole and its individual parts, so that in the future these processes can be analyzed and improved.

Models can be classified according to some criteria:

Formal models - using generally accepted rules, notations and tools) and informal;

Quantitative - allowing to make numerical estimates and checks;

Qualitative - designed to understand the behavior and structure of the system;

Descriptive - intended only for human perception;

Executable - allowing you to explore their behavior and use the results to draw conclusions about the original object.

Before giving a description of the main modeling methods used today, we indicate the general principles and features that should be taken into account when building a model.

1. The principle of feasibility. The created model, first of all, should ensure the achievement of the set goals. Thus, before starting

collection of information about the object, it is necessary to clearly define the boundaries of the modeling area, goals and quantitative indicators of their achievement.

2. The principle of information sufficiency. At total absence information about the object under study, it is impossible to build its model. In the presence of complete information, modeling is meaningless. There is a certain critical level of a priori information about the object, upon reaching which it makes sense to move from the stage of collecting information to the stage of actually building the model.

3. The principle of the plurality of the model. The created model should reflect those properties of the real object that affect the selected performance indicators. For a more complete study of a real object, a number of models are needed that allow reflecting the process under consideration from different angles and with different details.

4. The principle of aggregation. In most cases complex system can be represented as a set of subsystems, for an adequate description of which some standard schemes turn out to be suitable.

5. The principle of separation. The area under study, as a rule, has several isolated components, the internal structure of which is sufficiently transparent or not of direct interest for the purposes of the project, in which case its place in the model is occupied by a conditional empty block, for which only significant input and output information flows are determined .

Organizational process modeling or business modeling has the following objectives:

Provide an understanding of the structure of the organization and the dynamics of the processes taking place in it;

To provide an understanding of the current problems of the organization and the possibilities of their solution;

Systematize knowledge about the company and its processes in a visual form that is more convenient for analytical processing of the information received.

The results of business process modeling are usually used to analyze business processes in order to develop recommendations for their optimization and regulation of business processes. The simulation results in new, more efficient business processes, a set of regulatory documentation, as well as an organizational structure corresponding to the new processes.

The main stages of business process optimization include:

1. Studying the business process and setting goals for modeling and optimization. This stage does not have a formal description, but only forms a general idea of ​​the business process. Goals and objectives should be regulated and be achievable.

2. Building an AS IS business process model (as is). The main task this stage is a description of the existing structure of the organization, internal and external business processes.

3. Analysis of the main problems identified when building a business model. The main task of this stage is to identify key performance indicators, sources of problems, the change of which will improve the key indicators.

Let's consider the stage of building the analysis model in more detail. To solve these problems, a rather powerful mathematical apparatus has been developed, which includes the following methods for optimizing and analyzing business processes:

1. Functional cost analysis - analysis of costs by type of activity (Figure 1). Yu. M. Sobolev is considered the author of the method.

In Western practice, it is used in various modifications, such as value analysis, value engineering, value management, etc. Within a process, we are dealing with three costs: the cost of raw materials at the input of the process, the cost of the process, and the value of the product at the output of the process. The last cost is also called the cost price. In this case, the cost of the product is related to the cost of the function by the following relation

product process raw material V

Figure 1. Scheme of functional cost analysis.

At the same time, the cost of the process is the total cost of the functions that make up this process.

process function(s)

where N is the number of functions in the process.

Accordingly, the cost of the function is the sum of the costs of the mechanism and control

Cf \u003d C + C (3)

function mechanism control V /

At the same time, the cost of the process is the total cost of the functions that make up this process.

2. Method ABC (Activity Based Costing) - costing by type of activity (function), the author of the method is P.B.B. Ternii (USA), 80s of XX century. Many authors equate the ABC method and FSA, however, some distinguish between these methods. The main difference between the methods is that in the ABC method, attention is focused on costs, and in functional cost analysis, on consumer value. ABC allows you to transfer overhead costs to direct costs in accordance with the sources of cost incurrence. Therefore, these methods should be used together.

The following definitions appear in the ABC method:

consumer chain. Each process is a consumer for another process and in turn has its own

consumers. Together they form a chain that works to create use value.

Resources are economic elements necessary for the implementation of activities, the source of costs.

A resource factor is a measure of resource consumption used to determine the proportion of total resource costs assigned to each activity that uses that resource.

Activity factor - an indicator that characterizes the result of activity. An activity factor allows you to transfer costs (resource allocations for this activity) to cost objects.

The cost object (calculation) is the result of the activity.

Cost factor - a characteristic that determines the workload and effort required to carry out the activity, as well as the necessary resources.

Characteristics of efficiency (performance) - an indicator that evaluates the results of activities.

The conceptual diagram of the LAN is shown in Figure 2.

The approach, which is based on the use of the ABC method, pays attention, first of all, to the activities (processes, procedures) that are carried out within the organization, and only then to the objects of calculation.

Figure 2. Conceptual diagram of the LAN method.

However, the ABC method should not be confused with the ABC analysis. The ABC analysis method is based on dividing the set of potential objects into groups according to specific gravity one indicator or another.

3. Simulation modeling - development of information models of business processes using software tools to simulate the execution of business processes in time. This method are used if functional modeling is not enough for specific technological operations.

The use of simulation models allows solving the problems of restructuring production, improving product quality, reducing production and logistics costs, modeling the life cycle of new products, etc. The main tasks in production are modeling the processes of adapting an enterprise to a change in demand for products, using simulation methods to develop modernization projects existing production facilities of enterprises, modeling of budgeting processes for industrial enterprise.

To solve this problem in modern simulation modeling, several approaches have been formed and are most widely used:

Discrete event modeling - reflects low and medium level abstractions.

System dynamics, which assumes the maximum level of model abstraction. The apparatus of system dynamics usually operates with processes that are continuous in time.

Agent-based modeling involves working with a decentralized model. Global behavior is considered as the result of the combined activity of agents (objects), each of which acts in accordance with its own “charter”, exists in a common environment, interacts with the environment and other agents.

A queuing system (QS) is an object (enterprise, organization), whose activities are associated with the repeated implementation of the execution of some tasks and operations of the same type

Finite automata are a mathematical abstraction that allows you to describe the ways in which the state of an object changes depending on its current state and

input data, provided that the total possible number of states is finite

Petri nets. The interpretation of Petri nets is based on the concepts of conditions and events. The state of the system is described by a set of conditions. The functioning of the system consists in the implementation of a sequence of events. For an event to occur, certain conditions, called preconditions, must be met. The occurrence of events can lead to the fulfillment of conditions called postconditions. In a Petri net, conditions are modeled by positions, events are modeled by transitions. The preconditions of an event are represented by the input positions of the corresponding transition, the postconditions are represented by the output positions.

The Petri net is described by the set:

PN=< р, т, F, W, Мо > (4)

where P = (P1, P2, ..., Pm) is a finite set of positions; m = (t, t2, ..., M is a finite set of transitions;

B C p X T ^ T X P - set of oriented arcs (incidence relation);

W: B ^ N - arc multiplicity function;

M0: P ^ N - initial markup (presence of conditions for triggering transitions). Positions and transitions are connected by oriented arcs that can convey labels (tokens). The label can only be in positions, because they interpret the states of the system.

Since the events modeled by the Petri net are instantaneous and non-simultaneous, and their relationship is asynchronous, it is a convenient apparatus for modeling many interconnected and parallel processes.

Simulation results should be well structured and presented in an optimal amount. After receiving the simulation results, you can start optimizing business processes.

Business process optimization is a real tool for improving the efficiency of a company, and, like any tool, it requires a professional approach. Therefore, for maximum efficiency project in the company must be formed working group, which should contain both

external consultants and company employees. External consultants play the role of experts, conduct audits, bring new ideas to the company, while in-house employees play the role of subject matter experts, as well as directly process owners responsible for the process being optimized.

Let's analyze the advantages and disadvantages of business process modeling methods.

As mentioned above, it is advisable to use the FSA method in conjunction with the ABC method. In comparison with simulation modeling, functional cost analysis has the following advantages:

1. more accurate knowledge of the cost of products, which allows you to determine the optimal combination of products, choose a method of manufacturing products;

2. greater clarity about the functions performed, due to which companies are able to pay more attention to managerial functions, to identify the volume of operations that do not add value to products.

Simulation modeling has the following advantages:

1. correctly obtained results of the simulation model of the system are often more accurate and show greater proximity to the real system;

2. In the course of simulation, time "compression" is possible: years of practical operation of a real system can be simulated within a few seconds or minutes.

At the stage of implementing the process approach in an organization, they often resort to describing processes, and then building a model of the entire system. At this stage, you need to understand that the choice of modeling method plays a significant role. If the enterprise cannot afford to use an integrated modeling methodology that combines the above methods, then it is worth evaluating the time and labor costs to build a model for each of the methods, and only after that make a decision on the choice of modeling method.

Business process modeling is a tool for identifying current problems in the company, to understand how the enterprise works as a whole, how it interacts with customers and suppliers, how activities are organized at each individual workplace, it allows you to give a cost estimate to each process in the company separately , and all business processes in the aggregate, to anticipate and minimize risks.

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