Information system for managing the implementation of business processes. Application of information systems in business. Topic: "Information management systems

Business process management systems and enterprise content management systems are classes that intersect in terms of functionality, but definitely not interchangeable. An IT specialist must clearly understand in which case a company needs a particular system in order to implement popular and cost-effective solutions.

In this article, we will try to show how business process management systems differ from enterprise information management systems, what tasks they solve, how they intersect with each other, in such a way that it is clear not only to specialists, but also to ordinary users. First, we give the well-established definitions of two classes of systems.

Terminology: business process and content management systems

Organization business process management (BPM, Business Process Management)

This concept considers processes as special enterprise resources, continuously adapting to constant changes. The concept relies on principles such as the clarity and visibility of business processes in an organization through their modeling using formal notations, using software modeling, simulation, monitoring and analysis, the ability to dynamically rebuild business process models by participants and by means of software systems.

Enterprise Content Management (ECM, Enterprise Content Management)

This is a set of technologies, tools and methods that are used to collect, manage, accumulate, store and deliver information to all consumers within an organization. In general, ECM focuses on working with unstructured information in any form, including ordinary office documents in Word, Excel, PDF formats, as well as drawings, drawings, graphs, scanned images and, in general, files of any format, messages Email, web pages, videos and other information in in electronic format. The variety of content types significantly distinguishes ECM from business process management, where at the center of the system is workflow. The main task of the ECM is to support the full life cycle information.

Business process management - at the junction of three classes of systems

If all information systems that provide automation and business process management are divided into three classes, then the following picture is obtained:

Document management systems - automate the movement of documentation;
resource management systems - automate resource management;
CASE-tools - automate the modeling and creation of processes.

The business process management system (Business Process Management System, BPMS) is at the junction of these three classes of enterprise software.

If we consider an ECM system, then this is not just a document management system, it combines two key tools necessary to build an information system, these are:

BPM - business process management;
IDM - Integrated Document Management.

Composition of BPM and ECM systems

In order to understand what tasks each system solves, let's look at what modules they consist of.

The main modules of the business process management system are:

graphic modeling module. The module allows the analyst to represent the process in terms of workflow, business rules and information flow;
dynamic simulation module. The module allows you to present the business process model in dynamics. With its help, problem areas of processes and resource constraints are identified, which allows you to make adjustments to the process at the modeling stage;
application development module. The module provides the developer necessary tools to create a user interface, various dialog forms and integration with business applications and information systems;
module for managing workflows and business rules. The module implements workflow management, information and document flows. The module also monitors the execution of specified business rules;
process interface module. The module allows users to view assigned tasks and complete them;
process control module. The module allows you to monitor processes, obtain process indicators, analyze them, and generate reports based on them. Monitoring allows you to optimize and make changes to business processes;
system BPM control module. The module allows you to configure software, assign access rights, control hardware.

Modern ECMs typically include the following modules:

document or records management module (IDM, Integrated Document Management). The module provides storage of documents, document cards, versioning, differentiation of access rights, maintaining the history of working with a document;
document image management module (Document Imaging). The module provides capture, conversion and management of paper documents;
workflow management module (workflow, BPM, Business Process Management). The module provides partial management of business processes, allows you to transfer documents and other content along pre-designed routes, assigns work tasks, creates logs of the progress of business processes;
web content management module (WCM, Web Content Management). The module provides the presentation of the most up-to-date information, a single working environment, differentiation of access to information and a unified security policy;
media content management module (DAM, Digital Asset Management). The module operates with data in electronic form as assets in order to extract the maximum profit from them;
knowledge management module (KM, Knowledge Management). The module provides support for systems for the accumulation, search, and delivery of information necessary for decision making. The module includes tools such as full-text search, end-to-end search across heterogeneous sources of information, automatic categorization and visualization of information;
module for managing collective interaction (Collaboration). The module allows you to adjust the interaction of users in the preparation and use of documents.

After getting acquainted with the modules of BPM and ECM systems, you may get the feeling that the business process management system is just a component of the ECM system, but this is not so.

Business process management complements content management, or vice versa

About 20% of the data in an organization is structured, while the remaining 80% is unstructured content. In order to manage the organization's content, you need to streamlined process management, which in turn is impossible without content. As a rule, in organizations that have chosen ECM as the basis, serious processes cannot be executed without the formation of documents.

In practice, the interaction of systems electronic document management and business process management is often not equivalent, one of the systems is dominant and plays a primary role, and the other is secondary. This is because the customer has different requirements for automation and wants to achieve different goals as a result.

For example, if there is a need only for textual regulations and graphic models of business processes for ISO certification, or there is a need for one-time automation of any individual process, then the functionality of the management system information resources(ECM) will completely solve the tasks.

In the same case, if an organization needs to manage a whole network of end-to-end business processes, then, first of all, it would be advisable to introduce a business process management system, the functionality of which will be able to model, automate, monitor, analyze and improve the business processes of the enterprise. Within the framework of the BPM system, business processes will be defined and implemented, within the framework of these business processes a workflow (workflow) will be formed, a document flow (docflow) is generated in parallel, which is convenient to manage just in the ECM system.

The real benefit from the implementation of the ECM system will be only when it is possible to build its interaction with the main processes of the organization, i.e. integrate unstructured information into processes. And it is BPM that is the link between the ECM system and other corporate information systems of the organization. BPM is what allows a document management system to become an information resource management system and fit it into an organization's business processes.

INTRODUCTION

The problems of increasing the profitability of the enterprise, the efficiency of personnel, the creation of an optimal management structure are of concern to any manager. He has to make decisions in conditions of uncertainty and risk, which forces him to constantly keep under control various aspects of financial and economic activity. This activity is reflected in a large number of documents containing heterogeneous information. Competently processed and systematized, it is to a certain extent a guarantee of effective production management, and the lack of reliable data can lead to an incorrect management decision and, as a result, to serious losses.

Under these conditions, the relevance of ERP systems is obvious. Their implementation allows you to put things in order in warehouse accounting, in the sale of provided services, goods, track contracts, calculate wages faster, and submit reports in a timely manner.

Due to carelessness in accounting for the services provided, the enterprise may suffer greatly or even fail. Business entities also suffer because of ignorance and, accordingly, non-compliance with the latest laws and orders.

The purpose of the work is to consider the features and structure of information systems, as well as software requirements and program characteristics. It is also necessary to compare and choose the most optimal ERP system for the enterprise.

The object of study of the course project was the virtual organization of the entrepreneur Samarin D.V. LLC NPO Tiviant, the city of Krasnoyarsk.

1 Organizational structure commercial enterprise

Research and Production Association "Tiviant" is located in a two-story, detached building. Its area is 1000 sq. meters. The services of the company are presented from the performance of contract tasks in the field of electrical installation, to independent design and implementation of individual projects for the energy supply of buildings and structures.

The company's strategy is aimed at fulfilling the main tasks:

Increasing the share of its presence in the city market;

Increasing profit;

Cost reduction;

Improving the quality of customer service.

The main direction of work is the coordination of the work of the project department for the implementation of effective sales of services in the city.

In the retail direction, the following tasks are set:

1. Creation and maintenance at a high level of competitive retail trade in the services provided.

2. Maintaining the necessary services, changing it in accordance with market conditions and the characteristics of the trading place.

3. Increasing the profitability of the company, increasing profits.

First you need to familiarize yourself with the general activities of the enterprise. This section will provide an organizational and managerial analysis, which will include: consideration of the organizational structure and assessment of its effectiveness, analysis of labor potential, assessment of the effectiveness of the management system, as well as activities related to the management of the organization's personnel. The management structure of an organization is understood as an ordered set of interrelated elements that are in stable relations with each other, ensuring their development and functioning as a whole. The management structure reflects the choice of the enterprise strategy, its goals and objectives of the company; as the enterprise expands, the management structure also changes. The organizational structure of the management of "NPO "Tiviant" is divided into four departments, each of which performs its functional duties (see diagram 1).

Figure 1 - Organizational structure

The director of the company is also the owner. He controls the financial, economic and administrative activities of the store, according to his job descriptions. The entire staff of the company is directly subordinate to the director. The director has the right to accept, dismiss and move employees; manage funds; issue orders, instructions, encourage employees, impose penalties on them if necessary. Also, the director must devote time to improving the productivity of employees, conducting safety briefings at the workplace, placing employees in the workplace in accordance with their qualifications, and establishing discipline.

The "Accounting" department is represented by the only accountant of the organization, who is directly subordinate to the director.

Department "Department of design" is the employees directly related to the functions of the company, the design of projects. It includes a PTO engineer who develops projects. The ETL engineer is engaged in the selection of equipment, as well as electrical measuring work.

The last department "Department of implementation" ensures the implementation of projects, installation and commissioning of equipment. It consists of a storekeeper and installers.

The organizational structure is of a linear type. The advantages of this structure include:

· building relationships "manager - subordinate" with the condition of subordination of each employee to only one leader in the hierarchical ladder;

· Fast execution response.

Disadvantages:

Narrow specialization of each link;

Poor communication at the horizontal level.

Decreased initiative among employees.

2 Enterprise information schema

The company uses the following information technologies that carry out communication and work of a trading enterprise: Microsoft Office software package, telephone communication.

To optimize the work of the staff, as well as to maximize the satisfaction of the needs of consumers of services, it is necessary to introduce modern technologies in the field of retail automation. The choice of an ERP solution is an extremely complex and complex task that requires a serious examination of the organization and a clear formulation of the requirements for the corporate information system. To date, all the world's ERP developers are represented on the Russian market. In addition, lately, domestic suppliers of this class of solutions have been declaring themselves louder and louder. Competition in the market is growing, an increasing number of new players are appearing, as a result, the customer is offered a very wide range of products aimed at solving a different range of tasks. Reasons for implementing ERP systems:

Integrate financial information. When a manager tries to evaluate the performance of a company, he can see many different "versions of the truth." The finance department provides one version of the income statement, the sales department another. The rest of the divisions can show their variations on how they contribute to the business. The ERP system creates one final version of the truth, which cannot be disputed by anyone, since everyone uses the same system.

Integrate order information. In the ERP system, an order lives its entire life - from the moment it appears in the front office, to the moment when the service is performed for the client, and the accounting department issues an invoice to him. By having information in one system, rather than spread across many different applications, it is easier for a company to track an order and coordinate production, warehousing, and shipping across departments at the same time.

Standardize and speed up the production process. Manufacturing companies, especially those with an appetite for acquisition and merger, often find that multiple divisions of the company are doing the same thing using different methods and different computer systems. ERP systems come with standard methods for automating certain steps in the manufacturing process. Standardizing these processes and using a single, integrated system saves time, increases productivity, and reduces headaches.

Reduce inventory. ERP-systems contribute to the fact that the production process runs more smoothly, improves the process of order fulfillment within the company. The company can now stock fewer raw materials needed to make a product and store fewer finished products in warehouses. In order to radically improve the entire supply chain, you may need a special module SCM (Supply Chain Management - supply chain management), which is included in the standard configuration of most ERP systems today.

Standardize personnel information. In companies with a large number of different business units, human resources departments often do not have a single unified methodology for tracking and working with staff. This situation can be corrected by ERP. In their rush to do this, companies often lose sight of the fact that ERP provides little more than a general idea of how a typical company does its business. The reality is much more complicated, and each industry has "chips" that make the company's business unique. So, most ERP systems were originally developed for use by companies that produce things that can be counted or touched, i.e. for discrete production.

3 Software comparison

3.1 1C:Enterprise 8.

From other similar solutions, 1C Enterprise 8 differs in a particularly thorough approach used in determining the composition of the functionality of standard solutions. Interaction with a large number of users allows 1C to analyze their experience in using programs and explore the changing needs of 1C Enterprise 8 users.

When the head of the company analyzes the software market, he can choose the required level of automation, due to the fact that 1C developers offer a wide range of solutions, including both powerful integrated systems and compact programs for small organizations that pay special attention to ensuring that the program is just use. However, with the growth of the company, even simple programs of the 1C: Enterprise system can develop and follow the path of a gradual increase in the level of automation, and the company can switch to new powerful configurations and integrate the implemented program with other system solutions.

The system of software solutions based on the 1C:Enterprise 8 platform takes into account the need to solve standard tasks and the individual needs of enterprises. This feature of the programs is very important for the head of the company or the responsible specialist who selects the system.

The head of the company has the opportunity to choose the most suitable automation option for him, taking into account the specifics of his company, the importance of the tasks to be achieved, the possible timing and optimal costs for the implementation of the program. Of no small importance is the fact that the same solution makes it possible to automate enterprises in stages and at the same time achieve the desired result after passing each stage. A company can take the first steps by choosing standard or industry-specific circulation solutions, with their help, automating the implementation of the organization's main tasks with minimal time and financial costs, and after that, begin to improve the program, taking into account the specific characteristics of its enterprise. In this case, the solution can be applied without stopping.

The 1C:Enterprise 8 software system is based on a single platform, which has become the basis for creating all configurations. One technological platform becomes a guarantee of low cost of individual solutions and simplifies their creation. This concept enables standardized development, scalability, and fast adoption of the latest technology across all configurations.

Hatsukova Russmi Arturovna, student
Kabardino-Balkarian State Agrarian University named after V.M. Kokova
Shafieva Elmira Tlostanbievna, Candidate of Sciences, Associate Professor, Associate Professor
Kabardino-Balkarian State Agrarian University named after V.M. Kokova, Nalchik

BUSINESS
INFORMATION TECHNOLOGY
INFORMATION SYSTEMS
MANAGEMENT

The article discusses the dynamism of business processes and analyzes the ever-changing need for information systems. The achievements in the field of information systems and technologies are considered, with the help of which it becomes possible to carry out engineering and reengineering of business processes.

Formation of the main goals of the strategic development of the crop industry of the agro-industrial complex in the region
Optimal distribution of mineral fertilizers as a factor in the economic efficiency of grain production
Information and consulting support for managing the sustainability of agricultural enterprises
The role of the information and advisory service of the region as one of the tools for sustainable development of the agro-industrial complex
The influence of the information and advisory service on the sustainable development of the agro-industrial complex of the region

At present, most of the existing enterprises belong to the category of large dynamic systems engaged in diversified activities and having a large number of cooperative ties with different partners. Accordingly, the dynamism of business processes increases in proportion to the number of ongoing processes in the enterprise and existing relationships. This is due to constantly changing needs and emerging competition. Business process management is carried out when considering all existing flows: material, labor, financial and information.

Every year there are more and more Internet users all over the world. Consequently, e-commerce is also expanding the range of its users and is beginning to become more and more in demand. Most often, e-commerce serves as an excellent assistant for a company in the competition. There are a large number of advances in the field of information systems and technologies, with the help of which it becomes possible to carry out engineering and reengineering of business processes. Information rises to the highest level and acquires an increasingly significant role in business, both as a resource and as a commodity. The last decades have opened a window with a major flow of information available to all firms. And the introduction of the latest communication technologies has greatly increased the speed of access and receipt of information many times over. But quantity does not always mean quality. Thus, this growth was not always accompanied by an improvement in the quality of the information received.

It is well known that the main goal of any business is to maximize profits. Accordingly, the information systems that exist today can be developed in such a way that the company has the opportunity to achieve its goal.

There are only two ways to classify business information:

The first way of classification assumes that information can be either primary or secondary.

Primary information is data that is obtained as a result of specially conducted field research in order to solve a specific marketing problem. Its advantages lie in the fact that the collection of information is carried out in accordance with a precisely set goal; collection methodology is known and controlled; results are available to the firm and shielded from competitors; the reliability of the data is known. The disadvantages are high cost and high time costs.

Secondary information is that information that exists somewhere and was collected from various sources for various purposes. Secondary data helps the researcher to become more familiar with the situation in the industry, with trends in sales and profits, the activities of competitors, and the achievements of science and technology. The data do not represent specific studies. In turn, sources of secondary information are divided into: internal and external.

Internal sources include:

Marketing statistics (information product characteristics, volume of promotion and sales, volume of discounts, complaints);
Data on marketing costs (by product, advertising, promotion, sale of an information product, communications);
Other data (periodic reports of specialized groups of employees and divisions, current information reports of divisions).

Secondary sources can be:

Public (publicly available to any researcher);
Private (Owned by a particular company);
Subscription (They are a mixture of public and private sources, while the information is in someone's property).

Any business processes to a certain extent depend on information, thanks to which the risk, when making various decisions and developing new strategies for the enterprise, is reduced. The quality management of available information is the main function of managers in most existing companies. Especially to large and transnational corporations. The main goal of information management is to collect and obtain accurate, timely and necessary information, as well as its subsequent transfer to the company's employees.

As a rule, those information management systems that are built on the basis of a computer program help bring information into a clearer system, increase the speed of access, receipt and transmission of data.

Business information is an auxiliary element in presenting to managers a certain knowledge base as internal environment company associated with all the ongoing processes in it, and about the external, in which the company directly operates.

The main goal of collecting information is to be able to form knowledge on its basis and make various decisions as accurately as possible, while having a minimum level of uncertainty. Accordingly, the main attention should be paid to the fact that when obtaining business information, it is necessary to focus on the collection of real, economic, deterministic and unconditional factors. However, such a limitation can reduce the number of possible alternatives to a minimum, and hence the potential of information. This is due to the fact that from consideration of all available information is excluded that which does not meet strict relevant requirements. An interesting fact modernity is that: the higher the uncertainty, the more opportunities there are for divergence and subsequent development; in this case, more information leads in some cases to a reduction in the number of such referrals

There are 4 main purposes for which companies use information:

Reducing risk and minimizing uncertainty;
Gaining power and the ability to influence others;
Monitoring and evaluating the performance and efficiency of your company;
To grow profits and expand markets.

There are many types of information, respectively, there are also different ways of collecting it. Thus, it is customary to collect marketing and sales information less formally than financial or legislative information; their collection takes place officially.

Although the entire information gathering process is a mixture of official and informal collection methods, the preference for using official schemes, regulatory industry and proprietary types of information is considered. And yet, it is often through informal channels that the best official sources are reported.

For example, in smaller organizations, managers prefer to turn their choices to people rather than documents.

The information gathering process consists of two parts:

Continuous collection of information from an informal channel. This channel can be: communication with colleagues, all kinds of other contacts that are part of daily activities;
Permanent politics, as an official channel from which important news comes.

At the moment, the complexity of collecting information and managing it is growing. This means that more and more time is required and the basic skills of managers are lacking. The main requirements for the skills necessary to collect and obtain information include: search, analysis, structuring, storage and manipulation.

The main goal driving organizations in the process of collecting and analyzing business information is to increase their competitiveness. Businesses often use computer and telecommunications technology. The benefits of improved communication can be described as improved customer and supplier relationships, streamlined business operations, and faster access to resources and expert services. But it is increasingly recognized that information alone is not enough. For its effective use, enterprises need to have mechanisms for transforming the necessary information into knowledge and subsequently using this knowledge as property.

Modern information systems are a set of methods and tools that ensure the implementation of the intended set of operations in the process of management and decision-making. Elements such as a step-by-step plan, solution methods and information support are mandatory.

The creation of an information system is carried out for a specific object. An effective system takes into account the following:

Differences between levels of government and scope.
external circumstances.
It also provides a certain level of management with only the information that it needs for effective operation and implementation of management functions.

The development of information technology is directly related to the development of models corporate business. Any control system is based on modern concept office activities. The office can be viewed as a complex system that synthesizes many targeted electronic technologies. The main components of a modern office:

Technical means and their software;
Production areas, buildings where all management personnel are located.

Systems need to provide the most favorable conditions for work, to ensure management staff comfort and safety, availability and branching of telephone networks, satellite communications, local and global networks.

Bibliography

Akperov, I.G. Information Technology in management: Textbook / I.G. Akperov, A.V. Smetanin, I.A. Konoplev. - M.: NITs INFRA-M, 2013. - 400 p.
Vendeleva, M.A. Information technologies in management.: Tutorial for bachelors / M.A. Vendeleva, Yu.V. Vertakov. - Lyubertsy: Yurayt, 2016. - 462 p.
Shafieva E.T., Shafiev A.A. Problems of automating the production activities of an enterprise when using "1C: management of a small company 8" / Actual problems modern economy: international, intranational and regional aspects. Collection of scientific papers based on the results of the IX Interuniversity scientific and practical conference with international participation. 2016. S. 305-308.

In nature, initially harmonious,

Processes develop rhythmically.

The night is gone and a new day is coming

The East brightens - the sun rises again.

And every year winter changes summer.

And it will repeat itself endlessly.

So that the business grows, and you act cyclically:

Plan - do - check - act.

P. Kalita

Business management cycles

It has long been noticed that most of the natural and man-made processes are repeated, forming cycles, while it turned out that repeating processes can be controlled. F. Taylor, the founder of the scientific organization, was the first to notice this, expressing the management process with the words: "plan - do - check" (plan - do - check). Thus, for the first time, a control cycle was defined, consisting of three functions (Fig. 3.1).

The emergence of the ideas of P. Drucker's target management required the expansion of functions by Taylor, which were then concretized by K. Ishikawa. He described the functions of planning and action as follows: "planning" is carried out in two stages: the definition of goals and the definition of ways to achieve goals, and the function of "action" is specified by education and training, as well as the performance of work. Further, the functions of analysis and regulation appeared, which contributed to the further development of management science.

Rice. 3.1.

Rice. 3.2. Shewhart control cycle(PDCA)

The above cycles are universal and cover most of the enterprise management processes. But in practice, target management and the software tools created for its implementation require clarifications and additions related to its specifics. The most important of these will be discussed in this chapter.

Key business performance indicators and their balanced system

P. Drucker said: to manage is to measure. Hence, in order to manage efficiency, one must be able to measure it. Indicators are used to measure the level of achievement of any goals in the economy. But for performance management, you need not just indicators, but key performance indicators. (key performance indicators, KRG), those. those that are most important for assessing and managing the activities of the enterprise as a whole, a separate structural unit or a specific employee. Obviously, for each of the management levels, those that characterize it will be important. Therefore, it is necessary to establish which indicators can be considered key.

For the first time, the concept of "key performance indicators" was introduced by D. Norton and R. Kaplan, who believed that the concept performance combines both effectiveness and efficiency. They believed that KPI will put on a solid basis the implementation of the already well-known concept of P. Drucker, known as "Management by Objectives".