Corporate information systems. Principles of organizing corporate information systems. Corporate information system and its use in business projects Purpose and capabilities of corporate information systems

Most information systems are designed to provide information and support decision-making at various levels of management and in various functional areas. The completeness of implementation of management functions is one of the main criteria for the classification of management information systems.

In accordance with this, in business practice a classification has been adopted that involves dividing corporate information systems into three classes (Fig. 41).

Rice. 41.

Simple (“boxed”) CIS implement a small number of business processes of an organization. Typical examples of systems of this type are accounting, warehouse and small trading systems, most widely represented on Russian market. For example, systems of such companies as “1C”, etc. For example, the “1C: Enterprise” system is a universal design program that allows you to keep records in one information base on behalf of several organizations. 1C products occupy about 40% of the Russian software market of this class. The cost of a single-seat configuration, depending on the functions implemented, ranges from $250 to $500; the network version costs about $1000.

Distinctive feature Such products are relatively easy to digest, which, combined with a low price, compliance with Russian legislation and the ability to choose a system “to your taste,” makes them widely popular.

Mid-range systems differ in greater depth and breadth of functionality. These systems are offered by Russian and foreign companies. As a rule, these are systems that allow you to keep track of the activities of an enterprise in many or several areas: finance, logistics, personnel, sales, etc.

They require configuration, which in most cases is carried out by specialists from the development company, as well as user training.

These systems are most suitable for medium and some large enterprises due to their functionality and higher cost compared to the first class. From Russian systems This class can be distinguished, for example, by the products of the company “Galaktika”.

The Galaktika system is focused on automating the solution of problems that arise at all stages of the management cycle: forecasting and planning, accounting and monitoring the implementation of plans, analysis of results, correction of forecasts and plans. The functional composition of the system makes it possible for any enterprise to determine a set of components that provides solutions to the problems of managing economic activities in three global aspects: by type of resources, by the scale of the tasks being solved (level of management), by type of management activity.

TO upper class These include systems that are distinguished by a high level of detail in the economic activities of an enterprise. Modern versions of such systems provide planning and management of all organizational resources (ERP systems).

As a rule, when implementing such systems, existing business processes in the enterprise are modeled and system parameters are adjusted to meet business requirements.

These systems are functionally different: one may have a well-developed production module, while another may have a financial module. Comparative analysis of these systems and their applicability to a particular case can result in significant work. And to implement the system, you need a whole team of financial, managerial and technical experts. Such systems are much more complex to install (the implementation cycle can take from 6-9 months to a year and a half or more). This is because the system covers the needs of the entire enterprise, and this requires significant joint efforts between enterprise employees and software providers.

With increasing complexity and breadth of coverage of enterprise functions by the system, the requirements for technical infrastructure and software and hardware platform increase. All production systems are developed using industrial databases. In most cases, Internet technologies are used.

There is a large selection of high-end CIS on the Russian market, and their number is growing. Recognized world leaders are, for example, R/3 from SAP, Oracle Application from Oracle.

To automate the management of large enterprises in world practice, a mixed solution from the classes of large, medium and small integrated systems is often used.

When building corporate information systems, another classification can also be considered, distinguishing custom (unique) and replicable CIS, depending on the corporate client’s focus on the information support functionality he needs.

Under custom CIS usually understand systems created for a specific enterprise, which have no analogues and are not subject to further replication.

Such systems are used either to automate the activities of enterprises with unique characteristics, or to solve an extremely limited range of special tasks.

Custom systems, as a rule, either do not have prototypes at all, or the use of prototypes requires significant changes of a qualitative nature. The development of a custom CIS is characterized by an increased risk in terms of obtaining the required results.

The essence of the problem of adaptation replicated CIS, i.e. adaptation to working conditions at a particular enterprise, is that ultimately each CIS is unique, but at the same time it also has common, typical properties. Adaptation requirements and the complexity of their implementation significantly depend on the problem area and the scale of the system. Even the first programs that solved individual automation problems were created taking into account the need to configure them according to parameters.

As part of the CIS, it is customary to take into account tools for documentation support for management, information support for subject areas, communication software, tools for organizing collective work of employees and other auxiliary (technological) products. From this, in particular, it follows that a mandatory requirement for CIS is the integration of a large number of software products that implement various methods management.

Depending on the management method used in corporate IS, systems are distinguished, the basis of which is:

Resource management methods. A model is used that represents the organization as a system of resources (finance, inventories, personnel). All processes are described as transactions (business transactions) reflecting the movement of resources. The main management goal for this method is to provide and control resources. The management method is well described by models that have become standards: manufacturing resource planning (MRP II), enterprise resource planning (ERP). The main focus of MRP II is on the management of production resources, while ERP methods claim to manage all the resources available to the enterprise. ERP better takes into account the corporate structure of an enterprise and its international scale. Such systems implement the management of remote enterprises and sales departments around the world.
Process management methods. The model of the organization as a system of business processes is used. Here the central concepts are process, function, data, event. The main control goal for these methods is to ensure coordination of events and functions. This includes methods such as quality management (TQM - IS09000 standard), process management (Workflow - standards of the Workflow Management Coalition association).
Project management methods, based on the PMI (Project Management Institute - PMBOK) family of standards, scheduling models, critical path method, earned value methodology, etc. Management methods are supported by software for project management, commitment management (contracts), supply management and etc.
Knowledge management methods. They use the organizational model as a system of small teams of employees solving a common problem, and corporate knowledge and effective communications act as organizing factors. The main corporate management resource is the corporate knowledge base, in which employees can quickly find information to make the right decision and understand each other. This base concentrates the company's collective experience and creates the basis for corporate communications. The main goal of management is to ensure coordination, communication and quick search for information for independent decision-making. This group of management methods is now experiencing a period of rapid development and has received the general name “knowledge management”. In general, knowledge management methods are supported by information retrieval systems and Internet technologies.

Regardless of the group to which a particular corporate information system belongs, CIS must equally, to the maximum extent possible, satisfy all divisions of the organization, and, if possible, preserve existing business processes, as well as management methods and structure. Without the involvement of automation, it is practically impossible to control the constantly changing balance of resources, business processes, ongoing projects (groups of projects, programs) and the exponentially growing need for the necessary knowledge and information.

Currently, the functioning of almost any organization or enterprise is carried out using computer information technologies. However, it is important to emphasize that a qualitative leap in the use of information technology is associated with corporate information systems (CIS), operating on the basis of a computer network and integrating information resources throughout the organization and its divisions.

The formation of the Russian software market for enterprise management can be dated back to the early 90s, when the country began to liberalize economic relations. At the same time, the first commercial developments of Russian software companies appeared on the market, as well as solutions from foreign companies designed to provide comprehensive management of enterprise resources. And then such systems began to be called corporate information systems.

At the moment, some of the main trends in the Russian corporate information systems market are:

Integration of domestic and foreign systems;

Increased intensity of competition between Russian CIS developers;

Increased intensity of competition in the segment of medium-sized enterprises;

Following global trends in the development of the CIS market;

Transition of Russian-developed systems to the ERP standard.

A corporate information system (CIS) is a management ideology that combines the business strategy of an enterprise (with a structure built for its implementation) and advanced information Technology. The main role here is played by a well-developed management structure, automation plays a secondary, instrumental role.

Corporate information systems (CIS) are integrated management systems for a geographically distributed corporation, based on in-depth data analysis, widespread use of decision-making information support systems, electronic document management and office work. CIS is designed to combine enterprise management strategy and advanced information technologies.

A corporate information system is a set of technical and software tools of an enterprise that implement automation ideas and methods.

The main task of the CIS is to support the functioning and development of the enterprise. The raison d'être of any commercial enterprise, as we know, is to make a profit. Despite the fact that the areas of activity of enterprises (production, services) can be very different, in general the management tasks are similar. They consist in organizing the management of the resources entering the enterprise to obtain the required result at the output.

The following main reasons for the need to implement CIS in an organization can be identified:

a) Replacement of existing systems that do not meet the requirements of modern business (do not support multicurrency and multilingualism, do not scale to the tasks of the developing business of the enterprise, are fragmented and do not allow to form a complete picture of the enterprise’s activities, provide unsatisfactory speed of execution of basic business processes and insufficient efficiency of receiving and processing information necessary for decision making).

b) The need to expand contacts (and their constant support) with partners and clients.

c) Achieving the desired level of competitive advantage.

When using CIS, it is more correct to talk about reducing corporate costs rather than about making real profits. In addition, the implementation of CIS at an enterprise, as a rule, allows for a 15% - 35% reduction in inventories with a simultaneous increase in overall productivity. But even more important is that after the deployment of a CIS, its indirect advantages begin to appear: enterprise management has the opportunity to comprehensively analyze and develop strategic decisions, and closer relationships with customers and suppliers are established. All this leads to increased efficiency of the enterprise.

ERP systems can be used by large organizations to manage and store data flows and contribute to the development of an organization's e-business.

Currently, there is a fairly wide choice on the Russian market of corporate information systems (CIS) software, claiming to be automated enterprise management systems. Table 1 shows the main Russian and foreign CIS.

Among CIS, three groups can be distinguished, divided according to the scale of functionality: large, medium and small. Large integrated systems include SAP R/3, BAAN, Oracle Applications. Medium integrated systems include JD Edwards, MFG-Pro, and some others. Small integrated systems include many Russian developments, such as Parus, Galaktika, etc., and foreign ones, such as Axapta, Platinum, Concorde XAL, etc. In addition, there are a number of so-called local systems that cannot be called integrated, but, nevertheless, they are able to serve the needs of enterprises in terms of accounting and management accounting. These are software products such as 1C, BEST, INFIN, etc.

Table 1 – Corporate information systems

Russian CIS		Foreign CIS
Name	Organization developer	Name	Organization developer
Galaxy	Galaxy

1C: enterprise
		Oracle Applications
	INFOSOFT
			Frontstep
	IntelGroup	Axapta, Concorde XAL	Columbus IT Partner
	Patlan - inform	Navision Financials

	Start Plus

Annotation: Management accounting and reporting. Automated information systems. Integrated information environment. Evolution of CIS.

7. Corporate information systems. Enterprise Information Technologies

Introduction

Modern corporate information systems (CIS) play a very important role in business nowadays.

Rice. 7.1.

The CIS reflects the conceptual and physical architecture of the organization and accompanies its cross-functional activities. The basis of corporate information systems at the present stage are the so-called enterprise resource planning systems (Enterprise Recourse Planning - ERP). World experience shows that a skillfully selected and implemented ERP system significantly improves the manageability of an enterprise and increases the efficiency of its operation.

7.1. Management accounting and reporting

Building a corporate information system should begin with an analysis of the organization's management structure and associated data and information flows. Coordination of the work of all divisions of the organization is carried out through management bodies at different levels. Management is understood as achieving a set goal, subject to the implementation of the following basic functions: organizational, planning, accounting, analysis, control, stimulation.

In recent years, in the field of management, the concept of “decision making” and the systems, methods, and means of supporting decision-making associated with this concept have become increasingly used. Making and executing a business decision is the act of forming and purposefully influencing a management object, based on an analysis of the situation, defining a goal, developing a policy and program (algorithm) for achieving this goal.

The first step towards effective management is the creation of a system for collecting, promptly processing and obtaining prompt, accurate and reliable information about the activities of the enterprise - a system for implementing management accounting.

Management accounting is a problem for a significant part of business managers, mainly due to the lack of an appropriate system for processing and presenting data on the basis of which decisions are made. Sometimes the information that management receives for control and decision-making is generated from the financial reporting system, personnel records, etc. The problem is that this information serves specific purposes and does not meet the needs of management for decision-making. Therefore, in many enterprises there are two parallel accounting systems - accounting and managerial (practical), i.e., serving to ensure the fulfillment of the daily work tasks of employees and managers of the enterprise. As a rule, such accounting is carried out on a bottom-up basis. To perform their work, employees of an enterprise record the data they need (primary information). When the management of an enterprise needs to obtain some information about the state of affairs at the enterprise, it turns to lower-level managers, and they, in turn, to the performers.

The consequence of this spontaneous approach to the formation of a reporting system is that, as a rule, a conflict arises between the information that management wants to receive and the data that performers can provide. The reason for this conflict is obvious - at different levels of the enterprise hierarchy, different information is required, and when building a bottom-up reporting system, the basic principle of building an information system - focus on the first person - is violated. Performers either have the wrong types of data that management needs, or the necessary data is not with the same degree of detail or generalization.

Most managers do receive reports on the work of their departments, but this information is either too lengthy - for example, filing sales contracts instead of a summary report giving figures on total sales for a specified period, or, conversely, is not complete enough. In addition, information arrives late - for example, you can receive information about accounts receivable 20 days after the end of the month, and meanwhile the sales department has already shipped goods to the customer with the last payment overdue. Inaccurate data can cause poor decisions. Accurate data received late also loses value.

In order for the management of an enterprise to receive the data it needs to make management decisions, it is necessary to build a reporting system “from top to bottom”, formulating the needs of the top level of management and projecting them onto the lower levels of execution. Only this approach ensures the receipt and recording at the lowest executive level of such primary data, which in a generalized form can provide the management of the enterprise with the information it needs.

The most important requirements for the management accounting system are timeliness, uniformity, accuracy and regularity of information received by the management of the enterprise. These requirements can be implemented subject to a number of simple principles building a system for generating management reporting:

the system should be focused on decision makers and employees of the analytical department;
the system must be built from top to bottom; managers at each level must analyze the composition and frequency of the data they need to do their work;
performers must have the ability to record and transmit “upward” the data established by their management;
data must be recorded where it is generated;
information of varying degrees of detail should become available to all interested consumers immediately after it is recorded.

Obviously, these requirements can be most fully realized using an automated system. However, the experience of streamlining management reporting systems at various enterprises shows that the implementation of an automated management accounting system must be preceded by a fairly large amount of “paper” work. Its implementation allows you to simulate various features of the enterprise’s management reporting and, thereby, speed up the process of implementing the system and avoid many costly mistakes.

7.2. Automated information systems

The term "automated control systems" (ACS) first appeared in Russia in the 1960s. twentieth century in connection with the use of computers and information technologies in the management of economic objects and processes, which made it possible to increase production efficiency, make better use of resources, and relieve managers from performing mandatory routine operations.

For any enterprise, the possibility of increasing production efficiency is primarily determined by the efficiency existing system management. Coordinated interaction between all departments, operational processing and analysis of received data, long-term planning and forecasting of market conditions - this is not a complete list of tasks that can be solved by the implementation of a modern automated control system (Fig. 7.2).

In this regard, speaking about the increased interest of Russian enterprises in the implementation of automated control systems, it should be noted that currently two main trends in their development and implementation prevail in the domestic market.

The first is that the enterprise is trying to gradually introduce automation systems only in certain areas of its activities, intending to later combine them into a common system, or being content with “piecemeal” (“patchwork”) automation. Despite the fact that this path, at first glance, seems less expensive, the experience of implementing such systems shows that minimum costs Such projects most often result in minimal returns, or even do not bring the desired result at all. In addition, the maintenance and development of such systems is extremely difficult and costly.

The second trend is the comprehensive implementation of automation systems, which makes it possible to cover all parts of the management system from the lower level of production units to the top management level. In this case, such a system includes:

automation of many areas of the enterprise’s activities (accounting, personnel management, sales, supply, etc.);
automation of the main technological processes of the enterprise;
automation of management processes themselves, analysis processes and strategic planning.
Currently, in world practice, the following names are used to designate fully functional integrated automated control systems used by companies:
MRP (Material Requirement Planning),
MRP II (Manufacturing Resource Planning),
ERP system (Enterprise Resource Planning),
ERP-II and CSRP (Customer Synchronized Relationship Planning - Resource planning synchronized with the buyer).

There is no clear and generally accepted general classification of IT enterprises. Possible variant generalized structure of modern information technologies implemented in industrial production various types, is shown in Figure 7.2, in which the following generally accepted abbreviations are made:

CAD systems computer-aided design/ manufacturing (Computer Aided Design / Computer Aided Manufacturing - CAD/CAM);
AS CCI - automated systems for technological preparation of production (Computer Aided Engineering - CAE);
APCS - automated process control systems (Supervisory Control And Data Acquisition - SCADA);
ACS P - integrated automated enterprise management system (Enterprise Resource Planning - ERP); WF - work flows (WorkFlow);
CRM - customer relationship management;
B2B - electronic trading platform ("online business");
DSS - management decision support;
SPSS - statistical data analysis;
OLAP - analysis of multidimensional data;
MIS - management information system (AWS) of the manager;
SCM - supply chain management;
PLM - product life cycle management (typical for discrete manufacturing);
ERP-II - expansion of the ERP system beyond the boundaries of production (i.e. ERP + CRM + B2B + DSS + SCM + PLM, etc.);
WAN - global (external) networks and telecommunications (Wide Area Net);
HR - “Human Resources Management”, can be considered both an independent task and part of ERP (which is shown in the figure as two connections);
LAN - local area networks (Local Area Net).

From the point of view of the introduction of information technology, all enterprises can be divided into two large classes: enterprises with a discrete type of production (discrete production) and enterprises with continuous production (continuous production). For continuous production, the implementation of CAD/CAM comes down mainly to the implementation of graphic systems.

At the same time, the role of the Chamber of Commerce and Industry is increasing. The tasks of the Chamber of Commerce and Industry are significantly expanding towards technological calculations and modeling of technological processes. Automated systems for technological preparation of production - AS CCI (CAE) are beginning to play a decisive role in organizing production (the process in continuous production is almost impossible to organize without technological calculations and modeling).

For continuous production, the introduction of automated process control systems - automated process control systems (SCADA), the effectiveness of which directly depends on the efficiency of production, is becoming very relevant. Most SCADA solutions are based on several software components(real-time database, input/output devices, history of typical and emergency situations, etc.) and administrators (access, control, messages).

A lot of specifics appear when implementing an integrated automated enterprise management system - ACS P - in continuous production.

7.3. Integrated Information Environment

Despite the significant recent expansion of the market information services and products, Information Support The enterprise management system is still at an insufficient level. Information and telecommunication systems operate mainly in the interests of higher levels control and, as a rule, without their necessary interaction. This situation leads to duplication of work, redundancy in the collection of primary information, and increased costs for the development and operation of systems.

The unified information space of an enterprise is a set of databases and data banks, technologies for their maintenance and use, information and telecommunication systems and networks operating on the basis of common principles and general rules. Such a space provides secure information interaction for all participants, and also satisfies their information needs in accordance with the hierarchy of responsibilities and level of data access.

Rice. 7.3.

Rice. 7.4.

The integrated information environment is considered as a complex of problem-oriented, interconnected and interacting information subsystems. The conceptual model of the CIS should adequately reflect this environment (Figure 7.3). Such an environment as the basis of a single information space includes the following main components (Fig. 7.4):

telecommunications environment (communications software), means of organizing collective work of employees (Groupware);
information resources, information systems and mechanisms for providing information based on them:
- ERP system;
- Electronic document management software;
- Software for information support of subject areas;
- Software for operational information analysis and decision support;
- Project management software; embedded tools and other products (e.g. CAD/CAM/CAE/PDM systems;
- HR management software, etc.).
organizational infrastructure that ensures the functioning and development of the information environment, a system for training and retraining of specialists and users of the information environment.

The creation of an integrated information environment should be carried out taking into account the following requirements:

vertical and horizontal integration of existing and newly created corporate and problem-oriented information environments;
unity of organizational, technical and technological principles for building an information environment;
the existence of a unified data transmission system based on various physical media (fiber optics, satellite, radio relay and other communication channels) as the basis for horizontal and vertical integration of information environments and computer networks;
strict compliance with international and Russian standards in the field of information and computer networks, protocols and communications, information resources and systems;
ensuring user access to open and protected databases for various purposes;
security information security and multi-level protection of information from unauthorized access, including guarantees of the authenticity of information distributed in the information environment;
creation of systems and means of collective access in a computer network;
development of information resources and problem-oriented systems based on the ideology of information repositories and open systems that provide the opportunity sharing various hardware platforms and operating systems;
use of the modular principle in the design of centers and nodes for storing and processing information, subscriber points and user workstations;
use of certified software and hardware solutions and unified components of functioning systems and networks;
monitoring of informatization, accounting, registration and certification of information resources;
development of mechanisms and means of providing information service end users, certification and licensing of information services;
use of organizational and methodological materials, system requirements, standards and recommendations for the integration of networks, systems, databases and automated cadastres.

Undoubtedly, an analysis of the general state of informatization, trends and prospects for its development should be based on certain prerequisites and methodological requirements, without taking into account which it would be difficult to talk about its successes or failures.

Companies that are corporations are complex multidisciplinary structures and, as a result, have a distributed hierarchical management system - corporate management. Divisions, enterprises, branches and administrative offices included in the company, as a rule, are located at a sufficient distance from each other. Their information connection forms the communication structure of the company, the basis of which is the information system.

An information system is a company’s infrastructure involved in the process of managing all information and document flows, including the following mandatory elements.
An information model, which is a set of rules and algorithms for the functioning of an information system. The information model includes all forms of documents, the structure of directories and data, etc.
Regulations for the development of the information model and the rules for making changes to it.
Human resources (development department, external consultants) responsible for the formation and development of the information model.
Software whose configuration meets the requirements of the information model (software is the main mechanism for managing the IS). In addition, there are always requirements for the software supplier that regulate the procedure for technical and user support throughout the entire life cycle.
Human resources responsible for customizing and adapting the software and its compliance with the approved information model.
Regulations for making changes to custom structures (specific settings, database structures, etc.) and software configuration and the composition of its functional modules.
Hardware and technical base that meets the requirements for operating software (workplace computers, peripherals, telecommunications channels, system software and database management system (DBMS).
Operational and technical human resources, including personnel for maintaining the hardware and technical base.
Rules for using the software and user instructions, regulations for training and certification of users.

The corporate information system (CIS) provides support for making management decisions based on the automation of processes, procedures and other ways of carrying out the company's activities. Activities are regulated by information and regulatory documents, as well as the results of measurements and assessments, statistical materials and operational management, etc. In addition, the tasks of the CIS may be to assist personnel in analyzing problems, visually examining complex objects, and developing new products.

The main controlling factor is the decision-making procedure, based on the result of which the system (enterprise, corporation, company, organization) is influenced. The CIS itself does not make decisions, but, being effectively configured, it is capable of supplying information to the manager and decision makers from the perspective that is most suitable for making a specific decision.

CIS can take over most routine processes, but not all decision-making processes. In turn, management without IS, built on modern information technologies, becomes less and less effective.

Information technology is a set of hardware, software, information storage technologies, network technologies that provide communications and connection of system components into a single whole. All these resources used in the company determine the information technology infrastructure, or IT infrastructure, which is the foundation for building an IS.

IS contains data about various objects necessary for a specific company. In doing so, it uses information technology to transform a set of data into a stream of information that can be used by a person. There is a significant difference between the concepts of “software” and “information system”. Programs, just like the electronic stuffing of computers, are just materials for creating a modern IP. Computers provide storage and processing of information; software is a set of instructions that control the actions of a computer. Knowing how computers and software work is important when developing solutions for companies, but we must not forget that it is just part of IP.

As part of the CIS, it is customary to take into account tools for documentation support for management, information support for subject areas, communication software, tools for organizing collective work of employees and other auxiliary (technological) products. A mandatory requirement for CIS is the integration of a large number of software products that implement various management methods.

IN corporate systems Various management methods are used, including methods for managing resources, processes, projects and corporate knowledge (in a broad sense).

Resource management methods use a model that represents a company as a system of resources (finance, inventories, personnel) owned by the owners: legal entities, structural divisions, individuals. All processes are described as transactions (business transactions), reflecting the movement of resources between owners. This includes managing finances, inventories, and personnel to the extent that they are considered a resource (salaries). The main management goal for this method is to provide and control resources.

The management method is well described by models that have become standards: the accounting model (for example, CAAP), manufacturing resource planning (MRP II), enterprise resource planning (ERP). Balance sheet models with posting language are used as a universal presentation language. The methods in this group are supported by a wide range of application software, with accounting systems being the most common.

Process management methods use a model of the company as a system of business processes. Here the central concepts are process, function, data, event. The main control goal for these methods is to ensure coordination of events and functions.

This includes methods such as quality management (TQM standards, ISO 9000), process management (Workflow standards of the Workflow Management Coalition association). These also include project management (the PMI family of standards), but only to the extent that these projects can be considered standard, reduced to the level of technology. Formal languages are used as a universal language for presenting descriptions, many of which are fixed as standards: languages of the IDEF family, CIM-OSA, languages for describing object-oriented models. Management methods are supported by software, which is known as project management systems, document management, and technological processes.

Project management methods based on the PMI (Project Management Institute - RMBOK) family of standards, schedule and network planning models, critical path method, earned value methodology, etc. supported by software for managing projects, obligations (contracts), deliveries, etc.

Knowledge management methods use the company model as a system of small teams of employees solving a common problem, and corporate knowledge and effective communications act as organizing factors. The main corporate management resource is the corporate knowledge base, in which employees can quickly find information to make the right decision and understand each other. This base concentrates the company's collective experience and creates the basis for corporate communications.

The main goal of management is to ensure coordination, communication and quick search for information for independent decision-making. This group of management methods is now experiencing a period of rapid development and is collectively called “knowledge management.” It is still too early to talk about standards at the model level, although some trends have emerged in the field of universal description languages. To structure information, the SGML language, which is recorded as the ISO 8879 standard, is beginning to be actively used. This group of methods also includes project management methods (the PMI family of standards), which are supported by special software such as Primavera Methodology Manager, which summarizes the experience of project implementation and allows, based on libraries of standard fragments quickly generate new projects that meet new requirements in terms of timing, resources, depth of elaboration of the project structure, budget, etc.

When using such systems, critical management factors are project communications and qualification level project team, and not the quality of the project. In general, knowledge management methods are supported by GroupWare class software, information retrieval systems, intranet technologies: web technology, by email, teleconferences. GroupWare systems served as the starting point for intranet technology. It is no coincidence that the leaders of the GroupWare class software market have become the leading manufacturers of intranet systems: Lotus, Microsoft, Novell. Along with the listed manufacturers, Netscape and Oracle occupied a strong place in this market.

Wide-profile information systems, which mostly include modern CIS, must equally, to the maximum extent possible, satisfy all divisions of the company, and, if possible, preserve existing business processes, as well as management methods and structure. Without the use of automation, it is practically impossible to control the constantly changing balance of resources, business processes, ongoing projects (groups of projects, programs) and knowledge growing exponentially.

Business model of the company Practice has developed a number of approaches to conducting organizational analysis, but the engineering approach is the most widespread. Organizational analysis of the company with this approach is carried out according to a certain scheme using the complete business model of the company. The company is considered as a target, 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 company's capabilities are determined by the characteristics of its structural divisions and the organization of their interaction. In Fig. 4.1 presents a generalized diagram of organizational business modeling. Building a company’s business model begins with a description of the model of interaction with the external environment according to the law of unity and struggle of opposites, that is, with the definition of the company’s mission. Rice. 4.1. Generalized scheme of organizational business modeling Mission according to is

activities carried out by an enterprise in order to fulfill the function for which it was established - providing a product or service to customers.
The mechanism by which an enterprise realizes its goals and objectives.

The company's mission to satisfy the socially significant needs of the market is defined as a compromise between the interests of the market and the company. At the same time, the mission as an attribute open system is developed, on the one hand, based on market conditions and the positioning of the company relative to other participants in the external environment, and on the other, based on the objective capabilities of the company and its subjective values, expectations and principles. 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). Defining a mission allows you to create a tree of company goals - hierarchical lists of clarification and detail of the mission. The tree of goals forms a tree of strategies - hierarchical lists of clarification and detail of ways to achieve goals. At the same time, on corporate level strategies for business growth, integration and investment are being developed. The business strategies block defines product and competitive strategies, as well as segmentation and promotion strategies. Resource strategies determine strategies for attracting material, financial, human and information resources. Functional strategies define strategies in the organization of management components and stages of the product life cycle. At the same time, the need and subject of partnership relations (subcontracting, services , promotion, etc.). This allows us to provide customers with the required product of the required quality, in the right quantity, in the right place, at the right time and at an affordable price. At the same time, the company can occupy the optimal place in the partner chain of created values, where its capabilities and potential will be used in the best possible way. This makes it possible to form the company’s business potential - a set of commercial activities aimed at meeting the needs of specific market segments. Next, based on the specifics of sales channels, an initial idea of the organizational structure is formed (centers of commercial responsibility are determined). There is an understanding of the basic resources necessary for the reproduction of the product range. 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 commercial activities on a regular basis. In addition, the resources necessary for this (material, human, information) and the structure of the company are clarified. Building a company’s business potential and functionality allows us to use a projection matrix to determine management’s areas of responsibility. Projection matrix is a model presented in the form of a matrix that specifies a system of relations between classifiers in any combination of them. The commercial responsibility matrix establishes the responsibility of structural units for generating income in the company from the implementation of commercial activities. Its further detailing (by identifying centers of financial responsibility) ensures the construction of a financial model of the company, which, in turn, makes it possible to implement a budget management system. The functional responsibility matrix assigns the responsibility of structural units (and individual specialists) for the performance of business functions in the implementation of commercial processes (purchase, production, sales, etc.), as well as management functions related to the management of these processes (planning, accounting, control in areas of marketing, finance, personnel management, etc.). Further detailing of the matrix (down to the level of responsibility of individual employees) will make it possible to obtain the functional responsibilities of personnel, which, together with a description of rights, responsibilities, and powers, will ensure the development of a package of job descriptions. The description of business potential, functionality and corresponding responsibility matrices represents a static description of the company. At the same time, the processes that are currently occurring in the company in a collapsed 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 accepted 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.);
package of Regulations on structural divisions (shops, departments, sectors, groups, etc.);
job descriptions.

This brings transparency to the company's activities by clearly delineating and documenting the areas of responsibility of managers. Further development (detailing) of the business model occurs at the stage of dynamic description of the company at the level of process flow models. Process flow models are models that describe the process of time-sequential transformation of a company’s material and information flows during the implementation of any business function or management function. First (at the upper level) the logic of interaction between process participants is described, and then (at the lower level) - the technology of work of individual specialists at their workplaces. Organizational business modeling ends with the development of a data structure model, which determines the list and formats of documents accompanying the processes in the company, and also specifies the formats for describing environmental objects, components and regulations of the company itself. In this case, a system of directories is created, on the basis of which packages are obtained necessary documents and reports. This approach makes it possible to describe the company’s activities using a universal set of management registers (goals, strategies, products, functions, organizational units, etc.). By their structure, management registers are hierarchical classifiers. By combining classifiers into functional groups and assigning elements of different classifiers to each other using matrix projections, you can obtain a complete business model of the company. In this case, a process-target description of the company occurs, which allows one to obtain interrelated answers to the following questions: why-what-where-who-how-when-to whom-how much Therefore, the complete business model of the company is a set of functionally oriented information models, providing interconnected answers to the following questions: “why” - “what” - “where” - “who” - “how much” - “how” - “when” - “to whom” (Fig. 4.3). Rice. 4.3. Complete business model of the company Thus, organizational analysis involves building a set of interconnected information models of the company, which includes:

A strategic goal-setting model (answers the questions: why is the company engaged in this particular business, why does it intend to be competitive, what goals and strategies need to be implemented for this);
Organizational-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 and how is implemented in the company);
Process-role model (answers the question of 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 external environment objects are described).

The presented set of models provides the necessary completeness and accuracy of the description of the company and allows us to develop clear requirements for the designed information system. Templates for organizational business modeling The technology of organizational business modeling involves the use of standard template techniques for describing a company. Mission development template As mentioned above, any company with its micro- and macro-environment is a hierarchy of open, subject-oriented systems nested within each other. The company, on the one hand, is part of the market, and on the other hand, defends its own interests in the competition. The mission is the result of the company's positioning among other market participants. Therefore, a company's mission cannot be described by analyzing it internal structure. To build a model of a company’s interaction with the external environment (defining 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 carried out according to the template presented in Fig. 4.4. Rice. 4.4. Mission development template (projection matrix) When developing a company mission model, it is recommended:

Describe the basis of a company's competitiveness - the set of characteristics of a 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, information, etc.)
for the subject - knowledge and skills of personnel and experience of managers.

This determines the uniqueness of the company's resources and skills and creates a "can do" attitude.

Find out the market conditions, i.e. determine the presence of effective demand for the goods or services offered and the degree of market satisfaction by competitors. This allows you to understand the needs of the market and form a “must” position.
Identify the presence of promoting and counteracting factors for the selected type of activity on the part of government institutions in the field of politics and economics.
Assess the prospects for technology development in the chosen field of activity.
Assess possible support or opposition from public organizations.
Compare the results of the above actions, taking into account legal, moral, ethical and other restrictions on the part of the staff and form the “I want” position.
Assess the level of possible costs and income.
Assess the possibility of achieving a compromise acceptable to all parties and formulate the company’s Mission in accordance with the template shown in Fig. 4.5.

Rice. 4.5. Mission Development Template A mission in a broad sense is the core business concept of a company, set out in the form of eight provisions that define the company’s relationships with other entities:

what the Customer will receive in terms of meeting their needs;
who, why and how can act as a partner of the company;
on what basis is it expected to build relations with competitors (what, in particular, is the willingness to make temporary compromises);
what the owner and shareholders will receive from the business;
what managers will receive from the company’s business;
what the staff will receive from the company;
what cooperation with public organizations may consist of;
how the company’s relations with the state will be built (in particular, possible participation in supporting government programs).

Template for business formation In accordance with the developed Mission of the company, socially significant needs are determined to satisfy which the company's business is aimed. The development of a company's business potential can be carried out according to the Business Formation Template presented in Fig. 4.6. Rice. 4.6. Template for business formation As a result, a basic market and a basic product are formed, the detail of which determines the company's offers through the eyes of buyers (product groups) and groups of buyers homogeneous in relation to the company's products (market segments). Using a matrix projection (Fig. 4.7), a correspondence is established between the formed 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. 4.7. Template for the formation of businesses (projection matrix) Template for the formation of the company's functionality (main business functions) Based on the list of businesses, using a matrix projection (Fig. 4.8), a classifier of the company's business functions is formed. Rice. 4.8. Template for the formation of the main 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 management tools/circuits used in the enterprise) and “Stages of the management cycle” (a technological chain of operations sequentially implemented by managers in the organization work in any control loop). Then, in a similar way, using the projection matrix, a list of the main management functions is formed. In Fig. 4.9 shows examples of classifiers on the basis of which a matrix is built - a generator of basic management functions. Rice. 4.9. Template for the formation of the main management functions The presented matrix projections (Fig. 4.8, Fig. 4.9)) allow the formation of functions of any degree of detail by more detailed description both rows and columns of the matrix. Template for forming areas of responsibility for the company's functionality Formation of areas of responsibility for the company's functionality is carried out using a matrix of organizational projections (Fig. 4.10). Rice. 4.10. Template for the distribution of functions across organizational units The matrix of organizational projections is a table, the rows of which contain a list of executive units, and the columns contain a list of functions performed in the company. For each function, the executive link responsible for this function is determined. Filling out such a table allows you to find the department or employee performing it for each function. Analysis of the completed table allows you to see the “gaps” both in the performance of functions and in the workload of employees, as well as rationally redistribute all tasks between performers and consolidate them as a system in the document “Regulations on the Organizational Structure”. The regulation on the organizational structure is an internal document that fixes: the company's products and services, the functions performed in the company, the executive units that implement the functions, the distribution of functions among the units. The table of projections of functions onto executive units can have a very large dimension. In medium-sized companies this is, for example, 500 units - 20 units for 25 functions. In large companies this can be 5,000 units - 50 units per 100 functions. The matrix of commercial liability is constructed in a similar way. Streaming process description template The flow process description template is shown in Fig. 4.11. This description gives an idea of the process of sequential transformation of resources into products through the efforts of various performers on the basis of relevant regulations. Rice. 4.11. Flow process model Construction of an organizational-functional model of a company The organizational-functional model of a company is built on the basis of a functional diagram of the company’s activities (Fig. 4.12. Rice. 4.12. Functional diagram The company's goals and strategies are formed based on the mission. With their help, the required set of products and, as a result, the required resources are determined. Reproduction of products occurs through the processing of resources in the main production cycle. Its components form the necessary business functions for supplying resources, producing products, and distributing them to distribution points. To manage this 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 (security, technical equipment, prevention and repair, etc.) are formed. This approach allows you to describe an enterprise using a universal set of management registers (goals, strategies, products, functions, organizational units, etc.). Management registers are hierarchical classifiers. By combining classifiers into functional groups and assigning elements of different classifiers to each other using matrix projections, it is possible to obtain a model of the company's organizational structure. To build an organizational-functional model, only two types of elementary models are used. Tree models (classifiers) are precise hierarchical lists of selected management objects (organizational units, functions, resources, including executive mechanisms for business processes, documents and their structure, etc.). Each classifier element can be additionally characterized by a number of attributes: type, scale, comment, etc. In fact, classifiers are a set of management registers containing mainly non-quantitative information, the totality of which sets a coordinate system for describing the company's activities. The number of such classifier lists is determined by the purpose of building the model. Matrix models are projections that define a system of relations between classifiers in any combination of them. Links can have additional attributes (direction, name, index, scale and weight). The initial model uses only a few domain classifiers:

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.

A function classifier usually has three basic sections:

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, so first a formal description, coordination and approval by the management of the enterprise of the list of its businesses (areas 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 company functionality is needed. As a result of these operations, the functionality 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 units, it is important that the level of detail of the functions corresponds to the level of detail of the links. After the formation of all the 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 onto organizational units in practice resembles a game of tic-tac-toe (Fig. 4.10). The rows of the table indicate the divisions, and the columns indicate 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 performing the function, a cross is placed. For high-dimensional projections, a mechanism for arranging connections between two classifiers, represented by lists, is used. Standard practice for 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 detail to 2-3 levels. The purpose of building this model is to provide information about the organizational structure to the company's top managers for conducting strategic analysis, analyzing 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 of a business plan, large clients, etc.). A detailed model is a model of an organizational structure, the detailing of accounting registers of which is carried out at deeper levels than in the aggregated model. The level of detail in the model is determined by the specific needs of the company (creation of certain organizational regulations). The purpose of constructing 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. The construction of a detailed model allows you to create various intra-company regulations: Regulations on the organizational structure of Fig. 4.13. Below is an example of a description of fragments of the organizational and functional model of a manufacturing enterprise (Fig. 4.14 and trading enterprise Fig. 4.15. The given projection matrices are the basis for identifying the business processes of an enterprise and their owners at subsequent stages of creating a corporate information system. Rice. 4.13. Scheme for creating the Regulations on the organizational and functional structure of the company Fig. 4.14. Distribution of functions among divisions of a manufacturing enterprise Fig. 4.15. Distribution of functions among divisions of a trading enterprise The functions of divisions of a manufacturing enterprise are considered within the following functional areas:

corporate governance;
finance;
staff;
material resources;
orders;
production;
product development;
planning;
supply/procurement;
quality;
marketing/sales.

The distribution of functions among structural divisions in the context of individual functional areas of activity in managing a production enterprise is presented in Fig. 4.14. The functions of the divisions of a trading enterprise are considered within the framework of other functional areas (see Fig. 4.15). Organizational Modeling Tools Applications modern technologies for organizational modeling allows you to significantly speed up organizational design. In the early 1990s, the first programs appeared in the West to solve problems related to organizational problems of enterprise management. Orgware - a new class of programs - was focused on solving 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 the enterprise, which will generate the required documents.” The conceptual basis of BIG Master was a modern process approach to organizing the company’s activities. At the top level, a process system is usually described by a function tree - the term functional is often used to denote it. Functions are considered here as "collapsed" processes. All processes-functions, at a minimum, must be defined (i.e., identified as a type of activity that has a certain goal and results) and classified by type (main, supporting, management processes). Responsibility and authority for managing processes on a regular basis should also be assigned. 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, the identified (“key”) processes can be described as a technological sequence of operations (to obtain the required results). For this purpose, flow models of business processes are used, the purpose of which is to describe horizontal relationships in the organization that connect 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 a matrix projection mechanism 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 customize the “resolution” of the view of the company in relation to a specific management task. The projection system allows you to reflect any additional properties related to this object(for example, qualification requirements for personnel involved in the process). In addition, the view of 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 transposable matrices, and for flow models of business processes - in the form of IDEF0 (IDEF3) diagrams and text descriptions, which facilitates the understanding of tasks by process participants. At the same time, the construction of the flow models themselves occurs in the usual tabular forms. The model makes it possible to generate an unlimited number of new classifiers, projections and flow models, and therefore, reports and documents to describe and, most importantly, create regulations for the company’s activities. Having 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 functions performed. The process model is dominated by a functional-technological approach - horizontal integration of business operations according to procedures. All of the above features of BIG Master make it convenient instrumental means organizational modeling.