Systems theory views a process as a change in a system. Indeed, any activity is an action aimed at achieving a result, which is expressed in the fact that the system acquires a new state. We encounter processes in development, technology, chemistry and even sociology. However, each of us is a daily participant in work processes. As experience shows, company managers often avoid automating and formalizing processes; to them this seems like a not entirely democratic “tightening of the screws.” But in vain. Competent construction and management of processes in a company of any profile helps to ensure adequate interaction between employees, conditioned by responsibility and attention to deadlines. Process approach is not dead - it underlies many fashionable theories of development, company, and personnel management. Today we will tell you where processes are found, how to manage them and whether you need them in principle.

Process approach: from cybernetics to management

In general, when talking about CRM and ERP, everyone is used to hearing the concept of “business process” and often discussions come down to how a business process differs from a process. There is a version that the term is a tracing-paper from the English language “business process” (business process) and the compound word business does not carry any load, except for isolating the processes taking place in companies from numerous processes (technical, chemical, biological, etc.). Actually, it’s easy to agree with this version, remembering how, for example, a trial is called simply a process, discarding the attribute.

Important digression: the place of the process in the quality management system (ISO 9001)

“This standard advocates the application of a process approach to the development, implementation and improvement of the effectiveness of a quality management system with the aim of increasing customer satisfaction by meeting customer requirements.

To operate successfully, an organization must define and manage numerous interrelated activities. An activity that uses resources and is managed to transform inputs into outputs can be considered a process. Often the output of one process forms directly the input of the next.
The application of a system of processes in an organization, along with their identification and interaction, as well as the management of processes aimed at obtaining the desired result, can be defined as a “process approach”.
The advantage of the process approach is the continuity of management that it provides at the interface of individual processes within their system, as well as during their combination and interaction.

When applied in a quality management system, this approach emphasizes the importance of:

A) understanding and fulfilling the requirements;
b) the need to consider processes in terms of the value they add;
c) achieving the planned results of the processes and ensuring their effectiveness;
d) continuous improvement processes based on objective measurement.

The model of a quality management system based on a process approach shown in the figure illustrates the connections between processes (organizations - author's note). This model shows that customers play a significant role in establishing the requirements considered as inputs. Monitoring customer satisfaction requires assessing information about customers' perceptions that their requirements have been met. The model shown in the figure covers all the main requirements of this standard, but does not show the processes at a detailed level."

Thus, the standard recommends that an organization identify all key activities and learn how to manage them. In turn, an activity that uses resources, has a goal and a result, is already considered as a process. Moreover, often the result of one process serves as the entry point of another. The GOST R ISO 9001:2008 standard itself means significant species company activities planning, direction, management analysis, resource management (including personnel and infrastructure), product life cycle process management, design and development, measurement, analysis and improvement.

Processes in Ruli24 - how to steer correctly

• Leadership processes. They come down to three components: organization, leadership, management. For these processes, it is important to implement a competent software process for coordination, analysis and data collection.

All analytics are built in reports: the user can make the selections he needs and analyze sections using filters, graphical, tabular and checkerboard views.

• Basic processes. They strongly depend on the type of activity of the company, but almost always include marketing, supply, and promotion.

• Supporting processes - elements of direct production and support of core activities. This includes personnel management, financial management, security, IT infrastructure, accounting, etc.

In addition to this division, there is a division described above: into research, design, production and information processes. They are not only interconnected, but also act in relation to any object or its part.

The process management mechanism includes the organization of work regarding the four specified types of processes. Each process has its own order of execution, form of control and expected result. The input and output of the process are works.

The system provides several forms of work management. The use of one form or another is determined both by the specifics of various types of activities and by organizational aspects. Work with information processes carried out using control forms:

• “Incoming document” - registration of external incoming documents;
• “Outgoing document” - registration of documents sent to external organizations;
• “Request” is a universal mechanism for official correspondence, regardless of the administrative hierarchy of relationships.

• "Forum" - registration teamwork, distribution of internal documents, discussion mechanism;
• “Meeting” is a mechanism for scheduling meetings.

• “Subjects” - the form is used to highlight works in certain areas;
• “Project” - the form is used to group work into specific projects;
• “Total work” - registration of work general, which includes work assigned to specific performers.
• “Project task” - registration of a specific task to the contractor for the project.

• “Business process” - the form is based on a description of the sequence of work to achieve a certain result.
• “Task” is a form by which work is organized and execution is monitored, depending on the hierarchy of service relationships

• Creation new job– as a result, a record is created in the system describing the work in the “Attention” state.
• Familiarization with the work – the work is transferred to the “Open” state.
• Execution of work – the work is transferred to the “Active” state.
• Registration of the fact of execution - enter the completion date of the work and a report on the work performed. The job is moved to the Completed state.
• Closing a job – the author of the job checks the fact that the job has been completed and transfers it to the “Closed” state. If the result of the completed work is unsatisfactory, the author transfers the work to the “Closed (-)” state.

If you are reading the post not for the sake of interest in the process approach, but are choosing a CRM or a suitable automation system for all components of your business, look under the spoiler - it clearly shows the implementation of processes in the Ruli24 interface.

Slides, slides!

Ruli24 Process management– includes 13 tasks.

Ruli24 Process Management Administrator– allows you to configure activities, objects and user rights.

Ruli24 Organizer allows you to conduct both personal and collective time management. Here personal affairs, simple production (tasks, requests, operational tasks) and research papers(meetings and forums). Planning can be done through your calendar or through an employee’s calendar. Various types of files and electronic documents. All types of work are available in the “My Cases” folder, where widgets reflect new, open and overdue cases.

In the problem Ruli24 Office work Incoming, Outgoing and Organizational distribution documents are added to the Organizer objects. Now these documents are also available in the “My Cases” folder.

In the problem Ruli24 Project Management Subject, Project, Summary Work, Project Task are added to the Organizer objects. All these works can be seen not only in the Calendar, but also on the Gantt chart and in the Planner. Now these works are also available in the “My Cases” folder.

In the problem Ruli24 Business process management can be created typical business processes and run and monitor instances of business processes.

In the problem Ruli24 Work management collected all the work from the research process (discussion), from the information process (paperwork), the design process (design) and production process(production). Now all the work from these processes is available in the “My Cases” folder.

In the problem Ruli24 CRM Administrator, CRM, CRM B2B, CRM B2C, Leads, Transactions, Work with B2B clients, Work with B2C clients are added. Work from CRM is now available in the “My Cases” folder.

However, a system for managing processes in a company is needed not only by such colossians as banks, but also by almost any company. For a deeper understanding of the process approach, you can apply the so-called Deming-Shewhart cycle “Plan - Do - Check - Act” (PDCA). It is "plan - act - check - improve action". Using this cycle allows you to constantly implement continuous process improvement aimed at increasing the efficiency of the organization. This concept was deeply reflected in the development. This is what the volumetric management model looks like, which underlies the idea of ​​the entire system. If you imagine the model as interactive, the relationships and intersections of all components become clear.

The process description form below resembles a PERT diagram, i.e. network schedule. The difference is that not all work can be performed in a specific implementation of the production process, depending on the “crossroads” conditions. In addition, each job can be further defined (in some of its attributes) depending on the conditions in the process description. But, as we remember, the process does not know about the implementation of procedures and instructions within it.

So, we have decided on the model and will draw up an approximate checklist for managing processes in your company.

• Atomize processes. Each process should be an independent regulated unit, then it will be easier for you to manage the company as a whole. In addition, in the case of organizing company automation as a combination of many small processes, it is easier to identify and correct the weak link; there is no need to interfere with large-scale processes. And this saves a lot of time and does not allow work to stop.
• Structure your processes. Each process must have an owner, responsible persons, entry and exit points, procedures within, a goal and a result. The process must have time parameters and metrics for its successful/unsuccessful completion. It only looks like bureaucracy from the outside - the human brain quickly adapts to the convenience of automation, and also receives an additional “bonus”: you don’t need to keep everything in your head, reminders and notifications will do the work for the manager.
• Link processes- this is the only way to achieve an effective management model. Connections and dependencies between atomized processes will allow you to collect maximum information about leads, clients, work results, etc., and streamline and significantly speed up the activity itself.
• Use a suite of process management tools(reports, funnels, Gantt chart, plans). This will allow you to quickly identify problem areas and make changes.
• Continuously work with processes and improve them. Even if the best experts in the industry, your company and Ruli24 developers gather in one place, it will not be possible to create an ideal process and establish management. After the next iteration, it is necessary to review the process parameters, analyze its progress and results, and compare them with expectations. after several runs, you will be able to create the most polished “gear” processes that, without exaggeration, will help your company run like clockwork.
• Include suppliers, contractors, part-time workers, and freelancers in the processes. The more elements you take into account, the more controllable your company will be for you. Most business automation systems (and Ruli24 is no exception) are open to connecting external agents, but this feature is rarely used. We must remember that everyone on whom the result depends is significant.
• Draw processes on paper, correct in work groups, distribute resources. Introduce a clear process with unambiguous nodes, stages and transitions into the business automation system.

More than business processes Add tags

Annotation: Purpose of the lecture: Presentation of the process approach to organizing enterprise management

Introduction

Process approach assumes that the activities of an enterprise can be represented as a set of ongoing business processes. It is effective for enterprises in production activities in which there is repeated repetition of the same chains of actions performed by different performers. Such enterprises are the majority of office companies engaged in various types work with documents, for example, such as banks, insurance, investment companies, consulting companies, publishing houses. Also, the use of the process approach is effective in enterprises whose activities are described by detailed regulations, for example, in government bodies.

About a hundred are used in the literature different definitions business process concepts. Therefore, in this course we will not give a general definition of a business process; we will just note that, as a rule, the definition assumes that a business process has a graphical diagram on which nodes and transitions (arrows) are located. Control points move along transitions.

The appearance of a control point in a node of a certain type corresponds to the execution of some action in the production activity of the enterprise. Transitions in the business process diagram, as well as nodes intended for branching and merging control points, are located in such a way that the actions taken into account in the business process are performed in a coordinated manner and in the correct order. Process approach does not imply mandatory automation of the enterprise. Business processes can be of two types: Business processes for analytical modeling of enterprise activities and executable business processes.

Business processes for analytical modeling actually represent a special language of communication between managers, business analysts and enterprise executives and are used to develop and explain basic decisions on organizing the business of an enterprise. Their task is to ensure the perception and understanding of these decisions by people, so they do not contain details, as a rule, they are limited to describing only frequently used sequences of actions that do not contain any deviations; the sequences of actions described in them are not intended for real execution.

Executable business processes, on the contrary, involve moving control points along a business process diagram in a computer environment in strict accordance with the actions performed in the enterprise. Such computer environments are implemented - business process management systems and. From now on we will call them SUBPiAR. In fact, SMS&AR distribute tasks to the executor in accordance with the movement of control points along the business process diagram and control the execution of these tasks.

Historically process approach At first it included only business processes for analytical modeling. As part of this approach, the enterprise's business processes were identified, the identified business processes were analyzed, and proposals were generated to improve business efficiency by changing business processes. Next, the modified business processes were implemented at the enterprise. It happened, as a rule, quite long and difficult - through change job descriptions, organizational structure, direct instructions from managers.

The advent of executable business processes has brought many new benefits to the process approach. The main ones are:

• the use of SMS&AR as an analogue of a production conveyor and, as a result, a significant increase in the productivity of office workers
• the ability to quickly change enterprise business processes in response to changing business conditions

IN last years there is an active implementation of SMS&AR both in business and in government organizations. Therefore, there was a need to train students in both economic specialties and specialties related to information technology, process approach and work with SMS&AR.

This course focuses primarily on executable business processes. The course provides the definition and main characteristics of executable business processes, describes business process management systems and administrative regulations and their main components. The basics of developing enterprise business processes are outlined. It is expected that within the framework of this course, students will study the theory of executable business processes, the main components of a typical SMS&AP, become familiar with graphical notations for describing business processes, and receive practical experience development and execution of business processes.

A description of the main elements of business process management systems is given using the example of a free system with open source– RunaWFE RunaWFE is freely distributed along with its source code under the open LGPL license. The system is free, it can be freely installed on any number of computers and used without any restrictions. You can download distributions and source code via the Internet from the free developer portal software sourceforge. net at: .

The RunaWFE project website address is http://www.runawfe.org/rus.

Process approach to organizing enterprise management

Levels of process management

A modern take on process management involves the distribution of management across several levels.

At the first level, the general strategic management enterprise. This level uses business processes for analytical modeling. The task of business processes at this level is the formation of general ideas about the main business processes of the enterprise and the exchange of these ideas between managers. This level does not imply the actual execution of the developed business processes. At the first level, it is convenient to depict business processes in graphical notations IDEF0, IDEF3, DFD, EPC, and related ones. You can also use some of the BPMN 2.0 notation constructs at this level. As software to work with business processes at the first level, you can use, for example, programs such as Business Studio, Microsoft Visio or ARIS.

Sequences of actions in first-level business processes can be described simply in the form of text; such descriptions are called text regulations. However, people perceive visual information much faster and easier than text descriptions. Therefore, it is graphical representations of simulated business processes that are most widely used.

Simulation modeling tools are also used at the first level of process management. This class of programs does not provide for the actual execution of enterprise business processes in a computer environment. Simulation modeling systems contain a customizable statistical model of an organization's business processes. By setting various parameters of this model and repeatedly “playing out” business processes on conditional automatic users, it is possible to obtain the values ​​of various performance indicators and thus predict changes in the real indicators of the enterprise in the future depending on certain changes in business processes. If statistical model constructed correctly, then simulation modeling can be a means of determining the optimal parameters of business processes.

At the next level, the enterprise's strategic business processes are translated into executable business processes. At this level, business process diagrams are usually depicted in BPMN, UML (Activity Diagram) and related notations. On the second level Current activity The enterprise is represented as a set of running instances of business processes. At this level, SUMS&AR are used. The main task of these systems is to distribute tasks to performers and monitor their implementation. Along with the task, the performer is given the information required to complete it. The sequence of tasks is determined by a business process diagram, which can be developed and subsequently quickly modified using graphic designer. This diagram is similar to a flowchart of an algorithm. Control points move according to the diagram. At certain nodes of the circuit, tasks are generated for executors.

There are certain similarities between an executable business process and a computer program. Algorithms underlie both an executable business process and a computer program. For computer programs Just like business process analytical modeling, there are graphical notations (such as the UML class diagram) that programmers and software architects use to explain various software and architectural decisions. However, computer programs themselves are not yet widely developed in the form of graphic objects; they are mainly written in the form of texts in programming languages. How is the situation for executable business processes different from computer programs? Unlike a computer program, the commands of which are executed by a computer, some of the actions of a business process are performed by people. They do this significantly longer than the computer, so business process instances run for a relatively long time and their state changes slowly. Moreover, unlike a computer program, during the execution of business processes, enterprise management can significantly influence their implementation, for example, increase or decrease the number of employees performing certain actions.

Therefore, it is important for executives and managers of an enterprise to quickly understand the state of the running instances of the enterprise’s business processes. This understanding is provided by a graphical diagram of a business process with the current positions of control points plotted on it, as well as the routes traversed by these points since the launch of the business process instance. For computer programs, such diagrams in most cases do not make sense, because the speed of movement of control points will significantly exceed the limits of human capabilities to track them.

The third level corresponds to the business objects of the enterprise. The state of the entire enterprise at the current point in time is determined by the state of all business objects of the enterprise at this point in time. The process approach assumes that the states of business objects are changed by instances of second-level business processes when performing corresponding tasks. For this layer, content management systems (ECM systems) or database management systems are traditionally used as storage. It is also possible to use ERP systems at this level (for example, you can use the 1C or Galaktika system).

In business process development examples, we will sometimes use Microsoft Excel document sheets as a storage of business objects. This is made for educational purposes to demonstrate the third layer concept quickly and easily.

Advantages of the process approach

The use of a process approach at the first level leads to the emergence of a common language for describing business processes for all managers of an enterprise, based on graphic diagrams. After enterprise employees master this language, they will be able to quickly read existing business processes, discuss their features, and propose various changes. After conducting a survey of the enterprise, identifying repeating sequences of actions and grouping them into first-level business processes, it becomes possible to analyze the selected business processes, identify and correct bad decisions, optimize bottlenecks and critical areas of business processes. If the activities of an enterprise are not formalized and business processes are not described, then it is difficult to improve and optimize management.

Using executable business processes provides the following benefits:

• Significantly increases labor productivity
• Significantly simplifies the activity of monitoring work performed. Increases the transparency of the enterprise.
• Improves the quality of the enterprise's products, because - due to automatic regulation and monitoring tools, compliance with all stipulated rules is ensured
• Allows you to quickly change business processes in response to changing operating conditions of the enterprise
• Allows you to solve the problem of enterprise-scale integration
• Reduces the cost of enterprise automation work, increases the speed of development and reliability of software.

Let's look at these benefits in more detail.

Previously (before the advent of executable business processes), the execution of business processes in organizations was carried out mainly indirectly - through changes in job descriptions, the organizational structure of the enterprise, and direct instructions from managers. However, the degree of automation modern enterprises allows you to implement direct execution of business processes in a computer environment. In this case, an analogue of a production conveyor appears at the enterprise, from which it is possible to obtain an increase in labor productivity comparable to that obtained from the introduction of a conveyor in production. Increased labor productivity is achieved due to the fact that this mechanism makes it possible to eliminate routine operations and ineffective procedures associated with searching and transmitting information from employee actions, and significantly increase the speed of employee interaction. Workers complete assigned tasks without being distracted by:

• Obtaining from other workers the data necessary to complete the task
• Transferring the results of your work to other employees
• Studying job descriptions

Everything necessary appears in front of the employee on the computer screen. The sequence of execution of work elements is determined by the business process diagram. At the nodes of the circuit, the SUP&AR distributes tasks to performers and controls their implementation.

The use of executable business processes also allows you to quickly rebuild an organization's business processes. In many cases, task performers may not even be informed about a change in a business process, since this will not affect the nature of their work. That is, it becomes easier and faster to change the execution of processes. In this way, the enterprise can more effectively respond to changes in internal or external conditions.

A modern Russian enterprise, as a rule, already operates several heterogeneous automated systems that participate in some of the enterprise’s business processes. Since business processes permeate the entire enterprise, they will have to interact with everyone during execution. automated systems. Thus, the task of implementing an SMS&AP turns out to be a special case of the task of integrating enterprise-scale computer applications. In other words, when implementing an SMS&AP at an enterprise, applications should appear that ensure its integration with existing systems.

SUMS is a central part of modern enterprise-scale systems. If the corporate information system (CIS) does not have a SUMS, then the logic of business processes turns out to be scattered across various elements of the system - databases, individual applications, etc., such systems are difficult to maintain and develop further.

At enterprises with stable, repeating chains of operations, the implementation, configuration and maintenance of systems based on SMS&AR turns out to be faster and cheaper than traditional automation, in which individual application components are developed for various tasks and departments. SUBPiAR allow:

• Quickly adapt development to changing tasks and the emergence of new ideas during development
• Reduce development costs by:
  • Development of business processes using SUMS instead of writing code
  • Elimination of interaction between programmers and the customer. A business analyst and a customer are much more comfortable interacting with each other when jointly developing the main elements of an executable business process diagram than a customer and a programmer when discussing the text of a technical specification
  • In this case, the programmer is freed from routine tasks and can concentrate on developing complex graphic elements and connectors, which increases the efficiency of his work
• Reduce technical support costs
• Significantly reduce the cost of modifications and maintenance

In traditional development, the solution is described twice: once using the text included in the technical task or technical project, the second time - in the form of program code. The process approach allows you to describe the solution only once, in the form of an executable business process, and thus reduce automation costs.

These advantages (faster, cheaper, easier to support and maintain) coincide with the advantages of the object-oriented programming paradigm compared to the procedural programming paradigm, which has almost been forced out of practice. By analogy, automation based on executable business processes can be interpreted as a new high-level programming paradigm and one can expect a significant increase in the scale of its use compared to traditional automation.

Executable business processes and management system

Business process management is an actively developing field and many terms in it have not yet been fully established. Various authors resort to concepts such as SUMS, work flow management systems (Workflow), document management systems (Docflow), enterprise-scale integration systems (EAI - Enterprise Application Integration), etc.

We will use the term workflow management to refer to cases where only people perform tasks in a business process. We will consider the term SUBPiAR as more general in relation to work flow management: the executors of tasks of a business process or regulation in SUBPiAR are both people and computer applications. As a rule, the management system coordinates the work of all performers uniformly, without specially highlighting the work performed by humans or computer systems.

In addition to DBMS, document management systems, or DocFlow systems, have become widespread. Instead of control points, document management systems use a “document flow.” DocFlow systems describe the activities of an enterprise in the form of documents traveling between their editors along certain routes in accordance with given rules.

DocFlow systems are the successors of paper document flow. Hence their natural limitations follow: a limited set of actions can be performed with a document: approve/reject, endorse, delete, make edits, etc. Typically, document management systems are complemented by systems for storing images of paper documents and version control systems. The main advantage of document management systems is the ability to quickly implement them in an enterprise, if there is already good level document flow has been established.

In document management systems, as well as in DBMS, there are graph-based schemes that consist of nodes connected by possible transitions. However, it is not control points that move along these graphs, but “baskets” of documents. In DocFlow systems, as a rule, data is contained inside documents that directly move through the document flow diagram.

In a SUMS, data does not move with the control point, but is contained in global (corresponding to the entire business process) and local (corresponding to one node) variables.

Currently, management system and document management systems are systems different types, however, document management systems are gradually approaching the functionality of SUMS and AR. With the help of modern DocFlow systems, you can model many types of business processes, and with the help of SUMS, you can automate elements of document flow.

Executable business processes

The evolution of the development of SMS&AR has led to the use in modern systems concepts such as business process definition and business process instance. Sometimes a business process definition is also called a business process template. The business process definition contains a business process diagram, business process roles, and rules for assigning performers to roles. During the execution of a business process, control points move along the diagram. The easiest way to think of control points and their movements is by analogy with moving pieces in a children's board game with a cube.

The business process definition also contains a description of data storage structures. During the execution of a business process, these structures contain specific data. Even in modern BPMS, the definition of a business process contains a description of the means of interaction of the business process with the task executor. Typically this is a graphical form for user interaction, or a software interface for interaction with an information system. Another element of defining a business process are business rules, which are used to select a specific path for further movement of the control point at route branching points.

For each business process definition, you can create and run instances of that business process. The differences between a definition and a business process instance correspond to the difference between a variable type and a variable instance in a traditional programming language. That is, if the definition of a business process contains a business process diagram, data types, and role names, then in a running instance of a business process, the diagram contains moving control points, specific performers are assigned to roles, business process instance contains specific data whose types correspond to the data types in the business process definition. Also, in business process instances, specific task executors are assigned to roles.

Business processes that can be executed in a computer environment must be formally defined in a sufficiently strict manner so that they can be easily translated into a computer-understood representation. It is convenient to use mathematical concepts for this.

Let us give a formal definition of an executable business process, the basis of which is the ideas of S. Yablonsky and S. Bussler:

An executable business process is determined by specifying the following perspectives (points of view or layers/levels of consideration):

• control-flow perspective
• data perspective
• resource perspective
• operational perspective

Let us consider in detail all levels of the formal definition of an executable business process. In this case, we will use the “Payment of supplier invoice” business process as an example. With its help, we will try to explain all the prospects for the formal definition of a business process.

Control Flow Perspective

The control flow perspective corresponds to the business process diagram. Initially, a diagram was defined as a mathematical concept - a directed graph: a set of nodes connected by transitions (arrows). Business process nodes could be of two types - nodes corresponding to process steps and route nodes. The control point (a pointer to the active process node) moves along the transitions, guided by the business rules in the route nodes (business rules also apply to the control flow perspective).

The node corresponding to the process step contains an Activity node. If the control point has arrived at the action node, then the SUMS gives the task to the performer (employee or information system) and waits for a response (message that the work has been completed). After the performer’s response, the control point moves along the transition to the next business process node. A node corresponding to an action node can only have one incoming and one outgoing transition adjacent to it.

A route node corresponds to the appearance, removal, branching-merging of control points, or the selection of a transition along which the control point will be moved further. In such nodes, the management system selects, based on the business rules contained in the routing nodes, the next node(s) to which control will be transferred. Often these nodes have more than one incoming or outgoing transition associated with them.

The fundamental difference between a process step and a route node is that in a route node you only need to make a decision about the further path(s) of movement of the control point based on existing data, so the control point should not be in the route node for a long time. The control point may remain in a process step for a long time. An exception to this rule is merging route nodes, in which incoming control points “wait” for the arrival of control points along the remaining incoming transitions, after which all incoming control points are destroyed and control points are generated along outgoing transitions. However, if we assume that the control point that arrived at the merge node is deleted immediately, while the node stores information that the control point has already arrived along this transition, then this exception disappears.

A running instance of a business process can have multiple control points at the same time. In accordance with business logic, the management point in a route node can be divided into several management points, and management points can also wait for each other in a certain route node and then merge into one management point.

Later, with the advent of various business process-related standards and specifications, this definition was expanded:

1. Combination nodes have been added, which are the merging of a process step with one or more route nodes. For example, when merging an action node with a route node located behind it, which selects one of several possible directions, only the action node is placed in the diagram and the transitions that must leave the route node are directly attached to it.
2. Additional constructions have been added, the elements of which are not elements of the graph (hereinafter referred to as additional constructions), however, transitions and route nodes can be attached to these elements, or transitions can intersect these elements. For example, events and interrupt areas were introduced to encompass business process steps. When the control point is located inside the area with an interruption, an event may occur (the client may change his mind about placing an order, force majeure circumstances may arise during the validity of the contract, etc.). In this case, the control point can immediately move from any node located inside the area to a route node attached to the area and from there continue moving along the transition connected to it.
3. Nodes have been added that correspond to a process step, but are not action nodes. For example, waiting nodes in which no tasks are given to the process executors, the UPMS simply waits in these nodes for the occurrence of a certain event, after which the control point moves on. Subprocess nodes have also been added. For these nodes, a specific executor is not defined; in these nodes, the SMS&AR launches another business process as a subprocess of the current process and transfers the corresponding data to it.

With the additions, the control flow perspective can be defined as follows:

The control flow perspective represents a business process diagram. A business process diagram consists of a directed graph and possibly additional constructs. Business process nodes can be of three types - nodes corresponding to process steps, route nodes and combined nodes, which represent the merging of a process step with one or more route nodes.

Process steps are action nodes or additional nodes. Control points move along transitions. At the moment the control point arrives at the action node, the SUBPiAR gives a task to the executor. After the executor completes the task, the control point moves along the transition to the next process node. A node corresponding to an action node can only have one incoming and one outgoing transition adjacent to it.

A route node corresponds to the appearance, removal, splitting, merging of control points, or the selection of a transition. These nodes may contain business rules on the basis of which further paths of management points are selected. In routing nodes, the SUP&AR selects the next node(s) to which control will be transferred.

We will explain the behavior of the nodes most commonly used in business processes, and also provide their graphic images.

The "start" node corresponds to the start point of the business process execution. It has no incoming edges and one or more outgoing edges. At the moment of launching a business process instance, a control point is placed in the node, which immediately leaves it along the outgoing edge. There must be a single "start" node in a business process. Indicated by a “thin” circle (Fig. 1.1 a). In the case of multiple outgoing transitions, the node is combined by an exclusive gateway, so when starting a business process instance, the user selects one of the outgoing edges along which the control point will be moved further.

Rice. 1.1.

A "flow termination" node must have one or more incoming edges and no outgoing edges. When any management point hits this node, it is deleted. An instance of a business process in which there is no control point left is considered completed. There can be multiple thread completion nodes, but there must be at least one such node. Indicated by a “bold” circle (Fig. 1.1 b).

The “end” node corresponds to the end point of the execution of a business process. The End node must have one or more incoming Transitions and no outgoing Transitions. When control reaches Termination, all threads of this process, as well as all its synchronous subprocesses, stop. There can be multiple Finish nodes in a business process. However, this node is not required in a business process if there is at least one flow termination point in the business process. Indicated by a black circle inside a circle (Fig. 1.1 c).

The “action” node generates a task for the performer, is denoted by a rectangle with rounded corners, in the center of which the name of the node is written (Fig. 1.1 d), and can have several incoming and several outgoing edges. In the case of several outgoing transitions, the node is combined by an exclusive gateway, therefore, for each control point that arrives at it, when performing a node task, the user selects one of the outgoing transitions (edges), along which the control point will be moved further.

An exclusive gateway node can have multiple incoming and multiple outgoing edges. For each control point that arrives at it, it is selected along which of the outgoing edges it will be moved next. It is indicated by a diamond with a “cross” in it (Fig. 1.2 a).

In Fig. Figure 1.3 shows an example of the business process graph “Payment of supplier invoices”. The steps of the process are depicted as rectangles with rounded edges; the beginning of the process corresponds to a circle, and the end - a circle with a circle inside. The element "Pay the bill" is a combined node, which is a composition of a route connection node of transitions and an action node. The remaining rectangles with rounded edges are action nodes. Elements in the form of diamonds correspond to route nodes - places where control point routes branch.

At the beginning of the business process, the supply business manager enters the parameters of the expected payment (invoice number, invoice date, invoice amount, counterparty company, agent company, comment). Next, the department's budget execution is automatically monitored. If the current deal exceeds the budget, it is automatically rejected and the business process ends. If the department's budget is not exceeded, the transaction amount is compared with the payment limit. Further, if the limit is not exceeded, the invoice is paid automatically, after which the business process is completed. If the limit is exceeded, the payment must be confirmed by the financial director.

The following business rules correspond to the “Payment of supplier invoice” business process:

1. If the external application called in the "get data from budget" node returned the value "no" to the variable "Is the department's budget exceeded", then you should proceed to check the limit, otherwise go to the business process completion node.
2. If the value of the "invoice amount" variable is less than the value of the "one-time payment limit" constant, you need to go to the "pay the invoice" node, otherwise - to the "confirm payment" node.
3. If a performer belonging to the role " Financial Director", filling out the fields in the appropriate form, returned the value "yes" to the variable "whether the manager approved", then go to the "payment of invoice" node, otherwise - to the business process completion node.
4. business process management can also be complex and differ from the behavior of the control point in the traditional flowchart of the algorithm: in this example, if the application is approved by the boss, the control flow is divided into two parallel flows (the separation and merging of flows corresponds to a diamond-shaped element, inside which shows a “plus sign”), executed simultaneously, which then “merge” at one point.

Data Perspective

The data perspective corresponds to a set of internal business process variables. Business process variables can be input and output parameters when interacting with the information systems enterprises. With the help of variables, information is exchanged between process steps and, as a result, between external information systems, i.e., a business process can transfer information in a corporate information environment between heterogeneous information systems. Business process variables are also used when selecting a specific internal control point movement between nodes along any of the possible transitions.

Modern realities force us to adapt the management apparatus to a dynamically developing environment with fierce competition. The opinions of professionals in this regard differ. Some completely deny the importance of organizational and economic methods, others propose appointing someone responsible for each management function.

Practical experience shows that the use only functional approach leads to a decrease in management efficiency. What is the essence of other management methods? What is the process approach focused on and what are its advantages?

4 approaches to management

IN modern management There are four types that allow you to look at the organization and management process differently. This is a quantitative, process approach, systemic, situational, which arose in the twentieth century.

Process approach in management

The modern process approach is based on a systems approach to management and considers any organization as a single organism. At each enterprise, various business processes take place, receiving resources at the input, and producing a semi-finished product or product at the output. The entire cycle is closed on the release of finished goods and services.

This approach consists of organizing work in such a way that it is based on dividing all enterprise activities into business processes, and the management apparatus into blocks. The entire system can be presented in the form of a diagram, a chain with individual links - operations. The end result of the production chain is the product. The units responsible for a specific business process are formed from structural divisions.

Fundamentals of the process approach

To make it more clear, we have compiled all the postulates in the table below.

Problems in implementing the process approach

In theory, the process approach looks simple and logical, but its implementation in the activities of an enterprise in practice turns out to be difficult. In this case, it is worth paying attention to real examples, the practical results of other organizations, and the opinion of professional consultants. For any organization, the implementation of an untested theory results in large financial and other costs.

The practical application of the process approach is associated with a number of problems:

• management introduces a process approach to management only at a formal level;
• the created system does not correspond to the real state of affairs in the organization;
• an attempt to introduce the approach at an informal level;
• managers do not perceive the approach as a new organizational ideology;
• management does not think about the need to regulate processes or does not know how to manage them;
• managers are not ready for fundamental changes, for example, revising the company structure;
• lack of competence, motivation, dedication, perseverance in optimizing processes.

Process approach in the organization and quality management system

One of the main requirements of ISO 9001:2000 is the implementation of a process approach. According to the standard, it is necessary to identify processes and organize their management, but a specific system of actions is not given.

Many managers, starting work on creating a QMS, perceive its implementation as informal. At the same time, they emphasize how significant the expected changes for the better that arise during implementation are, and not the QMS certificate itself. In practice, the implementation of the project creates difficulties. They frighten the management of the organization, which decides to limit itself to compliance with the formal requirements of ISO.

Thus, the QMS remains at a formal level. As a result, frustrated staff have a negative attitude towards the system itself and the process approach.

Methods for transition to process management

All of them are presented in the table:

What does the description and regulation of processes provide?

Increasing efficiency is not directly related to process regulation. The enterprise may not have descriptions and regulations. The work will still be performed by employees according to accepted rules, since the staff knows the production process. Such organization of work leads to constant loss of resources. Description and regulation of processes open up a number of possibilities:

1. Activity within the framework of standards and repeatability of processes create opportunities for management.
2. Identification of problems, difficult moments, losses of resources during the implementation of processes.
3. Development of measures to improve processes.
4. Experience and knowledge of work processes that can be transferred to new employees, branches, and other organizations.
5. Implementation of benchmarking, comparison of your enterprise with competitors to improve business processes.
6. Internal audit.

Regulation is effective if it is accompanied by analysis, development and implementation of improvements.

Ideology of the process approach

The process approach and its real, rather than formal, implementation into the management system causes many difficulties. The problem for management is the lack of leadership skills and the ability to involve staff. Changes when creating new systems must first occur in the minds of workers.

Employee engagement is made easier if the approach is taken as an ideology. First, an idea penetrates people's consciousness, and then it becomes a tool. Then the staff will be ready to apply new methods and programs, for which they must be encouraged.

Conclusion

In many countries around the world, the process approach to management is perceived as the main factor of business success. It is no coincidence that it has become the basis of quality management standards. The effectiveness of the approach has not yet been confirmed real examples implementation on Russian enterprises. There are few examples, as well as new benefits from implementing the standard. The reason is that many organizations simply changed the terminology: there was a sales department, now there is a “Sales” process. Department heads have become process owners.

The process approach in management is the main tool among the tools that are used by management to reorganize the management system.

Process inputs are elements that undergo changes during the execution of actions. The process approach considers materials, equipment, documentation, various information, personnel, finances, etc. as inputs.

The outputs of a process are the expected results for which actions are taken. The output can be either a material product or various types of services or information.

Resources are the elements needed for a process. Unlike inputs, resources do not change during the process. The process approach defines such resources as equipment, documentation, finances, personnel, infrastructure, environment, etc.

Process owner– the process approach introduces this concept as one of the most important. Each process must have its own owner. The owner is a person who has at his disposal the required amount of resources and is responsible for the final result (output) of the process.

Each process must have suppliers and consumers. Suppliers provide the input elements of the process, and consumers are interested in receiving the output elements. A process can have both external and internal suppliers and consumers. If a process has no suppliers, then the process will not be executed. If a process has no consumers, then the process is not in demand.

Process indicators necessary to obtain information about its operation and to take appropriate management decisions. Process indicators are a set of quantitative or qualitative parameters that characterize the process itself and its result (output).

Advantages of the process approach

Due to the fact that the process approach creates horizontal connections in the work of the organization, it allows one to obtain a number of advantages in comparison with the functional approach.

The main advantages of the process approach are:

• Coordination of the actions of various departments within the process;
• Orientation to the result of the process;
• Increasing the effectiveness and efficiency of the organization;
• Transparency of actions to achieve results;
• Increased predictability of results;
• Identifying opportunities for targeted process improvement;
• Removing barriers between functional departments;
• Reducing unnecessary vertical interactions;
• Elimination of unclaimed processes;
• Reducing time and material costs.

Improving activities based on a process approach

The process approach underlies several popular and quite effective concepts for improving the work of organizations. Today, four areas can be distinguished that use the process approach as the main approach to improving operational efficiency.

These areas include:

Total Quality Management(TQM) This is a concept that provides for continuous improvement of the quality of products, processes and management systems of the organization. The organization's work is based on customer satisfaction;