In nature, initially harmonious,

Processes develop rhythmically.

The night is gone and a new day is coming

The East brightens - the sun rises again.

And every year winter changes summer.

And it will repeat itself endlessly.

So that the business grows, and you act cyclically:

Plan - do - check - act.

P. Kalita

Business management cycles

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

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

Rice. 3.1.

Rice. 3.2. Shewhart control cycle(PDCA)

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

Key business performance indicators and their balanced system

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

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

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

• BUSINESS
• INFORMATION TECHNOLOGY
• INFORMATION SYSTEMS
• MANAGEMENT

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

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

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

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

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

There are only two ways to classify business information:

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

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

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

Internal sources include:

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

Secondary sources can be:

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

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

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

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

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

There are 4 main purposes for which companies use information:

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

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

While the entire information gathering process is a mixture of formal and informal collection methods, a preference for the use of official schemes, regulatory industry, and proprietary forms of information is considered. And yet, often information about the best official sources come through informal channels.

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

The information gathering process consists of two parts:

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

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

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

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

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

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

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

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

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

Bibliography

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

An information system is a set of technical, software and organizational support, as well as personnel, designed to provide the right people with the right information in a timely manner.

During the trial operation and during the transition to the commercial operation of the system, for some time it is necessary to conduct business, both in the new system, and continue to conduct them in traditional ways (to maintain paper document management and existing systems). In this regard, certain stages of the system implementation project can be delayed under the pretext that employees already have enough urgent work for their intended purpose, and mastering the system is a secondary and distracting activity. In such cases, the head of the enterprise, in addition to explanatory work with employees who evade the development of new technologies, must:
1. Increase the level of motivation of employees to master the system in the form of rewards and thanks;
2. Take organizational measures to reduce the period of parallel conduct of business.

The need to form a qualified group for the implementation and maintenance of the system, the choice of a strong team leader. The implementation of most large enterprise management automation systems is carried out according to the following technology: a small (3-6 people) working group is formed at the enterprise, which undergoes the most complete training in working with the system, then a significant part of the work on the implementation of the system and its further support falls on this group. The use of such technology is due to two factors: firstly, the fact that the enterprise is usually interested in having specialists at hand who can quickly solve most of the work issues when setting up and operating the system, and secondly, training their employees and their use is always significantly cheaper than outsourcing. Thus, the formation of a strong working group is the key to the successful implementation of the implementation project.
A particularly important issue is the choice of the head of such a group and the administrator of the system. The manager, in addition to knowledge of basic computer technologies, must have deep knowledge in the field of business and management. In domestic practice, when implementing systems, this role, as a rule, is played by the head of the automated control system department or similar. The main rules for organizing a working group are the following principles:
The specialists of the working group must be appointed taking into account the following requirements: knowledge of modern computer technologies (and the desire to master them in the future), sociability, responsibility, discipline;
With special responsibility, one should approach the selection and appointment of a system administrator, since almost all corporate information will be available to him;
Possible dismissal of specialists from the implementation group during the implementation of the project can have an extremely negative impact on its results. Therefore, team members should be selected from dedicated and reliable staff and a system should be developed to support this commitment throughout the project;
After identifying the employees included in the implementation group, the project manager must clearly describe the range of tasks solved by each of them, the forms of plans and reports, as well as the length of the reporting period. In the best case, the reporting period should be one day.

Summarize

MOSCOW INSTITUTE OF RADIO ENGINEERING, ELECTRONICS AND AUTOMATION (TECHNICAL UNIVERSITY)

Faculty: VIS (Information systems)

Specialty: ASOiU

ABSTRACT

Topic: "Information management systems

enterprise business processes.

ERP-system LAWSON M3 - an alternative to SAP, Oracle, Axapta"

Group: VIS8-03 Teacher: Yashin L. Z. Student: Volkov A. N.

Moscow 2006

Introduction

1. Goals and objectives of information systems (IS)
2. IP classification
3. Choice, requirements, assessment of the effectiveness of IS implementation
4. IP choice issues
5. IP Requirements
6. Evaluation of the effectiveness of IS implementation
7. ERP-system for managing business processes of an industrial enterprise
8. LAWSON M3 - an alternative to SAP, Oracle, Axapta
9. LAWSON M3 - An integrated approach to business management

1. Comparison of the LAWSON M3 ERP system with the nearest competitors
2. Competitive advantages of LAWSON M3

1. Industry solutions based on LAWSON M3

Conclusion

List of used literature

Application #1: Keywords modern management technologies

Introduction

Today, the main factor in creating a long-term competitive advantage and the growth of the investment attractiveness of the company become the optimal business management strategies. Effective management is the same resource as money or material values. It is this resource that helps to respond dynamically to a constantly changing market situation, control all aspects of the enterprise's activities, quickly identify "bottlenecks" and concentrate efforts exactly where they are most needed at the moment.

We constantly hear that Russian enterprises cannot compete with Western manufacturers, that our technologies are not so developed, and that the quality of Russian products is too inferior to foreign analogues. The problem is that Russian managers began to face at least two problems in management:

• it turns out that the indicators and procedures that were previously used to analyze and plan the activities of the enterprise (for example, the volume of manufactured products) do not allow them to compete successfully;
• the emergence of competitors not only begins to prevent the usual excess profits, but sometimes reduces it to zero.

IN modern conditions effective management represents a valuable resource of the organization, along with financial, material, human and other resources. Therefore, improving efficiency management activities becomes one of the directions for improving the activities of the enterprise as a whole. The most obvious way to increase the efficiency of the labor process is to automate it. But what is true, say, for a strictly formalized production process, is by no means so obvious for such an elegant sphere as management.

Developing information systems (IS), it is necessary to strive for the production part of the business, creating the possibility of not only a primitive set of information, optimizing business processes and other implementation attributes, but also providing the possibility of analytical processing of information at the level of product properties, technologies, resources, and so on.

It's no secret that often the approach to automation is like this: you need to automate everything, and therefore we buy a powerful integrated system and implement it all module by module. But later it turns out that the effect obtained is very far from the expected one and the money is wasted. Sometimes it may be necessary to implement just a few specialized and inexpensive applications and link them on the basis of an integration platform or, where necessary, use the functionality of an ERP system. All these issues can and should be addressed at the design stage, i.e., a conscious approach to the choice of automation tools, comparing costs with the expected effect. In this case, to adhere to the principle "the more functions, the better" is not worth it. The more the system "can", the more expensive it is and there is a possibility that not all of its functionality will be used and it will not pay for itself.

Currently, it is intensively proposed to introduce corporate information systems (CIS). On the pages of magazines, on the Internet, you can see a large number of materials elevating this or that offspring of monsters, and so on. At the same time, the spread is very large both in terms of prices, terms of work, and services provided. In addition to everything else, various business management ideologies MRP, MRP2, ERP and so on are used.

The hardest thing to build single system, which will meet the needs of employees of all departments. Each of the departments can have their own software, optimized for their specific work. The information system can combine them all into one integrated program that works with a single database so that all departments can more easily share information and communicate with each other. This integrated approach promises to be very rewarding if companies can get the system right.

1. Goals and objectives of information systems

An enterprise is a single organism, and improving one thing can lead to the slightest shift towards success at best, or to a decrease in overall performance at worst. Leaders, especially managers financial departments, must be taken complex solutions pertaining to the entire enterprise. And the workload of the solution operational tasks further complicates the management process.

To simplify the management of an enterprise, primarily financial, it is necessary to have an effective information system that includes the functions of planning, management and analysis. What can the implementation of an information system give:

• reduction of the total costs of the enterprise in the supply chain (during purchases),
• increasing the speed of turnover,
• reducing excess inventory to a minimum,
• increase and complexity of the product range,
• improving product quality,
• fulfillment of orders on time and increase overall quality customer service.

CIS performs technological functions for the accumulation, storage, transmission and processing of information. It develops, forms and functions in accordance with the regulations, determined by the methods and structure of management activities adopted at a particular economic facility, implements the goals and objectives facing it.

The main goals of automating the activities of the enterprise are:

• Collection, processing, analysis, storage and presentation of data on the activities of the organization and external environment in a form convenient for making managerial decisions;
• Automation of business operations (technological operations) that make up the target activity of the enterprise;
• Automation of processes that ensure the implementation of core activities.

2. Classification of information systems

It is proposed to use the following classification of IS systems and subsystems. Depending on the level of service production processes at the enterprise, the CIS itself or its component(subsystems) can be assigned to different classes:

Class A: systems (subsystems) for managing technological objects and/or processes.

Class B: systems (subsystems) for the preparation and accounting of the production activities of the enterprise.

Class C: systems (subsystems) for planning and analyzing the production activities of an enterprise.

The first class A systems that were developed to solve process control problems mainly covered the scope of warehouse, accounting or material accounting. Their appearance is due to the fact that accounting for materials (raw materials, finished products, goods) on the one hand is an eternal source various problems for the management of the enterprise, and on the other hand (in a relatively large enterprise) one of the most labor-intensive areas that require constant attention. The main "activity" of such a system is the accounting of materials.

These systems are typically characterized by the following properties:

• a sufficiently high level of automation of the functions performed;
• the presence of an explicit function of monitoring the current state of the control object;
• the presence of a feedback loop;
• the objects of control and management of such a system are:
• technological equipment;
• sensors;
• executive devices and mechanisms.
• a small time interval for data processing (i.e., the time interval between receiving data on the current state of the control object and issuing a control action on it);
• weak (insignificant) time dependence (correlation) between the dynamically changing states of control objects and the control system (subsystem).

As classic examples of class A systems, we can consider:

SCADA - Supervisory Control And Data Acquisition (supervisory control and data accumulation);

"Financial newspaper", 2009, N 24

Process management is becoming the de facto standard for many managers, but without the use of modern instruments It is rather difficult to organize business process management in a company, and this is primarily due to their complexity as objects of management. In addition to the definition of a business process, its description, improvement and regulation, its "end-to-end" automation is necessary for implementation in a company.

In order for a business process to become manageable, it is necessary to ensure the routing of tasks in accordance with its logic, as well as control parameters, such as the execution time of individual functions, deviations from the standard execution time, and the cost of the process. If a company uses such a tool, then we can talk about creating a full cycle of business process management, within which, taking into account the collected statistics, this process is improved.

Despite the general enthusiasm for the implementation of ERP class systems, the results obtained do not provide "end-to-end" automation of business processes, and therefore there is now an increase in interest in solving its problems using specialized information systems of the Business Process Management System (BPMS, BPM-system).

BPMS class systems are heirs of workflow systems, while the term workflow refers to the management of the flow of work and, through it, the management of a business process. According to the glossary of the international organization Workflow Management Coalition (WfMC), workflow is a full or partial automation of a business process, in which documents, information or tasks are transferred to perform the necessary actions from one participant to another in accordance with a set of procedural rules. An expert from the Delphi Group (a Boston-based workflow consulting firm) commented: "Workflow management emphasizes the importance of the process as a container for information... The model is based on processes, not information." Therefore, a workflow/BPM system is a system that provides the creation, implementation and management of a workflow using software that is able to interpret the description of a business process, interact with participants in the workflow and, if necessary, call the appropriate applications. In fact, workflow / BPM systems are the reaction of the IT market to process approach to management.

At the same time, the realities of the Russian business process automation market have their own specifics associated with a fairly strong presence on the market of Document Management System - DMS class systems, which, in addition to the functionality of storing and searching for documents, have document routing modules - Docflow. The problem is that many customers still do not distinguish between the functionality of Docflow and Workflow among themselves, and when choosing information systems they are looking for a single platform for solving document management and business process management tasks, despite the fact that these are different classes of systems. Therefore, when choosing an information system, there are often requirements for the functionality that is present in systems of different classes, which shows the underdevelopment of the markets for information systems for document management and business process management, as a result of which they try to solve inherently different tasks with the help of one tool.

A clear boundary for the use of BPMS class systems is the focus on managing business processes, not documents. If the business process has a clear logic and a large number of instances per day, for example, a retail lending banking process (more than 1000 applications per day), then, of course, the routing of loan applications will be the main task, while the task of searching and storing will be secondary. In such cases, when the object of automation is a business process, the use of BPM systems is most justified. However, if the task is to automate the free routing of documents throughout the company (without clearly defined processing algorithms) and with a low frequency of execution, then DMS systems containing Docflow functionality will be preferable.

The introduction of BPM systems is closely related to the implementation of process management in a company, and without focusing on business processes as management objects, it will be difficult and ineffective. If a company works through a document registration and signature system, then in order to switch to business process management and use a BPM system, you must first identify and standardize the main business processes, and only then proceed to automate them, which will require changes in the areas of authority and responsibility in the company .

Main classes of BPM systems

If you analyze the analytical materials, you can see that Gartner analysts divide the BPM systems market into two large segments. The first segment is the BPM systems (system-to-system) market, and these solutions are initially focused on integration between information systems. They are mainly used for the internal integration of business processes running in information systems. An example of such integration can be the billing process in a telecommunications company, where many information systems can be used, the functions of which are performed without human intervention, but the systems must be integrated with each other for "end-to-end" automation of this process.

The second segment of the BPM systems market is BPM (human-to-human) class systems, which are primarily designed to automate the sequence of work, i.e. business processes performed by people.

In total, according to Gartner analysts, there are five classes of BPM systems:

administrative systems responsible for the control of instructions;

organization means teamwork with the main focus on document management, which can be attributed to the functionality of Docflow;

BPM components of other systems - internal workflow modules in other systems;

BPM-systems intended for integration - systems with "system-system" integration functionality;

independent BPM-systems that allow solving the tasks of automating business processes performed by people.

It should be noted that the BPM systems market, despite the strong development dynamics, has a large number of suppliers, which, according to Gartner analysts, will lead to large-scale mergers and acquisitions in the near future. Developers of "heavy" ERP and CRM systems are increasing workflow functionality in their solutions, and in addition to this, Document Management System (DMS) document management systems include purchased or proprietary workflow modules, which together leads to increased competition in this market and complication tasks of choosing a BPM system.

Application areas of BPM systems

In most cases, the use of BPM systems is most effective in those industries where companies initially have process organization activities and specifics in the logic of business processes, as well as a high frequency of changes in existing processes. For such companies, BPM systems are the only way to automate processes, since the use of "monolithic" IT solutions or their own developments, as a rule, leads to the fact that, due to emerging business changes, these solutions quickly cease to meet new requirements.

The banking industry is one of the main consumers of BPM systems. This is due to the peculiarities of the organization of front-office processes in each bank. The most common example of using BPM systems in a bank is the automation of retail lending processes. The proof of this is the automation of the "Car loan" process in Sobinbank, performed by IDS Scheer specialists on the Ultimus BPM Suite platform. Examples of other banking business processes that BPM systems are used to automate include customer service request management processes in the call center (change of address, chargebacks, account management, and opening of new accounts). Almost the entire front-office of banks can be automated using BPMS, and in addition to this it is integrated with other information systems used in the bank.

In the telecommunications industry, BPMS can be used to automate the processes associated with processing requests from many customers. For example, the "Organization of connection of subscribers" process was automated in the telecommunications company COMCOR using the Ultimus BPM Suite BPM system. In these companies, user incident management processes (Trouble Ticket) and others can also be automated.

For companies in the energy industry, the use of BPM systems is most effective in processes that are associated with servicing a large number of customers. One of these processes is technological connection to the network, within the framework of which the interaction of the company's customers and several internal divisions takes place. In addition, other processes can be automated, for example, in one of the energy companies, the procedure for coding and approving invoices was automated.

It is important to note that a BPM system can also be used to automate auxiliary business processes. Handling service and purchase requests, personnel management, accrual wages, ordering tickets and cars - all these processes are already automated using BPM systems, which is confirmed in the form of completed projects.

The quality management system is another area of ​​use for BPM systems, and this is primarily related to records management processes, which can also be automated. Moreover, quality control procedures can be integrated into processes automated by BPMS, eliminating a large number routine work. Some companies use BPMS to manage compliance with legislation such as the Sarbanes-Oxley (SOx) Act, which allows the creation of a system internal control, most of the actions in which are performed automatically (control procedures, creation of control certificates, etc.).

Another extensive area of ​​​​use of BPM systems is public administration. Examples of administrative and management processes automated using BPM systems can be responses to citizen complaints, tracking administrative correspondence, issuing licenses or permits, etc. There are examples of using BPM systems in healthcare to automate the processes of registering new customers and in consulting companies ( inclusion of new employees in activities, development commercial offers, negotiation of contracts, personnel management).

Criteria for choosing BPM systems

From the correct choice of information system class BPMS significantly depends on its further use. Today, however, most decisions are made intuitively, which often leads to disappointment with the results of automation. When choosing a BPM system, as a rule, they focus only on external signs- the number of installations, the "loudness" of the name and, of course, the cost. At the same time, it is not given special attention its functionality and technical implementation, which leads to limitations in further work: lack of cross-platform, insufficient scalability, complexity of making changes. Making a choice without understanding the technical and functional parameters of the BPM system, you can make a mistake that will be impossible to correct without loss in the future, so you need to answer the following questions:

how to choose an information system depending on the goals and objectives of the business and the current state of automation;

how to prioritize business processes that require automation;

whether the effect of implementation will exceed the cost of acquiring a BPM system.

One of the key steps in selecting a BPM system is the development of system and vendor requirements. As part of this work, the most critical business processes are identified, an audit of the IT infrastructure is carried out, the boundaries of automation are determined, and requirements are collected from key users of the company. The number of these requirements can vary widely, for example for large companies it can be about 500, and for small ones about 100. For the convenience of working with so many requirements, it is necessary to classify them into groups: functional, technical, cost, to the supplier. This allows you to apply different methods of normalization, weighting and evaluation for each group and achieve the maximum qualitative assessment compliance of the BPM system with the needs of the company. Gartner analysts suggest paying attention to the following requirements when choosing a BPM system:

support for human-to-human tasks and user interface convenience;

support for organizational structure and role groups;

the ability to reassign tasks, prompt intervention in the process and handle exceptional situations;

the ability to control the logic of the process from the user's workplace;

ease of use and administration;

the presence of graphical tools for developing business process models;

supported architectures and standards;

performance and scalability;

ability to serve numerous, long and distributed processes;

a clear configuration interface and the possibility of minimal participation of IT specialists in implementation and support;

the possibility of informing in real time on deviations of process indicators;

support for service-oriented architecture (SOA - Service Oriented Architecture);

the presence of business process templates on the basis of which new processes can be developed;

low total cost of ownership.

Considering the specified requirements for a BPM system as a basis and adding specialized requirements your company, you can get an understanding of what the chosen BPM system should be.

Next, bidders are identified by collecting information on existing BPM systems. Now on Russian market there are about 50 major BPMS providers, and their number is growing from year to year, so it is necessary to systematically approach the process of collecting information. Information about BPM systems can be obtained as a result of analysis open sources, on the basis of which a list of systems accepted for consideration is compiled, and then using the forms (RFI - Request For Information), a request for information is sent to suppliers. Based on the responses received, an initial analysis for compliance with the requirements is carried out, after which the tender participants are determined.

After the participants are identified, a tender is held by compiling and sending suppliers a request for a commercial proposal (RFP - Request For Proposal), containing a complete list of requirements for a BPM system. Based on the participants' response, commercial proposals are evaluated, and it is also recommended to "try" how these systems will work on real company data. To do this, a test case of a business process is being prepared or a "pilot" implementation of a BPM system is carried out on one process.

Experience in project implementation has shown that the choice of a BPM system can be made within a month. During this time, you can form the necessary and sufficient requirements and, taking them into account, select a BPM system and an implementation team.

Conclusion

According to Gartner analysts, by 2012 the majority of companies will gain experience in business process management and embark on the path of their improvement.

The transition to process management can be gradual and carried out through the automation of small procedures and auxiliary processes using BPM systems, therefore, when choosing a BPM system, you need to understand strategic advantages approach in terms of changing the company's management system. It is important to note that the process approach and BPM systems will allow the use of such modern approaches as a Service Oriented Architecture (SOA).

However, the main obstacle to the implementation of BPMS in Russia is a lack of understanding of all the advantages of process management. Adherence to a functional management scheme often does not make it possible to fully automate business processes and implement process management. But at the same time, increased competition in many Russian industries allows us to hope that the tasks of improving business processes will become an urgent need, which will cause even greater interest in BPM systems.

A.Koptelov

Project Director "Controlling 24"

IDS Scheer Russia and CIS countries