Annotation: Principles of creating an information system. Business process reengineering. Process mapping and modeling. Providing the process of analysis and design of IS with the capabilities of CASE technologies. Implementation of information systems.

4. Development and implementation of an information system

4.1. Principles of creating an information system

Many users of computer hardware and software have repeatedly encountered a situation where software that works well on one computer does not work on another similar device. Or the system units of one computing device do not interface with the hardware of another. Or the information system of another company stubbornly refuses to process the data that you prepared in the information system at your workplace. This problem is called the problem of compatibility of computing, telecommunications and information devices.

The development of computer systems and tools, their expanded implementation in all areas of science, technology, services and everyday life have led to the need to combine specific computing devices and information systems implemented on their basis into unified information and computing systems (ICS) and environments. At the same time, IVS developers faced a number of problems.

For example, the heterogeneity of technical means of computer technology in terms of the organization of the computing process, architecture, command system, processor bit capacity and data bus, etc. required the creation of physical interfaces that, as a rule, implement mutual compatibility of devices. With an increase in the number of types of integrated devices, the complexity of organizing the physical interface between them increased significantly. The heterogeneity of programmable environments implemented in specific computing devices and systems, in terms of the variety of operating systems, differences in bit depth and other features, has led to the creation of software interfaces between devices and systems. It should be noted that it was not always possible to achieve full compatibility of software products developed for a specific software environment in another environment. The heterogeneity of communication interfaces in the human-computer system required constant coordination of software and hardware and retraining of personnel.

The principle of "openness" of the information system

Solving compatibility problems has led to the development of a large number of international standards and agreements in the field of application of information technologies and development of information systems. The fundamental concept has become the concept of open systems.

The term "open system" can now be defined as "a comprehensive and consistent set of international information technology standards and functional standards profiles that specify interfaces, services and their supporting formats to enable interoperability and mobility of software applications, data and personnel."

This definition, formulated by specialists from the IEEE (Institute of Electrical and Electronic Engineers), unifies the content of the environment that an open system provides for widespread use. Currently, the generally recognized coordination center for the development and harmonization of open systems standards is OASIS (Organization for the Advancement of Structured Information Standards).

The general properties of open information systems can be formulated as follows:

• extensibility/scalability: providing the ability to add new IS functions or change some existing ones, while leaving the remaining functional parts of the IS unchanged;
• mobility/portability: ensuring the ability to transfer programs and data when upgrading or replacing hardware IS platforms and the ability for specialists using IT to work with them without retraining them when changing the IS;
• interaction: the ability to interact with other information systems (the technical means on which the information system is implemented are united by a network or networks of various levels: from local to global);
• standardizability: IS are designed and developed on the basis of agreed international standards and proposals, openness is implemented on the basis of functional standards (profiles) in the field of information technology;
• user friendliness: developed unified interfaces in interaction processes in the “man-machine” system, allowing a user who does not have special “computer” training to work.

A new look at open systems is determined by the fact that these features are considered together, as interrelated, and are implemented in a complex, which is quite natural, since all the above properties complement each other. Only together, the capabilities of open systems make it possible to solve the problems of design, development and implementation of modern information systems.

Structure of the information system environment

The generalized structure of any IS can be represented by two interacting parts:

• functional part, including application programs that implement the functions of the application area;
• environment or system part that ensures the execution of application programs.

Two groups of standardization issues are closely related to this division:

• standards for interfaces between application programs and the IS environment, Application Program Interface (API);
• standards for interfaces between the IS itself and its external environment (External Environment Interface - EEI).

These two groups of interfaces define the specifications of the external description of the IS environment - the architecture, from the point of view of the end user, the IS designer, and the application programmer developing the functional parts of the IS.

Specifications of external interfaces of an IS environment and, as will be seen below, specifications of interaction interfaces between components of the environment itself are precise descriptions of all necessary functions, services and formats of a specific interface. The set of such descriptions constitutes the Reference Open System Model.

This model has been in use for over 20 years and is defined by the Systems Network Architecture (SNA) proposed by IBM in 1974. It is based on dividing the computing environment into seven levels, the interaction between which is described by the relevant standards, and ensures the connection of levels regardless of the construction of the level in each specific implementation (Fig. 4.1). The main advantage of this model is a detailed description of connections in the environment from the point of view of technical devices and communication interactions. However, it does not take into account the interconnection taking into account the mobility of application software.

Rice. 4.1.

The Open Systems Environment Reference Model (OSE/RM) defines the division of any information system into applications (application programs and software systems) and the environment in which these applications operate. Standardized interfaces (APIs) are defined between applications and the environment and are a necessary part of the profiles of any open system. In addition, in IS profiles, unified interfaces for interaction of functional parts with each other and interaction interfaces between components of the IS environment can be defined.

More details about the use of technology and open systems models will be discussed in Lecture 18.

Model for creating an information system

Methodologically, it is important, along with the considered models of the IS environment, to propose a model for creating an IS that would have the same aspects of functional groups of components (users, functions, data, communications). This approach will provide an end-to-end process of design and support at all stages of IS operation and the possibility of an informed choice of standards for system development and project documentation.

A company is a complex ontological (conceptual) structure, consisting of a certain set of entities and relationships (Fig. 4.2).

The interactions between its elements, determined by business logic and enshrined in a set of business rules, are the activities of the company. The information system “reflects” logic and rules, organizing and transforming information flows, automating the processes of working with data and information, and visualizing the results in the form of sets of reporting forms. Therefore, first you should create a business model of the enterprise, which is a reflection of the enterprise and its information management system.

When creating a model, a “language of communication” is formed between enterprise managers, consultants, developers and future users, which allows them to develop a unified idea of ​​WHAT and HOW an enterprise management system (corporate management system) should do. Such a business model is a tangible result, with the help of which you can specify the goals of IS implementation as much as possible and determine the following project parameters:

• main business goals that can be achieved through process automation;
• list of sites and sequence of implementation of IS modules;
• actual need for volumes of purchased software and hardware;
• real estimates of the timing of deployment and launch of the IMS;
• key users of the IS and an updated list of implementation team members;
• the degree of compliance of the application software you choose with the specifics of your company’s business.

The model is always based on the business goals of the enterprise, which completely determine the composition of all the basic components of the model:

• business functions, which describe WHAT the business does;
• core, support and management processes that describe HOW the enterprise performs its business functions;
• organizational and functional structure that determines WHERE business functions and business processes are performed;
• phases that determine WHEN (in what sequence) certain business functions should be implemented;
• roles that determine WHO performs business functions and WHO is the “master” of business processes;
• rules that define the connection and interaction between all the WHAT, HOW, WHERE, WHEN and WHO.

After building a business model (or in parallel with this), you can begin to form a model for the design, implementation and implementation of the IS itself (Fig. 4.3).

The experience of creating and using “custom” IS allows us to roughly identify the following main stages of their life cycle:

• defining system requirements and analyzing them - determining what the system should do;
• design - determining how the system will do what it is supposed to do; design is, first of all, a specification of subsystems, functional components and ways of their interaction in the system;
• development - creation of functional components and individual subsystems, connection of subsystems into a single whole;
• testing - checking the functional compliance of the system with the indicators determined at the analysis stage;
• implementation - installation and commissioning of the system;
• operation - the normal process of operation in accordance with the main goals and objectives of the IS;
• support - ensuring the normal process of operating the system at the customer’s enterprise.

Determining system requirements and analysis is the first stage of creating an IS, at which the customer's requirements are clarified, agreed upon, formalized and documented. In fact, at this stage the answer to the question is given: “What is the information system intended for and what should it do?” This is where the key to the success of the entire project lies.

The goal of systems analysis is to transform general, vague knowledge about the original domain (customer requirements) into precise definitions and specifications for developers, as well as generating a functional description of the system. At this stage, the following are determined and specified:

• external and internal operating conditions of the system;
• functional structure of the system;
• distribution of functions between a person and the system, interfaces;
• requirements for technical, information and software components of the system,
• quality and safety requirements;
• composition of technical and user documentation;
• conditions of implementation and operation.

The development of the above specifications when creating an IS intended to automate management processes generally goes through four stages.

The first stage of analysis - structural analysis of the enterprise - begins with a study of how the enterprise management system is organized, with an examination of the functional and information structure of the management system, and identification of existing and possible consumers of information.

Based on the results of the survey, the analyst at the first stage builds a generalized logical model of the original subject area, reflecting its functional structure, features of the main activity and the information space in which this activity is carried out (Fig. 4.4). Based on this material, the analyst builds a functional model “As Is” (As Is).

The second stage of work, in which interested representatives of the customer, and, if necessary, independent experts, are necessarily involved, consists of analyzing the “As Is” model, identifying its shortcomings and bottlenecks, and identifying ways to improve the management system based on the identified quality criteria.

The third stage of analysis, containing design elements, is the creation of an improved generalized logical model that displays the reorganized subject area or part of it that is subject to automation - the “As To Be” model.

The process (fourth stage) ends with the development of an “Automation Map”, which is a model of a reorganized subject area, on which the “automation boundaries” are necessarily indicated.

In most cases, the “As Is” model is improved by the systems analyst by eliminating obvious inconsistencies and bottlenecks, and the thus obtained version of the model is considered further as a preliminary “As It Should Be” model, which is subsequently supplemented in accordance with the enterprise development strategy (Fig. .4.5).

At the stage of analyzing the requirements for the designed system, the following are introduced:

• user classes and corresponding business transaction diagrams;
• models (diagrams) of applied activity processes and corresponding lists of functional IS tasks;
• classes of domain objects and corresponding entity-relationship diagrams reflecting the information model of this subject domain;
• topology of the location of departments and users served by this IS;
• parameters for protecting data, information and the system itself.

The main document reflecting the results of the first stage of creating an IS is the terms of reference for the project (development), which contains, in addition to the above definitions and specifications, also information about the order of creation of the system, information about allocated resources, target dates for individual stages of work, organizational procedures and activities for acceptance of stages, protection of design information, etc.

The next stage is design. In real conditions, design is a search and modeling of a development method that satisfies the requirements of the system functionality using available technologies, taking into account the given initial conditions and restrictions. Information systems design always begins with defining the purpose of the project. The main task of any successful project is to ensure that at the time of system launch and throughout its operation it is possible to ensure:

• the required functionality of the system and the degree of adaptation to the changing conditions of its operation;
• required system throughput and minimum system response time to a request;
• trouble-free operation of the system in the required mode, readiness and availability of the system to process user requests;
• ease of operation and maintenance of the system;
• necessary data security and user access rights.

Performance and reliability are the main factors determining the effectiveness of the system. Good design is the foundation of a high-performance system.

Information systems design covers three main areas:

• designing data structures that will be implemented in the database;
• designing programs, screen forms, reports that will ensure the execution of data queries;
• design of a specific environment or technology, namely: network topology, hardware configuration, architecture used, parallel processing, distributed data processing, etc.

Based on the results of the system analysis at the preliminary project stage, the following are developed:

• software and hardware implementation project, user interface project and technology for users to work in the system;
• distributed system architecture and telecommunications network specifications;
• data flow models (diagrams);
• functional block diagrams of application and system software (the latter in accordance with accepted IS environment models and standards profiles).

The preliminary design stage may involve prototyping parts that are important from the user's point of view to test their compliance with requirements early in the development phase.

At the detailed design stage the following are developed:

• complexes of functional IS programs and the project for implementing the IS environment;
• data structures, database maintenance tools;
• network addresses, telecommunications protocols and other components of the information exchange environment included in the designed IS;
• rules for limiting user access and means of their implementation.

The IS implementation stage involves the development and testing of components and comprehensive testing of the system.

The operation and maintenance stage involves monitoring the functioning of the IS, making the required changes to the information base in the process of ongoing work and upgrading the IS functions by application specialists using tools built into the system.

The stages of development, testing, implementation, operation and maintenance of an IS are united by the term implementation. Implementation of IP is an extremely complex multidimensional process carried out on the basis of sets (profiles) of harmonized international standards, specifications and agreements. This practice is a guarantee that the created information system will be implemented as an “open system”. In other words, such an IS will be scalable, mobile, portable, have user-friendly interfaces, etc.

The life cycle of an information system is formed in accordance with the principle of top-down design and, as a rule, is of a spiral-iterative nature. The implemented stages, starting from the earliest ones, are repeated cyclically in accordance with changes in requirements and external conditions, the introduction of additional restrictions, etc. At each stage of the life cycle, a certain set of technical solutions and documents is generated, and for each stage the initial documents and solutions are , adopted at the previous stage. The life cycle of an information system ends when its software and technical support ceases.

4.2. Business process reengineering

The introduction of information technologies and information systems implemented on their basis into the daily activities of an enterprise gives it tactical and long-term business advantages. Management's desire to use IT can remain only good intentions if it does not follow the established requirements and rules for the development, design and implementation of IT. Above we talked about the basic requirements for the standardization of objects and functional tasks, without which the implemented system will not be an open system, which will subsequently lead to numerous problems during its implementation and operation.

Following the requirements of standards when developing an IS automatically leads to the fact that the enterprise itself - the external environment for the IS - also meets the necessary requirements: definition and standardization of classes of users and objects, topology of data flows and work, architecture of inherited and developed subsystems, state of business processes and etc.

A business process is a system of sequential, purposeful and regulated activities in which, through control actions and with the help of certain resources, over a certain time, process inputs are converted into outputs - into results that are valuable to the consumer and bring profit to the manufacturer.

A standard enterprise-wide business process is implemented as a network of main, auxiliary, supporting and management processes (Fig. 4.6).

At the same time, the division into main and auxiliary processes depends to a certain extent on the subject area and direction of the enterprise’s activity: for a manufacturing company, for example, the activities of the legal department are auxiliary, and for a legal or consulting firm they are the main ones. Identification of processes is a prerequisite, without the implementation of which informatization of activities is impossible.

Enterprise managers who have decided to implement IT must firmly understand that the beginning of work on designing an information system most often entails mandatory reengineering of business processes! Reengineering consists of many methods and recommendations, among them you need to choose those that best satisfy your goals.

Business process reengineering is a set of methods and actions used to redesign processes in accordance with changed conditions of the external and internal environment and/or business goals.

There are several basic rules that should be followed during the reengineering process:

• development of consistent step-by-step procedures for process redesign;
• use of standard languages ​​and notations in design;
• the presence of heuristic and pragmatic indicators that allow assessing or measuring the degree to which the redesigned process or functionality meets the specified goals;
• the approach to solving particular problems and their totality must be systematic;
• even a small improvement should have a quick positive effect.

Reengineering of business processes and functions begins with a review of the goals of the enterprise, its structure, analysis of the needs of internal users and the market, products and services produced (Fig. 4.7).

Replanning goals and objectives involves revising the enterprise's policies and answering the following questions:

• What new challenges do the changed business conditions present us with?
• What does the enterprise represent now, and what do we want from it in the future?
• What kind of consumers do we serve, how much do we satisfy their requirements and expectations, and what needs to be done to attract new ones?
• What specific indicators determine the efficiency of an enterprise, labor productivity and product quality? Is this definition complete and adequate?
• What information technologies and tools will help us with this?

To answer these key questions, it is necessary, first of all, to carry out a detailed description of the business architecture of the enterprise, its business logic, build a functional model of the interaction of business processes, resources and personnel and reflect it in the IS architecture, the content of modules of information subsystems and visualization of information presentation forms . It is also necessary to have methods and tools for reorganizing processes, solving applied problems and managing a reengineering project (Fig. 4.8). Description of the enterprise business architecture allows you to:

• build a diagram of the main flows of data, work, movement of finances and documents;
• understand how information is distributed between departments and who the end user is in a particular business process;
• describe the interaction of processes and modules of the information system;
• determine the critical importance of types of information for specific levels of enterprise management;
• identify duplicate structures and connections.

The result of this description is:

• refined process network map;
• matrix of relationships between processes and departments involved in these processes;
• information about what automation systems exist, in what operations they are used, where and what data is used, what automation and information systems need to be developed;
• functional diagrams of data flows (Data Flow), work flows (Work Flow), financial flows (Cash Flow), management impact flows (Control Flow) and document flow (Doc Flow).

A functional model will help to create precise specifications of all operations, procedures and relationships between them. Such a model, if constructed correctly, provides a comprehensive description of the functioning process and all the information flows within it. This model describes the “As Is” state. Based on the results of the analysis of possible ways of improvement, from the real model it is necessary to move to a model that characterizes improvements - the “As To Be” model, option - “As It Should Be” (Fig. 4.9).

Functional modeling is a rather serious problem; the completeness and compliance of the constructed model depend both on the modeling tools and on the qualifications of the specialists performing this modeling.

Business process reengineering is a complex and multifaceted project that requires careful planning and elaboration of details. Table 4.1 shows the main stages of reengineering.

4.3. Process mapping and modeling

Today, three main functional modeling methodologies (and their accompanying tools) have become widespread: IDEF (Integrated DEFinition), UML (Unified Modeling Language) and ARIS (Architecture of Integrated Information Systems). For each of them, there are certain software products that, in addition to development, allow you to carry out transformations and operations for subsequent work with the resulting models. The most widely used today are the IDEF methodologies and the BPWin software product, which contains the IDEF0, IDEF3, DFD (Data Flow Diagrams) and ERWin (IDEF1x) methodologies from Computer Associates.

The history of the IDEF methodology begins in the 70s of the twentieth century with the SADT (Structured Analysis and Design Technique) methodology developed by Douglas Ross (Softtech INC). SADT was initially used by the US Department of Defense for practical process modeling as part of the ICAM (Integrated Computer Aided Manufacturing) program. The fundamental requirement when developing the family of methodologies under consideration was the possibility of effective exchange of information between all specialists participating in the ICAM program (Icam DEFinition). This methodology was subsequently transformed into the IDEF0 (Function Modeling, FIPS No. 183) standard. The IDEF family includes the already mentioned IDEF3 (Process Description Capture) and IDEF1x (Data Modeling, FIPS No. 184).

After the publication of the standards, they were successfully applied in a variety of areas of business, showing themselves to be an effective means of analyzing, designing and displaying business processes (by the way, it is also actively used in domestic government agencies, for example, in the State Tax Inspectorate). Moreover, the widespread use of IDEF (and the previous SADT methodology) is responsible for the emergence of the basic ideas of the now popular concept of “Business Process Reengineering” (BPR).

The information process is a sustainable process (a sequence of works and actions with data and information) related to the support of the production and economic activities of a company and usually focused on information services for creating new value. A business process includes a hierarchy of interrelated functional activities that implement one (or several) business goals of the company and reflect the results in the information system, for example, information support for the management and analysis of product output or resource support for product output (products here mean goods, services , decisions, documents).

Working with the IDEF method begins with setting a modeling goal. World experience shows that errors in goal setting lead to an average of 50% failures in the modeling process. Formulating a goal initially directs work in a given direction, and therefore limits the range of questions for analysis. Practical work begins with defining the context (Context, Context Diagram), that is, the top level of the system, in our case, the enterprise. After formulating the goal, it is necessary to outline the modeling area (Scope), which will subsequently determine the general directions of movement and the depth of detail (Decomposition). Actually, the IDEF methodology itself defines standardized objects for operation and display. For example, these include a function (Activity), an interface arc (Arrow), a note (Note), as well as the method of their location and interpretation (Semantics).

Recently, the Business Studio software product has appeared on the Russian market, which is specially created to work with IDEF methods and has an intuitive and user-friendly interface.

The IDEF0 notation and methodology is based on the concept of a “block,” that is, a rectangle that expresses a certain business function (Figure 4.10). In accordance with the standard, a function must be expressed by a verb phrase. In IDEF0, the roles of the sides of the rectangle (functional meanings) are different: the top side has the meaning “control”, the left side means “input”, the right side means “output”, the bottom side means “execution mechanism”.

The second element of the methodology and notation is the “flow”, called the “interface arc” in the standard. This is an element that describes data, informal control, or anything else that influences the function depicted by the block. Streams are indicated by a noun phrase.

Depending on which side of the block the flow is directed to, it is, accordingly, called “input”, “output”, “control”. The figurative element representing flow is an arrow. A stream can be interpreted as a representation of an object, which refers to both an information object and an actual physical object.

An important factor is that the “source” and “destination” of flows (that is, the beginning and end of the arrow) can, as a rule, only be blocks. In this case, only the output side of the block can be the source, and any of the remaining three can be the receiver. If it is necessary to emphasize the external nature of the flow, then the “tunneling” method can be used - hiding or appearing the interface arc from the “tunnel”.

And finally, the “third pillar” of the IDEF0 methodology is the principle of functional decomposition of blocks, which is a model interpretation of the practical situation that any action (especially something as complex as a business process) can be broken down (decomposed) into simpler operations ( actions, business functions). Or, in other words, an action can be represented as a set of elementary functions.

An example of a functional model of the process of shipment and delivery of products is shown in Fig. 4.11.

The degree of formalization of the description of business processes may vary depending on the tasks being solved. A specialized language BPEL (Business Process Execution Language) has been developed to describe information processes. BPEL is based on XML to formally describe business processes and protocols for their interaction with each other. BPEL extends the Web services interaction model to include transaction support.

Currently, the BPMS (Business Process Management System) methodology is actively developing - a class of software for managing business processes and administrative regulations. (The terms BPM system and simply BPM are also used). Using BPMS allows you to organize effective interaction between managers and IT specialists, make better use of existing subsystems and speed up the development of new ones.

The main functions of BPMS are modeling, execution and monitoring of business processes. Based on monitoring data, enterprises identify bottlenecks and improve their business processes. The management cycle is closed when, with the help of BPMS, changed business processes are quickly put into operation.

Modern methods of designing and developing IS software are trying to fully focus on the possibilities of automated, operational changes. The most difficult process turned out to be the standardization of the BPEL language to unify the use of the same constructs by software from different manufacturers. IBM and Microsoft have defined two quite similar languages: WSFL (Web Services Flow Language) and Xlang, respectively.

The growing popularity of BPML and the open movement of BPMS to users led Intalio Inc., IBM and Microsoft to the decision to combine these languages ​​into a new language BPEL4WS. In April 2003, BEA Systems, IBM, Microsoft, SAP and Siebel Systems contributed BPEL4WS version 1.1 to OASIS for standardization in the Web Services BPEL Technical Committee. Although BPEL4WS appeared in versions 1.0 and 1.1, the WS-BPEL OASIS technical committee voted on September 14, 2004 to call the specification WS-BPEL 2.0. This change was made to align BPEL with other Web services standards that, based on the Naming Convention, begin with the letters "WS-".

Active Endpoints Corporation, Adobe, BEA, IBM, Oracle and SAP published consensus specifications BPEL4 People and WS-HumanTask, which described how the interaction of processes with people could be implemented in the system and BPEL notations. It is expected that semantics will be added to BPEL in the form of WS-HumanTask and various other additions.

4.4. Providing the process of analysis and design of IP with the capabilities of CASE technologies

The term CASE (Computer Aided Software/System Engineering) is currently used in a very broad sense. The original meaning of the term CASE, limited to issues of automation of the development of software only, has now acquired a new meaning, covering the process of developing complex IS as a whole.

Now the term CASE tools refers to software tools that support the processes of creating and maintaining IS, including analysis and formulation of requirements, design of application software (applications) and databases, code generation, testing, documentation, quality assurance, configuration management and project management, as well as other processes. Thus, modern CASE tools, together with system software and technical support, form a complete IS development environment.

The emergence of CASE technology and CASE tools was preceded by research in the field of programming methodology. Programming has acquired the features of a systems approach with the development and implementation of high-level languages, methods of structured and modular programming, visual modeling and design tools based on the UML (Unified Modeling Language), tools for their support, formal and informal languages ​​for describing system requirements and specifications, etc. d. In addition, the emergence of CASE technology was facilitated by such factors as:

• training analysts and programmers receptive to the concepts of modular and structured programming;
• widespread adoption and constant growth in computer performance, which made it possible to use efficient graphics tools and automate most design stages;
• the introduction of network technology, which made it possible to combine the efforts of individual performers into a single design process through the use of a shared database containing the necessary information about the project.

CASE technology is an IS design methodology, as well as a set of tools that allow you to visually model a subject area, analyze this model at all stages of IS development and maintenance, and develop applications in accordance with the information needs of users. Most existing CASE tools are based on methodologies of structural (mostly) or object-oriented analysis and design, using specifications in the form of diagrams or texts to describe external requirements, connections between system models, system behavior dynamics and software architecture [Vendrov A. M. ,www.citforum. ru/database/case/index.shtml].

CASE tools allow you to create not only a product that is practically ready for use, but also ensure the “correct” process of its development. The main goal of the technology is to separate software design from its coding, assembly, testing and to “hide” as much as possible from future users all the details of software development and operation. At the same time, the designer’s work efficiency is significantly increased: development time is reduced, the number of software errors is reduced, and software modules can be used in future developments.

Most CASE tools are based on the methodology/method/notation/structure/tool ​​paradigm.

The methodology sets guidelines for evaluating and selecting a software development project, stages and sequence of work, and rules for applying certain methods.

Method - a systematic procedure or technology for generating descriptions of software components (for example, descriptions of flows and data structures).

Notations are intended to describe the system as a whole, its elements: graphs, diagrams, tables, block diagrams, algorithms, formal languages ​​and programming languages.

Structures are a means for implementing structural analysis and constructing the structure of a specific system.

Tools - technological and software tools to support and enhance methods.

CASE technologies have the following main advantages, which allow them to be widely used in the development of information systems:

• accelerate the process of collective design and development;
• allow you to create a prototype of an ordered system with specified properties in a short time;
• free the developer from routine work, leaving time for creativity;
• ensure the efficiency and quality of developed software by automating control of the entire development process;
• support the maintenance and development of the system at a high level.

It should be noted that, despite all the potential capabilities of CASE tools, there are many examples of their unsuccessful implementation, as a result of which CASE tools become “shelf” software.

In this regard, the following must be taken into account:

• CASE-remedies do not necessarily give an immediate effect; it can only be obtained after some time;
• the real costs of implementing CASE tools usually far exceed the costs of purchasing them;
• CASE tools provide opportunities for significant benefits only after successful implementation, effective user training, and regular use.

You can also list the following factors that make it difficult to determine the possible effect of using CASE tools:

• a wide variety of quality and capabilities of CASE tools;
• relatively short time of using CASE tools in various organizations and lack of experience in their use;
• wide variety in implementation practices of different organizations;
• lack of detailed metrics and data for already completed and ongoing projects;
• a wide range of project subject areas;
• varying degrees of integration of CASE tools in different projects.

Some analysts believe that the real benefits of using some types of CASE tools can only be realized after one or two years of experience. Others believe that the impact may actually occur during the operational phase of the IS life cycle, when technological improvements can lead to lower operating costs.

Listed below are the main types and sequence of work recommended when constructing logical models of a subject area within the framework of the CASE technology for analyzing an enterprise management system.

1. Conducting a functional and information survey of the management system (administrative and managerial activities) of the enterprise (Fig. 4.2):
   • determination of the organizational structure of the enterprise;
   • determination of the functional structure of the enterprise;
   • determination of the list of target functions of structural elements (divisions and officials);
   • determining the scope and order of inspection of the structural elements of the control system in accordance with the formulated target functions;
   • inspection of the activities of the selected structural elements;
   • construction of an FD diagram of a control system indicating structural elements and functions, the implementation of which will be modeled at the DFD level.
2. Development of models of activity of structural elements and the management system as a whole:
   • identifying a variety of external objects that have a significant impact on the activity of a structural element;
   • specification of input and output information flows;
   • identification of the main processes that determine the activity of the structural element and ensure the implementation of its target functions;
   • specification of information flows between the main processes of activity, clarification of connections between processes and external objects;
   • assessment of volumes, intensity and other necessary characteristics of information flows;
   • development of a hierarchy of data flow diagrams that form a functional model of the activity of a structural element;
   • combining DFD models of structural elements into a single model of an enterprise management system.
3. Development of information models of structural elements and a model of the information space of the control system:
   • defining model entities and their attributes;
   • conducting attribute analysis and optimization of entities;
   • identifying relationships between entities and defining types of relationships;
   • analysis and optimization of the information model;
   • combining information models into a single model of the information space.
4. Development of proposals for automation of the enterprise management system:
   • determining the boundaries of automation - compiling a list of automated structural elements, dividing the processes of core activities into automatic, automated and manual;
   • compiling a list of subsystems and logical workstations (automated workstations), determining ways of their interaction;
   • development of proposals for the order of design and implementation of subsystems and individual logical workstations included in the IS;
   • development of requirements for basic technical support of information systems;
   • development of requirements for basic IS software.

A logical model that reflects the activities of the enterprise management system and the information space in which this activity takes place represents a “snapshot” of the state of affairs (functional structure, roles of officials, interaction of departments, accepted technologies for processing management information, automated and non-automated processes, etc. .) at the time of the examination. This model allows you to understand what the enterprise does and how it functions from the standpoint of system analysis, and to formulate proposals for improving the situation.

The development of a logical model of the subject area, its consistent transformation into a model of the target IS, will allow for the integration of promising proposals from management and leading employees of the enterprise, experts and system analysts, and to form a vision of the new, reorganized and automated activity of the enterprise (Fig. 4.12).

The constructed model is a complete result for the following reasons.

1. It includes a model of the existing manual technology adopted by the enterprise. A formal analysis of this model allows us to identify bottlenecks in enterprise management and formulate recommendations for its improvement (regardless of whether further development of an automated system is planned or not).
2. It is independent and separable from specific developers, does not require maintenance and can be painlessly transferred to others. Moreover, if for some reason the enterprise is not ready to implement the project at a given time, the model can be “put on the shelf” until the need for it arises.
3. It allows for effective training of new employees in specific areas of the enterprise’s activities, since the relevant technologies are contained in the model.
4. With its help, it is possible to carry out preliminary modeling of promising areas of activity of the enterprise in order to identify new data flows, interacting processes and structural elements.
5. It ensures the dissemination of accumulated experience at other enterprises and makes it possible to unify the administrative, managerial and financial activities of these enterprises.

The model is not just the implementation of the initial stages of work and the basis for the formation of technical specifications for its subsequent stages. It represents an independent result that is of great practical importance, since it allows the further use of CASE technologies for the actual design and development of IS.

The most powerful of these software packages is the Rational Rose (RR) package from IBM-Rational, with which you can design and support the entire life cycle of software product development (Fig. 4.15 Fig. 4.16. Maintenance of the life cycle of a software product with RR

4.5. Implementation of information systems

The implementation of corporate IP, developed independently or purchased from a supplier, is often accompanied by disruption (redesign) of existing business processes at the enterprise. We have to rebuild them to meet the requirements of the standards and the logic of the system being implemented. Let us note right away that the introduction of information systems solves a number of managerial and technical problems, but gives rise to problems associated with the human factor.

The implementation of an information system, as a rule, greatly facilitates the management of enterprise activities, optimizes internal and external information flows, and eliminates bottlenecks in management. However, after the system has been successfully installed, “tested” in operation and shown to be effective, some employees show reluctance to use the IS in their work. As a result of the reengineering, it becomes clear that some employees largely duplicate the work of others or are not needed at all. In addition, the implementation of CIS is accompanied by mandatory training, but, as Russian experience shows, there are not many people willing to retrain. Breaking old skills and instilling new ones is a long and difficult process!

It must be clearly understood that corporate IP is designed to simplify the management of an organization, improve processes, strengthen control and thereby provide competitive benefits. Only from this point of view can the benefits of its implementation be assessed.

Following this logic, it becomes clear that although corporate IS is intended in general to provide all users with the necessary information, managing the development and implementation of CIS is the prerogative of the company's top management! Do leaders understand this?

Here, too, we have to fight persistent stereotypes. “Why do I need a corporate system if things at the enterprise are already going well?” “Why break something if everything works?” But most often there is no need to break it. At the first stage, you only need to competently and correctly formalize and transfer the identified processes within which the enterprise lives into corporate IS. Such formalization will only sharpen and refine successful marketing and production ideas, optimize the management and control process and allow for targeted changes in the future.

The introduction of a new IS is a complex process, lasting from several months for small IS to several years for the IS of large distributed companies with a wide range of products and a large number of suppliers. The success of a project for the development (acquisition) and implementation of IP largely depends on the readiness of the enterprise to conduct the project, the personal interest and will of management, a realistic program of action, the availability of resources, trained personnel, and the ability to overcome resistance at all levels of the established organization.

By now, a standard set of techniques for introducing information systems has emerged. The basic rule is to complete the required phases sequentially and not skip any of them.

The following factors are critical to implementation:

• the presence of clearly defined project goals and IP requirements;
• availability of a strategy for the implementation and use of IP;
• conducting a pre-project survey of the enterprise and constructing “As is” and “As will be” models;
• planning work, resources and monitoring the implementation of the implementation plan;
• participation of senior management in the implementation of the system;
• carrying out work on IS implementation by systems integration specialists together with enterprise specialists;
• regular monitoring of the quality of work performed;
• quickly obtaining positive results at least in part of the implemented IS modules or during its trial operation.

Before starting to develop an implementation project, you must:

• formalize the goals of the IS implementation project as much as possible;
• estimate the minimum necessary costs and expense items;
• set a high priority for the implementation project over other ongoing projects;
• give the project manager the maximum possible powers;
• carry out mass educational work with the personnel of the enterprise in order to convey to everyone the importance and necessity of the upcoming transformations;
• develop organizational measures for the use of new information technologies;
• distribute personal responsibility across all stages of implementation and trial operation.

It is also necessary to determine the functional areas of implementation of information system modules:

• organizational management;
• organizational and administrative support;
• business process management;
• management, planning, financial and accounting;
• personnel Management;
• document management;
• logistics management;
• management of relations with clients and the external environment.

In addition to what is listed above, it is necessary to set technological requirements for the implementation of IS:

• system platform: implementation and adaptation of a ready-made solution from the manufacturer or custom development in accordance with the customer’s technical specifications.
• integrability: data is stored and processed in a single information space - this ensures their completeness, consistency, reliability and reusability; the system may include newly developed and already used technologies and applications.
• adaptability: the system is configured in accordance with customer requirements and the characteristics of the customer’s information field.
• distributed: the system can function effectively in geographically remote divisions and branches of the enterprise.
• scalability: the system can be implemented in the form of a frame containing basic modules and expanded in accordance with the requirements of a changing external and internal environment.

Main phases of information system implementation

Phase "Preliminary work on the preparation of the IS implementation project." During the pre-project survey of the enterprise (Fig. 4.1.4), detailed information is collected about the structural structure of the organization, functional relationships, management system, main business processes, flows within the enterprise (Control Flow, Doc Flow, Data Flow, Work Flow, Cash Flow), necessary for building appropriate models and selecting objects for automation. The timing, resources, types and volumes of work, the range and cost of software, hardware and telecommunications, the cost of personnel training, etc. are assessed.

Phase "Project preparation". After completion of the first phase, preliminary planning and formation of project launch procedures are carried out:

• formation of project and expert groups;
• distribution of powers and responsibilities;
• determination of organizational and technical requirements for the implementation process;
• clarifying customer specifications and expectations;
• training of the implementation group consisting of specialists from the customer enterprise.

For some reason, the last very important point is often missed when drawing up an implementation plan. But the success of the entire project greatly depends on him! After the start of financing, the project is considered to be launched.

Phase "Conceptual development of the project". During this phase:

• a conceptual project is formed and approved;
• a mandatory unambiguous understanding of the intentions of all project participants regarding the implemented IS is achieved;
• the goals and objectives of the project are clarified and specified;
• the dimensions of the system prototype are determined;
• the enlarged work plan, the sequence of stages and conditions of trial operation, planning, financial and reporting indicators are agreed upon.

Moreover, all these actions must be documented, agreed upon and approved by all interested and responsible parties.

Phase "Project Implementation". During the main implementation work, the system environment is created, installed and configured, system administration procedures are determined, and basic hardware and software systems and applications are installed. The system configures the organizational, staffing and organizational-functional structures of the enterprise using such organizational units as a branch, department, division, work group, etc.

Systematic security issues of system operation in multi-user mode are being worked out. Applications, templates, reports, client access forms are created, and user powers are distributed. All systems are being tested in "combat mode" with the participation of all interested parties. After the implementation phase ends, the implementation project is considered complete. The information system is put into operation.

Business process management is one of the difficult issues for any organization, when at a specific stage of its development there are regular failures in the interaction of structural units and personnel, while having a significant impact on the efficiency of the organization. Failures are accompanied not only by loss of information, duplication of activities, unnecessary costs and other negative outcomes, but also by loss of quality of the organization’s goods and services. It is impossible to identify the causes of these problems without an in-depth study of the organization’s activities.

The foundation of business process management consists of work on their description, optimization and regulation, and such projects affect the interests of a wide range of workers whose requirements vary greatly depending on their role in the organization. Management is interested in increasing controllability, transparency and assurance of management influences. Middle managers primarily want to understand the boundaries of their work and the results for which they are responsible. Performers need clear and understandable rules for their work. During the implementation of the project, it is important to take into account the interests of all these groups of workers. When starting a project, organizations most often try to stop only at the top level of optimization and analysis, thereby saving project time and satisfying the interest of management. However, it is necessary to understand that analysis at the top level is only suitable for business diagnostic purposes - making recommendations and decisions on how to develop the project in the future.

To improve the organization’s activities, the project must reach the level of performers and their actions (the levels of detail of business processes are shown in Figure 1.1).

Rice. 1.1

An operation is understood as the minimum part of the activity of each employee for analysis, which is performed by him “automatically”, without conscious control.

An action is understood as several sequentially executed operations, after the implementation of which the employee maintains conscious control (when highlighting operations and actions, it is necessary to focus not on the level of a novice employee, but on the level of a professional).

A procedure is understood as several sequentially executed actions that are carried out by a specific performer. The procedure requires a result: a document, a product or undocumented information (oral communication, fax, email, etc.).

A basic-level business process is understood as a sequence of interrelated procedures that are performed by different performers and lead to a complete and meaningful result for the organization. For example, a concluded agreement, acceptance certificate Ilyin V.V. , Reengineering of business processes using ARIS, - M.: - Williams, 2009. - P. 120.

An area of ​​activity is understood as an enlarged share of an organization’s activities, which consists of one or more groups of basic-level business processes.

Business process management is the concept of process management of an organization, which considers business processes as special resources of the organization that continuously adapt to constant changes and rely on the following principles:

Understandability and visibility of business processes in an organization through modeling business processes using formal notations, using modeling, simulation, monitoring and analysis software for business processes;

The ability to dynamically rebuild business process models by participants and using software systems.

The main task of business process management is the adequate and rapid restructuring of interrelated processes depending on the changing parameters of the external and internal environment, be it deliveries, settlements with counterparties or market expansion. A practical guide to business process reengineering, Mike Rother, John Shook. - HE LEAN ENTERPRISE INSTITUTE, USA, 2009. - P. 42.

The activities of a modern enterprise are based on a complex system of interconnections between projects and processes. This or that project implemented at the enterprise is built into the structure of existing business processes and uses them to achieve final goals. In this regard, the streamlining and optimization of existing business processes, taking into account the requirements of ongoing projects and the influences of the external and internal environment, acquires important management importance.

Another important factor influencing this aspect is the stage of development of the organization. Let us highlight possible goals and objectives facing management at each stage of development.

Stage 1. Formation of the organization and development of the market.

Development of a clearly formulated enterprise development strategy, indicating specific goals and motives for development;

Determining the responsibilities and areas of responsibility of both individual employees and departments and work groups;

Formation of an algorithm for training and transfer of skills, knowledge and abilities to new employees at various levels of complexity of the work performed;

Analysis of the situation of participation in the further development of the enterprise by new outside specialists who have specific knowledge.

The main goal at this stage of enterprise development is to create an orderly and formalized management system, which should be transparent, understandable, and enshrined in regulatory documents.

Stage 2. Organizational growth.

As the organization grows, management efficiency decreases, which is due to the specifics of decision-making, which requires the participation of all department heads to develop the best options and, as a result, even for solving problems of medium importance requires the involvement of senior management.

Main tasks in organizing management:

Organization of delegation of managerial powers;

Maintaining the proportions between staff growth and revenue growth;

Search for reserves to reduce costs due to increased competition;

Coordination of the actions of functional units at the middle management level.

Often, the solution to these problems depends on how quickly the enterprise can transform the existing functional system into a management system based on a process approach.

Moreover, this approach will be relevant during periods of external instability, when the speed of decision-making becomes one of the important and determining criteria of the management system.

The characteristic of the process approach is that it takes into account the results of the organization’s activities and this information is used in managing business processes, that is, the main emphasis is on achieving the greatest efficiency of the organization.

Based on the fact that about 80-85% of business process operations are typically repetitive, detailed rules of action are developed for them.

Thus, the process of the main activity can be configured as efficiently as possible, while the manager is involved in the process only when any non-standard situations or problems arise.

Based on this, we can talk about the systematization of the company’s activities, which is manifested in the emergence of two main effects:

1) due to the fact that the management structure is based on the structure of existing business processes at the enterprise (for an average enterprise no more than 5-7), the number of management and subordination levels is reduced;

2) management efficiency increases due to an increase in controllability standards (on average 2-3 times), since the control action in this case is aimed at coordinating personnel and is included in the process only in the event of any violations and deviations from normal activities.

To organize a management system that is based on a process approach, you must go through a number of stages (Figure 1.2).

Fig.1.2

Stage 3. Development of the network structure, opening of new representative offices and branches.

If a decision is made to open new branches, it is necessary to take into account the readiness of the main organization for this transformation. Readiness assessment is carried out at the following levels: managerial, financial, marketing and process.

Main tasks in organizing management:

Development of formalized technology for opening new divisions;

Organization of control over all aspects of the activities of branches Rybakov M. How to bring order to your business. How to build a reliable system from unreliable elements. Workshop. - M: "IKAR Publishing House", 2011. - P. 217.

The main emphasis in solving these problems is that in order to form a network structure, the transition to process management is important (if this has not been done before), since the functional-hierarchical principle will not be able to organize activities in the most effective and least costly way.

The most optimal solution is to transfer already formalized business processes, the regulation of which was carried out in the previous stage. This will allow solving the main part of organizational issues, as well as effectively organizing the management of structural units due to a high level of independence in the case of making standard decisions to adapt to the current external environment.

The following tools are often used in combination:

A division management model, which is based on a process approach and determines the degree of independence of branches;

Adaptive and optimal structure that meets the requirements of the external environment;

Regulatory documents and instructions developed at the center that regulate the activities of network divisions.

Thus, it is important to decide how to ensure a high level of standardization of specific processes while still allowing branches to respond flexibly to various types of changes.

Business process management uses the following approaches:

• Comprehensive, clear and documented process standardization, which includes the creation of a set of standardized processes and the ability to customize them to changing conditions;
• Continuous process improvement, which includes daily monitoring, measurement, analysis and change of processes;
• Application of information technology and software, including modeling of business processes, the use of CASE tools, automation of business processes and their optimization based on information technology.

Types of business processes

Depending on the classification attribute, business processes are divided into types. Business process management applies to all of them.

Enlarged, three groups of business processes can be distinguished:

• Management processes. These processes are designed to plan, monitor and analyze work. Through management processes, it is possible to ensure that production and support processes achieve their goals. Management processes do not add value to the end user, but they are necessary for the effective and efficient operation of the organization. Such processes often include planning, goal setting, monitoring and measurement, budgeting, etc.
• Production (main) processes. Through these business processes, the organization achieves its goals. Manufacturing processes transform a product or service and add value to the end customer. Production processes include the processes of design, manufacturing, provision of services, installation, etc.
• Supporting processes. These processes are necessary for the normal execution of production processes. They do not bring added value to the end consumer, but without them it is impossible to achieve the goals of production processes. Supporting processes include procurement processes, personnel management, infrastructure management, etc.

To ensure the effective operation of an enterprise, it is necessary to timely restructure and improve the existing system of operation of this organization.

To do this, managers use management.

Basic concepts and principles

Business process management is a system of methods aimed at increasing the efficiency of activities companies. With its help, the essence of the stages of the production cycle is determined, their implementation is organized, and the quality of work results is improved.

The main task is to bring the subject of management in line with the company's strategy. All processes, collectively and individually, must be organized so that their results ensure the achievement of business goals.

Managing these processes solves a number of problems:

• reducing the time it takes for employees of the enterprise to perform work, this is achieved by automation and the compilation of algorithms for all procedures;
• improving the quality of the results of the stages of the cycle, for this purpose control systems are being introduced, transparency of all actions within the process is ensured;
• managing the enterprise based on its real situation, taking into account the cost of manufacturing products, the size of purchases of raw materials and other points;
• maximizing the elasticity of business processes - achieved by involving cycle participants in the modernization and implementation of new systems.

Management is carried out in several stages:

1. Drawing up a list of processes. For some time, all events in the company are registered in the information system, and passing documents are recorded. Within 1-2 weeks you can find repeating cycles and set their frequency. Based on this analysis, the company's work is optimized.
2. Description of processes. At this stage, a database is formed that contains information about the production steps. The results are used to build a more efficient process system.
3. Cycle organization. Each process has its own manager, who is responsible for the implementation of tasks.
4. Activity control. Description of production should be carried out using special information systems. The database is used by managers to check the completeness of execution of orders.
5. Personnel load control. For each operation, a certain time limit must be set for execution. Based on the analysis of real data on the speed of work, a decision is made on bonuses for employees, increasing staff, and imposing fines.
6. Fixing costs. Accounting for financial expenses to ensure the functioning of the process, including production and payments for services, is maintained in the information system. Based on this information, the budget of each department of the enterprise is determined, the cost of processing a specific document and the process as a whole is established. Management should be aimed at reducing costs as much as possible.
7. Investigation of the causes of failures. Errors may occur during the production cycle. One of the objectives of the procedure is to identify shortcomings in the organization’s work, search for sources of their formation, and promptly correct them.

After carrying out the listed activities, managers monitor the results. If the actions do not sufficiently improve the company's performance, further optimization is carried out.

You can find out detailed information about the methods used in practice from the following video:

Modern techniques

Management is carried out using various approaches. There are 4 main methods that are used directly to regulate business processes.

Continuous Improvement

This approach is long-term. It is distinguished by a gradual change in business processes, carried out first at lower levels and systematically moving into the adjustment of the most important stages of the company’s cycle. The technology of continuous improvement is based on the use of proposals from production participants.

• A positive aspect of use is the ability to control in the current mode. At the same time, innovations will not cause dissatisfaction among employees.
• The negative qualities of the approach include the lack of efficiency in decision making.

Engineering

This method is characterized by the construction of a system of business processes that are aimed at meeting customer needs, while mass production is excluded. The approach is most effective in conditions of strong differentiation of supply and demand in the market.

• The advantages of using it include the ability to design different processes depending on the characteristics of client groups.
• The downside is the labor-intensive approach. However, the created model may not always be effective.

Reengineering

The method is based on a complete redesign of existing processes with the abandonment of established rules and templates. Reengineering involves a radical modernization of the enterprise system.

• The strengths of the method include a sharp jump in efficiency and productivity.
• The weakness is the risk of failure when creating new processes and the high cost of the project.

Redesign

It is distinguished by the concentrated nature of process improvement. It is used if the company’s performance is generally satisfactory, but there is an opportunity to improve existing performance.

At the same time, processes are analyzed, unnecessary and duplicative functions are eliminated, new cycle stages are introduced, actions are automated and brought to certain standards.

• The positive aspect is the improvement of an existing process.
• The downside is building new functions on the basis of an old system, which may not be effective enough.

Work programs

To manage these processes, special information systems are used. They are programs for describing and modeling the stages of a company's cycle.

There are several most popular software tools:

• ARIS Express It is considered the simplest and most accessible for use by both specialists and students.
• Bizagi Process Modeler used to describe business processes and documentation. Distributed freely.
• Business Studio. The use of this product will allow the enterprise to accelerate the formation of a new system by solving basic management problems. Free version available.
• AllFusion Process Modeler allows you to perform all the actions necessary to create the most efficient production cycle.
• ELMA- software from Russian developers.

The use of such information systems is mandatory for analyzing existing processes and forming new systems.

based on Comindware Business Application Platform

A comprehensive low-code business process management system (BPMS): modeling in BPMN 2.0 notation, process automation, case management - a reliable foundation for the digital transformation of an enterprise.

More than modeling and execution

Comindware Business Application Platform provides a complete set of tools for modeling, executing, optimizing an organization's business processes typical of traditional BPM systems, and goes beyond. In addition, the company receives a number of advantages characteristic of iBPMS (Intelligent BPM Suite) class systems and Low-code platforms:

• Convenient online tools for managing business processes. Modeling, execution, process analysis, task management, enterprise process architecture design, BPMS integration with third-party systems.
• Support for creative tasks. BPM solutions based on the platform from Comindware are not focused on business processes like traditional BPMS, leaving room for creative work (cases/instructions).
• Process management in the hands of business people (Low-code). The center of gravity of efforts to develop and further adjust business applications is shifting from programmers to analysts.

The specificity of the implementation of all the main process management tools in the Low-code platform from Comindware and a number of unique advantages for business distinguishes the Comindware Business Application Platform from traditional BPMS.

BPM Toolkit for Management and
optimization of business processes

In-depth digitalization and its spread to the entire business is a necessary condition for the success of modern business. A management technique called BPM (Business Process Management), which includes methodology and software, helps businesses develop in this direction. A business that practices process management techniques is built as a set of end-to-end business processes, which helps eliminate functional barriers in the company and radically increases the efficiency of all departments. Technological support for the BPM methodology is business process management systems (BPMS).

Comindware Business Application Platform includes a full set of business process management tools included in BPMS class software. Each tool included in the Low-code platform from Comindware is implemented taking into account current business requests for flexibility in both the main and auxiliary business processes of the enterprise.

Business Process Modeling

A graphical model of a business process is the main component of business process management and demonstrates the interconnection of all process elements within an organization or holding. This view helps you focus on targeted and meaningful information to solve business process optimization problems.

The Comindware platform provides flexible and convenient tools for modeling business processes even for non-BPM professionals. Moreover, developing forms, adapting interfaces and setting up basic integrations is also done by an analyst in a web browser and does not require programming skills. The business analyst creates a process diagram, identifies the participants, and describes the set and order of their actions. The constructed graphical models comply with BPMN 2.0, the modern world standard for BPM.

Process architecture modeling

The success of a company's process management largely depends on the organization's ability to correctly prioritize process optimization, focusing primarily on key business capabilities. A business capability is a set of processes, people and technologies that create value that are consistent with a company's strategic goals. In other words, business capability refers to the element that describes “what” a company is capable of doing, and business processes, in turn, describe “how” a company realizes its capabilities. The business capabilities model visualizes the entire range of capabilities of a particular business, and the process architecture helps to visualize the interconnection of processes.

Comindware Business Application Platform provides the ability to quickly build a model of business capabilities and process architecture, visualize the relationship between processes, and link them to specific goals. The business capability diagram is updated during optimization, which helps analyze the situation from top to bottom and effectively plan for upcoming changes.

Automation of a business process involves automatically going through its steps and notifying system users about the tasks and actions required of them at the current step of the process. Depending on the selected settings, the business process can be launched manually or automatically according to a schedule, an incoming request, or when a condition is met. With appropriate access rights, the user can receive information about the previous and next steps of the process and visually assess the stage of its completion.

The BPMS functionality of the Comindware platform is based on a process “engine” that:

• Routes requests
• Automates assigning tasks to users
• Calls external systems and services
• Receives requests from external systems
• Collects the necessary data and processes it
• Provides access to data in the context of the running process

The Comindware BPM system ensures the execution of a process of the required complexity and level of decomposition in one system.

Business process monitoring

Monitoring enterprise business processes is one of the BPM tools that helps the responsible person identify bottlenecks in the execution of business processes and respond to critical situations by adjusting the process diagram or employee actions. To successfully solve monitoring problems, it is critical to have effective access to process statistics and the ability to display data in a convenient format.

During the execution of business processes, Comindware Business Application Platform collects detailed statistics on their metrics and indicators. A visual representation of this data simplifies monitoring the execution of processes, identifying optimization and acceleration points. Statistical data is also a source of information for reengineering and optimizing the company’s complex business processes, making management decisions and adjusting the process architecture.

Business Process Optimization

Optimization of business processes involves a wide range of work aimed at increasing the efficiency of the company’s operating activities and improving the quality of implementation of the enterprise’s business capabilities and services. Optimization of business processes, in contrast to reengineering, is carried out on an ongoing basis and, as a rule, covers a fairly narrow area at the level of business capabilities or functions of the organization.

Comindware Business Application Platform helps you find potential optimization opportunities and makes it possible to test hypotheses on real business processes. An informative picture of optimization opportunities is provided by the enterprise process architecture along with statistical data from business process monitoring. You can optimize specific processes and link their interactions with each other. To optimize a business process, it is enough to make changes to its graphical model from the browser without interrupting the execution of processes already running in BPMS.

Task management

An important condition for the painless and successful implementation of a process approach to enterprise management is the provision of simple and convenient task management tools for ordinary company employees, and the Low-code platform from Comindware provides them.

No matter how complex the combination of business processes, projects and cases in the company may be, the employee sees his tasks in a single interface accessible from the browser, or directly in MS Outlook, with the appropriate configuration of out-of-the-box integration. This helps you plan time, set priorities, and manage tasks more effectively. The manager sees the tasks of a specific employee, and he can also get a summary of all processes, projects, cases in which a specific person is involved, even if other departments or divisions are responsible for them.

Integration with third party systems

Switching employees between multiple systems significantly slows down work and often makes it impossible to automate business processes. The task of a BPM system is to create a dedicated layer of process management, which is located above other technologies, integrated with legacy information systems (ERP, CRM, etc.) and allows you to implement end-to-end business processes and eliminate the need to switch between several systems.

Comindware Business Application Platform offers extensive integration with other systems. Integration via the OData protocol is configured with the mouse; for other protocols an open API has been created, based on the Web Services standard. Another integration possibility is through RPA robots.

Support for creative tasks

In the modern world, performers who perform work according to approved regulations are increasingly being replaced by knowledge workers, for whom traditional fixed processes are not suitable. In addition, exceptions often arise in the work of companies/institutions that do not fall within the framework of the described business processes. In these cases, more flexible and dynamic forms of work are needed, which are offered by adaptive case management (Adaptive Case Management). A case is a process that “unfolds over time”: only the first step is planned, and based on its results a decision is made about further ones, in contrast to business processes in which all steps are determined in advance.

Comindware Business Application Platform includes support for cases and provides a single space for both template-based work and creative work planned on the fly.

Case management (ACM)

ACM is a fairly new approach to managing creative problems, the process of solving which is difficult to formalize or does not require regulation. Comindware Business Application Platform was designed and created at the time of active development of the ACM approach, and support for case management was initially included in the basic functionality of the platform. By incorporating support for both cases and business processes into the platform's functionality, these controls seamlessly mix and match with each other. There is no impenetrable barrier between traditional work flows and cases—both business processes and cases generate tasks that are managed in the same way. The only difference is the way tasks appear: in the case of a business process, they are created automatically according to the process diagram; in the case of a case, an authorized employee decides what to do at each stage and to whom to delegate subtasks.

Migration from cases to business processes

Business process management “best practices” work best when they are filtered through the lens of experience—the history of the company itself. Comindware Business Application Platform minimizes the cycle from idea to working business process.

The low-code platform allows you to quickly, in case format, test in real practice various approaches to organizing the process of processing non-standard requests or tasks. The statistics collected during processing will help you choose the best option. Repeated exception handling collects statistics and best practices for handling specific scenarios. This experience can be easily transformed into an organized and executable process by migrating from cases to processes. In addition, cases and business processes are closely connected within the platform. Thus, a case can call a process and vice versa, and all the tasks generated by them are reflected in the end-to-end list of tasks, as well as in the integrated model of business capabilities.

Low-code: business process management in the hands of business people

The main advantage of business automation is the reduction of operating costs. Digital transformation makes it possible to reduce the response time of a business to changes in the real needs of customers, which often does not involve deepening automation, but the formation of new business models. Enterprises are increasingly interested in providing business users with the ability to actively participate in improving business processes and independently create business applications.

Comindware Business Application Platform fully supports the Low-code concept with a minimum of coding and a maximum of visual development. The Comindware platform solves the main problem of digitalization - accelerating the cycle from business need to working business process.

Development from the browser

To ensure the required pace of innovation, many companies are returning to the practice of developing IT solutions in-house, but, of course, at a new level. Now visual rapid development tools are in demand for creating and executing business applications in a single environment, accessible from anywhere on Earth, and the Low-code platform provides such development tools in full.

To get started, just get an account with user, analyst and/or developer rights in the BPM system - no need to install software on your computer. Setting access rights to data, documents, and BPM system functionality, including creating and exporting reports and editing forms, is also carried out in the browser using an online editor.

Update without interruption

During the operation of the system, business objects and business processes develop, become more complex, and acquire new attributes. In traditional BPMSs that use relational databases (DBs), making changes to business processes requires reconfiguring the database by IT specialists, blocking user access to the system while the changes are transferred to the production environment. This approach requires a lot of resources and time and does not provide the necessary speed of changes. Comindware Business Application Platform uses a graph database and provides a different, dynamic approach to making changes to business processes and business application logic.

In the Comindware Low-code platform, any changes can be made frequently and painlessly, without involving programmers or blocking user access to the program. This ensures the ability to quickly respond to constantly changing requirements for business applications implemented in BPMS.

Implementation of a BPM system

BPM systems are created to automate enterprise management and increase the efficiency of its operation. The BPMS structure includes a set of tools for modeling and executing processes, monitoring, analyzing and optimizing business processes. Some systems presented on the BPM market in Russia additionally include modules for form development, social interaction and other tasks.

There are many approaches to implementation and each organization chooses the appropriate one based on the current stage of enterprise development, further development strategy, as well as the class of selected software. Basic approaches to implementing a BPM system based on a Low-code platform:

• Evolutionary. The company acquires licenses for the platform, creates a BPM solution for its tasks, automates business processes, and develops the system using the company’s employees. At the implementation stage, they often order a demo from the vendor with a prototype of a BPM system for further independent evolutionary adaptation to business needs.
• Revolutionary. In order to simplify the project of implementing a BPM system, an organization often hires a BPM expert. He performs a preliminary analysis of the company's processes, trains employees and supervises the organization of work on the implementation of a BPM system and automation.
• Integration. Often, BPMS systems are implemented into an enterprise’s existing IT system. At the same time, a high level of integration of all IT solutions used is a decisive factor for success. In this case, it makes sense to use the services of an integrator company from among Comindware partners. Experts will help you get the most out of every tool in your company's IT structure.

Regardless of the chosen implementation approach, further work with the business process management system based on the Comindware Business Application Platform is based on a simple scheme of actions:

• A business analyst, BPM expert or advanced business user creates a prototype of a solution. Programmers are attracted only to create a specific part of business logic, data processing, and integration with other systems.