Information systems in enterprise management. Business process management information systems Structure of business process management information system

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

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

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

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

There are only two ways to classify business information:

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

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

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

TO internal sources can be attributed:

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

Secondary sources can be:

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

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

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

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

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

There are 4 main purposes for which companies use information:

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

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

Although the entire information gathering process is a mixture of formal and informal collection methods, there is a preference for using formal schemes, industry regulation and service types information. 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.

Creation information system 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.

The development of information technology is directly related to the development of models corporate business. Any management system is based on the modern concept of office activities. The office can be seen as complex system, which synthesizes a variety of targeted electronic technologies. The main components of a modern office:

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

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

Bibliography

Akperov, I.G. Information Technology in management: Textbook / I.G. Akperov, A.V. Smetanin, I.A. Konoplev. - M.: NITs INFRA-M, 2013. - 400 p.
Vendeleva, M.A. Information technologies in management.: Textbook for bachelors / M.A. Vendeleva, Yu.V. Vertakov. - Lyubertsy: Yurayt, 2016. - 462 p.
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 based on the results of the IX Interuniversity scientific and practical conference with international participation. 2016. S. 305-308.

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

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

Terminology: business process and content management systems

Organization business process management (BPM, Business Process Management)

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

Enterprise Content Management (ECM, Enterprise Content Management)

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

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

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

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

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

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

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

Composition of BPM and ECM systems

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

The main modules of the business process management system are:

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

Modern ECMs typically include the following modules:

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

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

Business process management complements content management, or vice versa

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

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

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

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

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

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.

Software has undergone tremendous changes over the half century of its existence, having gone from programs capable of performing only the simplest logical and arithmetic operations to complex enterprise management systems. There have always been two main areas of development in software:

Performing calculations;
accumulation and processing of information.

intuitions personal experience the leader and the size of the capital is already not enough to be the first. To make any competent management decision in conditions of uncertainty and risk, it is necessary to constantly control various aspects of financial and economic activity, whether it is trade, production or the provision of any services.
In a highly competitive, dynamic market, even the most conservative or poor enterprises cannot afford to abandon such a powerful tool as automation. The benefits of using modern computer technology in industry are so great that the era of agitation for automation is long gone.
At present, the concept of an information system is so vague that any concept can be defined as an information system, from a computer program that helps automate a process to an established set of rules and procedures that regulate the actions of company employees to organize the processes of creating and using information in the right way for company form. Modern business is extremely sensitive to management errors, and in order to make a competent management decision in conditions of uncertainty and risk, it is necessary to constantly keep under control various aspects of the financial and economic activities of the enterprise (regardless of the profile of its activity). The theory of enterprise management is a rather extensive subject for study and improvement.
Control production process
Optimal control of the production process is a very time-consuming task. The main mechanism here is planning. An automated solution of such a problem makes it possible to competently plan, take into account costs, conduct technical preparation for production, and promptly manage the production process in accordance with production program and technology. Obviously, the larger the production, the greater the number of processes involved in creating profits, which means that the use of information systems is vital.
Document flow
Document management is a very important process in the activity of any enterprise. A well-established system of accounting document management reflects the current production activities actually taking place at the enterprise and gives managers the opportunity to influence it. Therefore, automation of workflow can improve management efficiency.
Operational management of the enterprise
Information system that solves problems operational management enterprise, is built on the basis of a database in which all possible information about the enterprise is recorded. Such an information system is a business management tool and is commonly referred to as an enterprise information system. The operational management information system includes a lot of software solutions for automating business processes that take place in a particular enterprise.

Purpose of information systems.

The "ideal" enterprise management information system should automate all or at least most of the activities of the enterprise. Moreover, automation should be performed not for the sake of automation, but taking into account the costs of it, and give a real effect in the results of the financial and economic activities of the enterprise.
Depending on the subject area, information systems can vary greatly in their functions, architecture, and implementation. However, there are a number of properties that are common.
Information systems are designed to collect, store and process information, so any of them is based on the environment for storing and accessing data.
Information systems are focused on the end user who is not highly qualified in the field of computer technology. Therefore, the client applications of the information system should have a simple, convenient, easy-to-learn interface that provides the end user with all the functions necessary for work and at the same time does not allow him to perform any unnecessary actions.
The enterprise should create a database that ensures the storage of information and its availability for all components of the management system.

The presence of such a database allows you to generate information for decision-making. By itself, the information system is not a tool for making managerial decisions. Decisions are made by people. But the control system is able to present or "prepare" information in such a way as to ensure decision making. Decision support systems are able to provide, for example:
monitoring the performance of various sections and services to identify and eliminate weak links, as well as to improve business processes and organizational units (i.e., information analysis can lead to a change in the rules for the implementation of certain management processes and even to a change in the organizational structure of the enterprise) ;
analysis of the activities of individual units;
summarizing data from various departments;
analysis of indicators various directions financial and economic activities of the enterprise to identify promising and unprofitable business areas;
identification of trends developing in the enterprise and in the market.
We should not forget that ordinary people who are experts in their subject area, but often have very average computer skills, will have to work with the system. The interface of information systems should be intuitively clear to them.

Technology of implementation of information systems.

- The technology of building a system according to models "as it should", without attempts to program the current algorithms. The practice of creating systems according to the "as is" model has shown that automation without reengineering business processes and modernizing the existing management system does not bring the desired results and is not effective. After all, the use of software applications in the work is not just a reduction in paper documents and routine operations, but also a transition to new forms of document management, accounting and reporting.
- Technology for building systems with a top-down approach. If the decision to automate is made and approved by top management, then the implementation of software modules is carried out from the head enterprises and divisions, and the process of building a corporate system is much faster and more efficient than when the system was initially introduced into the lower divisions. Only with top-down implementation and the active assistance of the management, it is possible to initially correctly assess and carry out the entire range of work without unplanned costs.
- Technology of phased implementation. Since complex automation is a process that involves almost all structural divisions of an enterprise, the technology of phased implementation is the most preferable. The first objects of automation are those areas where, first of all, it is necessary to establish the process of accounting and generating reporting documents for higher authorities and related departments.
- Involvement in the development of future users. When performing work on integrated automation the integrator firm changes the functions of the information technology departments of the customer firm, and their role in common process transition of the enterprise to progressive methods of management.
During the implementation of the project, employees of departments, together with developers, work with information and models, participate in making decisions on the choice technological solutions and, most importantly, organize the interaction between solution providers and employees of the enterprise. During the operation of the information system, the maintenance and maintenance of the system falls on the shoulders of the employees of the automated control system (unless a contract for maintenance has been concluded with the supplier). The customer's specialists are the initiators and executors of the preparation of proposals for the improvement and development of the existing system. This allows them to better tailor it to their requirements, so these requirements must be carefully considered so that information technology is not used where it is easy to handle management tasks with a pen and paper.
The system must support such a scheme of interaction between modules and workstations that would meet the requirements and technical capabilities of the user. The most important parameters of an information system are reliability, scalability, security, therefore, when creating such systems, a client-server architecture is used. This architecture allows you to distribute work between the client and server parts of the system, provides for development and improvement in accordance with the characteristics of the tasks being solved. In recent years, there has been a steady trend of increasing demand for client-server applications that have more accounting and management capabilities than file-server systems when processing large amounts of data, the ability to create distributed systems, as well as sufficient integration with other systems.

Implementation of information systems.

The implementation of an enterprise management information system, like any major transformation in an enterprise, is a complex and often painful process. Nevertheless, some of the problems that arise during the implementation of the system are well studied, formalized and have effective solution methodologies. Early study of these problems and preparation for them greatly facilitate the implementation process and increase the efficiency of further use of the system. The first stage in the creation of the system should be the pre-project survey (so-called consulting). Until all the business processes of the enterprise are described and analyzed, the enterprise model “as is today” is not built, reasonable requirements for the new system are not formulated, the model of the future system “as it should be” is not built, the terms of reference are not developed, there can be no question about purchasing or starting system development. The purpose of this pre-project work is to develop an idea of the future system, describe the functional information model of the future system and defend it to the customer. Only after that you can invest in the purchase or development of the system.

Preparation of the enterprise for the implementation of IP

Preparation of regulatory and reference information.

Development of methods for preparing and maintaining reference information.
Development of a classification of objects of regulatory and reference information, their definition and detailed description their properties. Preparation of sample descriptions of these objects.

The basic composition of objects of regulatory and reference information includes:

the production structure of the enterprise (work centers and their groupings, their identification and classification);
the territorial structure of the enterprise (sites and places of storage of stocks and their grouping, their identification and classification);
the financial structure of the enterprise (the centers of financial responsibility and their grouping, their identification and classification);
nomenclature positions, their classification and grouping;
specifications of nomenclature positions (product structures);
technological routes (including registration points in it for building a production accounting system);
other data.

Formation of recommendations to eliminate the identified data deficit about the objects of regulatory and reference information in the existing information system.
Audit of the process of preparation and maintenance of reference books of regulatory and reference information for compliance with the objectives of the enterprise and the principles of formation of IP.
Identification of cost categories, study and definition of methods for calculating the cost of production (in terms of direct costs and variable indirect costs).

Preparation of business processes.

Analysis and formation of recommendations for improving business planning processes operating activities, its execution, as well as maintenance of regulatory data to support operations.
Analysis and formation of recommendations to achieve compliance of business processes with the recommendations of the IS methodology
Development of models of business processes for sales, production, procurement, planning and others, in accordance with the subject area of the project, at various levels of the hierarchy of planned solutions necessary for the Customer's enterprise of business processes that will be supported by the system

Selection of a software system for automation of planning and accounting in production.

Analysis of the software market.
Development of a system of analytical reporting, which will need to be received by means of the system.
Development of requirements for the information system.
Training terms of reference on the choice and implementation of the information system.
Organization of the competition for the selection of software for the information system.

It is necessary to take into account the level of training of specialists who will work with the application, as well as the purpose of the application. If users have great experience working with software applications, you can use the multi-window interface, drop-down menus, etc.
If we are talking about employees for whom it is difficult to “press three buttons with both hands”, then the system interface should be as simple as possible, and the sequence of actions should be obvious. Similarly, if fast data entry is critical in the usage mode, then the convenience of the interface comes first. It makes sense to give developers the opportunity to try themselves as end users even before the information system is put into operation.

Types of information systems in an organization

Since there are different interests, characteristics and levels in an organization, there are different kinds information systems. No single system can fully meet an organization's information needs. The organization can be divided into levels: strategic, managerial, knowledge and operational; and functional areas such as sales and marketing, manufacturing, finance, accounting and human resources. Systems are created to serve these various organizational interests. Different organizational levels serve four main types of information systems: operational level systems, knowledge level systems, control level systems, and strategic level systems.

Operational level systems support operations managers, monitor elementary activities of an organization such as sales, payments, cash deposits, payroll. The main purpose of the system at this level is to answer common questions and guide transaction flows through the organization. To answer these kinds of questions, information generally needs to be easily accessible, current, and accurate.

Knowledge level systems support knowledge workers and data processors in an organization. The purpose of knowledge level systems is to help integrate new knowledge into the business and help the organization manage the flow of documents. Knowledge-level systems, especially in the form of workstations and office systems, are the fastest growing applications in business today.

Management level systems are designed to serve the control, management, decision making and administrative activities of middle managers. They determine if the objects are performing well and report back periodically. For example, the movement management system reports on the movement of the total amount of goods, the uniformity of the sales department and the department that finances costs for employees in all sections of the company, noting where actual costs exceed budgets.

Some control plane systems support unusual decision making. They tend to focus on less structural solutions for which the information requirements are not always clear. Strategic-level systems are a tool to assist top-level executives who prepare strategic research and long-term trends in the firm and business environment. Their primary purpose is to align changes in operating conditions with existing organizational capability.
Information systems can also be differentiated in a functional way. The main organizational functions such as sales and marketing, production, finance, accounting and human resources are served by their own information systems. In large organizations, sub-functions of each of these main functions also have their own information systems. For example, a manufacturing function might have systems for inventory control, process control, plant maintenance, automated development, and requirements material planning.
A typical organization has systems at various levels: operational, managerial, knowledge and strategic for each functional area. For example, commercial function has an operational level sales system to record daily sales data and process orders. The knowledge level system creates appropriate displays to showcase the company's products. The control plane systems track monthly sales data for all commercial territories and report on territories where sales exceed or fall below expected levels. Forecast system predicts commercial trends over a five-year period - serves the strategic level

Implementation of information systems. Main problems and tasks

Lack of setting the task of management at the enterprise.
Most managers manage their enterprise only on the basis of their experience, their intuition, their vision, and very unstructured data about its state and dynamics. As a rule, if a manager is asked to describe in some form the structure of his enterprise or a set of provisions on the basis of which he makes managerial decisions, the matter quickly comes to a standstill. Competent setting of management tasks is the most important factor influencing both the success of the enterprise as a whole and the success of the automation project. Therefore, the first thing to do in order for the project to implement an enterprise management information system to be successful is to formalize as much as possible all those control loops that you actually plan to automate. In most cases, this cannot be done without the involvement of professional consultants, but from experience , the cost of consultants is simply not comparable to the losses from a failed automation project.
The need for partial or complete reorganization of the enterprise structure.
Before proceeding with the implementation of an information management system in an enterprise, it is usually necessary to make a partial reorganization of its structure and business technologies. Therefore, one of the most important stages of the implementation project is a complete and reliable survey of the enterprise in all aspects of its activities. Based on the conclusion obtained as a result of the survey, the entire further scheme for building a corporate information system is built. Undoubtedly, it is possible to automate everything, about the principle "as is", however, this should not be done for a number of reasons. The fact is that as a result of the survey, a large number of places where unreasonable additional costs arise, as well as contradictions in organizational structure, the elimination of which would reduce production and logistics costs, as well as significantly reduce the execution time of various stages of the main business processes. You can't automate chaos, because the result is automated chaos. The reorganization can be carried out at a number of local points where it is objectively necessary, which will not entail a noticeable decline in the activity of current commercial activities.

The need to change the technology of working with information and business principles
An effectively built information system cannot but make changes to the existing planning and control technology, as well as process management. One of the most important features for a leader corporate information system, are management accounting and financial controlling modules. Now every functional unit can be defined as an accounting center, with an appropriate level of responsibility for its manager. This, in turn, increases the responsibility of each of these leaders, and provides top managers with effective tools for precise control over the implementation of individual plans and budgets.
If there is an information system management of the enterprise, the manager is able to receive up-to-date and reliable information about all sections of the company's activities, without time delays and unnecessary transmission links. In addition, information is provided to the manager in a convenient form "from a sheet" in the absence of human factors that can biased or subjective interpret information during transmission. However, it would be fair to say that some managers are not accustomed to making management decisions on information in its pure form, if the opinion of the person who delivered it is not attached to it. Such an approach, in principle, has the right to life even in the presence of an enterprise management information system, but often it negatively affects the objectivity of management. The introduction of an enterprise management information system introduces significant changes in business process management. Each document that displays in the information field the course or completion of one or another end-to-end process is automatically created in the integrated system, based on the primary document that opened the process. Employees responsible for this process only control and, if necessary, make changes to the positions of the documents built by the system. For example, a customer has placed an order for products that must be completed by a certain date of the month. The order is entered into the system, on the basis of it, the system automatically creates an invoice (based on existing pricing algorithms), the invoice is sent to the customer, and the order is sent to the production module, where the ordered type of product is exploded into separate components. Based on the list of components in the purchasing module, the system creates purchase orders for them, and the production module optimizes the production program accordingly so that the order is completed on time. Naturally, in real life, various options for unrecoverable disruptions in the supply of components, equipment breakdowns, etc. are possible, therefore, each stage of order fulfillment must be strictly controlled by the circle of employees responsible for it, who, if necessary, must create a managerial impact on the system in order to avoid unwanted effects or reduce them. You should not assume that working with an enterprise management information system will become easier. On the contrary, a significant reduction in paperwork speeds up the process and improves the quality of order processing, raises the competitiveness and profitability of the enterprise as a whole, and all this requires greater composure, competence and responsibility of performers. It is possible that the existing production base will not be able to cope with the new flow of orders, and organizational and technological reforms will also need to be introduced into it, which will subsequently have a positive effect on the prosperity of the enterprise.

Resistance of employees of the enterprise
The complexities of machine-building enterprises are very similar to those of most Russian enterprises and a lot has been written about it.
However, you can try to highlight some rather interesting and rarely mentioned in the press problems that are specific to mechanical engineering.
1. Which of the directors needs the system more, let him implement it. Often the decision to implement an information system is not the decision of the company, or at least a consolidated decision of top managers and shareholders, but the decision of one of the functional managers, for example, a financial director or a production director. In this case, the information system is implemented in the interests of this particular manager, while the majority of top managers of the enterprise do not take part in the implementation process and, as a result, may ambiguously evaluate both the process itself and the results of the system implementation as a whole.
Moreover, during the implementation of the system, the emphasis can often shift so much that for further comprehensive implementation, the work already done has to be seriously redone. There are examples of such automation. To the question "Why?" “We had to try to do it wrong so that all the management realized how not to automate management. But now all managers understand the need for personal participation in the work on the integrated automation of the enterprise.
It is difficult to say to what extent this approach justifies itself, but it is also difficult to challenge the initiators of the introduction of information systems in an enterprise, because otherwise "the enterprise would not pay attention to automation issues at all." In fact, in the case described, the company, on its own mistakes, is learning how to properly implement information systems, and, as a result, with repeated projects, the company’s management already understands much more accurately what goals it wants to achieve as a result of implementing the system, what efforts need to be organized to maintain the project, for what need to invite professional consultants and how much a project to implement an integrated management information system can realistically cost.
2. When implementing enterprise management information systems, in most cases, there is active resistance from field employees, which is a serious obstacle for consultants and is quite capable of disrupting or significantly delaying the implementation project. If the system is not liked by employees, then it is bad.
Surprisingly, even large enterprises sometimes the opinion of a lower-level employee (something you don't like, doesn't fit, isn't convenient, small print, "in general, the old system was clearer," etc.) is quite capable of slowing down the implementation of the system.
Often the leaders of the enterprise, especially if they do not pay enough attention to the implementation process, judge the quality of the system by the feedback of the staff, whose interests often diverge from the interests of the manager. As a result, instead of optimally achieving the goals of implementing a management system, considerable time is spent on redesigning interfaces, implementing all sorts of "frills" and "bows", despite the fact that such improvements are not of real value, but they significantly affect the budget and, most importantly, implementation time. The heads of the enterprise, who have decided to automate their business, in such cases should in every possible way assist the responsible group of specialists implementing the enterprise management information system, conduct explanatory work with personnel, and, in addition: Create a strong sense of inevitability of implementation among employees at all levels;
Give the implementation project manager sufficient authority, since resistance sometimes (often subconsciously, or as a result of unjustified ambitions) arises even at the level of top managers (Often, difficulties can arise at the very moment when the manager suddenly realizes that with the kind of a trap: the increase in awareness that the system provides minimizes the uncertainty of the current production situation and thereby limits the possibility of making decisions based only on subjective opinion. New technology management also contributes to the identification of management incompetence.);
Always back up everything organizational decisions on issues of implementation by issuing relevant orders and written instructions.

During the trial operation and during the transition to the industrial 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 the previously existing systems). In this regard, certain stages of the system implementation project may 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 passes the maximum full training work with the system, then a significant part of the work on the implementation of the system and its further maintenance falls on this group. The use of such technology is caused by 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.
Especially 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), communication skills, 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;
The 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 determining 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

It can be concluded that the general strategic goal creating a corporate information system is to increase manageability, which allows you to increase economic efficiency and qualitatively improve the production performance of the enterprise. Achieving this goal within the framework of creating a corporate information system should be implemented through the use of the entire complex of information technologies at the enterprise, namely:
- collection of reliable information;
- operational processing of data on the facts of production and economic activity;
- analytical support for making managerial decisions;
In the structure of the enterprise, it makes sense to plan a department for supporting embedded systems, so that after trial operation this routine work does not hang on strong and talented programmers, who should be sent to the implementation of new projects. Purpose of computer systems strategic decision support is to provide senior management with immediate and free access to information on key factors that are critical in achieving the company's strategic goals.
Therefore, IS should be easy to operate and understand. They provide access to a variety of internal and external databases, actively using a graphical representation of data.
- timely informing the staff about the results production planning and resource provision.
Before you implement an implementation project, formalize its goals as much as possible;
Set a high priority for the system implementation process, among other organizational and commercial processes. Empower the project manager;
Create an atmosphere of inevitability of implementation among all employees of the enterprise and try to increase the rate of mastering new technologies by organizational measures;
The introduction of an enterprise management information system is like a repair - it cannot be completed, it can only be stopped. So the implementation is essentially never over, the system must be constantly improved in the course of its industrial operation along with the progress of information technologies and methodologies for managing the activities of your enterprise.

In nature, initially harmonious,

Processes develop rhythmically.

The night is gone and a new day is coming

The East brightens - the sun rises again.

And every year winter changes summer.

And it will repeat itself endlessly.

So that the business grows, and you act cyclically:

Plan - do - check - act.

P. Kalita

Business management cycles

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

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

Rice. 3.1.

Rice. 3.2. Shewhart control cycle(PDCA)

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

Key business performance indicators and their balanced system

P. Drucker said: to manage is to measure. Hence, in order to manage efficiency, one must be able to measure it. Indicators are used to measure the level of achievement of any goals in the economy. But 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".

1. Goals and objectives of the discipline

The purpose of studying the discipline "Business Management Information Systems" is to form students' fundamental knowledge of the intellectualization of the manager's production activities for small, medium and corporate businesses, as well as the formation of knowledge and ability to work with modern information technologies of administration and workflow.

As a result of studying the discipline, students should:

know:

basic definitions and concepts necessary for mastering the principles and trends in the development of information technologies and systems;

have an idea about economic systems management and their structure, the role of information in these systems;

get information about knowledge management as an intellectualization of management in the field of economics and finance;

get acquainted with the necessary technical support for information technologies and information systems, as well as with the necessary technical support for the automated workplace of a business administrator;

get basic information on software and its classification, international standards for software development, outsourcing and audit of information systems;

be able to :

use basic concepts mathematical statistics, in practice, and also use methods statistical analysis in MS Excel;

apply methods of business forecasting and business planning in MS Excel;

master some information systems in business planning, simulation modeling and the possibility of conducting an examination of investment projects in these systems;

master one of the automation systems for managing corporate enterprises, personnel management using this system;

master one of the office automation and management systems using electronic document management at the enterprise and in organizations.

2. COURSE WORKING PROGRAM

2.1. Introduction. Theoretical foundations of informatization and intellectualization of management. Informatization of society. Information and global economy.

Management information technologies (IT). IT levels. Typical IT, “new” IT. IT development trends, functions of human activity, which are prerequisites for the development of information technologies. The unity of the control mechanism in nature and society. System analysis of the object. Its properties. System approach and its components. Economic system. The structure of the economic management system. The place and role of information in this structure. Information systems (IS). IS structure. IP classification. Knowledge management is the intellectualization of management in the field of economics and finance.

2.2. Technical support in management. Manager's workstation. The main stages in the development of computers. Classification of computers according to various criteria. Generalized block diagram of a computer. Characteristics and purpose of the main devices. Additional PC devices. Electronic office equipment. Trends in the development of PC. Technical support of IT and IS in management. Manager's workstation. Network technologies.

2.3. Software for automated information management systems. International standards for software development. Outsourcing. Software, its classification. System software: operating systems (OS), service programs, programming systems, maintenance programs. Application software: general-purpose application programs, method-oriented, problem-oriented. Application programs of general purpose: characteristics according to the degree of coverage of automation functions. Audit of information systems. International standards for the creation and design of information systems. Outsourcing. Outsourcing of information systems.

2.4. Use of MS OFFICE applications in the business office. Business statistics and business analysis of the enterprise in MS EXCEL. The concept of the business office of the enterprise. Features of decision-making at the enterprise. Enterprise business modeling. Business office software. Collection and preparation for processing the necessary initial data. Basic concepts and basic concepts of mathematical statistics. Statistical functions and their application in the practice of a financier and economist. Popular methods of business analysis and their application in the practice of a financier and economist.

2.5. Business forecasting and business planning in MS Excel. Application of the Analysis Package in the practice of a financier and economist. Business planning techniques in MS Excel. Creation of a simulation model.

2.6. Information technologies for drawing up a business plan (economic analysis) of an enterprise. Features of attraction of investments. Creation of a business plan and analysis of an investment project using the Project Expert package. Business plan of the company. reasons for planning. Sections of the business plan. International requirements for computer programs for the preparation of a business plan. Investments and their classification. Investment plan. Investment analysis. Information systems in business planning. Characteristics of planning and examination packages investment projects in the CIS countries. Brief description of the Project Expert package.

2.7. Information technologies in corporate management. Integrated information systems for corporate management. The main methodologies for their creation. Comparative analysis market of integrated information systems for corporate management. Electronic business. Types of electronic business. Electronic commerce. Types of e-commerce. Internet technologies in corporate management. Reference legal systems in corporate governance. Electronic document management systems.

2.8. Information management system of the corporation "Galaktika". Galaxy ERP: building concept and main components. Outline of logistics. Contract management. Accounting outline. Outline of planning and financial management. Budget management. The financial analysis. Circuit planning and production management. The contour of personnel management. Personnel Management. Business Intelligence (BI) Galaxy: A business intelligence solution. Setting the Galaxy ERP system parameters, commissioning.

3. LITERATURE

3.1. Main literature

Bocharov, E.P. Integrated corporate information systems / E.P. Bocharov, A.I. Koldin. - M.: Finance and statistics, 2005. - 288 p.

Winston, W.L. Microsoft Excel Data analysis and construction of business models / U.L. Winston. - M.: Russian edition, 2005. - 576 p.

Grabaurov, V.A. Information technologies for managers / V.A. Grabaurov. - M.: Finance and statistics, 2005. - 512 p.

Gedranovich A.B., Davydenko T.D., Tonkovich I.N., Firus T.P. Corporate information systems: laboratory workshop / A.B. Gedranovich, T.D. Davydenko, I.N. Tonkovich, T.P. Firus - Minsk: MIU, 2010. - 129 p.

Dubina, A.G. Excel for economists and managers / A.G. Dubina [i dr.]. - St. Petersburg: Peter, 2004. - 295 p.

Zakharchenko, N.I. Business statistics and forecasting in MS Excel / N.I. Zakharchenko. - M .: ed. Dialectics, 2004. - 208s.

Kotsiubinsky, A.O. Excel for a manager and an economist in examples / A.O. Kotsiubinsky, S.V. Groshaev. - M.: GrossMedia, 2004. - 304 p.

Kultin, N.B. Project management tools: Project Expert and Microsoft Project / N.B. Kultin. - St. Petersburg: BHV-Petersburg, 2009. - 160p.

Provalov, V.S. Management information technologies: textbook /V.S. Failures. - M .: ed. Flinta, 2008. - 376 p.

Serikov, A.V. Computer modeling of business processes: textbook. allowance for universities / A.V. Serikov, Titov N.V. - Kharkov.: Burun Book, 2007. - 304 p.

Titorenko, G.A. Information technology management: textbook. manual for universities / ed. prof. G.A. Titorenko. - 2nd ed., add. - M.: UNITI-DANA, 2007. - 439 p.

Gavrilov, L.P. Information technologies in commerce / L.P. Gavrilov - M .: ed. INFRA-M, 2011. - 240 p.

3.2. additional literature

Integrated system for enterprise management automation "Galaktika", Mn., 2010.

Integrated document management system "Business-Enterprise", Mn., 2004.

Davydenko T.D., Krivosheya T.A. Paperwork and business correspondence: laboratory workshop / T.D. Davydenko et al. - Minsk: MIU, 2009.

Davydenko, T.D. Paperwork and business correspondence: educational and methodological complex / T.D. Davydenko [i dr.]. - Minsk: MIU, 2009. - 180s.

The main form of teaching part-time students is independent work on educational material. This test is designed to consolidate the stated theoretical material of the course and independently master certain issues of this part of the course, as well as to consolidate practical skills in working with the stated software.

This control work involves the completion of three tasks (one task related to the presentation of theoretical material on the proposed topic, one task to perform statistical business analysis or business forecast using the tools of the Analysis Package or functions in MS Excel and the task to create an electronic presentation according to the control variant work while protecting it). To complete the tasks, in addition to the skills of working with MS Excel and MS PowerPoint, it is also necessary to use the skills of working with MS Word, Paint software, which were discussed earlier in the course on the basics of computer science.

Test assignments usually relate to one topic and consist of several separate tasks. At the same time, most tasks have their own parameters or conditions, the specific values of which depend on the number of the option, the total number of which is 20 (from 1 to 20). The variant number is determined as follows. The entire Russian alphabet is divided into two groups:

the first is the letters from A to L (options from 1st to 10th);

the second is the letters from M to Z (options from the 11th to the 20th).

Further, the specific variant number is determined by the initial letter of the surname and the last digit of your own record book number. If, for example, the initial letter is from the first group, and the last digit is 6, then the option has the number 7, which is reflected in the table:

last digit	Letters: A to L	Letters: from M to Z
	Option 1	Option 11
	Option 2	Option 12
	Option 3	Option 13
	Option 4	Option 14
	Option 5	Option 15
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