001 4 Лекция Анализ и моделирование функциональной области внедрения ИС.doc

001 4 Lecture Analysis and modeling of functional implementation IS.doc

Content4. Lecture: Analysis and modeling of functional implementation of IS 2Table of Contents 31.Polnaya business model 4Fig. 4.1. Generalized scheme of organizational business modeling 52.Derevo purposes forms a tree of strategies - 63.Biznes potential, in turn, determines the functionality of the company - 73.Matritsa projections - 74.The this stage, business modeling 8

Content5.Protsessnye flow models - 9Fig. 4.2. The main stages of the process-target descriptions of 10Fig. 4.3. Complete business model 115.Shablony organizational business modeling 125.1.Shablon development mission 12Fig. 4.4. Mission design pattern (matrix projections) 13Fig. 4.5. Design Pattern Mission 156.TEMPLATES business formation 16Fig. 4.6. Pattern formation of Business 16Fig. 4.7. Template business formation (matrix projections) 17

Content7.Shablon formation of functional (core business functions) 18Fig. 4.8. Pattern formation of the main business functions 18Fig. 4.9. Pattern formation of the basic functions of management 198.Shablon forming functional areas of responsibility for companies 19Fig. 4.10. Pattern of distribution functions for organizational entities 209.Shablon streaming of process descriptions 20Fig. 4.11. Streaming process model 2110.Postroeniya organizational and functional model of the company 22Fig. 4.12. Functional diagram of 22

Content11.Drevovidnye models (classifiers) - 2212.Matrichnye model - 2313.Standartnaya practice 2314.Agregirovannaya model - 24Fig. 4.13. The scheme of the Regulation on the establishment of organizational and functional structure of 2415.Instrumentalnye organizational modeling tools 28

4. Lecture: Analysis and modeling of functional implementation of ISThe basic concepts of organizational business modeling. The company's mission, goals and strategies of the tree to achieve them. Static description of a business potential of the company, the functional company-area management. Dynamic description of the company. Process flow models. Model data structures. Complete business model. Organizational patterns of business modeling. Building organizational and functional structure of the company. Development stages of the Regulation on the organizational and functional structure of the company. IT organizational modeling.

Content1.Complete business model2.Patterns of organizational business modeling2.1.Template design mission2.2.Template business formation2.3.Template formation of functional (core business functions)2.4. Рattern forming functional areas of responsibility for the company2.5.Template streaming of process descriptions3.Build organizational and functional model of the company3.1.Organizational modeling tools

1. Complete business modelPractice has developed a number of approaches to organizational analysis, but the engineering approach is used most widely . Organizational analysis of this approach is conducted on a fixed structure with a complete business model of the company. The company is regarded as a target, open, social and economic system, owned by a hierarchical set of open external super-systems (market, government agencies, etc.) and internal subsystems (departments, department, team, etc.). Capabilities of the company are defined by the characteristics of its business units and the organization of their interaction.

Fig. 4.1 provides a generalized scheme of organizational business modeling. Building a business model begins with a model of interaction with the environment according to the law of the unity and struggle of opposites, that is, with the definition of the mission of the company.

Fig. 4.1. Generalized scheme of organizational business modeling

Mission according to [ISO-15704] is1. Activities are carried out by the company in order to perform the function for which it was founded - providing customers with a product or service.2. The mechanism by which the company sells its goals and objectives.

The mission of the company to meet the needs of the socially important market is defined as a compromise the interests of the market and the company. At the same mission as open system is developed, on the one hand, based on market conditions and the positioning of the company in relation to other members of the environment, and on the other - on the basis of the objective of the company and its subjective values , expectations and guidelines.

The mission is a measure of the aspirations of the company and, in particular, to determine the market's claim (subject to competition). Mission statement allows you to create a tree of goals, hierarchical lists of refinement and detail of the mission.

The tree forms a tree strategy - hierarchical lists goals of refinement and detail ways to achieve goals. In this case, at the corporate level, strategy growth, integration and businesses investment are developed. Block business strategies determine product and competitive strategies, and segmentation strategy and promotion.

Resource strategy defines the strategy of material, financial, human and information resources. Functional strategies define strategies to organize the management components and stages of the product life cycle. At the same time it appears the need and the subject of partnerships (subcontract, service, promotion, etc.).

This enables customers to the desired product of the required quality, in the right quantity, at the right place at the right time and at an affordable price. However, the company may take in the partner chain to create value for the optimum place where its capabilities and potential to be used well. This makes possible to form a business potential of the company - a set of businesses, aimed at meeting the needs of specific market segments. Further, based on the specific channels, the original idea of the organizational structure (defined commercial centers of responsibility) is formed. There is an understanding of the basic resources required for the reproduction of the commodity nomenclature.

Business potential, in turn, defines a company functions - list of business functions, management functions and support functions required to maintain on a regular basis, these types of businesses. In addition, it clarifies the necessary resources (financial, human, information) and the structure of the company.

Building business capacity and the company functions allows you to use the projection matrix to determine the area of responsibility of management.

The projection matrix - model presented in the form of a matrix that defines the system of relations between the classifiers in any combination thereof.

Commercial responsibility matrix consolidates responsibility for divisions generating revenue from the sale of businesses. Further disaggregation (by allocating financial responsibility centers) provides construction financial model, which in turn, allows the implementation of budget management system.

Matrix functional responsibility establishes responsibility structural units (or individuals) for the execution of business functions in the implementation of business processes (purchasing, production, marketing, etc.), as well as management functions related to the management of these processes (planning, accounting, control marketing, finance, human resources, etc.). Further detail of the matrix (up to the level of responsibility of individual employees) will receive the responsibilities of staff, which together with a description of the rights, duties, powers, ensure the development of a package of job descriptions.

Description of the business potential, functions and the corresponding matrix of responsibility is a static description of the company. The processes taking place in the company while on a net basis (as a function) are identified, classified, and, most importantly, are assigned to the performers (the future owners of these processes).

At this stage the business modeling formed a set of universally recognized fundamental intra company regulations:

1.Basic position on the organizational and functional structure of the company;2.Regulations on the package selected activities (financial, marketing, etc.);3.Package the provisions of subdivisions (workshops, departments, sectors, groups, etc.);4. Post descriptions.

This brings transparency to the company through clear delineation and documenting areas of responsibility of managers.

Further development (detail) business model is at the stage of a dynamic description of the company's level of process flow models.

Process flow models - is a model describing the process of sequential time conversion of material and information flows of the company in the course of a business function or functions of management. Initially (at top level) describes the logic of interaction between the participants of the process, and then (on the lower level) - the technology of individual experts in their jobs.

Organizational business modeling completes design data structure model that defines a list of formats and documents accompanying the processes in the company, as well as, sets the format description of environmental objects, components, and regulations of the company. This creates a system of directories on which are the necessary documents and reports.

This approach allows us to describe the activities of the company with a universal set of management registers (goals, strategies, products, functions, organizational units, etc.).

Administrative registers in its structure is a hierarchical classifiers. Combining classifiers to functional groups and securing between the elements of different classifiers using matrix projections, we can get a complete business model.

This results in a process-target description of the company, as to obtain answers to the following interrelated questions: why-what-where-who-what-when-who-how-when-whom-how much-what form (Figure 4.2).

Fig. 4.2. The main stages of the process-description of the target

Therefore complete business model - a set of functionally oriented information model that provides answers to the following interrelated questions: why-what-where-who-what-when-who-how-when-whom-how much-what form .

Thus, organizational analysis involves building a complex of interrelated information models of the company, which includes:

1.Strategic goal setting model (answers to the questions: why the company is engaged in the business, why supposed to be competitive, what goals and strategies need to be implemented for this);2.Organizational and functional model (answers the question-who does what in the company and who is responsible);3.Functional and technological model (which answers the question, as implemented in the company);

4.Process-role model (answering the question of who-what-how-to);5.Quantitative models (to ask questions as needed resources);6.The model data structure (in answer to the question what kind of regulations are described and objects in the external environment).

Presented a set of models provides the necessary completeness and accuracy of the description of the company and allows to develop clear requirements for the designed information system.

5.Patterns of organizational business modeling

Technology organizational business model involves the use of standard techniques of sample description of the company.

5.1. Pattern development missionAs mentioned above, any company with its micro and macro environment is a hierarchy of nested open, subject-oriented systems. The company, on the one hand, is part of the market, and on the other stands in the competition's own interests. The mission is the result of positioning the company of other market participants. The company's mission can not be described by the analysis of its internal structure.

To construct a model of interaction with the environment (the mission statement of the company on the market) should do:

1.Identify market (super-system), which is part of the company;  2.Determine the properties (requirements) of the market;  2.Determine the purpose (mission) of the company, based on its role in the market.

In addition, the mission, as stated above, this is a compromise between the needs of the market, on the one hand, and the ability and desire of the company to satisfy these interests on the other.

In developing the model, the company's mission recommended:Describe the basis of the company's competitiveness - a set of

characteristics of the socio-economic system. For example:1.1. For the object - the uniqueness and exclusivity of the

developed technologies available in the company of resources (financial, material, information, etc.)

1.2. For the subject - the skills and experience of staff management.

This defines the uniqueness of resources and skills of the company and creates the position of "I can."

2. Find out the market conditions, that is determine the presence of effective demand for goods and services offered and the degree of satisfaction of market competitors. This allows you to understand the needs of the market and create the position of "need."3. Identify the availability and countervailing factors contributing to the selected activity on the part of public institutions in the field of politics and economics.4. Assess the future development of technology in the chosen field.

5. Assess possible support or opposition to public organizations.6. Compare the results of these actions, taking into account legal, moral, ethical, and other limitations on the part of staff and create the position of "I want."7. Assess the level of the costs and revenues.8. Assess the possibility of achieving an acceptable compromise for all parties and to make the company's mission.

Mission in the broadest sense is a basic business concept of the company as set out in the form of eight provisions defining the relationship of the company with other subjects:1.What will the Customer meet its needs;2.Who, why and how can act as a partner;

3.On the basis of what is supposed to build relationships with competitors (what, in particular, the willingness to go for a temporary compromise);4.What will the owner of the business and shareholders receive;5.What will business managers receive from the company's;6.What will staff receive from the company;

7. What can be the co-operation with civil society;8.How do will build the company's relationship with the state (in particular, the possible involvement in the support of government programs).

6. Pattern formation of businessIn line with the mission of the company are determined by the needs of social importance, which is aimed at meeting the company's business.Development of the business potential of the company could be reached for Patterned business formation.

The result is a core market and the base product, details of which are defined in the eyes of customers (product groups) and homogeneous with respect to the products of customers (market segments). With the projection matrix formed by the correspondence between product groups and market segments and defined list of business of the company (at the intersection of the row and column is the business of the company.)

The result is a core market and the base product, details of which are defined in the eyes of customers (product groups) and homogeneous with respect to the products of customers (market segments). With the projection matrix formed by the correspondence between product groups and market segments and defined list of business of the company (at the intersection of the row and column is the business of the company.)

7.Pattern form of the company (the main business functions)

Based on the list of companies, with the projection matrix is formed by a classifier business functions of the company.

For the formation of the main functions of the company's management first developed and approved by the two basic classification - "Elements of Management" (a list of tools used in the enterprise / control loops) and "Stages of the management cycle" (a process chain operations, consistently implemented by managers in the organization of work in any control loop) . Analogously, with the projection matrix, create a list of the major functions of management.

Presented projection matrix function allows you to create any degree of detail by a more detailed description of both the rows and columns of a matrix.

8. Pattern formation areas of responsibility for the formation of functional

Formation of functional areas of responsibility for running the company with a matrix organizational projections .

Organizational matrix of projections is a table in which the rows is a list of the actuators, the columns - the list of functions performed by the company for each function, determined executive managers responsible for this function.Filling a table allows for performing each function to find its affiliates or employees. Analysis of the completed table allows you to see "gaps" in the performance of functions, and in the utilization of employees, as well as all rational redistribution of tasks between the performers and how to fix the system in the "Regulations on the organization."

The position on the organizational structure - is in-house document recording: products and services, the functions performed by a company executive levels, realizing functions, distribution functions for links.Table projection functions on the actuators can have very large dimension. In medium-sized companies, for example, 500 units - 20 units to 25 functions. In large companies, it could be 5000 units - 50 units to 100 functions.Similarly we construct a matrix of commercial liability.

9.Streaming pattern of process descriptions

This description gives an idea of stepping transform resources into products efforts by various performers under the relevant regulations.

10.Building organizational and functional model of the company

Organizational and functional model of the company is based on the functional diagram of the company .

Formed on the basis of the mission objectives and strategies of the company are constructed. With their help it is determined necessary set of products and, as a consequence - the required resources. The reproduction of products is due to the processing of resources in basic production cycle. Its components form the necessary business functions for resource supply, production and distribution of products in the place of sale.

To maintain the processes of reproduction and management generates a set of related functions support (security, equipment, maintenance and repair, etc.). This approach allows us to describe the company with a universal set of management registers (goals, strategies, products, functions, organizational units, etc.). Administrative registers are hierarchical classifiers. Combining classifiers to functional groups and is secured between the elements of different classifiers using matrix projections, we can get a model of the organizational structure of the company.

For the construction of the organizational and functional model uses only two types of elementary models.

11.Tree models (classifiers) -

precise hierarchical lists of selected objects management (organizational units, functions, resources, including actuators for business process and document structure, etc.). Each element of the classifier can be further characterized by a number of attributes: type, scale, comment, etc. In fact, the classifiers are a set of administrative registers containing mostly non-quantitative information, the totality of which specifies the coordinate system for the description of the company. The number of such lists classifier is determined to build the model.

12.Matrix Models-

the projections defining the system of relations between the classifiers in any combination thereof. Links can have additional attributes (direction, name, index, scale and weight).

In the initial model is used only a few classifiers domain:1.Main products and services;2. Resources consumed by the company in the ordinary course of business;3. Functions (processes) that are supported by the company;4. Organizational units of the company.

The classifier function is usually divided into three basic sections: 1. Basic functions - directly related to the conversion process outsourcing products and services in the enterprise;  2.Functions of management - or the management company;  3.Assurance functions - supporting industrial, commercial and administrative activity.

The main function is to provide products and services, so the first is a formal description, coordination and approval of the list of its enterprise management businesses (commercial activities), products and services. From this classification for contractors to be understood than the enterprise market is interesting, and for internal purposes - what is needed or that a functional company.

As a result of these operations is the identification of a functional and a unified terminology describing functions of the enterprise, which must be agreed by all the leading managers. In drawing up the classifier organizational links important that the level of detail consistent with the level of detail features links. After the formation of all the base classifiers using matrix projections made by their assignment to organizational links company:

The process of forming the matrix of projection functions on organizational links in practice is like a game of tic-tac-toe .

Table specified by line units , in columns - functions offered in the management or business process in the company. At the intersections of functions and departments that are responsible for the function, put a cross. For large-scale projections, the mechanism alignment relations is used between the two classifiers, the list view.

13. Standard Practice

Standard Practice of construction of models of organizational and functional structure of companies supports capable of two levels of detail:

1. Aggregated model;2. Detailed model.

14.Aggregate model

Model of organizational structure, accounting records which are limited by the level of detail to 2-3 levels.

The purpose of constructing this model is to provide information about the organizational structure of senior managers for strategic analysis, correspondence analysis of the structure and strategy of the external environment of the company. The model can also be provided to external users (for example, potential investors as an illustration of the business plan, major customers, etc.).

Detailed model - a model of the organizational structure, details of accounting records which are produced at deeper levels than the aggregate model. The level of detail in the model is due to the specific needs of the company (the creation of certain institutional rules).

The purpose of constructing this model is to provide information on the distribution of responsibilities between business units, as well as the business processes in the company. Building a detailed model allows you to create different in-house rules .

15.Organizational modeling tools

The application of modern technologies for organizational modeling can significantly accelerate organizational design. In the early 1990s in the West were first program to address the problems related to organizational problems of management. Orgware - a new class of programs - has been focused on the tasks filing, storage and processing of "non-quantitative" information about the organization of the business, which previously did not have adequate computer support.

Russia's first product - the BIG-Master - was created as a computer tool to support a specific business management concept, called regular management. The main task was to move to regular management strictly documented procedures and regulations of activities. In the framework of regular management computer paradigm was based on the following approach: "We should not create a system of interconnected documents and related information system enterprise models, which will produce the required documents."

The conceptual basis for BIG-Master became the modern process-oriented approach to the organization of the company. On the upper level system processes usually described function tree - for its designation often referred functional. Function is considered to be "rolled up" processes. All processes function, at least, must be defined (i.e., identified as an activity that has a purpose and results) and classified by type (core, ensuring process control). Responsibility and authority to manage processes on a regular basis should also be shared . At this level, to describe the company's BIG-Master are two types of models: tree models (classifiers) and matrix models (projection).

On the lower level selected ("key") processes can be described as a process sequence (for the desired results.) We use a streaming model of business processes, the purpose of which - the description of horizontal relationships within the organization, linking the previously described objects by means of information and material flows. For structural analysis and design processes described threading model, BIG-Master supports methodology SADT (IDEF). A mechanism of projection matrix allows to determine and describe the processes of the company as a complete interconnected system.

Through hierarchical classifiers business model contains both relations "Executive function" at all levels of detail, which allows using the integrated report generator tune "permission" to look at the company in relation to the specific management tasks. The system captures the projections in the report any additional properties related to the object (for example, qualification requirements for personnel involved in the process). In addition, the view on the company can be associated with any "coordinate frame" - for example, from the document or the employee - in which the processes and how they are involved, etc.

The qualifiers, projection and process model of business - processes are supported by various ways of their visualization. For qualifiers - as the lists and trees (or graff), for a projection - as the connected lists and transponirovate matrixes, and for process models of business - processes - as the diagrams IDEF0 (IDEF3) and textual description, that facilitates understanding of tasks by the participants of processes. Thus the designing process models occurs in the habitual tabulared forms.

In model the formation of unlimited quantity ( of new qualifiers, projections and process models is possible, and consequently, reports and documents for the description and, that is especially important, creation of the rules of activity of the company.The presence in the BIG-Master of several tools of modeling is extremely useful. The matrix models support vertical integration - detailed system-target description of the companies built on hierarchy of management and executed functions. In process model the functional - technological approach - horizontal integration of business - operations on procedures prevails. All set forth above opportunities of the BIG-Master do by its convenient tool means of organizational modeling..

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