And already the implementation of the process approach implies the definition and description of existing business processes and the order of their interactions in the general network of processes, distribution of responsibility for business processes, business process management based on the PDC cycle. Fourth, processes exist to create the result that consumers need. You can erroneously follow the simple path of process design - to present each function of the organization as a separate process as a result of which something is produced, then combine the resulting processes ...

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LECTURE 6 ... PROCESS AND SYSTEM APPROACHES TO MANAGEMENT

6 .1 Process approach

There are four main approaches to managing organizations:

classical or traditional approach;

process approach;

systems approach;

situational approach.

The essence of traditional approach: separately considered work, administration, personnel, labor motivation, leadership, organizational culture, etc.

The essence of the situational approach: management methods may vary depending on the situation; in practice results activities of the organization analyzed in various practical situations; the most significant situational factors are sought that affect the performance indicators in dynamics, the consequences are predicted (future demand, costs, financial receipts, etc.); on the basis of the data obtained, the future activities of the organization are planned. Situational analysis is often carried out by methods expert assessments, "Brainstorming (attack)" (with arguments "for" and "against"), using cases (from the English "case") - business situations helping to gain practical experience and make the right management decisions.

There are several different interpretations of the process approach to management. In accordance with GOST R ISO 9000: 2001, the process approach is understood as"The systematic identification and management of the organization's processes and especially the interactions between such processes"... In practice, the popularization of the standard and the misinterpretation of its theoretical provisions led to a distortion of the theoretical foundations of management and the consideration of the process approach as a representation of activities in the form of a network of processes. So, for example,] the definition of the process approach is given as "the application of a system of interrelated processes to manage the activities and resources of the organization." But considering the system as a "network" of interacting processes issystems approach.

The process approach to management is an approach to management as a continuous process carried out through interrelated and interacting management functions such as planning, organization, control, analysis, etc.

In this approach, each management function is also a process, as it consists of a series of interrelated actions. The management process is the sum total of all functions. Thus, the process approach, first of all, meansthe use of a management cycle that includes a large number of management functions. And already implementation of the process approach implies the definition and description of existing business processes and the order of their interactions in the general network of processes, distribution of responsibility for business processes, management of business processes based on the cycle PDCA.

In the reference literature on quality management, in the standards of the ISO 9000 family, the concepts of "process", "business process", "business process" are often mentioned. However, a clear and general definition these terms do not exist in the theory of modern management. When describing the process approach, different authors offer their own definitions.

The definition proposed by Ericsson in his work “ Ericsson Quality Institute. Business Process Management ", Is the most complete and specific: "A business process is a chain of logically related, repetitive actions that result in the use of an organization's resources to refine an item (physically or virtually) in order to achieve certain measurable results or products to satisfy internal or external customers." .

We consider it possible, on the basis of this definition, to clarify key points defining a process within the process approach methodology.

At first, an organization process is a group of activities.

Secondly, these actions are logically related, not accidental.

Thirdly, all actions are implemented to achieve a common goal.

Fourth, processes exist to create the outcome that consumers want.

Analysis of various approaches to the definition of processes shows that the development and dissemination of knowledge in the field of modeling management activities and building management systems has led to the convergence of two concepts: "process" and "business process".

The main terms of the process approach, relating to the description of processes or their distinctive characteristics, include: the leader (owner, owner) of the process,

• process resources,
• process consumer,
• process input, process output,
• control actions, suppliers,
• process network,
• the functioning of the process,
• progress of the process.

Manager (owner, owner) of the process- an official who has at his disposal personnel, material and information resources, controls the course of the process and is responsible for the results and effectiveness of the process.

Under the term "Process inputs"are understood as objects that are transformed by the process to obtain the result of the process, or the so-called "outputs" of the process [.

Process outputs Is the result (product or service) of the process, as well as information, solutions. The output of the process is also the intermediate result of the process.

Process resourcesAre influencing factors that are necessary to effect change, but are not themselves transformable. These include information, finance, materials, personnel and skills, infrastructure, environment, software... In practice, it can be difficult to separate what is resource versus what is input. Repin V.V. and Eliferov V.G. in their work, they proposed to draw a conditional line between inputs and resources as follows: inputs are what comes from other processes and is transformed into outputs. Resources are those that are initially at the disposal of the owner of the process.

By the consumer of the processthey call the subject who receives the result of the process [ibid, p. 24; 33, p. 3.3.5]. The consumer can be:

• internal - being in the organization and in the course of its activities using the results (outputs) of the previous process;
• external - located outside the organization and using the result of the activity (output) of the organization.

Process provider- an entity providing, providing input to the process. A supplier can be internal or external to the process.

The actions that establish, regulate the process and influence it, but are not transformed by it, are called controllers. The organization has internal and external control actions. External control for the processes of the university includes the adopted legal requirements, the requirements of external governing bodies. Internal governance includes intra-organizational requirements and a regulatory framework.

It is necessary to determine what is meant byfunctioningprocess. In the dictionary of the Russian language S.I. Ozhegova “to function” means to act, to be in action, to work. The functioning of the process is the performance of its functions, the implementation of various activities in order to achieve the goal of the process. The functioning of the process is a change in the previous state of the process associated with the transformation, development, improvement of its main elements.

If it comes about the part of the process, the terms "operation", "work", "action" are used. Considering the overall performance of the process, we will use the term “functioning”. In the case of considering a sequential change of actions or the development of a process, we will use the term "process flow".

Defining the boundaries of business processes

An important problem in the implementation of the process approach is the definition of the boundaries of business processes. It is possible to distinguish four main approaches to determining the boundaries of processes: process - a sequence of actions, grouped:

1. by type of activity (similar functions);
2. by the result of the activity;
3. by the importance of customer expectations;
4. by added value;
5. according to the clauses of ISO 9001.

The first approach is focused on determining the sequence of actions performed by employees to achieve a result within their functional unit. This approach is used mainly when working on various automation projects and in organizations with project management. The disadvantage of this approach is the identity of the processes of the functional hierarchy and, as a consequence, the difficulty in adhering to one of the principles of the process approach, defined by M. Hammer, J. Chapley, Simon: “one process - one department - one budget - one process owner”.

In the second approach, activities are grouped according to the principle of separating the consumer and the product for him. The approach is based on the selection of processes based on performance and is represented in management by the most famous models of this approach: thirteen-, eight-process universal models and Scher's model. The main problem when using this approach in identifying processes can be the definition of the results themselves. You can erroneously follow the simple path of process design - to imagine each function of the organization as a separate process, as a result of which something is produced, then combine the resulting "processes" and get the previous model "by type of activity."

The third approach is to isolate the sequence of elements: enterprise strategy, stakeholders, expectations for products or services, processes

In general, this approach consists in the formation of an organization's strategy, which is determined by stakeholders (i.e. organizations, institutions or individuals with a legitimate interest in organizing its process). These parties have specific expectations about the products or services that the organization delivers through the processes by which those products and services are produced, and the support and ability to produce them.

This approach identifies the organization's stakeholders, its obvious consumers, defines and ranks expectations in relation to the organization, and forms a clear strategy.

It is interesting to consider the implementation of this approach in the methodology for the selection of processes, developed by L. V. Kukhareva. The essence of the method is to use the approaches of the concept Lean at the stage of identifying processes, orienting the organization towards the customer and laying the foundations for the process approach. The technique includes 7 steps:

1. allocation of consumer groups;
2. highlighting the stages characterized by different consumer values;
3. determination of the values ​​of each consumer group at various stages of interactions;
4. structuring values;
5. highlighting business processes;
6. highlighting subprocesses;
7. allocation of auxiliary processes.

The methodology of the process approach was initially formed within the framework of business organizations and the consumer value (the result of business processes) was considered as an economic category that correlates the cost of costs required to make a profit and the amount of profit itself. With the development of the process approach methodology, the definition of value has expanded.From the point of view of the organization, value came to be understood as "... such a characteristic of a product or service (in combination with the time and place of its delivery), for the provision of which the consumer is willing to pay, or at least for the provision of which he will be grateful."

The fourth approach focuses on identifying the value chain in an organization. The value chain consists of the key sequential actions required to promote a product or service from the initial idea to reaching a specific customer. The value can only be determined by the end user and has meaning in relation to a specific product or service. The chain distinguishes the main processes that ensure the production cycle, and business processes that support and accompany life cycle products.

Thus, the value chain is an infrastructure that shows the value of each process. In this case, the process boundaries are where each internal process adds something to the value of the product or service..

PDCA cycle in the process approach

PDCA concept is present in all areas of our professional and personal life and is used constantly, formally or informally, consciously or subconsciously, in everything we do. Every activity, no matter how simple or complex, falls under this never-ending cycle:

PDCA is a dynamic cycle that can be applied within each process of the organization, as well as in relation to the system of processes as a whole.

Maintaining and continually improving the capability of processes can be achieved by applying the concept PDCA at all levels within the organization. This concept applies equally to high-level strategic processes such as planning and simple production types activities carried out as part of the processes of creating products.

PDCA cycle applies to processes as follows:

“Plan” establish the goals and processes needed to produce results in accordance with customer requirements and organizational policies;

"Do" implement processes;

“Verify” monitor and measure processes and products against policy, product objectives and requirements and report [obtained] results;

"Act" take action to continually improve the performance of processes.

Classification of processes

An analysis of the use of process orientation shows that the lists of processes of various organizations, including universities, contain a different number of business processes, differ in process boundaries and are classified in different ways. On the other side, various organizations perform similar activities and may have identical process systems.

There are many ways to classify business processes.

Classification of processes

Classification attribute
Control level	Superprocess Hyperprocess Macroprocess Process Subprocess (subprocess)
Appointment	Business processes (main processes, production processes, life cycle processes, basic processes, main processes) Supporting (resource provisioning, resource management, supporting processes, non-essential) Management (organizational and managerial processes, management processes, management activities of the leadership)
Activity covered	Activity planning processes Activity Processes Control and analysis processes Decision making processes Factual Recording Processes
Importance for value creation	Processes that create value Processes that create opportunities for value creation Supporting processes
Degree of interaction with consumers	External processes Internal processes
Relevance to strategy implementation	Strategic processes Tactical processes
Formation area	Intrafunctional processes Cross-functional processes
Detail level of consideration	Top-level processes Detailed processes Elementary processes
Structure	Individual process Functional or vertical process Business (business process) or horizontal process
The structure of the standard GOST R ISO 9001: 2001	Top management processes Resource management processes Life cycle processes Monitoring, measurement and improvement processes
Interaction of processes	Processes related to management Input-related processes Control feedback processes Input feedback processes Processes with an output-mechanism relationship

Using a systems approach and meaning processes by elements, the group of authors proposes the following classification of processes by levels of management within the framework of the organization:

• superprocess,
• hyperprocess,
• macroprocess,
• process,
• subprocess (subprocess).

This classification allows you to consider the interaction of the organization's processes with the processes of external interested parties at the super-process levels. In other embodiments, the processes are divided into processes of the first, second, third, etc. levels.

The bulk of the authors of works devoted to the process approach divide processesaccording to the degree of influence on customer satisfaction into two groups: main and auxiliary.Core processes relate to the functioning of the life cycle of a product or service and add value to the customer. The auxiliary processes do not come into contact with the product and are intended to ensure the normal functioning of the main processes.

It should be noted that forprocess classification by purposethere is a great variety in the naming of their categories, but the approach is the same. Allocate:

• business processes (main processes, production processes, life cycle processes, basic processes, main processes);
• supporting (providing resources, resource management, supporting processes, secondary);
• management (organizational and managerial processes, management processes, management activities of the leadership).

Often supporting processes and management processes are combined into a class of auxiliary processes or extend the classification, supplementing it with development processes.

O.P. Gludkin highlightsprocesses of three types in structure:

• an individual process performed by an individual;
• a functional or vertical process that reflects the company's vertical activity and corresponds to its structure of interaction between managers, departments, divisions and employees of the company;
• a business (business process) or horizontal process that horizontally crosses the company's activities and is a set of interrelated integrated processes, providing final results that are in the interests of the company.

R. Gardner's classification is based on M. Porter's theory of the value chain and containsthree groups of processes according to the degree of their importance:

• processes that create value;
• processes that create opportunities for value creation;
• supporting processes.

In this classification, the second group includes processes that do not directly contribute to the creation of value, but are necessary to ensure the functioning of the processes. The third group includes processes that do not create value and do not provide the ability to create value, but are necessary to support the activities of the organization.

M. Kagonov's classification provides for the division of processeson management system processes and product creation processes.

Yu Adler proposed divisionbusiness processes to external processes, generated, as a rule, by consumers, and internal processes, in the functioning of which there is no interaction with the consumer.

One of the commonly used classifications is based on the structure of the ISO 9000 series.

According with the standard, processes or business processes are divided into:

• top management processes;
• resource management processes;
• life cycle processes;
• processes of monitoring, measuring and improving the QMS.

By the level of detail of considerationprocesses are divided into top-level processes, detailed, elementary.

Processes may varydepending on whether they are formed within one unit(intrafunctional processes), with the interaction of two or more departments or the entire organization - end-to-end (cross-functional processes).

Process classification possibleon interaction with each other... In this case, a distinction is made between:

• control relationship - when the output of one process is control for another process. Process 1 is the control process in relation to process 2;
• input interconnection - when the output of one block is the input to another. In this case, processes 1 and 2 are sequential and belong to the same category;
• control feedback - when outputs from one process affect the execution of other processes, the execution of which in turn affects the execution of the original process. In this case, process 2 falls into the category of measurement, analysis and improvement processes;
• input feedback - when the output from one process is an input for another process, the output of which is an input for it .;
• interconnection "output-mechanism" - when the output of one process is a mechanism for another. In this case, process 1 falls under the resource management category.

There are also more specific classifications developed by firms and organizations, containing an approximate universal list of business processes applicable to any organization.

Universal process classifications

Classification
Plymouth University classification	Manufacturing processes Management processes Support processes
TOPR classification	Primary processes Supporting (auxiliary) processes Development processes
ENAPS classification	Business processes (product development, customer requirements, order fulfillment) Controlling and supporting processes (customer service, support, future development)
APQC classification	Operational Processes Control Processes Supporting processes

Researchers fromUniversity of Plymouth (USA)a hierarchy of business processes is proposed, which has five levels. In this hierarchy, processes are divided into three main groups: "production", "management" and "support". A simpler and more applied approach has been proposed as a result of the Norwegianof the TOPR project on comparative benchmarking.The proposed structural scheme business processes contains processes divided into: primary, supporting (auxiliary) and developing. The resulting classification was further developed during the implementation of the program ENAPS (European Prospects Research Network). As a result, other names for business process groups were adopted - primary business processes were called business processes proper. They have been broken down into four subgroups of basic processes. The other two groups of processes have been called secondary processes, which, in turn, are divided into groups of support and development processes.

The so-called "Business Process Classification Framework" has been developed by the APQC (International Benchmarking Chamber) with the help of several major international corporations and in close collaboration with Arthur Andersen and Co. The Business Process Classification Framework provides an overview of business processes that are often found in many industries and manufacturing, services, healthcare, government, education. This option for ordering business processes is based not on functions, but on the structure and a common vocabulary of the main processes and subprocesses. The structure contains 13 enlarged business processes, divided into two types: operational, management and support. The framework does not list all processes within any particular organization, and it is understood that not every process listed in the framework is present in every organization. The proposed "Structure for the classification of business processes" is an evolving document and implies changes with the development of the theory of the process approach.

All of the above classifications of business processes are universal - intended for an organization of any type and in any industry.

6.2 Systems approach to management

The second important principle quality management, which is closely related to the process approach, issystematic approach to management.

The essence of the systematic approach ( from the point of view of management theory): the organization is considered as a system, with its own input (goals, objectives), output (results of work by indicators), feedback (between personnel and management, external suppliers and managers, external salespeople and managers, customers and internal salespeople, etc. .), external influences (tax legislation, economic factors, competitors, etc.). The main goals for a systematic approach:

Decreased emergence;

Increased synergy;

Ensuring positive multiplicativity in the organization;

Ensuring the sustainability of the organization's functioning;

Ensuring the adaptability of the organization;

Ensuring the compatibility of the organization's subsystems (for example, the "personnel" subsystem with the "management" subsystem, the "sales" subsystem with the "buyers" subsystem, etc.);

Ensuring the effective operation of feedbacks in the organization, both within subsystems and between subsystems.

From the point of view of building management systems: “Identification, understanding and management of interrelated processes as a system contributes to the effectiveness and efficiency of the organization in achieving its goals ".

In this context, a quality management system includes a number of interrelated processes. The processes required for a quality management system include not only product creation processes (those processes that directly contribute to the manufacture (“making”) of a product or the provision of a service), but also a range of management, monitoring and measurement processes such as resource management. , communication, internal audit, management review and other processes.

Individual processes are rarely isolated from each other. Outputs from one process typically form part of the inputs to subsequent processes, as shown in the figure.

A chain of interrelated processes.

The interactions between the processes of an organization can often be complex, resulting in a network of interdependent processes. The inputs and outputs of these processes can often refer to both external and internal consumers. An example of a network with interacting processes is shown in Figure 6. A model of this process network illustrates that consumers play a significant role in defining requirements as inputs. Feedback from the consumer on satisfaction or dissatisfaction with the output of the process is an essential input to the process of continuous improvement of the QMS.

Typical network of interacting processes

Note that the cycle PDCA can be applied both to each individual process and to the network of processes as a whole. Some important processes of the quality management system may not have direct interaction with an external customer. Process "F" in Figure 6, for example, could be an internal audit process, management review, equipment maintenance, or a training process.

The application of the principle of "systems approach to management" usually leads to:

Structuring the system to achieve the goals of the organization in the most efficient and effective way

Understanding the interdependencies between system processes

Structured approaches that harmonize and integrate processes

Ensuring a better understanding of the roles and responsibilities required to achieve common goals and thereby lowering cross-functional barriers

Understanding organizational capabilities and establishing resource requirements before taking action

Targeting and defining how specific activities should be carried out within the system.

Continuous improvement of the system through[her] measurement and evaluation

6.3 Business Process Assessment

Currently, there are several approaches to assessing processes, the classification of which is most fully given inthe work of V. Repin and V. Eliferov.The basic principles of assessment were developed in the writings of the founders and followers of the methodology of business process reengineering, such as M. Hammer and J. Champy, M. Robson and F. Ullah. Well-known approaches are used for qualitative analysis and assessment: SWOT -analysis, analysis using the Boston matrix, visual analysis methods. Methods of graphical analysis and assessment are less developed in the literature and are most fully considered only. Qualitative assessment techniques are indispensable in process design.

Methodology quantify processes have been developed in more detail and are widely used in world practice. Most of these techniques are based on the collection, processing and analysis of statistical information about the processes. In fact, methodologies for quantifying processes have been developed as tools used in the implementation of quality management systems.

Currently, such techniques as simulation of processes and ABS -process analysis (operational cost analysis). In practice, these techniques involve high costs and long implementation times. For these methods, it is necessary to have a clear regulation of the processes and means of measuring their indicators.

Quantitative techniques involve measuring process performance. Process indicators can also be both qualitative and quantitative. TO quality indicators includes subjective assessments of process managers and experts. To quantitative estimates - indicators of lead time, technical and technological indicators, cost indicators, indicators of the plan (performance), specific indicators.

The overall performance of the process is assessed in three areas:efficiency, efficiency and flexibility.

The concepts of "efficiency" and "efficiency" of the process in the scientific literature are ambiguous. This is due, firstly, to the nuances of translation of the terms “effectiveness” and “efficiency” from English in the works of various authors on the process approach. A frequent translation option is “effective” and “effective”, respectively. Typically, the term "effective" refers to a process that achieves its goals. Under the term "efficien t »- a process capable of operating at minimal cost. Secondly, the terms are used ambiguously in the ISO 9000 series standards. Thirdly, the term "efficiency" is used more often in relation to production processes, is associated with economic categories and is difficult to define for many processes of the university. The analysis of the use of these concepts in the practice of organizations is the subject of discussion by many authors.

This lecture will use the definitions of effectiveness and efficiency given in the English version of ISO 9000: 2005, since they are more often found in this interpretation.

"Effectiveness is the degree of implementation of planned activities and achievement of planned results."

"Efficiency is the ratio between the achieved result and the resources used."We support A. Stepanov, who believes that “the ratio in this case is the state of the results achieved and the resources used…. There is always a ratio. It can be satisfactory or unsatisfactory, good or bad (in the understanding of the enterprise), but it cannot but be ”.

The flexibility of a process (or adaptability) is understood as its adaptability to changes in conditions due to external and internal reasons.

Flexibility is the ability of a process to learn about changes in external conditions and quickly respond to changes, restructuring so that efficiency and effectiveness are not reduced.

It is impossible to use all types of indicators at once for any process. The introduction of certain indicators should be accompanied by certain conditions for the functioning of the process. Each process has a current state, determined by the degree of its standardization, certainty, the presence of feedbacks, assessment methods, etc. This state will determine the set of indicators. For example, introducing process performance indicators requires the existence of a high level of performance indicators.

The assessment of the current state in terms of real management practice in the literature is calledprocess maturity assessment.

Concept "Process maturity"means the degree of its controllability, including the possibility of a step-by-step quantitative assessment of the quality, controllability and effectiveness of results. The higher the level of maturity of the process, the higher its status.

ISO / IEC standard 15504, in turn, noted that the maturity of a process is its ability to achieve a desired goal.

These definitions show that maturity is defined as a generalized assessment of a process based on assessments of its effectiveness, efficiency and flexibility. Moving a process up the maturity scale implies an increase in these basic evaluations of process performance.

The formation of the concept of process maturity is associated, first of all, with the development of the theory of quality management. In the early thirties of the XX century, Walter Shewart published a paper in which he outlined the principles of statistical quality control. His ideas were developed and their successful application was demonstrated in the works of W. Edwards Deming and Joseph Juran.

Philip Crosby, in his 1979 book Quality is Free, provided a quality management maturity grid, describing five evolutionary phases in the implementation of a quality management system. These phases included: uncertainty, awareness, enlightenment, wisdom, confidence. In the works of this author, it was about the maturity of the quality management system. Later, many authors began to apply this term both to quality management systems in general and to individual processes, developing their own maturity assessment scales. At the moment, there is no uniform approach to determining the degree of maturity of systems or processes.

F. Crosby's maturity structure was later adapted for production process R. Radik. In 1986, Humphrey proposed his own maturity framework, adding concepts of maturity levels and developing a framework for their current use in the software industry.

• a model defined in the Capability Maturity Model (CMM) and called the Capability Improvement Model. The standard was developed in 1991 on the basis of the SEI Institute (Software Engineering Institute - Institute for System Programming at Carnegie Mellon University);
• model defined by the standard ISO / IEC 15504: Information Technology - Software Process Assessment.The standard is developed on the basis of the CCM of the International Organization for Standardization [ibid.];
• Robert Gardner's process maturity assessment model, first published in Quality Progress Paradox in March 2001.

The first two maturity models were originally designed for software organizations. Subsequently, both models outgrew their original purpose and successfully went from research works up to world standards. These models are used in various industries today. The above standards contain not only maturity assessment models, but also detailed assessment procedures. The CMM is the property of SEI and is not publicly available. This model is only assessed by trained professionals. The model is targeted at large organizations. The model defined by the ISO / IEC 15504 standard is freely available and used, but the results of evaluating the processes according to this standard look quite complicated. Interpreting the results requires additional training for process managers. The model is targeted at both large and small organizations.

R. Gardner's maturity assessment model is less detailed and is a description of six levels of process maturity. The model is universal in nature - it can be used equally in small and large organizations, regardless of the direction of the industry.

R. Gardner expressed each level of process maturity in terms of real practice of process management, such as standardization, measurement, corrective actions, as well as in terms of results of functioning: customer satisfaction, process ability and efficiency. These terms are formulated for each level as characteristics of the functioning of the process, the joint possession of which makes it possible to improve the process and move it to a new level.

The model assumes six levels of process maturity assessment: uncertainty, certainty, repeatability, ability, efficiency, flexibility.

Level 1. Unknown. In a given process, customer requirements are not defined, and methods of work are not precisely defined and documented.

Level 2. Certainty. In the process, the requirements of consumers are determined and transformed into a criterion of final performance, there is a system feedback... The working methods in the process are standardized based on common procedures. Process outputs are managed based on post-process controls.

Level 3. Repeatability. In the process, not only feedback systems have been identified, but their connection with corrective actions is also traced. The working methods in the process are standardized based on detailed procedures. Measuring overall performance demonstrates repeatability. Measuring internal performance demonstrates repeatability.

Level 4. Ability. There is a noticeable upward trend in customer satisfaction with the process. The process includes methods of internal audits. Measuring the overall performance demonstrates the reproducibility of the process. Measuring internal performance demonstrates the reproducibility of the process.

Level 5. Efficiency. In the process, activities that do not add value are identified and minimized, and the subtle points of the process are identified and managed. A system of measures has been introduced in relation to internal efficiency. Measuring internal performance has replaced control activities.

Level 6. Flexibility. Information about changes in requirements and process commitments spreads quickly. Alternative development paths have been identified for the process in order to ensure its flexibility. Process cycle times are minimized and provide fast response times. Employees have significant authority and responsibility for the end results of the process. A system of new learning cycles has been introduced.

Each level necessarily includes the previous levels and contains new requirements for improvement. To determine the level of maturity of the process, the compliance of the process with the above characteristics is checked.

The ISO 9004 self-assessment model provides an approach that can also be used by an organization to determine the relative maturity of both the quality management system as a whole and its parts. The model is not designed to evaluate processes, but is sometimes used for this very purpose. The model structure is an assessment of the maturity of each heading clause of the standard (or process) on a scale ranging from 1 (no formal system) to 5 (best in this performance category). The maturity levels used in this model are shown in Table 4.

The main advantage of this approach to assessing the maturity of processes is simplicity and ease of use in any organization and for any process. The processes of the organization can be assessed on a 5-point system, the results can be comparable with each other, and this kind of assessment does not require serious material, time and personnel costs. The disadvantage of using is the lack of a detailed description of the levels of processes. In the case when the model is applied to the entire management system, it allows you to evaluate each clause of the standard and thus cover all the details and areas of activity. Application of the model to the assessment of individual processes does not affect such basic characteristics of processes as meeting customer requirements, effectiveness and efficiency of the process.

Execution maturity levels

Maturity	Execution level	Management
	No formalized approach	No evidence for a systematic approach, no results, poor or unpredictable results
	Reactive approach	A problem or warning based on a systematic approach; minimum data on the availability of improvement results.
	A firmly formalized systematic approach	Process-based systematic approach, early stage of systematic improvement; there is evidence of relevance to targets and current improvement trends.
	Continuous improvement is of particular importance	Improvement process used, good results and constant improvement trends
		Strongly integrated improvement process, demonstrated by benchmarking, results best in this category.

The above models in practice are used not only for direct assessment of the process, but also as a tool for its improvement. The current level of maturity of the process is the starting point for improvement, and the characteristics of the next level are considered as challenges for further improvement. In addition, the assessment of maturity allows you to implement another condition for improving the management system: taking into account, on the one hand, the degree of maturity of processes, and on the other, the classification and purpose modern methods management, correspondence can be established to optimize change activities.

PROCESS EFFICIENCY =

Ability to achieve desired results

PROCEDURE *)

(“Specified way of conducting an activity or process” - may or may not be documented)

PROCESS

(“A collection of interrelated or interacting activities”)

ENTRANCE

OUTPUT

PRODUCTS

(“Result of the process”)

(includes resources)

EFFICIENCY OF THE PROCESS =

Monitoring and measuring capabilities

(Before, during and after the process)

Results achieved in relation to resources used

PROCESS A

PROCESS B

PROCESS C

Entering process A

Exit process A

move to process B

Exit the process B

Entering process C

Exiting process C

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Process approach

The essence of the process approach is that each employee ensures the vital activity of specific business processes, directly participating in them. Responsibilities, area of ​​responsibility, criteria for successful activity for each employee are formulated and make sense only in the context of a specific task or process. The horizontal connection between structural units is much stronger. The vertical "boss-subordinate" link weakens slightly. The employee's sense of responsibility is changing qualitatively: he is responsible not only for the functions assigned to him by the boss, but also for the business process as a whole. The functions and the result of the activity of parallel structural units are important to him. Responsibility for the result of the business process as a whole pushes him to responsibility towards his colleagues, the same participants in the business process as himself.

When building a process-oriented management system, the main emphasis is on working out the mechanisms of interaction within the process, both between structural units within the company and with the external environment, i.e. with customers, suppliers and partners. It is the process approach that makes it possible to take into account such important aspects business, as a focus on the final product, the interest of each contractor in improving the quality of the final product and, as a result, interest in the final performance of his work. The process approach to management ignores the organizational structure of the organization's management with its inherent assignment of functions to individual departments. With the process approach, the organization is perceived by managers and employees as an activity consisting of business processes aimed at obtaining the final result. The organization is perceived as business process network, which is a set of interrelated and interacting business processes, including all functions performed in the divisions of the organization. While the functional structure of the business determines the capabilities of the enterprise, establishing what should be done, the process structure (in the operating system of the business) describes the specific technology for achieving the goals and objectives, answering the question of how to do it.

The process approach is based on the following principles:

1. The activity of the company is considered as a set of business processes.

2. The implementation of business processes is subject to mandatory regulation or formal description.

3. Each business process has an internal or external client and owner (the person responsible for the result of the business process).

4. Each business process is characterized by key indicators that describe its performance, result or impact on the bottom line of the organization as a whole.

The principles of the process approach to management determine the basic rules, guided by which it is possible to organize the effective functioning of a business, aimed at the final result.

The first principle defines the vision of the company as a set of business processes. It is he who defines the new culture of perception of the organization in the process approach.

The second principle of the process approach, which requires mandatory regulation of business processes, is based on the fact that regulations is a document describing the sequence of operations, responsibility, the order of interaction between performers, the procedure for making decisions to improve the business process.

Isolation of a business process is always associated with identifying client or a consumer of the result of a process that has a certain value for him. In addition to the client, each business process has owner - an official who has the necessary resources at his disposal, manages the course of the business process and is responsible for the results and effectiveness of the business process. The owner of a business process is an official, a formal leader, therefore he has the necessary powers, has the resources required to implement the process, manages the course of the business process and is responsible for its result. These advantages guarantee the high performance of the organization, the management of which has a pronounced process-oriented nature.

Process-oriented management allows you to qualitatively change the activities of an organization at the operational, inter-functional and inter-organizational levels of its integration. At the same time, functional integration ceases to be a source of difficult-to-resolve cross-functional conflicts. The operational level of integration gains a new vision thanks to the network of the organization's business processes and allows:

a) more effectively delineate the powers and responsibilities of personnel;

b) develop effective system delegation of authority;

c) ensure the standardization of requirements for performers;

d) minimize the risk of dependence on an individual contractor;

e) reduce the workload of managers;

f) reduce costs;

g) improve the efficiency of personnel management;

h) identify sources of cost and time reduction for the execution of business processes;

i) reduce the time of acceptance management decisions.

As a result, the manageability of the organization increases, the influence of human factor and the cost of products and services. All this leads to a change in the quality of the organization itself and the formation of a process-oriented organization. , in which the entire team is a conscious participant in the continuous process of activity associated with the end result of the production of products or the provision of services.

The development of a process approach to management has received a wide response; in fact, all the leading organizations in the world have the character of process-oriented organizations.

Based on an understanding of what business processes are performed in an organization, you can build an effective organizational structure for managing them. If the organizational structure has developed traditionally, the business operating system can help in analyzing its quality.

Thus, the absence of a process approach in management leads to spontaneous results that cannot be relied upon and which cannot be analyzed, since they are difficult to reproduce. It is the process approach that makes it possible to understand that the end product of the company's activities is the result of the joint work of all its employees, without exception, in addition, it allows you to eliminate gaps at the junction of processes, restoring the connection between them. The process approach does not reject the existing management system in the company, but determines the ways of its improvement and qualitative modification.

Table 2 outlines the advantages and disadvantages of the process approach to enterprise management.

Table 2 - Analysis of the advantages and disadvantages of the process approach to enterprise management

Advantages	disadvantages
A clear system of interconnections within the processes and in their respective subdivisions; A clear system of one-man command - one leader concentrates in his hands the management of the entire set of operations and actions aimed at achieving the set goal and obtaining the desired result; Empowering employees and increasing the role of each of them in the work of the company leads to a significant increase in their efficiency; Quick response of the executive process units to changes in external conditions; In the work of managers, strategic problems dominate over operational ones; The criteria for the effectiveness and quality of work of departments and the organization as a whole are consistent and co-directed.	Increased dependence of the results of the organization's work on the qualifications, personal and business qualities of ordinary workers and performers; Managing functionally mixed work teams is a more complex task than managing functional units; The presence in a team of several people of different functional qualifications inevitably leads to some delays and errors arising in the transfer of work between team members, however, the losses here are much less than in the traditional organization of work, when performers are subordinate to various divisions of the company

Of course, it is impossible to achieve efficiency gains by formalizing business processes alone, and the process approach is not a panacea for all diseases of an organization. It allows you to diagnose problems, both of the entire company, and of the interaction of its various divisions when performing a common task. Sterligova A.N. Operational (production) management: textbook / A.N. Sterligova, A.V. Fel. - M .: INFRA-M, 2009. - P.32-35.

but contrasting the process and functional approach fundamentally wrong. Functions, as well as processes, are equivalent concepts of management activity, and cannot exist in isolation from each other. In this case, the result of both functional and process approaches is the design of both the organizational structure (i.e. functional areas) and the order of interaction within its framework (i.e. processes). The only difference is in the initial design points: whether to distribute functional responsibilities based on processes or design interaction processes between functional areas.

Table 3 shows comparative analysis two approaches to management. The advantages of the process approach over the functional described in the table allow us to conclude that in a dynamically developing market, from the point of view of competitiveness, the process-oriented management of an organization seems to be more effective.

Table 3 - Comparative analysis of functional and process approaches to management

System elements	Functional approach	Process approach
Control object
Defining the approach	Organization management with division into structural elements based on functional characteristics	Business process management as a set of activities, which, according to a certain technology, transforms inputs into outputs that are valuable for the consumer
Consumers	The functional leader acts as a consumer of the results of the department's activity, i.e. satisfaction of the need goes up the levels of the hierarchy	The consumer of the process results is the next process in the chain, i.e. satisfaction of needs goes along the enterprise towards the end consumer
Suppliers	An employee or head of a department of an enterprise acts as a supplier, providing employees of another department with resources for processing, which limits the ability of performers to directly influence the characteristics of the materials provided. At the same time, employees of another department are not interested in meeting the requirements of colleagues from other departments, if these requirements do not come directly from the functional manager.	The previous process in the chain acts as a supplier, which allows you to directly put forward and agree on requirements for the materials provided. The previous process is interested in meeting the requirements put forward
Distribution of responsibilities	Responsibility is fragmented, distributed among functional leaders, limited to the sphere of influence of a particular function, and is concentrated to a greater extent in the higher levels of the hierarchy. Thus, responsibility for the final result of the enterprise's activities fully rests only with the top management of the enterprise, which has the ability to influence activities only after problems arise.	Responsibility is clearly assigned and assigned to the “owner” of the process, who controls all stages of the process, is empowered to make decisions and, accordingly, has the ability to promptly influence the course of the process. Thus, the responsibility for the results of the process is close to specific performers of work.
Top management functions	Coordination of the goals of various divisions of the enterprise, the resolution of disputes and conflicts arising between the functional departments, decision-making on current issues often does not leave time for solving strategic tasks	Relief from operational management through delegation of responsibility and authority allows senior management to focus on analyzing activities and resolving strategic issues
Competence and career development of employees	The consolidation of employees into functional departments contributes to professional growth. Career growth is determined by moving through the levels of the hierarchy	Organizing employees by process reduces opportunities professional growth... Striving for a "flat" organizational structure with a minimum number of hierarchical levels complicates career prospects

At the same time, the opposition of functional and process approaches to management is not legitimate. The result of both approaches is the simultaneous design of the organizational structure (functional areas) and the order of interactions within this structure (processes). To a certain extent, these approaches should be applied in parallel. The object of management should be a single system of interrelated business processes that create value for the consumer, and functional areas that combine similar functions within various business processes. These two approaches have significant similarities in basic assumptions: both approaches postulate an initial set of typical processes / functions, which is further detailed and tied to a specific enterprise. The functional approach answers the question "What to do?", The process approach "How to do it?" There should be no contradictions between the two approaches - they not only complement each other, but to a certain extent should be applied in parallel.

Summarizing the above, we can conclude that a process-oriented control system, along with the advantages of a function-oriented system, has a number of advantages where the latter has obvious disadvantages. The need to apply process-oriented management in last years more and more clearly recognized by the society of Russia. Process-oriented management will allow you to carry out transformations faster and with fewer errors, since with this approach it is easier (in comparison with the functional approach) to determine what exactly and in which departments needs to be changed. Many domestic enterprises have already begun to work on improving their business processes within the framework of the concept of process-oriented management, which increases work efficiency; without increasing the staff, reduce the time of customer service, reduce costs. However, it should be remembered that a process-oriented management system is suitable and will bring tangible benefits to such organizations that exist in a dynamic, actively developing market with healthy competition. It is advisable to implement such a management model in organizations that, for example, are characterized by mass transactions with individuals, a large flow of the same type of operations. For organizations, where each contract or transaction is individual, and business processes are constantly changing for each specific order, process-oriented management will not only not benefit, but will also significantly complicate the workflow.

Based on the foregoing, we can conclude that the construction of process-oriented systems allows an organization to better understand the relationship of individual aspects of activities and increase its efficiency.

PAGE 3

Introduction ………………………………………………………………………… ..3

1. The process approach to management ………………………………………… ... 4

2. Description of business processes ……………………………………………… .10

3. Modeling business processes ………………………………………… ... 17

Conclusion ……………………………………………………………………… .23

References ……………………………………………………………… 25

Introduction

Business processes are one of the most powerful tools for increasing business efficiency. The technology for describing business processes provides transparency of all business operations, allows you to analyze the possible consequences of failures at one stage or another of the work, find and correct an error in time. Business processes make it possible to understand the interaction between disparate departments: what, to whom and for what they are transmitted or received at each stage. The key properties of a business process are that it is a final and interconnected aggregate actions defined by relationships, motives , restrictions and resources within a finite set of subjects and objects, uniting into a system for the sake of common interests in order to obtain a specific result, alienated or consumed by the system itself.

The purpose of the test is to familiarize yourself with business processes, as well as analyze their description, modeling and process approach to management based on independent study of literary sources.

1. Process approach to management

We live in a world where the speed of reaction decides, if not everything, then a lot. This is especially true for business. To survive, a company must adapt to everything new as quickly as possible, be manageable and agile. In a small company, all employees are in sight, and a manager can do a lot personally. In larger companies, things are much more complicated. In enterprises with a staff of five hundred, and even one hundred people, it is impossible to control each individual employee. Salvation is a process approach to management.

Process approach -this is one of the management concepts that was finally formed in the 80s of the last century. In accordance with this concept, all activities of an organization are considered as a set of processes. In order to manage, it is necessary to manage processes.Process approachbecame one of the key elementsquality improvement.

The main concept that the process approach uses is the concept of a process. There are various definitions, but the most commonly used is the definition of the standard. ISO 9001. " A process is a collection of interrelated and interacting activities that transform inputs into outputs.". An important component of the process, which is not reflected in this definition, is the systematicity of actions. The steps in the process should be repetitive, not random.

The process approach has been developed and is being applied with the aim of creating horizontal links in organizations. Departments and employees involved in one process can independently coordinate work within the process and solve emerging problems without the participation of higher management. The process approach to management allows you to more quickly resolve emerging issues and influence the result. Unlike the functional approach, process management allows you to focus not on the work of each of the departments, but on the results of the organization as a whole. The process approach changes the concept of the structure of an organization. The process becomes the main element. In accordance with one of the principles of the process approach, an organization does not consist of departments, but of processes.

The process approach is based on several principles. The implementation of these principles can significantly increase the efficiency of work, however, at the same time, it requires a high corporate culture. The transition from functional to process management requires constant teamwork from employees, despite the fact that they may belong to different departments. The "performance" of the principles incorporated in the process approach will depend on how much this joint work will be ensured.

When implementing process control, it is important to adhere to the following principles:

The principle of interconnection of processes... An organization is a network of processes. A process is any activity where work is performed. All organizational processes are interconnected;

The principle of the demand for the process... Each process must have a goal, and its results must be claimed. The results of the process must have their own consumer, internal or external.

Principle of documenting processes... Process activities need to be documented. This allows you to standardize the process and get a basis for changing and further improving the process;

Process control principle... Each process has a beginning and an end, which define the boundaries of the process. For each process within the specified boundaries, indicators should be defined that characterize the process and its results;

Process responsibility principle... Various specialists and employees may be involved in the execution of the process, but one person should be responsible for the process and its results.

The process approach assumes the presence of key elements, without which it cannot be implemented in the organization.

These key elements include:

Process input;

Process exit;

Resources;

Process owner;

Process consumers and suppliers;

Process indicators.

Figure 1. Elements of the process approach

Inputs process are the elements that undergo changes in the course of action. The process approach considers materials, equipment, documentation, various information, personnel, finances, etc. as inputs. Outputs process are the expected results for which action is taken. The output can be either a material product or various kinds of services or information. Resources are the elements required for the process. Unlike inputs, resources do not change in the process. With such resources, the process approach defines equipment, documentation, finances, personnel, infrastructure, environment, etc.

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

Each process must havesuppliers and consumers... Suppliers provide inputs to the process, and consumers are interested in receiving outputs. The process can have both external and internal suppliers and consumers. If the process has no suppliers, then the process will fail. If the process has no consumers, then the process is not in demand.Process indicatorsare necessary to obtain information about its work and to make appropriate management decisions. Process indicators are a set of quantitative or qualitative parameters that characterize the process itself and its result (output).

Due to the fact that the process approach creates horizontal links in the work of the organization, it allows you to get a number of advantages in comparison with the functional approach.

The main advantages of the process approach are:

Coordination of actions of various departments within the process;

Process result orientation;

Improving the effectiveness and efficiency of the organization;

Transparency of actions to achieve the result;

Increased predictability of results;

Identifying opportunities for targeted process improvement;

Elimination of barriers between functional units;

Reducing unnecessary vertical interactions;

Exclusion of unclaimed processes;

Reducing time and material costs.

The process approach is at the heart of several popular and fairly effective concepts for improving the work of organizations. Today, there are four areas that use the process approach as the main approach to improve performance.

These areas include:

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

Continuous process improvement(Continuous Improvement Process). It is a concept that provides for minor but continuous improvements to the process, in all its components. The most well-known approach based on continuous improvement of processes is the Japanese approach “ kaizen "(kaizen);

Improving business processes(Business Process Improvement) orbusiness process management(Business Process Management). It is an approach aimed at helping organizations optimize business processes in order to increase their efficiency. Changes to processes are carried out gradually, but necessarily on a systematic basis;

Business process reengineering (Business Process Reengineering).This approach emerged in the early 90s of the 20th century. It is based on the rethinking of existing processes and their radical change (redesign). In contrast to the above three approaches, reengineering involves rapid process change. Also in this approach, considerable emphasis is placed on the use of information technologies.

2. Description of business processes

Buisness process - it is a stable, purposeful set of interrelated activities, which, according to a certain technology, transforms inputs into outputs that are valuable for the consumer (MS ISO 9000: 2000 standard).

Figure 2 shows a generic process block diagram. Despite its simplicity, it is extremely important from the point of view of the methodology for implementing the process approach. The frequently used definition as “a business process is a set of sequential operations” roughly simplifies the concept of a business process and focuses only on the task of developing workflow diagrams (work). An overly simplified understanding of the process and implementation of the process approach cannot be used if the company's management aims to build a management system based on the process approach.

Figure 2. Universal structural diagram of a business process

The concept of a process includes:

process owner- an official who has at his disposal the resources of the process, endowed with certain rights, having a clear area of ​​responsibility and authority;

process technology- the procedure for performing activities to convert inputs to outputs;

process scorecards- product indicators, process performance indicators, customer satisfaction indicators;

process control- the activity of the process owner to analyze data about the process and make management decisions;

process resources- information and material resources that the owner of the process distributes during the planning of work on the process and takes into account when calculating the efficiency of the process (the ratio of the cost of resources expended to the achieved result).

Each process is built into a specific system of processes that are carried out both internally and externally. A process requirement defines a higher-level leadership in relation to the process under consideration (the “higher-level governing body” in Figure 2). Control information (orders, plans, regulations, etc.) enters the input of the process. During the performance of activities and at the end of the reporting periods, the reporting information is sent to the higher management. The result of the process execution are products (services), which are designated as outputs in Figure 2. Consumers receive them and use them to transform into other products as part of their processes. Attempts to copy "foreign" processes (using reference models of business processes) are deliberately doomed to failure. The process control system of each organization is its unique know-how, operates in a specific situation and changes with a changing environment. Copying and replicating an enterprise management system makes sense only when an organization creates a network of similar, replicated divisions or business units.

Description of the business process- textual, tabular or graphical presentation of the circuit business process ... It is carried out, as a rule, by business analysts of the company and serves as the initial stage of modeling and optimization of business processes.

There are many approaches to describing business processes, of which two standards should be distinguished: Data Flow Diagram and Work Flow Diagram - data flow diagrams and work flow diagrams, respectively.

The business process description procedure includes

• description of the business process environment (primary and secondary inputs and outputs, internal and external suppliers and contractors)
• description of the structure of the business process:
• designation of interacting units,
• defining the content of each operation,
• distribution of responsibilities between employees,
• designation of deadlines for completing tasks,
• definition of incoming and outgoing documentation, as well as allworkflow by process.

Distinguish between horizontal and vertical description business processes.

When describing vertically, only the activities and their hierarchical order in the business process tree are shown. In this case, there are only vertical links between parent and child jobs.

With a horizontal description of a business process, it is also shown how these works are interconnected, in what sequence they are performed, what information and material flows move between them. In this case, horizontal links appear in the business process model between the various activities that make up the process (Figure 2).

Organizational planners use different terminology when describing business processes. For example, a vertical description of business processes is called by some as a functional description of an activity, and a horizontal description is called a process description or simply a description of business processes.

Currently, there are three main ways of describing (Figure 3).

Figure 2. Horizontal and vertical description of business processes

Figure 3 Ways to describe business processes

The first way is a sequential textual description of the business process. An example of a textual description of a fragment of a business process is the following text: "The sales department iscontract of saleand coordinates it with Legal department". Many Russian companies have developed and use in their activities regulatory documents, some of which are process regulations and provide a textual description of business processes. For the purposes of analyzing and optimizing the company's activities, this is not suitable. textual information is perceived by the human brain sequentially. For example, when a person reads a regulation and reaches its end, he almost always forgets what was at the beginning of the document. that human consciousness is arranged so that it can effectively work only with images.When perceiving and analyzing textual information, the human brain decomposes it into a number of images, which takes additional time and mental effort.when using a textual description of business processes, the performance and quality of decisions for optimizing activities leave much to be desired, which is especially pronounced when a decision is made by a group of people.

At one time, information technology specialists developed a more structured approach to describing business processes. They proposed to break down the business process into cells of a structured table, in which each column and row has a specific meaning. This table is easier to read, it is easier to understand from it who is responsible for what, in what sequence the work is performed in the business process, and, accordingly, the business process is easier to analyze. The tabular form of describing business processes is more effective than the textual one and is currently actively used by information technology specialists to describe business processes as applied to automation tasks.

Recently, graphical approaches have been intensively developed and used in the description of business processes. It is recognized that graphical methods are most effective in solving problems related to the description, analysis and optimization of the company's activities.

The first step in describing a business process is to describe its environment, which represents a set of inputs and outputs of a business process with an indication of suppliers and customers. Process suppliers and customers can be both internal and external. Internal suppliers and customers are departments and employees of the company with which the considered business process interacts. By describing inputs, outputs, suppliers, and customers, the horizontal description of a business process allows for a clearer description of the business process and its boundaries. This is one of its advantages over vertical description.

When describing the environment of a business process, it is recommended to build its graphical diagram, shown in Figure 4.

Figure 4. Diagram of the business process environment

When describing the environment of a business process, it is necessary to divide its inputs and outputs into two types: primary and secondary. This division results in primary and secondary inputs, as well as primary and secondary outputs. The inputs and outputs that were shown in the description of the business process environment are external.

If the company uses a work scheme<на склад>, then the question of what happens before the purchase of products or its sale can be given two different answers depending on two different situations. If a specific product is in stock, then purchasing it in time is more primary than selling it. If, when the client contacts, there is no product in the warehouse and the client is ready to wait until the purchase is made, then the sales process begins in time earlier than the purchase, and ends later. Therefore, when describing this business process and similar processes, it is advisable to use the DFD standard, which does not emphasize the temporal sequence of work.

Description of business processes is one of the most time-consuming stages of a project and requires not only a large investment of time, but also a deep and thoughtful approach to the analysis of processes. Processes can be described using various tools: EXCEL, BPWin, ARIS, MS Visio. The main thing is that the ready-made diagrams are understandable and reflect the essence of the processes. In this case, the qualifications of the project manager and external analysts, who must have a sufficient level of education in the field of enterprise economics and management, and sufficient experience in implementing such projects, are important.

3. Modeling business processes

The concept of "modeling business processes" came into the everyday life of most analysts simultaneously with the appearance on the market of complex software products designed for complex automation of enterprise management. Modeling business processes allows you to analyze not only how the enterprise as a whole works, how it interacts with external organizations, customers and suppliers, but also how the activities are organized at each individual workplace.

There are several approaches to defining the concept of "business process modeling":

modeling of business processes is a description of the business processes of an enterprise that allows the manager to know how ordinary employees work, and ordinary employees - how their colleagues work and what end result all their activities are aimed at;

business process modeling is an effective means of finding opportunities to improve enterprise performance;

business process modeling is a tool that allows you to anticipate and minimize risks arising at various stages of the reorganization of an enterprise's activities;

business process modeling is a method that allows you to provide a cost estimate for each process taken separately, and all business processes in an enterprise taken together.

Modern enterprises are forced to constantly improve their activities. This requires the development of new technologies and methods of doing business, improving the quality of the end results of activities and, of course, introducing new, more effective methods of managing and organizing the activities of enterprises.

A business process is a logical, sequential, interconnected set of activities that consumes the manufacturer's resources, creates value and delivers the result to the consumer. Among the main reasons that induce an organization to optimize business processes, one can single out the need to reduce costs or the duration of the production cycle, the requirements imposed by consumers and the state, the introduction of quality management programs, the merger of companies, intra-organizational contradictions, etc.

Modeling of business processes is an effective means of finding ways to optimize the company's activities, a means of predicting and minimizing risks arising at various stages of enterprise reorganization. This method allows you to provide a cost estimate for each individual process and all business processes of the organization in the aggregate.

Business process modeling decisions are usually made for the reasons presented in Figure 5.

Figure 5. Reasons for making a decision to model business processes

Business process modeling affects many aspects of the company's activities:

organizational change;

optimization of the functions of departments and employees;

redistribution of the rights and responsibilities of managers;

change of internal normative documents and technology of operations.

The purpose of the simulationis the systematization of knowledge about the company and its business processes in a visual graphical form more convenient for analytical processing of the information received. The model should reflect the structure of the organization's business processes, the details of their implementation and the sequence of workflow.

Modeling business processes of an organization includes two stages, structural and detailed. Structuralbusiness process modeling of an organization can be performed in IDEF0 notation using BPwin tools or in UML using Rational Rose tools. Detailed modeling is performed in the UML language.

At the stage of structural modeling, the model should reflect:

existing organizational structure;

documents and other entities used in the execution of simulated business processes and necessary for modeling workflow, with descriptions of their main meaning;

the structure of business processes, reflecting their hierarchy from more general groups to private business processes;

interaction diagrams for final business processes, reflecting the sequence of creation and movement of documents (data, materials, resources, etc.) between the actors.

Detailed business process modeling is performed in the same model and should reflect the required detail and should provide an unambiguous view of the organization's activities.

A detailed business process model should include:

set of precedents reflecting possible options performing business processes "as is";

action diagrams that describe in detail the sequence of business processes;

interaction diagrams reflecting workflow schemes.

Modeling business processes in a company can be aimed at solving a large number of different tasks:

Accurately determine the result of a business process and assess its value for the business. Define a set of activities that make up a business process. A clear definition of the set of tasks and actions that need to be performed is extremely important for a detailed understanding of the process.

Determine the order of actions. Actions within one business process can be performed both sequentially and in parallel. It is obvious that parallel execution, if possible, allows one to reduce total time the implementation of the process and, therefore, improve its efficiency.

Separate areas of responsibility: determine and then track which employee or department of the company is responsible for the implementation of an action or process as a whole.

Determine the resources consumed by the business process. By knowing exactly who is using which resources and for which operations, you can improve resource efficiency through planning and optimization.

Understand the essence of interactions between the employees and departments of the company involved in the process and evaluate and then increase the effectiveness of communication between them.

See the movement of documents during the process. Business processes produce and consume a variety of documents (paper or electronic). It is important to understand where and where documents or information flows are coming from, and to determine whether their movement is optimal and whether all of them are really necessary.

Identify potential bottlenecks and opportunities for process improvement, which will be used later to optimize the process.

It is more efficient to implement quality standards such as ISO 9000 and successfully pass certification.

Use business process models as a guide for new hires.

Effectively automate business processes in general or their individual steps, including automating interaction with the external environment - customers, suppliers, partners.

Having understood the totality of the company's business processes, understand and describe the activities of the enterprise as a whole.

In turn, the main task in modeling the business processes of a company is to describe the processes existing in it in order to build their models “as is”. To do this, it is necessary to collect all available information about the process, which, as a rule, is fully owned only by the company's employees who are directly involved in the implementation of the process. Thus, we come to the need for a detailed survey (interviewing) of all employees involved in the business process. It should be emphasized that you cannot be limited to the information about the process provided by the head of the department and managers. Usually, only a conversation with an employee who directly performs actions within the framework of the described business process gives an adequate idea of ​​how the process functions in reality. The first question when building a model "as is" concerns the result of the business process under consideration. It happens that it is not easy to get a clear formulation of the result of a business process, despite the importance of this concept for the efficiency of a company. After determining the result, you should understand the sequence of actions that make up the process. The sequence of actions is modeled at 11 different levels of abstraction. At the topmost level, only the most important steps of the process are shown. Then, each of the high-level steps (subprocesses) is decomposed. Based on the collected information, a model of the usual, or optimal, execution of the process is built and possible scenarios for its execution with failures are determined. Various failures (exceptions - exceptions) can disrupt the optimal flow of the process, therefore, you should specify how the exceptions will be "handled", that is, what actions are taken in the event of an exception.

Conclusion

Based on the material studied, the author concluded that a business process is a set of interrelated activities or tasks aimed at creating a specific product or service for consumers. The business process begins with consumer demand and ends with its satisfaction. He might be decomposed into several sub-processes that have their own attributes, but are also aimed at achieving the goal of the main business process. I learned that the process approach to management allows leaders to define and manage the key processes and results of the company that really add value; and also, integrate the often disparate actions of functional departments and direct their efforts towards a single result. A process-based company is more flexible and adaptable. Process-based management will allow you to know exactly who is responsible for what and how each operation affects the bottom line. Process-based management will improve the efficiency of horizontal linkages between departments. The technology for describing a business process makes all the company's operations transparent and understandable, allows you to analyze operations and find problems in them that lead to failures. As a result, the process approach greatly simplifies the adaptation of new employees and reduces the dependence of the company's work on the human factor. It is important that the process system simplifies the management of operating costs. Thus, many problems of modern Russian management can be solved by using a process-oriented approach and tools for managing business processes. This technology at the moment it is very popular, as it allows you to put things in order in the company and lay a mechanism for improving processes. I also found out that business processes can be modeled using various methods. The concept of "modeling business processes" came into the everyday life of most analysts simultaneously with the appearance on the market of complex software products designed for complex automation of enterprise management. Such systems always imply a deep pre-project survey of the company's activities. The result of this survey is an expert opinion, in which individual points are made recommendations for the elimination of " bottlenecks»In the management of activities.

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Reasons why a decision is made to model the company's business processes

exhaustion of the extensive path of company development;

loss of "technological transparency" of the company's activities;

the position of the company's management, who realized the need for changes and development and sees the future.

significant growth of the company's business due to the expansion of areas of activity;

The modern understanding of organization management is based on the fact that the business must be clearly defined, measured, analyzed and improved. Increasingly, in the management of an organization, a process approach is used, which is based on the allocation of business processes (processes) in the organization and the management of these processes. Organization management in this case is considered as a continuous series of interrelated management functions.

In management practice, there are two approaches to organizing systems - function management and process management. Systems built on principles control functions, represent a hierarchical structure of subdivisions, systematized according to functional characteristics. An improvement to the functional model is process control constituting the activities of the enterprise.

The process approach to managing the organization has significant advantages over the functional one, which primarily contributes to the implementation of its systemic properties. So, if the functional approach is focused on optimizing the performance of the functions themselves, then the process approach focuses on optimizing the interaction of functions from the point of view of how the implementation of the functions of some cost centers affects the efficiency of performing the functions of other cost centers and, accordingly, the overall efficiency of a particular type of enterprise activity. ...

To substantiate the advantages of the process approach, it is necessary to dwell on the main features of functional management. Historically, the first to develop was a functional approach to management, the theoretical foundations of which were laid by representatives of classical theory management - F. Taylor, A. Fayol, M. Weber and their followers. Such a management system presupposes a clear division of labor, strict subordination, unity of command, as well as a system of norms and formal procedures that uniquely regulates all interactions both within the organization and with external actors. The purpose of functional management is to control the performance of employees of their functions. Though functional management is still widespread in modern conditions, it gives rise to many difficulties: lack of customer orientation, complex organizational structure, weak delegation of authority and responsibility, bureaucracy, lack of responsibility for the final result. With the prevailing functional (hierarchical) approach to the organization of management, a number of functions are assigned to each structural unit of the enterprise (employee, department, management), the area of ​​responsibility is described, and criteria for successful and unsuccessful activities are formulated. At the same time, as a rule, horizontal ties between structural units are weak, and vertical ones, including the “boss-subordinate” line, are strong. The subordinate is responsible only for the functions assigned to him and, possibly, for the activities of his unit as a whole. He is not interested in the results of the work of parallel structural divisions.

With the process approach, attention is focused on the system of business processes that form the profit of the organization, as on the end-to-end chains of actions and works that permeate the organizational structure. In this case, each structural unit ensures the execution of specific business processes in which it participates. Responsibilities, area of ​​responsibility, criteria for successful activity for each structural unit are formulated and make sense only within the framework of a specific business process. Horizontal connections between structural units are stronger with this approach, and vertical ones are weaker than in the case of the functional approach. An employee is responsible not only for his functions, but also for those business processes in which he is involved, therefore the results of the activities of parallel structural units that participate in the same business processes as he are are important to him.

A functional approach to management is optimal for an organization with a simple organizational structure, when the entire business process (or a significant part of it) is concentrated within one structural unit. But for modern organizations characterized by a complex organizational structure in which responsibility for the release of the final product is distributed among many structural units. And in this case, the advantages of the process approach become obvious, especially for enterprises that often have to modify their business processes, which is typical for a market with a high level of competition.

The listed approaches to management are not mutually exclusive and can be combined with a matrix management structure, and in general, with a functional approach, certain business processes can be used. Table 10 provides a comparative analysis of the two main approaches to enterprise management.

In favor of the transition to process management of the organization, the following arguments can be made:

• - focus on the needs of the consumer;
• - value creation in relation to the final product is concentrated in processes;
• - better interaction between suppliers and consumers, understanding their requirements;

Table 10 - Comparative characteristics functional and process approach in

enterprise management

Comparison criterion	Process approach	Functional approach
The essence of the approach	Business process management as a set of activities that, according to a certain technology, transforms inputs into outputs that are valuable for the consumer	Enterprise management with division into structural elements based on functional characteristics
Enterprise management system	Control system based on process control techniques. Business Unit Leaders Become Process Owners	Management system based on the allocation of a set of management functions as isolated types of managerial labor
Organizational structure of management	Horizontal structure with the definition of a responsible (owner) for each business process	Rigid, vertically structured hierarchical system
Analysis of the enterprise	All activity is viewed as a network of processes. Systems approach. Link to the real organizational structure of the enterprise	Division of labor by type of activity and function
Specialization	Performing a variety of functions that require a wide range of knowledge and creative problem solving	An employee performing one or more of these simple operations; labor regulation

Comparison criterion	Process approach	Functional approach
Purpose of production	Increasing production efficiency and the speed of the enterprise's reaction to market changes: consumer requirements, competitors' actions, etc.	Output of the maximum volume of products, that is, an increase in profits by increasing the volume of production
Prompt decision making
Motivation system	Interest in the result (output) of the entire business process	Interest in the performance of their functions
Interaction between structural units	Interaction within the network of processes is 100% defined and regulated	Conflicts between departments. The interaction of departments is complicated
Management system documentation	Complete documentation of activities. The documentation corresponds to real activities and is used practically	Creation of additional documentation with a low degree of practical use
Adaptation to the external environment	Rapid response to changes in the external environment, continuous improvement in performance and increased efficiency of the process	Slow response to environmental changes

• - the risk of suboptimization is reduced, provided that the whole process is managed, which passes through many departments, and not separate departments;
• - lack of fragmentation of responsibility for the process (there is a process owner);
• - facilitating the control of the time of work and resources.

“Process orientation” is one of the basic management concepts of the total quality philosophy. For the first time, the principle of process control was formulated by V.E. Deming in the framework of the concept of continuous quality improvement. In particular, the ninth principle of its 14 provisions states: “Break down the barriers between departments. R&D, sales, and manufacturing should work as a team to anticipate the manufacturing challenges that may be encountered with different materials and specifications, "and the fifth principle says the need to establish a process quality management system:" Look for problems. It is the responsibility of the manager to constantly improve the system (design work, incoming materials, combination of materials, Maintenance, improvement of equipment, training of personnel, control, retraining) ".

Under business process understand the totality of different types of activity, within which one or more types of resources are used "at the input", and as a result of this activity at the "output" a product is created that is of value to the consumer. Thus, any business process has input, output, control (process owner) and resources. A process owner is an official or collegial governing body who has at its disposal the resources necessary to carry out the process and is responsible for its outcome.

In relation to obtaining the added value of the product, it is advisable to distinguish the following classification of business processes (Fig. 16):

Figure 16 - Classification of business processes of organizations

• - business management processes - provide general management of the organization as a whole;
• - the main business processes - form the "life cycle" of the organization's products, create its consumer value for consumers; the criteria for the effectiveness of such processes are quality, accuracy and timeliness of order execution;
• - auxiliary business processes - do not add value to the product, but increase its value (for example, financial support of activities, staffing, legal support, supply of components, repair and maintenance, etc.);
• - business development processes are aimed at making a profit in the long term, ensuring not the organization of current activities, but the development or improvement of the enterprise in the future.

The main area of ​​application of business models, which are a formalized description of business processes, is the improvement of business processes. Currently, there is a tendency for the integration of various modeling methods, which manifests itself in the form of the creation of integrated modeling tools. One of these tools is software, called ARIS (Architecture of Integrated Information Systems), developed by the German company IDSScheer.

ARIS supports four types of models (and many types of models in each type), reflecting different aspects of the system under study:

• - organizational models representing the structure of the system - the hierarchy of organizational units, positions and specific individuals, connections between them, as well as the territorial binding of structural divisions;
• - functional models containing a hierarchy of goals facing the management apparatus, with a set of trees - functions necessary to achieve the goals;
• - information models, reflecting the structure of information necessary for the implementation of the entire set of functions of the system;
• - management models that represent an integrated view of the implementation of business processes within the system.

To build the listed types of models, both ARIS proprietary modeling methods and various well-known modeling methods and languages, in particular UML, are used. You can start the modeling process with any of the model types. To obtain information about the real duration of the processes, it is necessary to use other description tools, for example, MSProject.

Let's consider the main steps for describing a business process.

The first step is drawing up a generalized process diagram. This diagram shows the entire process as a single block (function) and denotes boundaries and external interfaces in the form of events. This scheme allows you to get an overview of the process. In the aggregate, such generalized processes form a chain, starting with suppliers and ending with consumers of the enterprise.

Next action - function definition, that is, the operations of the process. At this stage, the above generalized scheme is detailed. You must first define all the actions that take place in the process.

The next step is drawing up an event-functional chain. First, you need to arrange the functions in the sequence of their execution. When drawing up event-functional chains, it is necessary to ask the following questions for each function (operation) of the process:

• 1. What action is being taken?
• 2. Are there other options for continuing the process?
• 3. What is the next operation?
• 4. What can impede the flow of the process and what will it lead to?

Next action - determination of process executors and adding them to the diagram. All participants must be indicated on the diagram, defining the type of participation in the name of the relationship on the diagram.

It is necessary to identify the documents and resources used in the process and display them in the diagram. When describing information objects (documents, files, folders, telephone conversations), it is necessary to indicate the type of media (transmission device). This will be of great importance in the analysis and further automation of the process. At the level of generalized schemes, it is convenient to dock the top-level processes so that the final event of one process is the initial event of the next, and so on - until the process leaves the organization.

The final activity of the description of the business process is definition of process functions. With the passage of all these stages, a complete diagram of the process is obtained. At this stage of detailing, it is already possible to agree on the transferred resources and the means of communication used.

So, the basis of process management is the business process. The business process is consumer oriented. The emphasis on processes that produce value for the customer, rather than on any other part of the business, emphasizes the focus on results. Analysis of real processes shows that not all of them are processes that produce value, that is, they are actually business processes.

It is necessary to highlight the following main advantages of the process approach in the field of identifying business processes:

• - business processes are one of the most powerful tools for increasing business efficiency;
• - the technology for describing business processes ensures transparency of all business operations, allows you to analyze the possible consequences of failures at one stage or another of the work, find and correct an error in time.

With an illiterate formation of a business process, errors may occur that reduce the efficiency of its implementation. Consequently, the effectiveness of a business process is a predictive assessment of activities obtained in the process of one or another modeling of the organization's activities.

Russian enterprises are faced with the task of increasing their manageability and efficiency. In this sense, the process-oriented approach assumes management based on previously set principles, the observance of which in itself can significantly increase the efficiency of organizations. The selection of business processes is the most important stage in the creation of a process management system, as it forms the area of ​​process management. As mentioned above, this procedure can lead to different results depending on the approaches used in its implementation. Taking into account the approved ISO standard, the following system of principles for dividing the organization's activities into processes can be proposed.

• 1. The number of processes in the organization directly depends on the number of personnel and the structure of the organization.
• 2. It is advisable to distinguish between processes along the boundaries of large structural units.

Depending on the characteristics of the enterprise, a list of processes that are carried out at the enterprise is drawn up. In this case, it is advisable to observe the following principles:

• 1. There should be no more than 9 main processes, since the manager cannot effectively perceive information from more areas of activity.
• 2. When identifying business processes, it is necessary to appoint persons responsible for their performance (the owner of the processes).
• 3. The owner of the process must have the necessary resources and authority in order to influence the course of the process and its results. Process performance indicators should be established.

The most important goal of the implementation of process technologies is to ensure the effective life of the organization in a dynamically changing external environment. The task of the management mechanism in the context of the process approach is to create conditions for the implementation of a comprehensive program of planned organizational changes, including the qualitative improvement of business processes with the simultaneous introduction of new information technologies, modernization in order to significantly increase the efficiency of the activities of Russian enterprises.

The process approach is the most important feature of perfect management.

A process is a set of interrelated and interacting activities that transforms inputs into outputs (ISO 9000 2000). The output of the process (product) has value for the consumer. When they talk about the process approach, they mean, first of all, that the management of the process and each of the work included in it (activity, subprocess, process of the second or subsequent levels or function) occurs with the use of special methodological techniques, which are sufficiently well developed and make it possible to exclude many errors.

The creation of a process management system implies the creation of a top-down planning system for process indicators and a bottom-up management reporting system. These systems can only be built from the top down, starting with the plans of the top management of the organization.

The problem of informing middle and lower level managers about the plans of senior management and business owners is in one of the first places in terms of importance. The process owner, lacking information about the plans of senior management, will try to establish such plans that he is known to be able to carry out.

The concept of a process approach to management is based on:

The principles of building quality management systems proposed in the standards MS ISO 9000 series version 2000;

The P-D-C-A (Plan-Do-Check-Action) cycle, often referred to as the Deming cycle;

BSC (Balance ScoreCard) construction principles developed by Norton and Kaplan;

Principles of project management, since any changes in organizations, including the introduction of a process approach, are carried out as a project;

The best international experience in the field of building management systems and improving the performance of organizations.

At the heart of the process approach to managing an organization is the allocation of business processes in the organization and the management of these business processes.

For simplicity of presentation, below the term "business process" will be replaced by the term "process". In addition, the basic principles of management do not depend on the type, profile and field of activity of the company, therefore, in the future, the term "organization" will be used to refer to a company building a process management system. This term is equally applicable to industrial enterprise, management company, consulting or legal office, commercial or government structure.

For all types of organizations, the most urgent task is to build an effective management system that will ensure the fulfillment of the organization's tasks and the achievement of success in the external environment.

Any control system can be built only on the basis of uniquely defined objects of which it will consist. The most important objects in any control system are the "Control Object" - that which is controlled, and the "Subject of Control" - the one who controls. Accordingly, for a process control system, these objects are defined by the terms "Process" and "Process Owner".

A process is a stable, purposeful set of interrelated activities, which, according to a certain technology, transforms inputs into outputs that are valuable for the consumer.

This definition is based on the definition of the MS ISO 9000: 2000 standard and is quite general.

There are three main groups of processes:

end-to-end (cross-functional) processes passing through several divisions of the organization or through the entire organization, crossing the boundaries of functional divisions;

processes (intra-functional) and sub-processes of divisions, the activities of which are limited to the framework of one functional division of the organization;

operations (functions) of the lowest level of decomposition of the organization's activities, as a rule, are performed by one person.

The term "subprocess" is used in cases where it is required to consider the process in more detail as a set of its constituent subprocesses.

Since processes or sub-processes are inherently actions, to designate these actions it is necessary that the names of processes, sub-processes (or functions) be expressed by a verb or a verb noun, for example, "Manufacturing process", "Sales process".

To manage the process, it is necessary to appoint an official responsible for the implementation of the process and its result. In order for an official to manage the process, at his disposal must be allocated the resources necessary to carry out the process, delegated rights and powers. Each process does not exist on its own, but performs some functions in the organization and is under the control of the top management of the organization. Since in some cases the process can be managed not by one employee, but by a collegial management body, the definition of the owner of the process will be as follows.

A process owner is an official or collegial governing body who has the resources necessary to carry out the process and is responsible for the outcome of the process.

The process owner is in control of the process and is an integral part of the process.

A business process input is a product that is converted into an output during the execution of the process.

The entrance must always have its own supplier. Process inputs can include: raw materials, materials, semi-finished products, documentation, information, personnel (for the “Procurement” process), services, etc.

Process inputs:

enter the process from the outside;

their volume is planned for one or several cycles of the process, or the release of a certain volume of the product.

Output (product) is a material or informational object or service that is the result of a process and is consumed by clients external to the process.

The output (product) of a process always has a consumer. If the consumer is another process, then for him this output is an input. The output (product) of a process can also be used as a resource when another process is executing. Process outputs can include: finished products, documentation, information, including reporting, personnel, services, etc.

A business process resource is a material or informational object that is constantly used to execute a process, but is not an input to the process.

Process resources can include: information, personnel, equipment, software, infrastructure, environment, transport, communications, etc.

Process resources:

are under the control of the owner of the process;

their volume is planned for a large number of cycles or a long period of the process.

The division of objects necessary for the execution of the process into "inputs" and "resources" is rather arbitrary. More important to the execution of a process is the precise definition of what must be at the disposal of the process owner in order for the process to take place and execute successfully.

Outputs, inputs and resources should be designated by nouns as they are material objects.

The process shown in Figure 2 has inputs and outputs. To carry out the process, resources are used (personnel, equipment, infrastructure, environment, etc.). The process is controlled by the process owner. All the resources required to carry out the process are at its disposal.

Rice. 2. Simplified process diagram

In order to manage the process, the process owner must receive information about the progress of the process and information from the consumer (client) of the process. Therefore, one of the constituent parts of the process management is the system of information flow to the owner of the process. Accordingly, senior management should receive regular reporting on the progress of the process.

For the processes to work, upstream management must define the purpose of the process, set goals for the process owner, and approve targets for the performance and effectiveness of the process. The owner of the process, in turn, makes management decisions based on the information received and the established plans.