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We describe the organization's business processes. Thesis: Modeling business processes using the example of a software development company Development of business processes using the example of an enterprise

Analysis of enterprise activities and modeling of main business processes. Modeling business processes using the Rational Rose CASE tool. Making a profit by expanding the market for goods and services. Business process "Order and purchase of goods."

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annotation

information modeling business

This paper examines the business processes of PromTransInform LLC - hereinafter PTI.

The following were reviewed and studied:

· general characteristics of the enterprise;

The types of activities of the organization were considered, what products it introduces and what services it provides, with which organizations (in particular the largest) contracts were concluded and how this affects the activities of the organization.

· methodologies for describing business processes are described;

The ARIS methodology is mainly used in PTI, which allows you to consider the organization from all points of view and allows you to consider the organization using a hierarchy of models - from generalization to the level of procedures and resource environment of functions.

· diagrams of business models were constructed (in ARIS notations using the CASE tool Microsoft Visio) “AS IS” (as is);

· a “bottleneck” was found and, using the eEPC model as an example, the “AS TO BE” model was depicted (as it should be);

The “bottleneck” in this coursework is the weak organization of the work process, which occurs when responsibilities are not distributed rationally, which slows down the execution of the order.

· an agreement on modeling and documentation of the business process was written;

· process analysis was carried out.

Introduction

The purpose of the work is to model the business processes of PromTransInform LLC, identify shortcomings in the activities of specific departments and propose a way to eliminate them.

The question of improving the activities of an enterprise by finding and eliminating so-called “bottlenecks” in the work of employees using business process modeling is relevant in any developing enterprise.

The object of study in this course work is PTI LLC and its departments, the main service of which is the automation of industrial railway transport enterprises.

The subject of study is the interaction of departments and employees in these departments reporting to the General Director.

Job objectives: training in working skills with the ARIS business process modeling methodology, collecting information and studying enterprise business processes, modeling procedures, constructing business model diagrams, developing a modeling agreement and documenting a business process, conducting process analysis.

Working methods. The work is carried out with the aim of improving the skills of constructing business model diagrams in ARIS notations using the CASE tool Microsoft Visio using the example of business processes of PTI OJSC.

The following information is used as initial data in this work:

· organizational structure of the enterprise;

· characteristics of the enterprise;

· organization of design in consulting enterprises;

· information about the PTI application systems used.

As a result of the work done and the elimination of bottlenecks, it is expected that the work of employees will be simplified and facilitated, therefore, a reduction in labor intensity and errors in reports.

1. Architecture of integrated information systems ARIS as a methodology for modeling business processes

The developer of the ARIS (Architecture of Integrated Information Systems) methodology is IDS Scheer AG, founded in 1984 by Professor August-Wilhelm Scheer in Saarbrücken (Saarland, Germany). The ARIS methodology is a modern approach to a structured description of an organization's activities and its presentation in the form of interrelated and complementary graphic models that are easy to understand and analyze.

The models used in ARIS are presented in Figure 1.1.

Figure 1.1 - Classification of ARIS models

Models created using the ARIS methodology reflect the existing situation with varying degrees of approximation. The level of detail in the description depends on the goals of the project within which the modeling is carried out. ARIS models can be used to analyze and develop various kinds of solutions for reorganizing the activities of an enterprise, including the implementation of a management information system and the development of quality management systems.

The ARIS methodology implements the principles of structural analysis and allows you to identify and reflect in models the main components of the organization, ongoing processes, manufactured and consumed products, used information, as well as identify the relationships between them. The created models represent a documented body of knowledge about the management system, including the organizational structure, ongoing processes, interactions between the organization and market entities, the composition and structure of documents, the sequence of process steps, job descriptions of departments and their employees. Unlike other approaches, the ARIS methodology involves storing all information in a single repository, which ensures the integrity and consistency of the modeling and analysis process, and also allows for model verification.

The ARIS methodology is based on the concept of integration, offering a holistic view of processes, and represents many different methodologies combined within a single systems approach. Among them are such well-known ones as:

eEPC diagram (Extended Event Driven Process Chain - event process chain)

· Chen diagram (ERM - Entity Relationship Model - entity-relationship model)

· UML language (Unified Modeling Language - universal modeling language)

· OMT technique (Object Modeling Technique - object-oriented modeling technique)

· BSC methodology (Balanced Scorecard) The advantage of this approach is that it becomes possible to describe processes and their environment from different, complementary points of view.

2. Advantages and disadvantages of existing business process modeling methodologies

ARIS methodology.

Advantages:

· the ability to view an object from different points of view; different levels of description to support the systems life cycle concept; a differentiated view of the analyzed object (organization, management system, etc.);

· a wealth of modeling methods, reflecting various aspects of the subject area under study, allows you to model a wide range of systems (organizational, economic, technological and others);

· single repository; all models and objects are created and stored in a single project database, which ensures the construction of an integrated and holistic model of the subject area;

· possibility of repeated application of modeling results; accumulated corporate knowledge about all aspects of the organization's activities can further serve as the basis for the development of various projects directly in the ARIS environment and using interfaces and other tools.

Flaws:

· For some processes, excessive formalization is not only ineffective, but even harmful due to their specificity. An example would be those components of business activity that are directly related to creative solutions to unpredictable problems that arise in the course of this activity.

· High cost of the product.

SADT ( Structured Analysis and Design Technique) is a methodology for structural analysis and design that integrates the modeling process, project configuration management, the use of additional language tools and project management with its own graphical language. The modeling process can be divided into several stages: interviewing experts, creating diagrams and models, distributing documentation, assessing the adequacy of the models and accepting them for further use. This process is well established because specialists perform specific responsibilities during project development, and the librarian ensures timely exchange of information.

SADT emerged in the late 1960s as part of the revolution brought about by structured programming. While most people were struggling to create software, few were trying to solve the more complex problem of creating large-scale systems involving both people and machines and software, similar to the systems used in telephone communications, industry, government and weapons control. At that time, specialists traditionally involved in creating large-scale systems began to recognize the need for greater order. Thus, the developers decided to formalize the process of creating the system, dividing it into the following phases:

Analysis - determining what the system will do

· Design - definition of subsystems and their interaction

· Implementation - development of subsystems separately

Integration - connecting subsystems into a single whole

· Testing - checking the operation of the system

· Installation - putting the system into operation

· Operation -- use of the system

The SADT method is most suitable for describing top-level models. Its main advantages are as follows:

· completeness of the description of the BP (controls, information and material flows, feedback).

· Complexity of decomposition

· Possibility of aggregation and detailing of data and information flows (separation and merging of arcs)

· Availability of strict requirements ensuring obtaining a standard type model.

Easy to document the process

· Compliance of the approach to describing the process with the ISO standard

At the same time, SADT has a number of disadvantages:

· Difficulty of perception - a large number of arcs on the diagram.

· Large number of decomposition levels

· Difficulty in linking several processes represented in different models of the same organization.

IDEF0

Functional modeling methodology. Using the visual graphic language IDEF0, the system under study appears to developers and analysts in the form of a set of interrelated functions (functional blocks - in IDEF0 terms). As a rule, modeling using IDEF0 is the first stage in studying any system.

The main advantages of IDEF0 are as follows:

· completeness of the description of the business process (management, information and material flows, feedback);

· complexity in decomposition (migration and tunneling of arrows);

· the ability to aggregate and detail flows of data and information (separation and merging of arrows);

· the presence of strict methodology requirements that ensure the production of process models of a standard type;

· ease of documenting processes;

· compliance of the approach to describing processes in IDEF0 with ISO 9000:2000 standards.

Hence the general purpose of IDEF0 is to restructure the structure of functions, which will improve the performance and efficiency of the system.

The IDEF3 (Integrated Definition Process Description Capture Method) methodology was developed to more conveniently describe work processes (Work Flow), for which it is important to reflect the logical sequence of procedures. This technique, unlike IDEF0, is not standardized.

IDEF3 is a structural method that shows cause-and-effect relationships and events. It also shows how the work is organized and which users are working with the simulated system. IDEF3 describes the scenario and sequence of operations for each process. A scenario is a description of the sequence of changes in the properties of an object within the framework of the process under consideration (for example, a description of the sequence of stages of processing a part in a workshop and a change in its properties after passing through each stage). The execution of each scenario is accompanied by a corresponding document flow, which consists of two streams: documents defining the structure and sequence of the process (technological instructions, descriptions of standards) and documents reflecting the progress of its implementation (examination results, defect reports).

IDEF3 documentation and modeling tools allow you to perform the following tasks:

· document available data on process technology;

· identify and analyze points of influence of related document flows on the technological process scenario;

· identify situations in which a decision is required that affects the life cycle of the process (for example, changing the technological properties of the final product);

· facilitate the adoption of optimal decisions when reorganizing technological processes;

· develop simulation models of technological processes based on the “what will happen if...” principle.

IDEF3 has a direct relationship with the IDEF0 methodology - each function can be represented as a separate process using IDEF3. But functional modeling in IDEF3 differs from modeling in IDEF0 and DFD in that it reflects the functions of the system in the time sequence of their implementation.

DFD (Data Flow Diagrams) methodology - data flow diagrams are a way of representing information processing processes. The authors of the technique, Gane and Sarson, developed it independently of IDEF0. This technique, unlike IDEF0, is not standardized.

Unlike IDEF0 arrows, which represent rigid relationships, DFD (data flow) arrows show how objects (including data) actually move from one function to another. This data flow representation ensures that the physical characteristics of the system, such as object movement, object storage, and object propagation, are reflected in the DFD model.

DFD diagrams provide a convenient way to describe the information being transferred both between parts of the system being modeled and between the system and the outside world. This quality determines the scope of DFDs - they are used to create models of an organization's information exchange, for example, a document flow model. DFD is also widely used in the construction of corporate information systems.

Unified Modeling Language (UML), a unified modeling language, is a non-proprietary modeling and specification language intended for use in the software development field. However, the scope of its application is not limited to the field of information systems modeling. It can also be used to model engineering systems, business processes, and organizational structures. UML is a language used by systems engineers to specify, visualize, construct, and document complex information-rich object systems.

Benefits of UML

· UML is object-oriented, as a result of which the methods for describing the results of analysis and design are semantically close to programming methods in modern object-oriented languages;

· UML allows you to describe a system from almost all possible points of view and various aspects of the system’s behavior;

· UML diagrams are relatively easy to read once you become familiar with its syntax fairly quickly;

· UML expands and allows you to enter your own text and graphic stereotypes, which promotes its use not only in the field of software engineering;

· UML has become widespread and is developing dynamically.

Flaws:

· Redundancy of language. UML is often criticized as being unnecessarily large and complex. It includes many redundant or largely unused diagrams and constructs.

· Inaccurate semantics. Since UML is defined by a combination of itself (abstract syntax), OCL (formal validation constraint language) and English (detailed semantics), it does not have the constraint inherent in languages precisely defined by formal description techniques. In some cases the abstract syntax of UML, OCL and English contradict each other, in other cases they are incomplete. Imprecise descriptions of the UML itself impact users and tool vendors alike, leading to tool incompatibility due to unique interpretations of the specifications.

· Problems in learning and implementation. The above issues make learning and implementing UML challenging, especially when management forces business analysts to use UML without prior knowledge.

· Tries to be everything to everyone. UML is a general-purpose modeling language that tries to achieve compatibility with all possible development languages. In the context of a specific project, in order for the design team to achieve a specific goal, applicable UML capabilities must be selected. Moreover, ways of limiting the scope of UML in a particular domain are through a formalism that is not fully articulated and which is itself subject to criticism.

3. Selection of a business process for modeling and its meaningful description

3.1. General characteristics of the enterprise

PromTransInform LLC is engaged in the automation of industrial railway transport enterprises through the implementation of information components of the software and hardware complex of the Integrated Information Management System "Transport and Logistics Complex", management of projects for the implementation of specialized information management systems in mainline railway transport, as well as management of projects for the implementation of devices in the territory of the Republic of Kazakhstan , devices and information systems of railway automation and telemechanics, provides consulting services in this area.

The main activities of PromTransInform LLC are:

Automation of railway enterprises, which works with such IT products as IAS “Transport Work”, IAS “Operating Costs”, IAS “Transport Assets”, IAS “Customer Interaction”, IAS “Logistics Efficiency”.

The IAS TR hardware and software complex is part of the software and hardware platform “PTI Framework .Net.2.1.”, on which the Integrated Management Information System “Railway Complex” (IIMS “ZhKD”) is built.

This complex is a specialized solution of PromTransInform LLC, based on IT products of the .NET line from Microsoft.

IAS TR uses a significant amount of built-in business logic that ensures automated management of the Customer's railway complex.

The information and analytical system “Transport Work” (hereinafter referred to as “IAS TR”) was developed by specialists from PromTransInform LLC (Novosibirsk).

The main goal of implementing IAS TR is the comprehensive automation of management business processes of production planning and accounting of volumes and costs:

Transport logistics (transportation); Posted on http://www.site/

Transport (logistics) work;

Transport aboutPosted on http://www.site/

customer service (providing transport services);

Transport costs (cost of work Posted on http://www.site/

and tariffs for services);

Operation of transport assets of the railway enterprise on the access route and in main traffic.

It takes into account industry differences in the production and economic activities of railway enterprises (compared to the activities of industrial enterprises)

PromTransInform LLC is also engaged in transport and economic consulting (Transport-logical complexes for railway transport, Transport consulting for railway transport, Economic consulting for railway transport, IT Consulting for railway transport, Methodological guidelines on railway tariffs ) and project management at railway enterprises (implementation of information systems in railway transport, optimization of business processes of railway transport logistics, optimization of operating costs of the railway transport complex, implementation of project management systems).

The main partners and customers of PromTransInform LLC are enterprises of the industrial railway complex of the railway industry of the Republic of Kazakhstan and Russia.

The main methodological partner of PromTransInform LLC is the Siberian State Transport University (Novosibirsk). The company's specialists have 6 years of experience in the railway industry.

3.2 Survey area

As the object under study, we will take PromTransInform LLC, namely the process of organizing the work process. Having examined this enterprise and talked with employees, it can be determined that there is a weak organization of the work process. A more complete description of the bottleneck and ways to eliminate it are presented in the Process Analysis section.

Organizational structure of PromTransInform LLC (Figure 3.1):

Figure 3.1-Organizational structure of PTI

3.3 Procedure for conducting the examination

· The location of the survey is the building of PromTransInform LLC, Krasny Prospekt str., 220/5, office 326 (Siberian Fair);

· Method of examination - interview with employees of PromTransInform LLC orally, obtaining the necessary documentation in electronic form.

4. Modeling “AS IS” (as is), description of the approach. selection and justification of the types of diagrams used to describe a business process using ARIS

Every enterprise has structures, rules and documents that form the basis for the smooth functioning of corporate procedures and must be integrated with the new quality management system. An "As Is" analysis involves examining the standard being implemented, taking into account the company's specifications. The purpose of such an analysis is to clarify the requirements of the standard and to what extent they affect specific aspects of the company's activities. At the same stage, an inventory of documents and information systems related to quality is carried out within the company.

To model the processes of PromTransInform LLC we will use the following diagrams:

· Organizational chart - description of the organizational structure of the department.

· Knowledge map - displaying the types of knowledge of PTI workers and structuring the forms of their storage to determine the capabilities they have.

· Authorization map - description of employee powers.

· Informational carrier diagram - description of documents for the convenience of describing the processes occurring in the department.

· Function Tree - dividing the functions performed by a department into levels for a more visual representation of the department’s activities.

· Function allocation diagram - description of objects surrounding a function for a visual representation of a complex function.

· Communication diagram - a representation of the interactions of organizational units to describe the execution of the entire production process.

· Risk diagram - to describe the risks that arise in the process of activity.

· Product/Service Tree - for structuring products obtained as a result of department activities.

· Technical resources model - to describe the technical resources used in the department.

· Value-added chain diagram - description of department processes that affect the quality of functioning. To describe the types of PTI activities that create added quality of products.

· Event-driven process chain diagram - description of actions within a business process. For a visual representation of the processes performed by the department.

5. Modeling conventions

The purpose of the modeling project coincides with the purpose of the course project and is presented in the introduction. The bottom work examines the “AS IS” (as it is) and “AS TO BE” (as it should be) models. The modeling method is top-down.

Modeling at the following levels of abstraction is considered: standard business processes and instance business processes.

Models are considered in relation to the initial data: description of requirements, description of powers, job descriptions, company services, employee functions.

The ARIS methodology contains many types of models, each of which is assigned to a specific type of representation and level of description. The work uses the following hierarchy used to model the business process:

- top level processes, which include diagrams Organizational chart - Organizational structure of PTI, Technical resources model - Technical resources, Product/Service Tree - Products and services of PTI

- subprocesses, which include the Informational carrier diagram - PTI Documents

- process scenarios, which include the Authorization map diagram - Business analyst powers

- procedures (operations), which include diagrams Event-Driven Process Chain, Knowledge map - Business analyst knowledge map, Function allocation diagram - Function environment - the process of modernizing the IAS "Transport work" for the client, Value-added chain diagram - Procedures for the process of participation in the competition.

The previous section listed the types of diagrams that are presented in the course work. The elements of these diagrams are described in detail in the modeling convention.

5.1 Glossary of project terms

The modeling agreement defines the interpretation of the following terms used in the project (Table 5.1):

Table 5.1 - Glossary

Term (Russian)	Term (English)	Definition
		Employee actions performed when a given set of conditions (events) appear and aimed at obtaining the required result.
		Reflection of changes in the state of the external or internal environment, expressed in a set of documents, decisions made, the arrival of a certain deadline, etc. It is the result of an action being performed, as well as the need to perform one or more of the following actions. Unlike functions, which reflect a process that occurs over time and has a certain duration, events occur at one point in time.
Buisness process	Business process	A related set of repeatable actions (functions) that transform source material and/or information into a final product (service) in accordance with pre-established rules.
		Product/service is the result of human activity or technological process. A product can be either tangible or intangible (service).

5.2 Diagram of an event-driven process chain (eEPC). The objects used and their symbols are presented in Table 5.2.1.

Table 5.2.1 - objects used

Object type Russian (English)	Intended use	Naming rules
Event	Displaying events that occur during the execution of a business process	The name begins with the name of the object, the state or event in relation to which it occurred
	Representation of an information storage medium in intangible form (e.g. on a magnetic disk or flash memory)	Referred to as the file name or information database name
Information carrier	Representation of an information storage medium in a materialized form (e.g. on paper)	The name must contain the name of the document
Function instance	Description of a business function instance in the business process execution chain.
Position		Full job title

The types of connections used in the event-driven process chain diagram are presented in Table 5.2.2.

Table 5.2.2 - types of connections

Type of communication source object	Communication type Russian (English)	Intended use	Communication Receiver Object Type
Event	Activates		Function
Function	creates	Intended to describe the event created at the output	Event
Function	Leads to		Rule
Rule	Activates	Designed to call a function	Function
Rule	Leads to	Intended to describe the outcome of execution	Event
Organizational unit	Executes		Function
Position	Executes	Intended to indicate the unit/person performing the function	Function
Information carrier Function			Function
			Information carrier
Application system	Supports		Function

5.3 Organizational chart

Table 5.3.1 - Used objects

The types of relationships used in the organizational structure diagram are presented in Table 5.3.2.

Table 5.3.2 - types of connections

5.4 Knowledge structure diagram

The types of objects used in the knowledge structure diagram are presented in Table 5.4.1.

Table 5.4.1 - object types

Object type Russian (English)	Symbol with default name (Russian/English)	Intended use	Naming rules
Documented knowledge		The object is used to identify the formalized (documented) amount of knowledge necessary to perform a business function.	Full name of the document containing the information
		A representation of the knowledge or skills that an employee must possess or that are necessary to successfully perform a business function.	Semi-formal definition of the required amount of knowledge
Position		Representation of the position of an employee of the organization.	Full job title

The types of relationships used in the knowledge structure diagram are presented in Table 5.4.2.

Table 5.4.2 - types of connections

5.5 Information carrier diagram

The types of objects used in the diagram are presented in Table 5.5.1

Table 5.5.1 - Object types

The types of connections used in the diagram are presented in Table 5.5.2.

Table 5.5.2 - types of connections

5.6 Authorization map

The types of objects used are presented in Table 5.6.1.

Table 5.6.1 - object types

Types of connections are presented in Table 5.6.2.

Table 5.6.2 - types of connections between objects

5.7 Function tree

The types of objects used are presented in Table 5.7.1.

Table 5.7.1 - object types

Types of connections are presented in Table 5.7.2.

Table 5.7.2 - types of connections

5.8 Function allocation diagram

The types of objects used are presented in Table 5.8.1.

Table 5.8.1 - object types

Object type Russian (English)	Symbol with default name (Russian/English)	Intended use	Naming rules
Objective		Description of the purpose of the process	The name begins with an action or process designation, the essential characteristics of which are given later in the name.
Operating resource		Representation of resources used	Name contains the name of the resource
Application system		Presentation of the application systems used	The name contains the name of the application system instance
Position		Representation of the position of an employee of the organization.	Full job title
Letter (mail)		Letter by email	Name contains the title of the attached email sent
Information carrier		Presentation of an information carrier in material form	The name must contain the name of the collection
Location		The location where the object is located	The name must contain the location coordinates

Types of connections are given in Table 5.8.2.

Table 5.8.2 - types of connections

Type of communication source object	Communication type rus. (English)	Intended use	Communication Receiver Object Type
Function	Supports	Designed to describe the subordination of functions	Objective
Position	Is IT responsible for	Intended to describe the contribution to the performance of a function by a given employee	Function
Information carrier	Provides input for	Intended to describe how to document a function	Function
Function	Creates output to		Information carrier
Application system	Supports	Intended to describe the application system being used	Function
Function	Is executed at	Intended to describe where a function is performed	Location

5.9 Communication diagram

Object types are presented in Table 5.9.1.

Table 5.9.1 - Object types

Types of connections are presented in Table 5.9.2.

Table 5.9.2 - types of connections

5.10 Technical resources model

Object types are presented in Table 5.10.1.

Table 5.10.1 - object types

Types of connections are presented in table 5.10.2

Table 5.10.2 - types of connections

5.11 Product/Service tree

The types of objects used are presented in Table 5.11.1.

Table 5.11.1 - object types

Types of connections are presented in Table 5.11.2.

Table 5.11.2 - types of connections

The types of objects used are presented in table 5.12.1

5.12. Risk diagram

Types of connections are presented in Table 5.12.2.

Table 5.12.2 - types of connections

5.13 Value-added chain diagram

Object types are presented in table 5.13.1

Types of connections are presented in table 5.13.2

Table 5.13.2 - types of connections

6. Business model diagrams

6.1 Event-driven process chain

Figure 6.1.1 - Event-driven chain for processing an application from a client (in the notation of the ARIS extended Event-Driven Process Chain diagram)

6.2 The organizational chart of PromTransInform (Organizational chart) is presented in Figure 6.2

Figure 6.2 - Organizational structure of PTI (in ARIS Organizational chart notation)

6.3 The knowledge map and the business analyst’s knowledge structure diagram are presented in Figures 6.3.1, 6.3.2, 6.3.3.

Figure 6.3.1 - Business analyst knowledge map (in ARIS Knowledge map diagram notation)

Table 6.3.1 - Detailing

Figure 6.3.3 - Business analyst skills (in ARIS Knowledge structure diagram notation)

Figure 6.3.4 - Business analyst knowledge (in ARIS Knowledge structure diagram notation)

6.4 The diagram of PTI information media is shown in Figure 6.4

Figure 6.4 - Informational carrier diagram (in the notation of the ARIS Informational carrier diagram)

6.5 The business analyst’s credentials map is shown in Figure 6.5

Figure 6.5 - Business analyst authority (in ARIS Authorization map diagram notation)

6.6 The function tree for the order fulfillment process is shown in Figure 6.6

Figure 6.6 - Function tree for the order fulfillment process

6.7 The function environment diagram is shown in Figure 6.7

Figure 6.7. - Function environment - Modernization of the IAS “Transport work” for the client (in the notation of the ARIS Function allocation diagram)

6.8 The communication diagram is shown in Figure 6.8

Figure 6.8 - Communication diagram - Transfer of results between departments (in ARIS Communication diagram notation)

6.9 The technical resource model is presented in Figure 6.9

Figure 6.9 - Technical resources of PTI (in the notation of the ARIS Technical resources model diagram)

6.10 The product/service tree is shown in Figure 6.10

Figure 6.9 - PTI products and services (in ARIS Product/Service tree diagram notation)

6.11 The risk diagram is shown in Figure 6.11

Figure 6.9 - PTI risk diagram (in ARIS Risks diagram notation)

6.12 The diagram of the chain of added quality for the process of participation in the competition is presented in Figure 6.12

Figure 6.12 - Added quality chain procedure for the competition participation process (in ARIS Value-added chain diagram notation)

7. Documenting the business process

When managing business processes, company management is faced with the fact that the level of complexity of their management increases sharply due to a significant increase in the number of objects under management and the interaction of organizational structures, as well as business diversification, and expansion of geography and/or product range.

In this context, documenting the company’s activities carries a number of important functions, such as maintaining a knowledge base about various subject areas of the company (processes, organizational structure, products, powers, etc.), increasing the transparency of business processes (analysis of the effectiveness of interaction between structural divisions , participating in the end-to-end process), preparing the organization’s processes for the implementation of information systems. Documenting activities allows you to understand what processes take place in the organization, who is responsible for them, whether these responsible persons are vested with sufficient authority, and whether these processes are provided with sufficient resources (documentation of technical information in Table 7.1.1).

Table 7.1.1 - Results of the PTI examination

Job title			Whom do they report to?	Incoming information	Outgoing information
Business analyst	Analytics department	Writing BP	General Director	client’s wishes, client’s software survey data	Technical specifications, business processes
Programmer	Development department	Coding software	Head of Development Department	BP, client wishes	Software (programs)
Tester	Development department	Software testing	Head of Development Department	Ready-made software	Working programm
General Director	Head of PTI	Finding clients and concluding contracts with them		wishes of the client, concluded agreement with the client	Instructions to the work supervisor
Director	Head of PTI	Collaboration with the CEO	General Director	wishes of the client, concluded agreement with the client	General Director's instructions
Developer	Development department	Software architecture design	Head of Development Department	BP, client wishes	Formed architecture
Web developer	Development department	Program for web on the client and server side, web server configuration, layout	Head of Development Department	BP, client wishes	Configured server, web server
Head of Development Department	Development department		General Director	Assignment from the director	Instructions to subordinates

An updated list of processes and their owners is presented in Table 7.1.2.

Table 7.1.2 - list of processes and their owners

		Owner	Incoming units and officials
Production	Basic	General Director, Director	CEO, director
IT provision	Basic	Head of Development Department	Development department
Quality control	Basic	Tester	Development department
Organization management	Auxiliary	CEO, director	General Director, Director
Data storage	Auxiliary	Business analyst	Analytics department

In total, the department has 5 processes. Of these, 3 are main and 2 are auxiliary.

Documentation of the production process is presented in Table 7.1.3. Thus, when making the necessary changes to the process and its model, the output document will not contain those errors in the logic and distribution of powers of structural units present in the manual approach.

For example, when changes are made to a process in ARIS, the new functions must be reflected on the corresponding BP indicating the responsible department and the corresponding user.

Manually making such changes is a painstaking and lengthy process that requires separate checks, which takes a lot of time and resources. In ARIS, such changes can be made within a few minutes, and the process of generating a new document occurs automatically.

Table 7.1.3 - Production process

	Job title	Subdivision	Incoming information
Agreeing on terms and conditions with the customer	Director	superiors	Customer conditions
Conclusion of an agreement	General Director	superiors	Technical task
Informing employees about the order	Director	superiors	Automation order (email)
Description and documentation of power supply	Business analyst	Analytics department	Set of BP documents
IS architecture design	Developer	Development department	Technological instructions, data on the customer’s data architecture, set of BP documents, software requirements
Software Coding	Programmer or web programmer	Development department	Set of BP documents, Software license
Software testing	Tester	Development department	Customer IP
IS implementation	Developer	Development department	Conclusion on IS implementation

Making changes becomes extremely simple, and the formation of regulatory documents is not delayed until the moment when each new document no longer corresponds to reality.

8. Business process analysis

Process analysis should be understood in a broad sense: it includes not only work with graphical diagrams, but also analysis of all available information on processes, measurements of their indicators, comparative analysis, etc. There is both qualitative analysis and quantitative analysis of business processes . Let's start with a qualitative analysis of the process. Identification of problem areas is the simplest means of qualitative process analysis. The main purpose of this method of analysis is to determine directions for further more in-depth analysis. Figure 8.1 shows four problem areas.

The first of them is related to work planning, the second - to fulfilling orders, the third - to interaction with clients, the fourth - to interaction with personnel. Brief problem statements are provided for each problem area.

Identification of problem areas is carried out by interviewing managers and employees involved in the process under review. Thus, using the example of Figure 8.1, a survey of PTI employees was conducted. Each process is performed by specific departments.

Figure 8.1 - Problem areas of PTI

The resulting process diagram can serve as a subject for discussion and analysis during a process redesign project. So, for example, information about interaction with clients can be considered in more detail: what is the order of work, the process of distribution of roles, the procedure for communicating with clients, etc.

It is this process that is presented in detail in the diagram (Figure 6.1.1).

Since this process has problems, it needs to be restructured.

Before the modernization, the process looked like this: after concluding an agreement with the client, the general director of PTI transferred management of the project to the project manager (Fig. 8.2).

But if any questions arose, the project manager was forced to contact the general director so that he would call the client and clarify all the necessary information. This was often extremely inconvenient, since the general director was constantly on business trips, and it was not always possible to contact him by phone.

Therefore, the project manager constantly had to wait for the general director to clarify the information.

Consequently, employees wait for further instructions and work stops moving.

Figure 8.2 - Procedure for executing an order until the bottleneck is eliminated (in the notation of the ARIS extended Event-Driven Process Chain diagram)

Now the process looks like this: after concluding an agreement with the client, the general director of PTI transfers management of the project to the project manager (Fig. 8.3).

Not only management is transmitted, but also all data about clients (their phone numbers, etc.).

Now there is no need to wait for the general director (he can work calmly, enter into new contracts), and the project manager himself carries out all the work. Appendix A contains the job description for a business analyst.

Figure 8.3 - Order execution procedure after eliminating the bottleneck (in the notation of the ARIS extended Event-Driven Process Chain diagram)

Requirements for the KPI system:

Each indicator must be clearly defined;

· indicators and standards must be achievable: the goal must be realistic, but at the same time be an incentive;

· the indicator must be the responsibility of those people who are being assessed;

· the indicator must be meaningful;

· indicators can be general for the entire company, i.e. “tied” to the company’s goal, and specific for each division, i.e. “tied” to the goals of the unit.

Let's analyze time delays (how long the order was completed before and after the process modernization) (Table 8.1). Calculations are taken for one order.

Table 8.1 - Time delay analysis


Clarifying information from the client
Writing BP

IC testing
IS implementation
Integral assessment of the degree of goal achievement
Planned integral assessment of the degree of goal achievement

The total efficiency of modernization (KPI) is 63.13%. The BP analysis data based on the results of the analysis report of the “Order Execution BP (eEPC)” process model is presented in Table 8.2.

Table 8.2 - Report on the results of the analysis of the process model “Order Execution Process (eEPC)”

Business process models created in Business Studio

This section contains examples of business processes - educational models and models of business processes of real enterprises, created in the Business Studio system.

Models are published in HTML publication format, automatically generated by Business Studio. The HTML publication contains diagrams of the enterprise's business processes, main regulatory documents (Process Regulations, Procedure Regulations, Division Regulations, Job Description) and management information with the ability to navigate between documents via hyperlinks.

Attention!

The document templates used in the business models are for demonstration purposes only. The format, structure and composition of information in Business Studio output documents generated when building business models can be customized to the needs of a specific company.

Manufacturing plant model

Characteristics of the enterprise

Main activities:

Production and sale of aluminum profiles;
Production and sale of auto components.

Number of personnel: 1200 people.

Model description

The model is a localization of the 8-process normative model of the organization's business processes. The goals of creating a model are preparation for automating business processes (creating a “as it will be” model, taking into account the use of a future information system), creating technical specifications for automation.

Model includes:

Model of business processes and procedures;
Organizational structure of the enterprise;
List of documents used when performing business processes of the enterprise;
List of functions of the future information system.

To plan automation, the model establishes a connection between processes and the functions of the information system. As a result, it is automatically generated, including:

List of business processes of the enterprise that are subject to automation;
List of documents and reports that must be obtained using the information system;
List of all functions of the information system;
List of planned jobs.

Technical specifications for automation

Regulatory 8-process model of activity of a manufacturing enterprise

The model was developed by the BKG company and personally by the leading Russian specialist in the field of organizational development of companies T.R. Kadyev. Can be used as a basis for subsequent localization at a specific enterprise.

Model includes:

A business process model that describes the activities of an enterprise;
The organizational structure of the enterprise, built on a process (cross-functional) principle;
List of documents used in business processes of the enterprise.

The principle of constructing a business model is to identify the main management objects of a business system and design the processes for managing these objects: (business processes, development strategy).

The result of the execution of the first level processes is the control object brought to the required state. Processes of the first level are decomposed into subprocesses necessary for the sequential transformation of the state of the control object from the initial one to the required one. For each subprocess, goals are set that must be achieved within the framework of the subprocess. The tree of goals obtained in this way provides a decomposition of the strategic goals of the enterprise down to the level of specific performers.

Model of a company engaged in the design, installation and maintenance of engineering systems.

Model includes:

Model of business processes and procedures, including goals and process indicators;
Organizational structure of the company;
Financial structure of the company;
Budget structure of the company;
Section of the QMS containing the requirements of ISO 9001:2000 and ISO/TU 16949, Quality Manual;
The structure of the information system and the terms of reference for automation.

This model is contained in the demo version of the Business Studio system.

Model of production activities in accordance with ISO 9001:2000 standard

Growing competition between Western and domestic companies for the right to dominate the Russian market of goods and services forces the latter to more actively use modern management methods, in particular, the construction of a quality management system (QMS) that meets the requirements of ISO 9001:2000. This standard is a set of requirements for subsystem of quality management of manufactured products or provision of services to the organization. A functioning QMS allows us to assert that the organization is able to produce high-quality products (provide services) on a regular basis, and therefore has great advantages over competitors. However, building a QMS is not an easy task, often requiring the organization to make significant changes to its production and economic activities and to the business processes of the enterprise. To facilitate understanding of the requirements of the ISO 9001:2000 standard itself, as well as as an example of constructing a QMS, a model of the activities of an organization producing products is proposed. The model includes all standard processes, from design to product after-sales service.

IDEF0 functional modeling notation was used to describe the organization model. The top-level processes of the model correspond to the key sections of the ISO 9001:2000 standard, then they are decomposed into lower-level subprocesses directly in connection with the production and economic activities of the organization. Thus, the model represents a set of business processes of an organization with the requirements of ISO 9001:2000 integrated into them. At the same time, there are limitations in interpreting the requirements of the standard (translating them onto the activities of the organization), due to the fact that a fairly conventional organization was taken as a basis , without any industry specifics. In this regard, in practice, such a model can be used as a basis for analyzing the compliance of an enterprise’s activities (by areas of responsibility - sections of the standard) with the requirements of ISO 9001:2000, as well as as a normative model for the development and implementation of a QMS.

Introduction

Business process modeling is the process of reflecting a subjective vision of the flow of work in the form of a formal model consisting of interrelated operations.

Currently, the computer technology market offers several special programs that allow you to survey an enterprise and build a model. The choice of methodology and tools with which business process modeling is carried out is not fundamental. There are standardized, time-tested methodologies and tools with which you can survey an enterprise and build its model. Their key advantage is simplicity and accessibility to mastery.

processes was compiled by the SADT methodology. Currently, the most widely used methodology for describing business processes is the US IDEF standard.

The main advantage of the idea of analyzing an enterprise's business processes by creating its model is its versatility. Firstly,

business process modeling is the answer to almost all questions,

relating to improving the activities of the enterprise and increasing its competitiveness. Secondly, the manager or management of an enterprise who has implemented a specific methodology will have information that will allow them to independently improve their enterprise and predict its future.

1 The essence and significance of business process modeling

Business process modeling allows you to analyze not only how the enterprise as a whole operates, how it interacts with external organizations, customers and suppliers, but also how activities are organized at each individual workplace.

There are several approaches to defining the concept

"business process modeling":

1) business process modeling is a description of business

processes of the enterprise, allowing the manager to know how ordinary employees work, and ordinary employees to know how their colleagues work and what final result all their activities are aimed at;

2) business process modeling is an effective means of finding opportunities to improve the activities of an enterprise;

3) business process modeling is a tool that allows you to anticipate and minimize risks that arise at various stages of reorganization of an enterprise’s activities;

4) business process modeling is a method that allows you to assess the current activities of an enterprise in relation to the requirements,

requirements for its functioning, management, efficiency,

final performance results and customer satisfaction

5) business process modeling is a method that allows you to give a cost estimate to each process, taken individually, and all business processes in an enterprise, taken together;

6) business process modeling is always the right way to identify current problems in an enterprise and anticipate future ones.

Modern enterprises are forced to constantly improve their activities. This requires the development of new technologies and business practices, improving the quality of final results

activities and, of course, the introduction of 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 producer resources, creates value and produces results for the consumer. Among the main reasons,

encouraging an organization to optimize business processes, we can highlight the need to reduce costs or the duration of the production cycle, requirements imposed by consumers and the state, the introduction of quality management programs, mergers of companies, intra-organizational contradictions, etc.

Business process modeling is an effective means of finding ways to optimize a company’s activities, a means of forecasting and minimizing risks that arise at various stages of enterprise reorganization. This method allows you to give a cost estimate to 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 1.

Figure 1 - Reasons for making a decision on business process modeling

Business process modeling covers many aspects

company activities:

 change in organizational structure;

 optimization of functions of departments and employees;

 redistribution of rights and responsibilities of managers;

 changes in internal regulations and technology of operations;

 new requirements for automation of ongoing processes, etc.

The purpose of modeling is to systematize knowledge about the company and its business processes in a clear graphical form that is 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 document flow.

Modeling of an organization's business processes includes two stages: structural and detailed.

Structural modeling of an organization's business processes can be performed in IDEF0 notation using the BPwin toolkit or in UML using the Rational Rose toolkit. Detailed modeling is performed in UML.

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

1) existing organizational structure;

2) documents and other entities used in the execution of simulated business processes and those necessary for document flow modeling, with descriptions of their main meaning;

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

4) interaction diagrams for endpoints business processes,

reflecting the sequence of creation and movement of documents

(data, materials, resources, etc.) between actors.

The prepared model must be agreed upon by the architects and lead programmers, confirming that the structure of the business processes is clear.

Detailed modeling of business processes 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:

1) a set of precedents reflecting possible implementation options business processes “as is”;

2) activity diagrams detailing the execution sequence business processes;

3) interaction diagrams reflecting document flow patterns.

Models must be agreed upon with leading specialists of the organization who have the necessary knowledge.

If, after building the models, agreement has not been achieved, the necessary clarifications and adjustments must be made to the model. The iteration process (coordination, making adjustments and clarifications) must be repeated until it is fully confirmed that the model is understandable and unambiguously represents the details of business processes.

2 Methodology for modeling business processes

Under the methodology (notation) of creating a model (description) of a business

process is understood as a set of ways in which objects of the real world and the connections between them are represented in the form of a model. Any methodology (technique) includes three main components:

– theoretical basis;

– a description of the steps necessary to obtain a given result;

Business process modeling can be performed using various approaches, methodologies, notations and tools - depending on the requirements for the model in each specific case. What determines these requirements? In many ways - the process of creating an automation system as a whole, within the framework of which modeling of the subject area is carried out. This process determines how the model will be built, refined, and used.

As a rule, a system is created by a team of people. These people have different specialties, experiences, habits, education, preferences and personal qualities. A business process model is built so that these people can effectively exchange knowledge and jointly make decisions as the system is created. The model is the language of communication between the parties involved in creating an automation system -

customers, experts, architects, etc. It must be organized in such a way that each party, perceiving the modeled system from its own point of view, can effectively contribute to the overall understanding of the subject area.

The process of creating an automated system is often iterative, so the model must allow for successive refinements. Ideally, the model should be built in such a way that when it is detailed, the previously constructed more general elements of the model are not changed, but only new ones are added.

The model must be resistant to changes in the subject area. This means that it must be organized in such a way that when the subject area changes, only a certain minimum required set of model elements changes. Moreover, the model itself must be

a tool for reorganizing business processes as part of creating an automation system.

Important characteristics of business modeling must be taken into account.

processes. In particular, the advantages of business process modeling include: increasing the quality and speed of production while simultaneously reducing costs; increased professionalism of employees;

increasing the company's competitiveness. Disadvantages, in turn:

increased exploitation of employees and related socio-psychological problems; the need to carry out targeted work to change corporate culture.

3 History of the development of business process modeling methodologies

The basis of many modern business modeling methodologies

processes was compiled by the SADT methodology (Structured Analysis and Design Technique - method of structural analysis and design) and

algorithmic languages used for software development.

In a condensed form, the history of the development of business modeling methodologies

processes is presented in Figure 2. For clarity, the history of the development of approaches to quality management is shown in parallel.

Figure 2 - History of the development of business modeling methodologies

processes

Currently, to describe, model and analyze business

processes, several types of methodologies are used. The most common types include the following methodologies:

 business process modeling (Business Process Modeling);

 descriptions of work flows (Work Flow Modeling);

 descriptions of data flows (Data Flow Modeling).

Methodologies for business process modeling (Business Process Modeling). The most widely used methodology for describing business

processes – US standard IDEF0. Since its development, the standard has not undergone significant changes. Currently, the development of the IDEF0 methodology is associated with the improvement of the tools that support it - software products for business modeling.

processes (for example, BPWin 4.0, ProCap, IDEF0/EM Tool, etc.).

The IDEF0 methodology provides the analyst with ample opportunities to describe the organization's business at the top level with an emphasis on process management. The notation allows you to reflect feedback in the process model

of various types - on information, management, movement of material resources.

Using the IDEF family methodology, you can effectively display and analyze activity patterns of a wide range of complex systems in various contexts. At the same time, the breadth and depth of the examination of processes in the system is determined by the developer himself, which makes it possible not to overload the created model with unnecessary data. IN

The following standards currently belong to the IDEF family:

IDEF0 - functional modeling methodology. Using the visual IDEF0 graphical language, the system under study appears to developers and analysts as a set of interrelated functions. As a rule, IDEF0 modeling is the first step in studying any system;

IDEF1 is a methodology for modeling information flows within a system, allowing you to display and analyze their structure and relationships;

IDEF1X (IDEF1 Extended) – methodology for building relational structures. IDEF1X belongs to the “Entity-Relationship” type of methodologies

(ER – Entity-Relationship) and is usually used to model relational databases;

IDEF2 is a methodology for dynamic modeling of systems development.

Due to the very serious difficulties of analyzing dynamic systems, this standard was practically abandoned, and its development was suspended at the very initial stage;

IDEF3 is a methodology for documenting processes occurring in a system, which is used, for example, in the study of technological processes in enterprises. Using IDEF3

the scenario and sequence of operations for each process are described. IDEF3 has a direct relationship with the IDEF0 methodology - each

a function can be represented as a separate process using

IDEF4 is a methodology for building object-oriented systems.

IDEF4 tools allow you to visually display the structure of objects and the underlying principles of their interaction, thereby allowing you to analyze and optimize complex object-oriented systems;

IDEF5 – methodology for studying complex systems.

The ARIS system is a set of tools for analyzing and modeling enterprise activities. Its methodological basis is a combination of different modeling methods, reflecting different views on the system under study. The same model can be developed using several methods, which allows ARIS to be used by specialists with different theoretical knowledge and configured to work with systems that have their own specifics.

ARIS supports four types of models, reflecting different aspects of the system under study:

organizational models representing the structure of the system -

hierarchy of organizational units, positions and specific individuals,

connections between them, as well as the territorial reference of structural units;

functional models containing a hierarchy of goals facing the management apparatus, with a set of function trees,

necessary to achieve the goals;

information models reflecting the structure of information,

necessary for the implementation of the entire set of system functions;

management models that present a comprehensive view of

implementation of business processes within the system.

The concept of a business process, the structure of processes and subprocesses

A business process (BP) is understood as a group of activities of an organization (events and tasks) that are aimed at creating a specific product or service. By conducting analysis, especially at the point of contact between two or more departments involved in the same business process, you can easily eliminate various costs and barriers and build a process-oriented enterprise or organization. Business processes are usually considered by dividing them into subprocesses and drawing up detailed maps. The hierarchical diagram of a set of business processes is called a business process tree. It reflects a simple diagram of the interconnections of all power supply units in their entirety.

There are general and detailed BP models. At the top (general) level, a list of operations for the sale of a product carried out by departments of the company is usually provided; in a more detailed version, the key stages and schemes with all aspects are more fully disclosed.

Business process groups

There are main, auxiliary and management processes - these are the main groups of business processes. Development BP is separately identified as a unique process performed once. Focus of the main group BP:

production of products (services) valuable to the consumer;
formation of added value;
filling the product with qualities that are valuable from the customer’s point of view;
profit estimate

The main business processes are customer-oriented, since their results are aimed at the end user. Supporting (auxiliary) BPs are related to the business on a closer basis; they provide:

creating products for internal business areas;
maintaining the company’s functions and its infrastructure component

Management processes coordinate the entire set of BP (main, supporting, development BP).

BP development is aimed at the long term in making a profit, as well as improving the company’s activities in the future (they do not ensure the organization of processes occurring at the moment).

The presented classification is not final. BP in each company depends on its specific distinctive features.

Description of the main power supplies for a manufacturing and trading company (example):

marketing processes;
design, development of a product or service;
production of the final product;
logistics processes (sales, delivery, supply);
sales and service management

Supporting power supplies:

financial control;
service and personnel management;
ecological processes (environmental protection processes);
enterprise communications management;
support of systems and their design;
infrastructure management

Management business processes for this model include all processes associated with collecting information, planning and regulating activities, processes of analysis and control of the entire management cycle.

BP development is the improvement of activities, a kind of business engineering.

Description and analysis of BP

The description of the business process allows you to determine the place of each employee in the company, make the necessary changes in its activities based on the analysis: improve the information system, change risk management, carry out certification, etc. It allows you to make the organization more understandable for management, and allows you to find excess financial and other resources. For obvious reasons, staff are usually not interested in transparency, as well as reliability in the description of the business process - this makes it difficult to obtain factual information, for example, about the distribution of responsibilities.

Model visualization.

The model is usually displayed in the form of diagrams, tables with descriptions, or a combination of graph and text description (notation), etc. The degree of detail of the object and the completeness of the description depend on the specific application of this model. The task of any of these methods will be to describe the BP according to the principle: “action-function”. Each BP has its own executor - this also needs to be indicated. It will be a department or a specific position. “Inputs” are material, informational and financial, and “outputs” are presented in the form of a list of products or services. The result of the performer’s action will be an “output”; actions can also be combined according to the principle of a logical connection with each other, then the “inputs” and results must be coordinated between them. The connection between “input” and “output” is ensured by activities aimed at achieving a result during the transition between them.

How the description of the BP is implemented

As mentioned above, we can distinguish graphical, textual and tabular methods of implementing the model. Despite their advantages and disadvantages, they all find application, since each of them corresponds to the goals set for such a description.

1. Text description.

The main advantage of this form is the absence of exact standards and the possibility of flexible description of virtually any process or its nuance. An organization can use any text reporting form, as well as structure the collected information at its discretion. Flaws:

sequential perception of text information;
It is difficult to analyze the activities of an enterprise based on a textual representation;
lack of formality and descriptive standards (both a plus and a minus, depending on the case);
difficulty in perceiving and comparing large volumes of text

2. Tabular form. Suitable for describing sequential processes. Can be used as a transition to a graphical implementation as a database.

3. Graphic description in the form of models and diagrams.

If it is necessary to describe how regulation occurs at the stages of business process: who is the performer, how the implementation occurs, what sequence and documentation is involved, then it is appropriate to use an algorithmic method of describing the work in the form of a flowchart.

The next option is to represent the process as a stream of objects. It is applicable and convenient for describing individual tasks and those departments in an organization that work on the input-output principle, allowing you to directly monitor what is happening between these two components. The “input” and “output” flows will be information, material supplies, and documentation.

Technologies that are used to describe power supply:

1. IDEF - accepted as a standard almost everywhere. Integration Definition for Function Modeling – functional modeling technology. It is supported by the following software - BPWIN, MS Visio, etc. This set of modeling methods allows you to detail power supplies of all levels, presenting them both in one block and in separate diagrams.

2. Modeling technologies use the Unified Modeling Language (UML). It allows you to describe the power supply directly in a language understandable to computer programs and is an automation tool. Supported by leading software developers, the main implementation tool is Rational Rose software from IBM.

3. EPC (extended Event-Process Chain) diagrams. Thanks to them, it is possible to display the sequence of operations, participants, resources used, displaying the state at the current time.

4. ARIS (Architecture of Integrated Information Systems) technology is used as a built-in tool in one of the largest automation systems - SAP R/3.

BP modeling is a set of activities aimed at creating a model of an organization, implying a description of all objects (information, material, etc.) and processes, the roles of departments and individual positions and the connections between them. Drawing up models is the main method of BP engineering and their reorganization, which also allows the use of methodologies for their continuous improvement, allowing you to rethink and improve the efficiency of all types of activities in an organization or enterprise.

Algorithm of actions during modeling:

1. Definition of goals for describing the BP. Preparing for modeling, choosing a model. Since the model is compiled for direct practical use, the goals of such a description must be consistent with future prospects. All business processes - basic, auxiliary (supporting), management, development - are subject to description.

2. Descriptions of the entire BP environment, namely an indication of all the processes with which it is connected at the “input” and “output,” including all resources at these stages.

3. Description of the functional content of the BP. It implies a description of all areas of responsibility for each department or position in the organization.

4. Description of BP flows and their structure. Determined by the goals it pursues. If it is necessary to improve the information system, then the flow of information, document flow, etc. is described; if the goal is to distribute finances correctly, then the financial flow and BP in them.