The introduction of information systems is carried out for the purpose. Efficiency of implementation of information systems

TAVRICHESKY NATIONAL UNIVERSITY

them. IN AND. VERNADSKY

Faculty of Economics

Department of Economic Cybernetics

day department

MALYSHEV SERGEY IVANOVICH

IMPLEMENTATION OF INFORMATION TECHNOLOGIES (SYSTEMS) IN THE ACTIVITIES OF THE ENTERPRISE

Course work

2nd year student, gr. 201K ______________ S.I. Malyshev

Supervisor,

Associate Professor, Ph.D. ______________ Krulikovsky A.P.

Simferopol, 2009

INTRODUCTION ……………………………………………………………………….3

CHAPTER 1

INFORMATION SYSTEMS AND TECHNOLOGIES IN THE ECONOMY ………………………………………………………………...6

1.1. The history of the development of information systems ………………………… ..... 6

1.2. Classification of information technologies and systems …………… ..... 8

1.3. Types of information systems in the organization ……………………… ... 16

1.4. Potential consumers of information technologies ………… 19

1.5. Experience of using information systems ………………………. 21

CHAPTER 2

SELECTION, IMPLEMENTATION AND OPERATION OF THE INFORMATION SYSTEM …………………………………………………………………...22

2.1. The problem of choosing an information system …………………………. 22

2.2. System selection criteria …………………………………………… .... 24

2.3. System implementation methods …………………………………………… .. 27

2.4. Stages of implementation of the information system …………………………. 30

CONCLUSION ……………………………………………………………………….… 32

LIST OF SOURCES ………………………………………………………… ... 35

Introduction

The transition to market relations in the economy and scientific and technological progress have greatly accelerated the pace of implementation of the latest achievements in the field of informatization in all spheres of the socio-economic life of society. The term "informatization" first appeared when creating local multi-terminal information and computing systems and queuing networks.

Informatization in the field of economic process management presupposes, first of all, an increase in the productivity of workers by reducing the cost / production ratio, as well as improving the qualifications and professional literacy of specialists engaged in management activities. In developed countries, two mutually related revolutions are taking place simultaneously: in information technology and in business, mutually helping each other.

Information technologies have existed for a long time, therefore, with the development of computers and communication means, various variations began to appear: "information and communication technologies", "computer information technologies", etc. In this work, information technologies will mean the modern meaning, that is, the integration of computers, electronics and means of communication.

There are many definitions of this term, for example:

Information technology is a set of methods and means for the implementation of operations of collection, registration, transfer, accumulation, search, processing and protection of information, systematically organized for solving management problems, based on the use of a developed software the means of computing and communication used; and the ways in which information is offered to customers.

There is a link between information technology and management. The manager constantly has to make decisions in conditions of great uncertainty: inflation, changes in the exchange rate, changes in tax and legal conditions work, and competitors are not asleep. Computers can quickly and accurately calculate options and thus provide answers to all kinds of questions of this type. This is perhaps one of the main advantages of a computer over a person.

The new information technology is characterized by:

User work in manipulation mode;

End-to-end information support at all stages of information passage based on integrated databases providing a single unified form of presentation, storage, search, display, recovery and data protection;

Paperless document processing;

Interactive problem solving mode;

Possibilities of collective execution of documents based on client-server network technology, united by means of communication;

Opportunities, adaptive restructuring of forms and the way information is presented in the process of solving a problem.

The indispensability of computer technology is that it makes it possible to optimize and rationalize the management function through the use of new means of collecting, transferring and transforming information.

What can the introduction of an information system give?

Reducing the total costs of the enterprise in the supply chain (for purchases),

Increase in the speed of goods turnover,

Reducing excess inventory to a minimum,

Increase and complication of the range of products,

Improving product quality,

Fulfilling orders on time and improving the overall quality of customer service.

The reform of methods of managing economic objects entailed not only a restructuring of the organization of the process of automating management activities, but also the spread of new forms of implementation of this activity. The purpose of this work is to investigate the methods of introducing a new information system, to consider the results of its use.

1.1. History of the development of information systems

The history of the development of information systems and the purposes of their use at different periods are presented in Table 1.

Table 1. Changing the approach to the use of information systems

Time period

Information use concept

Type of information systems

Purpose of use

1980 - ???? biennium

Paper flow of settlement documents

Essential help in preparing reports

Management control of implementation (sales)

Information is a strategic resource that provides a competitive advantage

Information systems for processing settlement documents on electromechanical accounting machines

Management information systems for production information

Decision support systems Systems for senior management

Strategic information systems. Automated offices

Increase the speed of document processing Simplify the procedure for processing invoices and payroll

Speeding up the reporting process

Working out the most rational solution

Survival and prosperity of the firm

The first information systems appeared in the 50s. During these years, they were intended for processing invoices and calculating salaries, and were implemented on electromechanical accounting machines. This led to some reduction in costs and time for preparing paper documents.

60s are marked by a change in attitudes towards information systems. The information obtained from them began to be used for periodic reporting on many parameters. To do this, organizations needed general-purpose computer equipment capable of serving a variety of functions, and not just processing invoices and calculating salaries, as was the case in the past.

In the 70s - early 80s. information systems are beginning to be widely used as a means of management control that supports and accelerates the decision-making process.

By the end of the 80s. the concept of using information systems is changing again. They become a strategic source of information and are used at all levels of an organization of any profile. Information systems of this period, providing the necessary information on time, help the organization to achieve success in its activities, create new products and services, find new sales markets, provide worthy partners for itself, organize the release of products at a low price, and much more.

Information technologies can currently be classified according to a number of characteristics, in particular: the method of implementation in the information system, the degree of coverage of management tasks, the classes of technological operations implemented, the type user interface, options for using the computer network served by the subject area.

Table 2. Classification of information technology.

INFORMATION TECHNOLOGY	By the way of implementation in IS	Traditional
	By the way of implementation in IS	New information technologies
	By the degree of coverage of management tasks	Electronic data processing
		Automation of control functions
		Decision support
		Electronic office
		Expert support
	By the class of implemented technological operations	Working with a text editor
		Working with a table processor
		Working with DBMS
		Working with graphic objects
		Multimedia systems
		Hypertext systems
	By user interface type	Batch
		Conversational

	By the way the network is built	Local
		Multilevel
		Distributed
	By subject areas served	Accounting
		Banking activities
		Tax activity
		Insurance activity

Consider the relationship between information systems and information technology.

An economic information system is a combination of internal and external flows of forward and backward information communication economic object, methods, means, specialists involved in the process of information processing and the development of management decisions.

An automated information system is a collection of information, economic and mathematical methods and models, technical, software, technological tools and specialists, designed to process information and make management decisions.

Thus, an information system can be defined from a technical point of view as a set of interrelated components that collect, process, store and distribute information to support decision making and management in an organization. In addition to supporting decision making, coordination, and control, information systems can also help managers conduct problem analysis, make complex objects visible, and create new products.

Information systems contain information about significant people, places and objects within an organization or in the environment. We call information information that is transformed into a form that is meaningful and useful to users. In contrast, data are streams of raw facts that represent results found in organizations or in the physical environment before it has been organized and transformed into a form that users can understand and use.

According to the sources of receipt, information can be divided into external and internal. External information consists of directives from higher authorities, various materials from central and local government bodies, documents from other organizations and related enterprises. Internal information reflects data on the progress of production at the enterprise, on the implementation of the plan, on the work of shops, service sections, on the sale of production.

All types of information required to manage an enterprise are an information system. The control system and the information system at any level of control form a unity. Management without information is impossible.

Three processes in an information system produce the information that organizations need to make decisions, manage, analyze problems, and create new products or services — input, processing, and output.

Entering information from external or internal sources;

Processing input information and presenting it in a convenient form;

Output of information for presentation to consumers or transfer to another system;

Feedback is information processed by the people of a given organization to correct the input information.

Rice. 1. Processes in the information system

During the input process, unverified information is captured or collected from within the organization or from the external environment. During processing, this raw material is transformed into a more meaningful form. During the output stage, the processed data is transferred to the personnel or processes where it will be used. Information systems also need feedback, which is the returned processed data needed to accommodate elements of the organization to help evaluate or correct the processed data.

An information system is determined by the following properties:

Any information system can be analyzed, built and managed on the basis of general principles building systems;

The information system is dynamic and evolving;

When building an information system, it is necessary to use a systematic approach;

The output of an information system is information on the basis of which decisions are made;

The information system should be perceived as a human-computer information processing system.

There are formal and informal organizational computer information systems. Formal systems rely on accepted and ordered data and procedures for collecting, storing, producing, distributing, and using that data.

Informal information systems (such as gossip) are based on implicit conventions and unwritten rules of conduct. There are no rules on what information is or how it will be collected and processed. Such systems are essential for the life of the organization. They have a very distant relationship to information technology.

Although computer information systems use computer technology to process unverified information into meaningful information, there is a tangible difference between a computer and a computer program on the one hand, and an information system on the other. Electronic computers and programs for them are the technical basis, tools and materials of modern information systems. Computers provide equipment for storing and producing information. Computer programs, or software, are collections of service manuals that control the operation of computers. But computers are only part of the information system.

From a business perspective, an information system represents organizational and management decisions based on information technology in response to a challenge posed by the environment. Understanding information systems does not mean being literate in the use of computers, the manager must have a broader understanding of the essence of the organization, management and technologies of information systems and their ability to provide solutions to problems in the business environment.

When classifying information systems, it is convenient to distinguish CRM (customer service), ERP (enterprise management) and MPC (financial performance management) systems.

In the domestic market, the boundaries of such a classification are very blurred, for example, the well-known financial system 1C is positioned as an ERP, while it would not be correct to say that 1C is a competitor to such an ERP system as Navision Axaptra.

The first systems that were developed to solve management problems at the enterprise mainly covered the field of warehouse or material accounting (IC - Inventory Control). Their appearance is due to the fact that accounting of materials (raw materials, finished products, goods), on the one hand, is an eternal source of various problems for the head of an enterprise, and on the other hand (in a relatively large enterprise), one of the most labor-intensive areas that require constant attention. ... The main "activity" of such a system is material accounting.

The next stage of improving material accounting was marked by systems for planning production or material (depending on the direction of the organization's activities) resources. These systems, included in the standard, or rather two standards (MRP - Material Requirements Planning and MRP II - Manufacturing Requirements Planning), are very widespread in the West and have long and successfully been used by enterprises, primarily in manufacturing industries. The basic principles that formed the basis of the MRP standard systems include

Description of production activities as a flow of interrelated orders;

Consideration of resource limitations when executing orders;

Minimization of production cycles and stocks;

Formation of supply and production orders based on sales orders and production schedules.

Of course, there are other MRP functions: scheduling a machining cycle, scheduling equipment utilization, etc. It should be noted that the systems of the MRP standard solve the problem not so much of accounting as of managing the material resources of an enterprise.

The most popular new type of information systems at the moment are systems of the ERP standard - Enterprise Resource Planning. ERP systems in their functionality cover not only warehouse accounting and material management, which are fully provided by the above systems, but add to this all the other resources of the enterprise, primarily monetary. That is, ERP systems should cover all areas of the enterprise directly related to its activities. First of all, this refers to manufacturing enterprises. The systems of this standard support the implementation of both basic financial and management functions. For example, in Baan systems, these are:

Finance and accounting,

Production,

Sales (including warehouse accounting, trade and marketing),

Transport,

Service and maintenance of equipment,

Project management,

And also a unified management panel - the Manager's Information System module, where the manager can see all the main divisions and production indicators.

The main task of ERP systems is to monitor the current state of affairs in the enterprise and alert managers about all dangerous changes in production activities.

An information system, like any other tool, must have its own characteristics and requirements, according to which it would be possible to determine its functionality and efficiency. Of course, for each specific enterprise, the requirements for the information system will be different, since the specifics of each organization must be taken into account.

Despite this, it is necessary to highlight several basic requirements for the system, common to all "consumers":

1. Localization of the information system. Due to the fact that the largest developers of information systems are foreign companies, the system must be adapted to the use of domestic companies. And here we mean both functional localization (taking into account the peculiarities of Ukrainian legislation and settlement systems) and linguistic (assistance system and documentation in Ukrainian).

2. The system must provide reliable information protection, which requires password access control, a multi-level data protection system, etc.

3. In the case of the implementation of the system at a large enterprise with a complex organizational structure, it is necessary to implement remote access in order for the information to be used by all structural divisions of the organization.

4. Due to the influence of external and internal factors (changes in the direction of business, changes in legislation, etc.), the system must be adaptive. Applied to Ukraine, this quality of the system should be considered more seriously, since in our country changes in legislation and accounting rules occur several times more often than in countries with stable economies.

5. It is necessary to be able to consolidate information at the enterprise level (combining information from branches, subsidiaries, etc.), at the level of individual tasks, at the level of time periods.

These requirements are the main, but far from the only criteria for choosing a corporate information system for an enterprise.

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

Table 3. Types of information systems.

Operational-level systems support operations managers, oversee the elementary activities of an organization such as sales, payments, cash out deposits, payroll. The main purpose of the system at this level is to answer common questions and guide transaction flows through the organization. To answer these types of questions, information generally needs to be readily available, prompt and accurate.

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

Management plane systems are designed to serve the control, management, decision making and administrative activities of middle managers. They determine if the objects are working well and periodically notify about it. For example, a motion control system reports the movement of the total quantity of goods, the evenness of the sales department and the department that finances costs for employees in all areas of the company, noting where actual costs exceed budgets.

Some control plane systems support unusual decision making. They tend to focus on less structured solutions for which the information requirements are not always clear.

Strategic-level systems are a tool to help senior executives prepare strategic research and long-term trends in the firm and in the business environment. Their main purpose is to align changes in operating conditions with existing organizational capacity.

Information systems can also be differentiated in a functional manner. The main organizational functions such as sales and marketing, manufacturing, finance, accounting and human resources are served by their own information systems. In large organizations, the sub-functions of each of these main functions also have their own information systems. For example, a manufacturing function might have systems for inventory management, process control, plant maintenance, automated engineering, and material requirements planning.

A typical organization has systems of various levels: operational, management, knowledge, and strategic for each functional area. For example, a sales function has an operational level sales system to record daily business data and process orders. The knowledge level system creates appropriate displays for the demonstration of the company's products. Management plane systems track monthly business data for all commercial areas and report areas where sales exceed or fall below expected levels. The forecasting system predicts commercial trends over a five-year period - serves the strategic level.

1.4 ... Potential consumers information technologies

From the point of view of the use of information technology, almost the entire set of companies on the market can be divided into four categories, in which:

· In the process of development, various unrelated systems have been introduced for accounting and enterprise management in certain areas of activity, such as sales, purchases, warehouse, accounting, personnel, etc .;

· Introduced an integrated information system, developed "to order" and including components from the listed list of possible modules, but not corresponding to the modern level and the requirements of constantly emerging new standards;

· Information technologies are practically not used (with the exception of accounting) in the management of processes and resources;

· An attempt has been made to introduce an industrial system, the characteristics of which meet the requirements of one of the accepted standards (MRP, MRPII, ERP, etc.), but the implementation result is unsatisfactory.

There are two more categories, but these companies are most likely no longer potential consumers of new solutions. Some of them have already made their choice and are in the process of implementing it, others have successfully implemented some of the well-known ERP systems (but there are practically no such companies in Ukraine).

Despite enough high level supply and a potentially high level of demand, few top managers dare to undertake this kind of change.

Managers who already have some kind of information systems are faced with a dilemma: either spend a considerable amount on an "integrated solution", the effect of which is far from obvious, and at the same time throw away "good old" programs that do not correspond to the modern level. implementations, but time-tested and "work"; or leave everything as it is and forget about the modern concepts of ERP, e-business and other achievements in the field of management and, accordingly, lose certain competitive advantages.

Managers of companies in which until now, at best, only the work of the accounting department is automated, generally have a poor idea of the technology for implementing IT solutions and the amount of resources required.

Finally, managers who have already experienced a failed implementation of one of the known systems have a special opinion on this matter, and it is very difficult to find arguments that would make them believe in the possibility of successful changes and try again.

1 .five. Experience in using information systems

Many large companies in the USA and Europe have already switched to the use of information systems of the ERP standard several years ago. This cannot be said about Asian countries yet. Most financial managers in Asian companies have hardly heard of such systems, let alone implemented them.

Although there are companies that have decided to switch to ERP systems.

Information systems developers such as SAP, Baan, Oracle, PeopleSoft and J.D. Edwards advertise their products quite aggressively, which gives the impression to the poorly informed people that these programs can solve all the problems of their companies.

Statistics show that most of the attempts to implement the information system ended in failures, large losses, or bankruptcy.

For example, FoxMeyer claims that the erroneous implementation of an ERP system led to bankruptcy. The company blames the system creators and consultants for this. Dell Computer, Dow Chemical and Kellogg's have suffered the same fate.

But there are also examples of successful use of ERP systems. For example, telecommunications company Aliant claims that the ERP project has been very successful. The expected rate of return on investment in this project was 33%.

Despite the many unsuccessful attempts to implement information systems, many companies around the world are seriously thinking about creating a system to improve their operations. Most likely, this is quite justified, since with a reasonable professional approach to the implementation of an information system, it is possible to create a tool for more effective business management.

Chapter 2 Selection, Implementation and Operation of an Information System

2.1. The problem of choosing an information system

Information system requirements.

An information management system for an industrial enterprise should not be limited only within the framework of business process management. This system should combine all three levels of management of processes occurring in the enterprise:

Business process management

Design and development management

· Management of the technological process of production.

The unity of the enterprise management information system is that the data received or entered at any level of the system must be available to all its components (the principle of one-time input).

World experience in the use of information technologies says that the structure of such a unified information system for enterprise management should be as follows:

The backbone of the unified enterprise management information system is the enterprise business process management system - an ERP (Enterprise Resources Planning) class system. A necessary element is the systems for the automation of design activities and technological preparation of production (CAD / ASTPP - CAD / CAM / CAE / PDM), which ensure a reduction in the production cycle time and an increase in product quality. The third element is production process control systems. The middleware ensures the interaction of all previously described solutions within the framework of a unified information and analytical enterprise management system.

Choice problems.

Faced with the needs for the implementation of information systems at the enterprise, the management is faced with the problem of choice. Develop it yourself or buy, and if you buy, then what.

Objectively assessing the likelihood of independent development of a modern control system, we can safely say that it is equal to zero. With all due respect to our developers, we can say with confidence that if they can develop an enterprise management system, it will not be very soon. The history of development of the most popular modern control systems has 20-25 years and many thousands of operating installations. But each installation of the system is not only money for new developments, it is, first of all, a feedback from the client's needs.

In my opinion, large enterprises should be guided by Western systems. And the next question to be answered is which Western system to choose?

For the Ukrainian user, the choice of such systems is limited. Not many Western firms entered the post-Soviet market. In reality, these are SAP, Computer Associates, BAAN and ISF. Attempts to exit were made by ORACLE, JDEdvards, SSA, JBA and QAD. Moreover, only SAP and Computer Associates products have real implementations. In addition, different systems are designed for different businesses. Some, such as SAP or CA-Masterpiece, are focused on the corporate market, while others, like BAAN or MK Enterprise (formerly MANMAN / X), are aimed at industrial enterprises or companies. And the enterprise needs to do right choice so that as a result of an error you do not end up with a system that is not suitable for him.

2.2. System selection criteria

Functionality.

Under functionality system is understood as its compliance with those business functions that already exist or are only planned for implementation in the organization. For example, if the goal of an organization is to reduce financial losses by reducing rejects, then the selected system should provide automation of the quality control process.

Usually, to determine the compliance of the system with the put forward functional requirements, it is enough to have a clear idea of the business development strategy, the contextual description of the business and the formalized description of the enterprise's activities. If all these components necessary for choosing a system are absent, then they are included in the stage of preparing the initial data for choosing a system. To carry out such a scale of work, it is necessary to have a fairly large number of employees, but since it constantly makes no sense to maintain such a staff at the enterprise, it seems most appropriate to invite external consultants.

A well-structured understanding of the business processes of one's own organization, obtained as a result of interaction with external consultants, helps not only in building the information system of the enterprise, but also the top management to better imagine the work of their organization, as well as to borrow the experience of other organizations.

Total cost of ownership.

Total cost of ownership is a relatively new concept. It is understood as the sum of direct and indirect costs incurred by the owner of the system over the period of its life cycle.

It is necessary to clearly define the life cycle of each of the proposed systems, which includes the lifetime of the existing system, the time to design a new one, the time to purchase components and implement a new system, the operating time, which is limited by the period when 90% of the cost of the system is returned from the result of its work, and the sum of all direct and indirect costs.

Development prospects.

Development prospects are laid down in the system by the system supplier and the set of standards that it satisfies.

Obviously, the stability of the system supplier in the market also has a huge impact on the development prospects. To determine sustainability, it is necessary to clearly know what is the form of ownership of the system by the supplier, what share he occupies in the market, how long he exists in the market.

Specifications.

Understanding the technical characteristics is the greatest guarantee that the system will meet the tasks assigned to it. The technical characteristics include:

System architecture,

Reliability,

Scalability,

Ability to recover,

Availability of backup tools,

Means of protection against technical attacks,

Integration with other systems.

Minimizing risks.

Risk is usually understood as a certain likelihood that some goals will not be achieved during the implementation of a management information system. Obviously, in this case, the organization can expect both a one-time loss of money, which significantly affects the life cycle of the system, and a long-term and constant drain of funds.

To reduce this likelihood, a comprehensive analysis of risk factors and a phased implementation of the solution are carried out. Each stage is preceded by a new assessment of reality and the decision is modified in a certain way.

To minimize investment risks, the following cost objects are distinguished:

System creation process

· equipment

· software

Staff

Task management

For each cost object, a number of characteristics are put forward that it must satisfy in order to reduce risks.

2.3. System implementation methods

A company that is going to implement a computerized control system usually makes the following statement: the system should be operational as soon as possible, on time and within budget. Some organizations avoid implementing such systems for fear that they will not be used, and if they do, then it will be ineffective. In addition, employees who acquire new skills during the implementation of the system will leave the company, and then it will be difficult to find technical resources to keep it functioning. There will be neither saving resources, nor realizing the functional purpose of the implemented system.
These fears are fully justified. Systems implementation projects do fail, even in otherwise efficiently run companies. In those cases, when everything is going more or less normally, the dates for the start of industrial operation are often not met and it is not possible to stay within the allocated budget. However, the techniques described below, when applied correctly, can help to minimize the risk of implementation failure. With proper planning and management, it is quite possible to meet target dates and stay on budget. From the outset, you need to make sure the project is properly organized.

Necessary:

1. Build faith in success and dedication from those who play a key role in the implementation of the project.

2. Determine who will be the full-time project manager for the implementation of the system. This person must have the necessary skills to do this job, preferably with experience in implementing systems.

3. Clearly define and document the roles and responsibilities and terms of reference of each member of the project team.

4. Ensure that the people performing these functions have the necessary skills.

5. Develop a detailed work plan, break it down into stages, set deadlines for the tasks and stick to them.

Before proceeding with the implementation of the system, it is necessary to think over the organizational structure and business processes:

1. Make sure that accounting rules and procedures are recorded in documents in the prescribed form and are understandable to accounting employees.

2. Describe the methods of doing business and the actions that must be performed as a result of their application.

3. Modify these methods as necessary to allow for more efficient operation and integration of the new system.

4. Describe the organizational structure and consider whether it best suits the objectives of the enterprise.

5. Explore the most effective methods used in the industry.

Ensure the creation of the necessary technical infrastructure:

1. Assign appropriate experts to assess the current infrastructure based on the requirements of the new system. Define the role of the information systems department and consider how it will undergo changes in the new environment.

2. Make the necessary changes in the listed areas before putting the system into commercial operation. Make sure the system meets the basic needs of all users.

3. Document the needs of the business in sufficient detail to compare one system to another.

4. Use the documents received to ensure that the implemented functions meet the needs.

Manage change by adjusting to employees.

1. Make changes gradually, keeping in mind that employees can only master a certain amount of information at a time.

2. From the outset, involve everyone who plays a key role in the implementation of the project. Good way to do this, ask them for their input in the process of defining business needs in detail.

3. Communicate regularly with such employees, giving them the opportunity to be heard.

4. Develop a training plan so that people not only learn how to enter data into the system, but understand how their work will change.

After the measures taken, you can proceed directly to the implementation of the system.

2.4. Stages of information system implementation

Three stages of information system implementation should be distinguished:

1. Research. The implementing company conducts a study of the business processes of your company.

2. Refinement of the system. The programmers of the implementing company customize or modify the required functionality of the system.

3. Starting the system. The beginning of the real use of the system includes personnel training processes.

Research of business processes.

Any company supplier of the system allocates a certain amount of time to study the business processes of the company where the information system will be implemented.

At this stage, it is necessary to describe as accurately as possible to company representatives which processes need to be improved.

As a rule, the functionality of the information system is somewhat broader than the real business processes of the company. At this stage, it is necessary to determine how the presence of certain functions will affect the final cost of the system, the implementation time, and most importantly, whether the proposed functionality meets the company's goals.

It is important that the results of the study of business processes are provided as a separate document, where, in accordance with the requirements of the company, the studied business processes should be described in detail.

Refinement of the system.

After researching business processes, the supplier company must accurately answer the question about the cost and timing of the implementation of the information system.

At the stage of finalizing the system, it is important to control the implementation of the required functions in the information system. It is necessary to check the compliance of the implementation with the requirements of the company and, if necessary, use the established mechanism to influence the implementing company.

It is important that the implementation project manager, who is well acquainted with the company's objectives and its business processes, speaks on the part of the company. It is necessary to understand that this person should also have experience in supporting the implementation of such systems in the company.

System startup.

At this stage, it is important to switch the company's business processes to use the implemented system. The main task is to quickly train and motivate personnel to use the new information system.

Many projects for the implementation of information systems have failed or did not bring the desired results due to the reluctance of people to use a new inconvenient system, it is necessary to conduct trainings and show how using the system will get rid of routine tasks and optimize work.

Development of the information system.

The implemented system, as a rule, does not start working immediately. It is necessary to analyze how successful the implementation was, whether the main goals of the implementation were achieved.

Implementation can be considered successful only if the system allows you to get benefits, namely, it optimizes the work of services, allows you to do work faster, and improves the quality of processes. It is necessary to constantly analyze the performance indicators of the system, as well as the degree of staff interest in using this system.

The information system implementation process takes at least several months. During this time, it is important to focus on the goals that your company wants to achieve by implementing the system, you also need to be aware of the possible risks and financial costs. Organize the work correctly, and the implementation of the information system in the company will be successful.

Z concluding

The use of information technology for enterprise management makes any company more competitive by increasing its manageability and adaptability to changes in market conditions. Such automation allows:

To increase the efficiency of company management by providing managers and specialists with the most complete, timely and reliable information on the basis of a single data bank.

Reduce the cost of doing business by automating information processing processes, regulating and simplifying the access of company employees to the necessary information. Change the nature of work of employees, relieving them of routine work and giving them the opportunity to focus on professionally important responsibilities.

Ensure reliable accounting and control of receipts and expenditures of funds at all levels of management.

Middle and lower managers analyze the activities of their departments and promptly prepare summary and analytical reports for management and related departments.

To increase the efficiency of data exchange between individual departments, branches and the central office.

Ensure complete security and data integrity at all stages of information processing.

Automation is much more effective when used in an integrated manner. Partial automation of individual workplaces or functions can only solve the next "burning" problem. However, at the same time, negative effects arise: labor intensity and personnel costs do not decrease, and sometimes even increase; inconsistency in the work of departments is not eliminated.

So, for the successful implementation of an enterprise management system, it is necessary:

When choosing a system, it is not based on its presence in the market, but on how it suits the needs of the company's business;

Begin implementation with a strong project manager and a project plan that has been carefully thought out;

Review the methods of conducting business activities of the company before choosing a system;

Communicate regularly with employees, seeking to involve them in the implementation of the system and enable them to make sure that their needs are taken into account;

Monitor the progress of the project, checking the outlined milestones and deadlines for completing tasks;

Set realistic deadlines and create an underestimated budget;

To bring the level of training of employees of the information systems department in line with the new requirements;

Entrust the implementation of the project to someone who knows the activities of your company from the inside.

A typical implementation plan was developed by Oliver Wight, but experience shows that almost all firms follow this strategy to some extent.

This plan consists of the following steps:

1. Preliminary examination and assessment of the state of the company;

2. Preliminary retraining;

3. Terms of reference (analysis of the problem of building a system);

4. Feasibility study (cost-benefit analysis);

5. Organization of the project (appointment of responsible persons, composition of committees);

6. Development of goals (what we expect from the project);

7. Terms of reference for process control;

8. Initial retraining (retraining of employees);

9. Planning and management of the upper level;

10. Data management;

11. Simultaneous implementation of various technologies of organization and management;

12. Software;

13. Experienced example;

14. Getting results;

15. Analysis of the current state;

16. Continuous retraining.

Information technologies, for all their revolutionary nature, have not abolished the production process, have not eliminated competitors and have not taken away the right to make decisions from a person. The object of management - the company has not ceased to exist, even if it has become virtual, the external environment continues to exist, and even increased, the need to find solutions to semi-structured problems remains. Rather, we can talk about the intensification of all processes in the information age. The toolkit in the management of the company has changed, but it has changed so much that it has influenced all the processes to which managers are related: planning, organization, leadership and control.

List of sources:

1. Baranovskaya T. P. et al. Information systems and technologies in economics Publishing house: Finance and statistics, 416 pages, 2003

2. Baronov V.P., Titovsky I.L., article "Methods for constructing control systems"

3. Bozhko VP Information technologies in statistics Publishing houses: Finstatinform, KnoRus, 144 pages, 2002.

4. Verevchenko AP, et al. Information resources for decision-making Publishers: Delovaya Kniga, Academic project; 560 pages, 2002

5. Volokitin AV, et al. Means of informatization of state organizations and commercial firms. Reference book Publishing house: FIORD-INFO 272 pages, 2002

6. Gaskarov D. V. Intelligent information systems Publishing house: Higher school, 432 pages, 2003

7. Gerasimova L.N. Information support of marketing Publishing house: Marketing, 120 pages, 2004

8. Godin VV, Korneev IK Informational support of management activities Publishing house: Higher school, Mastership; 240 pages, 2001

9. Greenberg A. S., King I. A. Information management Publisher: Unity-Dana; 416 pages, 2003

10. Grinberg AS, Shestakov VM Information technologies for modeling economic management processes Publisher: Unity-Dana; 400 pp., 2003

11. Dushin VK Theoretical foundations of information processes and systems Publishing house: Dashkov and Co, 250 pages, 2002

12. Kalyanov GN Consulting: from business strategy to corporate information management system Publishing house: Hotline - Telecom 208 pages, 2004

13. Karabutov NN Information technologies in economics Publishing house: Economics; 208 pp., 2003

14. Kogalovsky MR Advanced technologies of information systems Publishers: DMK Press, IT Co.; 288 pp., 2003

15. Kolesnikov SI, article "On evaluating the effectiveness of the implementation and use of ERP systems"

16. Lipaev VV System design of complex software for information systems Publisher: Sinteg; 268 pp., 2002

17. Michael J. D. Sutton Corporate document flow. Principles, technologies, implementation methodology

18. Publishers: Micro, Azbuka, 446 pages, 2002

19. Maklakov S. V. Modeling of business processes Publishing house: Dialogue - MEPhI, 240 pages, 2003

20. Menyaev MF Information management technologies. Book 3. Management systems of the organization, 464 pages, 2003

21. Patrushina SM Information systems in the economy. Publisher: Business, 352 pages, 2004

22. Prokusheva A. P., Lipatnikova T. F., Kolesnikova N. A. Information technologies in commercial activities Publisher: Marketing, 192 pages, 2001

23. Rodionov II, et al. Market of information services and products Publishing house: MK-Periodicals 552 pages, 2002

24. Sar Ermako Jonii, article "To be or not to be ERP?"

25. Sinyuk V.G., Shevyrev A.V. The use of information and analytical technologies in making management decisions Publishing house: DMK Press; 160 pp., 2003

26. Skripkin KG Economic efficiency of information systems Publisher: DMK Press; 256 pages, 2002

27. Strelets I. A. New economy and information technology Publishing house: Examination, 256 pages, 2003

28. Utkin VB, Baldin KV Information systems in economics Publishing house: Finance and statistics, 288 pages, 2004

29. Khoroshilov A. V., S. N. Seletkov World information resources Publisher: Peter; 176 pages, 2004

30. Shafrin Information technology. Part 2 Publisher: Binom. Knowledge laboratory; 320 pages, 2002

31. Eriksen T. Kh. Tyranny of the moment. Time in the Information Age Publisher: Ves Mir, 208 pp., 2003

Used materials from sites:

32. www.altrc.ru

33. www.bankreferatov.ru

34. www.economics.ru

35.www.erp-people.com

39.www.parus.ru

Introduction.

Chapter 1. Information technology and information systems in management.

1.1. Classification of information technologies and systems.

1.2. The relationship of organizations and information systems.

1.3. Types of information systems in the organization.

1.4. The use of information systems in management.

1.5. Information technology and new organizational forms of companies.

Chapter 2. Integrated management system of industrial enterprises in Russia.

2.1 Structural blocks of IMS and their functions.

2.2 Integrated management system as a company management tool.

2.3 Principles of building an integrated company management system.

2.4 Stages of implementation of an integrated management system.

Chapter 3. Results of the implementation of the new information system.

3.1 Strategy and mission of the company.

3.2 Technological support of the company.

3.3 Terms of reference.

3.4 Type of outgoing data.

3.5 Effectiveness of implementation, general assessments.

3.6 Projected economic effect.

Conclusion.

Bibliography.

Introduction.

The transition to market relations in the economy and scientific and technological progress have extremely accelerated the pace of implementation of the latest achievements in the field of informatization in all spheres of the socio-economic life of Russian society. The term "informatization" first appeared when creating local multi-terminal information and computing systems and queuing networks.

There are many definitions of this term, for example:

Information technology is a set of methods and means for the implementation of operations of collection, registration, transfer, accumulation, search, processing and protection of information, systematically organized for solving management problems, based on the use of developed software, used computer technology and communications, as well as the methods by which information is offered to clients.

There is a link between information technology and management. A manager has to make decisions all the time in conditions of great uncertainty: inflation, changes in the exchange rate, changes in tax and legal conditions of work, and competitors are not asleep. Computers can quickly and accurately calculate options and thus provide answers to all kinds of questions of this type. This is perhaps one of the main advantages of a computer over a person.

Information technology has the following properties that are useful for an economist-manager:

Help bridge the gap between economics and mathematics;

Are the most effective carriers of modern methods of solving economic problems;

Promote the harmonization of economic procedures with international requirements;

They are connected to a single information space - economic and educational.

The reform of methods of managing economic objects entailed not only a restructuring of the organization of the process of automating management activities, but also the spread of new forms of implementation of this activity. The purpose of this work is to investigate the effectiveness of the introduction of a new information system, to consider the results of its use.

Chapter 1. Information technology and information systems in management.

1.1. Classification of information technologies and systems.

Information technologies can now be classified according to a number of characteristics, in particular: the method of implementation in the information system, the degree of coverage of control tasks, the classes of technological operations implemented, the type of user interface, the options for using the computer network served by the subject area.

Consider the relationship between information systems and information technology.

Management is the most important function, without which the purposeful activity of any socio-economic, organizational and production system (enterprise, organization, territory) is inconceivable.

The system that implements control functions is called a control system. The most important functions implemented by this system are forecasting, planning, accounting, analysis, control and regulation.

Management is associated with the exchange of information between the components of the system, as well as the system with the environment. In the process of management, information is obtained about the state of the system at each moment of time, about the achievement (or not achievement) of a given goal in order to influence the system and ensure the implementation of management decisions.

Thus, any system of management of an economic object corresponds to its own information system, called the economic information system.

An economic information system is a set of internal and external flows of direct and feedback information communication of an economic object, methods, means, specialists involved in the process of information processing and the development of management decisions.

Table 1. Classification of information technology.

INFORMATION TECHNOLOGY	By the way of implementation in IS	Traditional
	By the way of implementation in IS	New information technologies
	By the degree of coverage of management tasks	Electronic data processing
		Automation of control functions
		Decision support
		Electronic office
		Expert support
	By the class of implemented technological operations	Working with a text editor
		Working with a table processor
		Working with DBMS
		Working with graphic objects
		Multimedia systems
		Hypertext systems
	By user interface type	Batch
		Conversational

	By the way the network is built	Local
		Multilevel
		Distributed
	By subject areas served	Accounting
		Banking activities
		Tax activity
		Insurance activity

Project management

I have many years of experience in the implementation and subsequent maintenance of information systems at various enterprises. The experience, in most cases, was successful - but here I want to talk, first of all, about the reasons leading to failure in this matter, to warn you against possible mistakes. I mean my own embedding method, which I have used many times and which helps to avoid most of them.

First and foremost reason for failure: incorrectly set goal for the information system.

This is one of the main questions for any project in general. The customer often chooses a goal that has nothing to do with the information system, or only slightly depends on it. Examples: increasing sales, gaining a larger market share, creating a different culture of enterprise management, etc. But if the company produces a product, the demand for which is falling, how can the information system help here? The marketing department has to solve the problem here. If the culture of the enterprise needs to be changed, it is a matter of personnel management and the CEO. Some, however, have a glimmer of hope that it is worth giving money for an information system - and the problems associated with business organization will be solved by themselves. The promises of the sellers selling expensive foreign-made systems, which have been repeatedly tested and built on the “best world business practices,” only strengthen this belief. But in reality, a company with an ineffective management style will remain ineffective, only with an information system. If demand for your products has dropped, it will not change in any way either. True, the information system will allow you to quickly and accurately calculate losses, including from its implementation.

A correctly set goal of introducing an information system is the key to the success of this implementation. The goals associated with information processing are correct: storage, data retrieval, tasks related to calculations, grouping, analysis. When implementing the system, all this requires less time. Remember, however, that speeding up unsuccessful processes will lead to more unfortunate outcomes for the company than it would have been without the system.

Here is one of the recent cases in negotiations with a customer. The customer wants to change the product configuration system, hoping that this will streamline production. According to him, the new system should provide only a limited selection of available product options. Then it will be easier for production and the approval department to work, a set of standard solutions will appear. The customer, however, already has a configurator. The question immediately arose: why change? The answer is amazing: a different configurator will “make us work right”, create the necessary product documentation, change order processing patterns and adjust the culture of working with the customer. It turns out that managers understand what the problem is, but they acknowledge their own powerlessness to change the situation and shift the difficulties of reorganizing business processes to a department that is not responsible for it. As a rule, such a project ends in failure or is delayed for many years.

Even if we assume that information specialists know how to change business processes (with the logic we have an order), they still do not have the necessary administrative resource, and the expected result depends, first of all, not on the software. The effect and the cause are clearly confused here. Let's say there is an enterprise A with an ABC information system. The enterprise works stably, there are no rush jobs, confusion, orders are fulfilled on time, there is a systematic activity of a well-oiled mechanism. It can be concluded that everything is fine thanks to the ABC system, but this is 100% wrong. The presence of the ABC system at enterprise A, of course, contributes to the business, but is not key. If the management of a certain enterprise B decides to implement the ABC system in the hope that after its implementation, enterprise B will also work in the same way as A, he is in for a surprise. The money will be spent, but the expected effect will not come. the method of work at enterprise B will not change.

Effective goals

Once again, the goals that I consider to be effective when introducing an information system are related to accelerating existing business processes or creating new ones for data processing. You should not shift the tasks of other departments to the information system, especially without the right to influence these processes.

The implementation of the information system allows you to launch business processes that previously had no right to exist due to unacceptable deadlines. Moreover, I believe that the launch of new business processes - required condition for the successful implementation of the system. Obviously, if before we used a file to perform work, and now we have a machine, this will be a different process. If the planning was poorly established, the machine, because of its productivity, will bring the company an even greater loss.

So, we have decided on the goals, now it remains to correctly draw up the terms of reference.

Technical task

This is the second most important component of success in the implementation of an information system. Let me remind you that an effective goal is to speed up business processes that may not yet exist. The customer only in general understands what he needs. It is considered a good option to draw up a detailed multi-page TK already at the first stages of work. This works especially for a contractor. The customer signs everything, not fully understanding what the performer will do. Meanwhile, for each new field or form not recorded in the TK, the performer will easily ask the customer for more money. As a result, the customer will receive a process with incomplete or redundant data, although formally the contract was executed in strict accordance with the requirement. The customer will be unhappy and will not contact this contractor the second time.

It turns out that it was not the customer who signed the inappropriate technical specification, but the contractor developed and proposed something completely different - he did not guess what the customer was dreaming of. Do you notice the paradox? The contractor writes the technical specification for himself, but at the same time he must guess what the customer really wants. In principle, it is possible (for the participants of the show "Battle of Psychics"), but unlikely. I had experience in creating detailed technical specifications, which at the implementation stage underwent about 30% changes. A common story: in the process of working on a project, the customer had new ideas, they had to be taken into account, abandoning previous solutions. Therefore, I am not a supporter of very detailed TK. They take a lot of time, and as a result, they will be adjusted at the stage of trial operation and implementation. If you do not make an adjustment, you can ruin the relationship with the customer. When you try to refer to the detailed TK in response, you will hear - "Well, you are specialists, you should have known everything in advance."

I believe that the TK should reflect only general blocks of work with a description of the expected results. Let it accurately describe what the customer wants to get and what the contractor should do. Correction of the technical specification is inevitable due to the fact that when a new instrument appears at the customer necessarily new business processes will appear. An attempt to keep the old business processes will lead to the failure of the project. Of course, not everything old is completely swept aside, it is adjusted in accordance with the increased capabilities of the enterprise in the presence of an information system. The maximum on which the TK should stop is lists of documents for processing by the system with their samples. Thus, the prepared TK will not change in terms of general requirements; in fact, it will be refined during the implementation process, down to specific fields and processes. In this case, the performer in any case knows the expected amount of work. For a successful project, 1-2 iterations are required: a certain amount of work is implemented, and based on the results, the customer agrees on the correction with the contractor. The time that could be spent on excessive detailing of the technical specification is much more efficient to use for iterative adjustments of the system in accordance with the result of test operation.

There is another option for drawing up a technical specification: it declares the ultimate goal of the customer. And here you can immediately notice the contradictions with the previously written test. This is a case of drawing up a project in which the information system is only a part. I had experience in implementing an integrated management system for companies, where the principal amount per contact was paid if the customer received a twofold increase in turnover. The question is, how is it? The answer is simple: the customer's goals are automation and optimization of digging business processes, acceleration of the process of working with clients, accurate accounting of contract costs, accurate calculation of bonuses to managers participating in contracts, financial planning. Proceeding from the fact that all these tasks were not solved, I signed a contract. Unfortunately, it was not possible to achieve 100% increase in the customer's turnover in 1 year, but 83% is also good. My remuneration was paid on a pro rata basis.

The next important document for the successful completion of work is the work schedule.

Work schedule

Schedule - a document containing a plan of specific work, which describes the actions that must be performed as customer and executor... The schedule is needed for operational control over the work of both parties. As a rule, it lists all systems and subsystems with their processes, documents, reports that will be developed and implemented. For example: the customer's actions related to the organization of workplaces, the laying of communications, personnel training, etc. At each point of the schedule, a price and duration can be set, this makes it possible to make mutual settlements between the contractor and the customer. The work, of course, can proceed in parallel. It is good to use Gantt charts or something similar, but not necessary.

System start-up

The system start-up is preceded by testing the system by the executor using the customer's examples. After receiving positive results work begins on the real implementation and launch of the system. If the trial operation is done only on experimental examples without the participation of ordinary performers of the customer, without the use of real tasks, it will not achieve the set goal. The goal is to collect comments that need to be eliminated for the transfer into industrial operation. It would be more correct to call this stage extended testing with the involvement of the customer's performers. Real trial operation begins after the implementation of the system with the participation of at least 50-70% of jobs.

The staff is trained, brief instructions are drawn up for users. This stage can last from a few minutes to several weeks. Methods work well extreme programming when the received comments from the contractor's employees are immediately eliminated by the customer's qualified developers, preferably on the customer's site. Thus, in one, maximum two weeks, you can solve the bulk of the problems associated with the launch and adaptation of the system. Without a large-scale launch with the strict requirement of the customer's management, commissioning can be delayed for many months. If there is no strict requirement from the leadership, people will work in the old way. With any innovations, people will only have the feeling that someone is interfering with their lives.

After the stage of trial operation, the industrial one immediately follows. The difference between them is only in the number of comments that must be eliminated, and in the absence of critical problems, in the presence of which operation becomes impossible.

As a result, we get the following stages of launching and implementing the system:

Testing with the involvement of the customer's employees on real examples;
Trial operation with immediate troubleshooting;
Industrial exploitation.

This method has been tested by me many times in enterprises of various sizes. Employees of the customer's company at some moments experience discomfort, as well as employees of the contractor. But, fortunately, this discomfort quickly fades away, and the enterprise goes into systematic work with a constructive approach to solving emerging problems.

INFORMATION SYSTEMS AT THE ENTERPRISE

The structure of the enterprise information system

Any enterprise needs information to analyze emerging problems, make decisions, control operations, create new products or services.

Information is understood as meaningful and processed data that is used to solve management problems. The data reflects events taking place both inside and outside the organization.

An enterprise information system can be called a system that shows the points of entry and exit of information, the direction of its flows and the relationship between them.

A simplified diagram of an enterprise information system is shown in Figure 1.1. ...

As can be seen even from this simplified diagram, the number of information flows is noticeably greater than the number of paths for moving goods. In today's economy, the processing and exchange of information can be more profitable than the movement of goods from seller to buyer. The value of companies is increasingly determined not by its tangible assets (buildings, equipment), but by intangible assets such as people, ideas, technologies, as well as the strategy of combining and using the company's main information resources.

A significant part of these information flows consists of procedures that can be easily automated, which opens up a wide field of possibilities for the use of modern technologies for the transmission and processing of information.

The information technology (IT) industry deals with the creation, development and operation of information systems.

Figure 1.1. Enterprise information system diagram

AUTOMATED CONTROL SYSTEMS IN THE ENTERPRISE

Technologies for building a secure virtual enterprise network

The basis of a single information space (UIS) of a virtual enterprise is a set of networks of its member organizations and open networks - the Internet. Accordingly, it is necessary to ensure:

Protection of networks within organizations;

Access control to internal networks of organizations from open networks;

Access control from internal networks to open networks;

Provide secure communication between internal networks of organizations through open networks.

To protect against unauthorized access (NSD) to data within the organization's local network and separate computers special software and hardware tools are used to control access to data based on the user's authority.

The basic set of functions of the complex of means of protection against tampering includes:

Identification and authentication (verification of the identity of the presented identifier to the access subject) of the user at the beginning of the work session;

Providing access to data and the ability to launch programs in accordance with a given list of powers and permissions;

Control of the integrity of the software and data used;

Logging of performed actions.

Some of the above functions are performed by some modern computer operating systems, but these functions may be absent, in this case, additional means must be provided.

User identification and authentication can be performed by entering a name and password, using smart cards (smart plastic cards) and means of reading data from cards connected to a computer, special tokens that store a unique code, etc. In especially critical applications, identification tools are used based on the recognition of the physical characteristics of the access subject (voice, fingerprint, iris, etc.).

IMPLEMENTATION ISSUES

CALS-TECHNOLOGIES

Features of CALS implementation

The planning process that is the foundation for a successful CALS implementation includes:

Development of the concept of CALS implementation as an integral part of the business strategy;

Determination of costs and economic effect of implementation;

Planning and implementation of CALS technologies.

Sequence of work when introducing CALS and the scheme according to which the reform of business processes, organizational structure and information infrastructure will be discussed:

Determination of the tasks facing the enterprise;

Collection of initial data;

Improvements;

Determination of the economic effect;

Implementation.

Development of the concept of CALS implementation as an integral part of the business strategy.

СALS covers and brings together a wide range of means, tools and methods used to improve, support and ensure the economic activities of the enterprise. The introduction of CALS into the organizational structure of the enterprise should be considered as part of the overall strategy of economic activity. CALS implementation cannot be considered clean technical issue, affecting only information technology specialists, but one should proceed from the economic needs and the nature of the enterprise's activities, take into account the main areas of activity, the needs of customers and suppliers.

CALS elements should be used primarily where effective information management and communication is required to address key business problems, such as reduced lead times, development costs, or the need to adhere to the main customer's working methods.

Once you have identified how the implementation of CALS principles can be used to improve your business, you should develop and publish a vision for the implementation of CALS in your organization. This concept should clarify the incentives and perspective of implementation in relation to the overall strategic course of the enterprise. Any capital investment in CALS needs to be justified and compared with the return generated from other business improvement activities.

Determination of costs and economic benefits.

Comparing the potential benefits of CALS implementation with the costs at different scales of implementation is an iterative process, at the beginning of which only the outlines of the intended costs and possible benefits are determined, which are subsequently refined as implementation progresses.

In some cases, the justification for the implementation project will be quite clear and obvious, for example, when the enterprise operates in markets where the use of CALS technologies is a prerequisite for participating in a tender for certain types of work. In industrialized countries in some industries, for example, in aerospace and automotive, etc., in the near future, the use of a standardized electronic product description and electronic data exchange will become so widespread that it will be mandatory for all participants in the logistics chain. The lack of such opportunities for an enterprise can lead to its automatic exclusion from the list of participants.

In other cases, you will need to ensure that the benefits of CALS implementation justify the costs incurred. In assessing the potential benefits of implementation, the following criteria should be analyzed.

1. Reducing the duration of the production cycle. Releasing a product to market ahead of competitors will allow an enterprise to secure a larger share of the market and generate higher margins over a period of time until competitors replicate the product. Shorter product development cycle times can enable more versions of a product to be released for the same development resources. The same can be said if the organization is engaged in projects. Reducing cycle times can be vital to keeping costs down by reducing unexpected costs.

2. Reducing costs. Product design and manufacturing processes are usually carried out with multiple iterations that consume resources, necessitate rework, create scrap, and increase costs. Providing correct information in the right time and in the right form using CALS techniques can dramatically reduce costs and unnecessary rework.

3. Improving quality. The release of products in a shorter time frame or with lower production costs is beneficial if the products are of the appropriate quality. “Right the first time” is ideal, and the confidence that the information you receive is complete and consistent will help you get your product out the door “the first time”.

In addition to the above material factors, there are a number of intangible benefits to consider, such as customer satisfaction, higher levels of service and support, and the benefits associated with having an enterprise product data warehouse. An example of such an intangible advantage is, for example, the confidence that information about a product or development is not just in the heads of several employees, but is recorded in the company's databases and is available to everyone. In the long term, such a situation will give a competitive advantage.

When assessing the benefits of project implementation, it is necessary to consider the situation in the context of the entire enterprise and agree on some labor and time costs. It will take, for example, additional investment of time and resources at the design stage to prepare an electronic product description. However, better baseline information will provide savings at the stages of production, which will significantly outweigh all the costs incurred.

Planning and implementation of a CALS project. A dedicated team must be created to plan, manage and implement the project. The size of the group and the requirements for its members are determined by the size of the company and the scale of the proposed implementation. Careful planning is the key to a successful implementation. It is equally important in a relatively modest company intending to make partial changes, and in a large organization implementing a full-scale CALS implementation. The plan is the critical link between the strategic vision of the reform and the tactical implementation action.

To carry out work on the implementation of CALS solutions, it is necessary to prepare a project work management plan aimed at introducing innovations at a given time and at a specified cost. It should reflect the organization of the project, the individual functions and responsibilities of the participants in the work, as well as the processes associated with the clarification of project requirements and plans, with control over the progress of work, the procedure for making changes to the plans and schedules of work on the project. The experience of implementing CALS technologies shows that the plan should be phased, changes should be made in portions. Avoid "head coverings". The plan needs to identify priority tasks that can provide quick and obvious business returns at minimal cost, for example, making relatively simple process modifications, introducing some kind of demonstration systems. The plan should not be static - it should be corrected in a timely manner, proactively managed, periodically "updated" as its points are fulfilled and when problems arise. The plan can be adjusted as experience is gained and taking into account feedback on the results of implementation. Be pragmatic and keep pace with the pace of development of standards, technology, and other circumstances associated with a particular business, logistics, procurement and supply chain.

The goals and objectives set in the CALS implementation project should be clear and understandable, specific, measurable, achievable, radical, economically feasible, scheduled in time.

For the successful implementation of the project, it is important to create conditions under which the initiative for the implementation of the system would come from the top management level of the head divisions of the organization. Top management must understand, support, and, if necessary, modify the business strategy, the adopted CALS implementation vision, and the key elements of the plan. There should be a controlled process for achieving clearly visible benefits and results. Responsibility for achieving benefits and results should be detailed, i.e. a person responsible for each result must be appointed (for example, the production director commits himself to the results of the implementation of CALS to achieve a 25% reduction in the time spent by the designers, etc.).

5.4. Reforming processes

Sooner or later, any organization begins to feel the need to improve organizational and technological processes taking place within the company, and to think about the choice of methodology and tools to solve this problem. In the world, this area is actively developing and is called the technologies of analysis and reengineering of business - processes (technological, organizational - business, management).

Analysis and reengineering of business processes, as a rule, includes the following stages:

Identifying business needs;

Analysis of existing processes;

Determination of necessary reforms;

Reform planning;

Implementation of the outlined plans.

Identifying business needs. Technologies for analysis and reengineering of business processes are a means that makes it possible to reform and improve the processes of an enterprise. These processes include design and development, procurement and logistics, process and manufacturing processes, and post-sale product follow-up. Any activity related to the implementation of CALS must be determined by the real needs of the enterprise. These can be internal needs that have arisen in the course of the implementation of a general strategic task to increase the competitiveness of the business, or external needs that have arisen in response to the requirements of an important customer. In both cases, there is a desire to simplify and optimize processes.

Depending on the needs of the enterprise in optimizing business processes, the work strategy may be as follows:

Automation of existing processes;

Replacement of existing processes;

Adaptation of existing processes to the peculiarities of new systems, new opportunities, new business infrastructure;

Selected improvements.

Analysis of existing processes... In order to assess which of the above strategies is the best, it is necessary to clearly understand the material and information flows of the enterprise. If the reforms being implemented are dictated by customer relations, then all attention should be focused on issues of ensuring and supporting the client. At the same time, you can take advantage of this opportunity and expand the scope of reform to other processes within the organization. If your organization has extensive collaboration with other enterprises and has the means to interact with many customers and suppliers, then the processes considered should include the processes of interaction with customers, partners and suppliers. If the main incentive for reorganization is the desire to implement “best modern practice” methods, then large-scale business enterprise improvement is necessary.

For visualization the structure of business processes, their interaction, a functional model is used in the form regulated by the IDEF0 standard. Visually, the model looks like a system of hierarchical and interconnected diagrams, but, in fact, it is a database. The most important feature of the method is that the description is built around the processes, and not around the organizational structure. From the description of the process, you can see who is involved in it, that is, what elements of the organizational structure are involved, you can see the list of works actually performed by the department.

To uncover all the problems, it is useful to consider the main processes (such as starting a new business, developing a new product, supporting and providing for the customer) both from the point of view of management, that is, “top down”, and from the point of view of the performers. Workshops that map and document specific existing processes from the perspective of senior management and specific contractors can very quickly point out differences in process understanding. At the same time, the inherent problems of the information and communication nature and the real possibilities of rationalizing the process are revealed.

Documenting the existing process together with customers and partners shows what really happens when exchanging information or products.

Having established what and how is happening in existing processes, you should move on to finding ways to improve processes, save time, effort and resources.

The essence of process analysis is to study their characteristics and components, such as:

The number and nature of relationships between the constituent parts of the processes;

Costs and their distribution within business processes;

The potential of the resources used (personnel, equipment, infrastructure);

Thus, the actual picture of the state “as is” is revealed, which in itself is an extremely important result necessary for making managerial decisions.

Analysis and modeling of business processes is a serious tool for improving the efficiency of an enterprise, since:

The idea of the work of an enterprise as the implementation of a set of business processes allows the manager to take a fresh look at the process of functioning of the structure subordinate to him, and ordinary employees to realize their place and responsibilities in it;

The business process model of the enterprise serves as a source of objective information about the functions performed and the relationships between them;

The use of quantitative characteristics (costs of performing a function, performance of a function and a mechanism, capacity of a function and a mechanism, load factors) makes it possible to assess the optimality of the organization of business processes and their components, identify sources of losses, control purposefully introduced changes to the system, ensure optimal operation of the enterprise and interaction his employees in solving various problems.

Identifying Reforms Needed... Based on the established understanding of the current processes, one can begin to assess the possible directions of reform and determine which of the existing processes need to be simplified, debugged or modified. Typically, this stage identifies a range of possible actions, and you must decide which one is most appropriate in a particular case.

The logical sequence of actions for reforming processes should begin with an analysis of the possibility of simplifying the process and reducing the number of operations in it by eliminating operations that do not bring added value. Reducing the number of operations can improve efficiency, productivity, and reduce production costs. When considering possible process improvements, special attention should be paid to supporting and ensuring closer communication of all actors involved in design, development, production and other stages of the product life cycle.

The main idea is that information technologies should not be used to automate existing complex processes. Simplified processes can be migrated to a simpler architecture and "standard" applications can be quickly deployed. software... At the same time, the application of technology to existing complex processes can lead to the use of complex architectural systems, high costs, to extended in time or endless implementation.

The results of the analysis and reengineering of business processes are:

Improvement of the organizational structure;

Business process improvement;

Building an optimal model of information flows required for setting up an integrated control system.

Reform planning. Upon completion of the activities described above, it is necessary to document the agreed changes in the processes and the means of implementing such changes. The expected end result is documented in the form of a process model, often defined as “should be”. It is very important that the reform and change processes are prioritized. It is necessary to determine the priorities, the sequence of work to improve the processes taking into account the needs of the business, as well as prepare a plan of interrelated actions and measures. The first activities of such a plan should be devoted to activities related to the preparation for the start of work. For some processes, it is not possible to foresee all the details of the final or preferred solution in advance. In such cases, it is advisable to envisage the implementation of a pilot project, in other cases, when the degree of risk or uncertainty may be less, it is enough just to provide a testing stage in the project implementation schedule.

All new processes should be documented in detail, so any plan should contain work on the development and audit of documentation in order to ensure compliance with quality control or certification requirements, for example, according to ISO 9000. Documentation of business processes allows you to solve the problem of developing and certifying a system product quality assurance. The quality system itself is a set of organizational structure, responsibilities, methods, processes and resources necessary for the implementation of overall quality management, which covers all planned and systematically carried out activities.

Formally, or, as the ISO 9000 specialists themselves say, in a narrow sense, this obliges the enterprise to document aspects of production activities (or activities related to the provision of services), as well as to ensure the actual functioning of the relevant business processes in the organization. The developed functional models contain all typical elements of a quality system in accordance with the ISO 9000 series: functions performed, personnel, documentation, authority and responsibilities.

5.5. Personnel and organizational changes

Personnel and organizational issues represent the greatest challenge in any reform program. The improvement of processes and technology must be combined with sound organization and efficient use of human resources. A common feature of successful organizations is that the specialists there work efficiently (correctly) and productively (well).

The analysis of the existing organization should identify the skills and abilities that will be key after the reorganization, and the personnel who have these skills. To do this, one should ask such questions as: “How is the company going to stand out in the market? What professional skills and abilities should the staff have to ensure that an enterprise stands out in the market? What types of activities will be carried out at the enterprise in interaction with customers and partners, and which specialists will be able to perform them? "

When analyzing an existing organization, a vital step is to determine which of the current skills and abilities are now key, who owns them, how they relate to key aspects of the business, what professional skills and abilities should be developed and nurtured, which new activities you will turn to. When working with a partner, subcontractor or customer, what new professional skills and skills will be needed to implement such a new business relationship?

The implementation of CALS provides close interaction between all teams and teams associated with the design, production and maintenance of the product throughout the life cycle within the entire virtual enterprise. To be successful, it is necessary to establish the role, responsibilities and understand the interests of all organizations that make up the virtual enterprise.

Parallel work methods are based on teamwork and quick exchange the results of the work. A certain shift in people's consciousness is needed, and it happens that it is possible to convince skeptics of the effectiveness of the system only when they themselves feel its merits in practice. It is necessary to understand that changing the culture of thinking can be the most difficult and painful issue that requires a lot of time to solve.

Determining the internal needs of the organization.

Along with the expansion of the scale of activities, it is necessary to create conditions for greater integration within the enterprise. To do this, it is necessary to analyze all aspects of the enterprise throughout the life cycle of the product, from the moment of conception to the after-sale maintenance and support of the product, and sometimes to its disposal.

In an organization in which the execution of the project is distributed among structural units, the various elements of the product are developed to some extent in isolation. When transferring information from one part of the organization to another, there is a need for significant alterations, and sometimes very great efforts are required to link all the structural elements. This structure of the organization, called divisional, provides management of the work of functional units and personnel. However, it does not provide an effective means to manage task implementation, progress, budget and deadlines.

For these reasons, many organizations use multidisciplinary teams, which allows them to join forces, better control the implementation of the tasks at hand, and provide greater transparency on the progress of the project. Multidisciplinary teams include marketing, sales, design and engineering, fabricators, assemblers and installers, procurers, testers, support and support representatives, representatives of major suppliers and customers who work closely and are supported and supported by the CALS system ...

Determining the needs of the virtual enterprise.

Many modern organizations are virtual enterprises, which include various departments and departments, customers, strategic partners, suppliers and subcontractors, sales and distribution channels, abundant offices, telecom workers, autonomous farms, etc. All of them participate in the fulfillment of the assigned production task. product or in the provision of services. To make such a complex structure work, it is necessary to understand what is required to operate effectively in such an environment and to extend the concept of effective teamwork beyond the individual enterprise (including beyond national borders and time zones where electronic communications can provide the greatest savings). When geographic disunity or other reasons do not allow placing all team members in one place, such "virtual" teams can be united by a single information space by providing general use data warehouses, computer-aided design systems, tools Email etc.

Defining new working methods. In a CALS environment, effective processes and information systems are operated by people working together in multidisciplinary teams. Such teams unite their efforts and work according to a single plan of design and engineering, production activities and support, which is divided into a number of interrelated tasks with a clearly defined end result. These results should be provided in a standardized manner.

For a specific task working group receives the necessary resources from all departments (both internal and external), independently plans the work and monitors its implementation. The team leader is personally responsible for solving the problem and acts as a mini - project leader. This way of working increases the importance of personal responsibility, self-organization and increases the demands on planning and resource management.

5.6. Improving the information infrastructure of the enterprise

It would be impractical to change all the systems previously used in the enterprise when implementing CALS. The CALS concept does not require a revolution at all - throw away all systems and start from scratch. The main emphasis is on creating such an information structure, within which existing systems are combined and integrated, and, where necessary, supplemented with new technologies.

The focus of this analysis depends on the specifics of the enterprise and the state of its informatization. [IT production management]

The initial goal of the analysis is to determine how effective and how well the existing IT meets the objectives of the enterprise. The analysis results in a list of technologies to be replaced. Technological replacements or additions planned two years in advance are less difficult to implement than innovations that must be implemented in 6 months. Therefore, an effective analysis of the problem of informatization of an enterprise should relate to today's IT capabilities in the context of what will be available in 2-3 years. Such an analysis should be based on technological forecasting.

To better define the architecture of the future information services, you need to plan regular communication with software vendors, professional development and pilot IT projects. To assess the status quo, some enterprises periodically turn to various IP and IT providers to ensure that their information problems are solved at the modern level. It is useful to classify the information technologies available at the enterprise by the time of their development and the last modernization.

If a new technology is associated with modernization aimed at more efficient use of what already exists, the feasibility of its implementation becomes obvious to the user. These technologies support the user rather than change the style of operations. However, replacement technologies often impose fundamentally different requirements on users, so that special efforts are required from them for their successful application. This situation requires careful planning to ensure that service is not interrupted and that people are able to understand how to operate the new service.

Good technology planning includes an assessment of the preparedness of users, an overview of promising problems, for solving those of them, due to which the transition to new technologies is discussed and the development of appropriate pilot IT projects is expected. Factors to consider when managing IT innovation are presented in Figure 5.1.

Figure 5.1. Factors to Consider
in IT innovation management.

An overview of the current state of enterprise information support will provide greater awareness of staff in various departments about the opportunities and operational challenges associated with the new technology, and will allow better planning for full-scale implementation of innovations.

It is useful for large enterprises to create a separate "new technology group" in the IT department, which is engaged in the innovation phase of testing technologies in terms of identifying their operational characteristics.

In enterprises where IT is used strategically, this group is excluded from the IT department to avoid stereotyped, well-established approaches.

When creating a "group of new technologies" it is necessary to solve the following three problems: determine the composition of the group, form a system of monitoring its activities and select a good leader. The role of the new technology group is very similar to that of the research and development units. The department prepares forecasts, estimates and tests promising technologies so as not to be late with their implementation. However, unlike the traditional research model, the leader and staff of the new IT team play the role of service providers. Therefore, it is quite appropriate in this situation to attract outside professionals to predict and test new systems.

In addition, this group assumes responsibility for the dissemination of technologies within the organization, contributing to the development of pilot IT applications focused on the user. It should foster the development of the skills of users and IT professionals, initiate changes in strategy and structure that can help the implementation of advanced technologies and applications.

After the group has identified the prospects for the introduction of the new technology, the management of the enterprise decides whether it makes sense to allocate additional resources to actually engage in the dissemination of this innovation. With the support of senior management, the new technology group begins training users in the necessary IT skills and even, to some extent, experimentation. At this point, the main task of the team leader is to maximize the effect of the innovation.

When talking about a group of new technologies, you need to keep in mind its differences from other divisions. Part of the challenge for the successful dissemination of a new technology in an enterprise is to find ways to translate the unique language associated with the technology into a language that is natural for the culture of the organization. The following two approaches may be useful for solving the cultural problem. One is the mutual control of the activities of specialists from different departments. In other cases, the second option is effective - the allocation of intermediaries for communication between IT designers and functional departments of the enterprise. Representatives of the new IT group and analysts from user departments are a possible example of this collaboration. This strategy has its drawbacks as it leads to increased bureaucracy, but in many cases it has proven to be effective.

The new technology team leader should analyze the potential user resistance to the changes that the technology will introduce. Resistance usually stems from the reluctance of the functional staff to disrupt the normal course of work. Not noticing such consequences means condemning new systems to rejection and difficulties in implementation.

The first step in improving the information infrastructure is an inventory of all automated systems used to support existing and improve processes. The analysis of these systems should determine at what stage of their life cycle they are at the moment, which of these systems to keep, and which to replace or redesign.

The question: "Who will implement the information system?" Is extremely important in each of the cases of launching an automation project.

This thesis is undeniable for several reasons:

The introduction of information is a very expensive pleasure;
An insufficiently high-quality approach to project implementation can paralyze the work of an enterprise, sometimes for a long time;
In the course of implementation, existing ones can and should be changed;
The very structure of the enterprise may change.

We can say with confidence - how much the resulting information system will meet the needs - depends on the level of consultants implementing the information system. And this is critically important given the factor that, as a rule, companies do not have competent business analysts in their staff who are able to direct the project in the right direction, avoiding common mistakes.

The implementation of information systems mainly takes place according to one of the following schemes:

Implementation is carried out by an implementing company;

Own information technology department;
A freelancer is hired to act as a project manager.

Let's consider each option in more detail.

Implementation company. Here we must immediately differentiate such companies. One thing is a large company that has branches and, as a rule, its own developments on the chosen platform. And a completely different small company. On the one hand, a large company is able to provide great guarantees for the success of an implementation project. Sometimes this assumption is correct, but the situation is not always so straightforward.

The nuances of working with a large company that implements:

The implementation of the information system is on stream;

The company employs specialists with very different qualifications. As a rule, such companies have a very high "staff turnover", they recruit a lot of inexperienced (sometimes very promising) young people, and they need to be "trained" somewhere. Accordingly, employees are sent to the project with a level of training directly dependent on the degree of importance of the client for the company;

Failure on "small" projects has little effect on the company's overall reputation and attitudes toward such projects;

Since companies have their own development of information systems, these developments are being promoted, which is not always justified (sometimes it is easier to create a completely new solution) and is always very expensive and inconvenient to maintain;

The cost of services is the highest of all the options considered.

An alternative option is a small company:

The project can become a priority task for the company's specialists;

For such companies, in my opinion, the manifestation of greed is characteristic. Since the field of information technology is not yet the most competitive sector of the economy. Small companies can get a significant project for the implementation of information systems. While the main forces of the company are already engaged in projects, they are trying to make up for the shortfall by an accelerated recruitment of newcomers, naturally wanting to save on salaries. Development is handed over to the cheapest outsourcers, while they themselves take quite a lot for an hour of programmer's work. The margin can be as high as 75%. These projects are characterized by a constant change of the head, leapfrog of consultants, strange technical solutions, missed deadlines.

The success of the project depends entirely on the qualifications of the company's employees and, first of all, the project manager;

They cost significantly less than.

Own information technology (IT) department.

At first glance, it seems the best option, its employees, controlled costs, a guarantee of information preservation. However, world experience says there are few cases of implementation of projects for the implementation of information systems by this method! A characteristic element of such projects is the protracted implementation timeframe, moreover, protracted for years. Such projects are transferred to operational activities.

Employees of the IT department are lower in the hierarchy than heads of departments, or even more so, directors of departments. And they are forced to fulfill all the whims of users. Those. the development is led by the dictatorship of middle managers incompetent in information technology. And such a dictatorship is also mixed with ambitions, any leader is simply obliged to improve something and prove the uniqueness of his business processes. Leads to very interesting results.

Another point is too close communication, the user asks to do something orally, but then he makes adjustments, and then another. Thus, the measure of evaluating the work of both the consultant and the programmer disappears. Difficult to hit when no target is set.

It is impossible not to note such a weakness of this scheme as the isolation of enterprise IT specialists from information exchange with other specialists involved in similar projects.

Successful implementation of an information system implementation project according to this scheme is possible only thanks to the genius of the manager, the head of the IT service. Who will be able to prove to other managers the correctness of their ideas, establish a clear document flow, constantly monitor the progress of the project and be able to stimulate subordinates.

Freelancer... The most personalized solution. A careful approach to the selection of an expert who will lead the implementation team is the main advantage of this solution, in addition to the relatively low cost of freelance services. It is necessary to be very careful in assessing the professional experience of the consultant.

But no one guarantees that this specialist will be able to steadfastly overcome the managerial problems that were described in the previous paragraph.

The disadvantages of this approach are obvious and lie in the absence of formalized responsibility for the project, as well as in a high degree of dependence of the success of the entire project on one person who manages the implementation process.

In addition, there is a risk that the new person will not be able to work together with the already established team of the information technology service, which will at least delay the implementation of the information system.

Drawing conclusions from all of the above, I would like to fix:

Attraction of a large company of the implementer is the prerogative of large companies, the success of the project with which will have an image component for the implementer;
A small company is better suited for smaller deployments, but it is necessary to closely monitor the progress of the information system implementation;
Implementation by our own IT department, with this scheme, there is an extremely high risk of transferring project activities to operational ones, the project will last for years, and the goals will constantly change;
Freelancer is an interesting approach to implementation, but requires a painstaking approach to choosing the person of the consultant. Unfortunately, it is difficult for managers who initiated the implementation of the information system to determine the level of competence of an IT specialist, due to the lack of experience in project activities in the IT field. In addition, the key factor of this scheme may be the level of competencies assigned to the specialist.

Based on the fact that the proposed methods are not ideal.