List and functions of software for process modeling. Business process models and modeling. Business modeling tools and their evolution

The material was prepared by the specialists of the company "Abis Soft"

How to make a choice

Before you start choosing a software product, you need to answer three basic questions:

1. What needs to be described?

2. To what extent is it required to describe?

3. How will performance be monitored?

When answering the first question, you should determine which areas of the management system you are going to describe, whether a comprehensive description of the entire system is necessary.

The answer to the second question should give an idea of ​​whether the management system will be described for an individual business, department, or for the entire organization as a whole.

The third question will define the restrictions that may be imposed on the software product in order to further integrate it with the executive system.

Having answers to these questions, you can significantly narrow the range of possible software products.

• The possibility of multi-user work,
• Ways of presenting results,
• Interface and ergonomics,
• Availability of documentation and technical support,
• hardware and software requirements,
• Price.

Without claiming to be the ultimate truth, the authors of the review offer some options for evaluating the reviewed products.

1. If a company has already developed a strategy and needs to be controlled, then from the foreign products discussed in the article, the solution is best suited for this Hyperion Performance Scorecard represented by Oracle.

2. If the main focus is on the business processes taking place in the company, then the company's product is optimal IBM - IBM WebSphere Business Modeler.

(It should be clarified that the choice of software from manufacturers such as IBM, Oracle, SAP, determined by choice ERP- systems of the respective manufacturer. Their business modeling software is a subsystem of complex products.)

3. Of the Russian products, the most appropriate use INTALEV: Corporate Navigator, if you want to make a description of the entire company (holding) as a whole, and not just a single business unit (division or branch).

The information was obtained from representatives of manufacturers in the territory of the Russian Federation or from the official websites of manufacturers.

ARIS Business Performance Edition.

Implemented by means of the system IBM Rational Clear Case

Now, after a general clarification of the general functional tasks solved by the means under consideration, one should also compare the possibilities that these tools provide.

In further analysis, only the characteristics of the programs ARIS ToolSet (hereinafter, ARIS), BP-Win - Erwin (hereinafter, BP-Win) and ORG-Master (hereinafter, ORG-Master) will be considered. The Rational Rose program - as the most focused on building purely software, rather than organizational systems, in order to simplify the presentation, we will exclude from consideration, especially since the UML methodology underlying it is now implemented in ARIS).

Functionality of business systems modeling tools

When comparing various business system modeling tools, it is advisable to consider their features according to the following groups of functionality:

• tools for building models of business systems;
• model analysis tools;
• means of optimizing the simulated systems according to their models;
• support for libraries of standard models;
• registration of regulations and documentation;
• support for the development of database models and software tools;
• integration with other software products (CASE tools, ERP systems, application programs).

• the general organization of business processes and the procedure for interaction between organizational units (performers),
• distribution of responsibility for the implementation of individual functions and the expenditure of system resources,
• loading organizational units, performers and instrumental resources in the system,
• the main time and cost parameters of the simulated system,
• requirements for resource support of processes occurring in the system.

Analysis general organization of business processes and the order of interaction of organizational units in the system is carried out directly when studying the built models of business processes. Qualitative analysis also reveals roles, which, under certain conditions, can be excluded from the process. Wherein visibility of the model and the ability to trace the relationships existing in the system takes on paramount importance.

Notes related to the visibility of models are given below. But it should also be noted here that an important requirement for the model is the possibility of its analysis before its complete construction. Indeed, if it is possible to identify interrelations (as well as their absence) in the system only after building its complete model, then this turns out to be very inconvenient at the initial stages of work, when information about the features of the processes occurring in the system may still be partially absent or be inaccurate.

Here, ORG-Master is in a winning position, since the business process model in it is not built directly in the form of an IDEF diagram. This diagram can be automatically generated after creating and filling in the classifiers forming the model (business functions, organizational links, resources, etc.) and setting all the necessary projections (relationships by resources, performers, tools, regulations, and the actual relationships between business operations). Thus, even before a complete (or partial) business process model is obtained, the main relationships that determine the modeled process are already identified and can be analyzed.

In contrast to this approach, business process models in ARIS and BP-Win are built directly, and the existing relationships of process components must be prepared for analysis, as a result of appropriate procedures.

So, for example, after building a business process model in BP-Win, using ERwin, a separate data model is built, in which links are established between the system components (data model entities according to the methodology). Then these models are connected by means of a mechanism essentially similar to the projection construction mechanism used in ORG-Master (see Appendix 1. Model components of the ORG-Master software and methodological complex).

With this in mind, the second of the considered possibilities for analyzing the model: analysis distribution of responsibility for the implementation of individual functions and the expenditure of system resources, is automatically implemented in the process of building a business process model in the ORG-Master system. Indeed, projections of the type Organizational links - Functions and Functions - Resources, specified when building business process models in ORG-Master, directly show those responsible for a particular area of ​​work or resource (and allow you to analyze any combination of them). In addition, ORG-Master allows you to export matrix projections to MS Excel, where organizational analysis charts are formed on their basis.

In ARIS and BP-Win, for this purpose, it is necessary either to manually trace all the links in business process diagrams (and data models in BP-Win), or to specifically build the appropriate lists or reports.

Question about loading artists and instrumental resources in the system, as well as obtaining estimates for the main time parameters of the simulated system, can be decided on the basis of quantitative data on the complexity (or simply the duration) of the functions they implement. To solve this problem, it is necessary to enter such data into the system in one way or another, as well as provide means for obtaining summary estimates. Support for the IDEF3 methodology (in BP-Win), the ABC methods in ARIS and BP-Win, and the simulation tools in ARIS (and partially in BP-Win) provide for some processing of these estimates. As for the original data itself, they are set by the user, who, therefore, is responsible for the final result.

However, obtaining sufficiently representative estimates using statistical (simulation/event) modeling (and, even more so, using ABC methods when considering time as a resource) for loading system components is difficult due to the following factors.

Modern approaches to the analysis of any process ( workflow) proceed from dividing the time of its implementation by, in fact, the period of execution of operations and the time of transmission of their results. At the same time, in office processes or service delivery processes, the actual work takes on average about 10% of the time, and the rest of the time is spent either on the physical movement of the task result (requiring the signature of the text of the contract that needs to be washed again) and waiting in line until the next the performer will find time to continue the process. Therefore, methods based on a simple summation of the time of operations at the present time, as a rule, do not give an accurate idea of ​​the time parameters of the process.

More adequate results can be obtained by simulating the behavior of the system. However, for service delay times, one has to either take very approximate assumptions about the law of their distribution in time, or carry out rather expensive and time-consuming timing procedures and subsequent statistical processing. At the same time, the reliability of the results obtained will not be too high, or it will require significant additional costs. Therefore, it seems reasonable approach that: “the cost of modeling to obtain any information should not exceed the value (cost) of the results of its use. In addition, one should always keep in mind the Pareto law, from which, in relation to the problem under consideration, it follows that 20% of modeling efforts provide 80% of the effect.

Therefore, from our point of view, before moving to complex and time-consuming and resource-consuming modeling methods associated with quantitative estimates of time and cost parameters, it is worth focusing on obtaining the effect from the implementation of more obvious business modeling results. Quantitative optimization should be carried out taking into account measurements and analysis of actual processes.

ORG-Master has a functional analogue of the ABC-analysis tools - the Budgeting Wizard, which generates a simple budgeting system. One of the results of this system is a quantitative assessment of the costs of implementing business processes (operational budgets), which is at least comparable in value to the data obtained using ABC-costing support tools.

In addition, the ORG-Master family also includes the Time-Master software package, one of whose components, which provides process control (workflow), allows you to accumulate statistics in the course of their execution, which provides estimates for the time parameters of processes necessary for analysis.

• Business systems optimization tools (business processes), in addition to the possibilities of analyzing models, provide: a management tool.
• generation of a number of alternatives;
• planning;
• choosing the best course of action;
• allocation of resources;
• setting priorities.

As a rule, the implementation of the listed functions is associated with the use of special rather complex or cumbersome algorithms for solving optimization problems. A number of possibilities of this kind are incorporated in the ARIS system. However, their implementation, in general, does not seem appropriate until the stage of fine-tuning the business process after achieving the results of its restructuring by simpler methods.

Support for libraries of generic models allows you to use previously created developments in the process of building new models. This possibility is provided in all three considered tools. In particular, ORG-Master supports both complete reference business models of enterprises obtained as a result of real projects carried out at Russian enterprises, and “library” classifiers that describe the typical organization of individual aspects of activity.

Registration, in accordance with the built models, company regulations seems to be a very important feature that ensures the integrity and consistency of the documentary description of the business system. The importance of this component for business modeling tools can be understood by looking at regulations as a tool for managing a company. Indeed, if a company works stably, it means that its business processes are well-established and amenable to almost formal regulation. The internal culture, which must be present in such a company, will allow, if necessary, to quickly rebuild the system or business process parameters by changing the work regulations of the relevant departments and performers.

The presence of documents-regulations for all aspects of the company's activities is one of the basic provisions of the concept of regular, systemic management. According to her, in a well-organized business, about 80% of managerial decisions are made according to predetermined procedures, and only the rest, related to non-standard situations and various innovations, rely on the creativity and heroism of employees.

The organization of the activities of an enterprise (company), aimed at achieving certain goals, is regulated at the present level by the following standard set of basic organizational documents:

• position on the organizational and functional structure, reflecting the composition of businesses and functions supported in the company, and their distribution within the company;
• provisions on company policies (accounting, investment, etc.);
• regulations on the organization of the main business and management subsystems of the company, containing a detailed description of the functions in the areas of activity;
• documented procedures - descriptions of business processes in a form that allows both to present the process to an outside observer and to be guided by this document to the performers of the process operations;
• and, finally, the traditional "regulations on divisions", and "job descriptions" of personnel with lists of functional duties, types of responsibility, rights and powers of employees.

In addition, it should be possible to create special reporting forms for creating documents in various functional areas: Terms of Reference for an enterprise management information system, Quality Manual (see, for example, Appendix 3) and other special documents according to the ISO9000 standard, etc.

All information that allows generating these documents must be contained in the form of an integral and consistent system in the complete business model of the enterprise (company). Moreover, many of the created documents should correspond as much as possible to generally accepted Russian standards (Obviously, the ARIS and BP-Win systems meet the last requirement to the least extent).

In the ORG-Master environment, such provisions and instructions are generated automatically as text forms for describing procedures, represented by the corresponding classifiers and projection relations between them. Graphic forms (various digraphs and process diagrams) serve as a good complement to these documents.

In the ARIS environment, job descriptions and process descriptions are based on process event diagrams and, in principle, various text documents can be built by analyzing process models and organization structures. Although to a greater extent the picture is reversed here - the system is focused mainly on the creation of graphics, and the function of creating regulatory documents is clearly auxiliary and, as a result, not developed.

In BP-Win, the direct possibility of obtaining various regulations is not stipulated.

In a relationship project documentation two sides can be considered: a description of business processes and a description of an information system for supporting business processes for its subsequent development. The first of them is almost equally provided in each of the considered environments by the possibility of building various reporting forms based on the built business process models.

In terms of documentation for the development of an information system, the most traditional features are provided by the BP-Win / ERwin environment, which, in fact, was created for this.

The capabilities of ARIS are approximately the same: in the first versions of the data model, they were described according to the entity-relationship scheme, in later versions, in the UML language. However, the ARISToolset tool provides more advanced information systems development functions.

The capabilities of ORG-Master allow you to fully represent the data structures necessary for organizing information support for the modeled business processes using your own universal tools - classifiers and projections. There are no formalisms such as ER diagrams, although in recent versions it is possible to visualize in the DFD standard. In addition, it became possible to reflect the interaction between functional blocks on IDEF0 diagrams not only using the direct transfer of documents and files, but also through shared databases!

Support for the development of database models and software tools usually refers to the capabilities of CASE-type tools or related tools for setting up enterprise management information systems (for example, ERP-class systems). Such support may provide the following functionality:

• analysis and design of the architecture of information management systems,
• database and file design,
• programming (program code generation),
• maintenance and reengineering,
• project management.

Questions analysis and design of information systems architecture, usually culminate in the definition of system requirements and related specifications. This stage, with a systematic approach to design, should directly rely on models of business systems and, in fact, detail them. Therefore, all the above arguments are valid here, covering the construction, analysis and optimization of system models, as well as the design of regulations and documentation.

Database and file design(conceptual and internal levels), transformation of data models, description of file formats in the considered tools is most fully supported only in BP-Win (ERwin), since this environment is specially designed for solving such problems.

In the ARIS environment, this possibility is provided in the ARIS Toolset package at the level of the project specification and the definition of database parameters.

The approach developed in the ORG-Master environment assumes (although not necessarily) that information systems that already have databases can be used in the modeled business systems. In this case, they do not need to be redesigned unless the system in use is to be replaced. However, in the absence of information systems, ORG-Master creates the basis for the conceptual data model and data file structures. This basis is represented by descriptions of the composition and relationship of information objects and documents used in business process models.

Generation of program codes for application or system tools ARIS and ORG-Master systems are not provided, since they are business system design tools, not software. To a certain extent, this feature is implemented only in BP-Win.

Maintenance and reengineering. These functions are usually implemented by means of documenting, analyzing programs, restructuring and reengineering them. The remarks made above regarding the means of documentation are fully applicable in this consideration.

Functions project management creation of databases and software tools are specific to the development of software products. In this form they are implemented in BP-Win. Project management in the ORG-Master family fully supports the Time-Master software package. (Although, strictly speaking, these functions are not mandatory for the class of tools in question).

Integration with other software products involves expanding the scope of the tool in question and can be carried out both as part of the development of a family of compatible software tools (like Platinum Technologies) or with software tools from other developers (third party software).

Integration with “third party” software products is performed for one of the following purposes:

• using the functionality of the integrated product to expand the scope of its product,
• providing the opportunity to include your product in a third party product,
• providing a more or less universal interface for your product if the specific third party is not known in advance.

From the point of view of functional orientation, integration with:

• CASE means,
• ERP systems,
• application programs.

ARIS has interfaces with some CASE tools and is also a model building tool for direct customization of such enterprise management systems, primarily SAP R/3. As noted above, the system relies on its own notation for representing business processes, so it uses built-in simulation tools and a cost analysis tool, the results of which, however, can be exported to MS Excel formats.

The ORG-Master and BP-Win systems support the IDEF0 notation to describe the represented business processes. In principle, this is a kind of link both between these tools and for communication with other software products using this methodology. However, without considering here the issues of the “age” of the IDEF0 notation, it should be noted that the internal representation of data in each system is different, and the standard interface of the type of “sockets” or classes for the IDEF0 system is not specified. However, there is a standardized file format for representing IDEF diagrams. Therefore, although the descriptions made with its help are not very convenient for both humans and computers, it is possible to use them as a means of exchanging models if there are appropriate converters of this format. Such a converter is provided in the following versions of ORG-Master.

BP-Win supports methodologies IDEF0, DFD and IDEF3 and integrates with the following software products (mostly from the same manufacturer):

• ERwin data modeling tool (Platinum Technology),
• ModelMart project management and storage system (Platinum Technology),
• a specialized report generator based on the RPTwin model (Platinum Technology),
• simulation system BPSimulator (System Modeling Corporation),
• EasyABC cost analysis tool (ABC Technologies).

(*Platinum Technology - part of Computer Associates since 1999)

ORG-Master is initially positioned as an organizational class system focused on solving the problems of modeling and designing business processes and structures and supporting organizational decision making. It provides the ability to integrate with its own developer packages ("BIG-SPB Software"), focused on solving various functional tasks. In the ORG-Master system, if necessary, simple executive information systems are automatically created in the MS Office environment:

• Budgeting system (which is a simple system of management accounting, profitability and solvency management of the enterprise).
• Marketing system (accumulating operational quantitative information about the enterprise market, as well as integrating with its own CRM system for supporting customer relations).

The introduction of these applications into the activities of the enterprise allows you to quickly master modern control techniques, which greatly facilitates the transition to more complex executive systems.

It is possible (and has been tested in projects) to interface data through exchange files within the framework of building integrated information systems with executive and analytical programs of partner companies: 1C, AiT:Soft, Intalev, Comteh +, INEK, etc., as well as with integrated control systems enterprise resources (for example, IPS production).

The new version also provides mechanisms for exporting business process descriptions to the Time-Master software package, which combines the properties of Project Management, WorkFlow and Personal Information System systems and is built on Internet / Intranet technologies.

Section Summary:

The main functional capabilities of the compared tools are presented in Table 2, where the assessments of the degree of implementation of functions or properties are indicated on a five-point scale.

As can be seen from Table 2, direct summation of the estimates gives a spread of about ±4%. Such a scatter lies within the error of the estimates themselves. Moreover, the means themselves, which differ in their functional orientation, received close estimates due to the fact that the different strengths and weaknesses of different means compensate each other in direct calculation.

However, during the discussion of functionality, it was emphasized that, directly for solving business engineering problems, individual groups of functionality have different meanings. This fact is reflected by the coefficients recorded in the “Weight” column of Table 2. Taking this factor into account, it can be seen that the overall assessment of the ORG-Master complex is slightly superior to ARIS.

But again, this may be the result of different preferences and priorities in the intended use of the product. For example, due to a lower assessment of the significance of existing tools for quantitative analysis of models (simulation and event modeling), as well as optimization tools, which, however, are poorly represented in all the systems under consideration. At the same time, the properties of self-documenting models or the universality of the presentation of various aspects of modeling are highly appreciated.

In general, when evaluating and choosing a modeling tool, it is recommended to independently decide which of the system tools are most important in solving a specific problem of its application and, accordingly, put down “weights”.

Additionally, reference Appendix 2 provides an overview of formalization standards and tools for constructing and/or analyzing certain models that are used in the systems under consideration.

Business Process Modeling is an effective tool for finding ways to optimize the company's activities, allowing you to determine how the company works as a whole and how activities are organized at each workplace. The methodology (notation) for creating a model (description) of a business process is understood as a set of ways in which real world objects and relationships between them are represented in the form of a model. Each object and links is characterized by a number of parameters or attributes that reflect certain characteristics of a real object (object number, name, description, execution time (for functions), cost, etc.).

The description of business processes is carried out for the purpose of their further analysis and reorganization. The purpose of the reorganization may be to introduce an information system, reduce costs, improve the quality of customer service, create job and work instructions, etc., and a detailed description of the processes in itself is of no value.

Reengineering business processes (eng. Business process reengineering) is a fundamental rethinking and radical redesign of business processes to achieve maximum efficiency in production, economic and financial and economic activities, formalized by the relevant organizational, administrative and regulatory documents. Business engineering consists of modeling business processes (development of the "as is" model, its analysis, development of the "how to" model) and the development and implementation of a transition plan to the "as needed" state.

The basis of many modern methodologies for modeling business processes was the SADT methodology (Structured Analysis and Design Technique - a method of structural analysis and design), the IDEF family of standards (Icam DEFinition, where Icam is Integrated Computer-Aided Manufacturing) and algorithmic languages.

The main types of methodologies for modeling and analyzing business processes:

Business Process Modeling ( business process modeling). The most widely used methodology for describing business processes is the IDEF0 standard. Models in IDEF0 notation are intended for a high-level description of a company's business in a functional aspect.

Description of workflows ( Work Flow Modeling). The IDEF3 standard is intended to describe workflows and is close to algorithmic methods for constructing flowcharts.

Description of data streams ( Data Flow Modeling). DFD notation ( Data Flow Diagramming), allows you to reflect the sequence of work performed during the process, and the flows of information circulating between these works.

other methodologies.

In relation to obtaining the added value of a product or service, the following classes of processes can be distinguished:

Core business processes (eg marketing, production, supply and service of products).

Supporting business processes do not add value to the product, but increase its value (for example, financial support of activities, staffing, legal support, administration, security, supply of components, repair and maintenance, etc.).

Business processes management.

Business model is a formalized (graphical, tabular, textual, symbolic) description of business processes. The main area of ​​application of business models is business process reengineering.

The goals of business process modeling are usually formulated as follows:

Provide an understanding of the structure of the organization and the dynamics of the processes taking place in it;

To provide an understanding of the current problems of the organization and the possibilities of their solution;

Make sure that customers, users and developers share the same understanding of the goals and objectives of the organization;

Create a base for the formation of requirements for software that automates the organization's business processes (software requirements are formed on the basis of a business model).

An important element of the business process model are business rules or domain rules. Typical business rules are corporate policies and government laws. Business rules are usually formulated in a special document and can be reflected in models.

Decomposition in a general sense, this is a method that allows you to replace the solution of one large problem with the solution of a series of smaller problems, splitting an object into its component parts according to an established criterion. In practice, decomposition is used to refine business models.

Stages of business process description:

Determining the purpose of the description.

Description of the environment, definition of inputs and outputs of the business process, construction of IDEF0 diagrams.

Description of the functional structure (process actions), construction of IDEF3 diagrams.

Description of flows (material, informational, financial) of the process, construction of DFD-diagrams.

Building the organizational structure of the process (departments, participants, responsible).

IDEF0

The model consists of diagrams, text fragments and a glossary with links to each other. Diagrams are the main components of the model, all functions and interfaces are presented as blocks and arcs.

The connection point of the arc with the block determines the interface type:

Control information enters the block from the top.

The input information is included in the block on the left.

The results exit the block on the right.

The mechanism (human or automated system) that performs the operation enters the unit from below.

Each component of the model can be decomposed (deciphered in more detail) in another diagram. It is recommended to stop modeling when the level of detail of the model satisfies its purpose. The total number of levels in the model should not exceed 5-6.

Diagramming begins with the representation of the entire system in the form of a single block and arcs depicting interfaces with functions outside the system. Then the block that represents the system as a single module is detailed in another diagram using several blocks connected by interface arcs. Each detailed diagram is a block decomposition from the diagram of the previous level. At each decomposition step, the diagram of the previous level is called the parent diagram for the more detailed diagram.

Such diagrams do not explicitly indicate either sequence or time. The method has a number of disadvantages: the complexity of perception (a large number of arcs in the diagrams and a large number of decomposition levels), the difficulty of linking several processes.

IDEF3

This method is designed to simulate sequence of actions and interdependencies between them within processes. IDEF3 models can be used to drill down IDEF0 functional blocks that do not have decomposition diagrams.

IDEF3 diagrams display action in the form of a rectangle. Actions are named using verbs or verbal nouns, and each action is assigned a unique identification number (the action number is usually preceded by the number of its parent, eg 1.1.).

All links in IDEF3 are unidirectional and are organized from left to right.

Types of IDEF3 links:

Temporal precedence, simple arrow. The source activity must complete before the end activity can begin.

Object flow, double-tipped arrow. The output of the original action is the input of the final action. The source activity must complete before the end activity can begin. The names of streaming links must clearly identify the object that is transmitted with their help.

Fuzzy Relationship, dotted arrow.

The completion of one action may initiate the start of the execution of several other actions at once, or vice versa, a certain action may require the completion of several other actions before starting its execution (process branching).

Process branching is reflected using special blocks:

- "And", block with sign &.

- "XOR" ("one of"), block with X sign.

- "OR", a block with the sign O.

If the actions "AND", "OR" must be performed synchronously, this is indicated by two double vertical lines inside the block, asynchronously - one.
The IDEF3 method allows you to decompose an activity multiple times, which ensures that alternative process flows are documented in a single model.

DFD

The purpose of this presentation is to show how each process transforms their input data on the weekend. It can reflect not only information, but also material flows. Also, as in other models, decomposition is supported.

The main components of data flow diagrams are:

External entities (a material object or an individual who is a source or receiver of information, for example, customers, personnel, suppliers, customers, a warehouse);

Systems and subsystems (for example, a subsystem for working with individuals);

Processes (transformation of input data streams into output ones in accordance with a certain algorithm; physically, this can be, for example, a subdivision of an organization (department) that processes input documents and issues reports, a program, a hardware-implemented logical device, etc.);

Data storage devices (abstract devices for storing information);

Data flows (arrows on the diagram).

It is necessary to place on each diagram from 3 (less does not make sense) to 7 (more - not perceived) processes, without cluttering the diagrams with details that are insignificant at this level.

The first step in building a DFD hierarchy is to build context diagrams. Typically, when designing relatively simple systems, a single context diagram with a star topology is built, in the center of which is the so-called main process, connected to receivers and sources of information. For complex systems (ten or more external entities, distributed nature and multifunctionality of the system), a hierarchy of context diagrams is built. At the same time, the top-level context diagram contains not a single main process, but a set of subsystems connected by data flows.

Each process on a DFD can be detailed using a DFD or (if the process is elementary) a specification. Specifications are descriptions of algorithms for tasks performed by processes. Specification languages ​​can range from structured natural language or pseudocode to visual modeling languages.

In business process modeling, data flow diagrams (DFDs) are used to build "AS-IS" and "AS-TO-BE" models, thus reflecting an organization's existing and proposed business process structure.

ARIS

Currently, there is a tendency to integrate a variety of modeling methods, manifested in the form of the creation of integrated modeling tools. One of these tools is a software product called ARIS (Architecture of Integrated Information Systems), developed by the German company IDS Scheer.

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

Organizational models representing the structure of the system - a hierarchy of organizational units, positions and specific persons, links between them, as well as territorial binding of structural units;

Functional models containing a hierarchy of goals facing the management apparatus, with a set of function trees necessary to achieve the goals;

Information models reflecting the structure of the information necessary for the implementation of the entire set of system functions;

Management models representing a comprehensive view of the implementation of business processes within the system.

To build these types of models, both ARIS's own modeling methods and various well-known modeling methods and languages, in particular, UML, are used. The modeling process can be started with any of the model types.

The main business model of ARIS is eEPC (extended Event-driven Process Chain, extended event-driven process chain model). The ARIS eEPC notation is an extension of the IDEF3 notation. A business process in eEPC notation is a flow of sequentially performed work (procedures, functions) arranged in the order in which they are performed. The actual duration of the procedures in eEPC is not visually reflected.

To obtain information about the actual duration of processes, it is necessary to use other description tools, for example, MS Project.

Models in ARIS are diagrams whose elements are various objects- "functions", "events", "structural divisions", "documents", etc. Between objects of certain types can be set connections certain types ("performs", "makes a decision", "should be promptly informed about the results", etc.). Each object corresponds to a specific set of attributes that allow you to enter additional information about a particular object.

The main objects of the eEPC notation are:

Function. Serves to describe the functions (procedures, work) performed by departments / employees of the enterprise. Every function must be initiated by an event and must end with an event; Each function cannot enter more than one arrow, "starting" the execution of the function, and exit more than one arrow, describing the completion of the function.

Event. Used to describe real events that affect the execution of functions.

Organizational unit. For example, management or department.

Document. Reflects real media, such as paper documents.

Application system.

information cluster. Characterizes a set of entities and relationships between them.

Communication between objects. The type of relationship between objects, for example, the activation of the execution of a function by some event.

Boolean operator. The "AND", "OR" or exclusive "OR" operator allows you to describe the branching of the process.

If, when creating a model in eEPC, you specify only the sequence of procedures, not caring about the reflection of control documents and information, the resulting models will be of low value in terms of analysis and further use.

An object DBMS is used to store models in ARIS, and a new database is created for each project. Various database administration functions are provided, such as access control. The database is a hierarchical storage of models.

The work on creating a model should be regulated by strict and voluminous modeling conventions (standards), ARIS supports a mechanism of methodological filters that allow the user to use only a certain set of schemes and objects. The development of such agreements requires considerable time and highly qualified specialists. If a project using ARIS starts without detailed elaboration of such agreements, then the probability of creating business process models that do not answer the questions posed is very high.

Digital technologies are rapidly breaking into all spheres of society, forcing us to be more flexible and quickly adapt to changes. Digital transformation has not bypassed business either: its survival in modern conditions depends, first of all, on the willingness to quickly and radically change the methods of managing an enterprise, the objects of which have become part of a single information space. An additional impetus in the form of mandatory automation was also given to the management of business processes that link information and human resources into a single model.

It is obvious to every leader of a successful organization today that any managerial innovations and measures to improve business efficiency are based on competent and skillful transformation of business processes. And paper regulations, as well as automation of imperfect and unstructured processes, are long gone.

Managing a company, regardless of size and industry, is like driving a car, where everything is decided by the speed of information and the prompt response to it. As in a car, where, in addition to the steering wheel and gearbox, there must be various devices that reflect both the indicators of the vehicle itself and the environment in real time, the control system must contain tools for direct influence and means for processing information. Paper regulations can give a general picture of how a business works, but they are not a management tool. Such processes are not interactive and do not provide accurate measurements of the operations being performed.

A tool for modeling and managing business processes - BPM systems that allow you to quickly create, run, monitor and change processes through tight integration of design, development and execution environments. BPM systems, as a rule, are based on one of the most progressive world modeling standards - BPMN 2.0 notation.

What is BPMN notation

BPMN is the most flexible and simple methodology for modeling, analyzing and reorganizing business processes. Flexibility is provided by a set of elements and notation rules, and visibility is achieved through visual process diagrams and flowcharts. The main goal of BPMN is to provide an accessible notation for describing business processes to all users: analysts who create process models, developers who implement technologies for their execution, ordinary business users and managers who manage and monitor processes.

BPMN is intended to serve as a link between the design stage of a business process and the stage of its implementation. To this end, the BPMN notation uses a basic set of intuitive elements that allow you to define complex semantic constructs. The BPMN standard emerged from the need for a simple mechanism for designing and reading both simple and complex business process models. Modeling in BPMN notation is carried out using diagrams with a small number of graphic elements. This allows users to quickly understand and understand the logic of the processes.

5 BPM systems based on BPMN notation

bpm'online

bpm "online is a business process management platform from Terrasoft. The system is based on the most advanced BPMN business process modeling standard. The system allows not only modeling and business process diagrams and changing it using a convenient designer, but also launching only that the created process without the involvement of the developer.

There are two tools available for modeling business processes in BPMN notation in bpm'online:

Business Process Wizard - to create simple business processes using standard elements that are manually launched by the user.

Business process designer - for modeling complex branched processes containing many different elements, including those performed automatically by the system.

The choice of a tool for modeling in bpm’online depends on the complexity, purpose and method of starting the process.

BizAgi Suite

Free (up to 20 employees) tool for graphic description of processes in BPMN notation. The system supports collaboration, simulation, export of created models to text editors and other formats. The system consists of two modules: BizAgi Modeler, which is used to describe and model business processes, and BizAgi Studio, which allows you to turn the created models into executable applications. The system also allows you to monitor the execution of processes in real time.

business studio

The system supports several modeling notations: IDEF, eEPC, BPMN and several others. Business Studio has the ability to simulate, conduct functional cost analysis and automatically generate documents. The disadvantage of the system is that the execution and monitoring of process models is done through integration with other systems. The program also allows setting the company's goals according to the balanced scorecard.

ELMA BPM

BPMN notation is used to model business processes in the system. The system also allows real-time execution and monitoring of simulated processes. In addition to building models, the system also allows you to assign the roles of business processes to responsible employees, organize work with document management, and integrate the system with 1C.

visual paradigm

The system supports a large number of notations and flowcharts of models, including BPMN. The models created in the system can be interconnected, which makes it easy to create a model of the entire business. In addition, it is possible to conduct simulation modeling and verification of process diagrams.

Visual Paradigm provides the ability to manage element attributes and automatically generate process descriptions. The system was initially focused on developers, so each element can be set the conditions for behavior in the system, business rules.

Roman Isaev

Organizational development and process management expert

Partner of the State Corporation "Modern Management Technologies"

Head of organizational and corporate development projects

Professional business coach and Business Studio specialist

The article is devoted to tasks and projects from the field of business modeling, business engineering and organizational and corporate development. It systematizes information that should help to better understand the meaning and characteristics of business modeling in organizations, and also shows the role of business modeling in obtaining additional competitive advantages. Various examples, interviews, links to methodologies and practical solutions are given.

Business modeling is a process of developing and implementing various business models of an organization (strategy, business processes, organizational structure, quality, etc.) in order to formalize and optimize its activities. The definition of what a business model is immediately suggests itself.

Business model- this is a formalized description (for example, graphical) of a certain aspect or area of ​​activity of the organization.

There are 4 main ways to develop business models. We list them in descending order of the level of efficiency of building and using business models.

• In the notation (rules) of a specialized business modeling software product: a combination of graphics, tables and text. For more details, see Chapter 8;
• Graphic: tree, block diagram, technological map, etc.;
• Tabular;
• Text.

Many organizations are engaged in business modeling, but each is at different stages of development in this area. Someone has already developed and is actively using a complex business model (a set of models, documents and systems that describe all the activities of the organization). Someone has only graphic models and regulations of several business processes.

The main types of business models that are developed in organizations:

• tree (hierarchical list) of business processes - see Fig. one;
• graphic models of business processes;
• organizational structure model - see fig. 2;
• goal and indicator models (BSC / KPI strategic maps);
• document library models (document tree), information systems models (system architecture) - see Fig. 3;
• product and service models - see fig. 4;
• quality management models and much more.

All these models make it possible to develop professional business modeling software products (BSPs).

For more than 10 years, the author has been using most of the solutions known on the PCBM market in projects and own developments: Business Studio, ARIS, AllFusion Process Modeler (BPWIN), Business Engineer, Microsoft Visio. Each of them has its own functional features, limitations and advantages. You can learn more about the methodology developed by the author for comparing software products in the book Chapter 8.

Rice. 1. Bank business process tree (top level)

Rice. 2. Model of the organizational structure of the bank (upper level)

Rice. 3. Model of the bank document library (fragment)

Rice. 4. Model of products and services of the bank (upper level)

"Gentleman's set" of knowledge and business analytics tools

Let's list a set of basic knowledge and tools that, according to the author, a modern business analyst, a specialist in business modeling, should have. This list can also be useful for young professionals to analyze their strengths and opportunities for development.

1. Business modeling software products: Business Studio, ARIS, AllFusion Process Modeler (BPWIN), Business Engineer, Microsoft Visio;
2. Business modeling notations and business process descriptions: IDEF0, IDEF3, Data Flow Diagram (DFD), extended Event Driven Process Chain (eEPC), Value Added chain Diagram (VAD), Cross Functional Flowchart, etc. modeling has its own set of notations, and they are described in detail in the User's Guide to the software product;
3. Techniques and methods of business engineering / management:
   • Development and implementation of a balanced scorecard BSC / KPI;
   • Description of business processes;
   • Analysis, optimization, improvement of the quality of business processes;
   • Business process management on a long-term basis;
   • Functional cost analysis (FSA) and simulation modeling;
   • Description and optimization of the organizational structure, number of personnel;
   • Construction of personnel motivation systems;
   • Construction and organization of the functioning of the quality management system (ISO 9000);
   • Project management (including PMBOK - Project management body of knowledge);
   • Building an integrated business model of the organization;
   • Benchmarking;
   • Lean, 6 Sigma;
   • TQM (total quality management);
   • Various industry methods and standards, developments of consulting companies. A complete list and detailed description of all methods in relation to the banking industry are presented in.
4. Typical solutions, examples, developments and materials. In order not to develop most of the materials from scratch and not make mistakes that other specialists have already gone through, a set of standard solutions, models, documents, etc. is needed.

Thus, the following scheme can be formed (see Fig. 5):

Methodology + Standard solutions + Software product = Result

Rice. 5. "Gentleman's" set of knowledge and business intelligence tools

Here Methods and methods show HOW to carry out projects and tasks.

Typical solutions and materials demonstrate WHAT should be the output (result).

With the help of the PCBM, the execution of all tasks and projects is automated. This reduces time by several times and increases the efficiency of work. For example, the Business Studio system allows you to automatically generate regulatory documentation based on the developed business process models at the click of a button, providing significant savings in financial and labor resources.

Business modeling: features of practical application

The main feature of business modeling is that it should be based on business processes. It is the business process management system (BMS) that is the foundation on which a large number of other management systems and technologies are built.

Many organizations have actively implemented and continue to implement various approaches, methods and technologies for management, improvement and optimization.

Practice shows that in some cases these techniques are successful at the initial stage of implementation, but then they gradually lose their effectiveness and are forgotten.

The failure of attempts to improve the work of the organization using these approaches / techniques is often due to the non-systematic and fragmented actions that do not involve deep analysis and fundamental changes in the work of the organization.

The main way to overcome this problem is to introduce a process approach to management in the organization (i.e., building a business process management system) as the basis for the implementation of other methods, management / improvement and optimization technologies.

Complex business modeling techniques that cannot be reduced to simple and understandable actions usually do not work in organizations. After all, in the end, the implementation of these methods and the results of their application fall on the staff and line managers of the organization, who do not always have specialized competencies in the field of modern management techniques and business engineering, and sometimes meet them with hostility.

In order for the methodology (technology) introduced in the organization and the project as a whole to be successful and bring the planned results, it is desirable that they be:

1. Inexpensive. This is especially true for medium and small organizations that cannot afford to implement expensive solutions;
2. Simple and understandable to ordinary employees of the organization;
3. Practically directed, to have enough “quick”, and at the same time, long-term results;
4. We took into account the specifics of the management of Russian companies;
5. Contained examples and typical solutions.

Here it is also appropriate to give 8 main principles of quality management, which apply to all tasks of business modeling and allow you to ensure their implementation.

1. Consumer orientation;
2. leader leadership;
3. Employee involvement;
4. Process approach;
5. System approach to management;
6. Continuous improvement;
7. Fact-based decision making;
8. Mutually beneficial relationships with suppliers.

Indeed, non-compliance with even 1-2 principles can have a negative impact on the development of the organization.

Importance of business modeling

Starting to develop business models, organizations allocate certain human and material resources for the implementation of the project. At the same time, the improvements as a result of the work done should exceed these costs. How does the business model ultimately help the functioning of the organization? There are several most noticeable and widely known positive effects that manifest themselves with a competent and systematic description of business processes.

1. Increasing transparency, manageability and controllability of the organization's activities at all levels;
2. Reducing lead time and costs, improving the quality and efficiency of business processes;
3. Ability to replicate the organization's business (create additional client branches, offices, representative offices);
4. Integrated and sustainable development of the organization, a systematic approach to decision-making;
5. Reducing dependence on personnel, proper selection of employees, increasing the efficiency of personnel and managers;
6. Increasing customer loyalty and satisfaction, and, as a result, the reputation of the organization;
7. Financial results.

However, there are other aspects that are not so well known to a wide range of business leaders and owners.

Business modeling and related technologies / solutions have a significant impact on the ratings of an organization, which are assigned by rating agencies, including international ones (Fitch, Moody’s, S&P, etc.).

As a result of the analysis of methods for assigning ratings to various international and Russian agencies (including), as well as based on the results of interviews with representatives of agencies, the author managed to find out that many agencies take into account a group of factors under the conditional name "Corporate governance / management" (non-financial assessments) when calculating ratings of organizations ). This setting includes the following factors:

• Adequate and detailed organization strategy;
• Developed risk management system (including operational risk management system);
• The level of regulation (formalization) of business processes;
• Quality of business processes (history of KPI indicators);
• The level of automation of business processes, the state of information systems and technologies (IT);
• Organizational structure (formalization, efficiency, transparency, distribution of responsibility and authority);
• The evolution and functioning of various management systems in the organization (quality management system, system of work and relationships with customers, personnel management system, etc.).

Detailed conditions and estimates depend on the specific agency.

The algorithm for assigning a rating is quite simple and understandable. The auditors of the rating agency study and assess the activities of the organization in accordance with the rules and criteria laid down in the rating methodology. The input information is:

• Normative and reporting documents of the organization;
• Observation of the activities of the organization and interviews.

Therefore, it is important not only to develop a large number of correct and up-to-date documents, but also to bring them to the attention of employees, to ensure the effective execution of business processes and the functioning of management systems in practice.

The scores for all criteria are summed up according to certain rules and, based on the total score, the organization's rating is determined. Each group of criteria can have a different weight, so a large sum of scores for a group of criteria with a small weight will not contribute very much to the final score.

The symbols of assigned ratings (rating scale) may be different depending on the rating agency and the type of rating itself (credit rating, reliability rating, management quality rating, financial stability rating, etc.). For example: the highest level of reliability, a satisfactory level of reliability, a low level of reliability, etc.

1. Participation in tenders and accreditations;
2. Improving the image (authority) of the organization in the market, among partners and contractors;
3. Improving the image (authority) of the organization with public authorities;
4. The expansion of the customer base;
5. Attracting investors;
6. As a consequence of all the above points - an improvement in financial performance.

Thus, for public companies interested in improving international or national ratings, when evaluating the effectiveness of a project to build an integrated business model, it is advisable to take into account additional opportunities for improving rating positions. It should be noted that an adequate study of all the factors listed above that affect the rating of an organization certainly requires the use of professional business modeling software products (BPMP).

Additional opportunities in this direction are provided by the use of typical successful industry solutions. As a current example, we can cite the "Comprehensive Standard Business Model of a Commercial Bank", developed in the Business Studio software product. Summarizing the best practices of process management in credit institutions, this model serves as a model on the basis of which companies in the financial sector can improve corporate governance in all of the above parameters.

The practice of business modeling in financial and credit organizations

The decision to create a business model of an organization can be made in different ways, depending on the management features of certain companies. Sometimes this is the sole decision of the top manager; it is also possible that the owners of the company realize the need for business modeling. In the practice of working with banking organizations, the author had to deal with such examples.

"All bank activities at the click of a button on the computer"

The Chairman of the Board of Bank A at one of the meetings ordered: “It is necessary that all the activities of the bank be formalized so that, by pressing a button on the computer, I can see the work of any employee and any business process of the bank: its goals, indicators, processes, technologies , results, etc.”

To solve this problem, an electronic business model of the bank was developed. A web browser window was placed on the desktop of the computer of the Chairman of the Board. The links located in it allow you to track all activities: The manager can open any document, business process diagram, find out those responsible for business processes and procedures, statistics on business process indicators and current values, a list of projects currently being implemented in the bank and their status , organizational structure of any division and much more.

The Chairman of the Board was very pleased with the work done. It should be noted that the work was completed in a short time: 1.5 years passed from the moment the task was set to the receipt of the final results. The high speed of project implementation was ensured due to the use of a standard solution as a methodological basis - "Comprehensive standard business model of a commercial bank", which is a system of interrelated models, documents and reference books that describe most areas of activity and management systems of a universal commercial bank.

By the way, by the time the project was completed, the Chairman of the Board had already become a shareholder of the bank. The resulting Integrated Bank Business Model provided a systematic approach to bank management, which allows you to quickly make decisions and make any changes in the work of the bank, improves the efficiency and quality of both individual business processes and departments, and the bank as a whole.

"System approach to bank development"

Bank B's shareholders set the task of developing a comprehensive and long-term bank development strategy based on modern management technologies. After conducting research and taking part in several business trainings, the bank's organizational and corporate development specialists proposed the following solution to shareholders.

Since the corporate strategy of the bank has already been determined, it is possible to start with the development of the bank's business process management system, since it is business processes that are the essence of all the work of the bank, and customer satisfaction and the bank's profit depend on the results of business processes.

1. We will describe all key business processes, create process teams and train them, ensure effective interaction of all participants in business processes so that business processes run faster;
2. We will improve (optimize) the processes where necessary, then we will organize the management of business processes on an ongoing basis. Within each business process, we organize strategic planning so that each business process has a strategy based on current market trends, customer requirements and bank strategy, as well as goals and indicators;
3. When business processes and their management become transparent and streamlined, we will move on to the next task - building a bank's quality management system (according to ISO 9000 standards) based on a process management system. That is, the QMS will be an add-on for the process management system. This will allow the bank to obtain an ISO 9001 compliance certificate and improve its image, both among customers and partners. Also, thanks to the QMS and ISO 9000 standards, we will significantly reduce the number of customer claims against the bank and the cost of low-quality products and services, minimize operational risks, supplement the bank's activities with new requirements and management methods;
4. In parallel with this, we will start automating business processes. We will update and bring to a qualitatively new level the system of electronic document management and operational management (DocFlow / WorkFlow), customer interaction (CRM), etc. We will create a single project office that will oversee all projects for the organizational and corporate development of the bank, we will qualitatively improve the management of the bank's personnel so that this activity is a system.

As a result, we will get an integrated bank management system - a modern and effective tool for managing an organization for shareholders and top managers of the bank.

Conclusion

In modern conditions, in a number of markets, a situation is increasingly emerging when the importance of price competition is decreasing, and the low price of goods or services is no longer a key way to attract and retain customers.

For example, in the financial sector, more and more Clients pay attention to the quality and manufacturability of products / services of a credit institution, the convenience of interacting with the bank to resolve all issues and problems, the ability to quickly meet the organization's new needs and requests of Clients. Of considerable importance are such important parameters as the reliability and stability of the bank, one of the indicators of which is its fairly high rating in domestic and / or international agencies.

Therefore, there is every reason to believe that the need for business modeling, the introduction of business engineering technologies and organizational development will only grow.