The introduction of corporate IS, developed independently or purchased from a supplier, is often accompanied by a break (redesign) of existing business processes in the enterprise. We have to rebuild them to meet the requirements of the standards and the logic of the system being implemented. We note right away that the introduction of IP solves a number of managerial and technical problems, however, it gives rise to problems associated with the human factor.

The introduction of an information system, as a rule, greatly facilitates the management of an enterprise, optimizes internal and external information flows, and eliminates bottlenecks in management. However, after the system has been successfully installed, "run in" in operation and has shown its effectiveness, some employees show a reluctance to use IS in their work. As a result of the reengineering, it becomes clear that some employees largely duplicate the work of others or are not needed at all. In addition, the introduction of CIS is accompanied by mandatory training, but, as shown Russian experience There are not so many who want to retrain. Breaking old skills and instilling new ones is a long and difficult process!

It must be clearly understood that corporate IP is designed to simplify the management of the organization, improve processes, strengthen control and provide competitive benefits. Only from this point of view it is possible to evaluate the benefits of its implementation.

Following this logic, it becomes clear that although corporate IS is generally intended to provide all users with the necessary information, managing the development and implementation of CIS is the prerogative of the company's top management! Do managers understand this?

Here, too, we have to deal with tenacious stereotypes. "Why do I need an enterprise system if the enterprise is doing well anyway?" "Why break something if everything works?". But most of the time it doesn't need to be broken. At the first stage, it is only necessary to competently and correctly formalize and transfer the identified processes within which the enterprise lives to the corporate IS. Such formalization will only hone, polish successful marketing and production finds, optimize the process of management and control, and allow targeted changes to be carried out in the future.

The introduction of a new IS is a complex process, lasting from several months for small IS to several years for large IS distributed companies with a wide range of products and a large number of suppliers. The success of the project for the development (or acquisition) and implementation of IS largely depends on the readiness of the enterprise to conduct the project, the personal interest and will of the management, a real program of action, the availability of resources, trained personnel, and the ability to overcome resistance at all levels of the existing organization.

To date, a standard set of methods for implementing IP has been developed. The main rule is to perform the required phases in sequence and not skip any of them.

The following factors are critical for implementation:

availability of clearly defined project goals and IP requirements;

availability of a strategy for the implementation and use of IP;

· conducting a pre-project survey of the enterprise and building models "as is" and "as will be";

planning of work, resources and control over the implementation of the implementation plan;

participation of senior management in the implementation of the system;

· carrying out work on the implementation of IS by specialists in integrating systems together with specialists of the enterprise;

regular monitoring of the quality of work performed;

· quick receipt of positive results, at least in part of the implemented IS modules or in the process of its trial operation.

Before starting the development of an implementation project, you must:

· maximally formalize the goals of the IP implementation project;

estimate the minimum necessary costs and items of expenditure;

· establish a high priority of the implementation project over other ongoing projects;

Give the project manager as much authority as possible;

· to carry out mass educational work with the personnel of the enterprise in order to bring to everyone the importance and necessity of the upcoming changes;

develop organizational measures for the application of new information technologies;

Distribute personal responsibility for all stages of implementation and pilot operation.

It is also necessary to determine the functional areas for the implementation of information system modules:

· organizational management;

organizational and administrative support;

management of business processes;

management, planning, financial and accounting;

· personnel Management;

Documentation management;

· Logistics management;

Managing relationships with clients and the external environment.

In addition to the above, it is necessary to set technological requirements to the implementation of IS:

· system platform - implementation and adaptation of a ready-made solution from the manufacturer or development to order in accordance with the technical specifications of the customer;

Integrability - data is stored and processed in a single information space; this ensures their completeness, consistency, reliability and reusability; the system may include newly developed and already used technologies and applications;

adaptability - the system is configured in accordance with the requirements of the customer and the features of the information field of the customer;

distribution - the system can function effectively in territorially remote divisions and branches of the enterprise;

· scalability - the system can be implemented in the form of a frame containing basic modules, and supplemented in accordance with the requirements of a changing external and internal environment.

The main phases of the implementation of the information system

Phase "Preliminary work on the preparation of the IP implementation project". During the pre-project survey of the enterprise, a collection of detailed information about the structural organization of the organization, functional relationships, management system, about the main business processes, about the flows within the enterprise (Control Flow, Doc Flow, Data Flow, Work Flow, Cash Flow), necessary to build the appropriate models and select objects for automation. The terms, resources, types and volumes of work, the range and cost of software, hardware and telecommunications, the cost of personnel training, etc. are estimated.

Phase "Project preparation". After the completion of the first phase, preliminary planning and the formation of project launch procedures are carried out:

· formation of project and expert groups;

distribution of powers and responsibilities;

determination of organizational and technical requirements for the implementation process;

clarification of specifications and customer expectations;

· training of the implementation group, consisting of specialists of the customer's enterprise.

The last one, very important point for some reason, it is often skipped when drawing up an implementation plan. But the success of the entire project depends to a large extent on it! After the start of funding, the project is considered launched for execution.

Phase "Conceptual study of the project". During this phase:

a conceptual design is formed and approved;

· a mandatory unambiguous understanding of the intentions of all project participants regarding the implemented IS is achieved;

· clarifies and concretizes the goals and objectives of the project;

the dimensions of the system prototype are determined;

· the consolidated work plan, the sequence of stages and conditions of trial operation, planning, financial and reporting indicators are agreed;

However, all of the above actions without fail documented, agreed and approved by all interested and responsible parties.

Phase "Project implementation". During the main implementation work, the system environment is created, installed and configured, system administration procedures are determined, and the main software and hardware systems and applications are installed. The system sets up the organizational and staffing and organizational and functional structures of the enterprise using such organizational units as a branch, department, department, working group etc.

Installation, configuration and configuration of network and telecommunications facilities is carried out, data is transferred from previous local systems and interfaces are formed with legacy and external systems. At the same time, all created models, plans, working software products, the documentation is placed in the end-to-end repository of the implementation project (Fig. 3). An important part of this repository is the documentation system formed within the framework of the project (Fig. 4).

Systemic security issues of the system operation in multi-user mode are being worked out. Applications, templates, reports, client access forms are created, user powers are distributed. All systems are being tested in "combat mode" with the participation of all interested parties.

After the end of the implementation phase, the implementation project is considered completed. The information system is put into operation.

7. Success factors and reasons for unsuccessful IP implementations

modeling information reengineering business

According to world statistics, only a third of development and implementation projects information systems end with success. Nothing is known about similar studies in Russia, but it seems that things are even worse here.

A successful project is completed on time, within the planned budget, and the intended results are achieved. What happens to other projects? They either drag on much longer than expected, requiring more and more funding, or an automated system is created that no one needs, and no one wants or can work with it.

Unsuccessful projects are very similar to each other. They seem to copy each other, playing the same scenario. Years of observation of bad practices prompted me to write a few rules for business leaders to help them avoid the most common mistakes in the implementation of enterprise management automation. They are equally well suited for budgeting automation projects, management accounting, production management and other areas of corporate governance.

It must be emphasized that these tips are addressed primarily to the top management of the organization, that is, the owner or general director of the company, who act as? customers? changes in the field of corporate governance, including the creation of automated systems. Misunderstanding by persons? upper echelon? its role in such projects is the main reason for the failure of such undertakings.

First. Define the purpose of the project

According to the same statistics, seventy percent of unsuccessful projects became such due to the uncertainty of their goals. In other words, the end result was not clearly defined from the outset.

An example from practice. The head of the information technology service of one large holding company receives an assignment from the general director to implement an automated system to provide the top level of corporate management with timely and reliable information. The head of the IT service, in search of software suitable for solving the tasks, turns to consultants. To our question about what problems prompted the company's management to implement automated system, the following answer is given:

· absence uniform format presentation of management accounting data.

Lack of regulations for the formation of management reports.

lack of a unified information environment

It is clear that the first two?problems? are not related to automation, and the latter is not a problem, since the existence of a? unified information environment? in and of itself is of no practical use.

Acquaintance with the real state of affairs in the company led to the understanding that there is a problem of delegating the powers of the head of the corporation to the managers of business units. It should be solved with the help of controlling, based on regular planning and management accounting, as well as right motivation managers. In other words, we should first of all talk about setting management processes for corporate level, and only after that? on the automation of these processes. Realizing this, the company's leaders saved a lot of money by abandoning pointless automation.

A deep understanding of the goals of the project may lead to the rejection of its implementation or the postponement of its deadlines due to the revision of priorities.

Automation goals need to be formulated not in terms of technical advantages, but in terms of business interests. They can be defined, for example, as follows:

· reduction of stocks in a warehouse due to more exact planning of production and purchases;

· reduction of accounts receivable due to information support of work with debtors;

· performance more investment projects by eliminating routine operations performed by qualified managers.

This definition of goals will allow you to understand why you are doing this, how much you are willing to pay for solving these problems, and, very importantly, to get project success criteria against which you can evaluate the final results.

Second. Open a project

Implementation of an automated system is a strategic project of the company. It must be opened by order of the General Director. The order defines the goals and deadlines of the project, appoints a project manager.

An example from practice. The head of one large bank instructs the manager financial management implement a budgeting system. Despite the fact that more than a year has passed since the appointment, the appointed manager does not understand what powers he has in connection with this assignment, what results and in what time frames are expected from him. The project seems to exist, but things are not moving.

In other words, you need to clearly understand what the project? it is a full-fledged organizational structure, temporarily created within the organization to achieve well-defined goals.

The leader appointed by the CEO forms the project team. It should include heads of departments and specialists interested in the final result and competent in the subject area of the project. So, if a budgeting system is being implemented, then the project team is made up of managers and specialists from financial and IT services, as well as representatives of production and sales departments. The project manager should be a manager who occupies a higher position in the organizational structure of the enterprise than any member of the project team.

Third. Provide the project with resources

Key Resources It's money and people. Therefore, it is necessary to approve the project budget.

Grade necessary resources is not an easy task, and yet at the project justification stage it is important to understand what budget is considered acceptable for the development of management technologies and the introduction of an automated system. The fact is that the solution of any problem is a triangle: money - time - result. If the desired result is precisely defined, then it is possible to calculate the time required to achieve it and the budget. If there is no clear idea of what is a "good result" (that is, the goals of the project are not precisely defined), then you can go from the budget and solve the problem in this form: what maximum management effect can be achieved if you invest a certain amount on setting up management processes and introducing information technologies?

In addition, it is important to allocate a part of the working time of the people involved in the project to perform work related to the implementation of the system. Otherwise? turnover? ruin the business. It is a widespread practice that staff members are assigned to implement the new management system "optionally". Since their main workload is not reduced, they treat additional work either as a hobby or as an annoying burden, depending on the degree of their interest. This attitude is quite natural, because the company's management, having entrusted them with unpaid extra work, demonstrated his own attitude towards her, as to something secondary.

Project human resource management involves budgeting the time of the performers. Accounting for the actual time spent is needed not only for adequate remuneration of the performers, but also for the correct assessment of the costs of the project.

Fourth. Take care of motivation

Motivation- a key element of management, so you should carefully consider the motivation scheme for project performers. It does not have to be big bonuses for the successful implementation of the system.

Most often, the introduction of a new management system helps to improve the status of participants in this work, increases their professional level. These are very significant incentives. The fact is that people of a creative warehouse consider work as a means of increasing their intellectual capital. Such specialists are the most valuable for any business related to innovation.

It is important for the manager who forms the project team to correctly understand the expectations of the performers associated with the success of this business. It could be career, salary increase, gaining new knowledge, reaching new heights in professional growth.

Fifth. Management Support

Success is possible only if the project is strongly supported by the top management of the company. If the CEO believes that the introduction of an automated system- this is only an IT service business, then nothing good will come of it.

Implementing information technology means more than simply installing programs in the workplace. Such projects involve changing the working and management processes redistribution of responsibility and authority. These changes often come into conflict with the interests of certain heads of departments and employees. The result is sabotage or open opposition to change. Therefore, the head of the organization must clearly show whose side he is on and, if necessary, crush resistance with a firm hand, supporting the project team.

Sixth. Break the project into stages

Long term project is best"cut into pieces", and do not proceed to the next stage without making sure that the tasks of the previous stage are fully completed. It is very important to determine what should be the result of each stage of the project.

So, for example, when it comes to creating an automated budget management system, the sequence of steps shown in the figure is recommended.

You can proceed to the next stage only after the following three conditions are met:

· the project team has developed a common understanding of the results of the stage;

· this understanding is formalized in the form of a document;

The results of the stage are accepted by the customer, that is, the head of the enterprise.

This approach allows you to control the risks of the project, moving progressively towards the intended goal.

Seventh. Manage goals and expectations

The goals of the project can be adjusted or even significantly changed in the course of work. This is common practice. The situation changes, our understanding of the situation changes, and we come to the conclusion that our previous views are outdated, or were erroneous. Therefore, you need to regularly (at each stage of the project) return? to the origins? and critically examine all the underlying premises.

And the last. You need to have the courage to close the project if it becomes clear that he has reached a dead end. The project manager who initiated the termination of a hopeless project deserves encouragement as a responsible manager who prevented the waste of enterprise funds.

Phase "Preliminary work on the preparation of the IP implementation project". During the pre-project survey of the enterprise, detailed information is collected about the structural organization of the organization, functional relationships, management system, about the main business processes, about the flows within the enterprise (Control Flow, Doc Flow, Data Flow, Work Flow, Cash Flow), necessary for building appropriate models and selection of objects for automation. The terms, resources, types and volumes of work, the range and cost of software, hardware and telecommunications, the cost of staff training, etc. are estimated.

Phase "Project preparation". After the completion of the first phase, preliminary planning and the formation of project launch procedures are carried out:

formation of project and expert groups;

distribution of powers and responsibilities;

determination of organizational and technical requirements for the implementation process;

clarification of specifications and customer expectations;

training of the implementation group, consisting of specialists from the customer's enterprise.

For some reason, the last, very important point is often missed when drawing up an implementation plan. But the success of the entire project depends to a large extent on it! After the start of funding, the project is considered launched for execution.

Phase "Conceptual study of the project". During this phase:

a conceptual design is formed and approved;

a mandatory unambiguous understanding of the intentions of all project participants regarding the implemented IS is achieved;

goals and objectives of the project are clarified and concretized;

the dimensions of the system prototype are determined;

an enlarged work plan, a sequence of stages and conditions for trial operation, planning, financial and reporting indicators are agreed;

At the same time, all these actions are necessarily documented, agreed and approved by all interested and responsible parties.

Rice. 3. Approximate content of the implementation project repository

Installation, configuration and configuration of network and telecommunications facilities is carried out, data is transferred from previous local systems and interfaces are formed with legacy and external systems. In this case, all created models, plans, working software products, documentation are placed in the end-to-end repository of the implementation project (Fig. 3). An important part of this repository is the documentation system formed within the framework of the project (Fig. 4).

Rice. 4 Approximate composition of documentation on the process of IS implementation

After the end of the implementation phase, the implementation project is considered completed. The information system is put into operation.

TAVRICHESKY NATIONAL UNIVERSITY

them. IN AND. VERNADSKY

Faculty of Economics

Department of Economic Cybernetics

day department

MALYSHEV SERGEY IVANOVICH

INTRODUCTION OF INFORMATION TECHNOLOGIES (SYSTEMS) INTO THE ACTIVITIES OF THE ENTERPRISE

Course work

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

Scientific adviser,

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 technology………… 19

1.5. Experience in 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 information system implementation…………………………. 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 introduction of the latest achievements in the field of informatization into 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 management economic processes involves, first of all, increasing the productivity of workers by reducing the cost / production ratio, as well as improving the skills and professional literacy of specialists involved in managerial activities. In developed countries, two mutually connected 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 means of communication, various variations began to appear: “information and communication technologies”, “computer information technologies”, etc. In this work, we will understand information technologies as a modern meaning, that is, the integration of computers, electronics and means of communication.

There are many definitions this term, for example:

Information technology is a systemically organized set of methods and means for implementing the operations of collecting, registering, transmitting, accumulating, searching, processing and protecting information based on the use of advanced software, used computer technology and communications, as well as methods by which information is provided to clients.

There is a link between information technology and management. The manager always has to make decisions 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 give answers to all sorts of questions of this type. This, perhaps, is 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 flow based on integrated databases providing for a unified unified form presentation, storage, search, display, recovery and protection of data;

Paperless document processing;

Interactive problem solving mode;

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

Possibilities, adaptive restructuring of forms and method of presenting information 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, transmitting and transforming information.

What can the implementation of an information system give?

Reducing the total costs of the enterprise in the supply chain (when purchasing),

Increasing the speed of turnover,

Surplus reduction inventory to the minimum

Increase and complication product range,

Product quality improvement,

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

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

1.1. History of information systems development

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

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

Period of time

The concept of using information

Type of information systems

Purpose of use

1980 -???? gg.

Paper flow of settlement documents

Basic assistance in preparing reports

Management control of implementation (sales)

Information is a strategic resource providing a competitive advantage

Information systems for processing settlement documents on electromechanical accounting machines

Management information systems for production information

Decision Support Systems Top Management Systems

Strategic information systems. Automated offices

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

Speeding up the reporting process

Development of the most rational solution

Firm survival and prosperity

The first information systems appeared in the 1950s. During these years, they were intended for processing invoices and payroll, and were implemented on electromechanical accounting calculating machines. This led to some reduction in costs and time for the preparation of 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 computing equipment capable of performing many functions, not just processing invoices and calculating payroll, as was the case in the past.

In the 70s - early 80s. information systems are beginning to be widely used as a means of managerial control supporting and accelerating 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 in time, help the organization to achieve success in its activities, create new products and services, find new sales markets, secure worthy partners, organize the release of products at a low price, and much more.

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

Table 2. Classification of information technologies.

INFORMATION TECHNOLOGY	According to the method of implementation in IS	Traditional
	According to the method 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 class of implemented technological operations	Working with a text editor
		Working with a spreadsheet
		Working with DBMS
		Working with graphic objects
		multimedia systems
		Hypertext systems
	By type of user interface	Batch
		Dialogue

	By way of building a network	Local
		Multilevel
		Distributed
	By subject areas served	Accounting
		banking
		tax activity
		Insurance activity

Consider the relationship between information systems and information technology.

An economic information system is a set of internal and external flows of direct and reverse information communication of an economic object, methods, tools, specialists involved in the process of processing information and developing 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 technically defined 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 analyze problems, 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 refer to information as data that has been transformed into a form that is meaningful and useful to users. Data, in contrast, are streams of raw facts representing results encountered in organizations or in the physical environment before they have been organized and transformed into a form that users can understand and use.

According to sources of income, information can be divided into external and internal. External information consists of directives from higher authorities, various materials from central and local governments, 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 areas, and on the sale of production.

All types of information necessary for the management of an enterprise constitute an information system. The management system and the information system at any level of management form a unity. Management without information is impossible.

The three processes in an information system that produce the information that organizations need to make decisions, manage, analyze problems, and create new products or services are 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 this organization to correct the input information.

Rice. 1. Processes in the information system

The input process captures or collects unverified information within the organization or from external environments. During processing, this raw material is transformed into a more meaningful form. At 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 processed data returned needed to adapt elements of the organization to help evaluate or correct the processed data.

An information system is defined by the following properties:

Any information system can be analyzed, built and managed on the basis of general principles for 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 the information on the basis of which decisions are made;

An 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 this data.

Informal information systems (such as gossip) are based on implicit agreements and unwritten rules of conduct. There are no rules about what constitutes information or how it will be collected and processed. Such systems are essential to the life of an organization. They have very little to do with information technology.

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

From the perspective of a business vision, an information system is an organizational and management decision based on information technology in response to a challenge sent environment. Understanding information systems does not mean being computer literate, the manager must have a broader understanding 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 single out CRM systems(customer service), ERP (enterprise management), and MPC (financial performance management).

On 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 ERP systems s as Navision Axaptra.

The first systems that were developed to solve enterprise management problems mainly covered the field of inventory or material accounting (IC - Inventory Control). Their appearance is due to the fact that the accounting of materials (raw materials, finished products, goods) on the one hand is an eternal source of various problems for the head of the 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 the accounting of materials.

The next stage in the improvement of material accounting was marked by planning systems for production or material (depending on the direction of the organization) 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 been successfully used by enterprises, primarily manufacturing industries. The basic principles that formed the basis of the MRP standard systems include

Description production activities as a flow of interrelated orders;

Accounting for resource constraints when fulfilling 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 functions of MRP: processing cycle planning, equipment loading planning, etc. It should be noted that MRP standard systems solve the problem not so much of accounting as of management. material resources enterprises.

The most popular at the moment new type of information systems are systems of the ERP standard - Enterprise Resource Planning. ERP systems in their functionality cover not only inventory control and material management, which is 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 means manufacturing enterprises. The systems of this standard support the implementation of the main 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 equipment service,

Project management,

As well as a single management panel - the Manager's Information System module, on which the manager can see all the main divisions and performance indicators.

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

An information system, like any other tool, should have its own characteristics and requirements, according to which its functionality and effectiveness could be determined. 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 should 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 (help 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. If the system is implemented at a large enterprise with a complex organizational structure, it is necessary to implement remote access so that everyone can use the information structural units organizations.

4. Due to the influence of external and internal factors (changes in business direction, changes in legislation, etc.), the system must be adaptive. Applicable 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 a stable economy.

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

These requirements are the main, but by no means 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 kinds information systems. No single system can fully meet an organization's information needs. 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 various organizational interests. The various organizational levels serve four main types of information systems: operational-level systems, knowledge-level systems, control-level systems, and strategic-level systems.

Table 3. Types of information systems.

Operational level systems support operations managers, monitor elementary activities of an organization such as sales, payments, cash 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 kinds of questions, information generally needs to be easily accessible, current, 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 help the 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 level systems are designed to serve the control, management, decision making and administrative activities of middle managers. They determine if the objects are performing well and report back periodically. For example, a movement management system reports the movement of the total amount of goods, the uniformity of work sales department and department funding 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 structural solutions for which the information requirements are not always clear.

Systems strategic level is a tool to assist top-level executives who prepare strategic research and long-term trends in the firm and business environment. Their primary purpose is to align changes in operating conditions with existing organizational capability.

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

Typical Organization has systems of different levels: operational, managerial, knowledge and strategic for each functional area. For example, a commercial function has commercial system at an operational level to record daily sales data and process orders. The knowledge level system creates appropriate displays to showcase the company's products. Control plane systems track monthly sales data for all commercial territories and report on territories where sales exceed or fall below expected levels. The forecast system predicts commercial trends over a five-year period - serving 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 for accounting and managing an enterprise in certain areas of activity, such as sales, purchases, warehouse, accounting, personnel, etc., have been introduced;

· an integrated information system has been introduced, 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;

· practically no information technologies are used (with the exception of accounting) in the management of processes and resources;

An attempt was made to implement 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 new solutions. Some of them have already made their choice and are in the process of implementing it, others have successfully implemented any of the well-known ERP systems (but there are practically no such companies in Ukraine).

Despite a fairly high level of supply and potentially high levels of demand, few top managers dare to make such changes.

Managers who already have any information systems working 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 modern concepts ERP, e-business and other achievements in the field of management and, accordingly, lose certain competitive advantages.

Managers of companies in which, at best, only the work of accounting is still 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 the failure of one of the known systems have a dissenting opinion on this matter, and it is very difficult to find arguments that would make them believe in the possibility of successful implementation of changes and try again.

1 .5. Experience in using information systems

Many large companies The US and Europe switched over to the use of information systems of the ERP standard several years ago. The same cannot be said about Asian countries. Most Asian financial managers 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 people who are not knowledgeable in the field that these programs can solve all the problems of their companies.

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

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

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

Despite 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, you can create a tool for more effective management business.

Chapter 2. Selection, implementation and operation of the information system

2.1. The problem of choosing an information system

information system requirements.

A management information system for an industrial enterprise should not be limited to business process management. This system should combine all three levels of process management occurring in the enterprise:

business process management

management of design developments

management technological process production.

The unity of an enterprise management information system lies in the fact that the data received or entered at any level of the system must be available to all its components (the principle of a single entry).

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

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

Choice problems.

Faced with the need to implement information systems in the enterprise, management faces the problem of choice. Develop yourself or buy, and if you buy - then what.

Objectively assessing the probability 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. Development history of the most popular modern systems management 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 Feedback with the needs of the client.

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

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

2.2. System Selection Criteria

Functionality.

The functionality of the 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 organization's goal is to reduce financial losses by reducing scrap, then the system chosen should automate 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, a contextual description of the business, and a formalized description of the enterprise's activities. If all these components necessary for choosing a system are not available, 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 does not make sense to keep such a staff at the enterprise all the time, it seems most appropriate to invite external consultants.

A clearly structured understanding of the business processes of your own organization, obtained as a result of interaction with external consultants, helps not only in building an enterprise information system, but also for 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 for 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 to the period when 90% of the cost of the system is returned from the result of its work, and sum of all direct and indirect costs.

Development prospects.

Prospects for development are laid down in the system by the supplier of the system 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 form of ownership of the system the supplier has, what market share it occupies, how long it exists in the market.

Specifications.

Understanding the technical specifications is the best guarantee that the system will meet its intended objectives. The technical specifications include:

System architecture,

Reliability,

scalability,

The ability to recover

Availability of backup tools

Means of protection against technical attacks,

Ability to integrate with other systems.

Risk minimization.

Risk is usually understood as a certain probability that, when implementing a management information system, some goals will not be achieved. 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 permanent leakage of funds.

To reduce this probability, 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 solution is modified in a certain way.

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

The process of creating a system

· equipment

· software

personnel

task management

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

2.3. System Implementation Methods

A company that is about to implement a computer control system, as a rule, gives the following instruction: the system must be operational as soon as possible, on time and within budget. Some organizations avoid implementing such systems for fear that they will not use it, and if they do, 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. It will not work either to save resources or to realize the functional purpose of the implemented system.
These concerns are entirely justified. Systems implementation projects do fail, even in otherwise well-managed companies. In cases where everything goes more or less normally, the deadlines for the start of commercial operation are often not met and it is not possible to stay within the allocated budget. However, the methods described below, when properly applied, can help minimize the risk of failed implementations. With proper planning and management, it is entirely possible to meet deadlines and stay within budget. From the very beginning, you need to make sure that the project is properly organized.

Necessary:

1. Gain faith in the success and commitment of 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 should have the necessary skills to perform this job, preferably with experience implementing systems.

3. Clearly define and document the roles and responsibilities, as well as the scope of competence of each member of the project team.

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

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

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

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

2. Describe management methods economic activity and the actions to be taken as a result of their application.

3. If necessary, change these methods so that they provide more efficient work and integration of the new system.

4. Describe the organizational structure and think about whether it best meets the goals of the enterprise.

5. Learn the most effective methods applied in the industry.

Ensure the creation of the necessary technical infrastructure:

1. Have the right experts assess the current infrastructure based on the requirements of the new system. Determine the role of the information systems department and consider how it will change in the new environment.

2. Make the necessary changes in the listed areas before transferring the system to commercial operation. Ensure that the system meets the basic needs of all users.

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

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

Manage change by adapting to employees.

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

2. Involve all those who play a major role in the implementation of the project from the very beginning. A good way to achieve this is to ask them for their input during the process of defining business needs in detail.

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

4. Develop a learning 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

There are three stages of information system implementation:

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

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

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

Research of business processes.

Any company supplier of the system assigns certain 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 what processes need to be improved.

As a rule, the functionality of an information system is somewhat wider than real business company processes. 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.

System development.

After studying the 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 process of implementing 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 tasks of the company and its business processes, acts on the part of the company. It must be understood that this person must also have experience in supporting the implementation of such systems in the company.

Starting the system.

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 staff to use the new information system.

Many information systems implementation projects 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 receive benefits, namely, it optimizes the operation of services, allows you to complete work faster, and improves the quality of processes. It is necessary to constantly analyze the performance of the system, as well as the degree of interest of the staff in using this system.

The process of implementing an information system 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, it is also necessary to remember about possible risks and financial costs. Organize the work correctly, and the implementation of the information system in the company will be successful.

W conclusion

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, prompt and reliable information based on 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 the work of employees, relieving them of routine work and giving them the opportunity to focus on professionally important duties.

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

Managers of middle and lower levels 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.

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

Automation gives a much greater effect with an integrated approach. Partial automation of individual jobs or functions can only solve another "burning" problem. However, in this case, there are also negative effects: they do not decrease, and sometimes even increase the labor intensity and costs of maintaining personnel; the inconsistency of the work of departments is not eliminated.

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

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

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

Review the company's business practices before choosing a system;

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

Monitor the progress of the project, referring to the planned milestones and deadlines for completing tasks;

Set realistic deadlines and draw up an unrestricted budget;

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 generic implementation plan was developed by Oliver Wight, but experience shows that almost all firms follow this strategy to one degree or another.

This plan consists of the following steps:

1. Preliminary survey and assessment of the company's condition;

2. Preliminary retraining;

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

4. Feasibility study (cost-effect analysis);

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

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

7. Terms of reference for process management;

8. Initial retraining (retraining of employees);

9. Top-level planning and management;

10. Data management;

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

12. Software;

13. Experienced example;

14. Getting results;

15. Analysis of the current state;

16. Constant retraining.

Information technology, for all its revolutionary nature, did not cancel the production process, did not eliminate competitors, and did not deprive a person of the right to make decisions. The object of control - 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 affected all the processes that managers are related to: planning, organization, leadership and control.

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The main phases of the implementation of the information system

Phase "Preliminary work on the preparation of the IP implementation project." During the pre-project survey of the enterprise, detailed information is collected about the structural organization of the organization, functional relationships, management system, about the main business processes, about the flows within the enterprise (Control Flow, Doc Flow, Data Flow, Work Flow, Cash Flow), necessary for building appropriate models and selection of objects for automation. The terms, resources, types and volumes of work, the range and cost of software, hardware and telecommunications, the cost of staff training, etc. are estimated.

Phase "Project preparation". After the completion of the first phase, preliminary planning and the formation of project launch procedures are carried out:

formation of project and expert groups;
distribution of powers and responsibilities;
determination of organizational and technical requirements for the implementation process;
clarification of specifications and customer expectations;
training of the implementation group, consisting of specialists from the customer's enterprise.

Phase "Conceptual study of the project". During this phase:

a conceptual design is formed and approved;
a mandatory unambiguous understanding of the intentions of all project participants regarding the implemented IS is achieved;
goals and objectives of the project are clarified and concretized;
the dimensions of the system prototype are determined;

· the consolidated work plan, the sequence of stages and conditions of trial operation, planning, financial and reporting indicators are agreed;

At the same time, all these actions are necessarily documented, agreed and approved by all interested and responsible parties.

Rice. 2.17. Approximate contents of the implementation project repository

Installation, configuration and configuration of network and telecommunications facilities is carried out, data is transferred from previous local systems and interfaces are formed with legacy and external systems. In this case, all created models, plans, working software products, documentation are placed in the end-to-end repository of the implementation project (Fig. 2.17). An important part of this repository is the documentation system formed within the framework of the project (Fig. 2.18).

Systemic security issues of the system operation in multi-user mode are being worked out. Applications, templates, reports, client access forms are created, user powers are distributed. All systems are being "tested" in "combat mode" with the participation of all interested parties.

Rice. 2.18. Approximate composition of documentation on the process of implementing IP

After the end of the implementation phase, the implementation project is considered completed. The information system is put into operation.

Control questions and tasks

What is an "open information system"?
List the main properties open systems.
Describe the essence of the modern process approach to managing the activities of an enterprise and the use of this approach in the development of IS.
What does the concept of "Business Process Reengineering" include?
What models and how are used in the design of information systems?
What kind software used to model processes in the development of information systems?
Based on what data and information are the AS IS and AS TO BE state models developed?
Who in the company deals with the development, implementation and development of IS? Who is involved in the preparation of the terms of reference for the development of IP?
What are the main stages of information technology design.
List the stages of the life cycle of an information system.
At what stage of the development and implementation of IS is the training of the company's personnel carried out?
List the main phases of IS implementation.

Chapter 3. Computer information technology software

3.1. general characteristics computer information technology software

For computer information technologies, software tools (software) act as a means of controlling a technical complex (computer systems).

The issues of development and use of software in general are quite well developed and widely covered in the scientific and educational-practical literature. But some clarifications are needed.

So, general definition The content of the concept of "software" includes a set of programs of the data processing system and program documents necessary for the operation of these programs. This interpretation in the general case can be used, especially when it comes to the problems of the actual development and operation of software systems as such. But from the point of view of users within the framework of the relevant technologies, operational documents should be distinguished from the composition of their software, since, in accordance with the structure of the means and methods of information technology, they relate to organizational and methodological support.

In addition, in the educational and reference literature, the structure of the software is described in different ways. Such concepts as "general software", "system software", "basic software", "application software", "special software" are used in various combinations. At the same time, the content of these concepts often intersects, which makes it impossible to clearly structure the software itself. In the following sections, a meaningful description of these concepts will be given, and now it is necessary to formulate the structuring of office technology software adopted here. It is based on clearly defined and non-intersecting functions performed by the corresponding programs, while in the aggregate the necessary completeness of the entire composition of the software is ensured.

As part of the software stand out (Fig. 3.1):

System software;

Software development tools;

Application software.

Fig.3.1 . Structure of information technology software

System software is a set of interconnected programs that ensure the functioning of computer technology as such, without performing operations to implement programs and user tasks.

Software development tools includes various programming systems with the help of which one or another functional program can be developed and adapted to specific conditions of use to solve specific problems.

Application software is a set of software systems that provide solutions to specific user tasks.

In the future, software development tools will not be considered, since the issues of creating software products form a specific area that is not included in the scope of secretarial services, and the actual implementation of programming work, as a rule, is carried out not in offices, but in specialized firms and organizations, as well as on an individual basis.

3.2. Life cycle of computer information technology software

Information technology software is generally a complex system with relatively independent principles and patterns of functioning within the framework of the life cycle concept.

The life cycle of a software system is usually understood as a repetitive and structurally uniform interval throughout the entire time of its existence, starting from the moment the initial concept of the system is developed and ending when the system becomes morally obsolete.

The life cycle is traditionally represented as a number of successive stages (or stages, phases). At present, a generally accepted division of the life cycle of a software system into stages has not been developed. Sometimes a stage stands out as a separate item, sometimes it is included as an integral part of a larger stage. The actions performed at one stage or another may vary. There is no uniformity in the names of these stages.

From the point of view of the organization of information technology, the life cycle of software tools is as follows:

Determining the need for a certain type of software to implement a specific function of office technology;

selection of a specific software product for the implementation of a specific office technology;

Acquisition of an industrial software product, its modernization or development of a unique software product;

installation of a software product on an existing office computer system;

operation of the software product;

Evaluation of the effectiveness of the application of the software product;

· modernization of the software product;

dismantling of the software product.

Determining the need for a certain type of software should be carried out on the basis of an analysis of the implementation of the corresponding set of works in the organization, for which a fundamental decision has already been made on the use of computer technologies.

The choice of a specific software product should be based on a joint consideration of the following factors:

Availability of industrial software products that implement the functions of a particular information technology;

· the presence of software and hardware organizations that lead the professional development of software that implements the functions of a particular information technology;

3.3. Essence and basic concepts of database management systems

Practically in any sphere of human activity it is necessary to collect, store and use various data in one way or another. At the same time, they use different ways and technologies for working with them: outwardly unsystematic (but understandable to the owner) records in personal notebooks, orderly registration of information in journals, maintenance of systematized file cabinets, processing of documents in an organized complex of office work, etc.

With all the variety of the mentioned methods and tools, we can distinguish common features that characterize the work with data:

the collected, stored and processed data relate to a specific and limited area of activity characteristic of the people using them, and called subject area,

The data itself is divided into certain components that are related to each other in various ways, i.e. they structured and ordered;

There are certain methods search and extraction (selection) necessary information and representation.

A set of structured and ordered data related to a specific subject area is called database (DB), and the system of methods and means of collecting, registering, storing, organizing, searching, selecting and presenting information in the database is called database management system (DBMS).

With significant amounts of information stored in the database, or with its significant significance for the activity, the problem of reliability and speed of data processing arises. This problem can largely be solved through the use of computer technology. The corresponding DBMS have become quite widespread, and a significant part of them are systems based on relational approach.

Within the framework of this approach, the objects that make up subject area, are described as sets of attributes (properties) that are in certain relationships (connections) with each other (hence the name relational: from English. relation - relation). The specific form of representation of this population often takes the form of a table.

Consider an example. Data about the employees of a certain design organization includes:

the personnel number of the employee;

last name, first name and patronymic;

Date of birth

· home address;

· home phone;

date of entry to work;

· place of work;

· official telephone;

· job title;

bonus for work experience

the project in which the employee is involved;

surcharge for participation in the project.

This data can be presented in the form of a table, in which each type of data has its own column, and each individual employee has a row).

Each row of this table (relation) is called record, and its separate element, corresponding to one or another column, - field.

The table is only a small fragment of the database, but its properties are very revealing.

Firstly, some fields are quite complex and contain data that can (and should) be broken down into smaller components (these are fields containing last name, first name and patronymic, dates, address, place of work).

Secondly, for individual fields, data in different records is duplicated, which is not justified in terms of storage costs (surcharge information).

So, the second field should be divided into three components, containing separately the last name, first name and patronymic of the employee; the third and sixth fields with dates must also be divided into three - with the day, month and year; in the field with the home address, select the first component indicating the region (Moscow or Moscow region); and the field indicating the place of work is divided into two - the number of the department and the number of the room.

To exclude the storage of unnecessary information from the table, it is necessary to remove the fields related to the properties of objects other than personnel, and create their own relationships for them: for example, the tables "Department", "Project" and "Surcharges".

The described actions for presenting data in the theory and practice of creating a database are called normalization.

In each relation (table), one of the fields must play a role primary key uniquely identifying a particular entry, i.e. having a unique value for each entry. In relation to "Personnel" this is the personnel number, in relation to "Department" - the number of the department, in relation to "Project" - the name of the project, in relation to "Increase" - work experience.

Some of the other relationship fields can play a role secondary keys according to the values of which various operations: search and fetch data.

The relations presented above in the tables are connected with each other through separate fields: relations "Personnel" and "Department" - through the field "Department number" (secondary and primary keys, respectively); relations "Personnel" and "Project" - through the field "Project Name" (secondary and primary keys, respectively). Relationship between the “Personnel” and “Supercharges” relations is carried out through the fields “Date of employment” (composite secondary key) and “Work experience” (primary key), but not directly, but through the procedure for calculating the length of service by the value of the date of employment.

The structuring and ordering of data presented in the described example is generally typical for all database management systems and differs in details for various programs.

3.4. Computer systems database management

database management system called software system, designed to create a common database on a computer used to solve many problems. Such systems serve to keep the database up to date and provide effective user access to the data contained in it within the limits of the authority granted to users.

To the most popular DBMS for computing systems of the class personal computers include dBASE IV, Microsoft Access, FoxPro, Paradox. For more powerful systems, DBMS Oracle, Informix are intended. To a certain extent, data management capabilities are also available in most modern spreadsheet processors.

According to the degree of universality, two classes of DBMS are distinguished:

General purpose systems

specialized systems.

General purpose DBMS are not focused on any subject area or on the information needs of any group of users. Each system of this kind is implemented as a software product capable of functioning on a certain computer model in a certain operating system.

Specialized DBMS are created in rare cases when it is impossible or inappropriate to use a general-purpose DBMS.

General purpose DBMS are complex software complexes designed to perform the entire set of functions related to the creation and operation of the information system database. The DBMS currently in use have the means to ensure data integrity and strong security, which enables developers to guarantee greater data security with less effort spent on low-level programming. Windows-based products stand out for their user-friendly interface and built-in productivity tools.

Let's consider the main characteristics of some DBMS - leaders in the market of programs intended both for developers of information systems and for end users.

The introduction of a new IS is a complex process, lasting from several months for small IS to several years for the IS of large distributed companies with a wide range of products and a large number of suppliers. The success of the project for the development (or acquisition) and implementation of IS largely depends on the readiness of the enterprise to conduct the project, the personal interest and will of the management, a real program of action, the availability of resources, trained personnel, and the ability to overcome resistance at all levels of the existing organization.

To date, a standard set of methods for implementing IP has been developed. Basic rule: perform mandatory phases sequentially and not skip any of them.

Critical to implementation are the following: factors :

availability of clearly defined project goals and IP requirements;

availability of a strategy for the implementation and use of IP;

· conducting a pre-project survey of the enterprise and building models "as is" and "as will be";

planning of work, resources and control over the implementation of the implementation plan;

participation of senior management in the implementation of the system;

· carrying out work on the implementation of IS by specialists in integrating systems together with specialists of the enterprise;

regular monitoring of the quality of work performed;

· quick receipt of positive results, at least in part of the implemented IS modules or in the process of its trial operation.

Before development implementation project necessary:

· maximally formalize the goals of the IP implementation project;

Estimate the minimum required costs and expense items;

· establish a high priority of the implementation project over other ongoing projects;

Give the project manager as much authority as possible;

· to carry out mass educational work with the personnel of the enterprise in order to bring to everyone the importance and necessity of the upcoming changes;

· to develop organizational measures for the application of new information technologies;

Distribute personal responsibility for all stages of implementation and pilot operation.

It is also necessary to determine the functional areas for the implementation of information system modules:

organizational management;

organizational and administrative support;

management of business processes;

management, planning, financial and accounting;

· personnel Management;

Documentation management;

· Logistics management;

Managing relationships with clients and the external environment.

In addition to the above, it is necessary to set technological requirements to the implementation of IS:

· system platform- implementation and adaptation of a ready-made solution from the manufacturer or development to order in accordance with the technical specifications of the customer;

· integrability- data is stored and processed in a single information space; this ensures their completeness, consistency, reliability and reusability; the system may include newly developed and already used technologies and applications;

· adaptability- the system is configured in accordance with the requirements of the customer and the features of the information field of the customer;

· distribution- the system can function effectively in territorially remote subdivisions and branches of the enterprise;

· scalability- the system can be implemented in the form of a frame containing basic modules, and supplemented in accordance with the requirements of a changing external and internal environment.

6.6.1 Main phases of information system implementation

Phase "Preliminary work on the preparation of the IP implementation project". During the pre-project survey of the enterprise (Fig. 4), detailed information is collected about the structural organization of the organization, functional relationships, management system, about the main business processes, about flows within the enterprise (Control Flow, Doc Flow, Data Flow, Work Flow, Cash Flow ) needed to build the appropriate models and select objects for automation. The terms, resources, types and volumes of work, the range and cost of software, hardware and telecommunications, the cost of staff training, etc. are estimated.

Phase "Project preparation". After the completion of the first phase, preliminary planning and the formation of project launch procedures are carried out:

· formation of project and expert groups;

distribution of powers and responsibilities;

determination of organizational and technical requirements for the implementation process;

clarification of specifications and customer expectations;

· training of the implementation group, consisting of specialists of the customer's enterprise.

Phase "Conceptual study of the project". During this phase:

a conceptual design is formed and approved;

· clarifies and concretizes the goals and objectives of the project;

the dimensions of the system prototype are determined;

· the consolidated work plan, the sequence of stages and conditions of trial operation, planning, financial and reporting indicators are agreed;

At the same time, all these actions are necessarily documented, agreed and approved by all interested and responsible parties.

Phase "Project implementation". During the main implementation work, the system environment is created, installed and configured, system administration procedures are determined, and the main software and hardware systems and applications are installed. The system sets up organizational and staffing and organizational and functional structures of the enterprise using such organizational units as a branch, department, department, work group, etc.

Figure 12 - Approximate content of the implementation project repository

Installation, configuration and configuration of network and telecommunications facilities is carried out, data is transferred from previous local systems and interfaces are formed with legacy and external systems. In this case, all created models, plans, working software products, documentation are placed in the end-to-end repository of the implementation project (Fig. 12). An important part of this repository is the documentation system formed within the framework of the project (Fig. 13).

Figure 13 - Approximate composition of the documentation for the process of implementing an information system

After the end of the implementation phase, the implementation project is considered completed. The information system is put into operation.

test questions

1. What is an "open information system"? List the main properties of open systems.

2. Describe the essence of the modern process approach to managing the activities of an enterprise and the use of this approach in the development of IS.

3. What models and how are used in the design of information systems?

4. What software tools are used to model processes in the development of information systems?

5. Based on what data and information are the AS IS and AS TO BE state models developed?

6. Who in the company deals with the development, implementation and development of IS? Who is involved in the preparation of the terms of reference for the development of IP?

7. Name the main stages of information technology design.

8. List the stages of the life cycle of an information system.

9. At what stage of the development and implementation of IS is the training of the company's personnel carried out?

10. List the main phases of the implementation of IP.