List of criteria for choosing an information system. Criteria for choosing a database when creating information systems

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No one doubts the need for an information system to automate business management, but there is no such unanimity when it comes to choosing a system, since each of the systems has both certain advantages and a number of disadvantages. The problem of choice is aggravated by the fact that the management of an enterprise, planning to automate its activities, has little idea of what it will receive as a result of the implementation of a particular information system, therefore, as a rule, the choice is made not on the basis of clear criteria, but from general considerations or even as a result a coincidence of circumstances.

The choice of an information system can be based on a variety of criteria, depending on many factors. Their list is quite diverse, and their significance is determined by the characteristics of a particular enterprise. Despite this, the following essential criteria can be identified that are qualitative for assessing an information system:

functionality of the information system;
organization of a unified information space;
information system adaptability;
information system development;
possibility of phased implementation.

Ignoring these criteria or underestimating them

their significance can lead in the future to large additional costs and significant time delays, which can significantly increase total cost of ownership (Total Cost of Ownership, TCO) information system. TCO includes not only the purchase price of an information system, but also the cost of its further operation. Let's analyze these criteria in detail.

Information system functionality- this is the presence in it of the necessary functions that ensure the solution of various types of problems for the sake of which automation of the enterprise’s activities is carried out.

There are two types of functionality:

universal functionality, little dependent on the characteristics of a particular business - warehouses, contracts, finance, personnel, etc.;
specialized functionality closely related to the nature of the business - technology, products, production, dispatching, etc.

The presence of universal functionality in the system is necessary to solve typical problems facing an enterprise. As a rule, different implementations of universal functionality in different information systems almost do not differ from each other in the capabilities provided, since methods for solving typical problems are generally accepted and have long been formalized. If the company is not suitable universal solution typical task, then the information system is presented with Additional requirements- adaptability and development.

The presence in the information system of specialized functionality that corresponds to the specifics of the business and the tasks facing it is a mandatory requirement for the system. This functionality, although it has some common features characteristic of different types of production, has significant differences and features that significantly affect the entire production process and require accounting and analysis. Despite the adaptability of many information systems, taking into account the specifics of a particular production can significantly change the solutions used in information systems and greatly affect connections with other subsystems. Ultimately, the adaptation of universal algorithms to the characteristics of a specific production can be comparable to the implementation of specialized algorithms. In this regard, the availability of specialized solutions for specific subject area is a necessary condition For successful implementation and further operation of the system.

When choosing an information system, it is also necessary to take into account the presence of redundant functionality in it, i.e. functionality that is not in demand at a particular enterprise. On the one hand, there is nothing wrong with having redundant functionality, but on the other hand, any additional functionality has connections within the system with other functions that complicate the user interface and lead to the need to be included in the system additional information. The complexity of developing multifunctional systems and the high costs of them lead to the fact that even if an enterprise acquires an information system with artificial limited functionality(i.e. without redundant functionality), it still pays for that functionality at the expense of the higher cost of the remaining functionality.

Organization of a single information space (EIP)- this is the second most important criterion for choosing an information system. Ultimately, the possibility or impossibility of solving certain problems, the adaptability and development of the information system depend on the principles of the organization of the UIS, which affects all functions and characteristics of the system.

The possibility of organizing a UIP is determined by:

language for presenting information in an information system and its expressive capabilities: weak expressive capabilities of the language for presenting information lead to the loss of various types of information from the subject area when describing it in the EIP, as well as to the formation of rigid data storage structures that require further modification of the entire system when requirements change to the task;
means of representing generalizations and enlargements: processing large volumes of heterogeneous information is impossible without means of generalization and enlargement that allow performing massive operations on large arrays of information that is similar in meaning, and the possibility of dynamically forming such arrays must be ensured;
the fundamental possibility of presenting and processing meta-information (information about information): to solve complex problems it is not enough to have only factual information; it is also necessary to take into account meta-information, which allows for much more efficient management of the processing of arrays of specific information;
means of displaying in the information system all significant relationships between individual components of information: solving multifunctional problems is possible only if there are various connections between the components of information, and the more complex the task, the more versatile such connections should be;
means of semantic support: processing of heterogeneous information that makes up the UIP is impossible without formal representation and strict adherence to semantic rules that ensure the integrity and consistency of all information in the system;
degree of intelligence of information search and analysis tools: one of the main goals of creating a UIS is the need for simultaneous analysis of various information related to different functions of the system. At the same time, given the complexity of organizing the UIP and the impossibility of predicting and programming all possible requests to the system in advance, the need for intelligent means of searching and processing information in the UIP is more than urgent.

The absence of any of the listed components in the development of the UIP or their insufficient development leads to a significant complication of the UIP itself and all applied algorithms. This, in turn, entails a decrease in the adaptability and development of the information system, and also causes great problems and costs when adding new functionality. An effective organization of the UIP allows not only to solve pressing problems, but also to connect new functionality with minimal changes to the existing UIP organization scheme at a relatively low cost.

It is necessary to distinguish between the adaptability of the system and the ability to configure it.

Adaptability of the information system- this is the ability contained in the system to customize the functionality existing in it in accordance with the requirements of a particular production.

Information system configuration- this is the setting of certain parameters in the system that ensure its operation in different conditions. In this case, all possible configuration options are preset in the system, and configuration consists of selecting one of them. The adaptability of the system, in contrast to configuration, allows you to configure the system for previously unknown options, taking into account the various nuances necessary to solve the problem.

To ensure adaptability Information system must be open and have special mechanisms that provide easy change and expansion of descriptions of objects used in the system, as well as the ability to change applied algorithms.

As a rule, large information systems have great configuration capabilities, but are characterized by low adaptability. This is due to the fact that they implement a large amount of different functionality with many connections that need to be changed when adapting the system. Therefore, developers of such systems preset various solution options in order to timely establish all possible connections in the information.

Information system development- this is the ability to include new, previously unknown functionality (in contrast to the adaptability of the system, which ensures customization of the functionality existing in the system).

Adding new functions to a system and linking them to existing functionality causes great problems when building multifunctional systems. This is due to the need to change the used representation of information in the system to take into account new data and their relationships, as well as the algorithms used to ensure that they work with new information. Changing functionality in systems with developed functionality, covering a wide range of tasks, but having a rigid structure, is fraught with unreasonably high costs.

Possibility of phased implementation: the cost of information systems that provide automation of enterprise activities is high or very high due to the complexity of their creation. For a specific enterprise that needs to automate its activities, this price is not always acceptable. One way to solve this problem is to purchase an information system in parts: first, the minimum functionality, or a separate module, is purchased, and then, during operation, new modules are connected based on the specific needs of the enterprise. The ability to use an information system with minimal functionality allows an enterprise to evaluate its compliance with the requirements for it.

Conclusion about the criterion approach.

Information systems that are highly adaptable and developable are able to more flexibly adapt to the various specifics of production and require lower maintenance costs. When choosing an information system, whether you want it or not, you need to delve into its internal organization and correlate your requirements for the system with its real capabilities. The best option is to try to simulate typical situations its production using various systems.

It is also necessary to take into account that the costs of an information system consist not only of its cost. In the future, you will have to constantly allocate funds for its maintenance and development, and these costs may exceed the cost of the system itself.

The variety of such languages is great - the current period of development of information technology is characterized by an explosive process of creating more and more new information models. This development occurs both within specific frameworks (such as OMG architectures, in particular CORBA architecture, Model Driven Architectures (MDA), Semantic Web architectures, Service Oriented Architectures, electronic libraries, architecture of information grid systems), and in the standards of specific information models - data models (such as, for example, ODMG2000, SQL 2006, UML, stacks of XML and RDF data models), work flow models (for example, Staffware, COSA, InConcert, Eastman, FLOWer, Domino, Meteor, Mobile, MQSeries, Forte, Verve, Vis.WF, Changeng, IFlow, SAP/R3), process service composition languages (XPDL, BPEL, BPML, XLANG, WSFL, WSCI), semantic models ( including ontological models and metadata models), models of digital repositories of data and knowledge in specific areas of business, trade, science and many others.

How can you avoid spending several million dollars on purchasing a system that, even after two years of implementation, will not be able to support routine business processes? This question is not rhetorical for companies that have already chosen an ERP-class information system and spent several years on its implementation. The experience they gain can help your company choose an information system that will become a reliable technical platform for business development, provide a significant reduction in operating costs, increase business manageability, ensure the implementation of priority business tasks, and improve the quality of customer service. In addition, the accumulated experience will allow you to select an IT solution provider who will implement the system taking into account specific requirements company on time and within budget.

Selection procedure

The proposed list of requirements for the procedure is a synthesis of the experience gained as a result of several projects on the selection and implementation of IS.

Chances to do right choice will increase significantly if...

- Determine the goals of implementing a new information system at senior management level. Based on the goals, formulate the basic functional and technical requirements for the system. The goals of system implementation should ensure the achievement of business goals.

- Determine the budget for the purchase of an information system and inform the system selection group or consulting company before starting the selection.

- Select system once. Companies often go through several iterations of selecting an information system, start the selection all over again, and include systems that were not considered from the very beginning into the set of considerations. Repeating the selection process leads to a delay in the system implementation project, and also affects the quality of the choice; in the end, not the best solution may be chosen, but the one that was considered last. If consideration of an additional system cannot be avoided, it is necessary to use the same unified system of criteria for its evaluation as for other systems.

- Plan the process system selection. It is necessary to develop a project plan for selecting a system. The plan may contain the following sections: collection preliminary information(review of the IT solutions market), creating a list of potential systems and integrator companies, preparing tender documentation, collecting information from tender participants, processing information, selecting participants for the second round, conducting negotiations, final selection.

- Develop and use a unified system of criteria to compare information systems at all stages of selection.

- Prepare high-quality tender documentation, which will allow IT companies to make proposals on the timing and cost of the project without conducting a preliminary survey. The company can prepare tender documentation independently or engage a consulting company. To prepare tender documentation, it is necessary to describe the company’s business processes “as they should be,” that is, to design new processes and improve existing ones. This work can be effectively performed with the involvement of consultants, especially in those organizations that do not have their own expertise in the field of modeling business processes and formalizing requirements for an information system. IT department staff can face serious difficulties if they are entrusted with the entire preparation of tender documentation, since they usually only know that part of the business that is supported by information systems, but the business development strategy, the business needs for new tools, as well as the needs for organizational changes may be unknown to them. Some companies have development departments that are constantly improving the organization's business processes and determining the company's need for hardware and software. In this case, the organization can prepare tender documentation independently.

- Install comparable information systems in the organization, check the presence of all the necessary functionality or the possibility of modification, evaluate the convenience user interface, system performance under conditions close to real use. Never buy a system without looking. It is better to spend a week learning the system than several years on unsuccessful implementation.

- Visit the office of the integrator company. For successful implementation, it is necessary to have qualified specialists in the integrator company. Meeting the developers, a short conversation on technical topics, and a story about projects completed for other customers will allow you not only to evaluate the technical competence of the employee, but also the culture of the company as a whole. Of course, it is difficult to avoid subjective assessments here, so the final assessment of the integrator company must be made on the basis of a whole set of criteria: completed projects, the company’s turnover, the presence of a certified quality system, reliability (number of clients, ownership structure), the company’s experience in working with enterprises in this industry and employees who will participate in the project.

Comparison criteria

- Defining Comparison Objects. In fact, comparisons are made not only between software solutions, but also between software and hardware platforms, development companies, system implementation life cycle models, deployment architectures. It is necessary to clearly identify the objects of comparison and determine their possible combinations (platform - system - integrator company - architecture). Each object has its own set of criteria for comparison.

- Comparison criteria are related to goals implementation new system. Financial and non-financial indicators are used to compare systems. An analogy can be drawn between the Balanced Scorecard method, which shows the achievement of the company’s strategic goals, and the criteria for comparing information systems, which show the achievement of the goals of implementing a new system. Evaluation criteria should be clearly related to implementation goals.

- Do not use complex financial algorithms in calculations(discounting, etc.). The main criteria when choosing an information system are the costs of implementation, support and benefits from implementation. To estimate costs you should use the total cost of ownership of the system(TCO - Total Cost of Ownership). Total cost of ownership is the sum of hardware and software costs over the full life of the system. According to the rules of financial settlements, when calculating TCO, it should apply discounting for future cost flow. But, taking into account the magnitude of the error when estimating cost items, one should neglect the time value of money and not use discounting, since the magnitude of the adjustment turns out to be less than the magnitude of the error.

What period choose to calculate TCO? The answer to this question will affect the results of the comparison, since one-time costs (purchase of licenses, implementation, purchase of hardware, training) and ongoing costs (annual maintenance, version updates, IT staff salaries) are different. The longer the period, the less accurate the calculation. Depending on the scale of the system being implemented, a period of 3 to 10 years can be used.

- Consider risks and manage risks. Risk is a situation of possible losses. Risk is characterized by the probability and magnitude of possible losses. Risk assessments provide additional criteria for comparison. To assess and further manage risks, it is useful to use a taxonomy (risk classification). The risks of implementing an information system can be classified.

By risk source (risk area)

Schedule - underestimated planned time estimates for work lead to a lag behind the schedule.
Budget - underestimating the cost of work leads to exceeding the estimate.
Development management - interaction with the customer is not organized.
Development processes - lack of necessary control (no testing system) leads to the identification of a large number of errors in the late stages of information system development.
Personnel - insufficient qualifications of personnel.
Project characteristics - the requirements for the information system are incorrectly defined.
Technology - the selected technology does not provide the required speed and reliability.

According to the time characteristics of risk

Instant risk - the consequences are immediate (for example, termination of the project, loss of all data as a result of a failure).
Short-term risk - the consequences are felt over a fixed period of time (for example, exceeding the budget or development deadlines).
Long-term risk - the consequences are felt over a period of time long period(for example, constant failures or insufficient speed of request execution throughout the entire life of the information system).

By degree of impact

Minor - deviation of characteristics from expected up to 10%, provided that these deviations do not have a significant impact on the work (for example, exceeding the development estimate by 10%).
Medium - significant deviations from planned characteristics.
Critical - loss of all investments (for example, in case of termination of the project).

IT investments, unlike investments in buildings and equipment, are virtually impossible to recover if an implementation project fails. Therefore, risk analysis and management are of particular importance.

Policy

The company's goals may be the same or different from the goals of individual members of the IT system selection team. Specialists involved in choosing a system have their own subjective preferences in the field concrete solutions and technologies, have likes and dislikes for individual solutions and companies. In addition to personal ones, there may also be group interests - for example, the interests of the IT department, the interests of the accounting department, the interests of other departments, services and employee groups.

It is necessary to minimize the influence of conscious personal interest that diverges from the interests of the company, as well as the influence of possible employee misconceptions on the choice of an information system. To reduce political effects, you should:

- create working group consisting of employees of various departments and divisions;

- distribute roles and responsibilities in a group in such a way that IT department employees do not make the final decision, but provide information and conduct technical expertise;

- involve outside experts in the selection process;

- use formal procedures for evaluation and comparison.

Useful tips

Don't choose outdated information systems. It is unlikely that anyone will buy a Ford Model T today for daily trips to work and to the store. At the same time, companies continue to buy systems with unfriendly terminal interfaces that support outdated business models, place increased hardware requirements, are difficult to configure, administer and customize, and do not support industry data exchange standards (for example, XML).

Purchasing an outdated system will reduce employee satisfaction, negatively affect the atmosphere in the company, become an obstacle to business development, and lead to an unjustified increase in IT costs in the long term. Legacy systems require higher costs for the DBMS, since the number of licenses for the purchase of server operating system(OS) and DBMS depends on the number of concurrent users.

There are several reasons why outdated systems are still in demand - this is sales technology, and the magic of green numbers on a black monitor, but first of all it is politics and the lack of a selection procedure.

Involve consultants who are knowledgeable about the systems on the market. To make an informed choice, it is generally necessary to consider more than a dozen different systems, several integrator companies and implementation options. Knowledge of systems (technical and functional characteristics), integrator companies (management, completed projects, culture, quality system, etc.) allows not only to reduce the time for selecting information systems, but also to improve the quality of assessment and comparison.

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Course work

Selecting an information system

Introduction

information program expert

During the period of informatization, society strives to automate production processes. Automation allows you to speed up the production process, as well as some management processes.

Automation occurs through the implementation of information systems (IS) in the enterprise. This raises problems both with the choice of IS for enterprise resource management and with its implementation.

The problem of choosing an enterprise management information system has always been difficult, and given the current state of the market, it has become even more difficult. At the same time, it is necessary to note both the very specific features of the market for such applications, as well as the features of their selection and use in Russia.

In Russia, there are certain criteria for information systems: place of their development: domestic and foreign, functionality: universal, specialized, organization of a single information space (UIS), adaptability and developability, the possibility of phased implementation. Quite an impressive list, and if you also take into account the parameters of the enterprise, it becomes clear that the problem of choosing an IP presents considerable difficulties.

Today, enterprises that are serious about choosing an information system hire analysts, which is fraught with considerable financial and time costs. Considering that the implementation of information systems is very expensive for an enterprise, then it makes sense to reduce the cost of analytics. To minimize such costs, the idea arose of creating an expert system (ES) to select an IS for managing enterprise resources. Such a system will automate the process of selecting an IS, which will minimize not only monetary costs, but also time ones.

The purpose of this work is the AS-IS (as is) and TO-BE (to be) data models to describe the IS selection process.

To achieve the goal, the following tasks are used:

1. Selecting software for building a model;

2. Selecting types of diagrams to describe processes (work);

3. Construction of an AS-IS model describing the current IS selection process;

4. Construction of a TO-BE model that will describe the process of selecting an IS using an expert system.

1. Domain analysis

1.1 IC selection methods

Projects related to information technology (IT) have long ceased to be a novelty for the enterprise. The implementation of an information system in an enterprise is considered as an ordinary project, no different from the purchase of equipment, the construction of facilities or the implementation of an action plan. Like any other project, the implementation of an information system must be assessed both in terms of costs and in terms of the positive effects of implementation. Let's take a closer look at the concept and functions of IS.

An information system is an interconnected set of various tools, as well as personnel, designed to collect, process, store and issue economic information and management decision making.

IS functions:

Collection and registration of information resources;

Storage of information resources;

Processing of information resources;

Updating information resources;

Providing information resources to users.

In order to analyze the information systems market, directors of such enterprises hire analysts. There are, of course, individual cases when directors themselves choose the first available IP, but usually such a choice is either not profitable, or such a project is shelved due to a lack of funds for its implementation or for staff training. If you hire analysts, then their correct selection is important.

Most often, such analysts work in companies that implement software. It is these companies that offer their services for enterprise analysis, and, in combination, services for the implementation of the selected IS.

When analyzing an enterprise, the following criteria should be taken into account:

1) Industry and subject specialization.

Industry specialization is based on industry differences in products. In the national economy, two signs of an enterprise’s sectoral affiliation are used: administrative-organizational and product (net).

When using an administrative-organizational characteristic, the main declared type of activity and the affiliation of the enterprise with a specific department or business union are taken into account.

According to the second characteristic, industry affiliation is determined by the structure and volume of production of a certain type of product.

2) Production structure

According to the structure of production, enterprises are divided into highly specialized (they produce a limited range of products of mass or large-scale production, for example, steel); multidisciplinary (produce a wide range of products or for various purposes), combined (productions in which one type of product or raw material is transformed into another type. For example, raw materials - yarn - fabric), diversified.

3) Capacity of production potential (enterprise size)

Based on the power of production potential, enterprises are divided into three groups: small, medium and large. The classification is based on the following characteristics: number of personnel, cost volume of production, cost of means of production.

Various standards are used to group enterprises by capacity. In the Russian Federation, small enterprises are distinguished by number: in industry up to 100 people, in agriculture up to 60 people, in retail trade up to 30 people, in other enterprises up to 50 people.

For other criteria, industry standards are used.

4) Nature of activity

Based on the nature of production, enterprises producing material goods (goods) and services are distinguished.

By purpose finished products enterprises are divided into enterprises producing means of production and those producing consumer goods.

5) Scale of production of similar products

Based on the scale of production of similar products, enterprises with mass, serial, and single production are distinguished. The type of production is determined by the coefficient of consolidation of operations or the coefficient of serial production: mass production (from 1 to 3), large-scale (4-10), medium-scale (11-20), small-scale (20-40), single (more than 40).

A characteristic feature of mass production is the production of similar products of a limited range in large volumes for a long time. Mass production uses marketing aimed at large market segments. A narrow range of products allows us to keep the cost of production, storage and transportation low.

6) Dominant factor of production

Based on the dominant factor, enterprises are divided into labor-intensive, capital-intensive, material-intensive, and knowledge-intensive.

Enterprises are also classified according to their form of ownership, organizational and legal form.

According to the form of ownership, enterprises are divided into private ones, which can exist in the form of independent firms or associations and their components; state-owned, including municipal and mixed, where the state owns the majority of capital and or plays a decisive role in management.

7) Objectives of introducing a new information system

8) Budget for the purchase of an information system

After determining the criteria of the enterprise, it is necessary to determine the criteria that our IP must have:

1) IS functionality, i.e. availability of functions that provide a solution various tasks. There are two types of functionality:

Universal functionality, little dependent on the specifics of a particular production - “warehouses”, “contracts”, “finance”, “personnel”, etc.;

Specialized functionality closely related to production - “technology”, “products”, “production”, “dispatching”, etc.

2) organization of a unified information space (UIS). It is defined:

The language for presenting information in the IS and its expressive capabilities;

Means of presenting generalizations and enlargements;

The fundamental ability to present and process metainformation;

Means of displaying in the IS all significant relationships between individual components of information;

Semantics support tools;

The degree of intelligence of information search and analysis tools.

The absence of any of the listed components in the development of the UIP or their insufficient development leads to a significant complication of the UIP itself and all applied algorithms.

3) Adaptability and developability of IS.

System adaptability is the ability to customize its functionality in accordance with the requirements of a specific enterprise.

4) Possibility of phased implementation.

Information systems are quite expensive. For some enterprises, it will be much easier to buy and implement it in parts: first, the minimum functionality or a separate module is purchased, then later new modules are connected according to the requirements of the enterprise. Purchasing minimum functionality allows you to evaluate the IP for compliance with the requirements.

1.2 Selecting Process Simulation Software

To make the model as readable as possible, it is important to choose the right software for modeling processes. From all the variety of software, AllFusion Process Modeler 7 (BPWin) was chosen.

BPWin is a tool for modeling, analysis, documentation and optimization of business processes. AllFusion Process Modeler 7 can be used to graphically represent business processes. A graphically presented diagram of work execution, information exchange, and document flow visualizes the business process model.

AllFusion Process Modeler 7 (BPwin) is effective in projects related to the description of existing enterprise databases, reorganization of business processes, and implementation of a corporate information system. The product allows you to optimize the activity of an enterprise and check it for compliance with ISO 9000 standards. ISO 9000 is a series of international standards that describe the requirements for the quality management system of organizations and enterprises. The product also allows you to design your organizational structure, reduce costs, eliminate unnecessary operations and increase efficiency.

The product is based on generally accepted modeling methodologies, such as IDEF0, IDEF3, DFD. The IDEF0 methodology, in turn, is recommended for use by the State Standard of the Russian Federation and is a US federal standard. The simplicity and clarity of Process Modeler models simplifies mutual understanding between all process participants. The prevalence of AllFusion Process Modeler 7 itself allows you to coordinate functional models with partners in in electronic format. AllFusion Process Modeler 7 (BPwin) was created by Computer Associates.

1.3 ModelAS-IS

To describe business processes in BPWin, the AS-IS and TO-BE models are used.

The AS-IS model is an “as is” model, i.e. model of an already existing process/function. Process surveys are an essential part of any system creation or development project. The construction of an AS-IS functional model allows you to clearly record what processes are carried out at the enterprise, what information objects are used when performing functions at various levels of detail. The shortcomings found in the AS-IS model are corrected by creating a TO-BE model (as it will be), i.e. models of new organization of processes in the enterprise.

As part of this work, the enterprise analysis process was modeled.

Figure 1. A-0 Context Diagram (AS-IS Model)

In Fig. 1 shows a context diagram of type IDEF0. An IDEF0 type diagram consists of activities and arrows. Works are depicted as rectangles.

Arrows describe the interaction of works and represent some information. The diagram above shows four types of arrows:

1) Output - material or information that is produced by work. Each job must have at least one exit arrow. Work without results has no meaning and should not be modeled. The exit arrow is drawn as emanating from the right edge of the work.

2) Input - material or information that is transformed by work to obtain a result (output). It is allowed that the work may not have a single entry arrow. Each type of arrow approaches or leaves a specific side of the rectangle representing the work. The entry arrow is drawn as entering the left edge of the work.

3) Management - the rules, policies, procedures or standards that guide the work. Each job must have at least one control arrow. The control arrow is drawn as entering the top edge of the work. Management influences work, but is not transformed by work.

4) Mechanism - resources that perform the work, for example, enterprise personnel, machines, devices, etc. The arrow of the mechanism is drawn as entering the lower edge of the work. At the discretion of the analyst, the arrows of the mechanism may not be depicted in the model.

So, in Fig. 1 shows that the work “Enterprise Analysis” has one input “Financial indicators”, three control arrows “Formula of indicators of economic efficiency”, “Rules and procedures” and “Enterprise criteria”, two output arrows “Suitable IP” and “Effect of implementation ”, and one arrow of the “Team of Analysts” mechanism. Now let’s take a closer look at why this particular model was created.

The “Financial indicators” arrow contains the financial indicators of the enterprise for certain period time. After the implementation of the information system, this information will undergo changes, which will be reflected in the “Implementation Effect” exit arrow.

The control arrows do not undergo any changes, but this information guides the operation. Everything also seems clear with the arrow of the mechanism. As a result, we get the most suitable IS and the effect of its implementation.

Figure 2. A0 decomposition diagram (AS-IS model)

Next, we decomposed the work. Decomposition is a process when we break one job into several. The work “Enterprise Analysis” was divided into 3 works: “Collection of information about the enterprise”, “Computing complex” and “Search for the optimal IS”. The works are connected by arrows. Arrows describe the interaction of works with each other. Thus, the works “Collecting information about the enterprise” and “Computing complex” are connected by the arrow “Financial results”. This arrow is located at the exit from the first work and at the entrance to the second.

In Fig. Figure 2 shows the process of enterprise analysis. It is constructed as follows. First, information about the enterprise is collected. As a result, we get the financial results and criteria of the enterprise that we need to determine the optimal IP. Financial results are processed by a computer complex and the output is indicators of economic efficiency (arrow “Financial indicators”), which are used in the work “Search for the optimal IS” for comparison. The criteria of the enterprise are also sent to the same work. Then, after selection according to the criteria from the third work, the most suitable IS are sent to the second to calculate the effectiveness of implementation. Then, at the end of the second job, the enterprise receives the effect of implementing one or another system, and the team of the third job points to the most suitable information system or systems.

Figure 3. A1 decomposition diagram (AS-IS model)

Next, the work “Collecting information about the enterprise” was decomposed. No new arrows have been added here, but it is clear that the work has been divided. Some were collecting criteria for selecting IP, others were collecting financial results enterprises.

Figure 4. Decomposition diagram A3.1 (AS-IS model)

As can be seen in Fig. 4, the decomposition diagram is different from those we looked at earlier. This is an IDEF3 type diagram.

An IDEF3 type diagram is more suitable for describing the logic of interaction of information flows. Also called workflow diagramming, is a modeling methodology that uses a graphical description of information flows, relationships between information processing processes and objects that are part of these processes. Workflow diagrams can be used in business process modeling to analyze the completeness of information processing procedures.

This diagram consists of activities, link objects and connections. The works are still depicted in a rectangle. Connections are arrows that show the relationship between jobs.

All connections in IDEF3 are unidirectional and can be directed anywhere, but usually they try to direct connections from left to right. IDEF3 distinguishes three types of arrows representing connections.

Senior - a solid line connecting units of work, drawn from left to right or top to bottom and shows that the source work must end before the target work begins;

Relationships - a dotted line used to depict relationships between work units, as well as between work units and reference objects;

Object flows, a double-headed arrow, are used to describe the fact that an object is used in two or more units of work, such as when an object is generated in one work and used in another;

To display the interaction logic when merging and branching arrows, IDEF3 uses so-called intersections. The types of intersections are presented in Table 1.

Table 1. Types of intersections

Designation	Name	The meaning in the case of merging arrows	Meaning in case of branching arrows
	Asynchronous AND	All previous processes must be completed	All the following processes must be running
		All preceding processes are completed at the same time	All the following processes run simultaneously
		One or more preceding processes must be terminated	One or more of the following processes must be running
		One or more predecessor processes terminated simultaneously	One or more of the following processes are running simultaneously
	XOR (Exclusive OR)	Only one previous process completed	Only one next process starts

In Fig. Figure 4 shows how the search for the optimal IC is carried out.

So, the AS-IS model shows how the division of work occurs. We can conclude that this is a long and complex process. To solve large and complex problems, man invented a computer so that it could solve these problems as quickly and accurately as possible. This is where the idea of creating an expert system that would select IP for an enterprise arose.

2. IC selection problem

2.1 Selecting an IP for an enterprise

The very first question facing the management of an enterprise is whether they need an information system. If this is a small enterprise with a small budget, first of all you should find out whether the introduction of IP will have beneficial consequences or whether a lot of money will be spent, but the effect will not cover such costs.

If it was decided that an information system is still needed, the second question arises: “Buy or develop.” Everyone has different opinions on this, but one thing is for sure, it all depends on the criteria of the enterprise. If it is a small or medium-sized enterprise, then purchasing rather than developing is usually more appropriate. If this is a large enterprise, then development can be cheaper, and the effect of implementation will be much higher, however, this does not always have to be this way.

It also depends on the specifics of production. A typical enterprise will be more suited to a ready-made solution, rather than a typical one - one developed for the enterprise.

If you still develop an IP, you need to take into account that there are several ways. The first is the recruitment of employees and the creation of a department for development. This method is distinguished by its high cost, however, such a system will be very flexible, since it will be constantly improved and adapted to the needs of the enterprise. This system is most suitable for large enterprises, with atypical production, or with the provision of a different range of services. The second way is to order IP from a software development company. Suitable for medium-sized businesses. The advantage is that there will be no need to hire a department of programmers for development, which will cost the company much less. The downside is less flexibility than the first method. Now, in order to finalize the system, you need to contact the developers again and again pay money, which, by the way, is not endless.

It turns out that in order to implement an IS you need to conduct a considerable analysis, weigh all the pros and cons, pros and cons, and also focus on the budget. That is why a serious approach to choosing an information system is so important. Next, we will consider several finished products that are present on Russian markets.

2.2 Analysis of ready-made IPs

The Russian market is accustomed to dividing information systems into domestic and foreign ones. This division is completely justified. The fact is that Russia began to develop software relatively recently. Due to lack of experience, domestic systems do not differ best quality unlike foreign ones, however, this is covered by a lower price than that of foreign competitors. Let's look at some of the most popular systems in these categories.

1. Domestic IP

1C: enterprise.

The 1C: Enterprise software system includes a platform and application solutions developed on its basis to automate the activities of organizations and individuals. The platform itself is not a software product for use by end users, who typically work with one of many application solutions (configurations) developed on the platform. This approach allows you to automate various types of activities using a single technology platform.

Areas of use. The flexibility of the platform allows you to use 1C: Enterprise 8 in a wide variety of areas:

Automation of production and trading enterprises, budgetary and financial organizations, service sector enterprises, etc.;

Support for operational management of the enterprise;

Automation of organizational and economic activities;

Maintaining accounting records with several charts of accounts and arbitrary accounting measurements, regulated reporting;

Wide range of opportunities for management accounting and analytical reporting, support for multi-currency accounting;

Solving problems of planning, budgeting and financial analysis;

Payroll and personnel management;

Galaxy ERP.

Galaxy - ERP system, component complex of business solutions of the Galaktika Corporation. The system is addressed to medium and large enterprises and has wide functionality for information support of strategic planning and operational management tasks.

Galaxy ERP is designed for use in the Russian economy with its specific features: constant changes legislation. According to a review by CNews Analytics, “the advantages of Galaktika include fairly deep integration and clear support of the legislative framework.”

The system has a component structure and consists of functional modules that are combined into circuits.

The system developer provides:

Development and maintenance of relevance tools and standards;

Detailed study of the subject area at stages systems research, systems analysis and systems design;

High-quality and fast software implementation of complex projects through the use of modern methods software development (CASE technologies, etc.);

Technical and methodological support at the stages of system implementation and system operation;

Training users in practical work with the system;

System integration, comprehensive supply of equipment, calculation and installation of networks;

Setting up and upgrading computer and telecommunications equipment;

Consulting services in the design of business processes.

Sail - series software products, designed to automate the activities of organizations in the state and municipal government sectors, as well as commercial enterprises, produced by the Russian company of the same name.

Automation solutions are based on the following fundamental principles:

Modular principle of building a software package;

Platform independence;

Security efficient processing and data protection for the client-server architecture and Oracle DBMS;

Integration with external information systems and applications;

Phased implementation;

Scalability and reliability.

Foreign IP.

Today it is the most popular both in the West and here, CIS. SAP AG ranks third in the world among the largest software companies.

The SAP R/3 system reproduces the organizational structure of the enterprise various types using basic components (“company”, “company code”, “concern”, “business area”), provides support for business processes of economic activity.

The basic module of the system includes:

Monitoring the functioning of the SAP R/3 system;

Installation and configuration of the DBMS;

System maintenance (database updating, user registration, transaction logging, etc.);

Access control system management;

Printing control;

Electronic document management;

Generation of reports; and etc.

Microsoft Dynamics CRM.

Microsoft Dynamics CRM is a customer relationship management software package developed by Microsoft and aimed at organizing sales, marketing and service delivery (help desk).

Key benefits of Microsoft Dynamics CRM:

Convenient user interface;

Full integration with Microsoft Office System;

Powerful data analysis tools;

Ease of business process management;

Monitoring the implementation of assigned tasks;

Low total cost of ownership;

Fast return on investment.

Oracle Siebel CRM.

Oracle Siebel CRM is a customer relationship management system that allows you to build a comprehensive corporate information system that automates front office operations: sales, service, marketing management and relationships with partners; and back-office: analytics, order and personnel management, calculation of employee compensation, etc., as well as integration with any client IT systems.

Benefits of Oracle Siebel CRM:

Modular structure, allowing the company to select only the necessary modules;

Flexibility and extensibility - Siebel's architecture and customization tools allow you to configure the product in accordance with business requirements;

The presence of more than 20 full-featured industry CRM solutions, adapted to the characteristics of specific industries, allows us to reduce the cost of some services in a CRM project.

All of the above is only a small part of the entire IP market. The variety of information systems once again proves that their choice is very, very complicated, so next we will consider the possibility of simplifying the process of choosing an information system.

3. Rsolving the problem of choosing an IP

3.1 The usefulness of using an expert system

So, in the first chapter we described the process of choosing an IS today. As it turned out, this is a very long, complex and costly process. In the age of information technology, all complex and time-consuming problems are usually solved using machine calculations. To solve the problem of choosing an information system, we must teach the system to analyze the enterprise and the implemented information systems. Expert systems are designed to cope with this task.

An expert system (ES) is computer system, capable of partially replacing an expert specialist in resolving a problem situation. Expert systems refer to systems artificial intelligence(AI).

Structure of expert systems:

User interface;

User;

Intelligent knowledge base editor;

Expert;

Knowledge Engineer;

Working (RAM) memory;

Knowledge base;

Solver (inference engine);

Explanation subsystem.

Expert systems can be classified according to two main characteristics: the problem being solved and the connection with real time.

Classification of ES according to the problem being solved:

Data interpretation;

Diagnosis;

Monitoring;

Design;

Forecasting;

Master planning;

Optimization;

Education;

Control;

Debugging.

Classification of ES according to connection with real time:

Static ES are ES, problem solving in conditions of initial data and knowledge that do not change over time;

Quasi-dynamic ES interpret a situation that changes with some fixed time interval;

Dynamic ES are ES that solve problems under conditions of initial data and knowledge that change over time.

Based on the classification, we can assume that the ES we need will be dynamic, and solve problems of optimization, forecasting and monitoring. Designing expert systems is a very complex process, but ideally such a system will give extremely positive results.

3.2 Model TO BE

The shortcomings found in the AS-IS model are corrected by creating a TO-BE model (as it will be), i.e. models of new organization of processes in the enterprise. As part of this work, the process of analyzing an enterprise using an expert system was modeled.

Figure 5. Context diagram A-0 (TO-BE model)

As can be seen in Fig. 1 and fig. 5 are no different. This is not surprising, because ES analysis does not need any additional data to work; it can be guided by what is available. Change comes further when we decompose the work.

Figure 6. A0 decomposition diagram (TO-BE model)

Now we see a more simplified model than in AS-IS (Fig. 2). The fact is that the work of calculations and analysis based on criteria will be performed by an expert system.

The decomposition model A1 is no different from the model in AS-IS, but we will consider model A2 in more detail.

Figure 7. Decomposition diagram A2 (TO-BE model)

Diagram in Fig. 7 is different from the previous ones. The thing is that this is a DFD type diagram. Data Flow Diagramming is the main means of modeling the functional requirements for the system being designed. Requirements are represented as a hierarchy of processes connected by data flows. Data flow diagrams show how each process transforms its inputs into outputs and reveal the relationships between these processes. DFD diagrams are successfully used as an addition to the IDEF0 model to describe document flow and information processing. Like IDEF0, DFD represents the system being modeled as a network of related activities. The main components of DFD are processes or work, external entities, data flows, data storage (storage).

Unlike IDEF0 arrows, which represent rigid relationships, DFD arrows show how objects (including data) move from one job to another. This representation of flows, together with data stores and external entities, makes DFD models more similar to the physical characteristics of the system - the movement of objects, the storage of objects, the delivery and distribution of objects.

External entities represent system logins and/or logouts. External entities are depicted as a rectangle with a shadow and are usually located at the edges of the diagram.

Work flows are represented by arrows and describe the movement of objects from one part of the system to another. Since in DFD each side of the work does not have a clear purpose as in IDEF0, arrows can come in and out of any face of the work rectangle.

Unlike arrows that describe objects in motion, data warehouses depict objects at rest. In material systems, data stores are depicted where objects are waiting to be processed, such as in a queue. In information processing systems, data warehouses are a mechanism that allows data to be stored for subsequent processes.

As can be seen in Fig. 7, the diagram has two works “Intelligent Interface” and “Computing Complex”. Two data stores “database” and “knowledge base”. Three external links “Subject Area”, “Software Analyst” and “Suitable IS”. The result is not a complex model, and the main thing is that the most expensive and long-term work will be performed by the ES.

So, changing the method of analyzing an enterprise to select an information system, through the use of an expert system, will have a very, very favorable effect on the IP market. The use of such a system will reduce time and money costs, as well as increase the accuracy of the analysis.

Zconclusion

In this course work, an analysis of the subject area was carried out. The problems of choosing an IS and solving these problems were identified.

In the first part, we looked at the methods that guide the selection of IP. Also, software was selected for modeling enterprise analysis and an AS-IS model was built, which describes the enterprise analysis for selecting an IS.

In the second part, problems associated with the choice of IS were considered. It became clear that it is very important to understand whether an information system is needed, and if so, what kind of product it will be: ready-made or designed for a specific enterprise. We conducted a small analysis of ready-made IPs and saw the diversity of this market.

In the third chapter, a solution to the problems associated with the choice of IS was proposed. It has been proven that using an expert system to analyze an enterprise will reduce resource costs, as well as increase the accuracy of calculations when choosing an IS. For clarity, a TO-BE model was built to describe the analysis process of an enterprise using an expert system.

The goals and objectives of this work were achieved, namely:

The software chosen to build the model, namely BPWin;

Diagrams like IDEF0, IDEF3, DFD were used;

An AS-IS model has been built that describes the process of enterprise analysis;

A TO-BE model has been built that describes the process of analyzing an enterprise using an ES.

The problem of analyzing the choice of IS is relevant today, as it is associated with some difficulties, and an expert system can improve the process of enterprise analysis.

List of sources

1. Samardak A.S.: Corporate information systems: tutorial. 2003.

2. Pavel Oleynik: Corporate information systems: a textbook for universities.

3. Izbachkov Yu.S., Petrov V.N. Information Systems. 2006.

4. Burtseva E.V. Information systems: textbook. 2009.

5. Giarratano J., Riley G. Expert systems: principles of development and programming. 2007.

6. Corporate information systems at Russian enterprises: what are the problems? [Electronic resource] URL: http://dis.ru/library/detail.php? ID=25554

7. Expert system. [Electronic resource] URL: https://ru.wikipedia.org/

8. What is ERP? [Electronic resource] URL: http://www.erpguru.ru/? id_razdel=287

9. Assessment and selection of IS and IT. General and specific criteria. Examples of domestic IKISP. [Electronic resource] URL: http://studopedia.org/6-59665.html

10. AllFusion Process Modeler 7 (BPwin) [Electronic resource] URL: http://www.interface.ru/home.asp? artId=102

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Problems of choosing an information system

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

Objectively assessing the probability self-development modern management system, we can safely say that it is equal to zero. What has been developed or is currently being developed at Russian enterprises is a reflection of yesterday’s views of the enterprise’s management personnel and requires constant revision. And this is not the fault of the ACS departments, this is an objective process. But, despite this, many domestic companies use their own software products, which are much cheaper and, in rare cases, with proper system development, much more effective than ready-made software products.

If an enterprise decides to focus on ready-made systems, then it needs to decide who to work with, which system to choose - with Russian developers or suppliers ready-made systems leading Western manufacturers.

With all due respect to our developers, we can say with confidence that even if they are able to develop an enterprise management system, it will not be very soon. History of the development of the most popular modern systems management has 20-25 years and many thousands of operating installations. But every installation of the system is not only money for new developments, it is first and foremost Feedback with the client's needs.

Russian developments are still very far from reaching the level of a fully functional system. Having grown out of the automation of the jobs of Soviet accountants, they carry these traces. Having solved the functions of accounting automation, they are only trying to move in the direction of production, personnel management, management decision-making systems, and this is a task in terms of volume incomparable to accounting.

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

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

Criteria for choosing an information system

1. Functionality of the information system;

2. Total cost of ownership;

3. Development prospects;

4. Technical characteristics;

5. Minimizing risks.

· system architecture;

· reliability;

· scalability;

ability to recover;

availability of funds Reserve copy;

· means of protection against technical attacks;

· Possibility of integration with other systems.

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 a one-time loss of money, which significantly affects life cycle systems, as well as long-term and constant leakage of funds.

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

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

· the process of creating a system;

· equipment;

· software;

· staff;

· task management.

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

Topic 8. IP structure

The personnel management service provides new employees with all functional areas of the organization, trains and trains them, and stores personnel-related data. There are four main functions of units involved in personnel management.

Finding and Hiring. Includes preparation and placement of advertisements in the media and employment agencies.
Education and training. While working at the company, employees have the opportunity free training and training in connection with improving their qualifications or changing their functions.
Creation and storage of databases. Special databases are created related to the personnel used, on the basis of which various reports are compiled for interested departments and services.
Dismissal and provision of non-monetary compensation. Over the years of work at the company, employees receive from it such non-monetary incentives as payment for hospitalization, medical insurance, reimbursement of costs for drugs and prosthetics, etc. After retirement from the company, part of the employee’s non-monetary compensation may remain.

The main thing that distinguishes personnel management IS from other functional IS of the organization is the large number of reports and applications created on its basis.

Structure of HR management information system is built on the same principles as the IS structures of other functional areas. It also includes input and output subsystems and a database

Among the input subsystems we again see an accounting subsystem, a research subsystem and an external data subsystem. In most companies, stored personnel data is stored on magnetic computer media. Output subsystems reflect the process of personnel movement through the company.

Input subsystems of personnel management information systems

Accounting IS. The data that HR IS deals with includes accounting and personnel elements.

Personnel data elements are relatively constant and do not carry economic information at their core. This includes such characteristics as last name, first name, patronymic, gender, date of birth, education, number of dependents. These data elements are created when an individual is hired and are retained throughout the individual's time with the company and after retirement.

Accounting Data Elements have an economic nature and are characterized by greater dynamics of change than personnel ones. They include hourly tariff rates, monthly salaries, bonuses, and taxes.

The accounting IS supplies the HR database with accounting data elements about each of the company's employees. On the other hand, the HR IS plays a certain supporting role in the work of the organization's accounting IS, supplying it with the current changes in personnel data necessary for the calculation of salary-related applications.

Research subsystem. Often, HR management systems are faced with tasks whose solutions cannot be found directly in the system database. To solve such problems, special research projects are carried out within the framework of a research subsystem specially created for this purpose. The most important areas of personnel research are the following.

Search for candidates. It is carried out to search among the company’s employees for candidates for a vacant position (for example, due to the retirement of a certain employee).
Requirements development. It is carried out to determine the requirements for employees in terms of knowledge and skills necessary to perform a particular job performed at the company.
Analysis of complaints. It is carried out to identify the reasons for complaints filed by company employees.

External data subsystem serves to collect data related to personnel management from the external environment of the company, including government agencies, trade unions, suppliers, financial institutions, competitors, etc.

Data coming from government agencies, help the company comply with labor laws.
Data from trade unions, assist the company in concluding collective agreements.
Data coming from suppliers. Suppliers in this context are considered to be companies that supply data that facilitates the search for the necessary labor force.
Media data, characterize living conditions (cost of housing, availability of education, medical care and entertainment) in the region. This data helps the company carry out the functions of searching and recruiting workers from other regions and from abroad.
Data coming from financial institutions. Data from banking and non-banking (insurance companies, pension funds, etc.) institutions in a given region largely determine the economic and social living conditions of potential employees of the company.
Data coming from competitors, often provide some assistance in finding new qualified employees from among those working for competitors.

All of this data can be collected using both purely formal (for example, purchasing video text and ads) and informal (but legal) methods.

Database. Data storage in the personnel management systems of large companies is usually carried out on a computer basis. The main databases are built on the basis of a list of company employees and include a large number of characteristics of each of them (Table 3).

Table 3 - Contents of the company's employee database

Data on company employees is usually stored either in central computer company, or in the computer of the personnel management department. To create various reports and applications from this data, HR management information systems widely use standard DBMSs.

Output subsystems of personnel management information systems

Stakeholders typically receive information from HR ISs in the form of periodic reports and responses to queries. In some cases, mathematical models and advice from expert systems are used to obtain the necessary information. In most cases, standard software is used.

The HR management system includes 6 output subsystems that support the development of various applications.

Workforce planning subsystem is associated with the activity of determining the firm's labor needs for the subsequent calendar period. The most popular applications developed within this subsystem are: 1) calculation of labor requirements based on sales forecasts, calculation of required wage costs; 2) development of lists of requirements for employees; 3) modeling the need for labor taking into account alternative possibilities (increasing the degree of automation of work, using the overtime fund, etc.).

Recruitment subsystem includes two main applications: 1) searches and negotiations with external candidates; 2) candidate search research conducted within the company. As practice shows, the first of these applications is more popular among managers.

Labor control subsystem includes the following applications: 1) advanced training; 2) control of suitability for the position held; 3) control of the presence of certain qualifications; 4) disciplinary control of employees.

Payment subsystem includes the following applications: 1) determination of salary dynamics; 2) determination of payments for length of service; 3) determination of additional payments to management; 4) determining various types of insurance, purchasing medications, using company vehicles, etc.

Compensation subsystem contains a number of applications that determine the employee’s contribution to the success of the company and establish the procedure for forming his pension fund, as well as the use of various types of insurance and compensation.

External reporting subsystem serves to create reports for government and trade union organizations on the company's compliance with labor legislation and the terms of employment contracts.

It should be noted that in practice, the development of various applications within the framework of the listed output subsystems of the personnel management system has high degree integration, when the results of calculations for one application are used as input data for another. In general, it should be noted that the introduction of computer technology in the field of personnel management is significantly delayed compared to other functional areas of IS use.

Topic 2. Criteria for choosing an information system

The criteria for an information system for an enterprise or organization may be different, among which, in my opinion, may be the following:

Functionality of the information system;

Total cost of ownership;

Development prospects;

Specifications;

Minimizing risks.

The functionality of the system is understood as its compliance with those business functions that already exist or are just planned for implementation in the organization. For example, if the organization's goal is to reduce financial losses by reducing defects, the selected system should ensure automation of the quality control process.

Usually, to determine whether a system meets the put forward functional requirements, it is enough to have a clear understanding 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 selecting a system are not available, then they are included in the stage of preparing the initial data for selecting a system. To carry out work of this scale, it is necessary to have quite large number employees, but since it does not make sense to constantly maintain such staff at the enterprise, it seems most appropriate to invite external consultants.

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

Total cost of ownership is a relatively new concept. It refers to the sum of direct and indirect costs borne by the owner of the system during its life cycle.

It is necessary to clearly define the life cycle of each of the proposed systems, which includes the life time of the existing system, the time to design a new one, the time to purchase components and implement the 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 the sum of all direct and indirect costs.

Development prospects are laid down in the system by the system supplier and the set of standards to which 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 share it occupies in the market, and how long it has existed on the market.

Understanding the technical specifications is the best way to ensure that the system meets its intended purpose. TO technical specifications can be attributed:

system architecture;

reliability;

scalability;

ability to recover;

Availability of backup tools;

means of protection against technical attacks;

Possibility of integration with other systems.

It also depends on the specifics of production. A typical enterprise will be more suited to a ready-made solution, rather than a typical one - one developed for the enterprise.

Analysis of ready-made IPs

The Russian market is accustomed to dividing information systems into domestic and foreign ones. This division is completely justified. The fact is that Russia began to develop software relatively recently. Due to a lack of experience, domestic systems are not of better quality than foreign ones, but this is covered by a lower price than that of foreign competitors. Let's look at some of the most popular systems in these categories.

1. Domestic IP

1C: enterprise.

Areas of use. The flexibility of the platform allows you to use 1C: Enterprise 8 in a wide variety of areas:

Automation of production and trading enterprises, budgetary and financial organizations, service sector enterprises, etc.;

Support for operational management of the enterprise;

Automation of organizational and economic activities;

Maintaining accounting records with several charts of accounts and arbitrary accounting measurements, regulated reporting;

Wide range of opportunities for management accounting and analytical reporting, support for multi-currency accounting;

Solving problems of planning, budgeting and financial analysis;

Payroll and personnel management;

Galaxy ERP.

Galaktika is an ERP system, an integral part of the complex of business solutions of the Galaktika Corporation. The system is addressed to medium and large enterprises and has wide functionality for information support of strategic planning and operational management tasks.

Galaxy ERP is designed for use in the Russian economy with its specific features of constant changes in legislation. According to a review by CNews Analytics, “the advantages of Galaktika include fairly deep integration and clear support of the legislative framework.”

The system has a component structure and consists of functional modules that are combined into circuits.

The system developer provides:

Development and maintenance of the relevance of tools and standards;

Detailed study of the subject area at the stages of system research, system analysis and system design;

High-quality and fast software implementation of complex projects through the use of modern software development methods (CASE technologies, etc.);

Technical and methodological support at the stages of system implementation and system operation;

Training users in practical work with the system;

System integration, comprehensive supply of equipment, calculation and installation of networks;

Setting up and upgrading computer and telecommunications equipment;

Consulting services in the design of business processes.

Parus is a series of software products designed to automate the activities of organizations in the state and municipal government sectors, as well as commercial enterprises, produced by the Russian company of the same name.

Automation solutions are based on the following fundamental principles:

Modular principle of building a software package;

Platform independence;

Ensuring efficient processing and data protection for the client-server architecture and Oracle DBMS;

Integration with external information systems and applications;

Phased implementation;

Scalability and reliability.

Foreign IP.

Today it is the most popular both in the West and here, CIS. SAP AG ranks third in the world among the largest software companies.

The SAP R/3 system reproduces the organizational structure of an enterprise of various types using basic components (“company”, “company code”, “concern”, “business area”), and provides support for business processes of economic activity.

The basic module of the system includes:

Monitoring the functioning of the SAP R/3 system;

Installation and configuration of the DBMS;

System maintenance (database updating, user registration, transaction logging, etc.);

Access control system management;

Printing control;

Electronic document management;

Generation of reports; and etc.

Microsoft Dynamics CRM.

Microsoft Dynamics CRM is a customer relationship management software package developed by Microsoft and aimed at organizing sales, marketing and service delivery (help desk).

Key benefits of Microsoft Dynamics CRM:

Convenient user interface;

Full integration with Microsoft Office System;

Powerful data analysis tools;

Ease of business process management;

Monitoring the implementation of assigned tasks;

Low total cost of ownership;

Fast return on investment.

Oracle Siebel CRM.

Benefits of Oracle Siebel CRM:

Modular structure, allowing the company to select only the necessary modules;

Flexibility and extensibility - Siebel's architecture and customization tools allow you to configure the product in accordance with business requirements;

The presence of more than 20 full-featured industry CRM solutions, adapted to the characteristics of specific industries, allows us to reduce the cost of some services in a CRM project.

List of criteria for choosing an information system. Criteria for choosing a database when creating information systems

Conclusion about the criterion approach.

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