ISSN 2790-0886
В Е С Т Н И К
АЛМАТИНСКОГО УНИВЕРСИТЕТА ЭНЕРГЕТИКИ И СВЯЗИ
Учрежден в июне 2008 года
Тематическая направленность: энергетика и энергетическое машиностроение, информационные, телекоммуникационные и космические технологии
1 (60) 2023
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Министерством информации и общественного развития Республики Казахстан
Подписной индекс – 74108
Бас редакторы – главный редактор Стояк В.В.
к.т.н., профессор
Заместитель главного редактора Жауыт Алгазы, доктор PhD Ответственный секретарь Шуебаева Д.А., магистр
Редакция алқасы – Редакционная коллегия
Главный редактор Стояк В.В., кандидат технических наук, профессор Алматинского Университета Энергетики и Связи имени Гумарбека Даукеева, Казахстан;
Заместитель главного редактора Жауыт А., доктор PhD, ассоциированный профессор Алматинского Университета Энергетики и Связи имени Гумарбека Даукеева, Казахстан;
Сагинтаева С.С., доктор экономических наук, кандидат физико-математических наук, профессор математики, академик МАИН;
Ревалде Г., доктор PhD, член-корреспондент Академии наук, директор Национального Совета науки, Рига, Латвия;
Илиев И.К., доктор технических наук, Русенский университет, Болгария;
Белоев К., доктор технических наук, профессор Русенского университета, Болгария;
Обозов А.Д., доктор технических наук, НАН Кыргызской Республики, заведующий Лабораторией «Возобновляемые источники энергии», Кыргызская Республика;
Кузнецов А.А., доктор технических наук, профессор Омского государственного технического университета, ОмГУПС, Российская Федерация, г. Омск;
Алипбаев К.А., PhD, доцент Алматинского Университета Энергетики и Связи имени Гумарбека Даукеева, Казахстан;
Зверева Э.Р., доктор технических наук, профессор Казанского государственного энергетического университета, Российская Федерация, г. Казань;
Лахно В.А., доктор технических наук, профессор Национального университета биоресурсов и природопользования Украины, кафедра компьютерных систем, сетей и кибербезопасности, Украина, Киев;
Омаров Ч.Т., кандидат физико-математических наук, директор Астрофизического института имени В.Г. Фесенкова, Казахстан;
Коньшин С.В., кандидат технических наук, профессор Алматинского Университета Энергетики и Связи имени Гумарбека Даукеева, Казахстан;
Тынымбаев С.Т., кандидат технических наук, профессор Алматинского Университета Энергетики и Связи имени Гумарбека Даукеева, Казахстан.
За достоверность материалов ответственность несут авторы.
При использовании материалов журнала ссылка на «Вестник АУЭС» обязательна.
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ИНФОРМАЦИОННЫЕ,
ТЕЛЕКОММУНИКАЦИОННЫЕ И КОСМИЧЕСКИЕ ТЕХНОЛОГИИ
УДК 681.518 https://doi.org/10.51775/2790-0886_2023_60_1_163
MANAGEMENT OF THE PROCESS OF DESIGNING MULTI-STREAM BUSINESS PROCESSES
V.V. Serbin, A.A. Zhanalinova ⃰
International university of information technologies, Almaty, Kazakhstan е-mail: [email protected], [email protected]
Abstract. This article contains key recommendations based on scientific achievements in optimizing management methods for multi-threaded business processes in modern enterprises. In particular, because of the research, an efficient software-oriented hierarchical structure with a chain of logical connections was developed, allowing for the control of business processes. The aim of the study is to analyze the directions of optimization of the main and auxiliary business processes of a production enterprise to improve the value creation chain of the product in the business model of modern production. The article contains a relevant critical analysis for a better understanding of the goals and tasks of the software complex in the context of planning and allocating resources to solve further tasks. The result of the conducted research is the development of an innovative model for managing multi-threaded business processes in a modern enterprise based on the BPMN 2.0 (Business Process Model and Notation) protocol. The practical significance of the work consists in designing a high-quality model with its subsequent application in the context of digitalization and optimization of business process management systems (for example, in relation to increasing degrees of organizational efficiency and improving conditions for time management in a commercial enterprise). This article argues that based on the BPMN 2.0 protocol, the most effective opportunity is presented to establish a maximally productive enterprise management system in the context of the significance of time management principles and organizational efficiency. The scientific novelty of the work lies in the formation of the main parameters of modeling the system and schemes for managing multi-threaded business processes within the framework of the BPMN 2.0 protocol.
Keywords: multi-threaded business processes, enterprise management, organizational efficiency, management.
Introduction
Setting up a profitable or at least break-even production process in the short term is an important problem for modern enterprises. Managing the design of various business processes is of interest in terms of optimizing the workflow and creating comfortable conditions for the functioning of material potential and human resources. The importance and relevance of this topic is due to the exacerbation of the economic, financial, and energy situation. Many enterprises go bankrupt or are forced to cease their economic activities due to the inability to optimize business processes and manage them correctly. In addition, the relevance of managing various processes is based on the need for modern managers to control company resources discreetly and remotely, as this will allow for convenient use of available working time. This will lead to the optimization of conditions for time management for individual teams of a particular project, including the correct scheduling of control work.
Whenever there are questions about accelerating, optimizing, scaling, or making a business more flexible, owners are ready to initiate fundamental changes and progress - that's when you should consider using a BPM model. Most companies already have their business processes described in some way. They are often either in the minds of employees or, in the best case, written down on paper. It takes several months of work from multiple departments and a huge number of resources to create this large, complex, and cumbersome set of documents. Then, after just a few months, everyone forgets about the document and continues performing the same chaotic functions as before. All of this not only does not contribute to implementing a strategy of change, but also slows down and makes the work of each department unbearable.
Companies need to make constant modifications and changes to grow or continue to stay at the same level,
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for example, to maintain sales performance. This applies to changes in customer interaction processes, changes in production, or delivery of materials. The skill of adaptation is especially relevant for companies operating in rapidly changing markets. And the processes of a company must be adapted first and foremost.
A process is a set of all actions necessary to achieve a goal and result. All company processes can be classified according to 2 main criteria: processes related to localization - related to designing interaction architecture that permeates the entire company and may cross the boundaries of several structural departments, interacting with customers or contractors; processes related to added value - generating the company's revenue.
It should be noted that resources, tools, and procedures are necessary to change any process, through which a project can be launched and controlled. Clearly defined rules and standards are also required to ensure that the process is executed properly. If we are talking about digitization, every process that affects profit or support processes must be described in the BPMN standard. The BPMN standard is the most modern format for describing business processes, formed at the intersection of business and IT technologies.
It is a direct link between processes and the tools through which they operate [14]. Texts and IDEF diagrams are no longer as effective for the purposes of detailed activity modeling and automation.
The works of the following scientists are dedicated to the study of business process optimization and the design of modern management systems in enterprises: Borisov A., Gordeev M., Gurova V., Duma O., Repin V., Sharov O., Shveyder Yu., Weske, M. [9], Corradini F. [10], Taramona, S., Vakili, P., Dijkman, R.
M. [11], Huang, Y. [12] and others. In their works, attention is paid to the problems of managing diverse business processes of modern enterprises, developing strategies for overcoming crisis phenomena, considering resource management technologies based on the use of ERP systems, and describing errors that arise in the process of optimizing the value creation chain of a company. However, given the intensification of contradictions arising globally, deepening knowledge in the field of optimizing main and support processes of production enterprises becomes especially important to eliminate unnecessary processes from the chain and acquire competitive advantages in the market.
The purpose of the article is to investigate the directions of optimization of main and support business processes of a production enterprise to improve the value creation chain of a product in the business model of modern production.
Methods
The text describes the use of critical analysis and synthesis methods to achieve the goal of optimizing modern multi-stream business processes in a production enterprise. The article emphasizes the value of the methodological developments of scientists who have identified the need to control business model strategies to achieve an effective balance between practical and theoretical research frameworks. Additionally, the article utilizes information visualization methods and includes graphical interpretations in the form of business process management models.
Results
As a result of the research, the architecture and structure of the external and internal conceptual model were developed, allowing for the control of methods and tools for managing multithreaded business processes in the enterprise to achieve functional optimization of logical connections and functional system parameters. The study of the process of designing a multithreaded business process became the reason for further development of the tasks set and the development of promising means for optimizing management systems and organizing the work of the company.
Figure 1 shows a diagram for designing and describing the "as-is" and "to-be" business process.
According to this design scheme and problem definition, the models will be divided into fractal models and multiple levels to identify "problem areas".
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Figure 1. Diagram «as is (as-is) » and «will be (to-be) »
The following formula is derived from this diagram:
𝑀𝐴𝑆−𝐼𝑆 = 𝐸𝐶𝑀𝐵𝑃 ∪ 𝐼𝐶𝑀𝐵𝑃 ∪ 𝐿𝑀𝐵𝑃 ∪ 𝐶𝑀𝑆𝑃𝑖∪ 𝐿𝑀𝑆𝑃𝑖∪ 𝑀𝑀𝑆𝑃𝑖∪ 𝑆𝑀ℎ𝑖𝑗𝑘 (1)
where:
1) 𝑀𝐴𝑆−𝐼𝑆 is a model without designing business processes in a symbolic form and includes the following private ones.
2) 𝐸𝐶𝑀𝐵𝑃 - External conceptual model of a business process of a common problem area.
3) 𝐼𝐶𝑀𝐵𝑃 – Internal or local conceptual model of the business process of the local problem area.
4) 𝐿𝑀𝐵𝑃 – A logical model of a business process, consisting of special processes as part of a business process of a local problem area.
5) 𝐶𝑀𝑆𝑃𝑖 - Conceptual model of the i-th specialized process of the local problem area.
6) 𝐿𝑀𝑆𝑃𝑖 - Logical model of the i-th specialized process of the local problem area.
7) 𝑀𝑀𝑆𝑃𝑖 – metamodel or operator model of the i-th special process, which is described using BPMN/BPEL, which in turn has a similar fractal (split) model.
8) 𝑆𝑀ℎ𝑖𝑗𝑘 – h-th service (service model) of the i-th group of services of the j-th metamodel, i.e. for the j-th special process of the k-th local problem area.
Based on the above formula, each business process consists of a local problem that is part of specialized processes. Therefore, it can be assumed that individual models of operational processes are interconnected. After designing these individual models, new processes and corresponding models are generated.
The internal model of the "as-is" and "to-be" business process for application submission is presented in Figure 2. In the first "as-is" diagram, we see that a non-expert employee is the main specialist processing the application, which affects their work time since they are not competent in all the areas required for application processing.
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Figure 2. Internal concept model
Additionally, the "to-be" diagram, which was transformed and modernized from the "as-is" process, is presented below. In this new structure, the client submits the application and selects a specific area/department. This approach only involves using the work time of employees who are competent in the specific area.
During the examination of the business process in Figure 2, a local problematic area was identified, which is presented in Figure 3. When setting the task, it was challenging since all tasks were supposed to be considered by the managers. For this reason, in the diagram presented in Figure 3 "to-be", all tasks are delegated according to the key tasks in the job.
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Figure 3. Local problem area
So, as part of this study, a program has been developed in which all employees will have access to make changes. In the event of identifying a local problem in the metamodel, a task will be created and then the task will be analyzed and prioritized.
In the development of this program, the entire business process will correspond to all the requirements described above, namely, the current business process is observed, managed, and controlled by all participants in the process. Each participant in the process can make their own adjustments and modernize the process (BPMN 2.0 notation).
Thus, this project allows the optimization of diverse business processes and their management to be established and simplified in the enterprise. The transition process to automated systems, which is not described, is a waste of money and time. Before implementing BPM methods and using IT tools, companies need to understand how the process works: inputs, outputs, resources; define the type of work performed:
manual, automatic, semi-automatic, pure creative; agree on the decision-making algorithm based on which data is collected. All these issues need to be formalized and described. After standardizing these functions, the question of using IT tools to manage processes can be considered.
BPMS - Business Process Management Suite (System) - is the link between business and IT technologies. After the BPMN (Business Process Model and Notation) standard was developed to synchronize IT and business, BPMS systems appeared. This is the next step in development after the implementation of automated customer relationship management (CRM) and enterprise resource planning (ERP) systems. It should be noted that this is not an alternative to CRM and ERP, but a mechanism for their evolution.
BPMS is a package, a class of software products for managing business processes, implementing the following tasks: 1. Organizing staff interaction within formalized actions. 2. Orchestrating the functioning of different software products within formalized processes. 3. Formalization, analysis, control, and optimization of organization's business processes. 4. Application of process standards and formalization (BPMN/DMN/CMMN), which allows to align business and IT.
BPMS automatically translates the process drawn in BPMN into code, after which the code is transformed into real tasks for real employees. The output is a working process that is created without human involvement. Business analysts, management, or owners of business processes formalize the business model and detail it as much as necessary, often down to the level of elementary functions. For example, a factory worker moves products along a clearly defined route. The work can also be performed not by a human, but by a system and be algorithmized. BPMS consists of the same modules that exist in the BMPN model. They are responsible for: drawing processes, assigning tasks to personnel (BMPS integrates with any other software products, receives and transmits data), task execution control (KPI of processes and execution dynamics), and work optimization (determine where problems or other discrepancies arise in the process).
BPMS is a layer on top of all other systems that shows the coherence of all company processes. It is implemented for automating individual processes or managing the entire company. The low code iBPMS Camund software package allows for the practical implementation of the BPM concept from process
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development to optimization. In Camund, you can fully visualize the real business processes of any organization.
Discussion
Business processes refer to a set of interconnected actions that, using appropriate technologies, enable the transformation of inputs (resources) into outputs (results) that have value for consumers and contribute to the growth of a company [1, p.148]. Adding optimization parameters allows for the refinement of management systems for various business processes. An optimal business process is one that achieves business goals formulated in terms of quantitative indicators used as optimization criteria [2, p.4]. In general, a manufacturing company has the following set of business processes: core business processes, auxiliary management processes, and development processes. Core business processes include a range of processes that involve the creation of a product or service, that is, added value that provides value to the consumer.
On modern enterprises, the use of a process approach has become their competitive advantage. To implement the application of this concept, business process management is carried out. The concept of
"business processes" is not new, scientists and practitioners give different definitions of it. In general, business processes are a set of actions taken to transform the input resources of the enterprise into "output" in the form of finished products or services to meet the needs of consumers. The division of processes depending on their functional purpose helps in implementing these stages. According to this approach to the classification of business processes, they are divided into core, supporting, management, and development processes. The foundation of business processes should be development processes since the process approach, oriented towards continuous improvement, allows for adaptation to changing conditions in the external and internal environment. Management business processes should be at the top, meaning that each process should be managed to achieve the planned results. To obtain complete information on the state and effectiveness of the existing model, a range of tools is used to assess effectiveness. Among them are analytical tools (ABC, KPI analysis) and complex tools (Lean production, Zero defects, Kaizen). Based on the assessment, a new business system is built. In general, the process of building and managing processes is a complex task, so for convenience, programs based on such modeling methodologies and languages as SADT, IDEF, BPMN, and ARIS are used in enterprises, allowing for the automation of building, and managing business processes based on standards, and enabling the analysis of business systems.
The management system of a company represents the processes for managing the activities of the company, within which various business processes represent an increased interest from the perspective of organizing planning, accounting, control, and regulation of core and auxiliary business processes. From the standpoint of creating added value, such processes should be classified as auxiliary because they also ensure the effective flow of core processes. Development processes are separate and belong to auxiliary processes since their task is to ensure the development of the company and its product in the long term.
The developed model for optimizing business process management activates the value creation chain and can combine main and auxiliary processes of the company into a single circuit. Within the model, the value of the final product for the end consumer significantly increases in the product value creation chain, and they are willing to pay for a quality result. As noted by A.V. Gurova and A.I. Sadekov, optimization of designing modern management systems for multi-threaded business processes is highly relevant for companies that provide customer service based on a branched network of branches. These are primarily distributors, service companies, retail chains, etc. [3, p. 77]. To improve the general functional parameters and logical connections within the system, the authors suggest establishing links between extra and intra in relation to the proposed variations in relationships between distributors and suppliers for functional differentiation between the components and characteristics of the final product [13]. Overall, optimization makes it possible to describe and coordinate all business processes present in the enterprise for the purpose of their regulation, that is, the definition of the responsibility zones of each worker or unit to eliminate conflicts within the company, which will ensure the efficiency of the organizational potential. Only frequently repeated business processes should be optimized. Optimization is relevant in the case of: - the need to increase the transparency of the company; - change of management of the enterprise; - sale of the enterprise; - mergers of enterprises, etc.
Let us consider a number of the main mistakes made by leaders and managers in the framework of designing management systems for multi-threaded business processes during their optimization, especially in the conditions of exacerbated economic and epidemiological situations: - refusal or "freezing" of some projects aimed at the development of the enterprise, since the market situation will change, and development will have to be accelerated, which will lead to additional costs and possible loss of consumers, market share,
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etc. [15]; - lack of foresight and closure of some areas of activity that are currently unprofitable, without waiting for the return on investment; - saving on the salaries of key employees, reducing bonuses and other additional payments; - reducing the staff by dismissing or transferring them to a shortened working day [4, p.
217]. To the expected results of optimizing the business processes of the enterprise should be attributed:
reducing the time for performing the entire business process, provided by reducing the time for each partial process, through the implementation of the principle of their parallel execution and typing, because as practice of leading US companies shows, the implementation of these measures contributes to reducing the time for executing business processes by 20-200 times [5, p. 72]; reducing the downtime between operations of the main business process. The need for high-quality optimization of schemes for managing multi- threaded business processes is subject to constant improvement and ideal development.
The use of these tools allows for a comprehensive examination of business processes, timely identification of deficiencies that need to be addressed, and identification of the strengths of the enterprise that can be used to develop business processes. Based on the evaluation of business processes in enterprises, modeling is carried out. In practice, modeling is used for decision-making and building business processes.
In modern literature, scientists define several approaches to defining the concept of "business process modeling." Business process modeling is defined as [6, p. 288]: - the process of describing the business processes of enterprises, allowing managers to determine what work employees are doing, and employees to determine what work their colleagues are doing and what the result of their activities will be. - an effective way to find ways to optimize enterprise activities, allowing for the determination of how the enterprise should function as a whole and how employee activities should be organized. - a tool that allows for the prediction, timely identification, and minimization of risks that arise at various stages of company activity.
The goal of modeling business processes in enterprises is to formalize the business system and visualize it.
This can be done in text, tabular, and symbolic form [7, p. 133]. The variety of ways information is presented allows for the maximum result in terms of distinguishing between the form and content of business processes. Providing logical connections in functional relationships allows for the maximization of the benefits of automatic data processing in databases [8]. The most effective form is graphical, as it is more convenient for analytical processing of information. The models formed must reflect the structure of the business system of the enterprise, a detailed description of the business processes, their interrelationships, and sequence.
The solution to this complex problem in modern enterprises is modeling business processes using special information systems and standards. Users of special programs and standards can manage the implementation of each stage, access information about the current state of business processes, and model them. The methods of modeling business processes have evolved along with the development of the process approach and IT technologies. The process can be roughly divided into the following stages:
Initially, simple graphical methods were used to model business processes, such as block diagrams and Petri nets, to establish approximate graphs.
Modeling business processes was carried out based on special methodologies, such as SADT, IDEF, and DFD. The SADT methodology (Structured Analysis and Design Technique) is based on classical principles of system design methodology for developing software and building an information system.
Subsequently, the IDEF (Integrated Computer-Aided Manufacturing DEFinition) standard family developed from the SADT methodology. This standard allowed for the construction of a logical system of interrelated enterprise processes, regulated activity, and timely identification of deficiencies such as function duplication and the absence of a regulated mechanism. DFD notations (Data Flow Diagramming) are commonly used in practice to describe information flows about each process that turns its input data into output and data about employee work.
The third stage is associated with the research of M. Hammer and D. Champy in the book
"Reengineering the Corporation: A Manifesto for Business Revolution." The scientists proposed two models of business processes: As Is and To Be [7, p. 981]. This model allows for evaluating the effectiveness of the current model (As Is), identifying problems, disagreements, threats for each of the business processes, and building a new model (To Be). The As Is and To Be functional models can be built using the SADT methodology, the IDEF family of standards, and other modern methodologies used in enterprises [7, p. 982].
In the 1990s, Workflow Management Systems (WfMS), which have become international standards, were created to automate work with business processes. They are used for routing workflows of various types that are carried out within individual business processes. Methodologies and automation tools include ARIS (Architecture of Integrated Information Systems) and the widely used Enterprise Resource Planning (ERP) system, SAP R/3 [7, p. 979]. ARIS supports four main types of models: organizational, functional,
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informational, and management. The basic business model of ARIS is the eRPC (extended Event-driven Process Chain, an expanded model of process chains that manage events). The program allows checking the compliance of the created model with the SAP methodology (a system is a set of modules that work on a client-server technology) and testing for compliance with ISO standards. These information systems have a range of functions, software modules necessary for controlling and automating various types of enterprise activities.
The further development of information systems is associated with standardization. Organizations and companies began developing standard languages and methodologies (for example, OASIS created the ebXML and BPEL specifications and various standards for e-business based on XML and web services;
OMG created the graphical programming language UML; W3C created XML specifications, web service technologies, and many others) [7, p. 989]. Many modern methodologies for modeling business processes are based on SADT and the IDEF family of standards. The most suitable standard for creating and analyzing regulations of different levels of complexity is BPMN. The conditional notation system of this standard was created for simple and accessible modeling of business processes by business analysts.
Conclusion
Thus, modern trends in economic development are placing new demands on the functioning of the business models of production companies, which are trying to maintain competitive positions in the market.
Within the framework of this study, a software model for optimizing the most functional multi-stream business processes in an enterprise was developed with the aim of modernizing employee activities. Each employee will have access to a chain of logical connections between components that are connected in a network. Monitoring and control of employee performance will be carried out through the normalization of effective time management settings. The main directions of optimizing the business processes of the enterprise are presented, among which the most important are those that make it possible to reduce the time and resource costs for performing each element of the business process, which ultimately leads to increased labor productivity, faster turnover of the company's capital, reduced production, and commercial cycles, and generating profit in the planned volume.
The article highlights the importance of utilizing critical analysis and synthesis methods to optimize modern multi-stream business processes. It emphasizes the value of scientific methodology and information visualization in achieving an effective balance between practical and theoretical research frameworks. By utilizing these methods, production enterprises can effectively manage their business model strategies and streamline their business processes, leading to improved efficiency and productivity.
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Journal of Computational Science, 42, 101136.
[15] Kusumawardani, E., Wardani, R. A., & Yunita, A. (2020). Design of Business Process Model of Commercial Land Lease Service in Makassar. International Journal of Economics, Commerce and Management, VIII(3), 52-61.
УПРАВЛЕНИЕ ПРОЦЕССОМ ПРОЕКТИРОВАНИЯ РАЗНОПОТОЧНЫХ БИЗНЕС-ПРОЦЕССОВ
В.В. Сербин, А.А. Жаналинова ⃰
Международный университет информационных технологий, Алматы, Казахстан
е-mail: [email protected], [email protected]
Аннотация. Данная статья содержит ключевые рекомендации в рамках научных достижений в области оптимизации методов управления разнопоточными бизнес-процессами в условиях современных предприятий. В частности, в результате исследования была разработана эффективная программно- ориентированная иерархическая структура с цепочкой логических связей, позволяющих контролировать бизнес-процессы. Целью исследования является аналитическое рассмотрение направлений оптимизации основных и вспомогательных бизнес-процессов производственного предприятия для усовершенствования цепи создания ценности продукта в бизнес-модели современного производства. Статья содержит релевантный критический анализ для лучшего понимания целей и задач программного комплекса в рамках контекстных параметров повышения организационного учета, планирования, распределения средств для решения дальнейших задач. Результатом проведенного исследования является разработка инновационной модели управления разнопоточными бизнес-процессами на современном предприятии на основе протокола BPMN 2.0 (Business Process Model and Notation). Практическая значимость работы состоит в проектировании качественной модели с последующим ее применением на фирменном оборудовании коммерческой организации в контексте цифровизации и оптимизации систем управления бизнес-процессами (например, относительно повышения степеней организационной эффективности и улучшения условий на коммерческом предприятии).
Эта статья аргументирует, что на основе протокола BPMN 2.0 представляется наиболее эффективная возможность наладить максимально продуктивную систему управления предприятием в контексте значимости принципов тайм-менеджмента и организационной эффективности. Научная новизна работы заключается в формировании основных параметров моделирования системы и схем управления разнопоточными бизнес-процессами в рамках протокола BPMN 2.0.
Ключевые слова: разнопоточные бизнес-процессы, управление предприятием, организационная эффективность, менеджмент.
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КӨП АҒЫНДЫ БИЗНЕС-ПРОЦЕСТЕРДІ ЖОБАЛАУ ҮРДІСІН БАСҚАРУ
В.В. Сербин, Ә.А. Жаналинова ⃰
Халықаралық ақпараттық технологиялар университеті, Алматы, Қазақстан
е-mail: [email protected], [email protected]
Аңдатпа. Бұл мақалада заманауи кәсіпорындар жағдайында көп ағынды бизнес-процестерді басқару әдістерін оңтайландыру саласындағы ғылыми жетістіктер шеңберіндегі негізгі ұсыныстар қарастырылған.
Атап айтқанда, зерттеу нәтижесінде бизнес-процестерді бақылауға мүмкіндік беретін логикалық байланыстар тізбегі бар тиімді бағдарламалық-бағдарланған иерархиялық құрылым жасалды. Қазіргі заманғы өндірістің бизнес-моделінде өнімнің құндылығын құру тізбегін жетілдіру үшін, өндірістік кәсіпорынның негізгі және қосалқы бизнес-процестерін оңтайландыру бағыттарын талдау зерттеудің мақсаты болып табылады. Мақалада ұйымдастырушылық есепті, жоспарлауды, т.б. міндеттерді шешуге арналған қаражатты бөлуді арттырудың контекстік параметрлері шеңберінде бағдарламалық кешеннің мақсаттары мен міндеттерін жақсы түсіну үшін сыни талдаулар берілген. Зерттеудің нәтижесі BPMN 2.0 (Business Process Model and Notation) хаттамасы негізінде заманауи кәсіпорында көп ағынды бизнес- процестерді басқарудың инновациялық моделін әзірлеу болып табылады. Жұмыстың практикалық маңыздылығы сапалы модельді жобалаудан тұрады, кейін ол бизнес-процестерді басқару жүйелерін цифрландыру және оңтайландыру аясында коммерциялық ұйымның фирмалық жабдықтарында қолданылады (мысалы, ұйымдық тиімділік дәрежесін арттыруға және коммерциялық кәсіпорындағы жағдайды жақсартуға қатысты). Бұл мақалада BPMN 2.0 хаттамасы негізінде уақытты басқару және ұйымдастырушылық тиімділік принциптерінің маңыздылығы тұрғысынан кәсіпорынды басқарудың ең тиімді жүйесін құрудың оңтайлы мүмкіндігі ұсынылатындығы дәлелденеді. Жұмыстың ғылыми жаңалығы BPMN 2.0 хаттамасы шеңберінде көп ағынды бизнес-процестерді басқару жүйесі мен сұлбаларын модельдеудің негізгі параметрлерін қалыптастыру болып табылады.
Түйін сөздер. көп ағынды бизнес-процестер, кәсіпорынды басқару, ұйымдастырушылық тиімділік, менеджмент.
техникалық журналы
Мерзімді баспасөз басылымының меншік иесі «Ғұмарбек Дәукеев атындағы Алматы энергетика және байланыс университеті»
коммерциялық емес акционерлік қоғамы, Алматы, Қазақстан
Бас редактор Профессор, т.ғ.к., В.В. Стояк
Қайта есепке қою туралы куәліктің нөмірі мен күні және берген органның атауы
№ KZ14VPY00024997, күні 17.07.2020,
Қазақстан Республикасының Ақпарат және қоғамдық даму министрлігі
Мерзімділігі Жылына 4 рет (тоқсан сайын)
Мерзімді баспасөз басылымының реттік нөмірі және жарыққа шыққан күні
Жалпы нөмір 60, 1-басылым, 2023 жылғы 31 наурыз
Басылым индексі 74108
Басылым таралымы 200 дана
Баға Келісілген
Баспахана атауы, оның мекен-жайы «Ғұмарбек Дәукеев атындағы Алматы энергетика және байланыс университеті»
КЕАҚ баспаханасы, Байтұрсынұлы көшесі, 126/1 үй, А120 каб.
Редакцияның мекен-жайы 0 5 0 0 1 3 , Алм а т ы қ. , «Ғ ұ м а р бе к Дә ук е ев а т ы н да ғы А л м а т ы эн ер г ет и ка ж ә н е ба й ла н ы с ун и в ер с и т ет і » К ЕА Қ, Б а й т ұ р с ы н ұ лы к- с і , 1 2 6 / 1 ү й , ка б. А 2 2 4 , т е л. : 8 ( 7 2 7 ) 2 9 2 5 8 4 8 , 7 08 8 8 0 7 7 9 9 , e - m a i l : v e s t n i k @ a u e s . k z
Выходные данные
Название периодического печатного издания Научно-технический журнал «Вестник Алматинского университета энергетики и связи»
Собственник периодического печатного издания
Некоммерческое акционерное общество «Алматинский университет энергетики и связи имени Гумарбека Даукеева», Алматы, Казахстан
Главный редактор Профессор, к.т.н., Стояк В.В.
Номер и дата свидетельства о постановке на переучет и наименование выдавшего органа
№ KZ14VPY00024997 от 17.07.2020
Министерство информации и общественного развития Республики Казахстан
Периодичность 4 раза в год (ежеквартально)
Порядковый номер и дата выхода в свет
периодического печатного издания Валовый номер 60, выпуск 1, 31 марта 2023
Подписной индекс 74108
Тираж выпуска 200 экз.
Цена Договорная
Наименование типографии, ее адрес Типография НАО «Алматинский университет энергетики и связи имени Гумарбека Даукеева», ул. Байтурсынулы, дом 126/1, каб. А 120
Адрес редакции 050013, г. Алматы, НАО «Алматинский у ниверситет э нергетики и с вязи имени Гумарбека Даукеева», ул. Байтурсынулы, дом 126/1, каб. А 224, т ел.: 8 (727) 292 58 48, 708 880 77 99, e-mail: [email protected]
Issue output
Name of the periodical printed publication Scientific and technical journal "Bulletin of the Almaty University of Power Engineering and Telecommunications"
Owner of the periodical printed publication Non-profit joint-stock company "Almaty University of Power Enginnering and Telecommunications named after Gumarbek Daukeyev", Almaty, Kazakhstan
Chief Editor Professor, candidate of technical sciences Stoyak V.V.
Number and date of the registration certificate and the name of the issuing authority
№ KZ14VPY00024997 from 17.07.2020
Ministry of Information and Social Development of the Republic of Kazakhstan
Periodicity 4 times a year (quarterly)
Serial number and date of publication of a periodical printed publication
Number 60, edition 1, March 31, 2023
Subscription index 74108
Circulation of the issue 200 copies
Price Negotiable
The name of the printing house, its address Printing house of Non-profit joint-stock company "Almaty University of Power Enginnering and Telecommunications named after Gumarbek Daukeyev", 126/1 Baitursynuly str., office A 120, Almaty, Republic of Kazakhstan
Editorial office address 050013, Non-profit joint-stock company "Almaty University of Power Enginnering and Telecommunications named after Gumarbek Daukeyev",
A 2 2 4 , t e l .: 8 (727) 292 58 48, 708 880 77 99, e-mail: [email protected]
