3.6. INFORMATION MANAGEMENT SYSTEMSAND CONTROL
3.6.1. Enterprise Management Information Systems (EMIS)
Definitions of basic concepts. Let's start with the definitions necessary for understanding the further reasoning.
Information - information about the surrounding world (objects, phenomena, events, processes, etc.), which reduce the existing degree of uncertainty, incompleteness of knowledge, alienated from their creator and become messages. This information is expressed in a certain language in the form of signs, including those recorded on a material carrier. They can be reproduced by transmission by people orally, in writing or in other ways.
Information allows organizations to:
Monitor the current state of the organization, its divisions and processes in them;
Determine the strategic, tactical and operational goals and objectives of the organization;
Make informed and timely decisions;
Coordinate the activities of departments in achieving goals.
Information need is a conscious understanding of the difference between individual knowledge about a subject and knowledge accumulated by society.
Data is information reduced to the level of an object of certain transformations.
Document - an information message in paper, sound, electronic or other form, drawn up according to certain rules, certified in the prescribed manner.
Document management is a system for creating, interpreting, transmitting, receiving, archiving documents, as well as monitoring their execution and protecting against unauthorized access.
Economic information is a set of information about socio-economic processes that serve to manage these processes and groups of people in the production and non-production sphere.
Information resources - the entire amount of information available in the information system.
Information technology is a system of methods and ways of collecting, transferring, accumulating, processing, storing, presenting and using information.
Automation is the replacement of human activity by the work of machines and mechanisms.
Information system (IS) - information circuit together with the means of collecting, transmitting, processing and storing information, as well as the personnel performing these actions with information.
The mission of information systems is the production of information necessary for the organization to ensure effective management all its resources, the creation of an information and technological environment for the management of the organization.
Usually, three levels are distinguished in control systems: strategic, tactical and operational. Each of these levels of management has its own tasks, in the solution of which there is a need for relevant data, this data can be obtained by querying the information system. These requests are directed to the relevant information in the information system. Information technology allows you to process requests and, using the available information, form a response to these requests. Thus, at each level of management, information appears that serves as the basis for making appropriate decisions.
As a result of the application of information technologies to information resources, some new information or information is created in new form. These information system products are called information products and services.
An information product or service is a specific service, when some information content in the form of a set of data, formed by the manufacturer for distribution in tangible and intangible form, is provided for use by the consumer.
Currently, there is an opinion about the information system as a system implemented using computer technology. This is not true. Like information technology, information systems can function both with the use of technical means and without such use. This is a matter of economic feasibility.
Advantages of manual (paper) systems:
ease of implementation of existing solutions;
they are easy to understand and require a minimum of training to master them;
no technical skills required;
they are usually flexible and adaptable to suit business processes.
Advantages of automated systems:
in an automated information system, it becomes possible to holistically and comprehensively present everything that happens to an organization, since all economic factors and resources are displayed in a single information form in the form of data.
Corporate IS is usually considered as a certain set of private solutions and components of their implementation, including:
Unified information storage base;
A set of applied systems created by different companies and using different technologies.
The information system of the company (in particular, PMIS) should:
Allow to accumulate certain experience and knowledge, generalize them in the form of formalized procedures and solution algorithms;
Constantly improve and develop;
Quickly adapt to changes in the external environment and new needs of the organization;
Meet the urgent requirements of a person, his experience, knowledge, psychology.
So, an enterprise management information system (EMIS) is an operating environment that is able to provide managers and specialists with up-to-date and reliable information about all enterprise business processes necessary for planning operations, their execution, registration and analysis. In other words, PMIS is a system that contains a description of the full market cycle - from business planning to analysis of enterprise performance
Tasks of ISUP. Management of enterprises in modern conditions requires more and more efficiency. Therefore, the use of enterprise management information systems (EMIS) is one of the most important levers for business development.
Particular tasks solved by PMIS are largely determined by the field of activity, structure and other features of specific enterprises. As examples, one can refer to the experience of creating an ISUP for an enterprise - a telecom operator and the experience of implementing SAP R / 3 system partners at a number of enterprises in the CIS and far abroad. At the same time, an approximate list of tasks that ISUP should solve at various levels of enterprise management and for its various services can now be considered generally recognized. It is shown in Table 1.
Table 1.
The main tasks of the PMIS
|
Management levels and services |
Tasks to be solved |
|
Enterprise management |
providing reliable information about financial condition companies at the current moment and preparation of a forecast for the future; |
|
Financial and accounting services |
full control over the movement of funds; |
|
Production Management |
control over the fulfillment of production orders; |
|
Marketing Services |
control over the promotion of new products on the market; |
|
Sales and Supply Services |
maintenance of databases of goods, products, services; |
|
Warehouse accounting services |
management of a multi-link structure of warehouses; |
3.6.2. Place of ISUP in the controlling system
In short, controlling is information and analytical support for decision-making in management. In turn, information management systems are computer support for controlling. Controlling, in turn, is the main supplier of information for enterprise management. The purpose of controlling information support is to provide management with information about the current state of affairs of the enterprise and predict the consequences of changes in the internal or external environment. The main tasks of controlling according to are presented in Table 2.
Table 2.
Main tasks of controlling
|
Types of controlling |
Main tasks to be solved |
|
Controlling in the management system |
Target strategic controlling - ensuring the long-term successful functioning of the organization. The main task of operational controlling is to provide methodological, informational and instrumental support for enterprise managers |
|
financial controlling |
Maintaining the profitability and ensuring the liquidity of the enterprise |
|
Controlling in production |
Information support of production and management processes |
|
Marketing Controlling |
Information support for effective management to meet customer needs |
|
Supply Controlling |
Information support of the process of acquiring production resources, analysis of purchased resources, calculation of the efficiency of the supply department |
|
Logistics Controlling |
Current control over the efficiency of the processes of warehousing and transportation of material resources |
Let's compare (in accordance with Table 3) the main tasks that ISUP and controlling solve (see Table 1 and Table 2).
Table 3
Comparison of tasks of PMIS and controlling
|
PMIS tasks to be solved for: |
Controlling tasks solved |
|
Enterprise Guides |
Controlling in the management system |
|
Financial and accounting services |
financial controlling |
|
production management |
Controlling in production |
|
Marketing Services |
Marketing Controlling |
|
Sales and Supply Services |
Resource Controlling |
|
Warehouse accounting services |
Logistics Controlling |
From Table 3 it can be seen that the tasks of the PMIS, solved for each level of management and service of the enterprise, correspond to the tasks solved by controlling in a particular area of the enterprise (namely, controlling in the management system, financial controlling, etc.).
If we consider the structure of the PMIS, then we can distinguish 5 main modules that are present in each information system. These are financial and economic management, accounting and personnel, warehouse, production, trade (sales).
3.6.3. Prospects for the joint development of PMIS and controlling
In order to look into the future, let's first try to go back to the past.
As you know, the development of management methods for industrial enterprises in the early twentieth century is associated primarily with the names of G. Ford, F. Taylor, G. Gantt, A. Fayol, Y. Gastev and others. It was A. Fayol who divided the actions of the administration into a number of functions, to which he attributed forecasting and planning, the creation of organizational structures, team leadership, coordination of managers and control.
inventory management model, leading to the "square root formula" for the optimal order size, proposed by F. Harris in 1915, but became famous after the publication of the well-known work of R. Wilson in 1934, and therefore is often called the Wilson model. The theory of inventory management received a powerful impetus in 1951 thanks to the work of K. Arrow (the future Nobel laureate in economics), T. Harris, J. Marshak. In 1952, the works of A. Dvoretsky, J. Kiefer, J. Wolfowitz were published. In Russian, the theory of inventory management was considered in the works of E.V. Bulinskaya, J. Bukan, E. Keningsberg, Yu.I. Ryzhikova, V.A. Lototsky, A.I. Orlova, A.A. Kolobova, I.N. Omelchenko and many others.
It should be noted the work on the creation of ISUP, performed at the Kiev Institute of Cybernetics of the Academy of Sciences of the Ukrainian SSR, created by B.V. Gnedenko in the 1950s (in 1961 this institute was headed by V.M. Glushkov). In the early 1960s, work began in the United States on inventory management automation. The end of the 60s is associated with the work of O. White, who, with the development of automation systems industrial enterprises proposed to consider in a complex production, supply and marketing divisions. In the publications of O. White, planning algorithms were formulated, today known as MRP - material requirements planning- in the late 60s, and MRP II - production resource planning- in the late 70's - early 80's. .
Not all modern management concepts originated in the United States. Thus, the method of planning and management Just-in-time("just in time") appeared at the enterprises of the Japanese automobile concern in the 50s, and the methods OPT-optimized technology production facilities were established in Israel in the 70s. Concept computerized integrated manufacturing CIM originated in the early 1980s and is associated with the integration of flexible manufacturing and its management systems. Methods CALS - computer support for the supply and logistics process originated in the 80s in the US military department to improve the efficiency of management and planning in the process of ordering, developing, organizing production, supply and operation military equipment. . System ERP - corporate resource planning offered by an analytics firm Gartner Group not so long ago, in the early 90s, and has already confirmed its viability. Systems CRM- customer relationship management became necessary in a highly competitive market, where the focus was not on the product, but on the client. Much has been done in the USSR and in Russia, primarily at the Institute for Control Problems, the Central Economics and Mathematics Institute, the All-Russian Research Institute for System Research, and the Computing Center of the Russian Academy of Sciences.
Currently, there is a gradual emphasis in enterprise resource planning (based on ERP systems) is shifting towards supporting and implementing supply chain management processes ( SCM systems), customer relationship management (CRM systems) and e-business (e-commerce systems).
Based on the analysis of trends in the development of the Russian market software to automate the process of enterprise management, we can conclude that it is dynamically developing and the range of tasks requiring automation is becoming more complex. At first, the heads of Russian enterprises most often set the simplest tasks, in particular, the task of automating the accounting process. With the development of companies, the complication of business processes, there was a need not only for "post-mortem accounting", but also for the management of logistics (logistics processes), work with debtors and creditors, and many other activities aimed at solving the problems posed by before the enterprise internal and external environment. To meet these management needs, they began to use corporate information management systems - solutions covering the activities of the entire enterprise.
Thus, as a result of the "evolution" PMIS has turned from computer accounting and an automated inventory management system into an integrated management system for the entire enterprise.
Currently, there are a large number of standard PMIS on the market - from local (cost up to 50 thousand US dollars) to large integrated ones (cost from 500 thousand US dollars and more). Standard solutions of these ISUPs are "tied" by supplier firms to the conditions of specific enterprises.
It should be noted that at present the main part of the PMIS is developed not on the basis of standard solutions, but in a single copy for each individual enterprise. This is done by the relevant divisions of enterprises in order to take into account the characteristics of specific enterprises as fully as possible.
The classification of typical systems available on the Russian market has been developed in the work. We give a description of the main types of PMIS.
· Local systems . As a rule, they are designed to automate activities in one or two areas. Often they can be the so-called "boxed" product. The cost of such solutions ranges from several thousand to several tens of thousands of US dollars.
· Financial management systems. Such solutions have much greater functionality than local ones. However, their distinguishing feature is the absence of modules dedicated to production processes. And if only Russian systems are represented in the first category, here the ratio of Russian and Western products is approximately equal. The implementation time of such systems can be up to a year, and the cost can be from $50,000 to $200,000.
· Medium integrated systems. These systems are designed to manage manufacturing plant and integrated planning production process. They are characterized by the presence of specialized functions. Such systems are the most competitive in the domestic market in their area of specialization with large Western systems, while their cost is significantly (by an order of magnitude or more) lower than large ones.
· Large integrated systems. To date, these are the most functionally developed and, accordingly, the most complex and expensive systems in which the MRPII and ERP management standards are implemented. The timing of the introduction of such systems, taking into account the automation of production management, can be several years, and the cost ranges from several hundred thousand to several tens of millions of dollars. It should be noted that these systems are designed primarily to improve the management efficiency of large enterprises and corporations. In this case, the requirements of accounting or personnel records fade into the background.
· Constructors is a commercial software tool, suite of software tools, or specialized programming environment for relatively fast (compared to general-purpose programming tools) creation of business applications. Naturally, in this case, they rely on the invariant of the methodology and operation technology underlying the constructor.
· Specialized Solutions - are intended mainly for obtaining corporate consolidated reporting, planning, budgeting, data analysis using OLAP technology ( on-lineanalyticalprocessing- operational data analysis , more specifically, multivariate operational data analysis for decision support).
Econometric methods in PMIS. An analysis of the real needs of enterprises has shown that in order to create a full-fledged system that would provide not only accounting functions, but also forecasting, scenario analysis, management decision support, a typical set of ERP system functions is not enough. The solution of this class of problems requires the use of analytical systems and methods, primarily econometric, the inclusion of these systems and methods in the PMIS.
Econometric methods are an important part of the scientific tools of the controller, and their computer implementation is an important part of the information support of controlling. In the practical use of econometric methods in the operation of the controller, it is necessary to use appropriate software systems. General statistical systems such as DISAN, PPAND, SPSS, Statgraphics, Statistica, ADDA, and more specialized Statcon, SPC, NADIS, REST(according to statistics of interval data), Matrixer and many others .
ISUP in solving controlling problems. Summing up, first of all, we note that PMIS play an undeniably important role in solving controlling problems. For the purpose of information support of controlling, a special module "Controlling" must be included in the ISUP. This is necessary so that the system provides not only computer support for controlling, provides managers and specialists with up-to-date and reliable information about all business processes of the enterprise, necessary for planning operations, their implementation, registration and analysis. But it would also become a system that carries information about the full market cycle - from business planning to analysis of the results of the enterprise.
The M-3 software package (the next generation of the M-2 system), developed by the Client-Server-Technologies company, is no longer positioned simply as an enterprise management system, but a product that forms a decision-making environment. In the "M-3" complex, there is a shift in emphasis: from a registration system to a structure that makes it possible to implement forecasting based on professional analysis. The basis for this is the implementation of the controlling mechanism, which involves the creation of a tool for making operational decisions in the financial, production and other areas of enterprises.
In addition, experience Western companies shows that gradually the demand is growing for large integrated systems, which differ in the depth of support for the management of large multifunctional groups of enterprises (holdings or financial and industrial groups).
And if we talk about the development of the domestic PMIS industry and the widespread introduction of controlling into work practice Russian organizations and enterprises, we have to admit that the stage of full-scale informatization of business is just beginning for the majority of Russian enterprises.
Literature
1. Orlov A.I., Volkov D.L. Econometric methods in resource management and business information support for a telecom company. // Prydniprovsky scientific visnik. Donbass release. Economy. No. 109 (176). Breast 1998
2. Vinogradov S.L. Controlling as a management technology. Practice Notes//Controlling. 2002. No. 2.
3. Karminsky A.M., Dementiev A.V., Zhevaga A.A. Informatization of controlling in the financial and industrial group // Controlling. 2002. No. 2.
4. Karminsky A.M., Olenev N.I., Primak A.G., Falko S.G. Controlling in business. Methodological and practical foundations building controlling in organizations. - M.: Finance and statistics, 1998. - 256 p.
5. Orlov A.I. Sustainability in socio-economic models. – M.: Nauka, 1979. – 296 p.
6. White O. U. Management of production and inventories in the age of computers. - M.: Progress. 1978. - 302 p.
7. Computer-integrated production and CALS-technologies in mechanical engineering. - M.: Federal Information and Analytical Center for the Defense Industry. 1999. - 510 p.
8. Lyubavin A.A. Features of the modern methodology for the implementation of controlling in Russia//Controlling. 2002. No. 1.
9. Karpachev I. You will go to the left // Enterprise partner: corporate systems. 2000. No. 10.
10. Orlov A.I. Econometrics. - M.: Exam, 2002. - 576 p.
11. Orlov A.I. Econometric support of controlling // Controlling. 2002. No. 1.
12. Guskova E.A., Orlov A.I. Information systems of enterprise management in solving problems of controlling // Controlling. 2003. No. 1.
Control questions
1. What is the role of information in management?
2. Should the information system be implemented with the help of computer technology?
3. Discuss basic definitions in the field of enterprise management information systems.
4. What are the main tasks of the PMIS?
5. What is the essence of controlling?
6. What are the main tasks of controlling?
7. What is the place of ISUP in the controlling system?
Topics of reports, abstracts, research papers
1. Composition and movement of information arrays.
2. History of PMIS development.
3. Circulation of paper and electronic documents.
4. Controlling in Russia.
4. Econometric methods in information systems.
5. The role of the Internet and corporate computer networks in enterprise management.
| Previous |
To successfully implement the changes planned in the company, it is necessary to clearly understand that every business unit needs continuous engineering. Continuous engineering involves approaching business as a process. A process is a sequence of economic acts (tasks, work, relationships) predetermined by business goals. It is sometimes said that a business process is a set of steps that a firm takes from one state to another, or from "input" to "output". The inputs and outputs here are not parts of the firm or its divisions, but events. The overall management of business and business processes is called "business engineering," meaning the ongoing design of processes—the definition of inputs and outputs, and the sequence of steps—within a business unit.
Nowadays, the concept of business reengineering is becoming popular in the design of business processes. The founder of the theory of reengineering, M. Hammer, defined this concept as follows: "a fundamental rethinking and a radical change in decisions about business processes in order to achieve noticeable improvements in critical performance indicators such as costs, quality, service and speed."
Reengineering has the following properties:
- he refuses outdated rules and regulations and starts the business process as if from a "clean slate", this allows him to overcome the negative impact of dogmas;
- he disregards the established systems, structures and procedures of the company and radically changes, reinvents ways economic activity- if it is impossible to remake your business environment, then you can remake your business;
- it leads to significant changes in performance indicators.
Reengineering is applied in three main situations:
- in conditions when the company is in a state of deep crisis;
- in conditions when the current position of the company is satisfactory, but the forecasts of its activities are rather unfavorable;
- in situations where aggressive, prosperous organizations seek to increase the gap from competitors and create unique competitive advantages.
The main stages of reengineering:
- formation of the desired image of the company ( basic elements construction are the company's strategy, the main guidelines, ways to achieve them);
- creation of a model of the existing business of the company (to create a model, the results of the analysis of the organizational environment, controlling data are used; processes that need restructuring are determined);
- development of a new business model - direct reengineering (selected processes are redesigned, new personnel functions are formed, new information systems are created, a new model is tested);
- implementation of the new business model.
Business reengineering is a process of rapid change based on a sequence of quickly made and implemented management decisions based on the application of modern scientific methods and the use of practical management experience.
Enterprise Management Information Systems (EMIS)
Let's start with the definitions necessary for understanding the further reasoning. Consistent consideration of these definitions makes it possible to enter the field of enterprise management information systems (EMIS) necessary for a modern manager.
Information - information about the surrounding world (objects, phenomena, events, processes, etc.), which reduce the existing degree of uncertainty, incompleteness of knowledge, alienated from their creator and become messages (expressed in a certain language in the form of signs, including recorded on a tangible medium) that can be reproduced by transmission by people orally, in writing or in any other way.
Data - information reduced to the level of an object of certain transformations, including with the help of computer tools.
Document - Announcement in paper, sound, electronic or other form, drawn up according to certain rules, certified in the prescribed manner.
Document management - a system for creating, interpreting, transmitting, receiving, archiving documents, as well as monitoring their execution and protecting against unauthorized access.
Information technology is a system of methods and ways of collecting, transferring, accumulating, processing, storing, presenting and using information.
Information system (IS) - an information circuit (combining the ways of information movement in an organization) together with the means of collecting, transmitting, processing and storing information, as well as the personnel performing these actions with information.
The mission of information systems is the production of the information necessary for the organization to ensure the effective management of all its resources, the creation of an information and technological environment for decision making and management of the organization.
Usually, three levels are distinguished in control systems: strategic, tactical and operational. Each of these levels of management has its own tasks, in the solution of which there is a need for relevant data, this data can be obtained by querying the information system. These requests are directed to the relevant information in the information system. Information Technology allow you to process requests and, using the available information, form a response to these requests. Thus, at each level of management, information appears that serves as the basis for making appropriate decisions.
As a result of the application of information technologies to information resources, some new information or information in a new form is created. These information system products are called information products and services.
Currently, there is an opinion about the information system as a system that is necessarily implemented using computer technology. This is not true. Like Information Technology, Information Systems can also function using technical means, and without such application. This is a matter of economic feasibility.
Advantages of manual (paper) systems:
- ease of implementation of existing solutions;
- they are easy to understand and require a minimum of training to master them;
- no technical skills required;
- they are usually flexible and adaptable to suit business processes.
Advantages of automated systems:
- the search, dissemination and duplication of information is facilitated and cardinally accelerated;
- the volume of information in IS increases;
- in an automated information system, it becomes possible to holistically and comprehensively present everything that happens to an organization, since all economic factors and resources are displayed in a single information form in the form of data.
The information system of an organization (enterprises, firms, corporations) is usually considered as a certain set of private solutions and components of their implementation, including:
- unified information storage base;
- a set of applied systems created by different companies and using different technologies.
Creation management information system enterprise is a rather long and resource-intensive process in which four main stages can be distinguished.
- Project sketch. Detailed description goals and objectives of the project, available resources, constraints, etc.
- Project evaluation. It is determined what the system will do, how it will work, what hardware and software will be used, how they will be serviced. A list of requirements for the system is being prepared, and the needs of regular users are being studied.
- Building and testing. Personnel must make sure that the IS is comfortable to work with before it becomes the basis of the activity.
- Debugging and implementation. The project is not completed until the project manager can demonstrate that the IS is working reliably.
IS life cycle - the period of creation and use of IS, covering its various states, starting from the moment the need for this IS arises and ending with the moment of its complete decommissioning.
The IP life cycle is divided into the following stages:
- pre-project survey;
- design;
- development of IS;
- putting the IS into operation;
- operation of IP;
- completion of the operation of the IS.
So, management information system enterprise (ISUP) is operating environment, which is able to provide managers and specialists with up-to-date and reliable information about all business processes of the enterprise, necessary for planning operations, their implementation, registration and analysis. In other words, a modern PMIS is a system that contains a description of the full market cycle - from business planning to analysis of the results of an enterprise. In reality, the development of PMIS often begins with partial computerization information processes, for example, within the framework of accounting or warehousing.
Tasks of the PMIS
Management of enterprises in modern conditions requires more and more efficiency. Therefore, the use of enterprise management information systems (EMIS) is one of the most important levers for business development.
Particular tasks solved by PMIS are largely determined by the field of activity, structure and other features of specific enterprises. As examples, we can refer to the experience of creating an ISMS for an enterprise - a telecom operator and the experience of implementing SAP R / 3 system partners at a number of enterprises in the CIS and far abroad. its various services, by now can be considered universally recognized among specialists. It is shown in Table 5.1. In solving these problems, various methods of the theory are widely used. decision making, including econometric and optimization ones.
| № | Management levels and services | Tasks to be solved |
|---|---|---|
| 1 | Enterprise management |
|
| 2 | Financial and accounting services |
|
| 3 | Production Management |
|
| 4 | Marketing Services |
|
| 5 | Sales and Supply Services |
|
| 6 | Warehouse accounting services |
|
The term "integrated enterprise management systems" (EMIS) at the beginning of this decade was introduced into use by the analytical company IDC instead of the concept of ERP (Enterprise Resource Planning - enterprise resource planning) previously used in such studies. The ISMS is based on the principle of creating a single data warehouse (repository) containing all business information accumulated by the organization in the course of doing business, in particular financial information, data related to production, personnel management, and any other data. Having a repository eliminates the need to transfer data from application to application. In addition, any part of the information held by the organization becomes simultaneously available to all employees with the appropriate authority.
The concept of PMIS was widely used because resource planning allowed to reduce the time of production, reduce the level of inventory, and improve customer feedback while reducing the administrative apparatus. All this made it possible to combine all the resources of the enterprise and increase the efficiency of their management. Historically, the PMIS concept has evolved from the simpler concepts of MRP (Material Requirement Planning) and MRP II (Manufacturing Resource Planning). The software tools used in the PMIS allow for production planning, modeling the flow of orders and evaluating the possibility of their implementation in the services and departments of the enterprise, linking it with sales.
As a rule, the MIS includes the following elements:
- model of information flow management (IP) at the enterprise;
- hardware and technical base and means of communications;
- DBMS, system and supporting software;
- a set of software products that automate IP management;
- regulations for the use and development of software products;
- IT department and supporting services;
- actual users of software products.
The main functions of the ISMS include:
- maintenance of design and technological specifications that determine the composition of manufactured products, as well as material resources and operations necessary for their manufacture;
- formation of sales and production plans;
- planning the needs for materials and components, terms and volumes of deliveries to fulfill the production plan;
- inventory and procurement management: maintaining contracts, implementing centralized purchases, ensuring accounting and optimization of warehouse and workshop stocks;
- planning of production capacities from enlarged planning to the use of individual machines and equipment;
- operational financial management, including drafting financial plan and monitoring its implementation, financial and management accounting;
- project management, including scheduling milestones and resources.
The accumulated experience shows that the stage of choosing an enterprise management system is one of the most important, and the management of the enterprise should be extremely interested in choosing the right solution. Any project in the field of automation should be considered by the enterprise as a strategic investment, which should pay off through improvement. management processes, improve production efficiency, reduce costs, and be placed on a par with the acquisition, for example, of a new production line or the construction of a workshop. Classic ISUP, in contrast to the so-called "boxed" software, belongs to the category of "heavy" software products that require quite a long setup in order to start using them. The choice of PMIS, acquisition and implementation, as a rule, require careful planning within the framework of a long-term project with the participation of a partner company - a supplier or consultant. Since PMIS are built on a modular basis, the customer often (at least at the early stage of such projects) does not purchase a full range of modules, but a limited set of them. During the implementation, the project team, as a rule, adjusts the delivered modules within several months. The use of PMIS allows you to use one integrated program instead of several disparate ones. A single system can manage processing, logistics, distribution, inventory, shipping, invoicing and accounting.
Thus, PMIS is a set of integrated applications that allow you to create a single environment for automating the planning, accounting, control and analysis of all major business operations across the enterprise. Among them are the planning of production resources, operational management of the production plan, accounting and analysis of performance, etc. All planning and analysis operations are subdivided in ISUP into separate functional modules: resource planning (financial, human, material) for the production of goods or services, operational control over the implementation of plans (supply, sales), contracts, all types of accounting, analysis of business results . All information is stored in a single database, from where it can be obtained at any time upon request.
At the beginning of 2010, the division of Microsoft Corporation in Russia presented the results of a study of the level of maturity of ISUP solutions used by various Russian companies. The project was implemented by IDC. The study interviewed 50 business leaders and 100 IT leaders from 120 companies. The survey was conducted in the most indicative for the Russian market segment of companies with an annual turnover of 50 to 500 million dollars. Regional structure of the sample: Moscow - 52%, other regions - 48%. Industry structure of the sample: retail trade - 22%, industrial production - 20%, food production - 15%, distribution - 16%, transport - 14%, telecommunications and media - 13%. The study showed that the average value of the PMIS market maturity index was 55%. The lowest result was 20%, and the highest - 95%. Only 38% of companies showed the level of penetration and efficiency indexes above the average values. In another 24% of companies, the efficiency was quite high with a low level of penetration. The efficiency of the remaining 38% of companies was assessed as low, and 15% of companies showed low values of both the efficiency index and the PMIS penetration index. In practice, this means that 62%, or almost two-thirds, of enterprises should take steps to optimize existing business applications. The low degree of implementation of the potential of the implemented solutions is due to the fact that many enterprises treat the implementation of PMIS as technical rather than business projects, the authors of the study believe. The main task of projects to create corporate management systems is still the automation of accounting, finance, personnel, and calculation management. wages. Relatively few companies attempt to address strategic issues with PMIS. Tasks such as financial and strategic analysis, business intelligence, project management are on the list of project goals implementation of ERP in less than half of the cases.
In the last five years before the crisis Russian market PMIS grew at a faster rate than even experts predicted (the actual volume in 2008 exceeded the five-year IDC forecast by 40%). There are five leading companies on the market (in alphabetical order): 1C, Microsoft, Oracle, SAP and Galaktika. According to IDC research (Russia Enterprise Application Software 2010-2014 Forecast and 2009 Vendor Shares), the volume of the Russian market of integrated enterprise management systems (IMMS) in 2009 amounted to 492.18 million dollars, which corresponds to a decrease of 18.9% in terms of compared to the previous year. Experts believe that the decline was primarily due to the crisis in Russian economy especially in the first half of 2009. Reducing the IT budgets of large companies has led to a significant decrease in the number of new full-scale projects for the implementation of PMIS. The demand for PMIS solutions in the segment of small and medium-sized enterprises has significantly decreased. At the same time, an extensive base of existing customers, projects for the implementation of individual functional modules, as well as a significantly increased demand for business intelligence solutions from large companies, made it possible to avoid a significant fall in the PMIS market in an environment where the Russian IT market as a whole decreased by more than a third.
The leader of the Russian market of PMIS in 2009 was the company SAP, whose share was 50.1%. 1С and Oracle ended the year with 22.3% and 9.6% of the market and took second and third places, respectively. Microsoft Dynamics with 7.1% became the fourth. The market share of Microsoft Dynamics is displayed taking into account the adjustment of the company's revenues in the Russian market of PMIS for 2008 in accordance with more accurate information received from suppliers. According to the adjustment, the company's share in 2008 was 6.9%. Galaktika, which occupied 3.9% of the market, closes the top five suppliers. The total share of Russian companies in the group of leaders amounted to 26.2%, exceeding the same indicators of the previous year. The leading industry for the Russian PMIS market in 2009 was continuous production. Second place, as in the previous year, was for retail trade. Discrete manufacturing remained in third place in the list of the most profitable industries for PMIS suppliers. On the fourth and fifth positions - wholesale trade and energy.
IDC believes that the Russian PMIS market will grow by an average of 15.1% annually over the next five years. The most noticeable growth will be observed in the public sector and healthcare. The government plans significant costs for the development of the concept e-government and automation of public medical institutions. Costs in the energy, finance, wholesale and retail trade, business services, discrete manufacturing, education, Agriculture, construction and extractive industries.
The leading suppliers of large PMIS, unfortunately, are far from fully represented at Softool, although in some cases there are their partners at the exhibition promoting the respective products. Thus, at Softool 2009 the Russian PMIS market was represented by 36 companies that positioned themselves as suppliers and/or developers of such solutions. At the same time, the share of regional companies amounted to approximately 9%. In particular, these are Tandem (Novosibirsk), Gradient - New Technologies (Izhevsk), RELEX (Voronezh), SKB Kontur (Yekaterindburg).
"Information systems and project management tools"
Abstract of the video lecture
CONTROL |
PROJECTS: ORGANIZATIONAL |
AND TECHNOLOGICAL |
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SOLUTIONS................................................. ................................................. ............................... |
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Evaluation of the effectiveness of PMIS .............................................................. ................................................. . |
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Types of software products for UE .............................................. ......................................... |
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Structural approach to the implementation of PM systems .............................................. ............................... |
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Selecting project management software....................................................................... .......... |
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Quality assessment parameters |
project management software package ............................... |
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Corporate project management system .............................................................. ................... |
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An example of the main courses of the self-study system .................................................... ................... |
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Example: development and implementation of CPMS in a high tech company .............................................. ..... |
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Example: implementation of a project management system in a construction company... |
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Example of basic regulations project activities enterprises ......................... |
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Business maturity concept |
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PROJECT MANAGEMENT OFFICE AND |
CONTROL |
PORTFOLIOS |
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PROJECTS.................................................. ................................................. ...................... |
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Project management office and its tasks .............................................. ................................ |
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How to optimally form a portfolio of projects? ................................................. ......... |
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Stages of formation of the project management office .............................................. ............ |
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Appendix................................................. ................................................. ......................... |
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Section 1. PROJECT MANAGEMENT: ORGANIZATIONAL AND TECHNOLOGICAL SOLUTIONS
Information systems for project management. Definition
Project Management Information System (hereinafter referred to as PMIS) is a specialized software package methodological, technical, software and information tools aimed at optimizing the processes of planning and project management.
Currently, there are more than 200 PMIS, among which the most common PM information systems are:
MS Project, Manufactured by Microsoft Corp. (USA);
Spider Project, manufacturer Spider Technologies Group (Russia);
PJM ORACLE, Oracle (USA);
Primavera Project Planner (P4), manufactured by Primavera Systems, Inc. (USA);
SureTrak Project Manager by Primavera Systems, Inc. (USA);
Project Expert, manufacturer Pro-Invest Consulting (Russia);
Open Plan, Manufactured by Welcom Corp. (USA).
It is important not to confuse the system and the tool here. Although there is a concept of "system" in the decoding of ISUP, it is, in fact, only a tool. When choosing an ISMS for your enterprise, you should keep in mind that today there are no universal tools: for some projects, one is more convenient, for others - others.
Using ISUP allows you to:
· Determine and control information flows of project activities;
· regulate project management procedures;
· use mathematical methods for calculating project parameters;
provision and funding for the project plan.
Example of a project management information system (PMIS)
At enterprises where ISUP is fully functioning, as a rule, the following basic complexes are present (Fig. 1):
· regulatory documentation for ISUP;
· ISUP hardware complex;
· workstations, workstations ISUP;
· basic software (for example: P4, MSP, Spider or others);
· providing integration of ISUP with other enterprise management systems, including gateways with:
o document management system; o personnel records system;
o system of financial and economic accounting; o BSC (BSC);
o CRM;
o ERP (and/or MRP, MES);
o information security system; o archiving system;
· ISUP training system;
· ISUP support and development group.
Fig.1. Example of a management information system
Evaluation of the effectiveness of PMIS
At present, large-scale evaluations of the effectiveness of the use of PMIS in Russian companies practically do not, since the number of organizations that effectively use such full-featured systems is small. On the contrary, similar studies are regularly conducted in the USA and European countries.
One survey was conducted by the US Project Management Institute (PMI) and includes data from more than 100 North American companies and project management professionals.
The diagram below shows the results of a survey on the level of efficiency in the use of PMIS based on the management methodology PMBoK projects PMI institute.
Rice. 2. Evaluation of the effectiveness of PMIS implementation according to PMI data
Based on the results of the review, the following results were obtained: most project management specialists and representatives of companies from various industries in the United States agreed that the increase in efficiency is about 21% when using PMIS in relation to the performance of companies that do not use such systems for project activities.
Table 1 presents the average estimates of efficiency gains after the introduction of PMIS for key areas of project management:
Table 1. Evaluation of the effectiveness of PMIS
Control |
Integration |
design |
activities |
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activity of the company |
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area |
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Updating project goals |
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Schedule Management |
Project Schedule Management |
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Schedule forecasting |
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Project Budget Management |
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Cost management |
Sales growth |
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Return on Investment |
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Reduced time to market |
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Project resource management |
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Resource management |
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Resource Efficiency |
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Staff productivity |
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Control |
projects |
Control |
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customers |
Customer awareness |
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Customer involvement |
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suppliers |
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Supply chain management |
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These are just a few of the possibilities provided by the use of PMIS. Thanks to the PMIS, the staff, and in particular the project manager, is freed from the bulk of routine work, and the potential of each member of the project team is used more efficiently.
Types of software products for UE
Enterprise-wide information systems. Such systems, on the one hand,
contain almost all information about the activities of the enterprise, and on the other hand, they have a specialized module that selects information from a common database related to a specific project or group of projects and performs such standard project management tasks as calculating project deadlines, calculating required resources, resolving resource conflicts, calculating the cost of a project, calculating risks, etc. An example is the SAP R / 3 system with a specialized module Project System or a set of Oracle Applications software products, which includes a specialized product Oracle Project. Such systems are designed to large enterprises, which can afford the significant capital investments and labor costs required for the implementation and debugging of such large-scale software systems.
Specialized packages for general purpose project management. This class includes such products as MS Project, Primavera, Time Line, Spider Project, Artemis and
etc. Comparison of their characteristics is beyond the scope of this course, since constantly
new versions of products and results are released comparative analysis opportunities
Software products for special purposes. This class includes products that perform specific functions not normally included in general purpose products. It also includes industry developments that solve problems specific to a particular subject area. An example is the project financial analysis tool Project Expert or the repair management system developed by Lufthansa based on the tools
In recent years, software products for project management have appeared on the market.
The implementation of this or that package of applied programs is its integration into the information environment already available in the company and the organization of data exchange with other systems. The organizational component of the system should pay close attention to these issues.
Structural approach to the implementation of PM systems
In the first half of the 1990s in Russia, the Russian company LVS adapted and implemented the Structural Approach to Systems Implementation, developed by Lukas Management Systems.
The structural approach to the implementation of PM systems in the general case includes 4 main stages, and only after successfully passing one, you can move on to another.
I stage. Benefit Demonstration project management and requirements analysis
Stage goals:
· demonstrate the benefits of the PM methodology to the management and staff of the company by conducting special seminars and training in the basics of PM (possibly with the involvement of third-party consultants or experts);
· analyze strategic goals the company's business;
· assess the degree of maturity of the existing PM system;
· determine the requirements for PM to ensure business goals;
· develop a strategy and plan for the implementation of the PM system, taking into account the characteristics of a particular enterprise / organization.
II stage. Defining the project management process and procedures
Stage goals:
· design and describe the PM process;
define the functions and responsibilities of project managers and staff (members of project teams);
· identify information flows and describe their basic requirements;
· develop corporate standards and procedures for PM;
· develop and implement a common terminology for PM (corporate glossary);
· assess the timing, cost and risk of the project itself to introduce the PM system.
Rice. 3. Implementation of a project management system
Stage 3. Design and implementation of a project management system
Stage goals:
· propose a project for an automated PM system that takes into account:
Business goals;
Organization;
- standards and procedures developed at the previous stage;
- accounting of the necessary data;
- information flows necessary and sufficient for the normal functioning of the project management system.
· to develop, configure and install an automated UE system;
1. Conducting general seminars (explaining why it is necessary to introduce this or that tool at all, remove the alertness of the staff regarding innovations).
General course |
acquaintance |
with the instrument: what is it |
structure, |
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principles, to whom it is oriented, etc. |
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Holding |
study |
adapted |
option |
tool |
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(bind to the specifics of the work of a particular user). |
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Workplace coaching. |
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It is useful when introducing PMIS to start trial operation log, where each user makes comments, suggestions for correction, etc., and the person responsible for the implementation of the tool studies, considers, accepts or explains to the user why his proposal cannot be this stage or inefficient to implement at all. Thus, the ISMS training system makes it possible to involve personnel in the process of improving the system, people become, as it were, co-authors, their intrinsic motivation to use the new tool.
Stage IV Maintenance and ensuring the operability of the PM system
Stage goals:
Maintaining and maintaining the system
Ensuring the effectiveness of the use of the PM system
continuous improvement of the system
management of changes and development of the corporate project management system
Choosing software for project management
The head of the Moscow branch of PMI, V.I. Liberzon, recommends approaching the choice of UE software as an independent project. In this project, he distinguishes two phases - the analysis phase and the decision phase. What do these phases include?
Analysis phase
· market analysis
· contact with suppliers
· technical requirements
· functional requirements
he satisfies these requirements. Moreover, it is possible to recommend scoring
the importance of this or that parameter for your organization, in order to then get
approximate scoring of the proposed software package.
It is advisable to ask the following questions to package providers, ask them
show how certain important for the activity are implemented
exactly your
function companies. By the way they answer you, you will be able to evaluate
and future
package tracking.
Parameter list example:
1) The quality of the work schedules drawn up (optimum use of project resources),
2) Project dimensions that can be analyzed using the package (number of works, resources, links, calendars),
3) Ability to use in projects regulatory framework, inherent in the field of application,
4) Ability to conduct cost analysis and generate reporting documents required in the field of application,
5) Flexibility - the ability to use additional information in the project,
6) The possibility of using multiple hierarchical work structures in projects, sampling and sorting according to any indicators used, including those defined by users,
resource allocation,
8) Ability to enter formulas and perform additional calculations required by users (other than standard calculations of project characteristics),
9) Ease of development, consulting and training support,
10) Completeness of documentation/information support,
11) The quality of output documents,
12) Ability to export and import data - communication with other programs, databases,
13) Possibility of information output to the Internet,
14) The ability to manage not one, but many projects - programs and multi-projects,
15) The speed of performing individual work/works,
16) Convenience of working with a graphical interface, etc.
The list could be much longer, but |
submitted |
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shows attention, |
that the choice of software package |
quite complex |
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multiparameter problem. |
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However, in order to achieve maximum ease of use with |
package, you may have to |
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donate |
versatility settings |
subject |
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multiple |
structures, possibilities of using |
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calculations, etc. And maximizing the speed of calculations can lead to the fact that you have to sacrifice the quality of your plans and use the simplest algorithms for assigning resources to project work.
Corporate project management system
Currently, the following mistake is often made: they talk about the “implementation” of a corporate project management system (hereinafter referred to as CPMS). How can it be implemented if any corporate system is something unique, taking into account the specifics of your company? As a rule, two concepts are confused here - a project management information system and CPMS. Before “implementing” the latter, it is necessary to develop and debug it, including by choosing an appropriate ISUP. What should be included in the CCUP?
Rice. 5. An example of a corporate project management system (CPMS)
In large blocks, the structure of the corporate project management system can be represented as follows:
The project management office of the enterprise (or the project management center) is a function of a kind of “brain of the enterprise’s project activities”;
Bank of knowledge in the field of PM;
Internal training system;
Document flow UE (Regulatory corporate documents– laws of internal activity in the field of PM - regulations);
Project Management Information System (PMIS).
The article discusses the development of user programming tools in a SCADA system - from solving non-standard control and monitoring problems in the ST technological language to automating the design process in the built-in environment of the C# scripting language. In continuation of this line, a new controller programming environment was announced for the first time, which fully implements the requirements of the IEC 61131-3 standard and retains the object ideology adopted in it, which provides convenience and speed of development, replication of design solutions.
From "drag and drop"
to "write and run"
The object-oriented SCADA system initially did not contain any programming tools, not even traditional scripting languages (or in the technical jargon "scripts"). This was explained by the conceptual position of the developers, who considered it necessary to accustom users to the object ideology and standard tools, providing a simple "drag-and-drop" (drag-and-drop) of the project elements to establish any data transfer links, as well as the inclusion of some elements in others (for example, a dynamic symbol or a button for calling documents of one object into the mnemonic diagram of another). Nevertheless, it was necessary to find opportunities for those users who would like to solve non-standard tasks within the framework.
The universal recipe for creating library blocks and visual controls in professional programming languages is not suitable for all engineers. Another reason to take care of the ways of programming applied tasks was related (starting from the 2nd version of MasterSCADA) to the fact that it became a vertically integrated system, within which it was possible to arbitrarily distribute control and management logic between workstations and controllers with an open architecture (for they released the executive system).
The first technological programming tool within the framework was the graphic language of function block diagrams. But this is a way to create solutions based on existing libraries, and their functionality is limited even in the face of constant expansion. The decisive development of the necessary tools began already in the 3rd version of . The library of function blocks has been expanded with blocks of user programs. Two types of blocks were implemented - for engineering programming in the ST language (IEC 61131-3 standard) and for automating the development of projects or the implementation of complex tasks in the C # language. Whereas ST programs run both at the top level of systems and in controllers, C# programs are designed exclusively for functioning within workstations. Since a single project is created for the entire system with automatic organization of communication between its parts, the project developer must take this specialization of languages into account initially.
ST Programming
The ST language is easy for engineers to learn. Generations graduating from universities in the nineties and zero years, as a rule, are familiar with training course the Pascal language, from which ST borrowed its basic ideas. In addition, the ST program contains purely engineering concepts - inputs / outputs, variables with the "time" type, etc. Adding new variables to the INPUT or OUTPUT sections automatically results in new I/Os for the ST function block in the project. Any inputs/outputs in the project can be linked with the inputs/outputs of other objects or project variables by simple drag and drop.
From the point of view of development convenience, the ST editor provides a modern environment (Fig. 1), built, as is customary, directly into the integrated project manager so that the developer does not think about how to open the editor (simply selects the "Code" tab of the corresponding block in the project ), nor where the program files are stored (the issue of storing and naming files is resolved in a systemic way and remains behind the scenes - the developer does not need to know how these files are called and where they are stored).
The created program is compiled into a special interpreted code that can be executed both in a computer and in all types of controllers supported by the included executive system. These are controllers with almost any modern and not very processors (x86, ARM7, ARM9, etc.) and common operating systems (from DOS and Windows CE to Linux and Ecos). It is also significant that debugging does not require a controller to be available. The program can be debugged both on the so-called Windows controller (executive system of the controller running on the same workstation as the project for the top level), and directly in the development mode, running the code of only one developed block. At the same time, the traditional step-by-step execution of the program is available, including the ability to enter nested procedures.
Rice. 2. An example of the implementation of a computational algorithm in C#
Programming in C#
For comparison, here is an example program in C#. In this example, a computational algorithm for filtering the input analog value is implemented. From fig. 2, you can see that program variables are created on a special panel by specifying a name, choosing a type and writing permission. As soon as they are entered, they appear in the program declarations and algorithm I/Os in the project tree.
Rice. 3. View of the project tree before the script is executed
Project Automation in C#
The tasks that designers face in their work sometimes require a large number of routine operations, and after all, the transfer of “mechanical” work to a computer is the main objective automation. Here is a typical task - you need to create a system for apartment accounting of resources in apartment building. Suppose a project fragment - accounting in one apartment - has been created. Now it needs to be multiplied by the required number of apartments and entrances, create a mnemonic diagram with a call to the required apartment to view its indicators (Fig. 3).
It is for these purposes that you can execute scripts written in C # inside and referring to its object model (Fig. 4).
After running the script (this example is taken from the sample scripts library), a new Home object is added to the project based on the sample Home object. Based on the quantitative parameters set by us in the settings, the specified number of entrances, floors, apartments is inserted into it (Fig. 5).
Rice. 5. View of the project tree after script execution
In addition to automatically creating the project structure, the script creates mimics, message logs, reports, and trends belonging to new objects, using the documents of the original (manually created) object as templates. And, as the final result, the main mnemonic diagram of the project is formed with automatically created buttons for calling the apartment windows in the required number (Fig. 6).
Rice. 6. View of the mnemonic diagram with scripted window call buttons
Summing up the consideration of this example, we must admit that since it is a very large software product, it is difficult even for a fairly experienced developer to navigate its object model for the first time, although it is documented. Therefore, the services of the service technical support for writing project development automation scripts are quite in demand, especially considering that in most cases they are free even for users of the demo version, and the created scripts will not be in vain, because they fall into the common treasury - a library available to everyone.
Development logic - full support for IEC 61131-3
The sharp increase in user interest in programming open architecture controllers in the technological languages described by the IEC 61131-3 standard led us to the idea of not just implementing in full support of the standard, but also releasing a separate product for those who program controllers for stand-alone use, and not for use in vertically integrated systems. So it appeared. It is a full-featured, fully compliant IDE that has retained the object ideology adopted in it, allowing you to increase not only the quality of automation projects, but also the productivity of designers. Due to the use of the latest software architecture, the functionality of this environment is not included in version 3, but will be part of a future version 4.
Thus, now, within the framework of the MasterSCADAv.3 toolkit, EnSAT proposes to program systems that contain both the lower controller level and operator stations, and it is recommended to develop projects for autonomous controllers using a much more powerful new product - . Both development environments use the same executive system for controllers, therefore, in terms of technical characteristics and structural functionality (list of supported controllers and platforms, drivers, archives, protocols, speed), their capabilities are almost the same. The new environment can also be used for programming those controllers that still interact with the upper level, but use the existing OPC server or one of the supported protocols for this, and not the “transparent” data exchange accepted in the technology that does not require configuration.
Rice. 7. Ladder Diagram Editor
Let's look at an example of a project developed in the environment (Fig. 7). The main advantage of the new environment is the ability to create a program simultaneously in all languages of the standard, using for each part of the algorithm the language that will be the most obvious for its implementation. As a rule, for dynamic algorithms, such as regulation, it is more convenient to use the function block language (FBD), relay circuits are more familiar to electrical engineers for describing logic, and step-by-step control is perfectly described by the step sequence language (SFC). Computational and any other problems can be solved in the language "Structured Text" (ST).
In the fig. 7 example, the parameter control program is “drawn” in the LD language and is further used as a library FB in a program already created in the function block language (Fig. 8).
Rice. eight. Function block diagram editor
The peculiarity of the software architecture (and, consequently, the future MasterSCADAv4, which will include this product) is that it is completely open for expansion. This means that we will be able to build support for another graphic language (for example, the flowchart language for describing algorithms or the UML language for describing the interaction of project objects) into the toolkit as soon as we feel its demand by our consumers. In the case of such consumers are primarily manufacturers of controllers and their customers. The expansion of the list of supported controllers is happening at a fast pace, and, consequently, the variety of requests from the growing client base growing just as fast. It is close interaction with qualified users that is the source of replenishment of script libraries and algorithms, the motive for the continuous development of development tools that can cope with the increasingly complex automation tasks.
I.E. Ablin, CEO,
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