USING ORG-MASTER FOR KNOWLEDGE BASED ORGANIZATIONAL CHANGE

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USING ORG-MASTER FOR KNOWLEDGE BASED
ORGANIZATIONAL CHANGE
Third International Conference "Information
Research, Applications and Education" i.TECH
Dmitry Kudryavtsev dmitry.ku_at_gmail.com Lev
Grigoriev glu_at_inbox.ru Valentina Kislova
valya_at_big.spb.ru Alexey Zablotsky
support_at_big.spb.ru
June 30, 2005, Varna
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Outline

1. ORG-Master application area
2. Requirements to business modeling tool for
   organizational change
3. Main concepts and advantages of ORG-Master
4. Application of ORG-Master and practical results

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ORG-Master application area

• Certain tasks
• Organizational change
• Business process improvement
• Business restructuring
• Quality management implementation
• Certain environment
• Growing markets with transitional economy
  (GMwTE)
• Extremely high pace of change in market
  conditions and business environment
• Low level of managerial culture
• Predominance of informal methods of management

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Outline

1. ORG-Master application area
2. Requirements to business modeling tool for
   organizational change
3. Main concepts and advantages of ORG-Master
4. Application of ORG-Master and practical results

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Requirements to business modeling tool for
organizational change

• Requirement 1
• Ability to represent information in different
  ways
• Requirement 2
• Ease to make changes in the model and documents
• Requirement 3
• Ability to create a complex model integrating
  different views on the business

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Ability to represent information in different ways
Practical reasons
Software requirements
Different formats
Diagrams

• Different purposes and ways of information
  utilization
• Different qualification of information users
• Different roles of information users at an
  enterprise

EIDEF0
DFD

IDEF0
Tables
Text
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Ability to represent information in different ways
Practical reasons
Software requirements
Different formats
Different levels of abstraction

• Different purposes and ways of information
  utilization
• Different qualification of information users
• Different roles of information users at an
  enterprise

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Ability to represent information in different ways
Practical reasons
Software requirements
Different formats
Different levels of abstraction

• Different purposes and ways of information
  utilization
• Different qualification of information users
• Different roles of information users at an
  enterprise

Different structure of knowledge
Personel
Strategist
Goals
Information
Goals
Personel manager
Personel
Information
Goals
Information manager
Information
Personel
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Ability to represent information in different ways
Practical reasons
Software requirements

• Different purposes and ways of information
  utilization
• Different qualification of information users
• Different roles of information users at an
  enterprise

Different formats
Different levels of abstraction
Different structure of knowledge
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Ease to make changes in the model and documents
Fast dynamic of the enterprise development is
especially relevant for growing markets with
transitional economy and require constant changes
in business processes, business model and
regulating documents. Changes in model (i.e.
changes in objects and in their relations) must
be reflected in every document
Diagrams
Salesman-consultant
Salesman
EIDEF0
DFD

IDEF0
Salesman-consultant
Industrial engineer
CHANGES
Tables
Text
Development of product initial design
Development of product initial design
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Ability to create a complex model integrating
different views on the business

• Organizational change initiative is integrated
  with other tasks.

For example, companies should define strategic
goals, implement strategies, implement resource
planning or document management systems
This tasks can be done both in series and in
parallel and include different analysts
concentrating either on different tasks. The
solution of every task require its own model.
Composition of tasks
Composition of integrated models
Goals and Measures model
Strategic improvements
Business Processes model


Organizational change
Information system implementation
Information Systems model
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Outline

1. ORG-Master application area
2. Requirements to business modeling tool for
   organizational change
3. Main concepts and advantages of ORG-Master
4. Application of ORG-Master and practical results

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Classifier
Classifier hierarchical tree of particular
objects (e.g. organizational roles, functions,
material resources, documents etc), which can
have different attributes type, meaning,
comments etc. In the process of building
classifier objects become structured into a
hierarchy/ tree they receives relationships of
AKO (A Kind Of) type.
Classifier Business Processes
1. Operating processes
1.1. Understand markets and customers
1.1.1. Determine customer needs and wants
1.1.1.1. Conduct qualitative assessments
1.1.1.2. Conduct quantitative assessments
1.1.2. Measure customer satisfaction
1.2. Develop vision and strategy
2. Managementsupport processes
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Matrix
Matrix (table) models that define relationships
between objects of different classifiers in any
combination of the later. Relationships can also
have different attributes (directions, type,
name, index, meaning).
?) Matrix as a relationship of objects from 2 classifiers ?) Tabular representation of a matrix of 2 classifiers ?) Triple matrix

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Matrix in ORG-Master interface
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Business process model as a system of classifiers
and matrixes
Business-process
Warehouse
Regulating documents
Regulating documents
Resources
Function 1
Function 2
Documents
System of classifiers and matrixes
Infrastructure
Infrastructure
Database
Org. roles
Functions
Org. role
Org. role

Infrastructure
Functions
Functions
Regulating documents
Functions
Resources
Functions
Functions
Functions
Documents
Databases
Documents
Warehouses
Resources
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Business process model as a system of classifiers
and matrixes(Model diagram in ORG-Master)
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Different interfaces for input and output of
information
The main specialty of ORG-Master consists in
division of business modeling interface from
model representation one.
EIDEF0
DFD

IDEF0
 Pseudographics

• Requirement 1?
• Functionality and advantages of ORG-Master
• ability to both easily fine-tune text reports,
  that allow to generate regulating reporting for
  particular corporate standards, and generate
  visual diagrams of business processes that
  support business analysis and understanding
• ability to generate multidimensional reports
  based on matrixes from business model
• ability to fine-tune level of abstraction
  (detail) in reports

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Centralized Repository
All the objects and their relations are stored
and represented in one centralized repository.
EIDEF0
DFD

IDEF0
ONE change
MANY implications

• Requirement 2?
• Functionality and advantages of ORG-Master
• changes in objects and in their relations made
  in one place of model are reflected throughout
  the whole model
• changes in the model cause changes in all the
  reports, tables and diagrams created which
  include changing objects or relations

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From business process model to complete
enterprise model

Goals

Goals and measures
Measures
Business processes


Information systems

Information objects

• Requirement 3?
• Functionality and advantages of ORG-Master
• ability to create complex business model that
  reflect different views on the business
• possibility to create individual objects and
  models
• ability to decompose the whole business model
  into constituent separate
• submodels

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Practical advantages

• Quick modeling and actualization
• Easy to learn
• Low price

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Outline

1. ORG-Master application area
2. Requirements to business modeling tool for
   organizational change
3. Main concepts and advantages of ORG-Master
4. Application of ORG-Master and practical results

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Application of ORG-Master and practical results

• 6-year history of application in the
  organizational change initiatives.
• Broad range of ORG-Master clients located in
  Russia, Ukraine.
• Size of ORG-Master clients vary from small
  companies to large holding structures (up to
  10000 people).
• The results of typical ORG-Master application in
  BPI initiatives include
• Business model which describe functions,
  organizational roles, goals and measures,
  functions distribution among organizational roles
  and description of necessary business processes.
• Regulating documents based on business model (job
  descriptions, procedures etc)
• Diagrams of the necessary processes based on
  business model

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• Thanks.
• Questions?
• Dmitry Kudryavtsev dmitry.ku_at_gmail.com
• Lev Grigoriev glu_at_inbox.ru
• Valentina Kislova valya_at_big.spb.ru
• Alexey Zablotsky support_at_big.spb.ru
• www.bigc.ru